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Retail marketing management.
Abstract
Subject area
Retail marketing management.
Study level/applicability
Undergraduate management; MA; Master's in Business Administration and Master's in Strategic Marketing programs.
Case overview
Opening of the “Dubai Mall” in November 2008 set a new benchmark in retail history. The mall is considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of “retailtainment” has caught the momentum worldwide and success of Dubai Mall is the live example of its strategic role in the retail mix. The case also highlights the importance of “good location” in the success of retail establishments, whilst examining primary retail location theories and there relation to the phenomenal success of Dubai Mall.
Expected learning outcomes
Through this case study students will be able to: understand the roles of “entertainment” and “location” in retail mix strategy; analyse the new trend of “retailtainment” and “quality location” in creating value-added services and gaining competitive advantage in global competitive retail environment; ascertain the importance and application of “retailtainment” and “strategic location” in the real world's successful example of “Dubai Mall”; and diagnose the role of these learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country.
Supplementary materials
Teaching note.
Details
Keywords
Abhishek Kumar, Sanjay Kumar Kar, Saroj Kumar Mishra, Rohit Bansal and Sidhartha Harichandan
This case will enable students to understand the operations and business model of an international retailer. The case offers enough insights and learning on a retailer who enters…
Abstract
Learning outcomes
This case will enable students to understand the operations and business model of an international retailer. The case offers enough insights and learning on a retailer who enters a different market and collaborates with the local players to gain market access; and to understand the marketing techniques and strategies of an international retailer to capitalise on market opportunities.
Case overview/synopsis
The case is about a third largest US-based multinational Costco Wholesale corporation which is a giant retailer. The company operated at 803 locations with a revenue of $166.7bn, which makes it the third largest global retailer in 2020. The case offers comprehensive insight into Costco Wholesale’s business model, distribution strategy, marketing techniques and internationalisation. The authors further discuss that how Costco put forth its model among different range of customers and provided them with high-quality products at a comparatively lower price. The focus of the case is towards the Asian expansion of Costco. In subsequent parts, the strategies and challenges of Costco with respect to its Asian competitors have also been discussed. After generating experience in Asian markets, Costco has considered China as its next destination. The case also discusses the foreign retailers’ success, failure and retail format.
Complexity academic level
This case is designed for undergraduate and postgraduate classes of management and business administration.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
Details
Keywords
This paper aims to describe the cross-channel challenges experienced by a leading US fashion retailer and illustrates the adaptation to consumer needs as led by a female…
Abstract
Social implications
This paper aims to describe the cross-channel challenges experienced by a leading US fashion retailer and illustrates the adaptation to consumer needs as led by a female divisional head and female executive.
Learning outcomes
The teaching objectives include to understand the assortment planning complexities experienced by merchandise managers; address critical issues surrounding channel strategies; identify the data needs for assortment improvement and cross-channel management; investigate responsive solutions for customer-focused assortment diversification; and explore the challenges associated with continual retail channel adaptation.
Case overview/synopsis
The fashion retailer Spirit & Free (S&F) (pseudonym) is a Fortune 500 retailer. As a multi-channel retailer, S&F is proud of the consistency of the brand’s identity across channels. However, recently, S&F has noticed a difference between their mobile (m-commerce, social commerce) and in-store/e-commerce customers. Through this case study, students will follow the Women’s Apparel Divisional Merchandise Manager and explore how the business will maintain a consistent brand identity and capture both sets of customers through assortment planning. Resources will be provided for assortment planning analysis, and students will be asked to consider assortment opportunities regarding category mix and pricing strategy.
Complexity academic level
The case would be relevant to upper-level undergraduate courses or introductory master's level course in retail, management, fashion merchandising and omni-channel retail.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 8: Marketing
Details
Keywords
Abstract
Subject area
Marketing and Strategy.
Study level/applicability
BA level.
Case overview
The case deals with IKEA’s unique service experience, and the company’s plans to expand into India. The question that is dealt with primarily is, “Can IKEA successfully introduce and adapt its service experience to the Indian market”. IKEA’s service experience is critically explored, as well as the concept of “service” in India.
Expected learning outcomes
After studying the case, it is expected that students will have a better understanding of what is a “service experience”, as well as how it can give a company a competitive advantage. It is also expected that students will have a better understanding of the retail market and consumer behavior in India.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing.
Details
Keywords
Zhiyong Yao, Kun Lin and Yixuan Huang
The tech giants Alibaba and Tencent compete on many fronts. This case focuses on three areas where they have competed very hard: new retailing, mobile payment, and ride-hailing…
Abstract
The tech giants Alibaba and Tencent compete on many fronts. This case focuses on three areas where they have competed very hard: new retailing, mobile payment, and ride-hailing. At the beginning of 2018, Alibaba and Tencent were gathering retail investments in bids to battle each other for shoppers' digital wallets. Key to the battle is China's mobile payment market, worth more than 200 trillion RMB, where Alibaba and Tencent are going head to head. The giants are not only directly competing in the payment platform area but also extensively fighting in other areas, such as ride-hailing, where they invested in and supported Didi and Kuaidi, respectively. To enhance understanding, this case also briefly goes through the history of the two giants. The purposes, methods, and consequences of their platform competition deserve an in-depth discussion
Shernaz Bodhanwala and Ruzbeh Bodhanwala
The case is written based on publicly available data from primary sources such as the company’s annual reports, company website and the company’s presentations, as well as from…
Abstract
Research methodology
The case is written based on publicly available data from primary sources such as the company’s annual reports, company website and the company’s presentations, as well as from secondary sources comprising newspaper articles, research papers, research magazines, magazine articles, industry reports, research reports, etc. as indicated in the references. The company’s financials and peer data are sourced from the Thomson Reuters Eikon database.
Case overview/synopsis
The case examines the financial position of Macy’s, Inc., America’s largest and one of the oldest premier departmental stores, with a consolidated annual turnover of US$18,097m in the fiscal year 2020/2021 (FY, 2021). Over the previous few years, the company had been struggling with decreasing market share and profitability mainly due to increasing competition from online retailers and deep discounters, which was affecting the company’s share price. With the appointment of a new chief executive officer (CEO) in fiscal year (FY) 2017, Macy’s, Inc. undertook several changes to revive its financial health and improve its market share. However, it still registered heavy losses of US$3,944m in the FY 2020/2021, the company’s first time in the past decade. With many retailers filing for bankruptcy, was there more that Macy’s could do to improve the company’s position and regain lost investor confidence? Will its entry into emerging markets play a crucial role in its turnaround?
Complexity academic level
The case can be used in undergraduate and postgraduate courses such as accounting for managers, financial statement analysis, management accounting, introduction to accounting and advanced financial statement analysis. The case can also be effectively used to understand the primary fundamental analysis of the company that involves understanding the company’s positioning and strengths, weaknesses, opportunities and threats analysis. The case would also help business management and entrepreneurship students to get a preliminary idea about the change management process. Finally, the case can be used to familiarize students with using Microsoft Excel to build financial analysis worksheets.
Supplementary Material
Teaching notes are available for educators only.
Details
Keywords
Ahmed Ayman and Mahitab Mohamed Shahin
Firms that are selling a relatively new market offering have to create the need for that offering. House Wonders entered a market that was not that well-informed about their…
Abstract
Learning outcomes
Firms that are selling a relatively new market offering have to create the need for that offering. House Wonders entered a market that was not that well-informed about their market offering, and thus, have experimented with several communication channels that had different cost, and naturally different results. The purpose of this case is to encourage the students to compare and contrast the different communication methods, discuss their usage by House Wonders and come up with the best communication strategy.
Case overview/synopsis
This case simulates the challenges faced by a department store that is specialized in home improvement and hardware that recently started operations in Egypt. The store heavily emphasizes the role of “do it yourself” products, which is relatively new to the Egyptian customers. The case study presents the current economic conditions in Egypt, the company profile of the store and its parent company. The following sections involve explaining the concept of “do it yourself,” and other competitive advantages the store, House Wonders, has and how the management team managed to make the best out of it. The case study is concluded by explaining that in spite of all their efforts, the team is still faced with a number of challenges that are yet to be resolved, the most important of which is how to better reach the targeted segment.
Complexity academic level
Undergraduate/ MBA.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing.
Details
Keywords
Shelley de Reuck and Geoff Bick
The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a…
Abstract
Subject area of the teaching case
The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a growth strategy employed by an existing brand to secure additional revenue channels and customer touch points.
Student level
This teaching case is aimed at postgraduate business students such as Master's degrees in Business Administration degrees, postgraduate diplomas, executive education, or specialist Master's degrees.
Brief overview of the teaching case
Kauai is a health restaurant with 150 stores across South Africa, Namibia and Botswana, more than 50% of which are franchise-owned. An acquisition of the original Kauai quick-service restaurant (QSR) chain by Real Foods in 2015 leads to a complete rebrand and overhaul of its product offering and store experience. Since the acquisition, the business operates as a startup with few formal processes and KPIs in place to drive performance. Despite the obvious success the team is battling with the factors that need to be considered to ensure that they can scale adequately to realise full potential. Plus how should they position the existing brand effectively within the FMCG space to maximise the contribution of brand equity to its success?
Expected learning outcomes
–The understanding around the business model of a strong, existing brand entering a highly competitive and price-sensitive FMCG.
–Analysing the marketing strategy and brand identity approaches that could be used.
–An understanding of the brand extension strategy that could be implemented in light of various challenges.
–Understanding how retail marketing works in an emerging market context.
Details
Keywords
Yan Du and Elie Salameh
Through the discussion of this case, students will have a better understanding of the managerial dilemma associated with the implementation of management control in an early-stage…
Abstract
Learning outcomes
Through the discussion of this case, students will have a better understanding of the managerial dilemma associated with the implementation of management control in an early-stage firm. Students will provide proposals to improving current management control. Finally, this case encourages students to think about the costs and benefits of implementing formal management control systems.
Case overview/synopsis
As the company grows, it becomes difficult to keep control of the organization. The organizational structure of Majid Al Futtaim (MAF) Carrefour Jordan is too centralized, and the top management is confronted with information overload, which inhibits their ability to pursue strategic goals. The department managers are also confronted with communication problems, and they are evaluated based on the indicators that were out of their control. Processes and rules do not permit managers sufficient autonomy, and neither do these motivate employees towards organizational strategic goals. It is obvious that many control issues needed to be addressed in MAF Carrefour Jordan. However, given the limited budgets, MAF Carrefour Jordan managers need to decide which control systems to implement first.
Complexity academic level
This case can be used in an introductory cost accounting and management control course at the undergraduate or postgraduate level. The case should be introduced after students attained a baseline understanding of management control system fundamental concepts. However, this case is equally effective in introducing concepts to students who are new to management control systems.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 1: Accounting and Finance
Details
Keywords
Mignon Reyneke and Claire Barnardo
The learning outcomes are as follows: understanding online, traditional and omnichannel retail and the challenges and benefits of each method; evaluating the effect of consumer…
Abstract
Learning outcomes
The learning outcomes are as follows: understanding online, traditional and omnichannel retail and the challenges and benefits of each method; evaluating the effect of consumer buying behaviour on a company’s growth strategy; assessing the effect of changing industry dynamics and technology on consumer behaviour; and understanding the role of consistent customer experience across different retail mediums.
Case overview/synopsis
This case looks at Yuppiechef, a successful e-commerce business, and their move from “clicks to bricks” with the introduction of retail stores. Founder and CEO of Yuppiechef, Andrew Smith, shares the current business status and considers how to maintain the brand’s culture with the growth of retail and being an omnichannel pioneer.
Complexity academic level
The primary target audience for this teaching case is postgraduate business students, especially students of digital marketing, strategy and e-commerce. This teaching case is intended to be used as case study in postgraduate business programmes such as Master of Business Administration (MBA), a specialist masters’ programme such as MM (Entrepreneurship), post-graduate diploma in management (PGDip), as well as selected executive education programmes.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 8: Marketing.
Details