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1 – 10 of 12Bikramjit Rishi and Archit Kacker
To appraise the product positioning in an emerging market. To recognize and discuss a positioning plan for a new product. To apply, describe the Kapferer brand identity prism…
Abstract
Learning outcomes
To appraise the product positioning in an emerging market. To recognize and discuss a positioning plan for a new product. To apply, describe the Kapferer brand identity prism along with different competition levels for Kingfisher Ultra Max. To deliberate the marketing mix for improving the sales of Kingfisher Ultra Max.
Case overview/synopsis
United Breweries Limited (UBL) was part of UB Group, which was a business conglomerate. United Breweries Holdings Limited or UB Group was headquartered at UB City, Bangalore, India. It dealt in many businesses, out of which UBL was one of them. Kingfisher Ultra Max was Kingfisher’s newest addition to the super-premium strong beer segment. It was a larger-based beer with 8% alcohol by volume content and was stronger in terms of alcohol content than Kingfisher Ultra, which was also from the super-premium segment. This brands positioning was such that it targeted the premium segment. The top management was considering a change in positioning for their Ultra Max brand. A research report submitted by a premier business school also recommended a change in positioning. The officials in the meeting are contemplating the two options for the shift in positioning; one is to make the change of positioning across India and the other is to make the change specific to some states.
Complexity academic level
The case is targeted at students of post-graduation and under-graduation programs in business administration, specializing in marketing management, brand management or marketing strategy. Also, the case study can be included as part of courses related to strategic management and competitive analysis.
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.
Supplementary materials
Teaching Notes are available for educators only.
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The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The…
Abstract
The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The scandal dealt a crippling blow to the powerful Martha Stewart brand and drove results at her namesake company, Martha Stewart Living Omnimedia (MSO), deep into the red. But as owner of more than 90 percent of MSO's voting shares, Stewart continued to control the company throughout the scandal.
The company faced significant external challenges, including changing consumer preferences and mounting competition in all of its markets. Ad rates were under pressure as advertisers began fragmenting spending across multiple platforms, including the Internet and social media, where MSO was weak. New competitors were luring readers from MSO's flagship publication, Martha Stewart Living. And in its second biggest business, merchandising, retailing juggernauts such as Walmart and Target were crushing MSO's most important sales channel, Kmart. Internal challenges loomed even larger, with numerous failures of governance while the company attempted a turnaround.
This case can be used to teach either corporate governance or turnarounds.
Students will learn:
How control of shareholder voting rights by a founding executive can undermine corporate governance
The importance of independent directors and board committees
How company bylaws affect corporate governance
How to recognize and respond to early signs of stagnation
How to avoid management actions that can make a crisis worse
How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization
How control of shareholder voting rights by a founding executive can undermine corporate governance
The importance of independent directors and board committees
How company bylaws affect corporate governance
How to recognize and respond to early signs of stagnation
How to avoid management actions that can make a crisis worse
How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization
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Dennis Paul Wittmer, Simon George and McGowan Robert
The case includes issues in sustainable enterprises, marketing management, organizational development, organizational behavior, entrepreneurship, organizational leadership and…
Abstract
Subject area
The case includes issues in sustainable enterprises, marketing management, organizational development, organizational behavior, entrepreneurship, organizational leadership and small business management.
Study level/applicability
The Bahia Aventuras case may be used at both the undergraduate and graduate levels of study within most business school curricula (BSBA, MBA and MS). Potential courses may include building sustainable enterprises, marketing management, organizational development, organizational behavior, entrepreneurship, organizational leadership and small business management.
Case overview
Bahia Aventuras is an ecotourism company in Costa Rica. A local entrepreneur, Walter Brenes, started the company in 2007 to specialize in marine tours, including whale watching, bird viewing and snorkeling. However, the founder had no business training and confronts both internal and external challenges to achieve sustainable success, both financially and environmentally. Internally, there were few financial control systems in place and as a result Walter's ability to accurately account for revenues and expenses was limited. Bahia Aventuras and Walter also faced external challenges. Construction of a new highway was likely, and that could bring more competition, including hotel chains such as the Marriott and Sheraton. Government regulation cut both ways for the company. He was the classic small businessperson, who needed help in moving to the next stage of development for his small business. Thus, a small ecotourism business was caught in the middle of rapid economic development, a growing national infrastructure and increasing pressures to preserve and protect the coastal ecosystem and rainforest of south central Costa Rica. He was just trying to figure out how to “stay alive” as a business. The case has a tragic ending for the owners. Both Walter and his partner, along with one of their tour guides, died in a car accident. But family, friends and the community has kept Walter's vision alive, and Bahia Aventuras continues to day.
Expected learning
outcomes Upon completion of the Bahia Aventuras case, each participant will be able to: Describe the economic development and growth prospects of ecotourism within Costa Rica. Evaluate the socio-economic challenges which confront Costa Rica as a developing nation within the Central American region. Describe how Costa Rica's environmental regulations have affected the continued growth and development of ecotourism within the country. Describe the complex set of relationships that may exist between small business owners, their employees, regulatory agencies and the local community. Apply management skills and competencies to analyze and propose feasible solutions to organizational performance problems. Explain how the implementation of sustainable business practices may serve as a catalyst for the creation of shared value for organizational stakeholders as enabled through economic growth, attainment of social equity and preservation of the environment.
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.
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Bonita Betters-Reed and Elise Porter
Leadership, organizational behavior, entrepreneurship.
Abstract
Subject area
Leadership, organizational behavior, entrepreneurship.
Study level/applicability
This case study is intended for undergraduate and graduate levels.
Case overview
This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.
Expected learning outcomes
The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.
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Armand Gilinsky, Raymond H. Lopez, James S. Gould and Robert R. Cangemi
The Beringer Wine Estates Company has been expanding its market share in the premium segment of the wine industry in the 1990's. After operating as a wholly owned subsidiary of…
Abstract
The Beringer Wine Estates Company has been expanding its market share in the premium segment of the wine industry in the 1990's. After operating as a wholly owned subsidiary of the giant Nestlé food company for almost a quarter of a century, the firm was sold in 1996 to new owners, in a leveraged buyout. For the next year and a half, management and the new owners restructured the firm and expanded through internal growth and strategic acquisitions. With a heavy debt load from the LBO, it seemed prudent for management to consider a significant rebalancing of its capital structure. By paying off a portion of its debt and enhancing the equity account, the firm would achieve greater financial flexibility which could enhance its growth rate and business options. Finally, a publicly held common stock would provide management with another “currency” to be used for enhancing its growth rate and overall corporate valuation. With the equity markets in turmoil, significant strategic decisions had to be made quickly. Should the IPO be completed, with the district possibility of a less than successful after market price performance and these implications for pursuing external growth initiatives? A variety of alternative courses of action and their implications for the financial health of the Beringer Company and the financial wealth of Beringer stockholders are integral components of this case.
Neal J. Roese and Mohan Kompella
In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although…
Abstract
In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although Harley-Davidson had a record sales year in 2006 and had maintained a commanding share of the heavyweight motorcycle market for the previous decade, it needed to take new action to sustain its growth.
Richer needed to deliver a new generation of riders and a more diverse customer base, all without losing current Harley-Davidson customers. He also knew that he could not relax: the average tenure of a CMO in 2007 was only 27 months and a complete new product development cycle would take a minimum of four years.
After analyzing the case, students should be able to:
Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research
Understand the power of leveraging existing assets as opposed to innovating new products
Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty
Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research
Understand the power of leveraging existing assets as opposed to innovating new products
Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty
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Charles M. Carson and Jonathan N. Ishee
Erick Wilson and Richard Hyche, managers of Hughes Family Furniture Store in Charlotte N.C. are exploring new ways to motivate their sales force to sell more of one of their most…
Abstract
Erick Wilson and Richard Hyche, managers of Hughes Family Furniture Store in Charlotte N.C. are exploring new ways to motivate their sales force to sell more of one of their most profitable items, a Furniture Protection Plan. They are considering a new compensation plan but are concerned about how this new change might affect their sales force.
Neal J. Roese and Alexander Chernev
Harley-Davidson's first-ever chief marketing officer has his work cut out for him as the classic American motorcycle manufacturer seeks to curb slowing sales from aging customers…
Abstract
Harley-Davidson's first-ever chief marketing officer has his work cut out for him as the classic American motorcycle manufacturer seeks to curb slowing sales from aging customers. The dilemma: what to do with its less known and unprofitable Buell brand, which has a younger customer base? Which of five options continue its dual-brand strategy, double down on Buell, operate Buell as an endorsement brand, sell it, or discontinue the brand entirely will best attract younger buyers without alienating current diehard customers?
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John E. Timmerman, Serhiy Y. Ponomarov and Frank Morris
Republic Electric is faced with the need to engage in a systematic process of evaluating vendors for its just-in-time manufacturing. The case gives students the opportunity to…
Abstract
Synopsis
Republic Electric is faced with the need to engage in a systematic process of evaluating vendors for its just-in-time manufacturing. The case gives students the opportunity to think through the process for vendor selection in the context of real-world constraints for a specific organization, to become acquainted with the Delphi technique for developing consensus, to gain hands-on experience with linear averaging, to engage in calculations of value indexes, and to recognize the marketing implications of effectively evaluating vendors. A key takeaway for students is the fact that vendor selection decisions are multifaceted and will vary among organizations depending on each organization’s particular strategic needs, operational constraints, and human judgment.
Research methodology
The case is based upon a consulting assignment with the company that is represented by Republic Electric. The experience was gained first-hand by one of the authors.
Relevant courses and levels
This case is targeted at undergraduate students in marketing, materials management, supply chain management, and purchasing, but can work well in a variety of business courses in which supply chains or the development of evaluation tools is studied, to include graduate classes.
Theoretical bases
The concept of vendor assessment is well developed in the literature and represents a pragmatic, but often neglected, step in the practice of choosing suppliers.
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On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the…
Abstract
On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the transcription from Media Matters for America, Imus said, “ That&s some nappy-headed hos there. I&m gonna tell you that now, man, that&s some … woo. And the girls from Tennessee, they all look cute, you know, so, like … kinda like … I don&t know.” At first, the comments did not seem out of the ordinary for one of radio&s “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus& contract.
After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company&s stakeholders. In addition, he wanted to avoid any more distractions from the firm&s normal day-to-day operations.