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Article
Publication date: 2 November 2020

Stephanie A. Pankiw, Barbara J. Phillips and David E. Williams

Luxury brands seek to differentiate themselves from competitors by engaging in corporate social responsibility (CSR) practices. Although many luxury brands participate in…

Abstract

Purpose

Luxury brands seek to differentiate themselves from competitors by engaging in corporate social responsibility (CSR) practices. Although many luxury brands participate in CSR activities, it is unclear if luxury brands communicate these CSR activities to consumers. Therefore, this study aims to explore two questions: are luxury jewelry brands communicating CSR (including women’s empowerment) in their advertising? And how should luxury jewelry brands communicate CSR messages in their advertising?

Design/methodology/approach

This paper uses a content analysis of luxury jewelry print advertisements and in-depth interviews with 20 female jewelry consumers analyzed using grounded theory to construct the luxury brand CSR advertising strategies theory.

Findings

Very few (3%) of print advertisements contain CSR messages, including femvertising and the theory presents four paths for brands to consider when promoting CSR practices, namely, ethical sourcing, cause-related marketing product, a signal of product care and quality and signal of an authentic relationship with the consumer.

Practical implications

The model provides four potential CSR advertising strategies and guidelines luxury jewelry brands can use to create successful advertising campaigns.

Originality/value

Luxury jewelry advertising has not been empirically examined and the study fills gaps in the understanding of luxury brands’ communication strategies. It adds to the knowledge and theorizing of the use and appropriateness of CSR appeals in a luxury brand context.

Details

Qualitative Market Research: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1352-2752

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Case study
Publication date: 4 July 2020

Mana Khalifa Almheiri, Syed Zamberi Ahmad and Abdul Rahim Abu Bakar

Expected learning objectives students will be able to examine the possible reasons for a company’s poor performance using relevant business tools. Students will be able to…

Abstract

Learning outcomes

Expected learning objectives students will be able to examine the possible reasons for a company’s poor performance using relevant business tools. Students will be able to critically assess the role of technology and social media in the gem and jewellery industry in Dubai. Students will be able to analyse the customer segmentation approach used by five diamonds and to critically analyse its advantages and disadvantages. Students will be able to use the SWOT framework to identify the key weaknesses of and threats to five diamonds and identify the strengths and opportunities that the company needed to capitalize on, to be more competitive in the industry and generate high profitability. Students will be able to critically analyse the fit between the firm’s current business strategy and its business environment and develop a “turnaround” strategy.

Case overview/synopsis

Five diamonds were a trading company that dealt in gems and jewellery, natural pearls and branded watches. The company had been founded by Mustafa Al Fardan in 2003 and was currently run by his son Mohammed Al Fardan who held the position of General Manager. The company was based in Dubai, United Arab Emirates (UAE) with two local branches and eight international branches in China, France, India, Switzerland, Hong Kong and the UK. The branches were located in Palm Strip Jumeirah and in the Jumeirah Al Naseem Hotel, in the Umm Sequim area. The Palm Strip Jumeirah region is one of the largest and crowded areas in Dubai with world-class facilities such as hotels, clinics, restaurants, beaches and clubs, making it a perfect location for tourists. The Umm Sequim region is in the same area where the iconic seven-star hotel, Burj Al Arab, is located. The place is also a “must be” place for tourists and has recorded a significant increase in traffic at different times of the year. Despite their strong presence locally and internationally, the firm was facing fierce competition from the hostile business environment. Industry trends and the business environment were changing the local and global gems and jewellery industry landscape. These changes had offset five diamonds’ business strategy and its long-held business tradition. As a result, the company yearly profit had started to plummet. The company needed to revise its existing business strategy and the way it operated in the market. Failure to do so would have resulted in the firm missing the huge growth opportunity and also put itself into jeopardy.

Complexity academic level

This case is useful for undergraduate and postgraduate students majoring in marketing, business management and/or strategic management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

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Article
Publication date: 29 January 2020

Fabian Maximilian Johannes Teichmann

This paper aims to illustrate how white-collar criminals launder money in the jewellery business.

Abstract

Purpose

This paper aims to illustrate how white-collar criminals launder money in the jewellery business.

Design/methodology/approach

Semi-structured interviews were conducted with 50 white-collar criminals and 50 compliance and prevention experts in Austria, Germany, Liechtenstein and Switzerland. Following the qualitative content analysis of their responses, a quantitative survey of 200 compliance officers was then conducted in the same geographical area. These two methods reveal the concrete techniques used by money launderers and the compliance industry’s (lack of) awareness.

Findings

The jewellery business is susceptible to laundering money. It facilitates both the placement and layering of incriminated assets.

Research limitations/implications

As the findings of the qualitative study are based on semi-standardised interviews, they are limited to the 100 interviewees’ perspectives.

Practical implications

The identification of concrete methods of money laundering provides valuable insight into criminal activity for compliance officers, law enforcement agencies and legislators. A more profound understanding of the methods used by criminals should foster more effective crime prevention.

Originality/value

While prior literature predominantly focusses on the organisations and mechanisms aimed at fighting money laundering, this paper considers how criminals avoid detection by exploring both prevention experts’ and criminals’ perspectives.

Details

Journal of Money Laundering Control, vol. 23 no. 3
Type: Research Article
ISSN: 1368-5201

Keywords

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Article
Publication date: 13 March 2019

Beulah Pereira, Kevin Teah, Billy Sung and Min Teah

The purpose of this paper is to conduct an in-depth interview with the Chief Executive Officer (CEO) of Larry Jewelry, a luxury jeweller with boutiques in Hong Kong and…

Abstract

Purpose

The purpose of this paper is to conduct an in-depth interview with the Chief Executive Officer (CEO) of Larry Jewelry, a luxury jeweller with boutiques in Hong Kong and Singapore. Given the ever-evolving luxury jewellery market in South East Asia, it is paramount to understand the success factors of the luxury jewellery sector.

Design/methodology/approach

An in-depth interview approach is used to understand the antecedents of the success of the luxury jewellery sector. Specifically, this paper presents a complex business model of Larry Jewelry and an in-depth interview with the CEO of Larry Jewelry for current insights in the sector.

Findings

This paper highlights the history of Larry Jewelry, its product segments and the key elements of its business blueprint. Specifically, the success of Larry Jewelry is attributed to its business model and strong branding on quality, craftsmanship, rarity, human interaction and trust.

Originality/value

Despite the substantial growth in the luxury jewellery sector, there is relatively little research on the success factors of this industry, especially in South East Asia. The current research provides practical insights into business blueprint of a successful luxury jeweller in Hong Kong and Singapore.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 31 no. 4
Type: Research Article
ISSN: 1355-5855

Keywords

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Abstract

Subject area

Strategic management.

Study level/applicability

Upper-level undergraduate courses or introductory MBA courses.

Case overview

The need to diversify the financial risks of his scrap metal business based in Georgia led Levan to invest in a diamond trading company in the UAE. He agreed to be a sleeping partner and provide the capital to Kewon, a diamond specialist with a wealth of experience in the field, in their joint attempt to build an international network of diamond trade. Despite several difficulties faced on the way, their company seemed to generate stable returns for more than five years. Yet following the surprising discovery of multiple organizational inconsistencies, Levan decided to end the partnership with Kewon and establish his own retail jewelry store to be managed by the members of his family. Ultimately, he was confronted with two important decisions regarding both his jewelry business and the diamond company in which he had previously invested a significant amount of capital. The decisions he was about to make were of critical importance for the future of these companies and the people who managed them. By walking readers through a series of triggering events, this case offers the opportunity to evaluate the effectiveness of managerial actions through the application of various strategic management tools and frameworks.

Expected learning outcomes

Upon completion of this case study analysis, students should be able to: estimate the complexities associated with the management of a partnership-based venture in the context of emerging markets; perform a detailed diagnosis of an entrepreneurial venture, applying relevant strategic management tools and techniques; evaluate the effectiveness of managerial actions and decisions at different stages of the organizational lifecycle; and demonstrate the importance of the strategic adaptation of organizations through the deployment of viable decision-making skills.

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 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Article
Publication date: 1 December 2005

Ganesan Kannabiran and Saumen Bhaumik

This paper aims to examine how creative industries can adopt supply chain management (SCM) approaches to achieve business excellence.

Abstract

Purpose

This paper aims to examine how creative industries can adopt supply chain management (SCM) approaches to achieve business excellence.

Design/methodology/approach

The paper is based on case research of supply chain (SC) integration in a jewellery‐manufacturing organisation.

Findings

Organisations in the creative industries such as jewellery can achieve superior performance through systematic supply chain planning and implementation. Integrating SC planning with business planning, persistent commitment of the top management and making use of cross‐functional teams for implementation are some of the key determinants of SCM.

Research limitations/implications

The paper presents a basis for understanding the scope for adopting SCM approaches in creative industries. Future research may be directed to identify and evaluate the parameters of successful adoption of SCM approaches in other creative industries. The research has the generic limitation of generalisability. However, it provides an insight into understanding the issues of SCM adoption in a developing country context.

Practical implications

Practitioners are required to use cross‐functional teams for SCM implementation, choose unique approaches to manage supply chain performance and exploit native talents in creative industries.

Originality/value

The paper brings out the key aspects of supply chain integration in creative industries with specific reference to a developing country.

Details

Supply Chain Management: An International Journal, vol. 10 no. 5
Type: Research Article
ISSN: 1359-8546

Keywords

Content available
Article
Publication date: 11 June 2019

Heba Mohamed Adel and Raghda Abulsaoud Ahmed Younis

This paper aims to study the impact of innovation climate (IC) on co-creating modular mass-customisation (CMMC) in terms of cost effectiveness, volume effectiveness…

Abstract

Purpose

This paper aims to study the impact of innovation climate (IC) on co-creating modular mass-customisation (CMMC) in terms of cost effectiveness, volume effectiveness, responsiveness, product modularity and collaborative assembly. Additionally, this research paper investigates the effect of IC and CMMC on the value to customer (VC) in a modular jewellery emerging market that includes international companies.

Design/methodology/approach

After conducting a comprehensive literature review, the authors suggested a conceptual framework and examined it using mixed methods approach. In addition to qualitative focus groups, questionnaires were filled – across five-point Likert scale format – through 63 depth interviews carried out with subject-matter-experts working at 14 international organisations in the Egyptian modular jewellery market. SmartPLS software was used for structural equation modelling analysis.

Findings

Results showed that CMMC positively and significantly affects VC. Furthermore, IC positively and significantly affects both CMMC and VC.

Practical implications

Recent industrial developments that can be observed in such international modular jewellery sector can be enhanced by the empirical evidence of this research regarding the importance of developing IC for more creative manufacturing approach of modular mass-customisation and better VC.

Originality/value

To the best of our knowledge, it is the first empirical study that investigates the relationship between CMMC, IC and VC in a unique jewellery market, which recently generated high customer involvement in the assembly/reassembly processes. Conceptually and empirically, it consolidates and adds to the literature of production and operations management (mass-customisation), organisational studies and innovation science (organisational climate for innovation) and applied social sciences.

Details

Journal of Humanities and Applied Social Sciences, vol. 1 no. 1
Type: Research Article
ISSN: 2632-279X

Keywords

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Article
Publication date: 4 April 2016

Yong-Sik Hwang and Dong Chen

This paper aims to examine Korean jewelry manufacturers operating in China to assess the relationship between their perceptions of external risks and their intentions to…

Abstract

Purpose

This paper aims to examine Korean jewelry manufacturers operating in China to assess the relationship between their perceptions of external risks and their intentions to relocate. The authors hypothesize that foreign firms finding risk in the current external environment are more likely to consider moving their facilities outside China. In particular, this paper explores whether firm performance and technological capability moderate the relationship between perceived external risk and relocation intentions.

Design/methodology/approach

Korean jewelry manufacturers were among the first Korean firms entering China in the early 1990s to avoid Korea’s rising labor costs. After 20 years, they face similar external risks in China. The authors collected and analyzed 238 survey samples from Korean jewelry manufacturers operating in China to determine whether perceived external risks affect decisions to relocate. Logistic regression was used to examine the hypotheses. In addition to an empirical method, five case studies related to empirical results have been included.

Findings

Analysis results suggest that firms perceiving riskier managerial and competitive environments are more likely to have relocation intentions. Perceptions of risks from the governmental/political environment and macroeconomic environment have no significant relationship with relocation intentions. Also, firms’ performance and technological capability negatively moderate the relationship between perceptions of managerial competitive environment risks and relocation intentions.

Originality/value

This study contributes to the literature on international business relocation strategies by examining perceptions of external risks that determine whether foreign manufacturing firms will relocate. In addition, the research sheds light on the transformation of Chinese economics from labor-intensive to capital-, technological- and knowledge-intensive structures. By applying multi-methods, this research further elaborates empirical results with five case studies.

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Case study
Publication date: 7 February 2019

Caroline E. Glackin

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation…

Abstract

Theoretical basis

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.

Research methodology

This case is based upon a combination of interviews with the protagonist, her staff and secondary research.

Case overview/synopsis

This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.

Complexity academic level

This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.

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Article
Publication date: 14 October 2014

Jorge Carneiro, Geraldine Tonoli, Talita Barbosa Matos Peixoto, Rafael Magalhães Costa, Fábio de Matos Domingues, Carlos Falcão Maranhão and Paulo David Tostes dos Santos

The purpose of this paper is to offer instructors a real managerial dilemma faced by a prestigious Brazilian jewelry company as it decides how it should expand into two…

Abstract

Purpose

The purpose of this paper is to offer instructors a real managerial dilemma faced by a prestigious Brazilian jewelry company as it decides how it should expand into two Asian countries: China and South Korea.

Design/methodology/approach

The authors followed guidelines for developing teaching cases as those suggested by Gill's (2011) seminal contribution, Informing with the Case Method.

Findings

Since this is a teaching case, there are no “findings” in the usual sense of the word related to traditional empirical studies.

Research limitations/implications

Data for the case came mainly from the stated visions and opinions of the firm's spokesperson and may reflect his own particular (though influential) views. The authors also used public secondary data from consulting companies, market research firms and business magazines. Although these accounts may be partial, this is not a severe limitation since a teaching case is expected to provide some information, but not a full set of information, in order to better reflect real managerial situations.

Practical implications

This case study may help students understand and “live trough” a real managerial dilemma, related to international expansion to a rather distinct environment from those the firm has been accustomed to.

Originality/value

This teaching case brings relevant material for in-class discussion of a successful emerging market firm that has successfully paved its way into developed Western markets and now seeks to expand into Eastern lands. Decisions related to strategic positioning and international marketing make the core of the managerial dilemmas that the firm has to face.

Details

Management Decision, vol. 52 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

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