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The cases highlight the challenges in running a new start-up especially by women in a developing nation such as India in a high growth industry. The success of a business depends on employee motivation, sales, marketing, functional coordination and coordinated efforts from all the executives. Experten Office Supplies Pvt. Ltd. (EXOS) was women empowered entrepreneurial startup (printing) in Mumbai established themselves as a trustable brand among their clientele for their office stationeries need. At Initial stages, they started with a good pace and growth in revenue. Directors of EXOS, Komal and Upasana Sanjay Kumar, were facing a downturn, their declining sales and were stressed regarding the resignation of their core member Pravin. The reasons for the situation were many, including unplanned motivational factors, non-risk-taking ability, no proper sales management (organization structure), planning process issues, lack of reward system and dependency on a person, less marketing initiative. These issues must be resolved to come back in the business, increase its sales, better sales organization structure. After the case analysis, students should be able to: know the key role of marketing and sales as a management function. Develop motivation policies for the salesforce and key team members in the organization. Understand the salesforce retention strategies of the organization.

In September 2019, directors of EXOS, Komal and Upasana Sanjay Kumar were discussing the downturn of EXOS and were stressed regarding their declining sales and profit margin. Both were disappointed at the resignation of their Business Manager. They were in worry as the new deal that they were about to get which could have made them earn, but Pravin resigned from the job in short notice. The case has short- and long-term aspects. The short-term aspect is about the decision related to EXOS’s top performer, Pravin, how to retain him, which motivational factor will help him to rethink his resignation. The long-term aspect deals with framing a motivation model that will prevent the organization from a similar situation in the future. The case outlines the human resource management issues and particularly the importance of motivation to retain the talent of a small startup firm. Directors recognize the importance of Pravin and they have a realization that the deal on which Pravin is working is critical. Under this situation, Upasana has to stop Pravin.

Undergraduate, Master of Business Administration (MBA) or in the Management Development Programs.

Teaching notes are available for educators only.

CSS: 8 Marketing.

Amidst the exponential spread of the COVID-19 pandemic, this study aims to explore the evolving dynamics underlying consumers' narratives about luxury-brands over social media. While visualizing these Online Luxury-Brand Self-Narratives (OLBSNs) as a decision-making situation, the authors question the “rational-being” assumption of the Net Valence Model (NVM) during a pandemic situation. Specifically, the authors draw upon Terror Management Theory (TMT) to explicate the role of pandemic-induced mortality salience in rendering the idealistic assumptions of NVM unattainable. The authors uncover evidence of risk-taking behavior among luxury consumers while using OLBSNs as a potential meaning-providing structure during the pandemic.

This study employed a cross-sectional survey method. The authors conducted a structured Qualtrics survey to collect data from 588 respondents. The authors examined the hypothesized relationships using structural equation modeling.

In contrast to the conventional wisdom of NVM, the results suggest a positive influence of not only perceived benefits but also perceived risks on intention to engage in OLBSN and brand advocacy during the ongoing pandemic.

This study explains the emerging dynamics of pandemic-induced mortality salience in OLBSN decision-making and has implications for luxury-brand marketers in designing brand communication strategies over social media.

This study makes an original endeavor to extend NVM beyond rational decision-making context by integrating the theoretical tenets of TMT within NVM while also delineating the decision-making mechanism of OLBSNs during the pandemic.

This paper aims to explore the psychological motivations behind customers’ engagement with the brands and further investigate the effect of brand engagement on brand attachment and brand loyalty.

The theoretical model is tested with the data collected from 282 brand community members during offline brand community events, and structural equation modeling technique is used for statistical analysis.

The results indicate that brand psychological ownership and value-congruity act as important psychological motivations for customers to engage with the brands. A sense of brand attachment mediates the relationship between brand engagement and brand loyalty.

Current study was conducted on a single brand community. Future research testing and validating the proposed model for multiple brands across different product categories is suggested for the generalization of current study results. The identification and validation of psychological drivers of engagement can have major implications on the ongoing research on customer engagement concept.

An effectively instilled sense of psychological ownership and value similarity notion in customers can help managers in engaging customers and capitalize on their repurchases and recommendations along with their attachment to the brands.

The study is unique in terms of the brand engagement model depicting the psychological antecedents to engagement with the brands and identifying the mediating role of brand attachment between brand engagement and behavioral loyalty.

This study aims to understand the influence of cartoon characters on the generation alpha (GA) in purchase decision-making, supported by the theory of planned behaviour.

Quantitative study was used to collect data from 294 Indian parents on behalf of their children (between 8 and 12 years) using convenience sampling and 20 items Likert scale questionnaire. Partial least squares-structural equation modelling was used to analyse the data and for hypothesis testing.

The study shows the favourable impact of cartoon characters to influence the behaviour of GA while making the final purchase decision. The likability was found to be significantly related to the recall, willingness to try/buy. The recall was significantly related to willingness to try/buy and purchase intention. Willingness to try/but was significantly related to purchase intention, but it has no significant relation with the final purchase decision, whereas purchase intention had significant relation with the final purchase decision.

The study indicates that generating likability for cartoon characters among GA is important. Managers should recognize that although parents make the final purchase decision, however, children play an influential role. Advertisers should plan their communication accordingly. An emotional connection with cartoons can influence GA, which further impacts recall, willingness to try/buy, purchase intention and decision.

Various studies have been conducted in western countries, but very few studies have been conducted in emerging markets like India, highlighting cartoon characters’ influence on GA’s purchase decision-making, with theoretical underpinnings. The study also explores the importance of GA, an emerging consumer market in today’s digitalized era, which is highly influenced by technological gadgets. It becomes challenging for marketers to promote their products on television to influence GA purchase behaviour.

This study aims to examine how brand gender (masculine/feminine brand personality [FBP] traits) stimulates brand engagement (cognitive processing, affection and activation) inside online brand communities (OBCs). The authors also explore the mediation of this effect through brand identification and brand personality appeal (BPA). The moderating role of consumers’ biological sex is also investigated.

The theoretical model has been tested with the data collected from OBC members through the structural equation modelling technique. Bootstrapping is used for mediation analysis and multiple group analysis for testing the moderating effects.

Results show that masculine brand personality (MBP) influences brand engagement directly, as well as through brand identification and BPA. However, FBP elicits brand engagement only through the mediation of brand identification and BPA. Consumers’ biological sex moderates the effect of FBP on brand engagement, but no moderation was traced for the effect of MBP on brand engagement.

The context of the research poses a limitation on the broader replication of study findings. Other limitations include the absence of community-based variables and the focused use of gender centric brands in this study. This research will help researchers to understand the nuances in the underlying relationship between brand gender and brand engagement inside OBCs.

The managers can emphasize MBP but should not downplay the importance of FBP inside OBCs. To achieve brand engagement, the marketers should curate FBP in a way to affecting consumers’ brand identification and brand appeal. To achieve consumer brand engagement, MBP can be targeted at both male and female consumers, whereas FBP holds more importance among female consumers. Therefore, classifying members as per their biological sex is recommended for better brand engagement from brand gender inside OBCs.

This study explores finer mechanisms in the relationship between brand gender and brand engagement inside OBCs by charting out the powerful mediating role played by brand identification and BPA. The moderating role of consumers’ biological sex is an important dimension to these relationships, not explored hitherto.

Considering brand ownership as a cause of concern, this paper aims to propose a conceptual model portraying brand engagement as a function of members’ brand psychological ownership (BPO) and value-congruity and to investigate the effect of brand engagement on brand attachment and brand purchase intentions.

Data were collected from 275 brand community members who do not own the brand. Six different brand communities were shortlisted and offline events were targeted. For testing the hypothesised relationships, the authors used structural equation modelling.

The results indicate that BPO and value-congruity positively influence the brand engagement of the members, which further influences the brand attachment and brand purchase intentions. It is also observed that brand attachment mediates the effect of brand engagement on brand purchase intentions.

The primary limitation of this paper is the research context, which needs to be further replicated. The specific customer-segment approach of the study adds a new direction to the scope of brand engagement in the brand management domain.

The study shows that brand managers need to expand their focus from existing brand customers to non-customers as brand engagement subjects because the non-brand owners can also experience brand attachment and develop intentions to purchase the brand, if engaged.

The study endorses the role of psychological ownership theory in brand engagement research; explores the feasibility of brand engagement among “non-owner community members”; highlights the role of their engagement in enhancing attachment towards the brands and purchase intentions; and sheds light on the blurred boundaries between brand engagement and brand attachment.

1. To analyze the various business models and choose the best model to contribute maximum profit to the company.2. To understand the importance of customer management with the help of the Net Promoter Score in the food retail context.3. To develop customer loyalty strategies and implement them to improve customer management?

39 Bakers, a multi-outlet bakery chain in Jammu, India, is run by its founder Gagan. 39 Bakers, through its retail outlets across the Jammu region, offers a variety of products, ranging from bakery items that include blends of Indian and Italian cuisines, offering more than 1000 stock keeping units (SKUs). Through its high-quality offerings at an affordable price range, the brand has carved a niche in the hyper-competitive bakery market of the Jammu region. Gagan, has closely seen the Jammu market and customer preferences and strongly perceived that the customers in the Jammu region are very price sensitive. Thus, he has always been very reluctant to increase the prices of his product offerings at 39 Bakers. He has always believed that any drastic price rise may lead to immediate dissatisfaction and customer churn and therefore has not increased the prices at 39 Bakers for two years in a row. While this decision of Gagan paid off in terms of its popularity and recognition as one of the highly recommended bakery chains among customers, it drastically impacted the bottom line (i.e. profitability) at 39 Bakers, especially in the year 2020–21. Getting popularity at the cost of dipping profitability made Gagan rethink his decision to be protective of price increases at 39 bakers. How can he measure customer satisfaction and loyalty? Which loyalty strategies will work for the huge customer base of Jammu? Should he change his business model from B2C to B2B? How can loyalty be established? How can he manage his existing and loyal customers through price increases?

The case study is suitable for undergraduate and postgraduate courses in Marketing Management and Retail Marketing. The case study’s focus can be on the importance of pricing, business model evaluation, customer management analysis, customer loyalty, Customer Loyalty analysis, and net promoters score. The case can also be useful to entrepreneurs and regulators.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth.

Tarun, the proprietor of UM, has recently received two big orders, one from Ram Enterprise, a long-standing client since 2011 of INR 2m (10% profit margin) and another order from a new client based in Chennai, a growing pharmaceutical products company, of order size of INR 2.3m (15% profit margin). Both the orders were required to be completed within 15 days. The new client with higher value and better returns could help UM enter the south India market, whereas business from the existing client was also profitable. Despite both orders being necessary for business survival and expansion, fulfilling them on schedule posed a huge challenge. Tarun wanted to fulfil both orders. He knew similar situations might arise in future. He advocated prioritizing customers, which made him contemplate KAM. On what basis he should categorize his customers was a big question. Tarun felt that it was time for UM to strategize relationship management with his customers. He wanted to optimize the partnerships. Tarun knew he wanted to introduce KAM, but was firm-level internal capabilities were enough for key account execution. What would be the feasible outcomes if KAM is applied at UM? What must he do to prevent such situations in the future?

This case can be used in B2B marketing and sales management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programs.

Teaching notes are available for educators only.

CSS 8: Marketing.

The case focuses on the importance of the brand-building process, which takes place in B2B companies. Commodity companies focus a lot on the sales and distribution aspect of their marketing strategies but do not emphasize the importance of developing their brands. At the end of the discussion, the participants would be able: to examine the steps involved in conceptualizing the brand identity for an existing product in a highly competitive B2B market, as per Kapferer’s Brand Identity Matrix. To understand the steps involved in the journey of internal and external brand-building processes in B2B. To analyze the various challenges and issues faced by large organizations dealing in the metals and commodity business.

The case discusses a marketing challenge faced by Jindal Steel and Power Limited (JSPL) in launching a new brand of thermomechanical treatment (TMT) products in the market. Traditionally, the company had focused on the sales and distribution aspect of their marketing strategies but did not emphasize the importance of developing their brands. This case is based upon the challenges faced in the creation of a new brand identity for JSPL’s TMT products by the protagonist, Mr Paras Sharma (who is the brand custodian and manager in this case).

Postgraduate/Masters in Business Administration (MBA), Masters in Management Studies, Executive MBA.

Teaching Notes are available for educators only.

CSS 8: Marketing.

The case study illustrated strategic, marketing, financial and operational challenges faced by Netflix in India's growing SVoD market. This case is appropriate in courses such as Strategic Management, Business Strategy, Marketing Management and International Marketing for postgraduate MBA students, other graduate-level management programs and undergraduate-level students. The case was developed to raise awareness among students, to understand the complex nature of the technology-driven industry, to survive in the highly competitive market, to set up a company that serves the huge Indian market. This case delves into the dynamics of marketing on the Indian market, characterized by unorganized players such as local cable television; torrent downloads and organized and established players, low digitalization rates, language barriers, low internet penetration, lack of infrastructure, price-sensitive consumers. Due to up-gradation in technology, internet penetration, an increase in smartphone users, and the market has undergone a notable amount of change, due to a lot on new entrants, competitions, substitutes. The case states various obstacles, for a multinational company while entering the market such as India and how they are required to strategize, mold their marketing mix, need to analyze en-cash their strength, overcome their weakness, take maximum advantage of opportunities and modify their strategies to face huge challenges. The specific learning outcome of the case will help students to understand the strategy that multinational companies can adopt to sustain, compete in emerging countries such as India and within that emerging market such as streaming videos on demand (SVoD). This case will help students to understand the importance of internal and external resources, which help multinational companies to make strategies based on these resources. The case study offers learners the opportunity to explore the strategy in a dynamic environment. This case also highlights the critical issues that should be addressed by multinational companies when entering into a foreign market. The case highlights the importance of analyzing the competitive environment in which it’s going to compete and sustain. It can be used to introduce Ansoff’s growth matrix, internal and external factor analysis and porter’s five forces in the delivery of course for both regular and executive programs. The case should be offered in the middle term periods of the course. Additionally, the case could be used in marketing courses to indicate the importance of scanning the business environment in marketing activities for any organization. The case illustrates the strategies that companies can undertake to expand the market, introduce new products, as per the requirement of business environment and concerns linked with innovating approaches to support the organization to satisfy a larger number of price-sensitive consumers from varied backgrounds.

Netflix has been optimistic about the potential growth of the Indian market. It will grow slowly and gradually and become profitable. The SVoD market in India has been price sensitive. There are no plans for cheaper prices. Netflix had a long way to go. The pricing model of Netflix was a hurdle in its growth, but the future of Netflix in India was bright. There have been numerous challenges in terms of government regulations, pricing structure and an increase in the number of competitive players on the market. Netflix believed that Indian audiences enjoyed “Bollywood” film productions but watched low-quality soap opera content on television. Television audiences were a massive untapped market for their brand of original, exclusively produced content. Can Netflix come up with a marketing and growth strategy, or else they might be looking to lose market share and revenue. Should a new product such as Amazon and MI fire stick be introduced in the existing market like their competitors? Should they enter the existing market with existing products, or should they seek a new market in India, such as the rural market, the Pyramid market, the Tier II market and the City III market? Should they diversify into a new market with new products? How Netflix should plan its market communication if it wants to launch a new product or if it wants to reposition its existing product. Netflix had to rethink its strategies and also needed to address these issues so that they could travel smoothly on Indian roads. High marketing budget and aggressive promotions helped Netflix India to make a profit in its first year.

Postgraduate MBA students, other graduate-level management programs and undergraduate-level students.

Teaching notes are available for educators only.

CSS 11: Strategy.