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Services marketing.

This case can be taught effectively to MBA/MS students. The case provides students with an opportunity to closely examine various marketing activities and to understand how problems associated with intangible services can be dealt with by using effective integrated marketing communications.

On March 1, 2011, JustEat, the world's largest and premium online food ordering and table reservation portal, acquired a 60 per cent stake in India's premium online food ordering and table reservation portal – Hungryzone. Following this, Hungryzone was rebranded as www.justeat.in. Ritesh Kumar Dwivedy Founder and CEO of Hungryzone and now the CEO of www.justeat.in, soon faced some challenges that cropped up as a result of this new development. Rebranding and the scalability of operations with the existing resources were the major causes of concern. To overcome these problems, www.justeat.in undertook several marketing initiatives and in the process implemented innovative ideas like JustConnect Terminal; introduction of the global JustEast mascots Belly and Brain to replace the existing mascot Aloo Patel of Hungryzone; and various innovative promotional activities to promote www.justeat.in. The case highlights the issues and challenges faced by the management. Finally some significant challenges yet to be resolved are posed. What should be done to deal with the problem of poaching of customers by partnering restaurants? How should www.justeat.in ensure that the partnering restaurants do not perceive it as their competitor in spite of the fact that registering with www.justeat.in helps increase their revenues by 10-15 perx cent? How should www.justeat.in convince popular restaurant chains to register with it keeping in mind the fact that they are already facing excess demand situations?

The case is designed to enable students to understand: the concepts associated with delivering services through electronic channels; communications and the services marketing triangle; key serxvice communication challenges; the integrated services marketing communication mix; strategies to match service promises with delivery; and the services branding model.

Teaching notes are available; please consult your librarian for access.

T Education is a leading educational science and technology enterprise in China with technology-driven, talent intimacy and quality leadership as the core development objectives. Since its inception, it has been committed to creating better learning experience for children. As the predecessor of T-education, X-education was founded in Beijing in 2003. At first, it mainly provided after-school math counseling for school-age children. Over the past 10 years, its business has been expanding, covering almost every aspect of school-age education. This case studies accounting issues and business ethics challenges that firms may face when they transform from a single (traditional education) line of business to a multiple channel business.

Entrepreneurship, Business Strategy, Leadership, Marketing and Decision-making in business.

This case is suitable for graduate-level programmes in business management as well as executive education programmes.

Stuart Gold, CEO of Trashy Bags is at a crossroads with respect to the future of his business. With deficits estimated at about GHS 120,000 annually, Gold is considering switching from the made-to-stock production model to a made-to-order model. Although the latter may tap into an available market and thus boost revenue, it would likely result in the displacement of the social enterprise’s loyal following and disenfranchisement of its employees’ creativity; not to mention the possibility of neglecting its mandate of repurposing plastic waste. Gold wonders if there is a case for maintaining the current made-to-stock model by driving up sales and reducing costs to eliminate the deficit.

Students should be able to: appreciate the exigencies of managing social enterprises in a largely profit-oriented economic domain; understand the interplay of choice and trade-offs in business management and apply theory-driven frameworks in making optimal choices and analytically assess instances of tension between the art (e.g. passion, emotional stakes, psychological and other influences on business management philosophies) and science (e.g. the need for business skills, use of effective models and the quest for production efficiency) of business management.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

As an Internet fashion brand, HSTYLE has developed into an Internet enterprise with annual sales of 1.5 billion RMB within 10 years, establishing its position as the top industry performer in China. This case studies HSTYLES' innovation in business model and organizational management. HSTYLE's workgroups have achieved the balance of responsibilities and rights in a small team of three members at minimum, while mobilizing the enthusiasm and initiative of the line managers with the support of public service sector. At the same time, HSTYLE enriches its brand style, establishes a fashion cloud platform, and integrates individual and organizational consumers into its existing fashion design, manufacturing and sales system.

Enterprise, Strategy

This case study documents the history of e-commerce adoption and usage in a fabric and garment manufacturing firm operating in an African country. Lessons drawn from the case could be applied to understanding the achievement of e-commerce benefits through the complex interrelationships between firm-level, national and global resources.

The case study presents a summary of e-commerce capabilities in the firm, the key resources developed and actions taken to deploy e-commerce capabilities and the notable benefits obtained through these e-commerce capabilities. The study shows that, first, the ability to access information and communication technology (ICT) infrastructure matters in developing countries, but managerial capabilities matter more. Managerial capabilities enable firms to find external resources (both in-country and globally) to substitute for internal resource deficiencies. Second, intangible social resources – trust, reputation and credibility – play a critical role in determining whether the e-commerce strategies of firms are successful or not.

An understanding of how managerial capabilities influence the creation of e-commerce capabilities and the achievement of e-commerce benefits, especially in an African or Ghanaian context. Learners can also draw lessons that could be applicable to understanding how a firm's strategic orientation, resource portfolio and the nature of its target market differentiate the extent of integration or adoption and usage of e-commerce in the firm.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

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 Congregation of the Blessed Virgin Mary (CBVM), a Catholic order founded in the early 1800s, was faced with a series of strategic concerns, including an aging clerical population, a changing laity, reduced finances, very limited vocations, and an evolving mission. Some of these concerns faced the Catholic Church in America as a whole (including sexual abuse, not discussed in this case) and several of these issues were also facing the Catholic Church worldwide. The serious matters facing them were threatening the continued viability of the order in America, and the guidance they were receiving from Rome - instruction to decide which of three suggested models for restructuring they would adopt - seemed to back them into a corner, requiring selection from among several strategies not devised by their membership and commitment to the selected strategy going forward. Change was necessary, but one of the major concerns of the order was that it remain consistent with its stated mission while adapting to a new environment and “operating system.” Their decisions were driven by Rome, but the decisions were not made by Rome; the CBVM was as autonomous in its decision-making as any decentralized international organization.

Operations strategy/global operations/value chain.

BA/Master level – The case can be applied to support operations strategy discussions related to the link between context, configuration, and capabilities, and particularly to discuss internationalization strategy and global operations.

The case is initiated with an overview of the wider corporate and industrial context, which are included to supply contextual information pertinent to the understanding of competitive requirements and strategic choices of the company. The case then moves into establishing an understanding of the operationalization of these requirements and choices through a discussion of the structural configuration and organizational capabilities.

The case it expected to build an understanding of the fit between competitive priorities and their operationalization within structural and infrastructural decision areas.

Teaching note.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

Addresses the issue of Gender Equality – UN Sustainable Development Goal No.5. Discusses the topic of diversity, equity and inclusion. Presents the challenges faced by women of color in workplace and shows the capabilities needed to overcome these challenges.

Analyze the capabilities that women of color need to become successful leaders. Explore the importance of Diversity, Equity and Inclusion (DEI) in organizations and the role played by leaders in promoting DEI. Understand what inclusive leadership is. Examine the strategic leadership skills that leaders need to possess.

In March 2021, one of the largest drugstore chains in the USA, Walgreens Boots Alliance, a US$140bn company, announced that Rosalind Brewer (Brewer) (she) would be its new CEO. With the announcement, Brewer became the third black woman in history to lead a Fortune 500 company. After graduating in organic chemistry, Brewer joined Kimberly Clark and went on to lead the Nonwovens business. She then joined Walmart as Vice President. Brewer then moved to Starbucks as Head of Operations. Being an inclusive leader, Brewer brought in several changes to smoothen the operations and make the organizations employee-friendly. At the same time, as a black woman in a leadership position, she faced several challenges, which she overcame. As an advocate of DEI, Brewer strove to take diversity beyond just numbers. After becoming the CEO Boots Walgreens, Brewer was looking at taking medicines to masses and making healthcare affordable and available.

MBA/MS/Executive Education.

Teaching Notes are available for educators only.

CCS 6: Human Resources.