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1 – 10 of 16Andrew C. Wicks and Jenny Mead
Is “Fair Trade” really fair? This case examines the concept, history, and logistics of the Fair Trade movement, specifically for coffee. Fair Trade began as an attempt to ensure…
Abstract
Is “Fair Trade” really fair? This case examines the concept, history, and logistics of the Fair Trade movement, specifically for coffee. Fair Trade began as an attempt to ensure farmers received fair compensation for their crops and credit when needed. Fair Trade also provided opportunities to help coffee growers learn best practices and sustainable farming methods (minimal damage to the environment, for example). But Fair Trade had its critics, who claimed that ultimately the farmers did not benefit and that retailers charged more for Fair Trade products and pocketed the difference. This case examines these issues through the eyes of one coffee-drinker who has specifically chosen her caffeine venue because of the Fair Trade designation.
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Marketing of financial products.
Abstract
Subject area
Marketing of financial products.
Study level/applicability
Graduate level. Occasionally, for undergraduate students with a strong background on branding strategies and strategic analysis. Applicable to analyze how companies can improve their branding strategies in highly regulated industries.
Case overview
In 2016, Claire Solís was discussing with her team the paths to ignite growth and brand awareness of the only digital bank in Mexico. To better position the brand on the Mexican financial market, Bankaool had decided to go 100 per cent online, a branch-less institution. The case presents a condensed history of banking and the shifts in digital consumer behavior. As the case continues, Bankaool products are introduced along with some concerns to keep the business going, particularly, regarding the bank’s health and further growth. The newly appointed CMO and her team have to decide next steps to boost product growth just before the Fintech industry grows more mature and competitive – a scenario of more complex decisions. While they reckoned the potential of Bankaool in sales for the short term, they also need a strategy to position the Bankaool brand in the long term while they struggle with a need to accelerate growth and generate a return for investors.
Expected learning outcomes
To understand the launching of a new bank in the digital arena. To understand consumer behavior in a setting of increasingly higher digital coverage and diffusion of smart devices. To recognize that brand value goes well beyond product development and launch. To gain awareness on the perks and perils of a digital-only bank.
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.
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Russell Walker and Greg Merkley
By any measure, Chipotle Mexican Grill was a success story in the restaurant business. It grew from one location in 1993 to over 2,000 locations by 2016 and essentially created…
Abstract
By any measure, Chipotle Mexican Grill was a success story in the restaurant business. It grew from one location in 1993 to over 2,000 locations by 2016 and essentially created the fast casual dining category. Its stock appreciated more than 1,000% in the ten years following its 2006 IPO.
However, after more than 20 years without a major reported food safety incident, Chipotle was revealed as the source of multiple outbreaks of illness from norovirus, salmonella, and E. coli that sickened nearly 600 people in 13 states in 2015. The company closed stores, spent several months under investigation by the U.S. Centers for Disease Control and Prevention (CDC) and other health organizations, and faced a criminal investigation in connection with the incidents.
After a much-publicized closing of all of its stores on February 8, 2016, and numerous changes to its food sourcing and preparation practices, Chipotle tried to win back customers with dramatically increased advertising and free food promotions.
However, on April 26, the chain announced its first-ever quarterly loss as a public company. Same-store sales for the first quarter were 29.7% lower than in the previous year. Operating margins fell from 27.5% to 6.8% over the same period, and the company's share price was down 41% from its summer 2015 high.
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Alexandra Spiliakos and Shubhalaxmi Taywade
This case study is intended for an MBA level audience; however, it can be used for upper-level college students as well.
Abstract
Study Level/Applicability
This case study is intended for an MBA level audience; however, it can be used for upper-level college students as well.
Subject Area
This case's main subject areas include the following: organizational strategy, NGO strategic management, strategy and management during pandemic and women entrepreneurs or women-led business.
Case Overview
This case is about the organizational strategy of the Veronica Robles Cultural Center, an NGO, during the COVID-19 pandemic. The central challenge of this case study is about decision-making for a sustainable future, given limited resources, and thus a great urgency to plan conservatively. The central protagonist of the case is Veronica Robles herself. Veronica is an entrepreneur in both her personal career as a performing and teaching artist as well as the founder and creator of many programs to help spread culture and unite communities, including the Veronica Robles Cultural Center.
Expected learning outcomes
Students will learn about entrepreneurial strategy, NGO creation and management, strategy to create social value and organizational management during time of pandemic or widespread crisis.
Social Implications
This case is focused on creating social value through the analysis of a woman-founded and managed NGO. While managing the NGO's strategy through the COVID-19 pandemic of 2020, operations must proceed with the utmost level of sustainability. With a focus on the well-being of the community, Veronica Robles Cultural Center (VROCC) needs to find a way to remain relevant in the short term while building out a sustainable organizational structure to succeed in the long term.
Subject code
CSS 11: Strategy
Supplementary Materials
Teaching Notes are available for educators only.
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Carlos Omar Trejo-Pech, Susan White and Magdy Noguera
Controladora Comercial Mexicana, a Mexican retailer, had successfully managed the bankruptcy process and was ready to emerge from its problems, primarily caused by speculation and…
Abstract
Synopsis
Controladora Comercial Mexicana, a Mexican retailer, had successfully managed the bankruptcy process and was ready to emerge from its problems, primarily caused by speculation and excessive debt, and begin operations anew. Was the restructured Comerci capable of regaining its position as a premier retailer, and more importantly, was the firm capable of repaying the high level of debt that it carried following bankruptcy reorganization? How strong was the reorganized firm? Had Comerci truly left its problems behind in bankruptcy court, or would history repeat itself? How could Comerci raise funds needed for growth – through additional debt? Though asset sales?
Research methodology
This case was researched using publicly available information, including the company's financial statements, bankruptcy filings, news stories about the bankruptcy and financial data bases (e.g. ISI Emerging Markets, Economática, Capital IQ, etc.) to obtain information about the competitors and from financial analysts.
Relevant courses and levels
This case is intended for advanced undergraduate or MBA electives in finance. Students should have a basic understanding of valuation and financing before attempting this case. The case could also be used in a corporate finance or banking class to illustrate bankruptcy and credit risk, or could be used in an international business class to illustrate the differences between USA and international bankruptcies.
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Carlos López-Hernández, Francisco López and Ana Cristina González
The case study is based on a series of in-depth interviews carried out with the owners and directors of the company. The data are complemented by documentary analysis, including…
Abstract
Research methodology
The case study is based on a series of in-depth interviews carried out with the owners and directors of the company. The data are complemented by documentary analysis, including descriptions of internal processes and industry information. For the teaching note, the authors opt for an exploratory study using the open-ended approach of grounded theory.
Case overview/synopsis
Arette® is a Mexican family business dedicated to the production and sale of tequila, fusing the artisanal with the new in its production processes. Sales take place mostly in the European and American markets. The foreign market for tequila is very attractive but also very demanding both in terms of financial resources and time. Although the company has managed to enter this market through bars and restaurants, it has not yet managed to reach the final consumers (those who order margaritas in bars). Jaime, Eduardo and Lalo are wondering whether it might be time to invest more resources in ensuring that Arette® is not just a brand for fine cocktails. Until now, their main promotional tool has been word of mouth, and they are not sure what their next step should be – to focus on the international or the domestic market.
Complexity academic level
The case study can be incorporated into undergraduate classes, where it could serve as part of an international marketing course, in particular, as an international sales strategy and implementation session. It can be used to teach basic concepts and their application.
Learning objectives
This case study focuses on the decision that many small companies have to make at some point in their business strategy, which is to focus either on the international or domestic market: The objectives are as follows:
1. To identify the variables that increase or modify the demand for Tequila.
2. Compare the advantages and disadvantages of focusing on a domestic Tequila market or focusing on an international market.
3. Identify the critical variables that a small company faces if it wants to go international such as.
4. Identify if there are forms of diversification for Tequila Arette such as new markets or new products, or both.
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Pauline Assenza and Michael S. Lewis
The case data were obtained from secondary sources including academic, newspaper and periodical sources.
Abstract
Research methodology
The case data were obtained from secondary sources including academic, newspaper and periodical sources.
Case overview/synopsis
The Founder of Chipotle Mexican Grill, CEO Steve Ells, was a restaurant innovator credited with creating the fast-casual experience. He believed that food, sourced and prepared responsibly, could help “cultivate a better world.” Unfortunately, he had to step down after a continuing series of food contamination events drove away both investors and customers. In 2018, new CEO Brian Niccol was brought in from Taco Bell to reposition the brand and regain confidence. Was it possible to continue with Chipotle’s mission of “food with integrity” or was another strategy necessary?
Complexity academic level
This case was prepared for an undergraduate strategy course. It can be used to illustrate all the key points in Chapter 1 of a traditional undergraduate strategy textbook. This case would be best placed in the first weeks of the course, as a first case to introduce to students the idea of strategy as a process that continuously assesses and revises strategic directions and decisions. It introduces a discussion of the role of mission, vision and values as part of the strategy process, and addresses the responsibility of leadership to do an ongoing evaluation of a firm’s strategic choices.
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In January, 2015, Chipotle stopped serving pork at a third of its 1,800 restaurants due to its discovery that a pork supplier was not meeting Chipotle's “Food with Integrity”…
Abstract
Synopsis
In January, 2015, Chipotle stopped serving pork at a third of its 1,800 restaurants due to its discovery that a pork supplier was not meeting Chipotle's “Food with Integrity” standards. This case examines the trade-offs Chipotle faced in maintaining its focus on sustainable ingredients as the chain grew rapidly. Demand for healthier ingredients by others in the industry and scalability problems in sustainable agricultural production suggested that supply shortages and higher prices were likely threats to Chipotle's continued rapid growth. Could Chipotle maintain its commitment to “Food with Integrity” when the supply of sustainable foods failed to meet demand or should the company just buy available ingredients regardless of farming methods?
Research methodology
This case was developed from both secondary and primary sources. The secondary sources included industry reports, company annual reports, news reports, social media sites and company websites. Primary sources included video interviews with Chipotle executives (available on the company's website) and visits to Chipotle restaurants in several cities. This case has been classroom tested with MBA students in a capstone course and with undergraduates in a strategic management course.
Relevant courses and levels
This case was written for use in Strategic Management classes at the undergraduate and MBA levels. The focus of the case aligns well with discussions of competitive advantage, firm performance and business level strategy. The case also has application in discussions regarding implementation of strategy. Instructors that choose to emphasize sustainability strategies could assign this case to explore trade-offs between profitability, sustainability and growth. Additionally, the case could be used in supply chain management courses.
Theoretical bases
This case utilizes a stakeholder analysis approach to examine the trade-offs between sustainability initiatives, growth and performance. The resource-based model of VRIO is used to analyze the firm's competitive advantage.
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Amalia E. Maulana and Lexi Z. Hikmah
Social Marketing, Entertainment Education Program.
Abstract
Subject area
Social Marketing, Entertainment Education Program.
Study level/applicability
Postgraduate program. Master in Strategic Marketing and Master in Business Administration.
Case overview
In the midst of the many TV shows that do not provide enlightenment, Kick Andy TV Show appeared to provide answers to the public unrest. In the spirit of “Watch with Heart” Kick Andy serves Entertainment-Education and Social rarely glimpsed by the television station. Success of Kick Andy TV Show made this brand doing brand extension such as Kick Andy Foundation, Kick Andy Magazine, Kick Andy Enterprise and others. Challenge for this program is to maintain the right balance between social, entertainment and education.
Expected learning outcomes
This Case Study illustrates that Kick Andy TV Show filled the value gap that viewers experienced from existing TV show. This show is similar to the offer of Oprah Winfrey Show in the USA. Student is expected to understand social marketing primarily related to entertainment-education TV show.
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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After experiencing long, multiyear surges and slides in past decades, by summer 2013, the dollar had been range-bound against the euro. In this case, by assessing potential…
Abstract
After experiencing long, multiyear surges and slides in past decades, by summer 2013, the dollar had been range-bound against the euro. In this case, by assessing potential capital flows, students consider whether global currency market trends would propel the dollar higher, or if the past few years were just a pause in a much longer dollar depreciation episode. Suitable for both core and elective MBA courses in global financial markets and international finance, this case explores factors pointing to further euro appreciation and to others favoring the dollar. Sorting through mounds of evidence is necessary before forecasting the exchange rate's likely path. Filtering that evidence requires thinking about FX markets, prospective monetary policies, and past and prospective international capital flows.
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