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Case study
Publication date: 20 January 2017

Leslie E. Grayson and Golnar Sheikholeslami

This case concerns the troubles that Euro Disney experienced from the start. Euro Disney claimed that the major cause of its poor financial performance was the European recession…

Abstract

This case concerns the troubles that Euro Disney experienced from the start. Euro Disney claimed that the major cause of its poor financial performance was the European recession and the strong French franc. The timing of the park's opening could not have been more inopportune. If the recession had been the only cause of Euro Disney's problems, the financial restructuring would only need to carry the park forward to better economic times. Only when Europeans began spending freely again would investors learn the answers to some uncomfortable questions: Was the whole idea of Euro Disney misconceived? Were there other fundamental cultural problems that could inhibit the park's success? Would Euro Disney fail to recover even though other European companies did? And, if so, why was the Disney theme-park concept successful in Japan and not in France?

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Abstract

Subject area

Retail marketing management.

Study level/applicability

Undergraduate management; MA; Master's in Business Administration and Master's in Strategic Marketing programs.

Case overview

Opening of the “Dubai Mall” in November 2008 set a new benchmark in retail history. The mall is considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of “retailtainment” has caught the momentum worldwide and success of Dubai Mall is the live example of its strategic role in the retail mix. The case also highlights the importance of “good location” in the success of retail establishments, whilst examining primary retail location theories and there relation to the phenomenal success of Dubai Mall.

Expected learning outcomes

Through this case study students will be able to: understand the roles of “entertainment” and “location” in retail mix strategy; analyse the new trend of “retailtainment” and “quality location” in creating value-added services and gaining competitive advantage in global competitive retail environment; ascertain the importance and application of “retailtainment” and “strategic location” in the real world's successful example of “Dubai Mall”; and diagnose the role of these learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 December 2013

Dheeraj Sharma and Varsha Verma

Armstrong, a world famous cyclist, was charged with doping in 2012. Subsequent to this news, most of his endorsers terminated their contracts with him. Armstrong had started a…

Abstract

Armstrong, a world famous cyclist, was charged with doping in 2012. Subsequent to this news, most of his endorsers terminated their contracts with him. Armstrong had started a foundation called Livestrong (formerly Louis Armstrong Foundation), to support cancer-survivors, which depended heavily on sponsorships received by Armstrong. Despite his resignation, the foundation was fast losing its sponsorships. Armstrong was trying to find a way to reduce negative publicity and save the foundation.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 5 January 2015

C. Gopinath and Muntakim M. Choudhury

The case describes the evolution of Bangladesh's garment industry, the second largest garment exporter in the world, and its operational problems. The focus is on the fire that…

Abstract

Synopsis

The case describes the evolution of Bangladesh's garment industry, the second largest garment exporter in the world, and its operational problems. The focus is on the fire that occurred on November 24, 2012 at Tazreen Fashions, a unit that is a part of a global supply chain for US and European retailers. The case explores the role of the government, western retailers, industry association and NGOs subsequent to the fire, and shows how increasing CSR expectations of corporations are making them take on responsibility for what should be that of the government or the garment unit.

Research methodology

Secondary sources; published materials.

Relevant courses and levels

International Business, Business and Society, Supply Chain Management, Doing Business in Emerging Markets.

Theoretical basis

Corporate social responsibility stakeholder theory market entry.

Details

The CASE Journal, vol. 11 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 May 2013

Jacqueline Landau

This case describes what happened when three Boston area hotels, the Hyatt Regency Boston, the Hyatt Regency Cambridge, and the Hyatt Harborside, decided, during the 2009…

Abstract

Case description

This case describes what happened when three Boston area hotels, the Hyatt Regency Boston, the Hyatt Regency Cambridge, and the Hyatt Harborside, decided, during the 2009 recession, to layoff all their housekeepers and replace them with employees from an outsourcing company headquartered in Atlanta, Georgia. The action created a public relations nightmare for the company. In 2009 many other organizations had implemented layoffs with little reaction from the public. Students are asked to think about why the Hyatt Hotels had been singled out. Was the main problem their decision, or the communication and implementation of their decision, and what could they have done differently?

Details

The CASE Journal, vol. 9 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 20 January 2017

Karel Cool, Matt Seitz, Jason Mestrits, Sona Bajaria and Uday Yadati

Although Google had a stellar performance in Web search, many of its other services, such as Google Video, were less successful. This case describes how YouTube came to dominate…

Abstract

Although Google had a stellar performance in Web search, many of its other services, such as Google Video, were less successful. This case describes how YouTube came to dominate the video market for user-generated content (UGC), while Google Video tried various entry strategies and ultimately failed, ending with the acquisition of YouTube. It also reviews the various competitors in the UGC market, chronicles the entry of established and new players in the area of professionally generated content (PGC), and outlines the key challenges related to monetizing the acquisition of YouTube for Google.

The case discusses when and how to enter winner-take-all markets characterized by very strong network externalities. It focuses on the strategies of new entrants vs. those of incumbents in adjacent industries that seek to leverage their resources and skills. Further, it sheds light on how new industries are created, how convergence is changing competitive forces, how important it is to be a first or late mover in new markets, and how successful entrants may struggle to achieve profitability.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2017

Shane Greenstein, Rebecca Frazzano and Evan Meagher

In 2009 Wikia was the Internet's largest for-profit provider of hosted open-source wikis, with over a million daily users. After five years of existence, the organization had…

Abstract

In 2009 Wikia was the Internet's largest for-profit provider of hosted open-source wikis, with over a million daily users. After five years of existence, the organization had supported a wide range of exploratory activities, experiencing both success and failure. With approximately $3 million of cash on hand, Wikia turned cash flow positive in 2009, with revenues of approximately $4.5 million, affording it time and flexibility to try new things. Some of the company's employees and investors suggested that Wikia should attempt to expand and market itself more aggressively, but which strategic direction should receive priority? The case presents many of the issues and tradeoffs facing CEO Gil Penchina as he formulates these priorities.

The case seeks to teach students about the general business challenges facing a new firm in the area of Web 2.0, also popularly known as social networking. The case also exposes students to wiki technology and how it facilitates collaborative behavior.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 9 May 2023

Bikramjit Rishi and Soni Sharma

The purpose of this paper is to understand a new restaurant venture's target segment and create a consumer profile for the new restaurant; to design a positioning statement for…

Abstract

Learning outcomes

The purpose of this paper is to understand a new restaurant venture's target segment and create a consumer profile for the new restaurant; to design a positioning statement for the new restaurant; to appraise the marketing strategy and suggest improvements in the marketing mix of a new restaurant venture in the new normal; to discuss the augmentation of services by a new restaurant to compete effectively in the market; and to identify and discuss the vital marketing steps for opening a restaurant in the new normal.

Case overview/synopsis

Kelvin, an ambitious and budding restaurateur, had high aspirations with great plans. V café was his first running venture. The income from V café was not enough to improve his social position. He wanted to open a new restaurant (Haikou) and earn more. Kelvin was well aware of COVID-19's current condition and its severe implications for the restaurant business. He did not have any experience in marketing a restaurant. So he was puzzled about understanding the target segment, positioning and marketing mix of the proposed restaurant in the new normal.

Complexity academic level

The case will cater to business management students pursuing a postgraduate management program. The case can be applied in Marketing Management, Entrepreneurship, Hospitality Management and Services Marketing courses. The prerequisite for this case is a basic understanding of marketing concepts.

Supplementary materials

Supplementary materials teaching notes are available for educators only.

Subject code

CSS 8: Marketing

Case study
Publication date: 2 July 2018

Ralph Boe and Marilyn Michelle Helms

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and…

Abstract

Synopsis

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and resulting product quality issues during the late 1990s. The case profiles CI’s position in the UK marketplace as well as highlights the growing international competition from Europe and Mexico. Comparisons between customer’s preferences for carpeting in the USA vs the UK are included. Additionally, the case introduces first-mover advantages in the application of innovational ideas applied to a mature industry in another country.

Research methodology

This case study was written by the CEO of the company as the lead author. The case is not disguised.

Relevant courses and levels

This case is appropriate for undergraduate strategic management/business policy classes.

Details

The CASE Journal, vol. 14 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 4 August 2020

Adrian David Saville, Philip Powell, Tashmia Ismail-Saville and Morris Mthombeni

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about…

Abstract

Learning outcomes

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about entrepreneurial funding, scaling and the interplay between social entrepreneurial activities and the informal sector.

Case overview/synopsis

South Africa’s primary health outcomes do not correspond to the country’s spending on public health, with South Africa ranking among the worst globally in the incidence of tuberculosis, HIV prevalence, infant mortality and life expectancy. In part, this poor outcome can be explained by high inequality in access to healthcare, which reflects South Africa’s grossly skewed income and wealth distributions, with the bulk of the country’s population reliant upon an underfunded, inefficient and poorly managed public health system. This substandard service for the working poor in South Africa’s townships with high population densities offered a profitable entrepreneurial opportunity to provide affordable and effective primary care with vast gains in quality and outcomes improved dignity for patients. After receiving her MBA, physician and entrepreneur Dr Nthabiseng Legoete self-funded the launch of Quali Health in 2017. The business model set out to disrupt healthcare delivery for South Africa’s poorest citizens. Drawing patients from the working poor in Diepsloot, Quali Health’s inaugural site was cash flow positive within five months when the facility hit only 30% of installed service capacity. With quick success, Dr Legoete faced the strategic question of how fast to scale and finance the expansion. She also considered a new micro-insurance product for her clientele.

Complexity academic level

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about entrepreneurial funding, scaling and the interplay between social entrepreneurial activities and the informal sector.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS: 3 Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

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