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The subject area is entrepreneurship.

Graduate and executive education level in leadership, entrepreneurship and strategic management are used to discuss leadership, entrepreneurship and strategy in health services.

This case talks about the passionate journey of a pediatrician practicing in the Mumbai city of India, who as an individual private practitioner is contributing to the fulfilment of the global health agenda and the fourth Millennium Development Goal (MDG) – “reduce child mortality”. His vision is to make quality and affordable expert pediatric care accessible to all the individuals, right from pre-birth to adulthood. Surya Mother and Child Care Hospital (SMCH) is being strengthened as a nation-wide network of mother and child hospital offering patient/consumer-centric integrated collaborative quality care, and it needs to be seen how this model can be made sustainable as it enlarges in scale for the future.

The case is structured to achieve the following learning outcomes: to understand about effectuation as a logic for entrepreneurial success through the lens of Dr Avasthi and his venture SMCH; To understand and apply Porter’s Principles of value transformation that essentially focus on outcome-driven cost-efficient work practices in a collaborative integrative fashion, where transformation must come from within (some practices suggested can be applied to the Indian Healthcare Services Delivery systems); to critically analyze the overall strategic position of SMCH as an organization and its competitive environment; to discuss the factors influencing health-care delivery capacity build up, given the MDGs 2015, Every Newborn Action Plan and Indian Newborn Action Plan framework, as applicable to India; and to discuss and analyze mechanisms for future sustainable service delivery options for SMCH. Although each of these principles is important, possibly, the instructor could emphasize and encourage more discussions on potential models of shared partnerships that can help quality health-care services reach the unreached and the incorporation of technology in achieving this. The learning process can also facilitate discussions about leadership qualities in the creation of health-care entrepreneurs, for the “Change That They Would Want To See”.

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.

Strategic marketing, Downturn, Optimal utilisation of minimal resources, Consolidating profitability, Focus shift from features to benefits and cost savings.

Management students who have knowledge of basic concepts of management discipline to derive the maximum benefit and understand the applicability; budding entrepreneurs; middle- and senior-level executives in an executive development program; people running family-owned businesses.

In 2008-2009, the Indian manufacturing sector was facing stiff competition from China on account of the latter's ability to provide cheap labour and handle large volumes. The 2008-2009 economic down turn saw consumers cut down on their requirements with manufacturing companies getting fewer orders. Manufacturing companies therefore adopted the principle of optimal utilisation of minimal resources. Millennium Company Ltd (MCL) also succeeded in overcoming the 2008-2009 downturns through a shift in focus during the recession of 2009 from achieving pure revenue to consolidating its profitability. MCL is probably the only company in the world to have extensive expertise in both steam and control instrumentation. The dual expertise allows them to engineer industry-specific systems that focus on energy efficiency and utilities management for sectors as diverse as textiles, food processing, paper, power and chemicals etc. The company shifted its attention from features to benefits, cost savings, and profitability. MCL trained its people as to what to talk to whom. Today, MCL is a leader in India in process efficiency and energy conservation through technology tie-ups and focused investments in manufacturing and research.

The purpose of this case is to enable student managers to evaluate effectiveness of corporate strategies; make the student managers understand the resources–businesses–systems framework and the need for focused connection between these three through appropriate coordination and control mechanisms for a corporate strategy to deliver value; encourage students to apply their knowledge of Turnkey Projects, BCG/Porters/SWOT/Mackensys Model; encourage the students to research and find out how other companies in this field fared and what were the strategies adopted by them to overcome the recession and compete with MCL in a highly competitive market like that of India; and encourage student managers to go on field visits with the institute's help to similar organisations within the same city and if possible get live projects.

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

Tourism and hospitality.

This case has been developed to suit the pedagogical needs of undergraduate and post-graduate students of management in the area of strategic marketing management in the service industry.

The case describes the challenge faced by Gautam Raj, Executive Vice President, Strategic Development, The Oberoi Group, in making submissions to the Chairman, P.R.S. Oberoi for giving shape to the company's future strategic plans and developing the blueprint for further growth. The Oberoi Group is a leading India-based hospitality company, which was looking at selective expansion in the five-star deluxe segments by seeking new opportunities for its luxury leisure business in order to achieve a greater geographic spread. The case gives detailed information related to “The Oberoi” resorts ranging from their genesis to their branding and marketing strategies to put into perspective the challenge faced by the protagonist in making appropriate recommendations regarding the optimal choice of location for new-luxury leisure resorts.

The case is designed to give students an opportunity to demonstrate understanding of generic strategies for sustaining competitive advantage and market selection strategies and to analyse prospective location choices for making recommendations regarding appropriate markets to enter.

Teaching note.

By early 2009 Starbucks had nearly 17,000 stores worldwide, with about a third of these outside the United States. Despite multibillion-dollar annual revenues, the giant coffee retailer's yearly growth had declined by half, quarterly earnings had dropped as much as 97 percent, same-store sales were negative, and its stock price was languishing. Factors such as a global economic downturn and increasing competition in the specialty coffee market from large players such as McDonald's and Dunkin' Donuts had driven this decline, resulting in the closings of hundreds of domestic stores already, with many more planned. Founder Howard Schultz, who had recently returned as CEO, and his executive team were convinced that Starbucks's growth opportunities lay overseas, where the firm already had a strong foothold in markets like Japan and the United Kingdom and was preparing to open hundreds of new stores in a variety of locations. But recent international challenges, including the closing of most Australian stores due to sluggish sales, made clear that Starbucks had more to learn about bringing its value proposition—a combination of premium coffee, superior service, and a “coffeehouse experience”—to foreign soil. The key question was not whether Starbucks could transport its value proposition overseas, but how the value proposition's three elements would play in recently entered and new markets. And the stakes of making the right international moves rose with each U.S. store closure. Schultz and his team also faced a broader question, one that applied to both their U.S. and foreign stores: Could they “grow big and stay small,” remaining a huge retailer that delivered both high-quality products and a consistently intimate and enjoyable experience to consumers worldwide? This case presents this challenge in the context of Starbucks's history, well-established value proposition, and domestic and international growth and vision.

The key objectives of the case focus on the successful growth of local city brand, to a country brand, to a global brand, leaving the questions: 1. How much more can it grow? 2. Can it? 3. What is the impact of new competitors in a given market and/or the impact of the global economy on discretionary spending by a loyal customer base? 4. How important is it to the sustain a brand's core value(s) proposition when innovating for new audiences and customer preferences?

Entrepreneurship, Entrepreneurial Marketing and Services Marketing.

The New Wella Salon case (B) is suitable for teaching at MBA level and last-year students of undergraduate-level courses in services marketing and entrepreneurship.

This case discusses the challenges faced by a young entrepreneur Mr Meer, who has successfully brought a new trend in the salon industry of Sukkur City. The new trend focuses on trendier and sophisticated services keeping in mind the changing mindset of consumer and services provided by leading salons of Pakistan. Though, the new salon has proved to be a great success. But recent developments have badly shaken the well-established brand. The most challenging issue was the loss of customers to competition, showing a negative sign for the future of this leading brand of local salon industry. He was confused and upset about the future of the leading salon brand of the local industry. He knew that he has to make some strategic decisions to secure his career and family business but appeared to be confused about how to operationalize these. He soon realized that word-of-mouth publicity and running a Facebook page would not be enough to promote his business effectively; so, he has to explore some new ways to promote his unique and nascent service other than advertising. But what should those be? To capture the growing demand of trendy services and scattered populations as a result of growing competition from similar salons, Meer has chalked down two different options: open another salon at a promising avenue and/or offer more services.

To identify and differentiate between traits of an entrepreneur and traditional businessman. To discuss how services companies can create and sustain competitive advantage. To understand the various strategic aspects of the small businesses that lever their decision-making. To work out strategic choices available to a new entrepreneurial firm, evaluate the alternatives and devise strategies for successful expansion of the business. To assess the usefulness of traditional and non-traditional marketing channels for promoting a small business.

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 8: Marketing.

The learning outcomes of this case are in understanding core concepts of brand management and brand dilution. Assessment of macro-economic risks and proper positioning strategies are the key take-away from this case. The case gives an understanding of how brands are built and positioned, and the pitfalls of poor brand planning and assessment that could lead to brand dilution. The case is useful for highlighting the importance of brand management and the challenges of re-positioning. The discussions would shed light on why it is important to plan and manage spending on marketing for brand building activities, and why brands would suffer when spending is reduced. This case is a teaching case and not a research case. It will help participants assimilate available information in combination with existing academic theories and publications to help develop an accurate assessment and prognosis of the events leading until the point of slicing the case.

Reid & Taylor in 2015 had been reduced to a discounter brand offering extended end-of-season sales when most other competitors have ended their promotions. In the 17 years since its big-budget launch in the Indian market in one of the most memorable brand introductions, Reid & Taylor changed its ambassador twice and repositioned itself thrice. The case would allow participants to delve deeper into aspects of marketing spending, brand management, positioning and advertising effectiveness. The case brings to the fore discussions on marketing, specifically on branding, positioning and its related advertising in the textile sector for a brand that has not been studied in academic literature until the present time. The discussion allows for novelty, involving both forward- and backward-looking assessments and evaluations to help participants better imbibe learnings in brand management and positioning.

The case is suitable for a graduate-level (Master’s level) course in marketing and brand management. This case is suitable for elective courses that discuss positioning and brands.

Teaching notes are available for educators only.

CSS 8: Marketing

A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as understanding the owner's address style. In addition, the student will be able to balance and weigh current resources, understanding that the conceptual frameworks of agency theory, resource dependence theory, agency and transaction costs, as well as the types of leadership and power are useful to understand this type of companies, common in emerging markets.

This case describes the actions of Nestor Salcedo Guevara, founding partner of Industrial Andina S.A. and owner of NSG Service Stations, companies focused on industrial manufacturing and retail fuel sales, respectively. The case covers a period of 40 years, from the founding of Industrial Andina S.A. in 1978, its restructuring into a family business in 1982, the strategic decisions concerning the political and economic situations from the eighties to the new millennium, and the creation of NSG Service Stations in the year 2000, until August 2018, when Nestor faced the decision to expand NSG Service Stations and reactivate Industrial Andina SA with new projects. Therefore, Nestor must decide the next steps for the future of both companies. This case study highlights several challenges of business economics and administrative strategy facing entrepreneurs or experienced managers and allows to discuss in class concepts of corporate governance such as ownership structure, incomplete contracts, management styles and defensive strategies associated with the power of the CEO - Owner.

Undergraduate students in Business Administration or Economics and post-graduate MBA. Business Economics courses, Strategic Management, Corporate Governance courses.

Teaching Notes are available for educators only.

CSS 11: Strategy.

After decades of continuity, Luse Holdings faced a new challenge in 2015. The company needed to pivot in a changing industry context—specifically, Luse had lost a bid to a non-union competitor for the first time—and CEO and fourth-generation member Steve Luse was considering three primary options: (1) continue as is, while also adding non-union services; (2) sell part of the business to reduce family risk; or (3) sell the entire business to fund other family interests. A fourth possible option was a maximization-of-growth alternative.

This decision involved more than business considerations alone. The family's legacy as an industry champion and community philanthropist also required considering all relevant stakeholders, including immediate and extended family, employees, and community. Complicating the situation was the lack of an immediately identifiable successor in the next generation of the Luse family, though several fifth-generation members had completed internships with the business including Steve's daughter Ashley, a recent MBA graduate. Students will step into Steve's shoes as he considers what recommendations to make to the advisory board six months from now. Students can also take the perspective of Ashley, a rising next-generation member: should she join the family business?

In December 2015, 196 countries will meet in Paris to reach a new global climate change agreement. This case looks at the climate negotiation process from the eyes of India's environment minister Mr Prakash Javadekar. In India's context, the energy sector has a big role to play in emission reduction as it is the largest emitter of the GHGs. When compared to US and China, India's per-capita emissions are miniscule but they are expected to rise substantially as the GoI is investing heavily in the infrastructure sector which has a substantial carbon footprint. The case discusses the mandatory emission cuts that India will announce considering the fulfillment of sustainable development goals. The case also points out, the government's promise of providing 24*7 electricity by 2019 which it feels can be an impediment in setting an aggressive emission cut target. The case questions if changes in the portfolio mix can be a part of the solution.

The present case study discusses the multi-branded strategy of hotels by the Indian Hotels Company Limited (IHCL) in 2012. The brand architecture of the group in 2012 consisted of four brands, namely Taj, Vivanta, Gateway and Ginger. However such brand architecture posed quite a few challenges for the group such as positioning, sustain the different brands and avoiding brand dilution since both The Gateway and Vivanta had a tag “by Taj” which could erode the premium associations of the parent brand.

The case is based on secondary research and has been developed using published information collected from online and offline sources. Wherever required, written permission has been obtained from the copyright holders (Exhibits VII-IX). Direct quotes have been properly cited from original sources.

This case could be a part of the Marketing Management course in an undergraduate Program in Business Management. The specific topics which could be facilitated through this case are Segmenting, Targeting and Positioning. The case could also be a part of a Brand Management course in the same program for specialized subjects where it could illustrate the concept of Brand Architecture. In case of an Executive Education Program, this case can be used to facilitate issues in Marketing as well as Brand Management.