Search results
1 – 10 of 31Astha Vyas, Ritu Srivastava and Parul Gupta
The case is intended to assist students to:1. understand the customer’s purchase decision with reference to channel values;2. evaluate and assess the channel strategy using…
Abstract
Learning outcomes
The case is intended to assist students to:1. understand the customer’s purchase decision with reference to channel values;2. evaluate and assess the channel strategy using conventional and digital channels; and3. design the channel strategy for start-ups in emerging markets.
Case overview/synopsis
The subject area for this teaching case was marketing management. The teaching case could be used for the undergraduation and graduation levels of students. The case was about the marketing channel strategy of a small start-up boutique called Chirmi in India, with the theory of consumption values explained. In this case, primary data was taken directly from Chirmi, whereas secondary data for market analysis was taken from various reports, articles and other sources. Because the owner provided the records and documentation, the account was therefore substantiated by the collected first-hand information. The case uses quantitative methods to make students understand the channel arithmetic and consumption values of all the channels used by Chirmi.
Complexity academic level
In the course of core marketing classes at the undergraduate and graduate levels, this case may be used. The case addresses the channel structure, including wholesaling, retailing and e-commerce. Distribution channel management, the theory of consumption values and e-commerce marketing management are explained. Evaluation of channel strategy, design, implementation and management is emphasized.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS: 8: Marketing.
Details
Keywords
Leandro A. Guissoni, Paul W. Farris, Ailawadi Kusum and Murillo Boccia
Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from…
Abstract
Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from a direct-sales company to a multichannel company. In 2014, Natura added online catalogs, physical stores, and drugstores to its well-established direct-selling model, but the results were disappointing. Between 2014 and 2016, three different Natura CEOs attempted to lead the company in the strategic transition to focus less on the direct sales consultants and more on reaching the end consumers directly with multiple channels and touchpoints. In October 2016, the company’s board appointed its former commercial vice president, João Paulo Ferreira, as the most recent CEO. Ferreira’s challenge was to find the right balance between the direct-selling and other channel formats to market Natura, thus enabling it to thrive in the face of intense competition in the beauty and personal care market in Brazil.
Mina Saghian and Meghan Murray
In 2013, Under Armour had $2.3 billion in sales yet only $500 million came from its women’s apparel, and the company was ready to expand into the female market segment. The “I…
Abstract
In 2013, Under Armour had $2.3 billion in sales yet only $500 million came from its women’s apparel, and the company was ready to expand into the female market segment. The “I Will What I Want” global women’s marketing campaign was the largest Under Armour had ever run. Founder Keven Plank and his team launched the campaign on a multichannel platform, with social media at its core. The campaign’s success surpassed what Plank had imagined, and he is left wondering where to take Under Armour’s advertising and marketing next. This case has been used successfully in a marketing course and would be suited for any class with a focus on interactive media, technology, and multichannel marketing.
Shalini Rahul Tiwari and Himanshu Gupta
Understand the external environment and trends impacting customer preferences. Understanding the elements of customer segmentation and positioning for products such as backpacks…
Abstract
Learning outcomes
Understand the external environment and trends impacting customer preferences. Understanding the elements of customer segmentation and positioning for products such as backpacks and travel luggage. Understand the levers for turnaround management. Qualitative evaluation of an opportunity for investment – greenfield versus brownfield. Developing a marketing plan for growth.
Case overview/synopsis
Indian Luggage market has an oligopoly structure with three major brands – very important person (VIP) Industries, Samsonite and Safari Industries Ltd. (SIL), holding around 90% share of the organized market. The market had evolved slowly, with the players offering limited assortment and having limited manufacturing capacities in India. SIL, having been in business for nearly 25 years, had been registering a flat top line. In 2011, the top management shuffle at VIP Industries witnessed the exit of the then MD, Mr Sudhir Jatia. Mr Jatia decided to acquire the majority stake of 56.55% for Rs 29 crores for the struggling SIL. What followed in the subsequent years was the resurgence of SIL to a noteworthy position in the industry. From a merely 2% market share in 2011, SIL went on to hold nearly 16% market share in 2019. This growth in market share, along with CAGR of almost 15% for the luggage market overall, has boosted the revenue of SIL by nearly 10-folds from INR 620m in 2011 to INR 5.73bn in the year 2018. Several reasons had been identified behind the growth of this company, such as – Mr Jatia’s leadership style, focus on profitable stock keeping units, acquisition of other brands, operational efficiency and financial infusion. However, the larger question was that – Will SIL, which had been following a challenger strategy to date, be able to overcome the leaders in the industry? What strategies should it pursue now? And what obstacles can it expect on this anticipated journey of growth?
Complexity academic level
Undergraduate and post-graduate.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Paulo Arthur Mauro, Kateline Ketne Daltoé, João Ricardo da Costa Lopes, Flavia d Albergaria Freitas and Victor M.C. Almeida
Marketing Channels.
Abstract
Subject area
Marketing Channels.
Study level/applicability
The case was developed to stimulate the discussion about decisions and strategies of channel and was recommended for MBA students in courses such as Marketing Channels or Trade Marketing in Business Administration.
Case overview
The case reports the dilemma experienced in 2013 by Osmar Buzin, one of the partners of Cervejaria Noi, whose specialty beers had achieved prestige among their customers, mainly in the city of Niterói, RJ, where the company was born. This success aroused the interest of other markets that wanted to sell their products. The opportunity for expansion brought together the need to decide how to meet these new markets: deliver directly to the points of sale, as it did before; or use distributors. Osmar knew that he could count on Gilmar Gutbrodt, his partner and brewmaster, along with Bianca Buzin, the General Manager of the brewery to evaluate together the best strategy for reaching new markets.
Expected learning outcomes
It is expected that at the end of the discussion of the case, students will be able to achieve the following learning outcomes: to design the path-to-market, identifying the role of intermediaries; to identify distribution alternatives and key channel members; and to perceive the advantages and disadvantages of intermediation and its unfolding in channel management.
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.
Details
Keywords
The premise of the case is how to make best use of customer shopping time while staying competitive and profitable: The increase in the number of ecommerce-based channels and the…
Abstract
The premise of the case is how to make best use of customer shopping time while staying competitive and profitable: The increase in the number of ecommerce-based channels and the growth of Amazon and Wal*Mart have forced brick-and-mortar retailers to seek alternative ways to reach potential customers in a cost- and time-efficient manner. In the U.S., an average of 0.74 hours per day is spent purchasing goods and services, while an average of 1.77 hours per day is spent doing household activities. Regardless of location, customers all have the same 24 hours in a day and only so much of it can be spent shopping.
One of the benefits of ecommerce has been an increase in product variety offered to customers. The online marketplace has enabled consumers in many industries to locate, evaluate and purchase a far wider variety of products than they can with traditional brick-and mortar channels. 30% to 40% of Amazon book sales are titles that wouldn't normally be found in brick-and-mortar stores.
Details
Keywords
Mohanbir Sawhney, Michael Biddlecom, Robert Day, Patrick Franke, John Lee-Tin, Robert Leonard and Brian Poger
Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for…
Abstract
Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for its industrial automation products. National distributors were consolidating the MRO distribution channel, offering national account customers an integrated multichannel solution for their MRO needs. Allen-Bradley had traditionally served its customers through high-touch, high-value-added local distributors, but this channel was inadequate for the demands of large MRO customers. An effort by Allen-Bradley and other manufacturers to create an industry-wide electronic sourcing consortium called SourceAlliance.com had failed. Now the company had to choose between redesigning its traditional channel by creating a virtual network of local distributors, striking an alliance with a national distributor, or withdrawing from the MRO market. It had to contend with difficult channel conflict issues in choosing a channel strategy.
To analyze the competitive strategy of a company serving the MRO market.
Details
Keywords
Russell Abratt and Justine Cullinan
The subject areas are marketing management and brand management.
Abstract
Subject area
The subject areas are marketing management and brand management.
Study level/applicability
The study is applicable to post-graduate brand management course and post-graduate marketing management course.
Case overview
In December 2015, Justine Cullinan, station manager of 5FM – a commercial, national music-radio station – reviewed the listenership and revenue figures for the year. When she took over as station manager in October 2014, 5FM had been through a three-year period of sharply declining listenership and revenue. Since then, by growing 5FM’s online community and adjusting the station’s overall strategy, the tide of decline had slowed. 5FM’s limited marketing budget prevented it from attracting listeners through traditional marketing avenues. Cullinan wondered how she could grow audiences and revenue and forge a new way for radio to benchmark success in a world where online communities were ever more important.
Expected learning outcomes
At the end of this case, students will understand the following concepts: brand awareness; brand promise; brand communication; and brand revitalisation strategies.
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
Details
Keywords
Frank Shipper and Richard C. Hoffman
This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the…
Abstract
Theoretical basis
This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the organizational level. Students will learn about shared entrepreneurship, high performance work systems, shared leadership and virtuous organizations, and how they can develop a sustainable competitive advantage.
Research methodology
The case was prepared using a qualitative approach. Data were collected via the following ways: literature search; organizational documents and published historical accounts; direct observations by a research team; and on-site audio recorded and transcribed individual and group interviews conducted by a research team (the authors) with organization members at multiple levels of the firm.
Case overview/synopsis
John Lewis Company has been in business since 1864. In 1929, it became the John Lewis Partnership (JLP) when the son of the founder sold a portion of the firm to the employees. In 1955, he sold his remaining interest to the employee/partners. JLP has a constitution and has a representative democracy governance structure. As the firm approaches the 100th anniversary of the trust, it is faced with multiple challenges. The partners are faced with the question – How to respond to the environmental turmoil?
Complexity academic level
This case has environmental issues – How to respond to competition, technological changes and environmental uncertainty and an internal issue – How can high performance work practices provide a sustainable competitive advantage? Both issues can be examined in strategic management courses after the students have studied traditionally managed companies. This case could also be used in human resource management courses.
Details
Keywords
Richa Agarwal and Sumedha Tuteja
Paytm has become a popular method to make cashless payments in India. Be it for transferring funds through mobile numbers, online payment of utility bills, cabs, etc. or payment…
Abstract
Synopsis
Paytm has become a popular method to make cashless payments in India. Be it for transferring funds through mobile numbers, online payment of utility bills, cabs, etc. or payment to offline merchants. This case elaborates on the position Paytm has attained in the market thus far and its ambitious future growth plans. It describes the strategies being adopted by Paytm’s competitors and the new developments in the payments business in India. The case finally narrates the challenges the Fintech firm faces at present and poses a pertinent question: is Paytm on a growth trajectory or committing suicide by leaping so fast?
Research methodology
The case collates secondary data pertaining to Paytm’s current position and recent developments in the Indian mobile wallet industry. It presents the facts and data published on websites, newspapers, and magazines in the form of a case study.
Relevant courses and levels
This case can be applied to strategic management at under graduate and introductory level in post-graduate marketing of digital products.
Details