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The case is meant to be used in an introductory course on Data Visualization or Analytics in either a business school or any other context where students have had some exposure to management topics. This case primarily focuses on introducing students to the basic philosophy and techniques of exploratory data analysis (EDA). The Steaming Mug, a US based hot beverage chain is provided as a context for engaging in a hands-on exploratory data analysis exercise to understand the strengths and weaknesses of the company's operations and performance. The learning from exploring this case will help students understand that many different insights can be drawn from the given data. The students will understand that there is no “one correct path” for this analysis. The values of getting multiple groups to present their findings is that students realise that there are many other angles that could have been explored, than the path they had gone down.

Jonathan Miller appeared in September 2009 on “Shark Tank,” the ABC television reality show featuring entrepreneurs versus angel investors in a discussion of the business value proposition and to win a negotiation for an investment from one of the 4 Sharks. The company he founded, Element Bars, a maker of custom energy bars, needed investment capital. Prior to appearing on the show, Miller had considered several financing options available to entrepreneurs: loans and other debt capital and equity capital, each of which are evaluated in the case. Miller had a good feel for the different types of capital to use for this new venture, having started several ventures in the past and winning the Kellogg School of Management business plan competition, the Kellogg Cup, in 2008. The case includes Miller's decision to forego the investment offer he won on television, instead he pursued lower cost of capital equity.

Students several aspects of raising capital, including raising equity and debt capital. Students need to learn to know as much or more about fundraising as the professionals who provide the capital-in fact, entrepreneurs have to understand the interaction among combinations of capital within their enterprise-whether debt and/or equity in different combinations. Often, teaching about equity relates to teaching how venture capital investment professionals look at deploying funds. Receiving equity into the entrepreneurial firm has much different attributes and issues. Teaching about debt often occurs at much higher volumes in typical MBA courses; this entrepreneurial debt must occur at a much smaller dollar value. This protagonist, Jonathan Miller, has exceptional preparation habits, which teaches students the value of the skills to prepare themselves and their businesses for investment.

The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by Gersick et al. (1997). After understanding the family business system, the case delves into making the students understand the circumplex model of the marital and family system. This matrix talks about the flexibility in the business structure along with cohesion in the family unit. The case then gets into the discussion about succession and the new generation joining the family business and the conflicts that may arise due to the same. It might be imperative to bring out the different forms of conflict that may arise in the family and business system. Researchers have identified three forms of conflict – task, process and relationship (Mckee, Madden, Kellermans and Eddleston, 2014). As passing the baton would take place next for this business in the case, the current generation needs to look at the future growth strategy for the business. Here, the discussion refers to the exploitation and exploration matrix given by Bergfeld and Weber (2011).

This is a primary data case. The data has been collected from SK Enterprises. Interviews were conducted to arrive at the issues and challenges discussed in the case.

This case talks about the dilemma of a first-generation entrepreneur. Jatinder Agarwal was the owner of SK Enterprises, a light-engineering firm manufacturing bright bars, engine parts and ceiling fan shafts. He had set up the business in 1984. His brother, Ramesh was helping him in the business. The business had prospered and grown from a single product manufacturing workshop in 1984 to two factories manufacturing multiple light engineering products. In 2015, the business was doing well and both Jatinder and Ramesh were excited to involve their respective sons, Pranav and Sanidh in the business after completion of their education. The case is about the challenges faced by Jatinder and Ramesh with the entry of a new generation. Jatinder and Ramesh were working in the family business with an implied structure where the business was a sole proprietorship in the name of Jatinder but the decisions were taken by both the brothers collectively. With the entry of the new generation, Jatinder had to decide how to re-organize the business and avoid conflicts in the family. He also had to take a decision regarding the future course of strategy, which would help the business grow further.

This case is about the dilemmas faced by a first-generation entrepreneur. The case can be taught in an “entrepreneurship” course, in a post-graduate MBA program. This case can also be taught in a family business program as part of the course on “Understanding Family Business – Managing Paradoxes” or “Building Lasting Family Business – Synergy in Vision, Values and Strategy.” This case can also be taught as part of a “business strategy” or “human resource management” in MBA or executive MBA program in the first year.

This case study would help students in understanding the dynamics of logistics and logistics vendor roles and contributions to overall business operations. The case study covers real-time information for applying the theoretical knowledge students gain related to the selection of logistics vendor. It would help students to understand and evaluate the dynamics of a new start-up related to cost, profits and dependency; understand and analyze the importance of third-party logistics (3PL) service providers in the supply chain; become aware of the key performance indicators (KPIs) important in the selection of logistics vendor; and develop and create measures for selecting logistics vendors on the basis of KPIs.

This case study was about an innovative start-up operating in the field of organic edible oils. The company catered to end consumers with its indigenous technology and processes. The innovative and healthy products were appreciated by the consumers, as was reflected in the surging demand figures. With the increasing popularity of organic products, the orders were surging. At the same time, issues such as damaged product delivery, increased cost per delivery of small packages and failure to deliver because of unserved pin codes by their logistics partners were being faced by the company. The case discusses the dilemma faced by the protagonist regarding the selection of the right 3PL partner. The case study is suitable for teaching courses in operations and logistics, supply chain management and entrepreneurship-related courses.

This case study is appropriate for postgraduate courses in entrepreneurship, operations management, logistics and supply chain management and general management.

Teaching notes are available for educators only.

CSS9: Operations and logistics.

The case focuses on the importance of the brand-building process, which takes place in B2B companies. Commodity companies focus a lot on the sales and distribution aspect of their marketing strategies but do not emphasize the importance of developing their brands. At the end of the discussion, the participants would be able: to examine the steps involved in conceptualizing the brand identity for an existing product in a highly competitive B2B market, as per Kapferer’s Brand Identity Matrix. To understand the steps involved in the journey of internal and external brand-building processes in B2B. To analyze the various challenges and issues faced by large organizations dealing in the metals and commodity business.

The case discusses a marketing challenge faced by Jindal Steel and Power Limited (JSPL) in launching a new brand of thermomechanical treatment (TMT) products in the market. Traditionally, the company had focused on the sales and distribution aspect of their marketing strategies but did not emphasize the importance of developing their brands. This case is based upon the challenges faced in the creation of a new brand identity for JSPL’s TMT products by the protagonist, Mr Paras Sharma (who is the brand custodian and manager in this case).

Postgraduate/Masters in Business Administration (MBA), Masters in Management Studies, Executive MBA.

Teaching Notes are available for educators only.

CSS 8: Marketing.

The hot breakfast cereal division of Quaker Oats was in serious decline, and the increasing American preference for speed and convenience at breakfast did not bode well for the category. The senior VP overseeing the hot breakfast division has been given an ultimatum by the CEO to turn the company's namesake product line around. She develops a marketing plan, but will it work?

To analyze a mature product category within the context of its competition and consumer trends, and apply several aspects of brand management and marketing strategy to maintain market share in the face of changing consumer preferences and intense competition.

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.

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.

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?

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.

The case study aims to provide students with an understanding of the challenges a business faces when operating in India. In conclusion of this study, students should be able to know why franchising is such a common way of delivering services to end users, describe the “place” decisions of physical channels, and be familiar with the strategic and tactical location considerations and devise a growth strategy to expand the business.

Situated at Tito’s Lane in North Goa, Tito’s was the discotheque founded by Tito Henry D’Souza in 1971. The company offered restaurant, concert space and nightclub services to music and party lovers from diverse locations. Ricardo D’Souza and David D’Souza (both brothers) spearheaded the business. Ricardo understood the growth of markets and the factors driving the growth in India. The key factors driving the Tito’s and pub, bar, café and lounge business in India were rising disposable incomes among Indians, nightlife parties by young individuals and preference for quality food and alcoholic beverages among the customers. By seeing the opportunities in 2022, Ricardo considered expanding its business across India. How should Ricardo move to expand its business and offerings? What strategies should they devise for the growth of the business?

This case study is designed for use in undergraduate programs like Bachelor of Business Administration. It is ideal for strategy and services marketing. Theoretical frameworks like the Ansoff matrix are suitable for analyzing the case study to understand the growth of the business.

Teaching notes are available for educators only.

CSS 8: Marketing.

Brands are socially constructed (Askegaard, 2006) and are culturally dependent on the “cultural codes of branding” by taking into consideration the history, images and myths that can influence brand meaning (Schroeder, 2009). Brands can be of great value when they hold a favorable image in the consumer’s mind (Anholt, 2010). Regional differences and demographics can impact what has a favorable image in the consumer’s mind and can bias the expectancy set for consumers. When selecting a brand name, the SMILE and SCRATCH test should be used (Neck et al., 2018; Watkins, 2014). This name evaluation test can be used to assess the strength of a brand name. If the name has these five qualities, it should be kept, or you should “smile”: suggestive – it evokes positivity; meaningful – customers can understand it; imagery – it is visually memorable; legs – it lends itself well to a theme to run with; and emotional – it resonates with your market. On the contrary, if the name has any of these traits, it should be “scratched”: spelling-challenged – it is hard to spell; copycat – it is too similar to competitors’ names; restrictive – it would be hard to grow or evolve with; annoying – it is annoying; tame – it is lame or uninspired; curse of knowledge – only insiders or some people will understand it; and hard-to-pronounce – it is hard to say (Neck et al., 2018; Watkins, 2014). The marketing mix or 4P’s of marketing – product, price, promotion and place – is a set of tools business owners can use to achieve their marketing goals and is based on McCarthy’s (1960) work. The S.A.V.E. framework – solution, access, value and education (Ettenson et al., 2013) – has more recently been cited as a more modern replacement to the long used 4P’s model (Ettenson et al., 2013). Through this framework, business owners can work to align their brand to provide a solution to customers’ problems, give them access to the solution, provide value for customers and educate them about the product or service. The S.A.V.E. framework focuses on solutions, access, value and education rather than product, place, price and promotion. In this framework, the business should focus on meeting their customers’ needs and being accessible to customers along their entire journey from hearing about the company to making a purchase. Additionally, companies should provide value for their customers rather than solely worrying about price, and instead educate customers by providing information they care about (Ettenson et al., 2013; Neck et al., 2018).

Teaching case.

This case presents the story of Big Momma’s, a coffee shop in a deteriorated historic district in Springfield, Missouri. Big Momma’s owner Lyle, a black man in a predominantly white region, was new to the area and launched the business quickly, without much market testing of the concept or brand. Soon after launching, Lyle wondered if he was set up for doom as customers constantly ask for Momma or barbeque. It seemed necessary to take a critical look at the marketing and branding plans.

This case could have multiple uses, primarily for early stage undergraduate students studying entrepreneurship or integrated marketing communications. The case lines up nicely with the following textbook lessons. Entrepreneurship: the case can be used with Entrepreneurship: The Practice and Mindset (Neck et al., 2018), chapter 16, lesson on branding with a specific tie to the SMILE and SCRATCH test described in Table 16.1 and the S.A.V.E. framework described on pages 453–454. It can also be used with Entrepreneurship (Zacharakis et al., 2018), chapter 6, lesson on marketing strategy for entrepreneurs with a specific tie to the sections on marketing mix and value proposition described on pages 183–198. Integrated marketing communications: this case can be used with Advertising, Promotion, and Other Aspects of Integrated Marketing Communications (Shrimp and Andrews, 2013), chapter 3, lesson on brand naming.

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

Emerging Markets.

Undergraduate, Masters.

Pacari Chocolate is the flagship brand of SKS Farms CIA Ltda., located in Quito, Ecuador. The company specializes in organic chocolate production which it sells in Ecuador and exports to other Latin American, European and North American markets. The company began operation in 2002, founded by Carla Barbotó and her husband Santiago Peralta. Carla is the Director of SKS and Santiago is General Manager. The case is set just after Santiago negotiated a deal to supply Emirates Airlines with mini bars to be distributed to flight passengers. Santiago is excited about this new deal, which will provide a new revenue stream, enhance brand image and potentially create new customers. Carla and Santiago pursue excellence with their products, as evidenced by over 160 awards, many globally recognized. However, their mission is also very much social in that they seek to improve the lives of Andean farmers, indigenous peoples and broader Ecuadorean society. The principle author uses this case in a course on innovative approaches to engaging emerging market opportunities, in which shared (social + economic) value and the formation of strong national industries are key outcomes, to be addressed through complementary market and non-market entrepreneurship strategies.

Expected learning outcomes are as follows: to identify the contextual challenges faced by an emerging market firm, and explain what must be done to overcome them; to identify the role of a firm in developing a national competency in an agricultural product industry; to demonstrate the creation of “shared value” and examine how the social mission of a company can reinforce and sustain its economic value creating activities; and to generate and evaluate options for developing international markets when a firm has limited resources to invest in marketing activities.

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.