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The primary learning objectives of the case are described below:1) Understanding the start-up market segment for an innovative product.2) Analyse the market expansion and diversification strategies of a start-up.3) Evaluate the business expansion through introduction of new product variants or through envisaging new distribution channels.

Cronos Ltd. was Iyer's first business endeavour after completing his Master of Business Administration (MBA). Iyer had aspired to be an entrepreneur since he was a youngster. In 2015, a first-generation entrepreneur with full conviction, he entered a market that was tough for a novice to access. Despite several challenges and uncertainties, he persisted and ventured into the company on the edge of extinction with a concept for affordable sanitiser sachets. Strong willpower, but no background, guidance or finances have made him struggle at each stage of his journey. He made this possible as he had understood the need for a specific lower-income segment of customers who could afford to buy the sanitiser sachets for as low as INR1 ($0.013). Until 2021 he was selling through the GT channel in central and western regions of India. He had planned for product extension by introducing three new products in the FMCG sector with manageable finance needs. Meanwhile, he had gotten an offer to enter into the MT channel to compete with big brands in the Gujarat region. Iyer needed substantial funds to expand his business in the MT channel and had to offer equity partnership to the investor, who would invest in the business.

Graduate and post-graduate in the topics of segmentations and market expansion in the marketing management subject.

Teaching notes are available for educators only.

CSS 8: Marketing.

New product development (NPD), entrepreneurship and strategic management.

Advanced undergraduate, MBA/MSc in Marketing and Management course that cover the topics on NPD.

This case illustrates that commercialization of a new product requires a proper strategic direction to make it a reality. The case fact is positioned in livestock feed industry centered on commercialization of a newly developed urea-molasses mineral block (UMMB) or called Nutriblock. Dr Wan, a Senior Principal Research Officer of Malaysian Agricultural Research and Development Institute (MARDI), developed food supplement for ruminants which contained urea, molasses, vitamins, minerals and other nutrients. Dr Wan believed that the UMMB was a better quality food supplement compared to products in the markets because it contained 12 raw feed ingredients and an anthelmintic medication. After almost 10 years of research, in 2003, Dr Wan completed his research and, thus, wanted to get a suitable way to commercialize this product. He had two options: commercializing the technology through licensing of intellectual property right (IPR), or to transfer it as a public domain. The Business Development Unit(BDU) was responsible for the former option, whereas Centre for Promotion and Technology Transfer (CPPT) was in charge for the latter. At the beginning of2006, MARDI decided to commercialize the Nutriblock through licensing the IPR to March Avenue Technology Sendirian Berhad (March Avenue), a newly formed company. March Avenue was formed byKarthiir, a lawyer and Ma Irwan, an electrical engineer. The operation was going smoothly for the first two years. However, problem started in 2008 when Karthiir left the company due to some disagreement with Ma Irwan. Since then, March Avenue failed to achieve its sales target that seriously affected its profit level. Moreover, it suffered from internal management problem. The company finally closed down at the end of 2009. By this four year of operation, March Avenue failed to pay any royalty to MARDI. This circumstance forced Dr Wan to think seriously about his next move regarding choosing the right way of commercializing his Nutriblock. MARDI requested him to give his opinion by January 15, 2010 about whether to give another chance to BDU to commercialize this technology through IPR or to go for public domain under CPPT?

Using this case, students can learn that new product development and its commercialization requires proper strategic directions. It illustrates the importance of managing the commercialization of a new product effectively. NPD involves many stages, and it is important to manage every stage properly. This is because a “high-quality product” and/or a “new to the market” product are not enough to succeed in the market. In other words, producing a “product that meets market needs” must be combined with appropriate strategies.

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

Entrepreneurship, Strategic Marketing, Innovation, New product development (NPD).

This case is suitable to be used in advanced undergraduate, and MBA/MSc.

This case illustrates the challenges related to commercializing an innovative product, the coconut dehusking machine in the Malaysian market. It revolves around the issues pertaining to the pre and post-lunch activities and bottleneck of the coconut dehusking and defibering (CDD) machine which was developed by Md Akhir in July 2003. Md Akhir, the senior research officer at Mechanization and Automation Research Centre, Malaysian Agricultural Research and Development Institute (MARDI), believed that it was the first coconut dehusker in Malaysia. During 2000, farmers used to dehusk coconut manually, as there was no readily available machine to help them. Thus, Md Akhir felt the necessity to innovate such a machine that could help the farmers to dehusk efficiently in comparatively less effort and time. From 2003 to 2005, he presented his innovation in several national and international exhibitions and received accolades for such innovative product. In 2005, MARDI signed the memorandum of agreement of five years to license the CDD with Phytofolia Sendirian Berhad without having Md Akhir’s consent. Phytofolia was a comparatively new company owned by two entrepreneurs – Azmin Samin and Abd Hamid. During 2007, Phytofolia changed the specification of the CDD without informing to Md Akhir. Furthermore, two machines were sold to a company in Papua New Guinea, but no feedback was sought about the performance of the modified CDD. The price of CDD was set very high and thus the local farmers refused to buy it. In 2009, Hamid left Phytofolia due to disagreement with his business partner. He collaborated with Mr Sigiarno a venture capitalist from Indonesia and offer MARDI RM200,000 up-front to buy the IP of the CDD. At the end of the contract, Phytofolia failed to pay the royalty to MARDI and the contract ended in 2010. By seeing the fall of memorandum of agreement, MARDI asked Md Akhir to decide the next step whether to sign new agreement with Phytofolia, to sign agreement with Hamid’s newly formed company Kelapa Gading, to giving up commercialization and provide this machine to the farmers free of cost or to create a start-up company, fabricate and market the CDD. Md Akhir was really confused about which way to go!

Using this case, students can learn how a small and/or medium scale company can strategize its new product launch. Based on the given industry scenario, students can realize the potential challenges that are related to launching a new product. Furthermore, this case demonstrates that producing a high-quality product is not enough to succeed in the market; right strategy also plays an important role in making it successful. Finally, it can be also learned that proper marketing strategy, good coordination and communication with support companies as well as internal harmony are three important factors that contributes in any business success. Overall, entrepreneurship students will learn how to use the opportunity and manage the innovation. On the other hand, strategic marketing students will learn the importance of adopting proper strategy, while the students who are undertaking the new product development course will be benefited by seeing the practical situation of a new product launch, its rise and its fall.

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

The case simulates the experience of a private equity investor evaluating a potential investment, requiring the student to: (1) determine the risks and merits of an investment in Toys “R” Us, (2) evaluate the spectrum of returns using multiple operating model scenarios, and (3) identify strategic actions that might be undertaken to improve the risk/return profile of the investment. The case also discusses trends and participants in the private equity industry.

To understand how private equity firms analyze investment opportunities through application of an LBO model (provided in the case) that summarizes returns and risks. Also, to review private equity participation in club deals, large (and early) dividends, and IPOs.

The case traces the development of Lululemon Athletica (Lulu) from founder Chip Wilson's first post-yoga euphoria in 1997 through the sale of all his shares in 2015. Officially founded in 1998, Lulu was built on the foundation of its “miracle” figure-enhancing yoga pants made from a proprietary stretch fiber. The case outlines Wilson's early experience in technical performance wear, which gave him the expertise needed to launch the Lululemon brand with its premium-priced, fashion-designed product line targeted at upscale women. The case also highlights the retailing and promotion approach that drove Lulu's first decade of success. The snapshot of how the Lulu brand cult was born and diffused provides the backdrop for assessing whether the brand has already hit its peak or whether it can sustain the explosive growth that effectively created the athleisure category. To aid in this determination, the case presents two competitors as comparative foils (Under Armour and Athleta) to contextualize Lulu's growth prospects.

The Lululemon case highlights the importance of the competitive frame of reference when positioning a brand and describes how this may differ for the three competitors. The case also allows for a discussion of the challenges of maintaining the congruence of a retail brand with a diverse product line. This struggle is unique to retailers who must fit ever-varied product assortments (not just a single product line) under the umbrella of a single brand proposition, and is particularly relevant to vertically integrated brands such as Lululemon.

Entrepreneurship, Strategic Marketing, Innovation, New Product Development (NPD).

This case is suitable to be used in advanced undergraduate and MBA/MSc.

This case illustrates the challenges related to designing and launching an innovative product in the market. It revolves around the issues pertaining to smart organic fertilizer's (SOF) pre- and post-launch experiences. Haji Sani Kimi, a Senior Research Officer of the Strategic Research Centre at MARDI, had developed a zeolite-based organic fertilizer which he believed to be the first of its kind in Malaysia. He had taken five years to complete his research in developing SOF. Seeing its potential benefits for the land and farmers, the then Director General of MARDI asked Sani to speed up the process of technology transfer to be the first to launch the product in the market. In 2005, MARDI established a five-year agreement with Hicotech Sendirian Berhad to license its intellectual property rights (IPR). Adnan, a successful automobile business entrepreneur, ventured into the organic fertilizer business, as this product was in high demand and extensively used by paddy farmers in Malaysia and was subsidized by the government. However, Hicotech failed to get government contract to supply organic fertilizer under the government subsidy program. As such, it had to compete in the open market which was dominated by already-established Chinese entrepreneurs. At the beginning, SOF was doing well in the market, but, during 2007, Hicotech experienced great financial loss due to its mismanagement of collecting payment from its customers. Hicotech tried to work in partnership with ABH Mega Sendirian Berhad to overcome its financial difficulties. However, due to some disagreements, the collaboration was terminated within a short period of time. From 2005 to the end of 2009, Hicotech was not able to pay any royalties to MARDI and the license of Hicotech was to expire in February 2010. Haji Sani was trying to get a solution to revive SOF in the market. Moreover, he was confused whether to renew the license of SOF IPR with Hicotech or to search for another company.

Using this case, students can learn how a small- and/or medium-scale companies can strategize their new product launch. Based on the given industry scenario, students can realize the potential challenges that are related to launching a new product. Furthermore, this case demonstrates that producing a high-quality product is not enough to succeed in the market; the right strategy also plays an important role in making it successful. Last, it can be also learned that proper managerial control and financial support are two important factors that contributes in any business success. Overall, strategic marketing/management students will learn the importance of adopting proper strategy, while the students who are undertaking the new product development course benefit by seeing the practical situation of a new product launch, its rise and its fall.

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

Critical analysis of observed practice.

Field study.

To expose accounting and MBA students to Lean management and the performance measures that support Lean management by presenting a case of a comprehensive and very successful Lean transformation; to give accounting and MBA students the opportunity to construct a strategy map and a balanced scorecard based on a rich case description; and to critically assess the suitability of balanced scorecards for a company that embraces Lean management.

The case describes a comprehensive transformation from conventional management to Lean management and business practices, with an emphasis on the largely non-financial performance measures used to support the transformation. Around the time of the Lean transformation, the balanced scorecard, a multi-dimensional measurement approach, was introduced to address the problems of excessive reliance on financial performance measures. Students are asked to compare and contrast Wiremold’s approach to the balanced scorecard.

Graduate or upper level undergraduate courses in cost accounting, managerial accounting and strategic management.

The year 2013-14 was very significant for Raychem RPG Ltd (RRL) - a joint venture between RPG group, India and TE Connectivity, USA. The sales were looking up and order book was promising. Newly restructured units were working well and business in new segments was picking up. There were several initiatives undertaken by the CEO in last five years of his tenure. His team had achieved the desired stability and turnaround was successful. A high-growth future in a slowing global economic scenario had to be converted into a more profitable opportunity. However, he faced several questions. Was the strategic transformation journey that he embarked on four years ago complete? Could he have done something different? Which were the areas where the next focus should be? Did RRL have the required competences to succeed in those areas? How would RRL manage the changing expectations of the two JV partners?

New product development and introduction, Marketing.

The case is suitable for post-graduate students in management, or in their final year. The case is intended for those business school students who are familiar with the basics of marketing management and are going through a course on new product development. The level of difficulty for post-graduate management students as far as this case is concerned is medium to high. The case can be a part of the following courses in marketing; new product marketing; technology marketing; brand management (how to build a technology brand).

The case concerns a computing technology company – Novatium Solutions – that has developed a new product, an affordable computing system, and is looking at ways of marketing it. The product offering in the initial stages is just hardware with limited local processing abilities that needs to be connected through a wire to a telecom broadband player to provide the internet browsing facility. As the case progresses, the product evolves into upgraded and newer formats. The theme of the case is intended to be new product marketing in a technology sector.

The following will be the learning outcomes for this case; new product process and marketing in a technology company (compared to non technology consumer product company); bringing customer orientation to a product technology company; the role of a marketing head in a new product company; and building a retail brand for an affordable technology product.

Teaching notes are available; please consult your Librarian for access. The teaching notes provide adequate questions and answers (four assignment questions and three class discussion questions) so that faculty members need not look beyond these to give student projects or assignments.

From 2002 to 2011, coffee-machine manufacturer Keurig Incorporated had grown from a privately held company with just over $20 million in revenues and a plan to enter the single serve coffee arena for home consumers, to a wholly owned subsidiary of Green Mountain Coffee Roasters, Inc., a publicly traded company with net revenues of $1.36 billion and a market capitalization of between $8 and $9 billion. In 2003 Keurig had introduced its first At Home brewer. Now, approximately 25 percent of all coffee makers sold in the United States were Keurig-branded machines, and Keurig was recognized as among the leaders in the marketplace. The company had just concluded agreements with both Dunkin' Donuts and Starbucks that would make these retailers' coffee available for use with Keurig's specialized brewing system. The company faced far different challenges than when it was a small, unknown marketplace entrant. John Whoriskey, vice president and general manager of Keurig's At Home division, had to consider the impact that impending expiration of key technology patents and the perceived environmental impact of the K-Cup® portion packs would have on the company's growth. Whoriskey also wondered what Keurig's growth potential was, and how the new arrangements with Starbucks and Dunkin' Donuts could be leveraged to achieve it.