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1 – 2 of 2The case study outlines the strategic, marketing, and branding challenges faced by Gap, a brand within the Gap Inc. house of brands. The case contains a summary of Gap's history…
Abstract
Synopsis
The case study outlines the strategic, marketing, and branding challenges faced by Gap, a brand within the Gap Inc. house of brands. The case contains a summary of Gap's history, which illustrates the driving forces behind Gap's previous growth, its status as an American iconic brand, and its struggle to stay relevant. This sets the stage for Gap's rebranding exercise, which included an attempt at changing their iconic logo. This case provides students with the opportunity to learn about brand life cycles and the implications of a logo change for brand equity, brand associations, and brand positioning.
Research methodology
This research is based on published sources.
Relevant courses and levels
The case can be used in courses in strategic brand management, retailing, fashion marketing, marketing communication, or corporate communication at the graduate or advanced undergraduate level. The case will be particularly useful for those who already understand branding and consumer behavior, but who may not have learned anything about rebranding or strategic brand management. It is not suitable for undergraduates who have not studied branding at all.
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Keywords
Josemon George, Amol S. Dhaigude and Sidhartha S. Padhi
The case depicts an opportunity for students to be exposed to the decision theory concept. The study aims to encourage them to use the data given in the case and exhibits to…
Abstract
Learning outcomes
The case depicts an opportunity for students to be exposed to the decision theory concept. The study aims to encourage them to use the data given in the case and exhibits to explore as follows: decision-making under uncertainty; decision-making under risk; compare and contrast uncertainty and risk; and evaluate the value of perfect information EVPI and understand its application in decision-making.
Case overview/synopsis
Vikas Teerth, a budding entrepreneur, wanted to venture out into the pineapple business. He had three land plots available, but he would like to take up a single plot after analyzing the possible returns factoring the volatile prices and other impending constraints. He wanted to use the decision-making approaches with the aid of probability to arrive at the best decision. This case helps the instructors to introduce the concept of decision-making under risk and under uncertainty which comes under the preview of decision theory. Students can use the data given in the case and exhibits to do the necessary calculations required and thereby get an insight into the process of calculated decision-making.
Complexity academic level
This case can teach decision theory in undergraduate-level and graduate-level courses in operations research, decision-making and industrial engineering. It can also be used to discuss issues and challenges faced in start-ups or SME entrepreneurship.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
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