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Chewy, Inc. is a direct-to-consumer seller of pet food and supplies. Their approach involves a deep understanding of pet owners’ needs and behaviors to provide personalized product recommendations and exceptional customer service. This case study aims to describe Chewy’s growth strategies and how the company can remain a market leader.

Using the customer value assessment tool, the authors examine Chewy’s value proposition, including service, quality, image and price strategies.

Chewy has built a loyal customer base that values the company’s commitment to their pets’ health and well-being. Future opportunities include focusing on pet wellness products and services, collaborating with veterinary providers in telemedicine and international expansion.

This work is largely conceptual and presents a descriptive case study which reviews Chewy’s marketing strategy based on industry research as well as a customer value assessment via the service-quality-image-price framework.

Corporate leaders must adapt to market change and create business strategies to deliver superior value for customers. This requires innovative products, services and processes. The strategic insights are applicable to retailers, service and technology firms and entrepreneurial companies seeking to scale their businesses.

Chewy’s highly competitive market includes Amazon, e-commerce pet supply companies and big-box pet stores. But it has dominated the online sector and has substantial growth prospects. This paper concludes with recommendations for management and questions for consideration.

At the end of the case discussion, students should be able to:▪ analyse and discuss networks as a form of social capital;▪ identify and discuss alternative growth strategies for an small, medium, micro enterprise (SMME) in the context of prevailing challenges;▪ use the six domains of the entrepreneurship ecosystem to identify and discuss factors that enhance and challenge a business with particular reference to an SMME; and▪ analyse and understand the key dimensions of entrepreneurial behaviour using the case protagonist as an example.

Nhlanhla Dlamini, the managing director of Maneli Pets based in Johannesburg, South Africa had opened an office in Cincinnati in the USA in July 2019 to take over the distribution and marketing of the company’s high-quality protein pet treats. Just over eight months later, the COVID-19 pandemic exploded across the world resulting in unprecedented disruption to people’s lives, world trade and the global economy.Now, in June 2022, Dlamini contemplated the successes and challenges he had experienced since starting Maneli Pets in 2016, not least of which was parting company with US-based Novel Dog LLC, which had previously marketed and distributed the pet treats. He had built an internationally accredited factory from scratch, produced pet products and a brand that was appealing to the competitive international market, and exported to 12 countries around the world. However, Dlamini had also faced the retrenchment of a large number of staff, the breakdown of the relationship with Novel Dog, the difficulties of setting up a distribution business in the USA along with overseeing the South African factory, and in September 2019, his co-founder, Sipha Ndawonde, had left Maneli Pets.Maneli Pets had served Dlamini’s philanthropic purpose of creating jobs and contributing to the growth of the South African economy. Despite the setback of parting ways with Novel Dog, he hoped to continue to create jobs and return to and exceed the staff numbers he had achieved by 2018, regardless of the hard work involved.In his dual position of managing director of Maneli Pets, based in Johannesburg, and sales director of the distribution and marketing arm, Nandi Pets Inc. in Cincinnati, Dlamini had a global view of the companies’ financials that he realised had been missing initially. Would the new structure of Maneli Pets he had created in 2019 in a pre-pandemic world see the company profitable by the end of 2022? What else could he do to take the company to the next level?

MBA, Masters in Management, Postgraduate Diploma in Business, Executive Education short courses.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this paper is to present an overview of the pet-friendliness trend, because despite its growth, there has been little research on the benefits and potential risks of pet-friendly workplaces.

A general review is provided on pet ownership figures in North America and the benefits and drawbacks of pet ownership. Pet-friendly policies and practices are described, highlighting their potentially positive impact on well-being and performance. Possible concerns with pet-friendly workplaces are examined. The paper offers recommendations for organizations that are potentially interested in becoming pet-friendly.

Many households in North America have pets that are considered genuine members of the family. As a result, workplaces are increasingly becoming “pet-friendly” by instituting policies that are sensitive to pet ownership. The scope of pet-friendly policies and practices ranges from simple to more complex measures. Adopting these measures can result in benefits that include enhanced attraction and recruitment, improved employee retention, enhanced employee health, increased employee productivity, and positive bottom-line results. But there are also concerns regarding health and safety, property damage, distractions, and religious preferences.

The range of pet-friendly measures could apply to any workplace that is interested in improving their efforts toward recruitment, retention, and productivity, among others.

This paper describes a range of efforts that workplaces can offer to enhance their employees’ work lives and is the first to provide a detailed account of the pet-friendliness trend.

Pet-friendly hotels are growing rapidly. The prevalence of pet adoption has largely resulted from the loneliness due to social distancing that happened during the Coronavirus disease 2019 pandemic. Many hotels around the world aim to become pet-friendly to satisfy the growing demand. Hoteliers believe that the popularity of pet-friendly hotels will continue, as pet owners often treat pets as their kids. This study aims to investigate how pet-friendly hotels need to design and manage pet-friendly services and policies.

Using grounded theory methodology, this research conducts interviews with 25 pet-friendly hotel managers from Hong Kong (HK). The study includes hotels from different hotel categories and classifications. It examines the conceptualization of pet-friendly service design, drawing on a service blueprint.

Building on the service marketing and service blueprint literature, this research provides a synthesis that reflects how pet-friendly hotels can serve both guests with and without pets. The findings reveal that pet-owner’s service expectations are formed on anthropomorphism, that is, an inclination of attributing human features to nonhuman entity. Hotel managers, and particular those who have pets personally understand better how pet-friendly service can be adapted to meet the expectations and requirements of pet owners while accommodating guests without pets. The market of pet-friendly hospitality is growing, with high profit potential from pet owners who are willing to spend generously.

Data were collected from selected pet-friendly hotels in HK through interviews with pet-friendly service providers. The research is qualitative and exploratory in nature. It aims to explore and examine the multilevel pet-friendly hospitality service design from a managerial perspective. This research enriches the literature on anthropomorphism theory, the design of pet-friendly services and the application of service blueprint.

The research offers explicit suggestions for the design of pet-friendly hospitality services. A pet-friendly hotel service blueprint is developed. This can help managers to develop essential pet-friendly policies and service collaborations between internal departments and with external specialist organizations, maximizing the value for all stakeholders.

The study explores a rapidly emerging market and scrutinizes its specific design requirements. It extends theoretical insights by enriching the anthropomorphism theory and broadening the conceptualizations of service blueprint based on anthropomorphism theory.

There were no dog days of summer for Cardinal Laboratories last year. In July, the $15 million pet grooming company introduced its Crazy Dog line of shampoos and sprays—heavily scented with such whimsical fragrances as piña colada, wild cherry, and baby powder, and marketed via a fun‐loving dog caricature, “CD”—and retailers immediately clamored for an expanded product line.

The concept of “strategic niches” has guided the company to seek domestic as well as international acquisitions that fit its global game plan.

Susan, a dog lover and an entrepreneur, wanted to start a franchise of Dog Shop in Ahmedabad. She had the data regarding the demand and costs incurred by Dog Shop on various verticals in its first year of operations. Based on this data and using an appropriate investment appraisal technique, Susan had to evaluate the three franchisee options offered by the company. The case can be used in any program and course which includes investment appraisal as part of its syllabus.

Before this great innovation assaults the long‐suffering British public in mind and matter, in the retailer's cash register and the spender's pocket, a brief comparison between the present coinage and the promised decimal one might not be amiss. The £sd system has its faults and understandably is difficult for the foreigner, but no more so than the language and the weather. Like many things British it is so haphazard: why should there be 240 pennies to the pound? Why 12 pennies to the shilling? One thing, however, about this awkward currency is that it is amazingly well‐adapted to price variations at the lower level, and most commodities are in this range. Whether prices have adapted themselves to the flexibility of the coinage or the other way round is immaterial but the centuries have well and truly married the two. As a lowly coin such as the farthing has ceased to have commercial use with the falling value of money, it has disappeared and its place has been taken by the next larger, the halfpenny and then by the penny, and this must surely be the one great advantage of the £sd system.

A comic little saga on the intricacies of food and food labelling law is provided.