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Social media.
Abstract
Subject area
Social media.
Study level/applicability
Under graduate/Easy.
Case overview
The case study presents a discussion on how the Delhi Traffic Police has used social media, Facebook in particular, to collaborate with the commuters on Delhi road to improve its traffic management. This case study can be as an example to illustrate the use of social media by a government department, to address operational and resources limitations. The case traces the start and evolution of the Delhi Traffic Police’s journey on the social media as the department responds to the inputs from the commuters on its Facebook page.
Expected learning outcomes
The case study is an illustration of a non-traditional application of a new technology by a non-business organization, the challenges it faces in its adoption and the solutions it provides.
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
Aldi Schoeman, Geoff Bick and Claire Barnardo
The learning outcomes of this paper are as follows: to define the scope of digital customer experience, why it is important and how it can be used to create a competitive…
Abstract
Learning outcomes
The learning outcomes of this paper are as follows: to define the scope of digital customer experience, why it is important and how it can be used to create a competitive advantage, to evaluate the various challenges for traditional retail businesses that undertake a digital transformation strategy, to critically assess a chosen digital transformation strategy, to identify the key features of a successful digital transformation strategy and to develop a crisis communication strategy.
Case overview/synopsis
The Cape Union Mart Group is a typical apparel retail company faced with the challenge of improving the digital customer experience and accelerating digital transformation in the wake of the Covid-19 pandemic. Due to the pandemic, the demand for e-commerce increased dramatically. However, strict lockdown regulations forbade the delivery of clothing. When the lockdown was lifted, there was an order backlog of four weeks. To add to this challenge, the Group was in the midst of a technology update. They moved their entire information technology (IT) backbone to three clouds and, just a week before the lockdown, launched five new websites for its five different retail chains. The ultimate goal with the technology update was to give the company a competitive advantage by improving the customer experience. However, having to do this at an accelerated pace due to the pandemic posed a number of challenges. The case provides a vivid description of how the crisis unfolded and how Grant De Waal-Dubla, the executive of e-commerce and IT at the Group and his team responded to the challenges, together with the marketing team. Based on the success of e-commerce during the lockdown, the owners of the business then tasked Grant with new, aggressive growth targets. Whilst dealing with the aftermath of the lockdown, Grant’s main challenge is to develop a strategy to reach those targets.
Complexity academic level
The primary target audience for this case are postgraduate students enrolled on programmes such as Master of Business Administration or specialist masters in a business field such as marketing or strategy and also for Executive Education courses.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Diti Pundrik Vyas, Subhalaxmi Mohapatra and Karan Bhoja Marvada
The case study is based on field data including semi-structured interviews with the main protagonist and related stakeholders of Karan Handicraft, a leather craft artisan…
Abstract
Research methodology
The case study is based on field data including semi-structured interviews with the main protagonist and related stakeholders of Karan Handicraft, a leather craft artisan enterprise. After informed consent, the interviews with the craft artisan entrepreneurs of Karan Handicraft were conducted, transcribed and analysed verbatim in the respondents’ native language, Kutchi Gujarati. The authors also used archival data given by the company. In addition, secondary data from industry reports and business magazines was used to create the case.
Case overview/synopsis
The case investigates the impact of digital technologies on the small handicraft artisan entrepreneurs by focusing on a family-run business of a leather craft. It traces the evolution of Karan Handicraft, based in Kutch district of Gujarat, India from the year 2007 to 2023. The third-generation artisan entrepreneur Karan Marvada attempted exploring the new-age social media platforms to showcase the products, modified his product designs to attract a new customer-base and adapted to digital marketing. However, in the wake of the crowding in the handicraft cluster, the central business problem that Karan was grappling with was, if he should scale up his artisanal entrepreneurial stint using electronic commerce (e-commerce) as a medium. Another allied issue is in such a scale-up, should he use e-commerce, i.e. as a medium of communication only or as a medium of both communication and delivery. While the latter may lead to scale, it may raise the challenge of not being able to preserve the traditional values of his ancestral business.
Complexity academic level
This case involves various issues that arise in entrepreneurship management, such as decisions related to growth strategy (remain small and unique vs become large and mass scale), to maintain a physical presence vs digital presence and the form of digital presence, are dwelt upon. The case is aimed at graduate students in an entrepreneurship or family business course. It could also be taught in other courses that focus on innovation and social entrepreneurship.
Details
Keywords
Abstract
Subject area
Retailing.
Study level/applicability
Undergraduate and Master's level business and management courses.
Case overview
This case looks at the second largest oil company in India (Bharat Petroleum Corporation Limited (BPCL)) and examines an innovative services marketing concept that they introduced into the market in India for the first time, namely, one-stop truck shops. These new format truck-stops were targeted at the highway-based truckers in India who earlier had to stop off at multiple locations to eat and re-fuel increasing their on-road time and reducing their efficiency, much to the chagrin of their truck-fleet owners.
Expected learning outcomes
Students will be expected to build their knowledge of retailing in developing markets using the example of BPCL as a learning tool. The case examines differences in consumer behavior in developed vs developing markets, paying particular attention to the required need to differentiate the retail approach to suit the market.
Supplementary materials
Teaching note (with photographs).
Details
Keywords
Following discussion and analysis of the case, students should be able to explore how an individual’s background affects his/her perspective on entrepreneurial opportunities;…
Abstract
Learning outcomes
Following discussion and analysis of the case, students should be able to explore how an individual’s background affects his/her perspective on entrepreneurial opportunities; analyse leadership behaviours that support an innovation process; and understand that constraints can enhance innovation.
Case overview/Synopsis
This real-life case explores the main protagonist, Joni Brenner, an arts university professor at the University of Witwatersrand (Wits) in South Africa, and how over the past 10 years she worked with a group of co-operative beaders in Zimbabwe who developed hand loomed necklaces that were sold locally and internationally, placed in the African section of museum stores.The case provides an opportunity to explore the evolution of the Marigold product, the characteristics of an entrepreneur and how innovation can come from a very focused and constrained approach. Brenner’s involvement with the co-operative involved the supply of materials, design innovation and product sales. Innovation had come through focusing on the evolution of the core product, through different designs and colour combinations, learning through mistakes and through other artistic collaborations. The case concludes with Brenner questioning whether the innovation approach should be adapted to meet the needs of a potential new customer.
Complexity academic level
This case is appropriate for undergraduate, graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development and/or innovation.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
Details
Keywords
Lalin Anik, Gerry Yemen and Aerika Mittal
This case was successfully taught in a second-year MBA marketing course on the science of behavior change. It would be suitable for first-year MBA and executive education…
Abstract
Study level/applicability
This case was successfully taught in a second-year MBA marketing course on the science of behavior change. It would be suitable for first-year MBA and executive education programs. The material would work well on courses on women in business, women as leaders and women in data science. The female protagonist creates a tech platform and uses a data-driven model.
Subject area
Marketing – it was used in a module around leveraging existing insights and creating new ones in marketing strategies. The course is structured around a “pathway to behavior change” framework. This case focuses on the analysis segment of the model, introduces targeted behavioral challenge(s) and lends itself to identifying consumer insights, biases and behaviors. It uses that analysis to learn about the market, competition and gaps to fill.
Case overview
This case uses a startup in the retail industry to explore the leverage of behavioral science to enrich a business model and structure a marketing campaign. The material unfolds the testing of an innovative process and use of persuasion to align business practices with human behavior and scale. In addition, it gives the opportunity to discuss how a minimal tech solution could bring in market data and provide a test platform to larger clients.The founder of Rohvi, Sara Whiffen, created a platform that allowed shoppers to buy clothing items from local retail stores, use them and after a few wears, return the items for partial store credit. The business model was based on Whiffen’s experience in the automobile industry with used cars. Following her first few years in the business, Whiffen had to make some decisions around engaging clients on two sides – retailers and consumers. How can an innovative startup leverage behavioral science to persuade multiple stakeholders?
Expected learning outcomes
• Learn marketing concepts in material and a tech platform featuring a female protagonist and team; • practice evaluating a product and capturing value using behavioral science; • understand consumer/business biases and practice forming and delivering a persuasive message; • learn to leverage and create new insights to aid behavior change in business-to-consumer (B2C) and business-to-business (B2B) contexts; • analyze behavioral insights to identify new opportunities in a competitive marketplace; • unfold a framework to explore consumer motivation in recommerce; and • explore the use of experimentation in changing consumer behavior and improving decision-making.
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.
Social implications
Females need to be represented in core business education curriculum such as data analysis in addition to classes focused on social equity and business. This all female executive team pursued an innovative process built on a technology platform using a data-driven model to gain enterprise clients. The material offers an opportunity to explore sustainability.
Subject code
CSS 8: Marketing
Details
Keywords
Abstract
Subject area
Entrepreneurship.
Study level/applicability
Postgraduate Management Diploma Masters of Business Administration.
Case overview
Sakhumzi Restaurant on Vilakazi Street, in Soweto’s Orlando West, had grown exponentially since it opened in October 2001. Vilakazi Street was named after a South African Zulu poet, novelist and educator, Benedict Wallet Vilakazi, who was the first black South African to obtain a PhD in 1946. The street was famous for housing two Nobel Peace Prize laureates – Nelson Mandela and Archbishop Emeritus Desmond Tutu – as well as for being the site of the shooting of Hector Pieterson during the Soweto Uprising. There were two museums in the vicinity that attracted thousands of tourists every year – Mandela House and the Hector Pieterson Memorial and Museum. The founder of Sakhumzi Restaurant, Sakhumzi Maqubela, had no experience of the hospitality industry but, nevertheless, had a “deep appreciation” of customer satisfaction, which he had learnt through his previous job in the banking sector. During the start-up phase of the restaurant, Maqubela immersed himself in books on business, focusing on leadership and communication. From such humble beginnings, the restaurant had become a thriving magnet for the tourist and local markets – tourists enjoyed sampling traditional Soweto fare, and for locals, Sakhumzi offered a culinary “home away from home”. Dressed smartly, Maqubela could be seen every day at his restaurant, mingling with patrons and greeting tour operators warmly. But what worried Maqubela was how to keep growing. Should he open another Sakhumzi? Would it work away from the tourist hub of Vilakazi Street? Or were there other options that he needed to explore?
Expected learning outcomes
The outcomes are as follows: evaluate the entrepreneurial mindset and how entrepreneurial opportunities are recognised, assess the individual-opportunity fit of an opportunity that is being pursued, navigate the entrepreneurial process, identify sources of entrepreneurial finance, identify and overcome resistance and obstacles to start-ups and growing the venture, rigorously analyse the potential of a new business opportunity/venture and assess the relevance of the practice of entrepreneurship to firms and society.
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 3: Entrepreneurship.
Details
Keywords
Vineet Virmani, G. Raghuram and Chitra Singla
IFCI Limited-a non-banking financial corporation in India was struggling with issues of negative Capital Adequacy Ratio and high non-performing assets till 2007. The company had…
Abstract
IFCI Limited-a non-banking financial corporation in India was struggling with issues of negative Capital Adequacy Ratio and high non-performing assets till 2007. The company had not done any business for a decade until 2007. July, 2007 was the time when Atul Rai joined the company as the CEO. This case revolves around the various strategic initiatives taken by Rai and his team to help the firm turnaround. The main focus of the case is on the implementation of some of the key strategic decisions. The case gives opportunity to review IFCI's strategy and make recommendations for future expansion.
Details
Keywords
Shalini Rahul Tiwari and Rakesh Chopra
Social Entrepreneurship/management of non-profit organizations (and non-government organizations).
Abstract
Subject area
Social Entrepreneurship/management of non-profit organizations (and non-government organizations).
Study level/applicability
Undergraduate/MBA/Executive MBA.
Case overview
PUKAR is a niche non-government organization (NGO) working on a unique concept of “Right to Research”. It has several themes aimed at democratizing research and broadening access to knowledge among the disenfranchised or the weakly institutionalized groups. The resulting output is disseminated through media such as lectures, Web site, books and newsletters, thus initiating local, national and global debates about future of these groups. PUKAR conceptualizes all projects around this philosophy, which are supported by few specialized funding organizations. Funding organizations, on the other hand, are trying to support many causes aimed at improving the quality of life of citizens of various countries. Thus, PUKAR's growth is constrained by limited funds. Nevertheless, PUKAR has been able to create transformation in the lives of youth who carry out these projects. PUKAR, therefore, faces a continuous challenge of conceptualizing proposals that are meaningful and impactful for the society and to stay true to its core philosophy.
Expected learning outcomes
The expected learning outcomes include: to understand the nature of challenges (both strategic and operational) faced by a niche NGO; to analyze how the strategy of an NGO evolves with time; to analyze the impediments of growth for a niche NGO; and to analyze the strategic options for growth and sustenance of an NGO.
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.
Details
Keywords
Mohanbir Sawhney and Pallavi Goodman
After the successful release of the first Hunger Games film in 2012, the film's distributor, Lionsgate, was preparing to release the next movie in the series, Hunger Games…
Abstract
After the successful release of the first Hunger Games film in 2012, the film's distributor, Lionsgate, was preparing to release the next movie in the series, Hunger Games: Catching Fire. Fan expectations had grown after the success of the first film, and Lionsgate faced the challenge of keeping moviegoers interested and engaged in another Hunger Games movie. In an era marked by the rising popularity of digital and social media, Lionsgate knew that attracting fans to a sequel meant pushing the boundaries of traditional marketing tactics.
Digital brand storytelling is about using digital media in a holistic way to tell a brand story and build excitement for an audience. Brand storytelling seeks to make a connection with the audience by giving them an emotional experience that resonates with them. While Lionsgate was aware that traditional marketing would need to be blended with a digital campaign to bring in moviegoers, it also needed to strike a careful balance between the two and choose the appropriate platforms to tell a cohesive story. Should Lionsgate launch a brand storytelling campaign to appeal to fans? Lionsgate's comparatively small marketing team gathered to brainstorm about how to execute such a campaign and position the film for another big success.
Details