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Madan Mohanka set up Tega Industries Ltd in 1976 to manufacture abrasion-resistant rubber mill lining products used in the mining and mineral processing industries. In 2006, as part of its inorganic expansion strategy, Tega bought a mill-liner company in South Africa. Buoyed by this growth, two acquisitions were made in Australia and Chile in the year 2011. However, post-acquisition, several managerial, legal and commercial problems crept up in its manufacturing facilities in Chile, leading to financial downturn in Tega's fortunes in 2016 and compelling it to either plan a revival or divest its interest in its Chilean Plant.

After completion of the case study, students will be able to analyze the marketing mix strategy of a firm, discuss the importance of a generic strategy to gain a competitive advantage, analyze the basis of consumer segmentation in furniture and highlight the importance of positioning in influencing the overall marketing mix strategy of a firm.

It was April 18, 2022. Puneet Singh Seehra (Seehra), the owner and director of Shearling Skins Private Limited (Shearling), was visibly worried as he was looking at the recent sales report. Shearling was in the business of manufacturing premium-quality furniture for corporate clients. Seehra was happy about the growth of his company. However, he was lately concerned about the declining sales figures. Some important questions were troubling Seehra. Was competition eating into his business? How could he differentiate Shearling from competition? What was the right marketing strategy for a market dominated by unorganized competitors and a few major players? His head spinning, he leaned back on his chair as he looked out of his office window.

The case study can be taught in a graduate-level course in marketing or strategy.

Teaching notes are available for educators only.

CSS: 8 Marketing

• Develop an understanding of how to institutionalize a family business. • Define the dynamics of the family business decision-making process in emerging markets. • Assess the cultural differences between founders and successors in an emerging markets context. • Identify the role of intergenerational differences in deciding the future strategy of a family business in emerging markets.

This case addresses El Batraa Manufacturers for Chemicals and Paints S.A.E., a privately owned family business operating in the coloring paste industry in Egypt. The main dilemma of the case is the existence of different visions about the business between the old and new generations. Also, it addresses the importance of understanding family dynamics to resolve existing challenges. The necessity of having governance in a family business is highlighted, together with a clear succession plan to secure family unity and business sustainability. Sandra the main protagonist within the case is trying to arrive to a resolution that can guarantee a motivating environment for her to join the family business. Her main dilemma is whether to choose to join the family business, with all the existing challenges or not. Accordingly, she proposes some steps to make the family business more appealing.

Under Graduate and Master of Business Administration level.

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CSS 3: Entrepreneurship.

This case tackles the diaper industry in a developing country and can be applied to three different undergraduate or graduate level courses, including Marketing Management, Strategic Management, and Operations and Supply Chain Management. The case describes the industry, the manufacturing process, along with detailed information about Novatis Group's business and functions and the overall improving economic environment in Morocco.

The Novatis Group case has several objectives that can be applied to three different courses within undergraduate and graduate studies including Marketing Management, Strategic Management, and Operations and Supply Chain Management.

The case focuses on Novatis Group, a diaper manufacturing company located in Morocco which competes against multinational companies (MNCs) such as Procter and Gamble and Kimberly Clark in order to satisfy the rising diaper needs of the country. Morocco is a developing country that is strengthening its manufacturing industries. The rising economic conditions have given way to a growing middle class and an increased demand for disposable baby diapers. Novatis uses two distribution channels for the diapers: the multi-tiered distribution channel and the streamlined (straight to retailer) channel. Novatis Group is producing diapers at full capacity; still demand has exceeded supply.

Students will understand the business processes in a developing country and how a small, local company can compete against large MNCs.

Teaching notes are available, please consult your Librarian to access.

The case is intended to enable the student to understand: The dynamics of SME, particularly in the adhesive industry entrepreneurial dilemma faced by the owner of an SME, faced with an existential crisis; the application of analytical frameworks such as Porter’s five forces, PESTEL and SWOT in strategy formulation; importance of long-term supplier relationships and focus on quality in retaining relationship clients.

The case is set up in the context of a SME in the adhesive industry in India where the Managing Director of the company Suntej Engineering Private Ltd was engulfed with questions on the future of the firm. The firm was faced with multiple challenges mostly from the external environment. The case could help students to appreciate the process of strategic decision-making by the owner of a small firm, in response to a crisis situation, and how his vast experience and entrepreneurial mind-set helps him to tide over the crisis.

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Strategy

Madan Mohanka set up Tega Industries Ltd. in 1976 to manufacture abrasion-resistant rubber mill lining products used in the mining and mineral processing industries. In 2011, as part of its inorganic expansion strategy, Tega bought a company in Chile. However, post-acquisition, several managerial, legal and commercial problems crept up in its manufacturing facilities in Chile, leading to financial downturn in Tega's fortunes in 2016 and compelling it to planning a revival between 2016-19. However, political unrest and Covid 19 uncertainty has caused a dilemma related to further investments worth INR 1.25 billion. Management is contemplating the next steps.

The case is about the selecting the agency to take up the brand building challenge of SRF Limited, a well established, large business in India having diverse lines of “industrial products”. The business decision problem of SRF stemmed from the fact that the corporate leadership team, which had to take a decision on the topic had considerable reservation about the appropriateness of each of short–listed agencies for the job at hand. There were also differences of opinion on what would be the criteria for selecting the brand consultant. The Managing Director had to ensure that the team arrived at a consensus, rather than being foisted with a decision from top.

This case can be taken up in executive education programs as well as the basic marketing management program at the postgraduate level or in a specialist advertising courses. The case can be taught in the core marketing course at the postgraduate level while discussing the selection on advertising agency.

The decision–making focus of the case is about selecting an advertising agency among a set of three, which was most suited to help SRF achieve the repositioning, branding and the awareness creation challenge. The agencies, however, were mostly experienced in building brands for consumer product which was distinct from industrial intermediaries company like SRF. As an organization, SRF had no experience of dealing with an advertising agency, thus the selection was quite a challenge. It brings to focus the decision–making dilemma faced by a large number of companies in emerging markets which are making the transition to brand building.

The following insights could be elucidated by the case:

Help the students understand the corporate branding concept as distinct from product branding. Decision–making dilemmas associated with corporate brand building for a company with long legacy of product branding. Criteria for evaluating the proposals by advertising agency from the perspective of a client organization.

Teaching notes.

Premium customer service in the commodities market can be made a competitive advantage. The case deals with BPCL, a public limited Government organization that is successful through its strategic orientation while serving its customers.

This case is suitable for students who are enrolled in a Masters or an Executive Programme in Management. For a Masters programme in Management, the case can be introduced in the marketing course in sessions related to Customer Relationship Management, Marketing Strategy and Marketing in a Government organization. The case will also fit well with the audience of the Executive Programme in sessions on Marketing Management. The assignment questions provided below are designed from the perspective of teaching this case to a business student audience.

The case study shows how a public sector company has taken steps to retain customers as well as increase its customer base through premium servicing. In all the fuel filling stations in India, the price is the same and is totally controlled by the Government. However, to survive in this market, different players adopted strategies to lure more customers and be profitable and productive in their operations. BPCL adopted a company owned company operated model, where they created a niche for themselves through premium service provided to retail customers. The case study deals with details of planning, recruitment and training and job rotation of staff by BPCL and shows how the same has led to increased commitment and motivation among employees. While operating in 24 × 7, 365 days mode, BPCL has been able to address customer complaints and feedback which has led to less waiting time for retail customers. There has been an increase in the number of customers and a high retention rate of existing customers.

To understand how the customer is central to an organization’s growth strategy. To appreciate the management concerns in the light of deregulation in an earlier monopoly market. To comprehend the challenges associated with maintaining competitive advantage over a long run. To appreciate the importance of employees in organizations. To understand the role of technology in achieving business goals of an organization.

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CSS 9: Operations and Logistics.