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The competitive landscape of the U.S. domestic airlines dramatically changed when the industry was deregulated in 1978. While airline traffic and revenues grew exponentially, aided by unfettered market competition and resulting efficiency, airline profitability had mostly stayed lackluster due to cost pressures, chronic oversupply of seats, and intense price-based rivalry to fill seats. Thirty-two years into deregulation, the major airlines were still searching for the Holy Grail that would defend them against industry threats and deliver sustained profitability. This case describes the evolution of the U.S. domestic airline industry over the years, the cost pressures and revenue uncertainties airlines faced at the beginning of 2010, and the strategic options they were contemplating to effectively deal with these issues. The options ranged from shaping the industry structure to achieving differentiation through service offerings. The exact choices they made would determine their survival and long-term success.

The case examines a competitive situation in the market for Scotch whisky in Thailand. Two multinationals fight for market share with a complex portfolio of products under the Chivas Regal, Johnnie Walker, and Ballantine brand names. Students must understand a broad array of branding, consumer behavior, pricing, and regulatory issues in order to arrive at recommendations for Chivas Regal to defend against recent gains of Johnnie Walker. The case can be taught with a focus on the Chivas Regal 12 Year product and recommendations for its growth, but also can be taught as a broader portfolio case, with students aligning a portfolio of Chivas and Ballantine products at different quality levels to maximize sales and profit.

Students will understand how category behavior changes in the context of a different culture. Students will gain insight into how consumers balance price/value and image in purchasing choices

To understand: – the demand and supply side challenges in launching a new product in sports. – Factors, which go into the making of a successful “new” sport. – The role of planning in sport management.

In July 2017, on the eve of Pro Kabaddi League (PKL) Season 5, kabaddi had emerged as one of India’s most important non-cricketing sport. PKL was India’s first men’s professional kabaddi league, introduced by Mashal Sports and Star India in 2014. Kabaddi was an indigenous sport, and India had an unbeaten international track record as world champions. Yet, the sport and its players had never received their due in India. In 2017, while kabaddi’s popularity had increased, leading to sponsorship opportunities, huge player bids, prize money and television viewership, all was not quite hunky-dory. A women’s kabaddi league introduced only the previous year had not been continued, despite an extended format in 2017. The audience profile also did not match that envisaged by Star. As a unique creator of sports content, Star was in an enviable position in India; and so was Kabaddi as a sport. How had Star created a new property around an indigenous sport with rural and rustic associations, transforming it into a snazzy, up-market sport within just three years, even while leagues involving other popular sports failed to create a mark? Could Star sustain this interest? How could kabaddi retain its “star” position within Star’s stable?

In an undergraduate or a postgraduate programme in business administration.

Teaching notes are available for educators only.

CSS 11: Strategy.

This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011. A few years earlier the two founders had come up with an idea that in their opinion would revolutionize the process of media planning and buying for advertisers. They had noticed that the industry worked in an intransparent and inefficient way. Based on their own extensive experience in various internet ventures and following first consultations with key industry players they were confident that the market was ready for a self-service online media marketplace.

The (A) case focusses on the initial business idea and on the events before the launch of the internet platform. The case includes the entrepreneurs' concept, the main contents of the business plan, and the operational steps until the launch of the service on the market. The (B) case outlines the events after the launch of the online service, analyzes the possible reasons for the failure of the original business model and discusses potential strategic alternatives that are still open for the entrepreneurs.

The two-case sequence can be used for a 90-minutes session in marketing, entrepreneurship or strategic management courses in graduate and executive programs. The case is accompanied by an instructor's manual which also includes suggested assignment questions and proposed session plan.

After working through the case, the students should be able to understand Indian political economy and the brand building process of NaMo; identify the media mix strategies used to build the brand NaMo in India; evaluate possible future growth strategies for brand NaMo; and compare and contrast brand NaMo with business brands.

Narendra Modi popularly called as NaMo was the current Prime Minister of India. He belonged to Bhartiya Janata Party (BJP) which won India’s general elections in two consecutive terms 2014 and 2019. NaMo was recognised worldwide for his prudence in leading the country to greater heights of achievement. NaMo started his political journey as the worker of BJP at a tender age. His rise in political career was akin to flagship brand overtaking the parent brand. All the steps taken in the past to position himself as a cult brand, will it fortify to NaMo’s victory in 2024 general elections? Business firms may follow NaMo’s strategies. What can the business brands emulate from NaMo to market and position themselves? Can political success be transpired to business success?

This case is designed for use in a graduate-/postgraduate-level marketing course in segments on brand management, brand expansion and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models (e.g. Keller’s brand resonance pyramid and brand value chain). This case has particular application for classes that focus on brand equity, STP for any brand (segmentation, targeting and positioning) and brand value chain. The case looks in detail at the Indian political market and brand building process of NaMo and examines competitive moves since its inception. This case can be used in brand management, media management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programmes.

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 8: Marketing.

Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

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

The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing entrepreneurship, to set up a new venture, namely, steps, challenges involved and decision-making process, to scale up a small business; when, how and where? And to tradeoff required for scaling up a small business.

Pooja, a young management graduate from Varanasi, decided to overcome all challenges and barriers faced by a women entrepreneur and chase her lifelong dream of creating her own event management startup. After having achieved phenomenal success in a short period of time within the city, she began to receive interest from neighbouring cities as well. The decision to scale up operations was particularly difficult for Pooja, as she had funded the venture through her personal funds and personally nurtured the business and her team based on the values of quality and creativity. Like any small business, she had to decide what level of trade-off was required between scaling and dilution of control over the operations.

The case study is applicable for students of management. The learnings from the case can be applied by an individual who is looking to start a business or expand one.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

Social entrepreneurship, Social enterprise.

Masters Programme in Social Entrepreneurship, Social Work, Business Administration; Management Development Programme for Social Entreprenuers.

Organisation for Social Change, Awareness and Responsibility (OSCAR) Foundation is a non-profit organisation registered in 2010 under the Bombay Public Trust Act, 1950. Born and raised in the slum colony of Ambedkar Nagar, Cuffe Parade, Ashok, the founder, grew up seeing his friends becoming a victim to many socially inappropriate behaviours due to dropping out of school. Inspired by the thought of breaking this vicious cycle, Ashok used football as a mechanism to instil essential life skills among children and youth and encouraged them to continue their education. The success of his pilot motivated him to set up OSCAR. Presently, through its various programmes, the organisation has reached out to more than 3,000 marginalised children and 500 youths and aims to reach out to 20,000 children by 2020. The case highlights the struggles of Ashok’s entrepreneurial journey and maps the new challenges in scaling up his enterprise.

The expected learning outcomes are as follows: to identify the characteristics of a social entrepreneur and ascertain the leadership skills required by a social entrepreneur; to scrutinise the life cycle of a social enterprise and develop insights to examine the unique risks and challenges faced at the start-up phase of the social enterprise; and to enhance the understanding of interrelationship between passion, mission focus and challenges to attain financial sustainability for a social venture.

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.