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Agriculture knowledge, market intelligence, emerging business model.

It is best suited to teach undergraduates and graduates in the areas of rural marketing, agri-business management, service management and information and communication technology for development.

India is changing with great pace by inclusive growth on espousal of technology into the mainstream. Indian farmers are wholly depending even now on traditional methods for decision making on entire agriculture supply chain. The constant decision making provides middle men with a chance to exploit and empower themselves on the returns produced by farmers. Technology is creating waves providing an opportunity for farmers to benefit by adopting information and technology to solve their basic livelihood problems. The Thomson Reuter group launched a SMS-based mobile information service to support India's 250-million-strong agricultural community. The service, named Reuters Market Light (RML), is trying to provide a missing link by providing required information in the quickest possible time to farmers; user need-based services are critical to this. How far RML services are delivering in this context is quizzed by some analysts. Thomson Reuter's service started with the global climb down in commodity prices, coupled with increased risk of natural disasters as per experts. The competitors providing similar services at price which differ with RML wondered about the success, scalability and sustainability of its venture.

This is a practical view of how these interventions can be better looked at and can get into policy for a framework for rural areas' socio-economic development.

Teaching notes.

Exchanges are designed to be default tolerant. The exchange functions as a counter-party in all transactions. A system of margining ensures that a transaction is always consummated even if either the buyer or the seller fails to honour his/her commitment. Investigations on the payment crisis at the National Spot Exchange Limited (NSEL) in 2013 involving Rs. 5,600 crore revealed that the reasons for the crisis lay in the hubris of the promoters, connivance and collusion of the independent and institutional directors on the board of NSEL, benevolence of the government and ambivalence of the regulator. The failure raises serious concerns about governance at all levels in the country. Fundamental principles of governance were given a short shrift.

Anhui Winall Hi-Tech Seed Co., Ltd., a high-tech seed enterprise integrating crop seed research, production, processing and marketing at home and abroad, is the first seed company listed on GEM in China. Its main business is research and development, breeding and marketing of seeds of hybrid rice, edible rape, cotton, melon and vegetable, with hybrid rice as its leading product. In terms of business model, Winall Hi-tech is engaged in procurement, production, sales and promotion of modified varieties and after-sales service. However, Winall Hi-tech also has to face a few potential problems.

The objective of writing this case study is to allow management students to engage with the complexities of mergers and acquisitions (M&As) in the insurance sector in an emerging economy like India. Upon completion of this case study, the students will be able to critically evaluate the business environment of the insurance sector of a developing economy like India, analyse the impact of M&As on the insurance industry of India, appraise the post-merger consequences and strategies to deal with these consequences, assess the applicability of market power and growth theories in the context of M&As and develop a strategic action plan for handling post-merger challenges.

On 3 September 2021, the Insurance Regulatory and Development Authority of India (IRDAI) approved the “Scheme” related to the merger of the non-life insurance division of Bharti AXA General Insurance Company Limited (“Bharti AXA”) with ICICI Lombard General Insurance Company Limited (“ICICI Lombard”). Earlier, on 21 August 2020, the boards of the companies had approved entering into definitive agreements through a scheme of arrangement. The merger received approvals from different regulatory bodies as mandated (Gandhi et al., 2023). Bhargav Dasgupta, managing director and Chief Executive Officer of ICICI Lombard, stated, “This is a landmark step in the journey of ICICI Lombard, and we are confident that this transaction would be value accretive for our shareholders” (FE Bureau, 2020). However, the merger posed a dilemma for Dasgupta and the management regarding crop insurance owing to its impact on profitability. Crop insurance historically had high claim ratios nearing 135% for ICICI Lombard for financial year 2018. The company ceased to underwrite this product from 2019 onwards (TNN, 2019). However, ICICI Lombard had to fulfil the three-year commitment made by Bharti AXA to the state governments of Maharashtra and Karnataka towards crop insurance. It was a scheme initiated by the Government of India, covering farmers against losses due to cyclonic rains, rainfall deficits and other unforeseen calamities. Dasgupta faced a challenge in managing the interests of the farmers and the company’s shareholders while balancing profitability, which had already been impacted by the COVID-19 pandemic. This case study delves into post-merger complexities in the financial sector non-life insurance industry in emerging countries like India.

This case study is suitable for undergraduate and post-graduate management students and executives from the insurance industry.

Teaching notes are available for educators only.

CSS 11: Strategy.

Subject areas are strategic management and marketing management.

This case can be used in strategic management and marketing management courses for MBA students.

This case discusses the future of petroleum business at Reliance Industries Limited (RIL) – whether to stay or exit. This scenario took place between 2001 and 2008. The volatility in the external environment was beyond their control. Or was it so? This case encapsulates the characteristics of innovative strategy formulation, leading to successful differentiation in a regulated and commoditized industry. This case portrays two significant aspects of business strategy by RIL. First is to comprehend the pioneering strategies formulation and implementation by RIL in the petroleum retailing business. Second is the severe impact of external forces on the company’s current and future prospects and what contingency plans could have been made.

This study enables to understand how innovative and differentiation strategies can be successfully applied in a commoditized business; to comprehend the effective application of forward integration and brand extension in a complex, scale-driven industry; and to understand the implication of external threats severely disrupting a growing business.

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 11: Strategy

Strategic market entry; international business; marketing.

MBA/MA in management; international business; postgraduate.

This case is based on a real-life situation of an existing transnational firm contemplating to enter a new market in a developing country. It involves a gamut of issues ranging from firm-strategic market entry, competitive positioning, international marketing strategies (including international market segmentation) and international product lifecycle. These issues revolve on numerous theories namely theories on internationalization (motive, scope, process, scale and timing of entry) and globalization of markets (standardization versus adaptation). In the past, the market was heavily regulated and protected which makes market entry simply impossible. However, a change in government policy is opening up new opportunities for foreign providers to participate in the host country. Although the market potential is enormous, there are various factors that concern the firm in determining its market entry and marketing mix decision.

After carrying out this exercise, students are expected to be able to: evaluate a firm's internal and external position in market expansion decision; assess a country's attractiveness in terms of its potential, competitive intensity and entry barriers; identify and discuss the factors that influence firm's marketing mix decision (standardize/adapt); and determine the firm market entry and the tactical decisions.

Teaching notes.

The case builds upon the theoretical literature in strategy and decision-making under uncertain, complex and ambiguous situations inherent in nascent industries (Eggers and Moeen, 2019). It also bases its analysis of the central decision in the case, the merger between Aphria Inc. and Tilray, on the pertinent literature on mergers and acquisitions (DePamphilis, 2015). DePamphilis (2015). Mergers, acquisitions, and other restructuring activities: An integrated approach to process, tools, cases, and solutions. 8th ed. Academic press, San Diego, CA. Eggers and Moeen (2019). Entry Strategy for Nascent Industries: Introduction to a Virtual Special Issue. Strategic Management Journal. 42 (2), pp. 1–15.

Assessing/reassessing sources of competitive advantage and recognizing how changes in policy and technologies and globalization can change industry dynamics. Identifying the challenges that companies face when developing strategy in nascent and emerging industries and the related (sub)sectors. Analyzing a merger and deciding if it is warranted, financially and strategically. Applying industry analysis to understand dynamic forces impacting an industry, the attractiveness of an industry and how industry structures affect a company’s strategy.

The global cannabis industry emerged after Canada, selected states in the US and some other countries across the world started to legalize recreational and/or medical cannabis. Similar to any industry in its nascent stages, the industry structure was undefined, product definitions and categories were unclear and competitive landscape was evolving. It was key for decision makers such as Irwin Simon, the CEO of Aphria Inc., to devise a strategy that would enable the firm to navigate the tides of the nascent industry. Simon had a background in consumer packaged goods industry and was a proponent of gaining market power through industry consolidation moves such as mergers and acquisitions. In 2020, encounters with Tilray’s CEO presented Simon with a merger opportunity with potentials for complementarities and cost savings. The challenge for Simon was to convince the Aphria’s shareholders that the potential gains from this move outweighs its challenges.

Strategy courses (undergraduate and graduate level) • During a session on nascent industry analysis, to illustrate how companies decide whether to enter a market, how to grow and position themselves. • During a session on mergers and acquisitions, to illustrate how a company can use such strategies to gain market power and pursue consolidation. International business courses (undergraduate and graduate level) • During a session on navigating the tides of an industry that is in its nascent stage, both at the individual country level and at the global level. Cannabis industry courses (undergraduate level) • During a session on the national and global prospects of the industry from an investment, entrepreneurial or policy-making perspective. • During a session on mergers and industry consolidation strategies.

This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a viable market segmentation to target the right segment that will provide a good economics, revenue base customers who also have the mindset to change to a new product. At the end of this exercise, students should have a clear understanding of the following: the essentials concepts of market segmentation, targeting and positioning and how they can be leveraged so that businesses increase their returns; the main elements/steps that drive market segmentation and business positioning; the appropriate methods for market segmentation when targeting local markets for a city gas project; and the challenges companies might face when changing a product.

In 2018, commercial customers began asking Abu Dhabi National Oil Company (ADNOC) Distribution to provide a sustainable solution to ensure a continuous supply of safe gas and avoid the interruptions and hazards associated with the supply of liquefied petroleum gas (LPG) to their premises. The request was discussed with the ADNOC marketing, supply and trading (MST) Division to investigate the possibility of growing the natural gas business in the Emirate of Abu Dhabi, thus contributing to the Emirate’s security, economy, environment and community, and ultimately to ADNOC Strategy 2030. Khaled Salmeen, Director of the ADNOC MST Division, believed that industrial customers accounted for higher business volume and profitability. Nevertheless, he advised Shuhab Al Shehhi, the City Gas Project Manager, to study the potential benefits in targeting both residential and commercial customers as part of ADNOC’s responsibility towards community engagement and investments. Al Shehhi had to address several questions: How could the City Gas Project be strategized and positioned so as to target all market segments? What were the potential outcomes? Would targeting all market segments strengthen ADNOC’s brand position?

This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.

Teaching Notes are available for educators only.

CSS: 8 Marketing

They are as follows: to identify strategic growth opportunities for SMEs in the South African craft beer industry; to understand the complexities associated with operating a craft beer SME in the South African alcohol sector and analyse the SME’s strategic decision-making process that happens as a result; to understand the challenges and identify opportunities for entrepreneurship and growth in an emerging economy and niche segment; to develop a differentiation strategy for a small player in a competitive market; and to impart industry-specific knowledge and insight on the craft brewing industry.

The case is centred on the challenges that Hein Swart, managing director of Mitchell’s Brewery, is facing in sustaining business operations amid heavy regulations and increasing competition from existing craft breweries. In addition, there is the entry of a different type of competitor into the South African market that did not exist previously. The case narrative broadly presents several industry themes that interact with each other and create the existing complexities.

This case is targeted at postgraduate business school students with some work experience who want to build their critical thinking, business management and strategic decision-making skills such as Masters of Business Administration (MBA) and Executive MBA academic programmes, and also delegates on Executive Education programmes. The case is expected to be used as a case study for courses in entrepreneurship and strategic management; however, it can also be applied in strategic marketing courses.

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

The learning outcomes of this study are as follows: identify key elements of luxury branding in the context of a new residential real estate brand; select target segment/s and outline the sales pitch for a luxury residential real estate brand; plot the pre-sales stage of the customer journey path (CJP) for a luxury residential real estate brand; and plan a pre-sales customer engagement strategy for a luxury residential real estate brand.

This case enumerates Aldeola de Siolim, Goa’s (ASG) pre-sales promotional challenges. ASG was an upcoming luxury residential property in Goa, India. Venky Infar – the developer of ASG – a family-owned civil construction firm – wanted to diversify into Goa’s vibrant luxury housing market. In India’s housing market, the success of a project often depends on the “pre-sales,” i.e. attracting target customers and maximizing the sales before the construction. V. Rama Rao, the project manager’s task, was challenging because ASG and Venky were new entrants in a mature and competitive market. However, Rao was determined to capture a slice of this lucrative market. The case discusses the following four points to help the students understand the marketing challenges and decision context. First, ASG’s key attractions, second, overview of the Indian real estate market, third, characteristics of Goa’s luxury home market and finally, Customer Journey Path for residential real estate purchase. The case elaborates on the nuances of strategic dilemmas and and presents competitors' practices and emerging consumer trends.

The case will help students analyze and formulate a pre-sales promotional plan for a luxury real estate product. It is suitable for marketing elective courses, e.g. branding, sales management and luxury management.

Teaching notes are available for educators only.

CSS 8: Marketing