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Since the concept of rental clothing business was new for Indian market and very few players were dealing in it, ‘Wright & Company’ consulting did an exploratory research to understand the model. Through two expert interviews and extensive survey of the business model of existing players across countries, they developed better understanding of kinds of business models, range of products offered, customer expectations and concerns regarding such service and business challenges. The research showed the purchase intention but further detailed primary research was required to validate the findings. To conduct the quantitative survey they designed a questionnaire but was not sure of the appropriateness of the questionnaire and thus wanted to pre-test it and construct a final detailed questionnaire. Vishal also wondered if he needed to do more extensive in-depth qualitative research.

The learning outcomes are as follows: factors to be considered in devising the best post-acquisition brand identity and outline market research techniques, which can be used to identify the best-suited post-acquisition brand identity strategy.

The case study discusses the brand strategy, which Walmart Inc needs to adopt post its acquisition of Flipkart Pvt. Ltd (Flipkart) Group in India. Flipkart had acquired Myntra Designs Pvt. Ltd (Myntra) and Novarris Fashion Trading Private Limited (Jabong), but had kept their brand identity intact; Walmart Inc was faced with the decision on moving ahead with the brand strategy of keeping individual brand identities or merging all of these into a single brand identity. The study aims to provide valuable insights into the decision-making process adopted by Walmart Inc. It includes also the role of cause-related marketing in the positioning of Myntra as a socially responsible brand. The case study opted for an exploratory research design study using the qualitative research method of in-depth interviews. In total, 10 experts in the area of marketing, market research and marketing communication were interviewed. The qualitative data were analyzed using a template approach, which analyzes the text using a codebook or an analysis guide. The analysis guide already has clearly defined themes or categories. As the qualitative interviews progress, these themes get revised. These themes are analyzed qualitatively rather than statistically. The case study suggests to the management of Walmart Inc that they need to merge Myntra and Jabong based on the degree of similarity of consumer demographics, income/social class of buyers, brand identity and buying behavior. Myntra needs to retain as opposed to Jabong, as Myntra is perceived to be a socially responsible brand that creates a purchase disposition in the minds of the consumers. A more extensive quantitative study would offer better generalizability. It was not feasible to conduct a quantitative study due to time constraints. This research would have used advanced brand imagery assessment techniques such as multi-dimensional scaling to suggest if an overlap exists between consumer segments of Myntra and Jabong. The case study provides a decision-making framework to firms and individuals who are part of organizational teams to create a post-acquisition brand strategy in the e-commerce market. The case study fulfills a need for many academicians and practitioners to understand the decision-making process followed in devising a post-acquisition brand strategy in India.

Senior undergraduates; Master of Business Administration; Executive Master of Business Administration.

Teaching Notes are available for educators only.

CSS 8: Marketing.

Ever since he had heard her speak at a private equity conference, Babatunde Omotoba had wanted to work for Venita Fields, co-founder and senior managing director of private equity firm Smith Whiley & Company. He wrote and asked her for an informational interview, and was excited to receive her invitation to meet with her at the firm's regional office in Evanston, Illinois. After the interview, however, Omotoba came to the grim realization that despite all his preparations—researching private equity firms, studying the types of deals they make, and evaluating the analytical tools used to perform due diligence on companies and make investment decisions—he did not have a full grasp on the actual day-to-day work private equity professionals perform. He spent time reviewing materials from the career management office about private equity, and he meets two Kellogg alumni for informational interviews. He also reviews the investment process. The case ends with Omotoba having a broader perspective on the human aspect of private equity, beyond the analytical and financial aspects, as he anticipates meeting Fields again, hopefully to get the job offer.

Students learn the “tools of the trade” in private equity: managing portfolio company executives, meeting with limited partners to raise funds, managing the fund, selecting investments, and managing their time. Students learn the interpersonal nature of the business, including persuasion and negotiation, and how that is as important as financial skills. Students learn the process of preparing to interview with a private equity professional.

Fruitzone India Limited was the Indian subsidiary of the multinational company Gypsy Inc., the global leader in the beverages industry. The company was contemplating the launch of a new flavour of fruit juice and decided to conduct a feasibility study. It hired an external market research agency, India Monitor International (IMI) to conduct the market research. This case discusses the exploratory phase of the research conducted by IMI. This case is useful for participants in the Business Research Methods, Market Research and Qualitative Research courses.

Wright & Company conducted a market research for ‘Fashion Destination’ to determine the consumer purchase intention for a clothing and accessories rental service. Based on secondary research and expert interviews, the consultants came up with a preliminary business model for the service. And through qualitative research they found that consumers indeed had a purchase intention for a clothing and accessories rental service. To validate the conclusion they conducted a primary research by administering a detailed questionnaire and prepared a codebook. The consultants now had the challenge to make an analysis plan to draw appropriate inferences vis-à-vis the objectives of the research.

In 2013, ‘Fashion Destination’, a well-established clothing retailer considered setting up a clothing and accessories rental service. They hired a market research agency ‘Wright & Company’ to conduct a research on the sustainability and profitability of such a business model. The consultants collected primary data and did an extensive analysis for Fashion Destination. Based on the secondary research, expert interviews, extensive qualitative and quantitative research the consultants recommended the management to start a clothes and accessories rental service but suggested that the product offering be limited to formal clothes only and offer accessories. Vishal had doubts despite of the go-ahead signal from consultancy. He wondered what recommendations should he accept and which needed further verification.

‘Fashion Destination’ was a prominent one-stop shop of clothing retail in Ahmedabad which has faced business slowdown in the last 5 years. Vishal, who had recently taken over the management wondered, would renting of premium clothing be a good business model to get back to the business. While pondering over the issue Vishal did some secondary research had found that the Indian retail industry is growing at a fast rate and that the online rental service is an upcoming trend in Indian market. Vishal hired an external market research agency ‘Wright & Company’, before changing the business model, to clarify certain doubts regarding renting clothes as a social stigma, willingness of people to rent clothes, requirement of physical store, about target consumers and product assortment.

Jefferson County was in a financial crisis as the commissioners faced a decision concerning whether the County should file for bankruptcy. The County was under an EPA mandate to update an outdated and overrunning sewer system. Estimates to do the work ranged from $250 million to $1.2 billion. The situation led to graft, corruption, bribery and illegal activities. More than 20 people were prosecuted in association with the illegal activities involved in financing and construction of the sewer system and four of the five commissioners were sentenced for their involvement in the corruption. Five new commissioners were elected and had to determine what to do after the down-grade of the County's bonds and warrants; the reduced revenues; and the corruption had put the County in a situation where funds were not available to continue to operate the County and provide services to its citizens. Should they declare bankruptcy or choose other paths open to them?

Data sources – this case is based on field research and interviews with a commissioner, court documents and from many other public sources. Extent of disguise – the case is not disguised.

The case can be used in graduate or upper division undergraduate courses in accounting, strategy, public administration or finance. There are several topics in the case that could be addressed: governance; economics, government and political issues, ethics, accounting, financial instruments, and strategy.

The case deals with the application of marketing research for launching a new product in the market place. The company was planning to enter the Fast Moving Consumer Goods (FMCG) market in India with its new product Cerenity. Cerenity was a toilet seat sanitizer for women who frequently use public restrooms. The case describes the exploratory study conducted by the research team. The team used different qualitative marketing research tools such as focus groups, in-depth Interviews and participant observations.

This is a field-researched case about a nonprofit organization, the Accelerated Cure Project (ACP), dedicated to accelerating advances toward a cure for multiple sclerosis (MS). Inspired by the successful open source software development platform, ACP brings the strengths of that platform into the medical research and development environment. At the opening of the case, Robert McBurney, an Australian scientist with extensive experience in the biotech world, has been named CEO. McBurney and his team want to use ACP's bio-sample and data Repository to drive innovation in the search for the cure for MS by fostering collaborative research and development across research institutions, pharmaceutical and bio-tech companies. To encourage such collaboration ACP waives its rights to potentially lucrative Intellectual Property. This decision to foster collaboration at the expense of revenue sources appears problematic, since ACP does not have the staff or resources to undertake fundraising at the scale needed to fund current projects. ACP chooses to serve instead as an open access research accelerator making an impact on the field by functioning as an innovation driver rather than a profit maker. Is this an innovative recipe for success in finding a cure for MS or a recipe for financial disaster for ACP?

Interviews provided the primary source of data for this case. Four semi-structured interviews were conducted with the CEO of ACP, the Vice President of Scientific Operations, and a member of the organization's Board of Trustees, a collaborating university researcher, and the President of a bio-tech company working with ACP. Interview data was supplemented with additional information from ACP's web site, news reports, McBurney's comments at Suffolk University's Global Leadership in Innovation and Collaboration Award event, and follow-up conversations.

This case is intended for use in an undergraduate course examining strategic management issues midway through the term. The case discussion can center on issues relating to: first, the development of the business model; second, revenue resources and fundraising. Students are expected to spend two to three hours of outside preparation reviewing concepts of change leadership and the collaborative enterprise business model. They should read the case materials and brainstorm options for improved change leadership. The case can be taught in one two-hour class period.

The purpose of this case is to introduce students to the strategic management and funding challenges faced by an organization that is using a non-traditional business model in an increasingly complex environment. As a result of discussing this case, students should be able to: first, examine strategic organizational strengths, analyze opportunities created by business, market and environmental factors, and strategize to minimize weaknesses and to address threats identify an organization's strategic focus; recognize and recommend options at crucial decision making junctures in a business situation; second, assess an organization's revenue model; analyze how this model can be improved; third, analyze the functionality and sustainability of an organization's business model.