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The tech giants Alibaba and Tencent compete on many fronts. This case focuses on three areas where they have competed very hard: new retailing, mobile payment, and ride-hailing. At the beginning of 2018, Alibaba and Tencent were gathering retail investments in bids to battle each other for shoppers' digital wallets. Key to the battle is China's mobile payment market, worth more than 200 trillion RMB, where Alibaba and Tencent are going head to head. The giants are not only directly competing in the payment platform area but also extensively fighting in other areas, such as ride-hailing, where they invested in and supported Didi and Kuaidi, respectively. To enhance understanding, this case also briefly goes through the history of the two giants. The purposes, methods, and consequences of their platform competition deserve an in-depth discussion

This case provides detailed information about digital technologies and business practices that may help offline retailers catch up with the trend of new retail. After studying the case and working on the assignment questions, students will be able to:▪ Understand new features of smart cash registers, including facial-recognition payment, purchase-sales-inventory management, customer profile and store management, which all are important for the long-term development of the retail business in the age of “new retail”.▪ Identify opportunities, practices and impacts of digital technologies, such as big data and artificial intelligence, on contemporary retail businesses.▪ Identify problems of traditional retail and suggest solutions by applying the concepts and tools learned above.▪ Apply digital marketing approaches and tools (e.g., social media, livestreaming and online word-of-mouth) to design marketing campaigns; students should include basic elements such as the 6Ms for effective marketing communications (market, mission, message, media, money and measure).

This case describes difficult situations facing Leo Shoudong Pan, the founder and CEO of Yun Dong Jia Technologies Co Ltd (YDJ), in marketing communications. With a motto of “Making it easy to open stores anywhere”, YDJ develops and sells smart cash registers, which provide a self-developed operating system and cloud computing services. Pan targets small and micro retailers, who are technology laggards when digital transitions had swept the world. His goal is to build a network of 100,000 pieces of smart cash registers across China, but he has only sold 8,000 pieces since he founded YDJ in 2016. He must make a breakthrough in the business. To drive leads and sales, he feels the urgency of conducting effective marketing communications with target customers and enhance their understanding on the value that YDJ creates for them. Monetary incentives are tangible but not yet fully demonstrated YDJ’s value. With the traditional retail approach, brick-and-mortar stores, especially those small-scaled ones, are not able to meet the market change; instead, they must adopt digital techniques to catch up with the trend of new retail, which is necessary for a long-term business development rather than just a temporary measure during the Covid-19 pandemic. Pan must craft more compelling messages. What customer value should be chosen as incentives to motivate the target market? How to conduct effective marketing communications correspondingly?

Senior undergraduate; Postgraduate; MBA; EMBA.

Teaching notes are available for educators only.

CSS 8: Marketing.

The learning objectives aim to provide an understanding of the changing nature of consumer payments and the impact upon both businesses and consumers. This can be achieved by examining the case through the lens of stakeholder theory, which posits that businesses are “responsible … to ‘those groups and individuals who can affect or be affected by their actions.’” Collectively, those groups and individuals are known as stakeholders and they commonly include “customers, employees, suppliers, communities and financiers.” In addition to creating value for the owners, businesses should also consider how they can create value for each of their other stakeholders (Freeman et al., 2010, p. 9). In addition, consistent with the theory of management control systems (Chenhall, 2003), the automatic processing of cashless transactions enables businesses to more efficiently record their earnings, commission payments (if applicable) and monitor cash collections. As all data are captured in an electronic format, they can easily understand their sales and profitability through user-friendly and visually appealing dashboards. This, in turn, enables them to obtain a more accurate and timely view of their business and they can appropriately adjust their operations and strategy as a result of this information. Finally, cashless payments enable more accurate and efficient reporting of information to taxing authorities, which decreases the possibility that the affected parties would underreport income and underpay taxes. This is similarly consistent with the theory of management control systems (Chenhall, 2003) because the improved systems of financial reporting assure compliance with tax laws and regulations.

This case was developed using both primary and secondary data sources. The authors interviewed the participants in London and the secondary data collection used relevant sources from appropriate literature and the popular press.

In London, consumer transactions were as plentiful as the eight million people who lived there. While cash was considered “king” in retail, cash payments dropped by 15% across the UK in 2017, and debit and credit cards became the predominant payment method (Kollewe, 2018). Cash represented only 40% of customer payments and was expected to drop to 21% by 2026 (Lyons et al., 2018). This was likely driven by contactless payments whereby consumers preferred the speed and ease of being able to “tap and go.” As businesses were charged fees to accept credit card payments, many expected that small businesses would insist on cash for small transactions. Instead, some banished cash completely. Insights from two London businesses helped explain why some were dropping cash and completely embracing cards.

This case can be used in a variety of undergraduate level courses to discuss trends in customer payment methods and the decisions of some businesses to completely abandon cash. Some example courses and suggested supporting materials include the following: • Consumer behavior • Entrepreneurial finance • Survey of accounting • Introduction to financial accounting.

In November 2005 Fidelity Homestead, a savings bank in Louisiana, began noticing suspicious charges from Mexico and southern California on its customers' credit cards. More than a year later, an audit revealed peculiarities in the credit card data in the computer systems of TJX Companies, the parent company of more than 2,600 discount fashion and home accessories retail stores in the United States, Canada, and Europe.

The U.S. Secret Service, the U.S. Justice Department, and the Royal Canadian Mounted Police found that hackers had penetrated TJX's systems in mid-2005, accessing information that dated as far back as 2003. TJX had violated industry security standards by failing to update its in-store wireless networks and by storing credit card numbers and expiration dates without adequate encryption. When TJX announced the intrusion in January 2007, it admitted that hackers had compromised nearly 46 million debit and credit card numbers, the largest-ever data breach in the United States.

After analyzing and discussing the case, students should be able to:

• Understand imbedded operational risks

• Analyze how operational risk decisions are made in a firm

• Understand the challenges in the electronic payment transmission process, which relies on each participant in the process to operate best-in-class safety systems to ensure the safety of the entire process

• Recognize the sophistication of IT security threats

Understand imbedded operational risks

Analyze how operational risk decisions are made in a firm

Understand the challenges in the electronic payment transmission process, which relies on each participant in the process to operate best-in-class safety systems to ensure the safety of the entire process

Recognize the sophistication of IT security threats

After completion of the case study, the students will be able to understand competitive business and corporate strategies; understand various standard models and frameworks related to business and corporate strategy development such as Porter’s five forces model, Ansoff matrix, three value disciplines frameworks, scenario planning matrix and value chain analysis; and practice competitive strategy formulation using the latest analyzing tools/frameworks/models.

Although the digital wallet industry in Nepal was in its initial stage, it was growing rapidly. A digital wallet brand – Khalti, launched in 2017, could secure the second position in the industry within two years of establishment. In recent times, the leading digital wallet brand was eSewa which was developed by Kathmandu-based company – F1Soft International in 2009. Khalti team was better for creativity, risk-bearing capability, intact bond among co-founders, innovative skills and aggressive growth. Mr Amit Agrawal, the chief executive officer of Sparrow Pay Pvt. Ltd, was preparing to formulate some strategies for his company’s product, Khalti, on March 24, 2020. The next day, he was going to present his ideas about the future directions of Khalti with the co-founders of Janaki Technology, the parent company of Sparrow Pay Ltd. Therefore, his major agenda was how to design effective strategies to make Khalti more competitive against eSewa and probably lead the industry. Based on such a scenario, this case study deals with various competitive business and corporate strategies such as marketing, product and cost differentiation that Khalti could formulate to maintain its position and further become a leading firm in the industry.

This case study is suitable for business training programs at the master’s level, including Master of Business Administration and executive education. It is also appropriate for undergraduate students, particularly those who want to understand more about competitive business, strategic management and corporate strategy in developing economies. It is especially useful for students who have taken courses in strategic management, corporate strategy, marketing management and business expansion management. This case study is suitable for provoking skills of students such as critical and creative thinking, risk analysis and business planning.

Teaching notes are available for educators only.

CSS 11: Strategy

Marketing, Banking.

Post Graduate Programme, MBA, BBA.

On 27 June 2011, Abhyudaya Bank, a leading urban cooperative bank, opened its 101 new branch at Diva, which is on the outskirts of Mumbai city in India. Diva area is populated but has less number of bank branches. The bank planned to surpass its earlier record of customer acquisition in branches which were newly opened at Marve Link Road and Jogeshwari in Mumbai. According to Mr Morye, Managing Director, Abhyudaya Bank, “With the expanding horizons, continuous developments and competition, the bank proposes to become full-fledged financial service provider, fulfilling requirements of customers and other stakeholders by providing all allied services, as permitted by the regulatory authorities. The Bank has adopted advanced technology for providing faster and convenient services to clients. These major long term proposals will enable the bank to increase its market share and better fulfillment of expectations of all the stakeholders.” The case introduces the structure of urban cooperative banks of which Abhyudaya Cooperative Bank is a part. The case provides the key highlights of the bank and discusses the catalyst role of planning and marketing department for branches to achieve its target and how the bank implemented unique and differentiated strategy involving employees of the banks. Employees form an important asset for banks, and banks need to utilize their potential in creating long-term and sustainable relationships with customers. The case examines how the branch can benefit from detail area-wise planning capturing the potential. Branch area planning is a unique exercise covering the branch potential analysis and a new branch manager must utilize it for acquiring higher number of customers. Regardless of the branching, a bank seeking to expand its branch operations faces a number of important decisions. As the area develops, a bank branch decides to take up appropriate strategy with an objective to move its base of operations to attract new customers in a new area and thereafter maintain its existing ones.

The case is suitable for students pursuing a post-graduate course in bank marketing, banking postgraduate and MBA course in strategic management and marketing management. The case presents an opportunity to assess the strategy adopted by the bank for new branch launch and evolving role by a marketing function in a bank.

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

Financial Services Marketing, Financial Inclusion, Emerging Market Studies.

The case is suitable for graduate management students in courses such as general management and marketing courses. It is also suitable for a specialised rural marketing course and marketing of financial services. In business schools outside India, the case can be used in a course on marketing strategies for emerging economies. The case is suitable for executive development programmes for the areas pertaining to rural banking, marketing of banking services and financial inclusion programmes.

The case analyses the financial inclusion initiative by Odisha Gramya Bank, a regional rural bank set up after amalgamation of three banks in the state of Orissa, India. The topic of financial inclusion has been the attraction from bankers, policymakers and academia in light of linkage between formal financial system and inclusive growth. To harness the fortunes at the bottom of pyramid, the case looks into the development of financial inclusion, business strategies and strategies for various customer segments.

To introduce students to analyse and compare various financial inclusion options. The case is useful to comprehend the various methods of financial inclusion. To analyse the evolution of regional rural banks and Odisha Gramya Bank after its amalgamation. To appreciate the issues faced by Odisha Gramya Bank. To understand various market segment and to evaluate its potential. To suggest appropriate strategies for each market segment. To appreciate how technology can be harnessed for business correspondents. To recommend the roadmap for financial inclusion to Mr Sidharthan, Chairman, Odisha Gramya Bank.

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.

The learning objectives of this case include:

▪ Outline the brand repositioning approaches that Equity Bank used in its various stages of growth.

▪ Identify the impact of Equity’s brand repositioning in supporting its growth.

▪ Develop a brand repositioning framework for Equity bank as a fintech.

▪ Identify the theoretical frameworks that informed Equity’s brand repositioning during the various growth stages.

▪ Suggest a theoretical framework that would help Equity to reposition the new brand in the market.

In March 2020, the Government of Kenya declared a lockdown to slow down the spread of the Covid-19 pandemic. The lockdown of entire economic sectors put pressure on the adoption of technology to deliver services such as education, training and financial services. Banks had to innovate ways of supporting customers transactions with minimal physical and cash contact. Equity Bank had been implementing a digital banking strategy which had demonstrated successful adoption. Covid-19 accelerated the adoption and usage of Equity Bank’s digital banking by consumers. The bank found itself in a new territory competing fiercely with new and more agile fintechs. Consequently, Dr James Mwangi, the Group Managing Director and CEO of Equity Group, was contemplating the possibility of bringing forward the bank's strategic intention of repositioning as a fintech. He was convinced that such a move would bring massive success to the bank’s digital banking strategy, achieve enhanced efficiency, improve customer experience and attract a new segment of digital-savvy customers. But he needed to carry the Board, his management team and customers along in this repositioning strategy without sacrificing the gains made in the consumers' minds about Equity's brand as a bank.

This case can be taught to graduate-level students of marketing courses. It can also be taught to participants of executive education undertaking short courses in in business management and entrepreneurship.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case can be used in courses on strategic management for second year masters’ level management students (with a focus on strategic analysis of internet-based business models in India) and entrepreneurship (with a focus on business growth). The primary focus of the case is how an internet-based business model in the food industry took shape.

The case enumerates how strategic analysis can be performed to analyze the firm based on topics such as the analysis of the mission and vision of Holachef based on the Ashridge mission model, examining strategy with Mintzberg’s 5Ps of strategy, performing a PESTLE analysis of HolaChef, evaluating Holachef with Porter’s industry analysis, performing Value net analysis for Holachef, examining Holachef’s business with strategy group analysis, examining the roots of core competencies of Holachef and explaining Holachef’s resource and capabilities with the valuable, rare, inimitable, non-substitutable (VRIN) Framework.

Saurabh Saxena and Anil Gelra co-founded Holachef, “a restaurant in cloud” in March 2014. In a city like Mumbai, there are many households where both partners work; this had led to difficulties for people finding time to prepare food at home. Holachef is an online delivery platform which aggregates chefs for home-like multiple cuisine preparation. Holachef’s vision is to satisfy the need for homemade healthy food. The three pillars of Holachef to provide such food are technology (orders are taken through a website, mobile application and phone calls), food (enlisted chefs on the website) and logistics. The food prepared by chefs is assembled at different distribution centres and routed to customers. The efficient logistics and storage system maintain the quality of food. These pillars help Holachef to serve customers with efficiency at affordable prices.

Performing strategic analysis from both an industrial organization theory and resource-based view (RBV) perspective with VRIN framework. This is in the context of online business models in a digitizing India. Entrepreneurial strategy concepts and challenges faced by entrepreneurs in an online business.

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CSS 11: Strategy.

The case is written using secondary data sources (namely, research documents, press information, journal articles and published interviews). Publicly declared company information has further been leveraged to augment case facts. All information sources have been duly acknowledged in the reference section.

The case is written in the backdrop of COVID-19 pandemic and its effect on the Indian retail industry, revolving around scenarios in which a multinational retailer has to decide on its long- and short-term strategy in such an economic crisis. The case story has been developed around Marks and Spencer’s retail venture in the Indian market. With the COVID-19 pandemic impacting business at various levels, with countries moving to lock down and economies shrinking to recessionary levels, one of the worst affected sectors is retail. The teaching case builds upon Mark and Spencer’s initial decision of not entering and extending its food/grocery business in India. While it remained a dominant player in Indian fashion retail for almost two decades, it needs to re-think its decision of entering food retail owing to a pandemic situation affecting its offline sales/store footfall and increasing competition from global fashion brands such as Zara and H&M that had flooded the Indian fashion retail sector. The case provides a context for students to perform environmental factor and competitor analysis for a sector, with special focus on decision making in a changing crisis scenario.

This case could be used in undergraduate and MBA classroom programme, across subjects such as retail management, marketing management, international business, international business environment and strategic business management. This case fits while discussing topics such as business environmental factors, competitor analysis, decision-making under crisis, market entry decision, omnichannel retail strategy, consumer behaviour and brand management.