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People, in general, seem to maintain a rather elementary meaning of rural marketing. Although there exists certain common features of rural marketing, there does not exist as yet, a reliable published work on this concept. The methods of rural marketing are very different from marketing in urban areas. These differences have usually occurred for a variety of reasons especially (a) paying careful attention to the development of urban markets and (b) a development in the marketing sector in the urban areas would be more visible than what they might be in the rural areas.

However, rural marketing stands for developing a form of marketing suitable for the rural areas. In this process of marketing, the marketeers and promoters will be required to consider the rural prejudices of the inhabitants therein, including those of the women consumers too. These markets also lack infrastructures, goods on demand are often different from those of the urban markets and lack of facilities proves to be a hazard for the suppliers of products. Nevertheless, it has been maintained in this work that rural marketing can be developed when it becomes a policy issues.

This case study will help business management students learn the dynamics of distribution management in the rural context. After working through the case and assignment questions, the students will be able to:▪ Understand the transformation of rural retail from traditional models to organized modern retail;▪ Understand the opportunities and challenges of rural markets with specific reference to automobile products;▪ Identify and evaluate the various distribution channels available for rural markets; and▪ Devise a suitable rural-centric distribution model for automobile products following an appropriate logistics system.

Manan Motors, a dealership of Honda Motorcycle & Scooter India (HMSI) Private Limited in Hathras City of Uttar Pradesh province in India, has been operating successfully for the past two decades. Mr Manoj Bansal, the director at Manan Motors, was primarily targeting the urban markets with 60% dependency on the scooter portfolio of HMSI. But multiple pressures like stringent vehicle emission norms, price rise of two-wheelers and the impact of the pandemic took a toll upon the urban business of Honda Motorcycle and Scooter India Limited and subsequently upon Manan Motors. The sales for HMSI dipped from 15,121 million units in 2020–2021 to 13,466 million units in 2021–2022. Consequently, Bansal decided to alter the business strategy of Manan Motors and shift its focus from the urban to the rural territory of Hathras, where it could foresee demand for entry-level two-wheelers (engine capacity between 75 and 110 cc). Rural markets were developing, so Bansal realized that supplying a low-cost, low-end model to the rural Indian market was an opportunity for his dealership. Bansal’s decision to focus on the rural vertical of its two-wheeler business stirred several questions that floated in his mind. Should they manage distribution on their own, or through some channel members, or should they follow a rural-specific modern retail model?

The case study is designed for use by a postgraduate or executive-level audience for subjects such as sales and distribution management, distribution management and rural marketing. Students will understand the concept of distribution management and associated keywords specific to rural markets. The case study provides an opportunity to discuss and decide how a company can penetrate the rural market and also discusses the opportunities and challenges of rural distribution.

Teaching notes are available for educators only.

CSS 9: Operations and logistics.

The learning outcomes of this study are as follows:

Teaching Objective 1: Students will describe specific characteristics of the rural market in India and will draw out the differences vis-a-vis the urban markets.

Teaching Objective 2: Students will describe about the push versus pull strategy and various channels of distribution in rural areas.

Teaching Objective 3: The students will explain the 4As of the rural marketing mix and apply the same in the context of the case.

Teaching Objective 4: The case can be applied with respect to the health-belief model to help students analyse the behaviour change model.

Teaching Objective 5: Students will analyse the challenges associated with supply chain and logistics in rural areas.

This case study looked at a start-up company Rugved Hygienecare Industries Private Limited and their sanitary napkin brand “Abolee” designed and targeted for rural women in India. Onkar Charegaonkar and Mithila Charegaonkar started this venture in December 2017, realizing that sanitary napkins solved a greater purpose of helping women hygienically manage menstruation, and at the same time, there was no threat to this product because over a period of time, it became a necessity of life. Onkar and Mithila believed in giving back to the society and at the same time generate revenue for their company. Onkar and Mithila needed to make a decision with respect to the distribution structure for Abolee to improve penetration in different rural areas of Maharashtra. Onkar and Mithila needed to strategize to create a remarkable impact in the rural areas. There were multiple challenges that were faced by Abolee, such as: creating awareness about hygienically managing menstruation options among women, ensuring that women consumers continue to use hygienic menstruation management material, creating a preference for Abolee among women consumers and deciding on whether to focus on driving sales through existing channel partners or to invest in finding out alternative avenues for selling “Abolee” in rural areas.

This case study was primarily written for understanding rural marketing aspects of marketing management courses at both the undergraduate level and the postgraduate level. This case study also indicated about the role of gender and its impact on consumer behaviour in rural areas. Although this case study was related to the rural Indian market, it can also be related to other emerging economies.

Teaching notes are available for educators only.

CSS8: Marketing.

Marketing management, consumer behaviour, rural marketing and integrated marketing communications.

The case is for the use of undergraduate and also postgraduate students of management in courses of marketing management, consumer behaviour, rural marketing and integrated marketing communications. This case may also be used in human resources’ management course lectures which focus on social capital.

This case on the Centre of Science for Villages (CSV), Wardha, attempts to identify how value can be co-created through innovative technology and how social capital can be developed for rural markets through the use of integrated marketing communications tools, particularly word-of-mouth and the influence of opinion leaders. Effective campaigns can be designed for the target audience based on the 3A framework (Awareness, Adoption and Addition of Value) and McGuire’s Model of Persuasion. The CSV has been typically chosen for the study because its products are unique, innovative and eco-friendly and blend well with the rural lives. It has been able to enrich the lives of rural population by generating employment and in creating entrepreneurial opportunities. The biggest challenge, however, lies in educating rural consumers to accept and adopt its innovative technology in their daily lives.

The case study has been written to enable students to understand the concepts of value co-creation and social capital in the context of Indian rural markets. The students will learn the dynamics of rural markets by pondering over these points: understand the concept of value co-creation for rural markets; comprehend the creation of social ecology for managing knowledge in an organisation; identify the development and role of social capital and use it as a promotional tool, particularly word-of-mouth and opinion leaders(reference groups); recommend the use of different marketing mix variables for an organisation, operating in rural markets; and connote designing of effective campaigns for the target audience, based on the 3A framework and the Persuasion Model (6 steps) suggested by McGuire.

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

This study aims to explore how digital intermediaries interact with individual intermediaries to assist corporate social entrepreneurs (CSEs) in building inclusive markets. In response to the challenge of social exclusion, CSEs craft strategies by leveraging their existing capabilities and resources. However, when it comes to building inclusive markets, CSEs face the liabilities of institutional voids and must rely on intermediaries to establish efficient trading channels. This study focuses on the process by which CSEs firstly construct technology affordances of digital intermediaries, and then actualise affordances through the interactions of digital and individual intermediaries in overcoming technology constraints and triggering involvement cycle in the context of rural e-commerce.

Using a single-case study design, the authors unfolded the process of a rural e-commerce project conducted by a Chinese e-commerce giant. The authors interviewed 35 informants from 2016 to 2018; each interview lasted 45–90 minutes. In addition, archival and observational data were collected for triangulation. After thorough examination, the data was coded and a grounded framework was developed.

This study provides a detailed process of how the interactions of digital and individual intermediaries facilitate CSEs in building inclusive markets through a rural e-commerce project. The authors find that CSEs generate corporate strategy in building inclusive markets by constructing three affordances of digital intermediaries: equality facilitator, harmony maintainer and stickiness creator. Subsequently, in actualising these affordances, CSEs fill institutional voids through the interactions between digital and individual intermediaries. Specifically, the technology constraints of digital intermediaries trigger a four-phase cycle involving individual intermediaries: identification, activation, coaching and empowerment. This involvement cycle effectively overcomes the technology constraints of digital intermediaries. The interactions between digital and individual intermediaries facilitate the dual goals achievement of CSEs and finally restructure the market architecture.

Firstly, this study stands among the pioneering research endeavours exploring the interactions between digital and individual intermediaries in facilitating CSEs to develop inclusive markets. Diverging from existing literature, which often enhances or refines the role of a single intermediary in filling institutional voids, the authors posit that digital and individual intermediaries dynamically complement each other in actualising affordances. This complementary dynamic stands as a substitute for the evolution of a single intermediary in building inclusive markets. Secondly, by zooming out the process of constructing and actualising affordances, this study contributes to the literature on technology affordance in both contextual and relational aspects. Contextually, the authors identify three tenets of affordances generated by the corporate strategy of CSEs. Relationally, the authors argue that affordances can be predeveloped by CSEs and then fully actualised through interactions between digital and individual intermediaries, challenging the conventional view that sees affordances as a relational concept solely determined by users and artefacts during the actualisation process. Thirdly, this study makes a contribution by untangling the process of CSEs in reshaping the market context to make it more inclusive. Departing from the conventional focus on the role of institutional intermediaries for CSEs in filling institutional voids, the authors explore how CSEs develop digital intermediaries and induce their interactions with individual intermediaries to restructure market architecture during the process of constructing and actualising affordances. In conclusion, this study adds valuable insights to the literature on institutional voids, technology affordance and CSE in building inclusive markets.

This chapter examines a periodic market at the bottom of the pyramid. This study has made an attempt to improve the understanding of rural periodic markets and associated issues of infrastructure, information, etc. A qualitative case research method was adopted to collect rich and contextual information about a rural periodic market in a capital city of north India. Themes related to the market background, market characteristics, market functions, etc., were identified and discussed. This study also brings out some of the issues and challenges associated with rural periodic markets. This chapter takes the bottom-up approach to understand challenges of periodic markets. Findings of this research are expected to be helpful in framing the policy for informal markets embedded in social systems. Implications for businesses which are interested in having access to rural periodic markets are also brought out.

In this chapter, the most important regulatory measures required for rural marketing and sales have been identified – why protection of consumers' interests should be maintained; why rural development is important; the role of Code of Conduct, particularly on Advertising and Marketing Communication Practice 2011, and the role of Codes, in general, but in particular, International Code of Advertising Practice 1986, the Code of Marketing Practice, the International Code of Sales Promotion 1987, etc. have received attention.

Rural Marketing, Sales and Distribution Management, Salesperson Motivation, Channel Management.

The case can be used in sales management, channel management and rural marketing courses offered to graduate students of MBA degrees. In the sales management courses, the emphasis is on understanding the typical tasks that the rural salesperson is required to conduct. The case can be used to design a suitable motivation-mix for a rural salesperson after analysing their approach towards work. In a rural marketing course, the case can be used to understand the sales and distribution management of fast-moving consumer good products in rural India. The case can be used in channel management courses to design an appropriate channel structure in the rural market in India and utilized for managing the distributors’ salesforce for effective and improved market coverage in rural areas.

Candy Confectioneries Private Limited started its operations in 1995, and was one of the largest confectionery players in India with a market share of 20 per cent. The company had achieved sales of Rs 20bn in 2014 and had 15 confectionery brands in the market. The company was also trying hard to establish itself in the snacks category. The company had nationwide operations, and it was important for the company to expand into the rural market. It served its markets through a comprehensive urban and rural distribution setup. In the rural distribution network, the rural sales representatives (RSRs) played a key role and perhaps were one of the most critical factors in covering the rural market. The RSR system was typical to suit the requirement of product-market coverage with its limitations. The case broadly profiles eight RSRs who were engaged to cover a specific territory in the State of Bihar in India. It also describes their approaches to work and complexities emerging thereof in achieving the best results for the organization.

The case has the following learning objectives: Understanding the design of sales and distribution channel structure followed for distribution and selling of confectionery products in rural India. Examining whether the existing system is adequate to achieve the goals of the firm. Evaluating the performance of each salesperson and identifying common factors to formulate the salesforce policies. Arriving at a suitable motivation-mix for the rural salesperson.

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 purpose of this paper is to investigate the marketing actions developed for rural tourism lodgings and the effect of these actions on lodgings’ performance.

Data were collected with a questionnaire-based survey, addressing promoters of rural tourism supply in Portugal and were analysed using SPSS. Descriptive analysis was undertaken along with a cluster analysis aimed at identifying groups of suppliers according to the types marketing activities they carried out.

Results show that the majority of the suppliers are engaged in other professional activities, aside from running a tourist lodging. These “other activities” provide the bulk of lodging suppliers’ household income. Moreover, they dedicate very little of their time to managing the tourism lodging and develop few marketing activities. Despite this, there is a small group of lodging suppliers who, even though in minority, show a more entrepreneurial and professional attitude regarding marketing actions. They are correspondingly more successful and more satisfied with the performance of their business.

A more qualitative in-depth case study approach with a systematic triangulation of findings from diverse sources and approaches might have permitted an even deeper understanding of some of the results, such as the reasons for the identified passivity of suppliers or their lack of marketing initiatives, as well as possible solutions to overcome these identified barriers.

This study is important, as there is little existing work connecting rural tourism and marketing. Apart from providing knowledge from theory, the empirical results indicate from a practical perspective some of the potential benefits of assuming a marketing perspective in rural tourism.