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The purpose of this study is to address the issue of customer engagement faced by the hospitality industry. By employing the Stimulus–Organism–Response (S-O-R) model and engagement theory, this study investigates the influence of social media marketing (SMM) and consumers' perceived innovativeness on customer engagement. Additionally, it explores the mediating role of customer satisfaction. Lastly, it examines the moderating effect of service convenience between customer satisfaction and customer engagement.

This study is quantitative in nature. Data were collected through surveys using a three-wave time-lagged design from 564 consumers of various restaurants.

The findings reveal that SMM did not directly impact customer engagement; however, it showed a full mediation through customer satisfaction. Perceived innovativeness showed a significant relationship with customer engagement both directly and indirectly. Service convenience also showed significant moderation.

The study is useful for the hospitality managers and the restaurant industry as a whole in facilitating memorable customer experiences in order engage them for longer time periods. This study would also help give other firms in the service sector a direction to better engage with their customers.

This study by investigating the unique framework produces the useful information for hospitality managers, policy makers and contributes to the body of knowledge from a developing country's perspective. Testification of S-O-R model and engagement theory are also significant theoretical contributions.

After completion of the case study, the students will be able to appreciate and understand why brands are an essential asset to the company and how they can enhance business value, understand the factors needed to grow brands in the growth stages and evaluate the choices that start-up companies have to grow their brand in competitive and growing markets.

Mamaearth was born as a direct-to-consumer brand in 2016 by a couple who could not find chemical-free, safe products for their child. The company that introduced as a baby-care brand soon consolidated itself to play in the space of personal care category (targeting millennials), and by 2020, it was earning majority of its revenue from skincare. It started by leveraging the power of social media space and online commerce and slowly moved to be a national brand with offline footprint and mass-media communication. In its growth journey, it acquired many brands and launched a few to cater to the specialized needs of its target audience. As the company grew, attracted impressive investors and started clocking profits, it aspired for an initial public offering (IPO). Varun and Ghazal Alagh, the founders of Mamaearth, knew that to refloat an IPO and to grow the company further, they needed to redefine their portfolio and marketing strategy. They had a choice to either invest in building a broader portfolio – organically or inorganically – or expand across geographies. Both were an option, albeit expensive, which could cost Mamaearth its profitability.

This case is intended for discussion in undergraduate and graduate management courses.

Teaching notes are available for educators only.

CSS 8: Marketing.

The key learning objectives are as follows: analyze Mamaearth’s growth trajectory in the Indian market, illustrate the meaning of a direct-to-consumer (D2C) brand, analyze the importance of social media in building a D2C brand, analyze the challenges and advantages associated with a D2C brand, analyze growth and expansion options available with Mamaearth and evaluate the strategies for Indian start-ups in the beauty and personal care space.

In 2016, what began as a quest to find safe baby care products for the first-time parents Varun and Ghazal, turned into an entrepreneurial opportunity. The couple started Honasa Consumer Private Limited at Gurugram, which owned the brand Mamaearth. Conceived as a D2C brand for mothers opposed to harsh baby care products, it debuted with just six baby care products with exclusive online availability. For the brand to grow, it recreated the marketing mix to be perceived as a brand for all ages. The step successfully garnered a customer base of over 1.5 million consumers in 500 cities and a valuation of INR 1bn within four years of operations. In February 2021, Mamaearth became a brand with INR 5bn annualized revenue run rate and aspired to double it to INR 10bn by 2023. Though Mamaearth debuted as a D2C brand, after tapping around 10,000 retail stores, the Alaghs realized that many consumers still preferred transacting in the offline space. Alaghs decided to expand by acquiring a robust offline space in 100 smart cities in India. Would it be wise for Mamaearth to take forward their offline expansion plans? Alternatively, would an aggressive product innovation coupled with a more substantial online presence be a more sustainable proposition?

The case study is appropriate for Post Graduate Diploma in Management/Master of Business Administration level courses of second year in strategic brand management, digital marketing, integrated marketing communication and marketing strategy. The case stuudy may also be useful for prospective entrepreneurs planning to embark upon a D2C venture. The case study elaborates on the emergence, marketing and branding of Mamaearth. The case study helps students understand the meaning of a D2C brand and the growth options available in the Indian market for a D2C brand from the perspective of Mamaearth.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case study has several objectives: to gauge the evaluation of the direct-to-consumer industry in the economy of India, to analyse the competition of the brands, to ascertain the evolution of smaller direct-to-consumer (DTC) brands on the purchasing capacity of consumers, to analyse challenges in branding in Tier 2 and 3 cities and to evaluate the strategic branding decisions of Mamaearth.

During her pregnancy, Ghazal Alagh and her husband Varun Alagh, the co-founders of Mamaearth, were looking for some good and natural products for their baby’s skincare. However, she could not find products that were 100% safe. Hence, as a concerned mother, she started using a few hands-on home remedies for her baby, which were 100% organic, and then the idea clicked to her to start a baby care brand named Mamaearth, which later also included personal care products. The company started as a DTC/internet-first brand in 2016, which only used to sell products online without any intermediaries when it was still trying to make its way in the market and was aware of the stiff competition by giants such as Hindustan Unilever and Proctor & Gamble, who were ruling the market for decades. When the COVID-19 pandemic hit, the market saw a shift in consumer buying patterns. There was greater use of e-commerce touch points for shopping, as various digital platforms such as the official site of products, social media and mobile platforms were used by consumers during the pandemic, leading to digitalization in buying and digitalization of consumer shopping journey. These technology platforms were expected to play a substantial role in reaching and creating consumer awareness, transaction and retention post-COVID according to reports by Deloitte 2020. Moreover, such a shift in behaviour amidst the COVID-19 pandemic shot up sales of this DTC brand and made itself the big shot it is today, where they were looking to get into an initial public offering in just seven years of its launch. They re-evaluated their strategy, which helped them become the biggest brand in no time.

This case study is suitable for Doctor of Philosophy students.

Teaching notes are available for educators only.

CSS 8: Marketing.

This study aims to develop a novel theoretical model for predicting the users’ intention to use virtual tools designed for construction risk evaluation. Risk evaluation is a vital objective for construction managers. This paper intends to examine critical factors such as potential benefits, motivation, performance expectancy and rich sources of information that may affect users’ intention to use virtual technology.

A pile training module (PTM) was developed in a virtual environment to analyze the proposed virtual reality-technology acceptance model (VR-TAM) factors. Further, a questionnaire survey was conducted with the participation of 102 construction professionals in China to validate the proposed VR-TAM model and PTM tool. The retrieved data was computed to test the proposed model by using partial least squares structural equation modeling and the significance of the PTM tool in a virtual environment.

The results of this study reveal that high-significance paths represent five relationships between crucial factors affecting users’ intention to use a selected virtual reality (VR) module. Five of seven hypothesis paths were significant with acceptable t-values. By quantitative measurement of high-significance paths, this research has found that each factor under VR-TAM has received significant loadings, with many above the 0.7 threshold mark and others around 0.6. The top factors include “motivation” and “benefits” and have multiplier effects on “intention to use” as the source factors.

The finding of this study presents crucial factors for VR adoption, and the proposed VR-TAM model contributes to the body of knowledge toward managing construction risk using pre-optimization and understanding in a virtual environment. This study supports Chinese construction company managers in effectively using VR technology in their construction projects for risk assessment and management.

This study offered the development of a novel VR-TAM integrated with risk assessment techniques for piling processes. Further, the developed model was analyzed by using a survey of Chinese construction professionals to collect perceptions about the modified theoretical model of VR-TAM.

This research examines the effect of team diversity on customer behavior (purchase likelihood) associated with sustainable luxury products and further considers the mediating role of customer skepticism and the moderating role of the growth mindset in these relationships.

Study 1 aims to confirm the direct effect of team diversity on purchase intention and the mediating effect of customer skepticism. Featuring a fictitious brand, Study 2 seeks to test the moderating effects of a growth mindset. This research recruits participants located in the USA who have shopping experiences with a luxury product.

The findings support the notion that team diversity can mitigate customers' skepticism while enhancing purchase likelihood. Moreover, this effect is stronger among those with a growth mindset. As such, the findings suggest that communicating the heterogeneous composition of team members can benefit sustainable luxury brands.

Underpinned by the signaling theory and incremental theory, this research examines the effects of team diversity on customer behavior (purchase likelihood) related to sustainable luxury products, as well as the role of customer skepticism (as a mediator) and a growth mindset (as a moderator) in these relationships. Thus, the findings broaden the current diversity research which has predominantly focused on team decision-making and performance.

There is growing recognition that effective project control systems (PCS) are critical to the success of projects. The relationship between the individual elements of PCS and successfully achieving project objectives has yet to be explored. This research investigates the enablers and barriers that influence the elements of PCS success and drive project objectives.

This study adopts a mixed approach of descriptive analysis and regression models to explore the impact of six PCS elements on project outcomes. Petroleum and chemical projects in Saudi Arabia were selected as a case study to validate the research model.

Data from a survey of 400 project managers in Saudi’s petroleum and chemical industry reveal that successful PCS are the key to achieving all project outcomes, but they are particularly critical for meeting project cost objectives. Project Governance was identified as the most important of the six PCS elements for meeting project objectives. A lack of standard processes emerged as the most significant barrier to achieving effective project governance, while having skilled and experienced project team members was the most significant enabler for implementing earned value.

The study offers a direction for implementing and developing PCS as a strategic tool and focuses on the PCS elements that can improve project outcomes.

This research contributes to project management knowledge and differs from previous attempts in two ways. Firstly, it investigates the elements of PCS that are critical to achieving project scope, schedule and cost objectives; secondly, enablers and barriers of PCS success are examined to see how they influence each element independently.

The concept of circular economy (CE) has been receiving a lot of attention over the past years from academics, practitioners and policymakers. This is particularly the case for small- and medium-sized enterprises (SMEs) who find in CE a way to overcome their resource scarcity. However, little is known about how embracing the CE perspective can contribute to meet the sustainable development goals (SDGs). The present chapter aims at answering this question. Through a single case study, we explore the drivers, managerial practices and collaborations implemented by SMEs to generate economic, social and environmental values.

The purpose of this study is to develop a conceptual framework for defining the notion of “physical integration” regarding the Iranian bazaar as the main component in the structure of traditional Iranian cities. Applying this conceptual framework to the historical bazaars in the cities of Kerman and Shiraz, this study seeks to pave the way for restoring the physical integrity of such historical districts.

The research was conducted in two phases. First, there was a review of the theoretical background of physical integration followed by the analysis of the corresponding qualitative contents and the validation of the proposed conceptual framework as confirmed by 15 local experts. The second phase tested the validated framework in two case studies based on maps, historical documents and field observations.

The findings show that the physical integration of historical bazaars can be undertaken in morphological, visual-aesthetic and functional aspects. The proposed conceptual framework is capable of dealing with the different aspects of physical integration in historical districts on a meso-scale.

The theoretical implications of this study concerning the physical integration of traditional bazaars address urban design, urban planning and multi-disciplinary historical geography. The study also has practical implications for the integration of bazaars in historical urban regeneration projects via design guidelines.

This study emphasizes the importance of physical integration as a multi-dimensional concept, facilitating it to deal with the physical quality and the characteristics of historical districts, particularly bazaars. It also highlights the role of the Iranian bazaar as a unifying structure in the historical districts.