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Case study
Publication date: 5 June 2014

Arvind Sahay and Nidhi Mathen

In 2010, Hero Honda (HH), the largest global two-wheeler manufacturing company (based on unit sales), terminated its 26 year old JV with Honda, effective 2014. In August 2011, HH…

Abstract

In 2010, Hero Honda (HH), the largest global two-wheeler manufacturing company (based on unit sales), terminated its 26 year old JV with Honda, effective 2014. In August 2011, HH, rebranded itself as “Hero”, with a nationwide campaign across media; over three months, the campaign was rolled out on 30 TV channels, leading websites, 200 radio stations, and 4, 000 cinema halls. Signages were changed in 4, 500 touchpoints over a weekend. The case documents the market and brand position of HH and its principal competitors, Bajaj and Honda in India, the rationale for ending the JV, the rebranding requirements, and the actions taken. Pedagogically, we evaluate the rebranding effort to sustain, create, and build consumer memories and emotions.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 1 October 2011

Ian Michael, Meerah Ketait, Sarah Al Qassimi and Azza Al Nuaimi

Marketing, brand management, promotion management and corporate social responsibility.

Abstract

Subject area

Marketing, brand management, promotion management and corporate social responsibility.

Study level/applicability

Undergraduate and postgraduate.

Case overview

How does the “country-of-origin” issue affect brands, and what do brands need to do? The case of unique and small corporate social responsibility (CSR) programs and their impact on creating brand awareness.

Aamer Khan, Managing Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was reviewing their half yearly results. Among the more unconventional strategies they had adopted was one where they used community engagement to get an insight into the local market and develop brand awareness as a caring top quality brand. The CEO of Haier, Zhang Ruimin stressed that “quality is and will remain the essence of business sustainable, whether in the past, present or future”. Aamer was evaluating the effectiveness of the strategy and considering its impact. Should he use a similar strategy next year?

This case deals with the “country-of-origin” issue, an important aspect in branding a key strategy of marketing. The Haier brand and its country-of-origin were investigated among the Emirati (UAE nationals) consumers. This was done as part of a capstone research project by Meerah, Sara and Azza at Zayed University, Dubai. Further, the group created a unique CSR program for the Haier, whereby they invited people to join them in a Walkathon to raise money for a charitable cause. Haier donated various products like refrigerators, air coolers and air conditioners towards this charity. By creating this event, the group raised awareness of the Haier brand among the local population.

Expected learning outcomes

What is:

  • “Country of origin” (coo) in marketing and its effect on brands?

  • The role of CSR in corporate marketing communication?

  • The role of small events in building brands?

“Country of origin” (coo) in marketing and its effect on brands?

The role of CSR in corporate marketing communication?

The role of small events in building brands?

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Nabil Al-Najjar, Darshan Desai and Steve Hallaway

Radio broadcasting is characterized by diffused taste for programming and highly fragmented supply of content. Satellite radio is a major technological breakthrough that promises…

Abstract

Radio broadcasting is characterized by diffused taste for programming and highly fragmented supply of content. Satellite radio is a major technological breakthrough that promises to reshape this industry by, among other things, satisfying a greater diversity in tastes and promoting greater variety in content provision. A major issue is that the economies of scale are such that it is unlikely more than a few (currently, just two) providers can operate in this market due to the considerable infrastructure and content costs.

To study the industry structure (demand and cost analysis), analyze customer acquisition strategies and the resulting lock-in of customers, and the aggressive bidding for content that takes place in this industry.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 2 February 2022

Nurwati A. Ahmad-Zaluki, Bazeet Olayemi Badru and Narentheren Kaliappen

After studying this case, students must be able to explain the rationale for going public; identify the type of markets available for listing a company on Bursa Malaysia and…

Abstract

Learning outcomes

After studying this case, students must be able to explain the rationale for going public; identify the type of markets available for listing a company on Bursa Malaysia and explain the listing process; and analyse pre-IPO financial performance using trend analysis, comparative analysis and common-size analysis.

Case overview/synopsis

Uniutama Education and Consultancy Sdn. Bhd. (UECSB) in Universiti Utara Malaysia (UUM) was a company with strong financial performance and growth opportunities. In 2020, UECSB was planning for an initial public offering (IPO), whereby the company could offer shares to the public. This would allow UECSB to raise capital from public investors, and increase UECSB’s credibility and exposure. Therefore, Halim, who was the General Manager of UECSB, needed to decide whether or not UECSB should go for an IPO.

Complexity academic level

This case is more appropriate for final-year undergraduate students, particularly those majoring in Finance. This case is also suitable for postgraduate students, especially those enrolling in Master of Business Administration (MBA), Master of Business Management (MBM) and Doctor of Business Administration (DBA) programmes, and Executive Education programmes in Management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Susan Chaplinsky

OutReach Networks is taught in Darden's Entrepreneurial Finance and Private Equity elective. A teaching note for this case is available for instructors as well as an Excel file…

Abstract

OutReach Networks is taught in Darden's Entrepreneurial Finance and Private Equity elective. A teaching note for this case is available for instructors as well as an Excel file for student analysis. This introductory case explores the venture capital (VC) and discounted cash flow (DCF) methods of valuing early-stage companies. OutReach Networks is an unusual start-up company in that it was profitable early in its development and did not have to seek VC funding to support its growth. The company has grown quickly and may soon be a candidate for an IPO. In November 2011, an experienced venture capitalist approaches the founder with an offer to invest $30 million in exchange for 30% of the company. While the founder sees some benefit from the VC's experience in preparing the firm for an IPO and the funding enabling it to scale more quickly, he cannot understand how the VC has arrived at this offer. The founder believes the funding should be worth no more than 15% of his firm. Potential reasons for the disagreement over the valuation are (1) differences in the founder's and investor's view of the company's risk, (2) disagreement over the appropriate set of comparable companies, and (3) differences in the methods used to calculate the percentage equity stake. The case is appropriate for use in courses covering entrepreneurial finance or venture capital.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Case study
Publication date: 14 November 2013

Varsha Jain, Subhadip Roy and Ashok Ranchhod

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

Abstract

Subject area

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

Study level/applicability

This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy.

Case overview

The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands.

Expected learning outcomes

The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 6
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 28 September 2022

N.S. Padmanabhan, Smitha Siji and M.C. Minimol

This case facilitates the learning of marketing concepts like segmentation, targetting and positioning, marketing mix, branding strategies and digital marketing strategies.

Abstract

Theoretical basis

This case facilitates the learning of marketing concepts like segmentation, targetting and positioning, marketing mix, branding strategies and digital marketing strategies.

Research methodology

The case is written based on the facts available in the public domain and hence it follows secondary data research design. The secondary sources include company websites, industry reports, newspaper articles, social media sites and other online articles and reports. The case is classroom tested with MBA students in digital marketing course and PGDM students in brand management course.

Case overview/synopsis

Cycle Pure agarbathi, the leading brand of NR Group, became the coveted brand among the households of India. This success amidst high competition can be attributed to the concerted effort on product development coupled with mindful branding. To keep abreast of time and competition the company opted to go digital with an e-portal. Cycle Pure had a digital presence much earlier through social media, but the e-portal www.cycle.in, was a novel attempt. All the fragrance products of the brand were available for consumers through www.cycle.in. Moreover, the product assortment consisted of a collection of top-quality products and auxiliaries linked to multiple categories such as invocation necessities, personal care, air care and lifestyle. Furthermore, using in-house fragrance research lab, the company experimented with local aromas through numerous variants and also extended to related products such as sambrani (benzene) and dhoops. With consistent product augmentations along with access to innovative sectors such as air fresheners, the company expected to grow at a rate of 15%–16% annually. However, the company targeted to grab one-third share in the total market within the next five years.

Complexity academic level

This case can be used in Marketing Management, Brand Management, Digital marketing and Strategic Marketing courses at the Master’s level. It is suitable for MBA and executive MBA students.

Case study
Publication date: 3 January 2017

Carolin Berlich, Felix Daut, Anna C. Freund, Andrea Kampmann, Benedict Killing, Friedrich Sommer and Arnt Wöhrmann

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for…

Abstract

Synopsis

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for transport and logistics at the time of the case (late 2013). The case “Deutsche Bahn AG: a former monopoly off track?” focuses on the opportunities and challenges faced by Deutsche Bahn with regard to its position in the German individual transportation market. On the one hand, Deutsche Bahn is facing external problems. Increasing competition in short- and long-distance traffic threatens its strong business position. The competition emerged from a growing long-distance bus market and the increase in private railway companies. During the last few years before 2013, Deutsche Bahn has lost several public tenders for individual passenger travel in Germany. On the other hand, Deutsche Bahn has internal problems that endanger its image as a service company. A lack of service quality and the technical condition of its trains has led to rising numbers of customer complaints. In addition, staffing and punctuality problems have exacerbated the situation. One of the main technical issues the company faces is that ordered trains have not been delivered on time. Given the focus on Deutsche Bahn’s domestic challenges, its international business activities are tackled only briefly. While regulatory and political events have an impact on Deutsche Bahn, these are not the main subjects of the case.

Research methodology

This case has been written from public sources. Consequently, no company release is provided. None of the information has been disguised in any way.

Relevant courses and levels

The case is intended for use in a 90-minute strategic management class attended by students at the end of their undergraduate studies or in postgraduate study. Although the case relates to issues in strategic management, the special regulatory environment and some of the issues covered could make the case a useful complement in other classes as well, such as classes in supply chain management (procurement) or the management of public companies. Therefore, students should have basic knowledge in developing strategies, management, marketing, human resource management, and finance.

Theoretical bases

Strategic Analysis and Strategic Management, Railroad Logistics, Deregulation of a former Monopoly, Stakeholder Theory.

Case study
Publication date: 2 January 2024

Aramis Rodriguez-Orosz and Federico Fernandez

After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of…

Abstract

Learning outcomes

After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of funds, according to the moment in their life cycle and the characteristics of the initiative; highlight the challenges faced by start-up founders in weak entrepreneurial ecosystems and risky institutional environments; and argue in favor of or against different modes and typical instruments of venture capital (VC) investments in the early stages of new businesses, each of them different regarding dilutions, valuation potential, depth of negotiations and term sheets.

Case overview/synopsis

Asistensi, a technology and telemedicine start-up founded in 2020 in Venezuela by three entrepreneurs (Andrés Simón González-Silén, Luis Enrique Velásquez and Armando Baquero), raised US$3m in less than a year in a seed round in which it attracted the attention of professional VC funds such as Mountain Nazca, Alma Mundi Ventures and 468 Capital. Everything was set for launching operations in Mexico and the Dominican Republic in April 2021. However, a series of difficulties led to higher expenditure than planned, prompting the entrepreneurs to seek additional capital. The decision on the financial instrument to be associated with the potential valuation and shareholder dilution figures has been posed as a dilemma.

Complexity academic level

The case study focuses on understanding the start-up financing process. It can be used effectively in management- and finance-related subjects for graduate students taking introductory topics in entrepreneurship and entrepreneurial finance, as well as introductory executive education courses in entrepreneurship, entrepreneurial finance and VC.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 February 2024

Katherine Campbell, Dee Ann Ellingson and Jane M. Weiss

The theoretical basis for the case is information asymmetry and signaling theory, with buybacks providing a mechanism for reducing information asymmetry between management and…

Abstract

Theoretical Basis

The theoretical basis for the case is information asymmetry and signaling theory, with buybacks providing a mechanism for reducing information asymmetry between management and investors. The controversy surrounding buybacks has led to political and regulatory scrutiny, which, consistent with evidence from academic research, may affect corporate behavior.

Research methodology

The compact case is based on secondary, public information about stock buybacks. All sources used are cited in-text, with full citations included in the references section at the end of the teaching note.

Case Overview/Synopsis

Stock buybacks, a means of providing returns to shareholders, have recently received increased scrutiny by politicians, media and shareholder activists. Proponents have argued that buybacks result in efficient allocation of capital by returning funds to shareholders, whereas opponents have criticized buybacks for enriching executives, providing tax advantages to shareholders and contributing to income inequality. Corporations did not curtail their use of buybacks after the Inflation Reduction Act of 2022 imposed an excise tax. The case frames the buyback debate in current events and focuses on the buyback activity of Apple. The case provides students the opportunity to analyze alternative ways that companies can provide returns to shareholders, evaluate impacts of buybacks on corporate stakeholders and appraise the reasons for, and implications of, current controversy regarding buybacks.

Complexity/Academic Level

This compact case is appropriate for upper-level undergraduate or graduate courses in financial accounting, tax and finance. This case provides an opportunity to analyze and evaluate stock buyback decisions in the context of the current controversy related to buybacks.

1 – 10 of 475