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Marketing in an emerging market.

The case is aimed at MBA students in a marketing strategy class on marketing at the bottom of the pyramid or on branding.

A young brand manager faced the challenge to increase drastically a brand market share to 8 per cent in 2015 in a context of a new emerging market with large number of consumers living with no more than US$1.25 a day.

Expected learning outcomes are as follows: to familiarize students with emerging markets characteristics; to illustrate the challenges of marketing a brand to local consumers with limited financial resources to craft a marketing strategy for Pepsodent with a clear positioning, allowing the Pepsodent brand to differentiate itself and to leverage its brand equity; and to develop a marketing-mix aligned with the brand positioning.

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.

Microsign Products was established in 1979 by Mr. Nisheeth Mehta in the quiet town of Bhavnagar in Gujarat. The company commenced its operations to produce plastic fasteners, clips, clamps closures mainly used in electronic industries. In 2015, it had become the market leader in Western India and the whole and sole seller of many products such as adhesive clips and cables for large companies such as Honda, the Tatas, Siemens etc. Over the years Microsign diversified to meet the requirements of the automobile, defence, telecommunication, and packaging industries. Exhibit 1 shows the product list of Microsign. Operating from a single three storied building over the last 35 years, Microsign served clients from far and wide. The liaison office in Mumbai helped in the procurement of material and in marketing its products. In May 2015, Microsign moved to a 2000 square yard building on the outskirts of Bhavnagar. There was ample room for manufacturing, warehousing, shipping, and administration in the new premises of Microsign.

The blast at Beirut Port on the 4th of August was the cherry on the cake in a series of disastrous governmental failures manifested in the of lack of trust, an unprecedented economic crisis, hyperinflation, financial fallout, political bottle necks, toxic environmental situation and a vertical cleavage between the government and the people. The blast resulted in billions of dollars in losses both at the port and the surrounding Beirut area, destroyed more than 300,000 housing units, displaced their residents, ruined many artifacts of cultural heritage, injured thousands of people and killed hundreds. Definitely, it was a case of negligence in the storage of the Ammonium Nitrate, corruption, irresponsible leadership or all of these together. However, investigations are still underway to pinpoint the responsible individuals and to bring them to justice. This case looks at potential ways that could have prevented the blast, by questioning the reasons behind the non-voicing out of objections against the nature of the material stored unsafely for several years in Container 12 at the Port. Through the lens of Hadi Karim, a fictional character, the authors lead the readers to consider the disaster’s characterization, as well as applicable disaster management frameworks. The case also emphasizes the role of public leadership and leads the readers to consider measures and processes that could have been abided by to prevent the disaster.

Against the backdrop of the recent Beirut Port explosion, this case examines how events unfolded leading up to the tragedy, highlighting how it could have been avoided, as well as the managerial and ethical dimensions involved.

At the end of the case, students will be able to: 1. Characterize the disaster in terms of type and nature. 2. Analyze the blast by referring to the relevant disaster management frameworks. 3. Analyze the critical role of ethical and transformational leaders pre and post disaster. 4. Reflect on the role of employees in preventing disasters mainly through whistleblowing.

Shedding the light on an avoidable disaster, drawing lessons to avoid the occurrence of such events in the future, and raising awareness on disaster management and on whistleblowing as a tool in the ethical leader’s toolbox.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

This case introduces a framework for cost modeling. Two data sets (one for injection-molded plastic parts and another for compressors) allow students to apply the cost-driver framework in conjunction with basic spreadsheet and regression analyses. Although obviously applicable in a course on supply chain management, the case can also be used to teach competitive cost analysis for strategic decision making.