Search results
1 – 10 of 26Vinit Vijay Dani, Avadhanam Ramesh and Bikramjit Rishi
After working on the assignment questions, the learners can achieve the following learning outcomes: understand the buying behavior towards sustainable products in the context of…
Abstract
Learning outcomes
After working on the assignment questions, the learners can achieve the following learning outcomes: understand the buying behavior towards sustainable products in the context of mindful consumption and product characteristics, appraise the market segmentation and positioning strategy of a sustainable business, understand the application of 5C’s framework for a sustainable business and critically evaluate a new sustainable business’s challenges in the emerging business environment.
Case overview/synopsis
Dr Joe Fenn, founder and director of PFoods, with extensive experience in the pharma industry overseas, observed a decline in the consumption of traditional dairy foods. Alternative plant foods come as a savior to people who are lactose intolerant and offer a host of health benefits with low environmental impact. Riding on the waves of veganism and sustainable foods, he saw an opportunity in India. PFoods developed and launched two products, namely, Just Plants (plant-based milk alternative) and Plotein (plant-based protein alternative), in collaboration with scientists at the Indian Institute of Science, a premier scientific institution in India, and PMEDS (PreEmptive Meds), a US-based nutraceutical Company. PFoods launched and pilot-tested Just Plant, a dairy alternative substitute for milk in select reputed organizations in Bangalore. The upcoming challenges for Fenn would be to select the right segment, educate the market and position the product that would resonate well with the target customers.
Complexity academic level
The case study suits undergraduate and graduate courses such as marketing management, sustainable marketing and sustainable business. The case study can also be used in entrepreneurship management and entrepreneurial marketing courses to introduce the challenges of a sustainable startup. The case study highlights the marketing challenges faced by the disruptive and growing plant-based foods or alternative dairy industry in emerging markets.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
Details
Keywords
Shailavi Modi, Vedha Balaji, Pallavi Datta and Yugantar Singh
The case study incorporated a combination of primary and secondary data collection approach. The authors interviewed Dr Varghese, the co-founder of Sunbird Straws and the…
Abstract
Research methodology
The case study incorporated a combination of primary and secondary data collection approach. The authors interviewed Dr Varghese, the co-founder of Sunbird Straws and the protagonist in this case study. In addition, secondary data was obtained from various sources such as newspaper articles, journal publications and company reports.
Case overview/synopsis
On a rosy and vibrant morning in 2017, Dr Saji Varghese, a professor at Christ University in Bangalore, stumbled upon a curved coconut leaf on the campus resembling a straw. This sparked his motivation to transform coconut leaves into a natural straw, prompting him to initiate experiments with coconut leaves in his kitchen. The process of boiling and straining leaves became his method for crafting an eco-friendly straw. After numerous attempts, he successfully produced straws from coconut leaves, introducing a distinctive and creative concept incubated at IIM Bangalore. These unique straws, crafted by Varghese, prioritised environmental friendliness and were also crafted entirely from biodegradable materials, free from harmful chemicals. These straws demonstrated durability in hot and cold beverages for up to 3 h, maintaining their integrity without becoming soggy or leaking. As the business flourished, it reached a critical juncture. The primary challenge centred around product marketing, mainly due to consumer unfamiliarity with such sustainable straws. This was a product that also fell under the category of low involvement for consumers. Raising awareness about the product and persuading consumers to purchase presented a significant hurdle. In response, Varghese assigned his team to develop cost-effective marketing strategies. Given the start-up nature of the business, advertising budgets were constrained, and the objective was to achieve a positive return on advertising spend for every investment in advertising the product. In addition, the focus was on increasing the likelihood of selling the straws on both business-to-business and business-to-consumer levels. In this case study, Varghese’s role and predicament exemplify the delicate equilibrium that entrepreneurs frequently grapple with, striking a balance between marketing strategy and return on ad spent to steer the trajectory of their businesses. It offered a valuable examination of the nuanced decisions marketers encounter as they strive for both profitability and customer-centric products.
Complexity academic level
The case study is relevant to the marketing discipline. All undergraduate and postgraduate-level marketing courses in higher education institutions can use this case study. It can also be used in integrated marketing communication or digital marketing classes. It can be used further in the hospitality and management fields. Also, online courses in marketing can include this case study.
Details
Keywords
Sanjeev Prashar, Harvinder Singh, Kumar Saurabh and Virinchi Acharlu Madanapalli
The case is intended to be used by post-graduate students of Management in the courses of Marketing Management and New Product Management. This case may also be used in other…
Abstract
Study level/applicability
The case is intended to be used by post-graduate students of Management in the courses of Marketing Management and New Product Management. This case may also be used in other courses like Consumer Behaviour and Strategic Marketing.
Case overview
Indian fast-moving consumer goods (FMCG) sector set to reach an astonishing INR165.62 trillion (US$3.6 trillion) by 2012 gave a tremendous opportunity to Hindustan Unilever Limited (HUL) to establish its footprint in all consumer packaged products. Dove, a brand of HUL, primarily catering to the premium segment of the market, launched Dove Elixir Hair Oil in November 2012 priced at INR185 (US$3.41) for 90 ml. This was five times higher than any other light hair oil in the market. The case brings out facts that describe market situations at that time and questions if a substantial market at higher end, for Dove hair oil, was available.
Expected learning outcomes
This case has been documented to help students understand the concept and applicability of brand extension strategy. The students shall learn the dynamics of this strategy in the market by answering the following questions: What are the factors that contributed to the growth of FMCG market in India? Evaluate HUL's decision to extend the brand Dove into other product categories? Was the market for Dove hair oil available at the higher end? What strategies should Dove use for its hair oil?
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
Keywords
Bikramjit Rishi and Soni Sharma
The purpose of this paper is to understand a new restaurant venture's target segment and create a consumer profile for the new restaurant; to design a positioning statement for…
Abstract
Learning outcomes
The purpose of this paper is to understand a new restaurant venture's target segment and create a consumer profile for the new restaurant; to design a positioning statement for the new restaurant; to appraise the marketing strategy and suggest improvements in the marketing mix of a new restaurant venture in the new normal; to discuss the augmentation of services by a new restaurant to compete effectively in the market; and to identify and discuss the vital marketing steps for opening a restaurant in the new normal.
Case overview/synopsis
Kelvin, an ambitious and budding restaurateur, had high aspirations with great plans. V café was his first running venture. The income from V café was not enough to improve his social position. He wanted to open a new restaurant (Haikou) and earn more. Kelvin was well aware of COVID-19's current condition and its severe implications for the restaurant business. He did not have any experience in marketing a restaurant. So he was puzzled about understanding the target segment, positioning and marketing mix of the proposed restaurant in the new normal.
Complexity academic level
The case will cater to business management students pursuing a postgraduate management program. The case can be applied in Marketing Management, Entrepreneurship, Hospitality Management and Services Marketing courses. The prerequisite for this case is a basic understanding of marketing concepts.
Supplementary materials
Supplementary materials teaching notes are available for educators only.
Subject code
CSS 8: Marketing
Details
Keywords
Fruitzone India Limited was the Indian subsidiary of the multinational company Gypsy Inc., the global leader in the beverages industry. The company was contemplating the launch of…
Abstract
Fruitzone India Limited was the Indian subsidiary of the multinational company Gypsy Inc., the global leader in the beverages industry. The company was contemplating the launch of a new flavour of fruit juice and decided to conduct a feasibility study. It hired an external market research agency, India Monitor International (IMI) to conduct the market research. This case discusses the exploratory phase of the research conducted by IMI. This case is useful for participants in the Business Research Methods, Market Research and Qualitative Research courses.
Details
Keywords
Abd Latiff Sukri Bin Shamsuri, Ponmalar N. Alagappar and Dileep Kumar
Entrepreneurship, Strategic Management, Organizational Change Management.
Abstract
Subject area
Entrepreneurship, Strategic Management, Organizational Change Management.
Study level/applicability
Postgraduate and undergraduate students.
Case overview
Restoran Minang Plus is a self-styled family-owned and managed restaurant featuring a gamut of Malaysian Negeri Sembilan and Indonesian Padang dishes. The eatery establishment has sailed the food industry waters successfully since 2004 and currently has five branches. However, there are certain imperatives they have to institute to integrate their entrepreneurial challenges with organizational change management. The nature of the forces in the competitive restaurant landscape requires a continuous rethinking of current strategic actions, organizational change, communication systems, motivation, asset deployment and strategic flexibility to respond quickly to changing conditions and thereby develop and maintain a competitive advantage. The question is how do they integrate this organizational change management to their entrepreneurial challenges with a view to achieve and maintain competitive advantage?
Expected learning outcomes
The expected learning outcomes are as follows: understanding managing diversity by looking at the different categories of diversity, that is, generic characteristics and learned characteristics that influence work attitudes; explaining how fostering learning and reinforcement can help in increasing job satisfaction; describing the basic motivational needs of the employees and how it can help in increasing job performance; understanding how an entrepreneurial firm can maximize its firm performance through effective change management; and understanding the importance of strategic management in an entrepreneurial firm.
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
Keywords
Babulal Yadav and Abhinandan K. Jain
Trouble was brewing for Nestle in India with a lab test finding MSG in Maggi noodles, a product brand which had been adjudged ‘most powerful’ and ‘most trusted’ in India;it was…
Abstract
Trouble was brewing for Nestle in India with a lab test finding MSG in Maggi noodles, a product brand which had been adjudged ‘most powerful’ and ‘most trusted’ in India;it was being banned in different parts of the country. Paul Bulcke, CEO of Nestle SA, arrived in New Delhi to face the heat and take necessary damage control measures. The case challenges the participants to review the events leading to a total ban on all the nine variants of Maggi noodles imposed by FSSAI, the Indian Regulator, by Nestle India. It also challenges them to suggest ways of taking care of the business in future in India as well as its effects in other countries.
Details
Keywords
Praveen Gupta, Ankita Nagpal and Diksha Malik
Students after reading the case will learn about the issues and challenges of expansion in emerging markets. Global expansion versus multinational expansion. Stardardization…
Abstract
Learning outcomes
Students after reading the case will learn about the issues and challenges of expansion in emerging markets. Global expansion versus multinational expansion. Stardardization versus localization. Socio-cultural aspects in international marketing. Leadership succession in multinational companies.
Case overview/synopsis
The case is about Starbucks’ journey of global expansion. It focuses on challenges in emerging markets. It also talks about the challenges to new CEO Kevin Johnson post stepping down of iconic leader Howard Schultz.
Complexity academic level
MBA Executive MBA Specialisation in Strategy, International Marketing.
Supplementary materials
Teaching Note are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 5: International Business.
Details
Keywords
Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in…
Abstract
Learning outcomes
Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in India and China; and to understand how adaptability can create a new competitive advantage in emerging markets.
Case overview/synopsis
The case study enables discussion about the global strategy of a well-established multi-national company, IKEA in an emerging market. IKEA is a well-established and well-known brand in the international market in furniture retailing. It has decided to make a debut in India in 2017 with its first store in Hyderabad. However, it was yet to open it in 2018. The case emphasizes upon understanding the global strategy of IKEA, positioning itself in the fragmented Indian furniture industry, managing differences in emerging markets and adapting to the local environment of the particular country. The case highlights how adaptability can create a new competitive advantage in managing global strategy in different countries of emerging markets.
Complexity academic level
This case study is developed for post-graduate management programs as an MBA, Executive MBA and executive development programs.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…
Abstract
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.
Details