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▪ Students learn how an educational institute impacts water resources on the campus and its surrounding community.

▪ Students acquire knowledge on how decision-making, related to natural resources, is influenced by the institute’s obligations towards surrounding communities and the long-term sustainability of the resources.

▪ Students become acquainted with the decision-making process adopted by an educational institute for achieving resource-efficient development on the campus.

▪ Students learn how to design evaluation methods for investments related to water conservation at an educational institute.

▪ Students become proficient with the payback method specifically when evaluating water-enhancing projects at an educational campus.

Dr Ajit Parulekar, Director at Goa Institute of Management (GIM), Goa, India, was evaluating options to improve the sources of water at GIM at the beginning of 2021. He was reviewing the projects proposed to meet the water requirement at the campus for the next five years (2021–2025). The projects were recommended by consultants (ENV Consultants Pvt Ltd) who proposed a total expenditure of US$68,667 which involved storage enhancement and water table upgradation (See Case Exhibit 11). The maintenance department had studied the plans but their projections showed that the execution of these projects and initiatives would still lead to a deficit of water in the future. Dr Parulekar reviewed the reports and weighed the expected tangible and intangible benefits from the proposed projects. The projects had to be carefully selected, keeping in mind the multiple objectives to be met: an increase in water supply within a short time, a financially optimum investment and a minimum impact on the surrounding community. The selected projects had to meet the long-term sustainability objective of resource efficiency at the campus.

Students studying finance, project appraisal, campus sustainability at graduate or postgraduate management programs.

Teaching notes are available for educators only.

CSS 4: Environmental Management.

The case is intended to assist students to:1. understand the customer’s purchase decision with reference to channel values;2. evaluate and assess the channel strategy using conventional and digital channels; and3. design the channel strategy for start-ups in emerging markets.

The subject area for this teaching case was marketing management. The teaching case could be used for the undergraduation and graduation levels of students. The case was about the marketing channel strategy of a small start-up boutique called Chirmi in India, with the theory of consumption values explained. In this case, primary data was taken directly from Chirmi, whereas secondary data for market analysis was taken from various reports, articles and other sources. Because the owner provided the records and documentation, the account was therefore substantiated by the collected first-hand information. The case uses quantitative methods to make students understand the channel arithmetic and consumption values of all the channels used by Chirmi.

In the course of core marketing classes at the undergraduate and graduate levels, this case may be used. The case addresses the channel structure, including wholesaling, retailing and e-commerce. Distribution channel management, the theory of consumption values and e-commerce marketing management are explained. Evaluation of channel strategy, design, implementation and management is emphasized.

Teaching notes are available for educators only.

CSS: 8: Marketing.

The hot breakfast cereal division of Quaker Oats was in serious decline, and the increasing American preference for speed and convenience at breakfast did not bode well for the category. The senior VP overseeing the hot breakfast division has been given an ultimatum by the CEO to turn the company's namesake product line around. She develops a marketing plan, but will it work?

To analyze a mature product category within the context of its competition and consumer trends, and apply several aspects of brand management and marketing strategy to maintain market share in the face of changing consumer preferences and intense competition.

The questions raised in the case study could escort a classroom or online discussion for understanding licensed product consumption motives among the internal workforce.

Despite the Asiad (an abbreviation of Asian Games) being organized in the most populous continent, its financial profitability is minimal compared with the summer Olympic Games and other major sporting events. Thereby, Asiad board members are seeking to understand how they can target the right segment via licensed products. This will ultimately increase licensed product sales. On July 1, 2017, a board meeting was held in which the licensing product manager, Young Lee, proposed to target the internal workforce via licensed products based on 17th Asiad’s data and previous literature. Lee analyzed the attributes of licensed products sold at 17th Asiad and its psychological connection with the internal workforce. Hence, the purpose of this case study was to decipher the internal workforce feasibility as the right segment to target via licensed products for Asiad's management. The case study’s primary data was collected via IB worldwide (now Galaxia SM CO, Ltd), one of the leading sport marketing organizations in South Korea. The IB worldwide (now Galaxia SM CO, Ltd) signed an exclusive product license agreement with the Incheon Asian Games Organizing Committee jointly and individually with the Olympic Council of Asia to produce licensed products (e.g. Mascot dolls). This realistic case study should be understood through the lens of symbolic interactionism. Finally, this study is important to consider because the internal workforce licensed products consumption has gained little attention in sports marketing literature.

The case can be taught in marketing research and consumer behavior courses.

CSS 8: Marketing.

Teaching notes are available for educators only.

Marketing, International Business, Strategy, Packaging, Promotion.

Graduate students.

This case is recommended to master's students studying consumer behaviour, products strategy, brand activation and international business. Practitioners in the food industry, design and advertising industry may also find this case interesting. Policymakers looking at mobility of products across borders may also consider this case interesting.

This paper explains the role of packaging in brand and product strategy; describes how packaging can give a competitive advantage in the fast-moving consumer goods category; relates consumer insights to strategy using packaging to achieve market objectives like penetration, market share increase, engagement and loyalty.

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Marketing.

This case is oriented to undergraduate (BA) students taking courses in marketing strategy, branding, new product development and market research.

This case deals with the events surrounding branding and positioning of a compact fluorescent lamp (CFL) by a multinational company settled in Mexico. After working in a private–public partnership (PPP) that deployed millions of CFLs in the Mexican market, the company is now striving to understand customer repurchase behaviour. The company executives are struggling with product, technology, and distribution issues. Their primary task is to develop an appealing marketing strategy and a tactical plan in the context of reduced budget and sceptic customers.

This study's task is to enhance student's ability to perform functional marketing analysis; to frame issues according to a given business model to solve the problems that organizations face in developing innovative products; and to propose alternate courses of action and formulate competitive marketing strategies.

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Consumption and consumer behaviour are driven by social and cultural factors. The global movement against racism and skin colour bias has created a situation where companies need to relook at the way they are marketing skin lightening and cosmetic products in an emerging economy like India.

The case study was developed by collecting data from news articles and published research.

Johnson and Johnson in June 2020 decided to stop selling products under the category of Skin lightening popularly known as fairness creams in Asian markets, especially India. This created a dilemma for popular brands like Hindustan Unilever (HUL), Loreal and Procter & Gamble which have brands under this category. Among all these brands the biggest challenge is for HUL which is a major player in this segment. The case discusses the cosmetic industry in India and how HUL responded to this situation.

The case is intended for use in graduate-level courses in consumer behaviour, new product development, integrated marketing communication and marketing. Market environment, cultural and social factors and the importance of considering these factors in developing the product and marketing strategy is the focus of this case.

The case is meant for teaching business management students at the Postgraduate and Executive levels. It can be incorporated in the marketing management, entrepreneurship and international business course curriculum.

Since its inception in 2015, VAHDAM India had carved a niche for itself in the Global Tea Industry in a span of just seven years. The 29-year-old Founder-CEO, Bala Sarda was the first to create India’s largest born-global direct-to-consumer (D2C) premium wellness brand by bridging the gap between demand and supply of the country’s finest teas and superfoods globally. The venture also became a poster child for sustainability by strengthening its green credentials over the course of time.Having attained profitability in FY21, VAHDAM now aims to become a ₹500 Cr. brand by FY24. To push the goal across the line, channelisation of marketing will take centre stage. The case highlights the management’s dilemma of using green marketing as the pivot for increasing its market share in the emerging economies and boosting revenue. The underscored opportunities and challenges have to be addressed so as to formulate a green marketing mix suitable for the emerging market scenario.

Participants will develop an understanding about the evolving consumption landscape inclining towards eco-friendly wellness products and the relationship between green marketing mix, brand equity and its channelisation towards revenue generation. They will also get an overview of marketing challenges faced by a premium D2C wellness brand while entering an emerging market. The readers shall be able to analyse and suggest ideas for the formulation of an effective green marketing mix to meet the consumer expectations and achieve desired brand positioning.

Teaching notes are available for educators only.

CSS 8: Marketing

This case is about “Red”, a cross-border e-commerce platform developed from a community which was built to share overseas shopping experience. With sharp insights into the consumption behavior of urban white-collar women and riding on its community e-commerce advantage, “Red”, a cross-border e-commerce startup, pulled in three rounds of financing within just 16 months regardless of increasingly competitive market. On the other hand, well-established platforms such as T-mall International and Joybuy also stepped in, and their involvement will also speed up the industry integration and usher in a reshuffling period. Confronted with the “price war” started by those e-commerce giants, in what ways can “Red” adjust its shopping experience and after-sales services to enhance the brand value and sharpen its edge?

Emerging markets – marketing and business strategy; social entrepreneurship; opportunity identification; frugal innovation.

MBA; marketing management; specialis ed courses such as entrepreneurship and international marketing. Data rich case, but analytical difficulty is only moderate.

Reboot Systems was conceived as a reverse engineering/refurbishing company for used computers when Rahul Chowdhury and Subbarao came in contact with Anand Tater who had started a small business in the used computer market. The team recognised the potential of the refurbished computer market in India, which was largely unorganised with penetration of personal computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide, caused by lack of affordability and accessibility, by providing inexpensive “as good as new” used computers to those who aspired to own a computer. Additionally, in extending the life of used computers on a large-scale through “frugal innovation”, they hoped to reduce the extent of e-waste generated in the economy. This case provides a rich description of an emerging market characterised by market heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must tackle these problems at the grass-root level and come up with improvised solutions that address the unique needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges were in building a viable strategic approach to the market and ensuring scalability in a sustainable way.

An understanding of the characteristics of an emerging market from a macro (environmental) as well as micro (industry specific) perspective, an appreciation of opportunity identification and improvisation in emerging markets as well as differentiating “frugal” innovation from the idea of “Jugaad”, an understanding of the role of strategic vision and mission in accomplishing social and business objectives, an understanding of how to develop sustainability and competitive advantage from a social as well as business perspective.

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