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The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process.

The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies.

After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case.

The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process

Teaching notes.

Husk Power Systems, a young but widely celebrated firm based in India, needs $1.5 million to $2.5 million of expansion capital to grow quickly beyond the small footprint it had established in northeast India. It was a successful green-energy enterprise that aimed to provide electricity to millions of rural Indians in a financially viable way. With 10 “mini power plants” that used rice husks as a fuel source and a presence in 25 isolated Indian villages as of April 2009, the company's goal was to reach 350,000 to 400,000 consumers in 400 villages by the end of 2011. It was offered a convertible-note financing structure by a cleantech private equity firm and needed to assess whether it suited the company's and founders' interests.

This case was designed for and is used in Darden's Entrepreneurial Finance and Private Equity elective. With less of a focus on the financials, the Husk case has also been used in other Darden courses such as Social Entrepreneurship and Global Economies and Markets in a module focusing on emerging markets.

Besides the metrics developed to measure the impact of the video campaign run by the company, the case has serious practical implications for all companies in emerging markets selling budget/low-cost products. Marketing managers can take note of these key performance indicators in evaluating the success of their social media campaigns.More importantly, students need to understand how the campaign managed to integrate uninitiated and less-privileged consumers to the world of social media with aspirational sentiments.

The case deals with a digital media planning activity for a low-cost handset company based in India. TRIVIA International Ltd is a manufacturer and marketer of smart phones and feature phone in the price range of below US$70–100 and US$20, respectively. The phones cater to low-income consumer bracket, which forms the vast microcosm of India. The consumer base is huge, but the purchasing power is very low, so they are at times referred to as the micro-consumer in Bottom of Pyramid approach. To approach this consumer base, Trivia planned a very engaging campaign on social media that yielded positive results, contrary to popular belief that only high-income individuals explore the social media intensively through their smart phones. The chapter ends with a set of recommendations for all digital managers who want to analyse their campaigns effectively via awareness, sentiment and engagement metrics.

The case is meant for all post graduate programs in Business Management, which include the MBAs, Masters in Business Administration and the Executive Development program for managers. The case can also be used in Part Time Business Management programs held over weekends for working professionals. Most likely the students are going to handle this case in their second year of a full-time program or at an advanced level of their career development programs. The subjects so mentioned here were offered as electives or areas of specialization. It is presumed that the students undergoing these courses have basic understanding of marketing management.

Teaching notes are available for educators only.

CSS 8: Marketing.

Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and transparency to build sustainable relationship in B2B context, and efficient service delivery.

Undergraduate and graduate students in marketing, business administration, strategy, retailing, B2B marketing, services marketing and general management courses. Also, it can be used for executive management/training programmes.

The case focuses on an existing scenario of a natural gas business in Gujarat, India, in order to provide understanding of marketing challenges, especially in the B2B context, faced by organisations in this evolving business environment. The case examines the strategies and policies implemented by the company and their impact on the customer. The case presents reactions and responses from the concerned customers. The case illustrates the criticalness of understanding customer expectations and designing and delivering customer centric strategies to sustain market leadership in an evolving and competitive market.

The case study enables the students to understand and analyse: the current business environment; the important factors impacting natural gas business; economic analysis of energy; opportunity and challenges for doing cleaner and greener business; role of cleaner fuel to reduce carbon footprint; and carbon credit impacting top line and bottom line of a customer. The case provides students the opportunity to understand and analyse the importance of switching costs to acquire a new customer; and devising and implementing marketing strategies to expand customer base and enter into new territories.

Teaching notes.

After a massive storm hit the northern Illinois service area of electric utility Commonwealth Edison on July 11, 2011, more than 900,000 customers were left without power during a hot, humid summer. ComEd crews and reinforcements from more than a dozen other states worked for days afterward to restore service. Meanwhile, the company's months-old social media strategy faced its first major test. The eChannels social media team, part of ComEd's customer operations division, worked around the clock to respond to posts from customers on social networking sites Facebook and Twitter. At a time when the company faced public debate and criticism over its plan to raise electricity rates, in part to invest in smart-grid upgrades, engaging directly through social media was a way to strengthen relationships with customers and the general public, consistent with an important corporate goal: “Keep the lights on and information flowing.”

After discussing the case, students will:

• Develop an appreciation for the role social media can play in shaping a company's reputation

• Understand how companies can use social media to engage customers directly in order to protect their reputations

• Understand the role these interactions with customers can play during a crisis situation

• Recognize the added reputational risk when a company's core business is directly impacted by a natural disaster

Develop an appreciation for the role social media can play in shaping a company's reputation

Understand how companies can use social media to engage customers directly in order to protect their reputations

Understand the role these interactions with customers can play during a crisis situation

Recognize the added reputational risk when a company's core business is directly impacted by a natural disaster

In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although Harley-Davidson had a record sales year in 2006 and had maintained a commanding share of the heavyweight motorcycle market for the previous decade, it needed to take new action to sustain its growth.

Richer needed to deliver a new generation of riders and a more diverse customer base, all without losing current Harley-Davidson customers. He also knew that he could not relax: the average tenure of a CMO in 2007 was only 27 months and a complete new product development cycle would take a minimum of four years.

After analyzing the case, students should be able to:

• Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research

• Understand the power of leveraging existing assets as opposed to innovating new products

• Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research

Understand the power of leveraging existing assets as opposed to innovating new products

Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

In late 2019, Dr. Hiroaki Kitano, the president and director of research at Sony Computer Science Laboratories (Sony CSL), had decided he would be stepping down from his position soon. Sony CSL, a small blue-sky fundamental research facility funded by Sony, had always operated on the strength of the trust between Sony's CEO and the lab's director. Sony had been hands-off in its management, leaving Kitano to hire, fire, fund, and evaluate the lab's researchers and project portfolio at his own discretion. Now that he was stepping down, however, he worried that Sony CSL could not withstand his departure. Kitano wanted to make a transparent plan for the organization's future before he handed off Sony CSL to his successor. That plan involved three key decisions. First, what should be the optimal structure and governance of Sony CSL? Should it maintain its independence and autonomy, or should it align more closely with Sony's business priorities? Second, how could Sony CSL scale its impact on Sony and society at large, given its small size? Finally, should Sony CSL establish some standard methods of measuring project success and strength of the portfolio? In making these decisions, Kitano wanted to ensure that he preserved the unique culture that had allowed Sony CSL to pursue path-breaking research and innovation.

The case explores the similarities and differences between social media campaigns launched by Nissan and by Tata Motors to stimulate sales for models of their cars in India. The Nissan campaign allowed consumers to compete to star with Ranbir Kapoor, a Bollywood star and spokesman for the Nissan Micra, in a short film featuring the Micra as the hero. The Tata campaign launched India's first social streaming show, in which select teams of consumers participated in an Amazing Race-style road trip competition in different regions of the country. Both campaigns made extensive use of Facebook. Students are tasked with evaluating the two campaigns in terms of their fit with the communication objectives of each company and their effectiveness on a variety of metrics. The case includes links to advertisements and other video material. Although the case is written to be used independently, it also would work well in combination with the “Positioning the Tata Nano (A) and (B)” cases.

After analyzing the case, students will be able to:

• Align and design social media campaigns against a brand positioning

• Set clear consumer attitude or behavioral and strategic brand objectives for social media offerings

• Use objectives established in advance to create performance metrics for social media programs

Align and design social media campaigns against a brand positioning

Set clear consumer attitude or behavioral and strategic brand objectives for social media offerings

Use objectives established in advance to create performance metrics for social media programs

Ronaldo Art, brand manager for J&J’s Listerine, reflected on the progress he had made in market penetration for the oral hygiene product from the time he started in the position in 2010 to late 2014. He wanted to develop a long-term strategy for the brand rather than stimulating short-term increases in market share, which could compromise the equity of the brand, its profitability, and its long-term competitive advantage. This case has been used in Darden’s second-year course “Marketing Metrics and Integrated Marketing Communications” and would work well in any course module focused on brand management and brand strategy.

In December 2015, 196 countries will meet in Paris to reach a new global climate change agreement. This case looks at the climate negotiation process from the eyes of India's environment minister Mr Prakash Javadekar. In India's context, the energy sector has a big role to play in emission reduction as it is the largest emitter of the GHGs. When compared to US and China, India's per-capita emissions are miniscule but they are expected to rise substantially as the GoI is investing heavily in the infrastructure sector which has a substantial carbon footprint. The case discusses the mandatory emission cuts that India will announce considering the fulfillment of sustainable development goals. The case also points out, the government's promise of providing 24*7 electricity by 2019 which it feels can be an impediment in setting an aggressive emission cut target. The case questions if changes in the portfolio mix can be a part of the solution.