Search results

Radio Mirchi is the flagship brand of Entertainment Network India Limited (ENIL). ENIL is the largest private FM radio broadcaster in India. ENIL was able to gain a stronghold in the market due to its strengths of innovativeness and creative content, large operating network, reach among listeners, high quality studio and strong advertisement sales capabilities. The case discusses Radio Mirchi's entry into the Kolkata market in 2003 amidst the competition from three other players—Red FM, Aamar and Power. Kolkata occupied a prime place in the company's growth plans. The case discusses the dilemma faced by the company on developing the entry strategy. Its top management has to decide on the market segment(s) it should target, and the design of the product.

The case describes how Radio Mirchi dealt with competition in the Bangalore FM radio market. Radio Mirchi's market share in Bangalore started declining within a few months of its successful launch, following the entry of new competitors in the market. The case discusses strategies adopted by the company to regain its market share and become the market leader. It describes the initial product offering of the channel, why it felt the need to redesign its product mix, and eventually how the company changed its product offering. The focus of the case is on the dilemma faced by the organization while shifting to a new product and service design in the face of emerging competition. The case highlights the importance of continuously monitoring the market environment and developing a keen understanding of the consumers' behaviour for an organization to gain and sustain its leadership position in the marketplace.

This study aims to use a variant from the family of discrete choice models, i.e. the logit model, to analyse the relationship between the Y dependent and X explanatory variables. This model addresses the linear probability model's main drawback by constraining the probabilities of the Y outcome between 0 and 1. The logit model also offers an extra advantage, in that it can provide odd ratio estimations.

This is a compact case written specifically to teach statistics, econometrics and research method. It has an accompanying data set for the case-users to do hands-on statistical analyses. The data set has been collected from a questionnaire survey from the students enrolled in Attitune, i.e. the music school that the case protagonist founded.

The case revolves around a relatively new music school, Attitune Music, established in July 2017 in the heart of the capital city of a northern state in Malaysia. Michael Lee Wei-Pin was the founder of Attitune Music Sdn. Bhd. He was also one of the four music instructors of Attitune Music. His speciality instruments were the guitar and the piano. The case opens with the case protagonist, Michael, pondering over Attitune’s performance in terms of its music students’ enrolment. Attitune faced a major challenge – its student enrolment had remained more or less constant since its establishment. Low and/or constant number of students could ultimately translate into stagnant or even worse, shrinking revenues for Attitune. To attract more students, Michael had been toying with the idea of injecting new elements into Attitune’s music lessons, something different from what other music schools were offering and that could be unique selling points for Attitune. With this in mind, Michael surveyed Attitune’s students to gather information that could help him gauge the potential and feasibility of his idea.

This case is well positioned to be perhaps the pioneer Malaysian teaching case to be written to teach courses in statistics, econometrics and research methods. The case can be easily adapted to teach at either the introductory or at an advanced level.

The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.

The subject areas are marketing management and brand management.

The study is applicable to post-graduate brand management course and post-graduate marketing management course.

In December 2015, Justine Cullinan, station manager of 5FM – a commercial, national music-radio station – reviewed the listenership and revenue figures for the year. When she took over as station manager in October 2014, 5FM had been through a three-year period of sharply declining listenership and revenue. Since then, by growing 5FM’s online community and adjusting the station’s overall strategy, the tide of decline had slowed. 5FM’s limited marketing budget prevented it from attracting listeners through traditional marketing avenues. Cullinan wondered how she could grow audiences and revenue and forge a new way for radio to benchmark success in a world where online communities were ever more important.

At the end of this case, students will understand the following concepts: brand awareness; brand promise; brand communication; and brand revitalisation strategies.

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

Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy.

This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive.

This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands.

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

In an effort to save his business, Paul Marciano, the owner of Italian family restaurant Maria’s Ristorante, runs a number of experiments focused on improving the customer experience around his target customer segment. These experiments lead to a better understanding about his business and cause him to make specific changes to his business model that ultimately improve things across the board. The experiments are based on research from the academic literature on the use of behavioral variables to manage customer perceptions.

At the end of this study, students should analyze the re-orientation of innovation music business model strategy to create a new market using the Blue Ocean Strategy of Sun-Eater Records Company. Furthermore, they should be able to implement the business model transformation in the music industry in this digital media era based on data and technological capability. Students should analyze the digital content strategy that is relatable and relevant to music customers/users through content creation. Finally, they need to create the content strategy applicable to promotion and marketing innovatively in the music business.

This study analyzes how a Jakarta-based independent music company, Sun Eater Records, changed its strategy in response to the Covid-19 pandemic. The adverse effect of the pandemic on this company included a massive drop in sales of products and revenues from tours, festivals and outdoor music performances. Music industry stakeholders were confused and frustrated because of the restriction and the implementation of the social distancing policy, as most of their business models depended on live music showcases and selling records. The protagonist of this study, Kukuh Rizal Arfianto, is the director and co-founder of Sun Eater Records. Kukuh’s experience during the pandemic is used to capture the dilemma faced by the music industry players in Indonesia. This agile businessman transformed this music company by embracing digitalization. Inspired by the business models of Disney and 88 Rising (Music Management), Sun Eater Records developed various derivatives digital products. The company did not only sell music through digital content, it also developed several complementary products with music as their main theme. These innovative creations include mini-documentary, virtual concerts, compilation albums serial, digital comics, and Covid-19 Campaigns. The company is quite active in leveraging digitalization to survive in this business compared to other industry players. This study provides communication and design students opportunities to analyze how to draft an effective content strategy in the industry, in this case, the music industry.

This case is designed mainly for Management, Innovation, and Digital Communication course at the Bachelor's level program.

Teaching notes are available for educators only.

CSS 11: Strategy.

Appendixes for the case study, teaching notes with figures and suggested chart plan schema.

Students are expected to learn the use of networks for market growth; types of network connections; and ways to achieve international expansion through networks’ relations.

This teaching case describes the internationalization of an emerging country artist, the Brazilian singer Anitta, who seeks to expand her audience in foreign markets, while dealing with maintaining the public in her home country.

Recommended to International Business disciplines in specialization courses.

CSS 5: International Business.

This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.

Helmut Schmidt, product manager for Hohner Musikinstrumente GmbH & Co. KG, the world's foremost manufacturer of harmonicas, accordions, melodicas, and ukuleles, was sitting at his desk reviewing his first assignment from the company's senior executive team. Schmidt had been asked to calculate the break-even point for the company's flagship product, the Marine Band harmonica, under a number of different scenarios.

After completing the exercise, students should be able to:

• Calculate unit contribution and margin

• Calculate break-even units and market share

Calculate unit contribution and margin

Calculate break-even units and market share