PromoSeven Sports Marketing

2011 ◽  
Vol 1 (1) ◽  
pp. 1-5
Author(s):  
Donelda S. McKechnie
Keyword(s):  
Marketing Strategy ◽  
Business Strategy ◽  
Emerging Market ◽  
Business Environment ◽  
Sport Marketing ◽  
Sports Marketing ◽  
Economic Downturn ◽  
Target Market ◽  
Event Management ◽  
Content Type

Subject area Sport marketing, sponsorship, marketing strategy, event management. Study level/applicability Undergraduate and Postgraduate Business and Management. Case overview This case discusses sport marketing within an emerging market business environment. PromoSeven Sports Marketing is the focus company. PromoSeven name is synonymous with major events particularly Emirates Airline Rugby 7s and the Olympic Council of Asia. The case highlights the challenges facing sponsorship, event management, sport marketing and PromoSeven's own business strategy after the 2009 economic downturn drew attention to Dubai's financial situation. Expected learning outcomes This case can be used to teach sport marketing, sponsorship, event management, and marketing strategy. It can also be used to identify target market segments for sports and the positioning that may appeal to those segments. Supplementary materials A teaching note is available on request.

DMart: driving growth in a changed business environment

2021 ◽  
Vol 11 (3) ◽  
pp. 1-31
Author(s):  
Swapna Pradhan ◽  
Smeeta Bhatkal
Keyword(s):  
Learning Outcomes ◽  
Initial Public Offering ◽  
Business Strategy ◽  
Emerging Market ◽  
Business Environment ◽  
Fiscal Year ◽  
Content Type ◽  
Academic Level ◽  
The Government ◽  
Public Offering

Learning outcomes The learning outcomes of this paper are as follows: to comprehend the unique features of the DMart business model, to understand the dynamics of the Indian food and grocery market, to analyse the reasons for the success of DMart, to analyse the financial health of a business by using financial ratios and to appreciate the effect of business and operating strategy on financial statements. Case overview/synopsis In September 2020, the management team of Pegasus Consulting (PS) – a boutique strategy consulting firm headquartered in Mumbai, India had convened a meeting to evaluate business options for future growth. Post the COVID −19 pandemic outbreak in India in March 2020; many industry sectors had been experiencing a general slowdown in business. Retail was one such sector identified, which had faced a slowdown. A recent Edelweiss report suggested a 39% dip in revenues of DMart stores that were owned and operated by Avenue Supermarts Limited (ASL). The PS team had been following the impressive growth story of DMart since 2017 when they had made a historic market debut with the initial public offering. Over the years the company had grown and emerged as one of the most valued listed retailers in the Indian retail space in the fiscal year 2019–2020. However, much had changed, as the imposition of the countrywide lockdown in March 2020. Based on the Government of India and local government directives nearly 50% of the stores had to be temporarily shut. The case highlights the dynamics of the Indian retail market with multiple players and formats and the changes in consumer behaviour. ASL had used its DMart Ready online app and DMart on Wheels to service the needs of its customers during the period of the lockdown. The PS team wanted to make a business consulting pitch to DMart to help them revive their growth trajectory. What could be the best advice that the PS team could offer to DMart in their pitch? Complexity academic level The case has been written with the objective of enabling the students to understand the dynamics of a rapidly changing emerging market. It is structured for use at a Master’s level course and an MBA audience in the subject of business strategy and/or retail strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Ballarpur Industries Ltd: aligning marketing strategy in a turbulent environment

2011 ◽  
Vol 1 (3) ◽  
pp. 1-19
Author(s):  
Joffi Thomas ◽  
Ashok Pratap Arora ◽  
Rajen K. Gupta
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Marketing Strategy ◽  
Business Strategy ◽  
Emerging Market ◽  
Paper Industry ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Local Companies ◽  
The Impact

Subject area Transforming a production-oriented firm into a marketing-oriented firm; aligning marketing strategy of local companies in globalizing emerging markets; creating sustainable competitive advantage. Student level/applicability Post graduate management courses in marketing management, strategic marketing, international marketing, business strategy. Case overview This case is about how the leader in the Indian paper industry, Ballarpur Industries Ltd (BILT), is proactively transforming a production-oriented firm to a marketing-oriented firm to compete in the globalizing emerging market scenario, in the wake of economic liberalisation. It requires the participants to evaluate the impact of marketing initiatives made, and align BILT's marketing strategy to leverage it's strengths and help create sustainable competitive advantage. Expected learning outcomes To understand the need for local companies in emerging markets to proactively align marketing strategy to build competitive advantage in the globalizing industry. Supplementary materials Teaching notes.

Panasonic life solutions: anchoring its future growth strategy

2021 ◽  
Vol 11 (1) ◽  
pp. 1-31
Author(s):  
Sonia Mehrotra ◽  
Uday Salunkhe
Keyword(s):  
Learning Outcomes ◽  
Business Strategy ◽  
Emerging Market ◽  
Business Environment ◽  
Management Team ◽  
Product Portfolio ◽  
Business Growth ◽  
Content Type ◽  
Sales Channels ◽  
New Business

Learning outcomes The learning outcomes of this paper is as follows: to explain the importance of rationalizing business operations to achieve efficiencies. To explain the importance of constantly re-inventing the product portfolio and the business for the survival and growth of the business. To discuss the use of product-market expansion strategies as used by businesses for growth and sustainability. To evaluate the internal challenges faced by a company as they adopt business strategies for business growth. To discuss a firm’s strategy to exploit significant opportunities in an evolving business environment. Case overview/synopsis Panasonic Life Solutions India Limited (PLSIND) an electrical products company with operations in India – an emerging market has set a Vision 2022 to achieve INR 69.21bn revenue target by the year 2022. PLSIND is marketed through the distributor business to consumer sales channel. To achieve the new growth targets, it was imperative for them to expand the product portfolio and explore marketing through the new business to business (B2B) and business to government (B2G) sales channels. Dinesh Aggarwal the Joint Managing Director of PLSIND was tasked with this responsibility. Both propositions depicted attractive business potential but at the same time came with additional risks of a longer sales/revenue cycle. PLSIND to a certain extent had ventured into new business projects with the launch of home automation, solar solutions for industries and smart street lighting business projects. In 2019, they also made a modest beginning by achieving revenues of INR 3.4bnn (constituting 10% of their aggregate revenues of INR 34bn) from B2B/B2G sales channels. Aggarwal believed that this was a good beginning. However, to achieve 2022 growth targets, they had to aggressively move forward with the new business strategy. Aggarwal had to work with the management team to gain acceptance and then to manage these additional risks for growth that came with this new business strategy. How could he win the confidence of the management team? How could he best reorganize the business teams and processes internally to enhance the required operational efficiencies for business growth? Complexity academic level This case is designed for business students at the MBA or executive MBA level courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Small and medium enterprises’ internationalisation and business strategy: some evidence from firms located in an emerging market

2014 ◽  
Vol 8 (2) ◽  
pp. 168-186 ◽  
Author(s):  
Syed Zamberi Ahmad
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Qualitative Data ◽  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Peninsular Malaysia ◽  
International Expansion ◽  
Content Type ◽  
The Government ◽  
Medium Enterprises

Purpose – The purpose of this paper is to investigate the international business strategy, key driving factors and the major barriers that may hinder the internationalisation progress of Malaysian small and medium-sized enterprises (SMEs). Design/methodology/approach – Based on the aims of the study, the paper encompasses both quantitative and qualitative data. For quantitative data, structured questionnaires were used, and a total of 216 SMEs that engaged in international business participated using purposeful sampling, covering all the states in Peninsular Malaysia. For the collection of qualitative data, the study involved in-depth interviews with 25 owners/managers of SMEs. Findings – The findings indicate that the motives of SMEs for international expansion are varied, and that SMEs still face many institutional challenges, which have prevented them from making a greater contribution. Research limitations/implications – Due to lack of resources, firms from West Malaysia were included. West Malaysian firms may well possess characteristics concerning the challenges and issues to internationalisation that are unique to their region. Originality/value – The paper addresses a knowledge gap in respect of the internationalisation process of SMEs in the context of Southeast Asia. The findings of this paper will have relevance for policymaking and supportive measures at the government level to create an environment that will stimulate the competitiveness of SMEs in their attempts for internationalisation.

scholarly journals International marketing strategies of emerging market firms

2018 ◽  
Vol 35 (2) ◽  
pp. 202-214 ◽  
Author(s):  
Nathaniel Boso ◽  
Yaw A. Debrah ◽  
Joseph Amankwah-Amoah
Keyword(s):  
Marketing Strategy ◽  
Emerging Market ◽  
International Marketing ◽  
Marketing Strategies ◽  
Future Research ◽  
Special Issue ◽  
Content Type ◽  
Theoretical Perspectives ◽  
International Marketing Strategy ◽  
Emerging Market Firms

Purpose The purpose of this paper is twofold: to publish scholarly works that extend knowledge on the drivers, consequences and boundary conditions of international marketing strategies employed by emerging market firms of all sizes and types; and to advance a narrative for future research on emerging market firms’ international marketing activities. Design/methodology/approach To achieve this agenda, the authors invited scholars to submit quality manuscripts to the special issue. Manuscripts that addressed the special issue theme from varied theoretical perspectives and methodological approaches were invited. Findings Out of 70 manuscripts reviewed, 7 are eventually accepted for inclusion in this special issue. The papers touched on interesting research topics bothering on international marketing practices of emerging market firms using blend of interesting theoretical perspectives and variety of methods. Key theoretical perspectives used include resource-based theory, internationalization theory, institutional theory and corporate visual identity theory. The authors employed unique sets of methods including literature review, surveys, panel data, and process-based qualitative and case-study enquiries. The authors used some of the most advanced analytical techniques to analyze their data. Originality/value This introduction to the special issue provides a review of the extant literature on the international marketing strategy of emerging market firms, focusing on summarizing key empirical contributions on the topic over the last three decades. Subsequently, the authors discuss how each paper included in this special issue helps advance the agenda to develop scholarly knowledge on emerging market firms’ international marketing strategy.

Retail post-COVID growth strategy – is omni channel the way?

2021 ◽  
Vol 11 (1) ◽  
pp. 1-13
Author(s):  
Ritu Srivastava ◽  
Yogesh Yadav
Keyword(s):  
Business Models ◽  
Emerging Market ◽  
Secondary Data ◽  
Business Environment ◽  
Growth Strategy ◽  
Content Type ◽  
Chief Operating Officer ◽  
Retail Chain ◽  
A Value ◽  
Retail Business

Learning outcomes To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To make students understand how a value proposition (product) is crafted in a retail organisation. To introduce the technique of developing a service blueprint for designing the retail consumption experience. To induce students to analyse on what criteria should retail business models be evaluated. To introduce the students to the concept of omnichannel retail strategy. Case overview/synopsis The case is about a value-retail chain We Mart India facing the sudden lockdown situation in April 2020 because of the Covid-19 pandemic hitting India. Shailesh Mehta, the Chief Operating Officer of We Mart is wondering what he should do post the lockdown to bring back the retail chain to its pre-Covid fast-paced growth of 25% YOY in June 2019. We Mart focussed on physical stores as a part of its strategy with an emphasis on the in-store experience. The company catered to the aspirations in fashion for the youth through a series of fashion apparel and accessories in Tiers 2 and 3 cities. The company had grown successfully in two decades and had expansion plans for 2020, which now seemed hazy because of this unpredicted biological disruption impacting businesses. Mehta’s worries were intensified by the change in the consumer trend that was witnessing a shift from offline to online. He wondered about how to incorporate this change and also realign the corporate growth plans in amidst of a challenging situation. To add to his woes were thoughts about established competitors online already apart from the existing offline ones. Research methods: This case is based on primary and secondary data gathered through interviews and publicly available secondary sources. The name of the company and protagonist have been disguised. Complexity academic level The case is suitable for post-graduate (masters in buisness administration) level courses on retail management. The length of the case enables the participants to even read in the class. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing

Operational capabilities and entrepreneurial opportunities in emerging market firms

2018 ◽  
Vol 35 (2) ◽  
pp. 320-341 ◽  
Author(s):  
Dario Miocevic ◽  
Robert E. Morgan
Keyword(s):  
Marketing Strategy ◽  
Firm Growth ◽  
Survey Methodology ◽  
Emerging Market ◽  
Ordinary Least Squares ◽  
Content Type ◽  
Opportunity Exploitation ◽  
Entrepreneurial Opportunities ◽  
Operational Capabilities ◽  
Export Marketing

Purpose The academic inquiry of operational capabilities (OCs) has claimed focal interest in mainstream strategy research. Recent theoretical advances suggest these capabilities are a fundamental trigger to the identification and exploitation of entrepreneurial opportunities. However, the extant literature has been, at best, partial with regard to empirical insights that integrate OCs with entrepreneurial opportunities. Addressing this theoretical lacuna from the standpoint of organisational learning theory, the purpose of this paper is to investigate the interplay between OCs and entrepreneurial opportunities and their overall impact on exporting SME’s growth. Design/methodology/approach To realise the empirical aims a descriptive research design employing a survey methodology was used. The authors are generated data from a sample of 117 exporting small and medium-sized enterprises (SME) in Croatia. Ordinary least squares regression was employed to test the conceptual model and five derived hypotheses. Findings The findings demonstrate that market-sensing capabilities are vital in enhancing exporting SME’s opportunity recognition capacity and the rate of international opportunity exploitation that leads to increased firm growth. Also, study findings show that the link between the increased rate of international opportunity exploitation contributes more to the growth when exporting SMEs have highly developed adaptive and innovation capabilities. Research limitations/implications This study brings to surface some novel insights about how exporting SMEs can better design their export marketing strategy. The results suggest, OCs occupy key role in the exporting SMEs international venturing efforts by delivering higher growth. Originality/value The study contributes to the export marketing strategy field by offering empirical evidence that both capability and opportunity-based views should be assessed simultaneously in explaining exporting SME’s competitiveness. Finally, we offer valuable theoretical and practical implications as well as avenues for further research that should extend our knowledge in the field.

Linking green business strategy with financial performance

2019 ◽  
Vol 35 (11) ◽  
pp. 30-32
Keyword(s):  
Financial Performance ◽  
Business Strategy ◽  
Emerging Market ◽  
International Markets ◽  
Content Type ◽  
Cost Leadership ◽  
Leadership Process ◽  
Green Business ◽  
Pertinent Information ◽  
The Relationship

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on unpacking the relationship between green business strategy and export financial performance in emerging market manufacturing firms, specifically in Turkey. Overall, the pursuit of a green business strategy did increase the financial performance of the surveyed emerging market firms. This was achieved by combining green product differentiation with a committed cost leadership process, as a way of mitigating the additional expense associated with designing green products that appeal to consumers in international markets. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Are we ready?

2018 ◽  
Vol 8 (3) ◽  
pp. 1-17
Author(s):  
Archana Shrivastava ◽  
Asha Naik
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Organizational Transformation ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Internal Capacity

Subject area Human Resource Management and Business Strategy. Study level/applicability Postgraduate. Case overview The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment? Expected learning outcomes To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

Niyogi books: making a difference in the Indian book publishing industry

2017 ◽  
Vol 7 (1) ◽  
pp. 1-23
Author(s):  
Trisha De Niyogi ◽  
Sushil S. Chaurasia
Keyword(s):  
Strategic Management ◽  
Marketing Strategy ◽  
Learning Outcomes ◽  
Publishing Industry ◽  
Publishing House ◽  
Book Publishing ◽  
Business Environment ◽  
Communication Strategy ◽  
Book Publishing Industry ◽  
Content Type

Subject area Marketing strategy. Study level/applicability The course is well suited for MBA and Executive MBA class on Strategic Management, Marketing Strategy, Brand Management, Entrepreneurship, Innovation and Change in emerging economies. The case can also be taught to senior undergraduate students to explore the issues mentioned in the case as an integrative case for courses like Strategic Management and Marketing Strategy. Case overview Niyogi Books had positioned itself as an independent publishing house with a focus on the niche area of trade books. Due to the internet, digitalization and globalization the dynamics of the book publishing industry had changed considerably, and the company needed to think and reflect on its current position and future strategy. Niyogi Books had added new products and new markets along with other innovations to succeed in the business of publishing. But the way ahead for Niyogi Books was to innovate in light of fast-paced technological advancement. The company needed to balance the digitization of content as well as retailing with its existing print strategy. A related issue is the need to plan an innovative and cost-effective communication strategy to boost sales. Expected learning outcomes The learning outcomes are as follows: analyze the business environment of the publishing industry, realize the need for a branding strategy for small business and apply communication strategies single/multi-channel setting, understand the need of an organization to purposefully adapt an organization’s (self-) resource base (management capability to effectively coordinate and redeploy internal and external competences) and analyze the role of a growth strategy and how it can be used to devise a product/marketing strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

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