The Banyan Tree: branding the intangible

2011 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Jochen Wirtz
Keyword(s):  
Services Marketing ◽  
Subject Area ◽  
Growth Strategy ◽  
Business Practices ◽  
Hotel Management ◽  
Content Type ◽  
Service Brand ◽  
Retail Outlets ◽  
Brand Portfolio ◽  
Business And Management

Subject area Services marketing, hotel management, branding, and promotion management. Study level/applicability Undergraduate business and management; MBA/MA management courses. Case overview Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand. Expected learning outcomes This case illustrates how a powerful service brand can be built even with little advertising. It also exemplifies how pro-environmental business practices can co-exist with a firm's profit objectives. Set in a service context, the case may be used in discussions on services marketing, hotel management, branding, and promotion management. Supplementary materials Teaching notes

The Premium Industries Group Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-2
Author(s):  
Swapna Koshy
Keyword(s):  
Corporate Strategy ◽  
External Environment ◽  
Subject Area ◽  
Growth Strategy ◽  
First Year ◽  
Content Type ◽  
Corporate Strategies ◽  
Unrelated Diversification ◽  
Business And Management ◽  
Strategy Diversification

Subject area Corporate strategy, growth strategy, diversification, integration, and external environment. Study level/applicability First year undergraduate Business and Management. Case overview The Premium Industries Group, started in Dubai, in 1997 by entrepreneur extraordinaire George Martin, had grown exponentially in a decade into a conglomerate comprising 17 companies. The group had succeeded in capitalising the meteoric growth of Dubai. However, the change in the economic scenario prompted George to evaluate the company's past growth strategy and consider if it was appropriate for the future. Expected learning outcomes This case can be used to teach growth strategy, related and unrelated diversification, vertical and horizontal integration and impact of the external environment on corporate strategies. Supplementary materials A teaching note is available on request.

UST Global, India: delivering software service solutions

2011 ◽  
Vol 1 (1) ◽  
pp. 1-20
Author(s):  
Balakrishnan Menon
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Services Marketing ◽  
Subject Area ◽  
Customer Relationship ◽  
Management Service ◽  
Content Type ◽  
Customer Delight ◽  
Software Service ◽  
Offshore Development

Subject area Marketing management – services marketing specialization. Student level/applicability MBA/PGDM senior students studying services marketing as a specialization course. Case overview US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus. Expected learning outcomes These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc. Supplementary materials Teaching notes.

Gold Valley Chemical Corporation Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Gwendolyn Rodrigues
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
United Arab Emirate ◽  
New Products ◽  
Subject Area ◽  
Content Type ◽  
Chemical Corporation ◽  
Innovation And Change ◽  
Business And Management

Subject area Entrepreneurship, innovation, change management. Study level/applicability Undergraduate and Postgraduate Business and Management. Case overview This case study focuses on the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred him to develop new products and he won accolades for innovation. Expected learning outcomes This case can be used to teach entrepreneurial development, innovation and change management. Supplementary materials Teaching notes are also available.

Taska Kyrana Sdn. Bhd.: to change or not to change its operating days?

2018 ◽  
Vol 8 (2) ◽  
pp. 1-15
Author(s):  
Hazirhah Hashim ◽  
Rohaida Basiruddin ◽  
Farzana Quoquab ◽  
Maizaitulaidawati Md Husin
Keyword(s):  
Undergraduate Students ◽  
Consumer Behaviour ◽  
Institutional Support ◽  
Subject Area ◽  
The State ◽  
Growth Strategy ◽  
Marketing Management ◽  
Promotion Strategy ◽  
Content Type ◽  
The Right

Subject area Entrepreneurship, Marketing management, Consumer behaviour Study level/applicability Undergraduate students, taking courses of entrepreneurship, marketing management and/or consumer behaviour that cover the topics related to entrepreneurial challenges, institutional support, growth strategy, market segmentation and marketing promotion strategy. Case overview This case demonstrates the dilemma of a founder, cum entrepreneur dealing with the issue related to a change in operating days that would affect her business profitability in the kindergarten industry. The case begins with the problem faced by Azizah Ayob, the founder and entrepreneur of Taska Kyrana when she hears that the state minister of Johor has announced that business operation days will be changed from Sunday to Friday with effect from 1 January 2014. The change would be applicable to government institutions in the state. However, businesses and corporations in the private sector can choose to continue observing Saturday-Sunday weekends or switch to the new official rest days of Friday-Saturday. As customers of Taska Kyrana consist of parents working in public and private sectors, as well as Singaporean parents, Ayob needs to choose either to follow the state requirement or to maintain the usual operation days. Expected learning outcomes Using this case, the students should be able to understand the need for institutional support for an entrepreneur; understand a possible growth strategy to cope with the volatile situation; understand the importance of a proper segmentation strategy to target the right group of customers; and understand the importance of a promotional strategy to attract new customers and to retain the existing one in a volatile situation. 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 8: Marketing.

Strategies for growth of a family business operating in the Macedonian wine industry

2016 ◽  
Vol 6 (4) ◽  
pp. 1-26
Author(s):  
Jadranka Mrshikj ◽  
Jaka Vadnjal
Keyword(s):  
Developing Country ◽  
Weather Conditions ◽  
Subject Area ◽  
Growth Strategy ◽  
Wine Industry ◽  
New Venture ◽  
Content Type ◽  
Brand Building ◽  
Hands On ◽  
Entrepreneurial Management

Subject area Entrepreneurial management. Study level/applicability The case is intended to be used by graduate students of Management and Entrepreneurship in the courses of Strategic Management and Entrepreneurial Management. Case overview One of the first private wineries in Republic of Macedonia, a developing country which entered market economy in the end of 1990s, has successfully been using the advantages of good soil and weather conditions to provide opportunity for excellent wine making. After almost 20 years of blazing a successful entrepreneurial trail built on innovation, strict quality control, brand building and close family hands-on management, the market soon became too small; thus, internationalization was the next logical step. This case provides local and global data on the wine industry, the Mac Wine facts and figures and financial data to help answer the questions about its future management and marketing strategies and the ownership transition. Expected learning outcomes This case has been documented to help students to understand the concept and applicability of the growth strategy of a new venture in the developing country. The students will understand how this growth was realized by answering the following questions: What are the factors that contributed to the growth of this venture? Evaluate the Mac Wine decision to build a brand based on production of high-quality wines. Is Mac Wine’s marketing strategy adequate? Is the family-owned business more of a strength or a weakness at the time being? And in the future? 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 3: Entrepreneurship.

The growing pressures on Groupon's once-successful daily deal business

2015 ◽  
Vol 5 (6) ◽  
pp. 1-16
Author(s):  
Cathy Leung Miu Yee
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Listed Company ◽  
Subject Area ◽  
Growth Strategy ◽  
Daily News ◽  
Content Type ◽  
Future Performance ◽  
The Usa ◽  
Daily Deals

Subject area Marketing Management, Business Strategy and Promotion & Advertising. Study level/applicability Associated degree, undergraduate and graduate students as well as executives from profit-making organizations. Case overview Groupon is the world's largest daily-deal Web site and a pioneer in the group-buying industry. The major feature of the company's business model is that merchants use Groupon as a platform to offer coupons with a discounted price, and the coupon buyers can then redeem these coupons. Groupon has done business in over 50 countries and, by 2012, had over 39.5 million subscribers received its daily news. It had a 59.1 per cent share of the daily-deals market in 2013. Groupon is a publicly listed company on the NASDAQ in the USA, trading under the ticker symbol of “GPRN”. Expected learning outcomes The students' business knowledge and skills will be sharpened by working through this case, and students will be challenged to identify solutions to the marketing concerns: specifically, how the driving approach of its daily-deal business model enabled the company to adopt a growth strategy that will confront the difficulties of the emergent “golden age” of the daily-deal industry in the twenty-first century. In addition, it will also be of help to the students to take the active roles of thinker, analyst, evaluator, decision-maker and implementer to evaluate the continuing changes in a competitive environment and consider how Groupon can seize available opportunities to predict future performance by comparing data from 2008 and 2012. 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.

Prayer rooms: an augmented or expected benefit? Senayan City Mall Jakarta

2012 ◽  
Vol 2 (3) ◽  
pp. 1-10
Author(s):  
Amalia E. Maulana ◽  
Lexi Z. Hikmah ◽  
Yudha Andriyanto
Keyword(s):  
Services Marketing ◽  
Subject Area ◽  
Shopping Malls ◽  
Content Type ◽  
Service Setting ◽  
Compliance Level ◽  
Public Area ◽  
A Company ◽  
Normal Standard

Subject area Services marketing, Market segmentation, Ethnography. Study level/applicability Postgraduate programs, Master in Strategic Marketing and Master in Business Administration. Case overview One of the signs of an increase in religion awareness of Indonesian society is a high demand on Musholla in public area. While other shopping malls just provide a normal standard room for prayer, Senayan City has become a pioneer in introducing an excellent facility of a prayer room. In services marketing, one of the substantial matters to consider is physical evidence, or in other words service setting or servicescape. Musholla is one of the intangible aspects, which depicts services in shopping malls in Indonesia. There are three variables that distinguish visitors' types, such as time spent, liturgical compliance level and concerns for cleanliness/hygiene. Expected learning outcomes The objective of this case study is to give deeper comprehension about services marketing to students in a practical way. This case study illustrates that a company is capable of creating a strong brand by acknowledging consumer needs and providing extra benefits. Besides, students are also required to analyze diverse consumer needs as each segment has its own needs. The use of ethnography as an approach shows that such a contemporary method can capture dynamic behaviours and deeper insight on consumer needs. Supplementary materials Teaching notes are available.

Dainik Jagran: sustaining leadership in the newspaper industry

2017 ◽  
Vol 7 (1) ◽  
pp. 1-36
Author(s):  
Tirthankar Nag ◽  
Rituparna Basu ◽  
Buroshiva Dasgupta
Keyword(s):  
Value Chain ◽  
Smart Phone ◽  
Subject Area ◽  
Online News ◽  
Growth Strategy ◽  
Product Diversification ◽  
Sustainable Growth ◽  
Media Management ◽  
Content Type ◽  
Independence Era

Subject area The subject area is strategy and business. Study level/applicability The case can be used for MBA students. This is equally effective in short courses meant for low-to-mid-level working executives. The case is suited for classes in strategy, general marketing, media management and family business courses. Case overview Dainik Jagran – a vernacular daily – is the most read newspaper in India. Under the banner of Jagran Prakashan Ltd.; which is one of the leading media houses in India, the success of Dainik Jagran has been an outcome of the strategic marketing decisions taken by its founder and his successors in the post-independence era. With extensive circulation, it created a large readership base and took bold decisions to launch multi editions to its daily through a series of acquisitions, mergers and consolidations from 1975 to 2010, enabling it to step into product diversification. Readership surveys, investments in technology, advertising, regular branding events and smart phone applications are a few tools that helped. While the group has diversified into other industries, there is an underlying anxiety about the future prospects of its newspaper business. With the onslaught of online news dailies, will Dainik Jagran be able to expand and maintain its readership base using its previous business and marketing strategies? Or is it time to change strategies for businesses in the newspaper and allied media industry in India? Expected learning outcomes The study has the following outcomes: application of value chain concept in businesses serving two-sided markets; application of environmental analysis, Porter’s five forces analysis and related strategy concepts; and learning to critically approach and develop a sustainable growth strategy framework for a successful family-run newspaper business in India. 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.

“One life, one chance”: Cordlife Sciences India Pvt. Ltd. Preserving the precious gift

2012 ◽  
Vol 2 (7) ◽  
pp. 1-15
Author(s):  
Rik Paul ◽  
Nitika Sardana
Keyword(s):  
Cord Blood ◽  
Services Marketing ◽  
Subject Area ◽  
Marketing Communications ◽  
Integrated Marketing ◽  
Blood Banking ◽  
Content Type ◽  
Service Pricing ◽  
Marketing Activities ◽  
Cord Blood Banking

Subject area Marketing. Study level/applicability This case is suitable for MBA/MS courses for students of services marketing; courses such as sustainable development of business and integrated marketing communications. Case overview Cordlife Limited entered the Indian market for cord blood banking in 2006 and by 2011 held third place in market share. However, the management of Cordlife had identified a major problem as a lack of awareness of the potential of cord blood banking among the Indian middle class, and the lack of a proper infrastructure for transportation of biological packages. Cordlife undertook several marketing initiatives to spread awareness. Marketing such a sophisticated service like cord blood banking called for heavy investments. The case provides an opportunity to closely examine various marketing activities in detail and understand how problems associated with intangible services can be managed. In addition to marketing of services the case highlights the existence of several gaps in designing a delivery in a service. The scope of the case can also be extended to the concept of service pricing and also integrated services marketing communications. Expected learning outcomes The case is designed for class discussions and in understanding the following concepts: the service gaps model; service pricing; and integrated service marketing communications. Supplementary materials Teaching notes are available. Consult your librarian for access.

KKCL: exploring growth opportunities

2015 ◽  
Vol 5 (4) ◽  
pp. 1-11 ◽  
Author(s):  
Jyoti Kainth ◽  
Gautam Kainth
Keyword(s):  
Subject Area ◽  
Growth Strategy ◽  
Situational Analysis ◽  
Product Management ◽  
Growth Strategies ◽  
Content Type ◽  
Data Points ◽  
Fashion Apparel ◽  
To Come ◽  
Internal And External Factors

Subject area Product Management, Marketing Strategy, Growth Strategies. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case documents the humble beginning of Kewal Kiran Clothing Limited (KKCL) in 1981 to its current position as a leading fashion apparel brand in India. However, competition from new national players, emergence of global players in India, private labels of retailers and dawn of Internet retailing has created significant growth challenges for the firm. Mr Jain, the Managing Director of KKCL, is contemplating the growth strategies for the firm and possible changes in the business model, as he is developing the 2014-2015 strategic plan for KKCL. This is imperative to reach the ambitious sales target of INR 10 billion by 2018-2019. The students are expected to assess the performance of KKCL on multiple quantitative and qualitative data points given in the case and exhibits. It encourages them to come up with possible growth strategies for the firm. Expected learning outcomes The case is expected to guide students in comprehending the multi-thronged challenges pertaining to fashion apparel industry; in Situational Analysis of the firm, which includes assessing internal and external factors; and in recommending the best possible growth strategy after due evaluation and deliberation using Ansoff's Matrix. 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.

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