Jumeirah Group: STAY DIFFERENT™

2011 ◽  
Vol 1 (4) ◽  
pp. 1-15
Author(s):  
Melodena Stephens Balakrishnan
Keyword(s):  
Marketing Strategy ◽  
Brand Management ◽  
Subject Area ◽  
Hospitality Management ◽  
Communication Strategy ◽  
Brand Strategy ◽  
Market Place ◽  
Content Type ◽  
Global Brand ◽  
Arts And Culture

TitleJumeirah Group: STAY DIFFERENT™Subject areaBrand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.Study level/applicabilityPost‐graduate‐level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.Case overviewJumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong‐regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.Expected learning outcomesCreation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.Supplementary materialsTeaching notes.

Amazon India’s “Apni Dukaan”: branding strategy

2018 ◽  
Vol 8 (3) ◽  
pp. 1-15
Author(s):  
Neetu Yadav ◽  
Mahim Sagar
Keyword(s):  
Brand Management ◽  
Subject Area ◽  
Current Status ◽  
Branding Strategy ◽  
Content Type ◽  
Global Brand ◽  
Branding Strategies ◽  
Fierce Competition

Subject area Brand Management, Branding Strategy, Strategic Management. Study level/applicability The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs. Case overview This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future. Expected learning outcomes This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization. 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.

Private label outsourcing at MegaTex – necessity, accessory or a parasite?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-20
Author(s):  
Sushil S. Chaurasia ◽  
Rani Poojitha Devi Kolati
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Brand Management ◽  
Subject Area ◽  
Private Label ◽  
Strategic Choices ◽  
Content Type ◽  
Executive Mba ◽  
The Subject ◽  
E Mail

Subject area The subject area is marketing strategy. Study level/applicability The case is well suited for MBA and executive MBA class on retailing management, strategic management, marketing strategy and brand management. Case overview Retailers see private label as a strategic weapon against brand manufacturer to increase store profitability, but looking at the private label from brand manufacturer’s perspective, determinants and strategic choices are even more complex than that of a retailer. The case is about MegaTex Ltd.’s strategic call for private label production opportunity by Maximus Fashion and Retail Limited. The case discusses the dilemma of MegaTex for manufacturing private label in spite of having their own brand in competition. The case compels to drive strategic questions such as in what circumstances brand manufacturers should concentrate on manufacturing their own brand or should they concentrate on both private label and their brand? Or, as an alternative, should they purely dedicate themselves in manufacturing private label and stop manufacturing their own brand? Expected learning outcomes Participants will be able to understand the concept and economics of private label. Participants will be able to understand the determinants and strategic choices for private label from retailer’s and manufacturer’s perspective. Participants will be able to understand the rationale for which brand manufacturer opts for manufacturing private label in spite of having its own brand in competition. Participants will be able to identify the situations under which a brand manufacturer should concentrate on manufacturing his/her own brand or both private label and his/her brand. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Veet: facing a cultural challenge in Pakistan

2016 ◽  
Vol 6 (2) ◽  
pp. 1-16
Author(s):  
Saima Husain ◽  
Kanza Naheed ◽  
Mahrukh Isa
Keyword(s):  
Brand Management ◽  
International Marketing ◽  
Field Research ◽  
Subject Area ◽  
Personal Hygiene ◽  
Research Centre ◽  
Content Type ◽  
Theoretical Concepts ◽  
Mba Students ◽  
Global Brand

Subject area This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management, Consumer Behavior and Marketing Management courses as well. Study level/applicability Final-year BBA students or first-year MBA students. Case overview Although introduced in Pakistan in 1999, Veet, a personal hygiene brand, has failed to realize its potential even after a decade. Pakistan is a conservative society and women feel embarrassed buying hair-removing creams. Humayun Farooq, the new brand manager, is at a crossroad; he believes in giving the brand a bold take-off by using fashion as a platform, whereas both top management and his assistant brand manager are skeptical of his proposition, as they see it as risky. His decision is critical, as there is pressure to strike a balance between global standardization and local cultural norms. Expected learning outcomes The students will be able to: understand how global brands need to conceptualize and implement local brand strategies, given the different market challenges; and apply key theoretical concepts in International Marketing such as cultural product adaptation. Supplementary materials Instructors must ask the students to study the following before discussing the case in class. For the on-air 2009 advertisement of Veet in Pakistan, visit: www.youtube.com/watch?v=8Va9bA-ebqE. Although the case sheds light on the relevant Pakistani cultural and religious norms, students may further research and study the Pakistani culture. Nijssen, E.J. and Douglas, S.P. (2011). “World World-mindedness and attitudes toward product positioning in advertising: an examination of global versus foreign versus local positioning”, Journal of International Marketing, Vol. 19 No. 3, pp. 113-133. Shivkumar, H. (2006), Managing global brand advertising, World Advertising Research Centre. Subject code CSS 8: Marketing

It's not just a cup of “tea”: building consumer brand relationship

2015 ◽  
Vol 5 (5) ◽  
pp. 1-16
Author(s):  
Renuka Kamath ◽  
Ashita Aggarwal
Keyword(s):  
Consumer Behavior ◽  
Marketing Strategy ◽  
Brand Loyalty ◽  
Brand Management ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Brand Relationship ◽  
Definition Of ◽  
Broad Objective

Subject area Marketing management, brand management, brand loyalty, brand consumer behavior. Study level/applicability MBA program or the Executive Education program. Case overview Anubhav Jain, Marketing Head of Digamber Industries, is concerned about the national launch of Surya Gold tea. The brand had been doing well in Jabalpur (Madhya Pradesh, India) with almost 20 per cent market share. However, market reports suggested that retailers primarily pushed the brand and consumers had little loyalty for Surya Gold. Owing to lower repeat purchases, Jain had to spend large amount of money on consumer acquisition. For the national launch, a large base of loyal consumers was critical for business growth. He understood brand loyalty but found it a difficult proposition to relate from consumers' perspective. Market consultants were hired to conduct a qualitative research based on Susan Fournier's work on consumer-brand relationships. The case gives an account of conversations with professed lovers of tea to understand consumer behavior toward tea, including why people drink tea, how they choose their brands and what makes them re-buy or change brands. The case makes certain propositions around brand loyalty, which Jain had to decode to understand tea consumers in India, how brand loyalty develops and changes over time, and hence, how should he plan his marketing strategy. The case attempts to help students critique traditional definitions of brand loyalty, understand and evaluate the concept from consumers' perspective and highlight its importance in marketing strategy planning by explaining evolution, various types and intensity of brand loyalty. Expected learning outcomes The broad objective of the case is to strengthen participants' understanding of brand loyalty concept and also appreciate the importance and role of brands in consumer's life. The case can be used for MBA or executive education in brand management or consumer behavior courses. The specific objectives of this case are to help students appreciate the variations in brand loyalty across consumers and critically assess the traditional definition of loyalty, highlight the connection between the consumer personality and the brand attributes, help them understand how the concept of brand loyalty and brand relationship affects consumers' attitude and behavior, help students understand as to why brand loyalty develops and how it can be maintained and expose students to qualitative unstructured data and give them an experience of using it for managerial use. 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 enclosed.

TMH – pitching for WOMAD 2010

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Prakash Vel
Keyword(s):  
United Arab Emirates ◽  
Brand Management ◽  
Subject Area ◽  
Communication Strategy ◽  
Marketing Communication ◽  
Integrated Marketing ◽  
Communication Performance ◽  
Content Type ◽  
Management Consultancy ◽  
Successful Launch

Subject area Integrated marketing communication (IMC), communication strategy, media strategy, budgeting and usage of metrics in measuring communication performance. Study level/applicability Undergraduate and postgraduate marketing. Case overview The choice of a well-planned IMC strategy becomes crucial for the successful launch of an event. This is a case study on how a brand management consultancy house, TMH, used IMC to launch a world music festival event in Abu Dhabi, United Arab Emirates, in 2009, registering a visitorship of five times their target, 89 percent satisfaction and a staggering 99 percent of the visitors planning to visit the festival also in 2010. Expected learning outcomes This case can be used to teach IMC, marketing communication strategy, media strategy and scheduling and budgeting. Supplementary materials A teaching note is available on request.

Ginger – Smart Basics™

2011 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Mukta Kamplikar
Keyword(s):  
Marketing Strategy ◽  
Management Strategy ◽  
Corporate Strategy ◽  
Communication Strategy ◽  
Brand Strategy ◽  
Competitive Advantages ◽  
Service Concept ◽  
Content Type ◽  
Service Staff ◽  
Strategy Marketing

Subject area Services management, strategy, marketing. Study level/applicability Services management, strategy, marketing. Case overview Owned and operated by the Tata Group, Ginger Hotels is the first-of-its-kind of Smart Basics™ hotels across India. The case explores the business model and the relevance of the service concept given the Indian context and consumer behaviour, the marketing strategy, and communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development, and attrition are discussed. Expected learning outcomes From a marketing perspective, this case can be used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive advertising and promotions, use of the marketing mix to introduce a new service concept in a market. From a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), and branding (brand strategy – alignment to the corporate strategy).Third, the case is suitable for highlighting strategy – analyzing current competitive advantages, and carving out potential future competitive advantages in a services context. For example, strategic analysis models such as Porter's industry analysis and value-chain models can be applied to examine the sources and sustainability of Ginger's competitive advantages. The case can also be used for teaching service innovation. Supplementary materials Teaching note.

Brand awareness: revisiting an old metric for a new world

2017 ◽  
Vol 26 (5) ◽  
pp. 469-476 ◽  
Author(s):  
Jenni Romaniuk ◽  
Samuel Wight ◽  
Margaret Faulkner
Keyword(s):  
Market Share ◽  
Brand Management ◽  
Brand Awareness ◽  
Underlying Structure ◽  
Cross Sectional ◽  
Content Type ◽  
Country Level ◽  
Global Brand ◽  
The Impact ◽  
Over Time

Purpose Brand awareness is a pivotal, but often neglected, aspect of consumer-based brand equity. This paper revisits brand awareness measures in the context of global brand management. Design/methodology/approach Drawing on the method of Laurent et al. (1995), this cross-sectional longitudinal study examines changes in brand awareness over time, with sample sizes of approximately 300 whisky consumers per wave in three countries: United Kingdom, Taiwan and Greece. Findings There is consistency in the underlying structure of awareness scores across countries, and over time, extending the work of Laurent et al. (1995). Results show that a relevant operationalisation of brand awareness needs to account for the history of the brand. Furthermore, the nature of the variation of brand awareness over time interacts with a brand’s market share. Research limitations/implications When modelling the impact of brand awareness researchers need to consider two factors – the brand’s market share and whether a more stable or volatile measure is sought. This avoids mis-specifying the country-level contribution of brand awareness. Practical implications Global brand managers should be wary of adopting a “one size fits all” approach. The choice of brand awareness measure depends on the brand’s market share, and the desire for higher sensitivity or stability. Originality/value The paper provides one of the few multi-country investigations into brand awareness that can help inform global brand management.

What to do when your brand gets kidnapped by Narcos: the case of Buchanan’s whisky

2019 ◽  
Vol 9 (3) ◽  
pp. 1-18
Author(s):  
Nicolas Kervyn ◽  
Judith Cavazos Arroyo ◽  
Fernando Rey Castillo Villar ◽  
Rosa Andrea Gomez Zuñiga
Keyword(s):  
Learning Outcomes ◽  
Portfolio Management ◽  
Consumer Culture ◽  
Brand Management ◽  
Brand Image ◽  
Brand Identity ◽  
Brand Strategy ◽  
Content Type ◽  
Academic Level ◽  
The Difference

Learning outcomes 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. Case overview/synopsis 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. Complexity academic level 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. 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

Unveiling the corporate brand: the role of portfolio composition

2020 ◽  
Vol 37 (3) ◽  
pp. 279-290
Author(s):  
Veronica Gabrielli ◽  
Ilaria Baghi
Keyword(s):  
Internal Consistency ◽  
Brand Equity ◽  
Brand Management ◽  
Product Category ◽  
Mediation Effect ◽  
Brand Strategy ◽  
Corporate Brand ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Brand Portfolio

Purpose This paper aims to investigate the effects on corporate brand equity when a company moves from a house of brand strategy to a branded house. In fact, recently, most of large companies (Procter & Gamble, Unilever) are managing this swift in order to simplify and optimize their efforts. Design/methodology/approach A total of 433 consumers participated in a between-subject experimental design completing a questionnaire. Each respondent was exposed to one of eight hypothetical scenarios with real-existing brands. A moderated-mediation model was tested. Findings The number of individual brands interacts with the variety of product categories within the portfolio to define its internal consistency which, in turn, exerts a significant mediation effect on corporate brand equity. Research limitations/implications The study supports the mental accounting process (subtyping vs bookkeeping), demonstrating how this psychological framework is applicable within brand management. Practical implications The study unveils a strong dichotomy: consumers award very small portfolios focused on a single product category or, conversely, they appreciate a wide and highly diversified brand portfolio. No chances for intermediate and hybrid solutions. Findings demonstrate that a brand architecture shift might be a flexible opportunity to manage an on-going diversification strategy. Originality/value The study is the first to analyse the importance of internal consistency within a brand portfolio in case of a shift in the portfolio strategy. Moreover, it investigates the effects since the first announcement of a linkage between the individual brands and the corporate one.

Reviving heritage brands – the case of Petrodvorets Watch Factory

2016 ◽  
Vol 6 (1) ◽  
pp. 1-18
Author(s):  
Johanna Frösén ◽  
Mikko Laukkanen
Keyword(s):  
Learning Outcomes ◽  
Consumer Behaviour ◽  
Brand Management ◽  
Subject Area ◽  
Russian Market ◽  
Advanced Level ◽  
Content Type ◽  
Entrepreneurial Marketing ◽  
Teaching Objectives ◽  
Challenges And Opportunities

Subject area Branding and brand management. Study level/applicability This case is intended for advanced-level marketing courses (MSc, MBA and EMBA). Students should have some familiarity with central marketing issues and concepts, specifically related to segmentation, targeting and positioning; branding and brand management; and consumer behaviour. Case overview This teaching case concentrates on branding in an emerging markets context, heritage branding, brand revival and entrepreneurial marketing. The case illustrates the challenges and opportunities related to re-launching a heritage brand in the Russian market. Expected learning outcomes The teaching objectives of the case are to provide students with an understanding of how branding tools are applied in an entrepreneurial context and how brands, especially heritage brands, are revived and managed. 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 Marketing.

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