Fortune heart healthy oil: when a strong brand strategy hits a cardiac roadblock!

2022 ◽  
Vol 12 (1) ◽  
pp. 1-18
Author(s):  
Deepa Unnithan ◽  
Girish S. Pathy ◽  
Hareesh Ramanathan
Keyword(s):  
Strategic Decision ◽  
Brand Strategy ◽  
Content Type ◽  
Academic Level ◽  
Personal Crisis ◽  
Pros And Cons ◽  
Integral Element ◽  
Brand Strategies ◽  
Brand Congruence ◽  
Selection Of

Learning outcomes The case will familiarize students to TEARS model and No TEARS approach for brand endorser selection. It will enable the students to understand the extent of influencer impact on the brand. It will make students to realistically assess the pros and cons of ambassador marketing using celebrities. It will also enable the student to devise brand strategies to mitigate the risk associated with ambassador-based marketing. Case overview/synopsis The case explains the strategic challenge the brand faces in ambassador marketing due to the uncontrollable personal crisis of the celebrity. Brand ambassador is an integral element of the brand persona and is appointed to boost the brand’s unique proposition and sales. The selection of the brand ambassador is a strategic decision with direct implication on the brand equity. A strong celebrity–brand congruence is ideal to establish credibility, but it can backfire if anything negative occurs on either side. This case evaluates the crisis faced by Fortune oil which has been positioned as “the heart healthy oil” when its celebrity ambassador suffers heart attack. In the backdrop of the case, the students can analyse brand strategies with respect to ambassador marketing, TEARS model with No TEARS approach for endorser selection and endorser-related credibility risk management. Complexity academic level MBA BBA PG/Graduation in Marketing/Advertising. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

Own brand strategy of the Japanese apparel manufacturers

2017 ◽  
Vol 29 (1) ◽  
pp. 114-128 ◽  
Author(s):  
Takuya Urakami ◽  
Xueying Wu
Keyword(s):  
Regression Analysis ◽  
Empirical Studies ◽  
Strategic Decision ◽  
Brand Strategy ◽  
Published Data ◽  
Content Type ◽  
Factors Affecting ◽  
Logit Regression ◽  
Brand Strategies ◽  
Apparel Manufacturers

Purpose The purpose of this paper is to highlight the own brand strategies undertaken by Japanese apparel manufacturers, and illuminate the characteristics of those apparel manufacturers who adopt the SPA business model. Design/methodology/approach A questionnaire survey was sent to 4,417 apparel manufacturers in Japan of which a total of 1,211 were deemed usable (response rate of 27.47 percent). Logit regression analysis was then employed to identify factors affecting the own brand strategies adopted by Japanese apparel manufacturers. Findings The main findings are as follows: apparel manufacturers having access to external designers, and who collect information relating to consumer needs for production planning tend to have their own brands; apparel manufacturers located in Tokyo have added benefits associated with launching their own brands than those located in other cities; the size of the company behind the brand development is insignificant; and therefore, SME apparel manufacturers have equal opportunities in developing their own brands, which could flourish in the future. Research limitations/implications The present study is limited in that it focuses solely on exogenous factors. Strategic decision-making processes, typical of the distribution structures of apparel industries, influence the apparel relationship between retailers, wholesalers, and manufacturers. Thus, the distribution structure and the relationships require further investigation studies. Originality/value Because of a lack of published data, no empirical studies investigating the effectiveness of own brand strategies developed by Japanese apparel manufacturers currently exist. The present study aims to address this by conducting questionnaire surveys with all Japanese apparel manufacturers and then using logit regression analysis, identify the primary factors influencing own brand strategy. This study clarifies the situation regarding the survival of SMEs in the apparel market, considering only those apparel manufacturers who intend to launch their own brands.

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

An application of grey based decision making approach for the selection of manufacturing system

2014 ◽  
Vol 4 (3) ◽  
pp. 447-462 ◽  
Author(s):  
Om Ji Shukla ◽  
Gunjan Soni ◽  
G. Anand
Keyword(s):  
Decision Making ◽  
Lean Manufacturing ◽  
Manufacturing Systems ◽  
Manufacturing System ◽  
Strategic Decision ◽  
Decision Matrix ◽  
Content Type ◽  
Manufacturing Organization ◽  
Decision Making Model ◽  
Selection Of

Purpose – In the current customer-driven market, the manufacturers have to be highly responsive and flexible to deliver a variety of products. Hence, to meet this dynamic and uncertain market changes, the production system, which enables the manufacturing of such variety of products should be able to meet such diverse, dynamic changes. Hence, selecting a suitable manufacturing system is a key strategic decision for today's manufacturing organization, which needs to survive in these uncertain market conditions. Hence, the purpose of this paper is to present a decision-making model for selecting the best manufacturing system and also discuss the criteria on the basis of which the management can select the same. Design/methodology/approach – A case of small- and medium-sized company is presented, in which the management is deciding to establish a most suitable manufacturing system. To supplement this, a suitable multi-criteria decision-making model (MCDM), the grey approach is used to analyze manufacturing system alternatives based on various decision criteria to arrive a comparative ranking. Findings – An extensive analysis of grey-based decision-making model described grey decision matrix, grey normalized decision matrix, grey weighted normalized decision matrix and grey possibility degrees for three alternatives revealed that lean manufacturing systems was found to be the most suitable manufacturing system among three alternatives for a given case. Research limitations/implications – The same study can be extended by including sub-criteria with main criteria for selection of manufacturing system by utilizing two MCDM techniques such as AHP or ANP with Grey approach. Practical implications – The Grey approach has been discussed in a detailed way and it will be useful for the managers to use this approach as a tool for solving similar type of decision-making problems in their organizations in the future. Originality/value – Although, the problem of selecting a suitable manufacturing system is often addressed both in practice and research, very few reports are available in the literature of Grey-based decision models that demonstrated its application for selecting a suitable manufacturing systems.

Shradhanjali.com: creating Blue Ocean

2020 ◽  
Vol 10 (2) ◽  
pp. 1-16
Author(s):  
Amarpreet Singh Ghura ◽  
Ishwar Kumar
Keyword(s):  
First Generation ◽  
Swot Analysis ◽  
Multiple Perspectives ◽  
Management Tools ◽  
Content Type ◽  
Market Creation ◽  
Market Conduct ◽  
Academic Level ◽  
Service Portfolio ◽  
Pros And Cons

Learning outcomes Through a discussion of the case, students will be able to conduct “Pros and Cons” analysis for entering a new market. Conduct “SWOT” analysis for entering a new market. Explain how to create a Blue Ocean Market Space, by implementing the concept of value-innovation. Demonstrate the role of “strategy canvas” and “The four action framework” in creating Blue Ocean Market Space. Case overview/synopsis This case describes a situation in which Vivek Vyas (Vyas) and Vimal Popat (Popat) first generation entrepreneurs starts their venture shradhanajali.com in June 2011. The monthly revenues range in between INR 75,000 and INR 80,000. Shradhanjali.com has garnered customers from major parts of India, USA, Canada, UK and Africa. It was in 2019 when Vyas and Popat co-founders of Shradhanjali.com were in their office at Rajkot, Gujarat reading an article in financial express, which had a mention of India’s 10 most wacky startups which used technology and internet to get closer to users. One of the startups reported by financial express was offering people to book cremation for the funeral of the deceased loved ones. Looking at the article Popat thought to enter a new market space by mid of 2020, where new offering to customers to book online pujas across temples in India on the birth and death anniversaries of their loved ones. The purpose of this case is to provide an opportunity for the participants to make use of management tools such as Pros and Cons; and SWOT analysis to decide whether shradhanjali.com should penetrate more into this world of e-commerce and offer online puja service to their customers. However, the two co-founders are undecided whether to add online puja service in their service portfolio as they do now know the way forward to convert the idea of online puja into a viable business? Participants need to take into consideration the data given for shradhajali.com and make assumptions and resolve the dilemma through which Vyas and Popat are going through. Complexity academic level The case involves various issues with first generation online startup in strategic management field such “Pros and Cons” analysis and challenges faced during the new market creation phase. Thus, this case can be used for covering multiple perspectives related to blue ocean strategy (e.g. application of strategy canvas and the four action framework). Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Two paths to customer loyalty: the moderating effect of the differentiation level strategy in the performance-satisfaction-value-intentions relationship

2016 ◽  
Vol 25 (2) ◽  
pp. 171-183 ◽  
Author(s):  
Jorge Vera
Keyword(s):  
Moderating Effect ◽  
Mediating Effect ◽  
Cost Price ◽  
Product Performance ◽  
Brand Strategy ◽  
Content Type ◽  
Structural Path Analysis ◽  
Dishwashing Detergent ◽  
Brand Strategies ◽  
Structural Path

Purpose This paper aims to show how consumers process information differently under two dissimilar types of brand strategies. By analysing data from dishwashing detergent consumers who evaluated two different brands, one with a high differentiated/performance/price brand (HB) strategy and other with a low differentiated/cost/price brand (LB) strategy, it is shown how the structural relationship between some constructs differ under each price brand strategy. With a structural path analysis, the product performance, customer satisfaction, customer perceived value and behavioural intentions relationship are assessed. Additionally, the moderating effect of the brand strategy in this structural relationship is tested. Design/methodology/approach Data of a sample of n = 273 Mexican dishwashing detergent users were analysed. Respondents evaluated two brands of dishwashing detergent. One brand followed a high differentiated/performance/price strategy (Axion) and the other used a low differentiated/cost/price strategy (Roma). Participants had to have been consumers of both brands of detergents. A structural path analysis to show the moderating effect of the brand strategy was implemented. A nested comparison invariance test for structural weights to corroborate differences was used, as well. Findings Results confirm structural differences between both brand strategies in the constructs relationship. The HB strategy showed that both satisfaction and perceived value have a mediating effect between product performance and brand intentions; on the other hand, the LB strategy showed that only satisfaction has a mediating effect between these two constructs. The explanation amount for dependent latent variables was higher for the HB strategy than for the LB strategy. Originality/value This study offers a distinct view of the differentiated/quality brand strategy – low cost/price brand strategy duality. It provides a theoretical-empirical explanation of the cognitive processes that both strategies involve for a customer. As well, this study conceptually relates the generic strategies theory with the use of specific brand strategies.

Insider versus outsider – who is better? The case of Zyne furnishings

2021 ◽  
Vol 11 (4) ◽  
pp. 1-19
Author(s):  
Gopal Venkata Vajjhala ◽  
K.S. Venu Gopal Rao
Keyword(s):  
Objective Assessment ◽  
Evaluation Process ◽  
Leadership Role ◽  
Sales Manager ◽  
Western Region ◽  
Content Type ◽  
High Point ◽  
Academic Level ◽  
Pros And Cons ◽  
The Right

Case overview/synopsis Zyne is a mid-sized Delhi-based firm engaged in the home linen business under the company’s brand name. Raman was the Managing Director of Zyne. In 2019, Prashanth the head of the second-best region (West) quit abruptly without grooming a successor. Prashanth’s team consisted of greenhorn executives whom he recruited from colleges. Raman has options of selecting a replacement for Prashanth from within the organization. Two candidates are in the reckoning, namely, Amit and Neha. Amit was 48 years old, a veteran in the business and associated with the Zyne group for over 15 years. He was a top sales performer in the Central region and was interested in relocating to the West. Twenty-seven-year-old Neha was industrious, talented and creative. Within three years of joining Zyne, she had proven herself as a go-getter with remarkable ability to develop strong channel partner relations. Raman had to decide whom to select from among the two or go for an outsider from the industry. Raman has to contend with selection issues related to insider vs an outsider. If one of the internal candidates is chosen how could he motivate the other to continue to perform and deliver? The case focuses on the challenges of recruitment of a Sales Manager (SM) in a small home furnishing business. Use of competency framing to validate the candidates is the high point of the case Learning objectives By the end of case discussion participants should be able to understand the following: differentiate skills required in a sales leadership role as compared to that of a sales executive; evaluate the pros and cons of internal promotions versus hiring an outsider; apply the concept of competency framework to evaluate different candidates vying for the same position; and understand how a candidate not selected for the position understands the reasons thereof to enable improvements. Complexity academic level Started in 2010, Zyne Furnishings headquartered at Delhi, was in the business of selling home furnishings. Raman, a second-generation entrepreneur was Zyne’s Managing Partner. With help from his father Rajesh Gupta, Raman worked toward expanding Zyne’s business operations in India. Raman was facing a challenge because of the abrupt resignation of Prashanth, the Western Region SM. Prashant had done well in the region and assiduously built Zyne brand’s presence there. As Raman pondered over the ways of filling up the SM position, questions confronted him for which he did not have immediate answers. He had 30 days in which a replacement must be finalized. Raman looked at the file containing the applications of the two internal candidates, namely, Amit (Southern region) and Neha (Western region) who had applied for the position. What evaluation process should he adopt to ensure an objective assessment is done before deciding on which of the two candidates fit the bill? Given that it was the first week of January 2020 and the year-end targets had to be met by March, Raman knew time was running out. He had to take a quick call. Use of competency mapping to evaluate candidates is a high point of the case. This case can be used to enhance the participants understanding of the challenges of identifying the right candidate for a senior position and weigh the pros and cons associated with the selection. Motivating the rejected internal candidate through the procedural justice system adds value to the case. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

A makeover for Dudley’s Q+

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Caroline Glackin ◽  
Suzanne Altobello
Keyword(s):  
Undergraduate Students ◽  
Minority Business ◽  
Brand Strategy ◽  
Direct Selling ◽  
Communication Preferences ◽  
Content Type ◽  
Entrepreneurial Marketing ◽  
Secondary Sources ◽  
Academic Level ◽  
Brand Perception

Theoretical basis The Dudley Beauty case illustrates a contemporary branding, management and marketing challenge facing many companies that are 50 plus years old. Movahhed (2016) highlights the six elements to consider during brand strategy: the target audience, the brand promise, brand perception (past, current and future), brand values, brand voice and brand positioning. The times have changed with changing macroenvironmental factors including political, economic, sociological, technological, legal and other environmental (PESTLE) changes that affect a business but which the business does not directly control. Research methodology The case is based upon an interview with Dudley Beauty CEO and President Ursula Dudley Oglesby and secondary sources. Case overview/synopsis The “A Makeover for Dudley’s Q+” case explores the challenges of a second-generation textured hair care and personal care company in the direct selling channel as it faces an aging market and changing business and economic environment. A Black-owned company, begun in 1967 by her parents, Dudley Beauty is led by the founders’ daughter, Harvard College and Harvard Law School-educated, Ursula Dudley Oglesby. At over 50 years old, the company has continually created new textured hair products and has high brand awareness among older Black consumers but has not adequately addressed changing hair trends and shifting communication preferences of younger consumers. The company is at a critical point needing to reach a younger, larger market to survive. The business situation supports marketing, management, strategy, and/or entrepreneurship undergraduate students in understanding how macroenvironmental forces and internal structures affect businesses. Complexity academic level This case is intended primarily for use by undergraduates in a variety of courses. It is suitable for courses in Principles of Marketing, Entrepreneurial Marketing, general Entrepreneurship and Marketing Strategy courses covering topics such as direct selling, the role of environmental factors in business, rebranding efforts using digital and social media marketing and women/minority business owners.

“Bookmysurprise”: navigating through the predicament of a start-up

2021 ◽  
Vol 11 (2) ◽  
pp. 1-10
Author(s):  
Shagun Bansal ◽  
Inakshi Kapur ◽  
Anjani Kumar Singh ◽  
Piyush Verma
Keyword(s):  
Small Business ◽  
Learning Outcomes ◽  
Scale Up ◽  
New Venture ◽  
Event Management ◽  
Content Type ◽  
Academic Level ◽  
Short Period ◽  
Pros And Cons ◽  
Set Up

Learning outcomes The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing entrepreneurship, to set up a new venture, namely, steps, challenges involved and decision-making process, to scale up a small business; when, how and where? And to tradeoff required for scaling up a small business. Case overview/synopsis Pooja, a young management graduate from Varanasi, decided to overcome all challenges and barriers faced by a women entrepreneur and chase her lifelong dream of creating her own event management startup. After having achieved phenomenal success in a short period of time within the city, she began to receive interest from neighbouring cities as well. The decision to scale up operations was particularly difficult for Pooja, as she had funded the venture through her personal funds and personally nurtured the business and her team based on the values of quality and creativity. Like any small business, she had to decide what level of trade-off was required between scaling and dilution of control over the operations. Complexity academic level The case study is applicable for students of management. The learnings from the case can be applied by an individual who is looking to start a business or expand one. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Internet banking brand strategies amongst German commercial banks since the 1990s

2021 ◽  
Vol 13 (2) ◽  
pp. 65-84
Author(s):  
Jan Körnert ◽  
Klemens Grube
Keyword(s):  
Commercial Banks ◽  
Research Question ◽  
Relevant Literature ◽  
Subsequent Development ◽  
Internet Banking ◽  
Brand Strategy ◽  
Research Approach ◽  
Content Type ◽  
Internet Bank ◽  
Brand Strategies

Purpose In the mid-1990s, market demands for around-the-clock (24/7) banking and financial transacting began to converge with advances in internet-based technologies. This confluence of forces gave rise to the birth of internet banking. Building upon the relevant literature, this paper aims to develop a set of propositions to address the following questions: what brand strategy or strategies were used at the birth of internet banking roughly 25 years ago? In the years since then, have merger and acquisition transactions involving internet or “direct” banking businesses only come to fruition where the direct bank was previously under a specific brand strategy? And finally, where there have been changes in internet banking brand strategy, have these invariably been in the ultimate direction of one particular brand strategy? Design/methodology/approach Because of the exploratory nature of the research question, this paper uses a case study examination as the research approach. In addition to gaining deeper insight into issues involving internet bank branding as these actually existed, this paper aims to propose preliminary and tentative conclusions that can later be tested empirically with larger sample size. The case studies specifically examine German commercial banks with direct bank businesses. Findings In the examination of the German commercial banks, this paper finds that their internet banking activities some 25 years ago were, in fact, never launched using an umbrella brand strategy but rather with a combined brand strategy or multi-brand strategy. Mergers and acquisitions (M&A) transactions involving internet-based direct banks were only consummated where the direct bank had previously been operated by the parent bank using a multi-brand strategy. Where the brand strategies of internet-based direct banks have been changed by their parent banks, this has invariably been in the direction of an umbrella brand strategy. Originality/value Within the marketing and banking literature, there are no in-depth examinations of internet banking brand strategies to be found. This paper, in addressing this research topic, marks the first full survey of German commercial banks with internet-based direct banking businesses. This survey, moreover, examines branding not only at the time that internet-based direct banks were first established starting in 1994 but also the subsequent development of internet banking brand strategies to the present day.

Research on the relationship of the weaker enterprises post-merger brand strategy and consumers’ purchase intention

2018 ◽  
Vol 1 (1) ◽  
pp. 34-52 ◽  
Author(s):  
Peng Yao ◽  
Xinxin Wang
Keyword(s):  
Purchase Intention ◽  
Brand Strategy ◽  
Extensive Literature ◽  
Chinese Consumers ◽  
Content Type ◽  
Brand Authenticity ◽  
Significant Difference ◽  
Consumer Purchase Intention ◽  
Brand Strategies ◽  
Relationship Of

PurposeNowadays, many weak brands have acquired strong international brands to accelerate their internationalization. However, “the weakers acquire the strongers” model of M&A leads to many consumers’ loss. The purpose of this paper is to explore the relationships between the brand strategy after the M&A, brand authenticity and consumer purchase intention through two experiments.Design/methodology/approachBuilding on an extensive literature review, the authors identify four hypotheses. Hypotheses were tested on data collected across 190 Chinese consumers.FindingsThe results show that the decline of consumer purchase intention was mainly caused by the falling consumer assesses on brand authenticity; the different post-merger brand strategies have significant difference on brand authenticity and consumer purchase intention, and self-brand connection played a moderate role between brand authenticity and consumer purchase intention.Originality/valueThe research reveals the reasons for consumer loss after mergers and acquisitions and provides empirical insights into how post-merger brand strategies can be manifested to convey brand authenticity as well as to build consumers’ purchase intention. In addition, the findings confirm the role of self-brand connection.

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