Bhuira Jams: changing lanes to break logjam

2019 ◽  
Vol 9 (2) ◽  
pp. 1-31
Author(s):  
Somnath Chakrabarti ◽  
Vijay Chadha ◽  
Rajiv Agarwal
Keyword(s):  
Small Business ◽  
Rural Women ◽  
Consumer Preferences ◽  
Product Line ◽  
Lifestyle Changes ◽  
Indian Society ◽  
Content Type ◽  
Academic Level ◽  
Commercial Enterprise ◽  
Socially Relevant

Learning outcomes This case provides insights about the importance of market research, market segmentation, distribution, product positioning, branding and advertising for a small but growing enterprise. This case provides insights into nuances about organizing and running a family-owned small business –Bhuira Jams has to objectively decide on its way-forward which can be a pure social enterprise or a pure commercial enterprise. This case provides understanding regarding the differences between the two models in terms of funding, accounting, legal, marketing and operational aspects. Case overview/synopsis In January 2017, Linnet Mushran had just won an award from the PHD Chamber of Commerce for her work in generating local employment for rural women in the village Bhuira, Himachal Pradesh, India. This award did make her feel happy. However, more than happiness, it got her thinking as to how would Bhuira Jams – the child born out of her passion for mountains and out of the desire to do something good survive in the coming years? Bhuira Jams was never designed like a formal business. Being a family run socially relevant business, Bhuira Jams faces the challenge of operational efficiency, along with an uphill task in marketing and distribution. Almost 35 per cent of its sales comes from Fabindia, which re-sells the Bhuira products under the Fabindia label. Thus, currently there is very little focus and expenditure in Bhuira on marketing and distribution. Another challenge faced by Bhuira Jams is driven by the health and lifestyle changes occurring in the Indian society. Consumer preferences are shifting towards low fat diets, and there is growing Americanization of the Indian society. This can be a double whammy for Bhuira’s main product line of preserves, which are high on calorie and are traditionally British. Complexity academic level Bhuira Jams conceptually is close to a family owned business due to the involvement of husband, daughter-in-law and son-in-law of Linnet. Thus, this case provides insights into nuances about organizing and running a family owned small business. 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

Assessing advantage cluster: the case of Pithampur auto industry

2021 ◽  
Vol 11 (2) ◽  
pp. 1-28
Author(s):  
Pragya Bhawsar
Keyword(s):  
Graduate Students ◽  
Learning Outcomes ◽  
Auto Industry ◽  
Product Line ◽  
Industry Clusters ◽  
Industry Cluster ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Strategic Location

Learning outcomes The learning outcomes of this paper will help students in understanding the dynamics of the formation of industry clusters and the benefits associated with industry clusters. The case will give stimulus towards the cluster competition. Case overview/synopsis The case describes the dilemma of a potential investor of a tyre company that wants to diversify its product line and is searching for a new strategic location. The investor is thoughtful about the Pithampur auto industry cluster for its upcoming investment. The case demonstrates how Pithampur has transformed into an “industry cluster” and the benefits it provides to firms in it. However, Pithampur is not the only auto industry cluster in India, clusters like Chakan-Pune is in competition with Pithampur for attracting investments. This is a cause of worry for the cluster’s stakeholders. The case projects amalgamation of concerns of the stakeholders of the clusters and those of potential investors in evaluating and benchmarking it with other clusters for a competitive future. Complexity academic level Suitable for both undergraduate and post-graduate students (MBA students). 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.

Jallikattu – beyond a heroism sport for SKCRF

2019 ◽  
Vol 9 (3) ◽  
pp. 1-25
Author(s):  
Reddy Sai Shiva Jayanth ◽  
Balaji G. ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Decision Making ◽  
Supreme Court ◽  
Tamil Nadu ◽  
Action Plan ◽  
Policy Decision ◽  
Social Institution ◽  
Content Type ◽  
Academic Level ◽  
Conflicting Objectives ◽  
Socially Relevant

Learning outcomes The learning objectives have been prepared in accordance with the Blooms Taxonomy (Engelhart et al., 1984). After completion of this case, students would be able to examine and expand the concept of institutions (i.e. a sport as an institution in this case) and understand how important it is to incorporate them in the policy level decision-making (Knowledge); understand a different form of the social institution (i.e. Jallikattu) and capture its relevance for all the involved stakeholders by taking into consideration the challenges that could stem from their interplay (Application); analyze the interests of various stakeholders and their concerns that add to the complexity of a socially relevant issue (Analysis); and integrate the developments of an event (i.e. Jallikattu) over its timeline and develop an action plan for being prepared or for resolving such exigencies, especially for public policy decision making (Synthesis). Case overview/synopsis The case is centred on Senaapathy Kangayam Cattle Research Foundation whose primary aim is conservation and breeding of native breeds of cattle. The protagonist of the case, Karthikeya Sivasenapathy, managing trustee of this foundation, has invested significant efforts to create awareness on the importance of Jallikattu. Jallikattu is an ancient Indian sport played in the rural regions of Tamil Nadu state in India and has been in existence for over 5,000 years. This issue has come into limelight due to its initial ban by the Supreme Court of India in 2014 and its subsequent stay on the ban in 2016. While there are several arguments surrounding this controversy, the arguments can be broadly classified under those who support the ban (i.e. oppose Jallikattu) and those who oppose the ban (i.e. support Jallikattu). Due to the involvement of various stakeholders (government supreme court, animal welfare boards and breed saviour groups) with conflicting objectives, the dynamics of decision-making to settle this issue became very complicated, confusing and time-consuming for Karthikeya. By using the lens of institutions and stakeholder theory, the authors explain the issue around Jallikattu in this teaching note. Teaching note also documents the unfolding of events that happened after 12 January 2017 which succeeded in lifting the ban on Jallikattu. Complexity academic level The case is written for undergraduate and graduate-level students pursuing business programmes and for senior management professionals participating in the executive education programmes. The case is suitable for those who are expected to work in an environment where there is a multitude of complex, formal as well as informal institutions. This case can be used to teach the concepts of institutions, the dynamics involved and to give the flavour of the interactions between these different institutions in solving a social issue. It will fit well into courses on strategic management, social movement and institutional theory. 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 1: Accounting and Finance.

To do or not to do: the real state of real estate

2019 ◽  
Vol 9 (2) ◽  
pp. 1-23
Author(s):  
Rukhman Solangi ◽  
Waheed Ali Umrani ◽  
Iqra Solangi ◽  
Mumtaz Ali Memon
Keyword(s):  
Small Business ◽  
Real Estate ◽  
Ethical Decision Making ◽  
Ethical Issues ◽  
Content Type ◽  
The Real ◽  
The Real Estate ◽  
Academic Level ◽  
In The Beginning

Learning outcomes This case will enable students to develop an understanding of starting a single proprietorship business focusing on the real estate; understand the possible challenges that an entrepreneur faces in the beginning; apply ethical decision-making frame works when faced in ethically conflicting situation; andlook at the career anchoring theory. Case overview/synopsis The case study takes a look at the ways and means of starting a small business depending on the owner managers experience, capabilities and skills including networking which are germane to success. It also highlights the ethical issues that small business proprietors have to face in order to make money and grow. The setting of the case is a town in Sindh province of Pakistan, which setting generally represent the arena where such business (Single Proprietorship) develop and get involved in the economic development of a backward area. Finally, the case study highlights the significant but realistic expose of career anchor theory, which stipulates that people normally start with a job but switch jobs over their working life. Complexity academic level Graduate and undergraduate. 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.

Kaarvan Crafts Foundation: embracing digital literacy for women empowerment

2020 ◽  
Vol 10 (4) ◽  
pp. 1-34
Author(s):  
Tooba Irfan ◽  
Muhammad Talha Salam
Keyword(s):  
Learning Outcomes ◽  
Social Entrepreneurship ◽  
Rural Women ◽  
Digital Literacy ◽  
Women Entrepreneurs ◽  
Business Students ◽  
Women Empowerment ◽  
Basic Product ◽  
Content Type ◽  
Academic Level

Learning outcomes The learning outcomes are as follows: educate the students about the challenges in the development sector in general and in work of organizations working for women empowerment in particular; understand the overall concept of women empowerment vis-à-vis social entrepreneurship; explain the importance of technology in entrepreneurship, social entrepreneurship and development sector especially in marginalized communities in developing countries; and learn operational-level resource management in a resource-constrained setting of a non-profit sector. Case overview/synopsis Kaarvan Crafts Foundation (referred to as Kaarvan henceforth) worked for women empowerment in Pakistan with a focus on creating economic opportunities for rural women entrepreneurs. The case shares different initiatives by Kaarvan for creating opportunities for economic empowerment of rural women entrepreneurs. The main focus of the case is a program “Digitize to Equalize” in which Kaarvan offered digital literacy training to rural women entrepreneurs. The program involved developing an ecommerce platform where rural women entrepreneurs could sell their handicrafts and other products. A comprehensive training activity was designed as part of the program to facilitate trainees to sell their products on a purpose-built website. The training covered different activities ranging from using smartphones, basic product photography to order handling. Even in the initial phase, the challenges were somewhat unexpected for the team as they grappled with diversity of learning among the trainees. Few trainee women were able to learn the skills quickly and requested their trainers from Kaarvan to train them on widely popular skills of social media marketing. At the same time, other trainees were struggling with basic skills and needed more time to get basics right. Because the program had limited resources, Kaarvan’s management found themselves in a fix. The mission-oriented organization wanted to ensure the best possible opportunities for the trainees but the resources did not permit to create separate cohorts for different training areas. Complexity academic level In terms of complexity, this case study is suited for business students enrolled in senior undergraduate, graduate programs and executive MBA programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.

Rolling drops: Nilkamal Wello Water Wheel

2019 ◽  
Vol 9 (2) ◽  
pp. 1-25
Author(s):  
Varun Elembilassery ◽  
Kalyan Bhaskar ◽  
Divya Aggarwal
Keyword(s):  
Social Impact ◽  
Corporate Strategy ◽  
Stock Exchange ◽  
Corporate Sustainability ◽  
Product Line ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Water Wheel ◽  
Impact Products

Learning outcomes The case will enable students to understand and ponder on how an organization goes about identifying and launching social impact products, how social impact products should be promoted, what the opportunities and challenges in executing a social impact strategy of developing a new product line by a leading industry player are, what is the type of social investment that will generate both social and financial returns and how a sustainable social impact strategy should be aligned with the corporate strategy of the firm. Case overview/synopsis Listed in 1991 on the National Stock Exchange in India, Nilkamal Limited is the largest manufacturer of moulded plastic furniture in the world. In line with their tradition, Nilkamal has now introduced a new range of products, under “social impact products” category, to cater to some of the pressing needs of the society. For this purpose, they have entered into an agreement with a US-based organization, Wello, to manufacture and market their iconic product, the Water Wheel. The euphoria surrounding the new social impact product, Water Wheel, has been immense but its commercial viability is yet to materialize. The case provokes the students to analyse the decision of venturing into social impact products and the challenges associated with it. The case grapples with the issues faced by a business firm that looks to incorporate social impact products as part of regular commercial operations. The key question to be addressed is “How far can social impact products be a good strategy to bring corporate sustainability and what should be the approach in this case?” Complexity academic level Study level: MBA students’ applicability: corporate responsibility and corporate sustainability, social impact 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

scholarly journals All aboard the corporate socially and environmentally responsible cruise ship

2017 ◽  
Vol 9 (1) ◽  
pp. 31-43 ◽  
Author(s):  
Sheree-Ann Adams ◽  
Xavier Font ◽  
Davina Stanford
Keyword(s):  
Conjoint Analysis ◽  
Consumer Preferences ◽  
Hierarchical Bayes ◽  
Lifestyle Changes ◽  
Bayes Estimation ◽  
Content Type ◽  
Price Duration ◽  
First Time ◽  
Sawtooth Software ◽  
Policies And Practices

Purpose The purpose of the study was to examine the relative importance of corporate social and environmental responsibility (CSER) in comparison to standard, price, duration, destination, brand and disruption using choice-based conjoint analysis (CBC). Design/methodology/approach CBC was used as the data collection survey technique, and counts analysis for preference and hierarchical Bayes estimation (HB) for importance levels data analysis methods, from Sawtooth Software Inc. Findings Results show that 2:1 Royal Caribbean Cruise Line cruise consumers prefer companies with CSER policies and practices. However, their actual product choice selection of cruise package attributes revealed that consumers overall placed less importance on CSER when choosing cruises. Experienced consumers were more brand image-conscious than those new to cruising, and consumers who were less price-sensitive were most willing to choose companies with CSER policies and practices. Research limitations/implications The information provided is specifically on “what” cruise consumer preferences and importance attributes are but does not explicitly explain “why” the respondents made the choices they did. This was at the time a limitation of the software used to conduct the study. Practical implications The Conjoint Analysis CBC Sawtooth Software pre-2014 version choice simulators do not facilitate questions that provide answers as to “why” respondents make the choices they do in the market simulations. Social implications The knowledge contribution is of value to both academia and industry, as the quantitative statistical data on the cruise consumers’ choice preferences are of value in understanding and identifying solutions/approaches towards “opening the bottleneck” that exists between private sector sustainable development practices and consumer lifestyle changes. Originality/value This was the first time that CBC/HB was applied within academia to examine the cruise consumers’ choice preferences in a UK context and also the first time that CSER was applied as a direct variable in a cruise package to determine the preference and important values of a brand in a consumer behaviour decision-making context.

“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.

Pursuing premium: comparing pre-owned versus new durable markets

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chadwick J. Miller ◽  
Daniel C. Brannon
Keyword(s):  
Brand Loyalty ◽  
Durable Goods ◽  
Consumer Preferences ◽  
Product Line ◽  
Data Set ◽  
Content Type ◽  
Nondurable Goods ◽  
The Relationship ◽  
Vintage Clothing

Purpose The purpose of this paper is to investigate whether consumers in pre-owned durable goods markets (such as pre-owned automobiles) purchase products with higher premium/luxury positioning in a vertical line-up compared to consumers in new durable goods markets. The moderating role of brand loyalty on choice is also investigated. Design/methodology/approach The hypotheses are tested using a data set that includes the sales of new and pre-owned vehicles from an independently owned automotive dealer in the Northwestern USA during the first nine months of 2017 (N = 200). An ordered logit regression is used to estimate the relationship between consumers’ purchase of pre-owned vs new vehicles and the premium-level of the model that they choose, while controlling for the vehicle price. Two experimental robustness tests are conducted to provide empirical evidence of the proposed theoretical process. Findings Consumers who purchased pre-owned vehicles chose models with higher premium/luxury positioning compared to consumers who purchased new vehicles, even when controlling for price. This effect was moderated by brand loyalty, such that consumers’ premium-level of purchase was magnified if they previously owned a vehicle of the same brand. The results of an experimental robustness test indicated that consumers’ preference for pre-owned vehicles with higher premium/luxury positioning was because of greater perceptions of the quality along the dimensions of versatility, performance and prestige. Practical implications Sellers of complex durable goods (e.g. automobiles) should consider segmenting their upselling strategies for pre-owned vs new products. They should specifically focus more effort on the upselling of pre-owned durables as buyers appear more likely to pursue premium/luxury alternatives compared to new durables. Further, they should focus upselling efforts for pre-owned durables on brand loyal consumers. Originality/value To the best of the authors’ knowledge, this work is the first to examine consumers’ desire for pre-owned durable goods with premium/luxury positioning in a vertical product line-up. Further, it is also the first to explore the role of brand loyalty in shaping consumer preferences for premium/luxury pre-owned durable goods. As such, it makes an important contribution to an emerging literature exploring the appeal of premium and luxury pre-owned goods. Much work in this area has focused on the motivations that consumers have for buying pre-owned premium and luxury nondurable goods, such as vintage clothing or accessories. By contrast, the present research investigates the appeal of premium/luxury positioning for complex, pre-owned durable goods (vehicles), which are more difficult for consumers to evaluate at the point-of-purchase.

Nintendo’s next move

2020 ◽  
Vol 16 (3) ◽  
pp. 279-288
Author(s):  
Skyler King ◽  
Ismail Karabas ◽  
Anthony Allred
Keyword(s):  
Market Share ◽  
Video Game ◽  
Consumer Preferences ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Academic Level ◽  
History Of ◽  
Game Industry

Case overview/synopsis In the 1980s and 1990s, Nintendo was dominating the video game industry with a market share of 90 per cent. Since that time, market share has dropped substantially with new competitors, new technology and changing consumer preferences. This case examines the history of Nintendo including its loss of market share in a rapidly changing industry. Complexity academic level This case is suitable for undergraduate courses in strategic management where an instructor’s focus is on strategic decision-making.

Traci Lynn Jewelry: an entrepreneur maximizing shining opportunities

2019 ◽  
Vol 15 (5) ◽  
pp. 378-396
Author(s):  
Caroline E. Glackin
Keyword(s):  
Decision Making ◽  
Undergraduate Students ◽  
Product Line ◽  
African American Female ◽  
Opportunity Identification ◽  
Direct Selling ◽  
Content Type ◽  
Entrepreneurial Marketing ◽  
Academic Level ◽  
Entrepreneurial Strategy

Theoretical basis The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation. Research methodology This case is based upon a combination of interviews with the protagonist, her staff and secondary research. Case overview/synopsis This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling. Complexity academic level This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.

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