The Indian airline industry – will the flight be smooth?

2014 ◽  
Vol 4 (3) ◽  
pp. 1-12 ◽  
Author(s):  
Rangarajan Srinivasan ◽  
Vindhyalakshmi A. Prasad
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Subject Area ◽  
Current Situation ◽  
Point Of View ◽  
Aviation Industry ◽  
Economic Point ◽  
Content Type ◽  
Mba Students ◽  
Detailed Picture

Subject area The case concerns introductory marketing management. Study level/applicability This case is suitable for MBA students. Case overview The case explains the current situation encountered by the airline industry in India. This case gives the reader a detailed picture of the reasons for the growth and the subsequent troubles faced by the Indian aviation industry. Expected learning outcomes The case is aimed at helping the students to analyse a marketing situation both from a macro-economic point of view and from an individual company perspective. 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.

Malaysia Airlines: in search of a sustainable business model

2014 ◽  
Vol 4 (7) ◽  
pp. 1-10 ◽  
Author(s):  
Shalini Rahul Tiwari ◽  
Jyoti Kainth
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Business Models ◽  
Subject Area ◽  
Aviation Industry ◽  
Kuala Lumpur ◽  
Sustainable Business ◽  
Content Type ◽  
General Management ◽  
Executive Mba

Subject area Strategic Management/General Management. Study level/applicability MBA/Executive MBA. Case overview Malaysia Airlines (MAS) was incorporated in 1937 to operate in Singapore, Kuala Lumpur and Penang. The first period of crisis was witnessed in 1997/1998 due to the Asian Financial Crisis, MAS reported RM 260 million in losses. The airline recovered from the loss and reported profit of RM 461 million in 2004. However, it experienced another loss of RM 1.25 billion in 2005. This lead to implementation of the Business Turnaround Plan 1 in 2006. The Business Transformation Plan 2 was announced in 2008, but the period of losses hit the airline again in 2011. Overall, MAS has witnessed continuous cycle of losses and profits. Despite the turnaround efforts, the airline does not seem to be recovering; is there a safe landing for the troubled airlines? Expected learning outcomes The case can be used to illustrate economics and complexities of aviation industry, different business models existing in airline industry, quantitative and qualitative aspects of a turnaround strategy, failure to sustain turnaround efforts, and predicting the future scope for a player in airline industry. 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.

“Way Smarter”: Valuair in the budget airline industry

2013 ◽  
Vol 3 (4) ◽  
pp. 1-24
Author(s):  
Terence P.C. Fan
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Low Cost ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Low Cost Carrier ◽  
Fierce Competition ◽  
Risk Investment ◽  
E Mail

Subject area Strategic management and marketing. Study level/applicability Executive education; postgraduate; undergraduate. Case overview By 2004, the low-cost carrier model had just recently been introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore's first budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors that his company is a smart low-risk investment. Is Sim right, given Valuair's competitive position and the market environment in which it operates? Expected learning outcomes Students will be able to apply strategic frameworks in order to develop an understanding of Valuair's market position and use this understanding to advice investment decisions. 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.

Pepsodent: marketing strategy at the bottom of the pyramid

2017 ◽  
Vol 7 (4) ◽  
pp. 1-16
Author(s):  
Gerard Tocquer
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Brand Equity ◽  
Emerging Market ◽  
Subject Area ◽  
Marketing Mix ◽  
Bottom Of The Pyramid ◽  
Brand Positioning ◽  
Content Type ◽  
Mba Students

Subject area Marketing in an emerging market. Study level/applicability The case is aimed at MBA students in a marketing strategy class on marketing at the bottom of the pyramid or on branding. Case overview A young brand manager faced the challenge to increase drastically a brand market share to 8 per cent in 2015 in a context of a new emerging market with large number of consumers living with no more than US$1.25 a day. Expected learning outcomes Expected learning outcomes are as follows: to familiarize students with emerging markets characteristics; to illustrate the challenges of marketing a brand to local consumers with limited financial resources to craft a marketing strategy for Pepsodent with a clear positioning, allowing the Pepsodent brand to differentiate itself and to leverage its brand equity; and to develop a marketing-mix aligned with the brand positioning. 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.

“Way Smarter”: Valuair in the budget airline industry

2013 ◽  
Vol 3 (4) ◽  
pp. 1-24
Author(s):  
Terence P.C. Fan
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Low Cost ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Low Cost Carrier ◽  
Fierce Competition ◽  
Risk Investment ◽  
E Mail

Title – “Way smarter”: Valuair in the budget airline industry. Subject area – Strategic management and marketing. Study level/applicability – Executive education; postgraduate; undergraduate. Case overview – By 2004, the low-cost carrier model had just recently been introduced to Southeast Asia. Airlines under this model quickly began taking market share. Singapore ' s first budget carrier, Valuair, finds itself in fierce competition between two rapidly emerging competitors in the second half of 2004. Valuair needs to expand in order to remain competitive. However, for this to happen the company needs additional access to capital. The CEO, Sim Kay Wee, has begun pitching to investors that his company is a smart low-risk investment. Is Sim right, given Valuair ' s competitive position and the market environment in which it operates? Expected learning outcomes – Students will be able to apply strategic frameworks in order to develop an understanding of Valuair ' s market position and use this understanding to advice investment decisions. 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.

Cervejaria Noi: brewing a go-to-market strategy

2018 ◽  
Vol 8 (1) ◽  
pp. 1-18
Author(s):  
Paulo Arthur Mauro ◽  
Kateline Ketne Daltoé ◽  
João Ricardo da Costa Lopes ◽  
Flavia d Albergaria Freitas ◽  
Victor M.C. Almeida
Keyword(s):  
Learning Outcomes ◽  
Case Reports ◽  
Subject Area ◽  
Marketing Channels ◽  
New Markets ◽  
Market Strategy ◽  
Content Type ◽  
Mba Students ◽  
Advantages And Disadvantages

Subject area Marketing Channels. Study level/applicability The case was developed to stimulate the discussion about decisions and strategies of channel and was recommended for MBA students in courses such as Marketing Channels or Trade Marketing in Business Administration. Case overview The case reports the dilemma experienced in 2013 by Osmar Buzin, one of the partners of Cervejaria Noi, whose specialty beers had achieved prestige among their customers, mainly in the city of Niterói, RJ, where the company was born. This success aroused the interest of other markets that wanted to sell their products. The opportunity for expansion brought together the need to decide how to meet these new markets: deliver directly to the points of sale, as it did before; or use distributors. Osmar knew that he could count on Gilmar Gutbrodt, his partner and brewmaster, along with Bianca Buzin, the General Manager of the brewery to evaluate together the best strategy for reaching new markets. Expected learning outcomes It is expected that at the end of the discussion of the case, students will be able to achieve the following learning outcomes: to design the path-to-market, identifying the role of intermediaries; to identify distribution alternatives and key channel members; and to perceive the advantages and disadvantages of intermediation and its unfolding in channel management. 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.

AaramShop.com reinventing the e-grocery wheel in India

2016 ◽  
Vol 6 (2) ◽  
pp. 1-28
Author(s):  
Bikramjit Rishi ◽  
Ashish Kapoor ◽  
Sameer Bhatia
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Business Model ◽  
Subject Area ◽  
Digital Marketing ◽  
Content Type ◽  
Mba Students ◽  
Link Type ◽  
New Business

Subject area Marketing. Study level/applicability The courses in which this case can be used include e-business, e-commerce, digital marketing, retailing and marketing strategy. This case can be used to teach MBA students. This case is also having the equal relevance for the executive programmes. Case overview AaramShop is digitizing the Grocery General Trade ecosystem. There are of millions of neighbourhood kirana stores spread across all the cities of India. AaramShop is bringing these neighbourhood kirana stores online, and making them not only e-commerce-ready but also capable of using technology to take their stores to the next level in terms of service and delivery. The case lists out the issues and challenges faced by AaramShop. Expected learning outcomes This case challenges the participants to understand the new business model in the e-commerce space. The participants can look at the different angles of the business model proposition, namely, how AaramShop approach delivers on the retailer proposition, consumer proposition and the brands proposition. The participants can also be sensitized about the obstacles in making the business model more successful. These obstacles can be posed by the retailers, consumers or brands. The case will lead to a discussion about the logistics model opportunity available to Aaramshop.com. 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

Road to default: Tracoma holding Berhad Bai Bithaman Ajil Debt securities (BaIDS)

2015 ◽  
Vol 5 (5) ◽  
pp. 1-6
Author(s):  
A.M. Hafizi ◽  
Shahida Shahimi ◽  
Mohd Hafizuddin Syah Bangaan Abdullah ◽  
M. Badrul Hakimi Daud
Keyword(s):  
Learning Outcomes ◽  
Capital Market ◽  
Credit Rating ◽  
Subject Area ◽  
Capital Requirements ◽  
Fund Raising ◽  
Case Scenario ◽  
Worst Case ◽  
Content Type ◽  
Analytical Skills

Subject area Islamic Finance and Investment Study level/applicability Level of program/audience: Advanced undergraduate and postgraduate. Courses Intermediate and Advanced Finance, Economics, Islamic Economics & Finance, Islamic Banking & Finance, Islamic Capital Market and other relevant courses. Specifictopics/syllabus Capital markets instruments, conventional or Islamic. Case overview This case focuses on Tracoma Holding Berhad Bai Bithaman Ajil Debt Securities (BaIDS) amounting to RM 100 million which was issued by Tracoma Holding Berhad in 2005. It was the first issuance of a sukuk (Islamic debt securities or bond) by the company. The proceeds were used to finance its growth and to repay existing bank borrowings and capital requirements. This case is interesting, as it allows students to study the bai bithaman ajil sukuk structure and issuance process in the Malaysian capital market. It also provides basic financial transaction and credit rating of sukuk which requires analytical skills. Being a debt-based facility, the sukuk was subjected to credit rating evaluation by the MARC, the rating agency appointed by the company. Further downgrading of the sukuk meant it would lead to the worst-case scenario. Some actions needed to be taken to solve this issue; therefore, the CFO suggested an urgent meeting with the sukuk holders. Expected learning outcomes The students should be able to: understand the issuance process and the principle of BBA (bai bithamin ajil) in sukuk structure; understand reason(s) methods of fund raising by firm and the allocations of fund; understand the sukuk default issue; analyze the reasons for sukuk default; understand the importance of debt securities credit ratings; and identify investors' protection in the case of sukuk default. 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.

Value communication: low-cost marketing initiatives for “Guru Ki Bani 58282”

2013 ◽  
Vol 3 (3) ◽  
pp. 1-9
Author(s):  
Neeraj Pandey ◽  
Gaganpreet Singh
Keyword(s):  
Interactive Voice Response ◽  
Low Cost ◽  
Value Added ◽  
Subject Area ◽  
Marketing Management ◽  
Digital Marketing ◽  
Content Type ◽  
Mba Students ◽  
Marketing Team ◽  
Value Communication

Subject area Pricing, digital marketing, marketing management and strategic marketing. Study level/applicability The case can be used for pricing or digital marketing courses as well as marketing management courses to MBA students and/or for management development programmes. Case overview Goldfinch Mobile Solutions, a Hong-Kong based value added services (VAS) and gaming platform provider, had an exclusive tie up with Bharti Airtel in India for providing value added voice applications on an interactive voice response system (IVRS) platform. The Goldfinch flagship service is “Guru Ki Bani” which may be subscribed to by dialing the short code 58282. This “58282” service has a repository of all Sikh religion daily prayers, religious songs, teachings, stories from Guru's life and similar information that is derived from the Sikh Holy book Guru Granth Sahib Ji. As per mutual agreement between Goldfinch Mobile Solutions and Bharti Airtel, the telecom operator had the responsibility to promote Goldfinch's Guru Ki Bani service amongst its subscriber base through its below the line (BTL) promotional channels such as short messaging service (SMS), outbound calls, cell information, notification SMS after call and above the line (ATL) activities such as posters, leaflets, print, promoters, regional TV, outdoors, etc. The revenue sharing arrangement between Airtel and Golfinch was in the ratio of 75 percent and 25 percent. However, with recent changes in the policies of Telephone Regulatory Authority of India (TRAI), promotional marketing used by telecom operators has been constrained. Declining customer share, decreasing profits (after Bharti Airtel halted promotions) and increasing organization cost per customer have made MD and CEO Mr Newton Bubber think of various options including low-cost marketing initiatives besides digital marketing to promote Guru Ki Bani services. Value communication to its huge potential customer base, i.e. 184.19 million Bharti Airtel subscribers was another challenge facing Mr Newton and his marketing team at Goldfinch. Expected learning outcomes The case enables students to learn the concepts and application of value creation, effective value communication, price waterfall analysis, importance of costing parameters in pricing decisions, low-cost marketing strategies and digital marketing. 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.

The South African public service wage bill deadlock in 2021: living on the edge

2021 ◽  
Vol 11 (4) ◽  
pp. 1-15
Author(s):  
Marianne Matthee ◽  
Albert Wöcke
Keyword(s):  
Fiscal Policy ◽  
Learning Outcomes ◽  
South African ◽  
Public Service ◽  
Subject Area ◽  
The South ◽  
Content Type ◽  
Academic Level ◽  
Finance Minister ◽  
The Government

Subject area Macro-Economics. Study level/applicability Undergraduate and MBA. Case overview The COVID 19 pandemic-related restrictions devastated South Africa’s economy in 2020 and although the restrictions were generally less damaging than in 2020, the government had to budget for vaccinations and rebuild the economy. Public service unions had just announced that they were demanding an increase of 4% above inflation for their members and that they were preparing for a strike. They were bitter about the fact that the South African Government had withdrawn from the last year of a three-year wage agreement in February 2020 and their members had not received an increase for the two years. These demands and Finance Minister Mboweni’s response to them had to consider the structural and cyclical impact on the fiscus and economy. Expected learning outcomes The learning outcomes are as follows: understand the general objectives of fiscal policy and stakeholders’ interests; understand the tradeoffs in fiscal policy and the implications of taking a position; and make recommendations based on reasoned judgements about those recommendations. Complexity academic level Undergraduate and MBA level courses on Macro Economics. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

NCR hospital: turnaround dilemmas of a leader

2017 ◽  
Vol 7 (3) ◽  
pp. 1-24
Author(s):  
Richa Awasthy ◽  
Rajen K. Gupta
Keyword(s):  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Family Business ◽  
Subject Area ◽  
Early Years ◽  
Change Initiatives ◽  
Content Type ◽  
Specialty Hospital ◽  
Employee Attrition

Subject area Organizational diagnosis. The case addresses the issue of an outsider at a senior position in a family-run business. Study level/applicability MBA. Case overview NCR-Delhi is a multi-specialty hospital in Delhi and is essentially a family-run business. Though it had done well in the early years since its inception, it had been plagued by many problems and had undergone many changes in management and processes. An outsider joined it as the Facility Director (FD) two years ago. In these two years, he introduced multi-directional changes. However, he has not been able to achieve a complete turnaround of the hospital. The major issues facing him are financial, operational and personnel-related issues. The hospital is currently in a major financial crisis, which has been causing delays in disbursement of salaries and creating resource crunches in daily operations. Most of the patients are government empanelled patients, and collection of payments from such patients usually takes at least three months. Employee attrition and customer satisfaction are also continuing challenges. Other issues include lack of proper support and interference from top management. The FD has been showing considerable prowess and capability in leading the organization, but has not been able to achieve the desired results owing to the above factors. Expected learning outcomes To understand the frameworks and process of organizational diagnosis; to understand the influence of change initiatives on organizational culture; and to understand the complexity of family business and what happens when an outsider leader joins family 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 6: Human Resource Management.

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