Egan’s Irish Whiskey: a story of heritage and renewal

2021 ◽  
Vol 11 (2) ◽  
pp. 1-23
Author(s):  
Wendy Du Plessis ◽  
Mark Peters
Keyword(s):  
Learning Outcomes ◽  
Customer Value ◽  
Distribution Channel ◽  
Business Strategies ◽  
Executive Education ◽  
Strategic Choices ◽  
Content Type ◽  
Marketing Intelligence ◽  
Education Courses ◽  
Strategy Marketing

Learning outcomes The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs. Case overview/synopsis The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable. Complexity academic level The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Tomato Jos: launching a tomato paste brand in Nigeria

2022 ◽  
Vol 12 (1) ◽  
pp. 1-16
Author(s):  
Jaco Maritz ◽  
Mark Peters
Keyword(s):  
Business Strategies ◽  
Small Scale ◽  
Executive Education ◽  
Content Type ◽  
Academic Level ◽  
The Usa ◽  
Tomato Processing ◽  
Small Scale Farmers ◽  
Education Courses ◽  
Strategy Marketing

Learning outcomes The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. Case overview/synopsis Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote. Complexity academic level The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership. Supplementary materials Teaching notes are available for educators only. Subject code CCS 11: Strategy.

BOS Brands: challenges of internationalisation

2016 ◽  
Vol 6 (4) ◽  
pp. 1-32
Author(s):  
Christopher James Human ◽  
Geoff Bick
Keyword(s):  
Learning Outcomes ◽  
Multinational Corporations ◽  
Emerging Market ◽  
Entry Mode ◽  
Physical Distance ◽  
Executive Education ◽  
Content Type ◽  
Teaching Case ◽  
Global Brand ◽  
Education Courses

Subject area This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an emerging market. Study level/applicability It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. Case overview This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as SME internationalizing from an emerging market. It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. BOS Brands provides an interesting case on the internationalisation experience of a Born Global firm, particularly from an emerging market context. This medium-sized South African business develops, distributes and markets Rooibos-based beverages in Southern Africa and Europe, with eyes on a broader global presence. The case provides insights into the strategic decisions required to successfully take a medium-sized business into competitive foreign markets without the capital and support enjoyed by many larger multinational corporations. Among other issues, BOS Brands provides fertile ground to explore the selection of target country and entry mode, overcoming cultural and physical distance, opportunity recognition and the roles of networks and innovation. Expected learning outcomes The expected learning outcomes are to: analyse the decision-making process of the internationalising SME in terms of internationalisation factors, timing and phases and evaluation of potential target countries and entry mode options and launch marketing approach; understand the complexities of marketing in a foreign cultural and business context (including cultural and physical distance); and develop alternative marketing strategies for an entrepreneurial SME to grow internationally given limited resources. 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.

Brouges footwear: launching a Ghanian shoe brand

2021 ◽  
Vol 11 (4) ◽  
pp. 1-27
Author(s):  
Jorge Fernandez Vidal
Keyword(s):  
Emerging Markets ◽  
Raw Materials ◽  
Manufacturing Sector ◽  
Subject Area ◽  
Executive Education ◽  
Value Proposition ◽  
Strategic Choices ◽  
Content Type ◽  
Doing Business ◽  
Education Courses

Study level/applicability: This case is intended for use in undergraduate, MBA and Executive Education courses in Strategy, Business in Africa, Entrepreneurship and Investing in Emerging Markets. Subject area: Strategy, Business in Africa, Entrepreneurship and Investing in Emerging Markets. Case synopsis Eric Kyere founded Brouges in 2015, an African brand, with the objective of designing, manufacturing and selling great shoes. His original plan was to produce Brouges’ shoes in Africa, but had several problems with suppliers (e.g. poor quality, poor raw materials, etc.). Therefore, Brouges had to partner with a European manufacturer to produce its first batch of shoes. Shortly thereafter, Eric partnered with Michael Asare Bediako, a young Ghanaian investor and entrepreneur, who had advanced plans to build a shoemaking factory in Ghana. The factory was likely to open in early 2021, following major delays caused by the COVID-19 pandemic. This would be a major milestone for Brouges and a key step in Eric’s entrepreneurial journey. However, how can Eric and Brouges manage the challenge of growing and building a manufacturing and retail organization? How could they succeed where others had failed? Leaning objectives This case has five pedagogical objectives: strategic choices: evaluate the strategic choices that companies need to make (based on their predefined goals and aspirations) and show that they are effectively an integrated cascade of choices that need to be consistent and coherent; strategic planning: apply and analyze the key steps and key decision to be made as part of a high-level strategic plan; value proposition: apply and analyze the concept and key components of a company’s value proposition, leveraging Tovstiga’s framework; doing business in Africa: evaluate the specific generic challenges of doing business in Africa, particularly in the manufacturing sector; generalizability of frameworks: this case shows that the same frameworks that are used to analyze large firms and mature markets can be applied to smaller firms in less developed markets. Complexity academic level This case is intended for use in undergraduate, MBA and Executive Education courses in Strategy, Business in Africa, Entrepreneurship and Investing in Emerging Markets. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 3 Entrepreneurship.

The wellness zone headmasters salon and spa: managing growth

2021 ◽  
Vol 11 (1) ◽  
pp. 1-25
Author(s):  
Komal Nagar
Keyword(s):  
Learning Outcomes ◽  
Customer Value ◽  
Customer Segmentation ◽  
Strategic Choices ◽  
Jammu And Kashmir ◽  
Content Type ◽  
Customer Base ◽  
Academic Level ◽  
Competitive Industry ◽  
A Chain

Learning outcomes The learning outcomes of this paper is as follows: to identify unique selling points of a growing business for attaining competitive advantage; to understand the role of segmentation for Wellness Zone Headmasters (WZH); to explore different strategic choices for successful expansion of business; to help students understand the concept of customer satisfaction in a competitive industry; and to understand the importance of differentiation as a major deciding factor for the future of a business. Case overview/synopsis In March 2020, Kumud Goel, one of the directors of WZH, a chain of wellness spa and salon in Jammu and Kashmir (India), was considering different marketing strategies to grow her existing business. The company had opened two new outlets in the past two years and was looking at increasing its customer base. Kumud was concerned about keeping her customers satisfied in a highly competitive industry. She was aware that differentiation was critical for future growth. In what ways could WZH differentiate itself from its competitors at a time when the market was exploding? Could customer segmentation be the solution? What measures would WZH need to take to increase its repeat customers? Complexity academic level The case is appropriate for use in a 90-min class in a Masters in Business Administration-level management course and for undergraduates, especially marketing majors and in a module on marketing strategy and customer value. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

GoBhaarati- contributing to the “Journey of Healthy Living”

2021 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Vinit Vijay Dani ◽  
Meeta Dasgupta
Keyword(s):  
Learning Outcomes ◽  
Social Enterprise ◽  
Intrinsic Value ◽  
Distribution Channel ◽  
Social Enterprises ◽  
Health And Wellness ◽  
Content Type ◽  
For Profit ◽  
Academic Level ◽  
Start Up

Learning outcomes The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations. Case overview/synopsis GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically. Complexity academic level Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

Scaling Girls’ Technical Education (GTE): bringing coding skills to women in Tanzania

2020 ◽  
Vol 10 (4) ◽  
pp. 1-30
Author(s):  
Kelly Alexander
Keyword(s):  
Learning Outcomes ◽  
Technical Education ◽  
Positive Impact ◽  
Social Enterprises ◽  
Business Strategies ◽  
Content Type ◽  
Mission Drift ◽  
Organisational Form ◽  
Academic Level ◽  
Award Winning

Learning outcomes The learning outcomes are as follows. Students can assess effective business strategies, determine the role of business in shaping informal institutions, understand managing issues in social enterprises, from talent management to expansion to mission drift, and develop deeper understanding of the African context. Case overview/synopsis The case presents the challenges facing the award-winning CEO/Founder of Tanzanian social enterprise Girls’ Technical Education (GTE). GTE provides technology and coding skills in Tanzania, focussing on educating women and girls. GTE has experienced significant success – expanding into neighbouring Malawi. GTE has a strong vision and mission, clearly articulated and prioritised by the Founder and his Board. Hybrid organisations, blending a social and financial mission, are expected to experience management tensions or mission drift, yet GTE seems to have avoided this. As an emerging organisational form, social enterprises – like GTE – often face hurdles regarding legitimacy and acceptance in the markets in which they operate. GTE is working to understand the Tanzanian and regional contexts and challenges in these ecosystems, seeking to influence norms and bring about positive impact. Complexity academic level Postgraduate courses including MBA, Executive Education and courses focussing on Organisation Studies, Management and Strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 7 Management Science.

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.

“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.

CSR in village school: challenge after success

2017 ◽  
Vol 7 (3) ◽  
pp. 1-14
Author(s):  
Jagannath Mohanty ◽  
Shivnath Sinha
Keyword(s):  
Learning Outcomes ◽  
Scale Up ◽  
Subject Area ◽  
Executive Education ◽  
Content Type ◽  
Village School ◽  
Management Technology ◽  
One Year ◽  
Corporate Social ◽  
Social Empowerment

Subject area Corporate social responsibility (CSR). Study level/applicability Graduate, undergraduate and executive education. Case overview The Institute of Management Technology, Nagpur, in the year 2013 started the Centre for Corporate Governance to emerge as an academic and research center for the industries in the vicinity of Nagpur and engage industries in CSR activities. On completion of one year of the center, the team responsible for execution of the programs was disappointed with the Centre’s progress. They decided to start an empowerment program with students from a poor village school. The initiative was well received by the school and its students. Now the team is facing the challenge of sustainability and scale up of the initiative. Expected learning outcomes To understand the concept and motives of CSR; to evaluate how a nonprofit-making entity can contribute to its communities; to explain the nuances of stakeholder engagement; social empowerment and inclusiveness; and student engagement and volunteerism. 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.

Going international through successful partnerships: the case of GIAS

2013 ◽  
Vol 3 (1) ◽  
pp. 1-10
Author(s):  
Yamen Koubaa ◽  
Rym Srarfi Tabbane ◽  
Manel Hamouda
Keyword(s):  
Learning Outcomes ◽  
Global Economy ◽  
Foreign Market ◽  
Subject Area ◽  
Theory And Practice ◽  
Strategic Choices ◽  
Foreign Markets ◽  
Content Type ◽  
Master Level ◽  
Selection Of

Subject area International business. Study level/applicability The case is suitable for Bachelor and Master level students of business studies. Case overview In the actual global economy context, firms are trying to be more competitive by accelerating their efforts to integrate foreign markets. Small and medium-sized enterprises (SMEs) from emerging markets are increasingly internationalizing to capitalize on opportunities in foreign markets. To get into internationalization SMEs can use different successful expansion strategies. One of these strategies is the establishment of a win-win partnership with partners that distribute the company products on the foreign markets. The case deals with a successful experience of a win-win partnership from an emerging country SME, the Tunisian food industry firm GIAS, which began its internationalization in 1996. The case presents first the reasons of internationalization of GIAS. Then an explanation of the strategic choices of internationalization of the firm is provided. The selection of the most appropriate foreign markets is described later. The win-win partnership approach is then detailed and the case finishes with the future internationalization plans for GIAS. Expected learning outcomes The expected learning outcomes include: the selection of a foreign market; the determinants of the foreign mode of entry; the process of integrating an internationalization strategy; how to choose the most appropriate partner; the follow up and the management of the relationships with foreign partners; and the monitoring of international markets. The case provides a space to think about practice and help learners, therefore, to connect theory and practice. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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