Scaling up Sirohi: can women empowerment and sustainability drive a luxury brand?

2021 ◽  
Vol 11 (4) ◽  
pp. 1-42
Author(s):  
Neena Sondhi ◽  
Rituparna Basu
Keyword(s):  
Brand Management ◽  
Emerging Market ◽  
Scale Up ◽  
Sustainable Growth ◽  
Social Entrepreneur ◽  
Difficulty Level ◽  
Content Type ◽  
Luxury Brand ◽  
Academic Level ◽  
Market Driven

Learning outcomes The case offers a unique opportunity to understand the market dynamics of a young luxury brand that aspires to empower women and pursue the broader goal of marketing sustainability in an emerging market. The discussion would enable learners to conduct environmental analysis and assess implications of crisis (current pandemic) on business, understand the marketing mix implications for a firm with societal orientation, learn to design effective brand positioning strategies and plan social and market driven brand strategies to ensure sustainable growth. Case overview/synopsis Gauri Malik, an investment banker-turned-social entrepreneur, forayed into the luxury home décor and furniture market with Sirohi, in 2019. In a market driven by exclusivity and design appeal, the brand had sustainability at its core. Malik worked with 200 women, from a conservative rural base in India to create traditional products that were hand-made with recycled natural fibres and upcycled plastic wastes. Driven by the goal of securing the livelihood for a larger group of women artisans, Malik wanted to scale up from 350 to 5000 products in the next five years. Hence, for materializing her ambitious plans she sought answers to- Could her home-trained women artisans deliver the promise of quality and finesse to support Sirohi scale up as a luxury brand? While it was extremely critical for Sirohi to have an articulated image-she wondered if the parallel focus on the up-market luxury brand image and sustainability-create competitive advantage or lead to diffused positioning? Complexity academic level Classified as MODERATE in terms of difficulty level, the case can be effectively used in post-graduate programmes for foundation courses on Marketing Management, elective courses on Brand Management or Sustainability Marketing. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Sustainable growth in times of crisis: L’Oréal Russia

2020 ◽  
Vol 10 (4) ◽  
pp. 1-20
Author(s):  
Muravskii Daniil ◽  
Muravskaia Snezhana ◽  
Romanova Elena ◽  
Kudinova Valeria
Keyword(s):  
Sustainable Development ◽  
Consumer Behavior ◽  
Financial Crisis ◽  
Crisis Management ◽  
Sustainable Development Goals ◽  
Emerging Market ◽  
Sustainable Growth ◽  
Content Type ◽  
Academic Level ◽  
Development Goals

Learning outcomes This study enables to critically assess: what constitutes the consequences of a financial crisis to a multi-national enterprise operating in the emerging market of Russia; the decision-making processes behind crisis management and the corresponding search for informational grounds to be used as decision justification; and the role of sustainable development in times of crisis. Case overview/synopsis During the 2014–2015 financial crisis in Russia, L’Oréal Russia managed to increase growth by 7%–15%, strengthening its place as the market leader in the country. First, the case illustrates the way Antonio, the General Manager of L’Oréal Russia, had successfully approached this situation by learning from the shortcomings of the company’s strategy during the 2007–2008 crisis and deciding to take a proactive position concerning stakeholders. Then, upon recalling his success story, Antonio suddenly found himself at the dawn of yet another crisis caused simultaneously by the COVID-19 outbreak and oil prices drop. In the face of uncertainty regarding the applicability of prior crisis management strategy for the new economic and social reality of Russia, Antonio was worried about whether the company would be able to achieve the 2020 sustainable development goals of L’Oréal by the end of the year. The case dilemma involves choices Antonio faced during mid-March 2020 about strategy formulation based on an adjustment to the expected consumer behavior patterns and possible need to rethink sustainable development goals priority. Complexity academic level This case is appropriate for an undergraduate or graduate-level program curriculum for courses dedicated to or including topics related to crisis management, doing business in emerging markets, corporate social responsibility and consumer behavior. Before engaging with the case, the students should be aware of basic management- and economics-related concepts and terms, such as strategy, sustainable development, CSR and economic crisis. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Kingfisher: Ultra Max re-positioning hurdle

2021 ◽  
Vol 11 (2) ◽  
pp. 1-19
Author(s):  
Bikramjit Rishi ◽  
Archit Kacker
Keyword(s):  
Brand Management ◽  
Emerging Market ◽  
New Product ◽  
Brand Identity ◽  
Research Report ◽  
Product Positioning ◽  
Alcohol Content ◽  
Content Type ◽  
Academic Level

Learning outcomes To appraise the product positioning in an emerging market. To recognize and discuss a positioning plan for a new product. To apply, describe the Kapferer brand identity prism along with different competition levels for Kingfisher Ultra Max. To deliberate the marketing mix for improving the sales of Kingfisher Ultra Max. Case overview/synopsis United Breweries Limited (UBL) was part of UB Group, which was a business conglomerate. United Breweries Holdings Limited or UB Group was headquartered at UB City, Bangalore, India. It dealt in many businesses, out of which UBL was one of them. Kingfisher Ultra Max was Kingfisher’s newest addition to the super-premium strong beer segment. It was a larger-based beer with 8% alcohol by volume content and was stronger in terms of alcohol content than Kingfisher Ultra, which was also from the super-premium segment. This brands positioning was such that it targeted the premium segment. The top management was considering a change in positioning for their Ultra Max brand. A research report submitted by a premier business school also recommended a change in positioning. The officials in the meeting are contemplating the two options for the shift in positioning; one is to make the change of positioning across India and the other is to make the change specific to some states. Complexity academic level The case is targeted at students of post-graduation and under-graduation programs in business administration, specializing in marketing management, brand management or marketing strategy. Also, the case study can be included as part of courses related to strategic management and competitive analysis. 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. Supplementary materials Teaching Notes are available for educators only.

Mahem Entertainment Society: strategic alternatives and change management

2021 ◽  
Vol 11 (3) ◽  
pp. 1-26
Author(s):  
Pravat Surya Kar ◽  
V. Padhmanabhan ◽  
Akshay Bhat ◽  
Amit Satija
Keyword(s):  
Change Management ◽  
Organizational Development ◽  
Strategic Change ◽  
Emerging Market ◽  
Scale Up ◽  
Regulatory Body ◽  
Content Type ◽  
Academic Level ◽  
Strategic Orientations ◽  
The Government

Learning outcomes Teaching objectives: to help students review entertainment service and its ecosystem; to discuss leadership anxiety during change management and organizational development; to understand organizational diagnosis while initiating change management exercise; and to compare various strategic alternatives and the implications of selecting an option. Case overview/synopsis This case narrates dilemma of Krishna Goenkar, a management consultant entrusted to revisit strategic orientations of Mahem Entertainment Society (MES). Mahem is a fictitious state in the west coast of India. MES had been created by the Government of Mahem as a regulatory body to promote the state as a world class destination for entertainment. Public interest guided the organization, as it was a government instituted body. Hence, Goenkar had twin challenges. Firstly, what strategic initiatives should he propose to scale up the operations in spite of the given organizational constraints? Secondly, how to scale up and diversify if required, with minimal resistance? The case would help students get familiarized with entertainment domain, service ecosystem and challenges of driving strategic change in public utilities, especially in Indian and emerging market context. Complexity academic level This case is suitable for graduate-level programme in marketing 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.

IKEA Inc.: the India way

2020 ◽  
Vol 10 (1) ◽  
pp. 1-9
Author(s):  
Neetu Yadav
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Learning Outcomes ◽  
Emerging Market ◽  
Local Environment ◽  
Global Strategy ◽  
International Strategy ◽  
Content Type ◽  
Academic Level

Learning outcomes Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in India and China; and to understand how adaptability can create a new competitive advantage in emerging markets. Case overview/synopsis The case study enables discussion about the global strategy of a well-established multi-national company, IKEA in an emerging market. IKEA is a well-established and well-known brand in the international market in furniture retailing. It has decided to make a debut in India in 2017 with its first store in Hyderabad. However, it was yet to open it in 2018. The case emphasizes upon understanding the global strategy of IKEA, positioning itself in the fragmented Indian furniture industry, managing differences in emerging markets and adapting to the local environment of the particular country. The case highlights how adaptability can create a new competitive advantage in managing global strategy in different countries of emerging markets. Complexity academic level This case study is developed for post-graduate management programs as an MBA, Executive MBA and executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

UCOOK: growth challenges faced by a small- to medium-sized South African venture

2019 ◽  
Vol 9 (3) ◽  
pp. 1-33
Author(s):  
Geoff Bick ◽  
Jeanné Odendaal
Keyword(s):  
Learning Outcomes ◽  
South African ◽  
Business Students ◽  
Emerging Market ◽  
Growth Strategy ◽  
Sustainable Growth ◽  
Strategic Decision ◽  
Content Type ◽  
Teaching Case ◽  
Post Graduate

Learning outcomes The learning outcomes are as follows: to understand how technology can be used to create innovative entrepreneurial opportunities; to develop analytical and critical thinking skills to understand organisations, industries and their dynamics; to analyse strategic options for an entrepreneurial organisations and motivate a proposed strategic direction; and to assess the inter-functional requirements for an entrepreneurship to successfully implement a strategy. Case overview/synopsis UCOOK, a successful emerging economy SME, is confronted with the threat of retail giants (e.g. Checkers and Woolworths) entering the meal kit space. No longer the only “new kid on the block”, UCOOK has to consider a sustainable growth strategy to remain competitive. The case provides the reader with a snapshot of experiences of a meal kit entrepreneurial venture and what it entails for them to grow in the South African milieu. Principally, this case is designed to impart knowledge and stimulate a practical understanding of entrepreneurship and strategic decision-making in the meal kit industry. Additionally, the purpose is to serve as inspiration for business students to see the opportunities that lie within strategically astute emerging market ventures. Complexity academic level The primary target audience for this teaching case is postgraduate business students, especially students of entrepreneurship, strategy and e-commerce. This teaching case is intended to be used as case study in post graduate business programmes such as Master of Business Administration (MBA), a specialist Masters programme such as MM (Entrepreneurship), post-graduate diploma in management (PGDip), as well as selected executive education programmes. 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.

Strategic merge: a gain or a gamble – the case of Telco China

2019 ◽  
Vol 9 (2) ◽  
pp. 1-23
Author(s):  
Wing Sun Li
Keyword(s):  
Undergraduate Students ◽  
Business Performance ◽  
Joint Venture ◽  
Low Cost ◽  
Emerging Market ◽  
High Tech ◽  
Competitive Strategies ◽  
Content Type ◽  
Differentiation Strategy ◽  
Academic Level

Learning outcomes By reviewing the case study, readers are expected to understand the constraints of competitive strategies in a shifting environmental landscape; the difficulties of foreign companies to sustain in an emerging market with government interventions; the subtlety of joint venture (JV) formation by partners with very divergent background, priority and agenda; evaluation of behavioural orientations of partnership and JV operational arrangements as determinants of a successful JV strategy. Case overview/synopsis High-tech companies can enjoy super profits from their products when only a few competitors can compete with them technologically. However, these companies also nurture a high-cost operational culture that sets a constraint for their further growth when superiority of the technology can no longer be maintained. High-tech companies may reposition their businesses with a strategic shift from differentiation strategy to cost focus strategy. The attendant shift as well as synchronization problem in an organization may require a larger effort to revamp. This case describes a global telecom infrastructure company with successful business performance in China in her early establishment with a pre-emptive technological edge. Mitigation of technological superiority and the rise of local competitors have forced the Company to opt for a cooperative strategy with a local player in the establishment of a low-cost joint venture. Does the new joint venture facilitate the strategic shift or just create an illusion of cooperation? Complexity academic level Undergraduate students and post graduate students taking strategic management course. 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.

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

Baromeeter: the funding conundrum

2020 ◽  
Vol 10 (2) ◽  
pp. 1-19
Author(s):  
Surajit Ghosh Dastidar
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
Scale Up ◽  
Food Services ◽  
Content Type ◽  
Academic Level ◽  
Business Model Canvas ◽  
Services Industry

Learning outcomes The learning outcomes are as follows: to understand the different options available for funding; to illustrate the growth of the food services industry in India; and to understand a business model canvas. Case overview/synopsis Baromeeter (BOM), was a Delhi-based startup founded in the year 2016 by Rishabh Vyas, a 26-year-old MBA graduate. Currently, BOM has operations in Delhi-NCR with 50,000 monthly website visitors and 200-plus partner restaurants and cafes in Delhi-NCR with brands such as Imperfecto, Junkyard Café, Garam Dharam, Out of the Box, Boombox, Jungle Jamboree and many more. BOM also receives over 1,000 deal bookings and 200 plus party bookings monthly. Going forward, Rishabh has plans to expand to other cities such as Mumbai, Hyderabad, Pune and Bangalore. However, there are certain challenges. So far, the startup has raised funds from friends and families. He was confident that he had a compelling product. However, he knew he had to look for fresh investments to scale up. The existing funds may sustain the operations of the company for another six months. Rishabh was considering a number of options. However, whom to approach? Would banks be interested in lending money? How about participating in angel investor’s meet? Complexity academic level The case is suitable for a course in graduate and an undergraduate course in entrepreneurship. The case can be used to understand the business model canvas and to understand the funding options available for startups. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Chandra Shekhar Ghosh: founding Bandhan

2018 ◽  
Vol 8 (4) ◽  
pp. 1-18
Author(s):  
Surajit Ghosh Dastidar
Keyword(s):  
Social Entrepreneurship ◽  
Social Impact ◽  
Small Time ◽  
Social Entrepreneur ◽  
World Economic Forum ◽  
Content Type ◽  
Academic Level ◽  
World Economic ◽  
Universal Bank ◽  
Global Growth

Learning outcomes To understand social entrepreneurship and a social entrepreneur; to identify a social problem and develop a business idea; to understand the theory of entrepreneurial opportunity recognition; and to understand microfinance and its impact in the lives of the poor. Case overview/synopsis The case traces the journey of its founder Chandra Shekhar Ghosh from being a small time entrepreneur in microfinance to being the owner of a universal bank named Bandhan. Bandhan bank started its operations on August 23, 2015 with 501 branches, 2022 service center and 50 ATMs across 24 states. It had 14.3 million accounts, around 105 billion loan book and 19,500 employees. The founder of Bandhan bank, Chandra Shekhar Ghosh, an Ashoka fellow had won numerous awards such as Entrepreneur with Social Impact Award by Forbes (2014), Entrepreneur of the Year by Economic Times (2014), Skoch Financial Inclusion Award (2011), Entrepreneur of the Year Award (2014) by AIMA to name a few. In 2014, Bandhan was also recognized as Global Growth Company by World Economic Forum. Complexity academic level The case is suitable for analysis in a MBA level course on social entrepreneurship. 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.

Meta-analyses of culture’s consequences for acquisition performance

2017 ◽  
Vol 12 (1) ◽  
pp. 8-37 ◽  
Author(s):  
Daniel Rottig
Keyword(s):  
Cultural Differences ◽  
Analytical Approach ◽  
Emerging Market ◽  
Sustainable Growth ◽  
Empirical Literature ◽  
Acquisition Performance ◽  
Content Type ◽  
Performance Determinants ◽  
Quantitative Integration ◽  
Meta Analyses

Purpose The purpose of this paper is to provide a quantitative integration of the existing empirical body of literature on culture and acquisition performance. Design/methodology/approach The study is based on a meta-analytical approach that synthesizes 189 effect sizes from 24 independent samples with a total sample size of n=5,496 acquisitions. Findings This meta-analytical study found a consistently negative and significant relationship between organizational cultural differences and acquisition performance, and a dual effect of national cultural differences (i.e. cultural distance) on acquisition performance. It further identified significant methodological and contextual moderators and discusses the implications for acquisitions in emerging markets. Research limitations/implications Due to the nature of meta-analyses, this study is based on existing (i.e. available secondary) data. Future research may collect novel, primary data to further test the conceptual model and respective relationships developed therein. Practical implications This study sheds light onto the culture-based performance determinants of acquisitions and the effects of methodological and contextual moderator variables. Given the significant importance of acquisitions across organizational and national cultures, the findings may inform business practitioners when developing sustainable strategies to successfully integrate organizations that are culturally different and/or are located in culturally diverse environments. Social implications A better understanding about the culture-based performance determinants of acquisitions may inform public policy makers about how to regulate and set incentives for acquisitions, which constitute a main vehicle through which firms undertake foreign direct investment, and which can be considered a global sustainable growth strategy for multinational corporations and entire economies. Originality/value This paper is original in that it provides a large-scale and in-depth quantitative integration and synthesis of the empirical literature on culture and acquisition performance based on a meta-analytical approach and so has important theoretical value and empirical implications for future emerging market research.

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