Dainik Bhaskar: live no negative

2017 ◽  
Vol 7 (3) ◽  
pp. 1-22
Author(s):  
Chandan Parsad ◽  
Sanjeev Prashar ◽  
Vinita Sahay
Keyword(s):  
Brand Management ◽  
Subject Area ◽  
Primary Objective ◽  
Good News ◽  
Common Belief ◽  
Content Type ◽  
Newspaper Industry ◽  
Negative News ◽  
The Common ◽  
Management Students

Subject area Strategic Marketing Management. This case is also relevant for discussion in other courses like brand management. Study level/applicability Postgraduate Management students. Case overview Just before the official launch of “no-negative” news edition by Dainik Bhaskar Corp. Ltd, there was widespread speculation that the group was risking too much by going against the set convention of the newspaper industry. The common belief in the industry was “If it bleeds, it leads” and “good news is no news”. While endeavoring to do away with this perception, the management needed answers to questions like “Would it really be an attractive proposition for the readers?”, “Was the group compromising the role and responsibilities of press in presenting the truth to the world?” and “How would it add value to the brand?” The entire debate was pivoted around the sustainability of positive marketing strategy and “Is it a good idea to go forward with No Negative?” For decades, Dainik Bhaskar was known for its strategy of capturing untapped markets or denting into monopolistic markets and become a leader. This case is an odyssey of moving away from the “me-too” to category (positive newspaper) positioning. The main objective of this case is to build the concept and rudiments of positive marketing in practical perspectives using the backdrop of the Hindi newspaper industry and its largest player breaking the myth “only negative news sell”. Besides this, the case also evolves the process of institutionalizing positive marketing in organizations. Expected learning outcomes The primary objective of teaching through this case is to make students aware and understand the emerging strategy of positive marketing and its ability to break through the present clutter in the market. It also elaborates on how companies can use this tool for differentiating themselves from others. 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.

Miraaya: the trendy women's wear brand

2014 ◽  
Vol 4 (3) ◽  
pp. 1-12
Author(s):  
Kartik Dave ◽  
Garima Dhamija
Keyword(s):  
Product Innovation ◽  
Brand Management ◽  
Subject Area ◽  
Customer Relationships ◽  
Content Type ◽  
Brand Building ◽  
Online Sales ◽  
Challenges And Opportunities ◽  
Buying Behaviour ◽  
Management Students

Subject area Brand management, marketing management and retail. Study level/applicability This case is applicable to postgraduate business management students. Case overview Mr Rajesh Jain promoted Miraaya chain of stores in the year 2010. Currently, Miraaya is a fast-evolving retail chain selling women's wear, and this case describes Miraaya's journey since its inception and its attempt to build a brand with limited resources and to carve a place for itself amidst growing competition and fast-growing customer awareness. Though Rajesh almost singlehandedly led the brand, the organization has professionals in each function and there has been process orientation – both for front-end functions as well as back-end functions, right from the beginning. In the second year of operation, the revenue grew very rapidly, but in the third year, when faced with the challenge of stagnant revenue, the organization could still increase the profitability. With a focus on product innovation, he and his team have been able to retain the customers' interest, which is at a premium with widespread competition from both organized and unorganized women's apparel retailers. With innovations like salwars in knitted fabric and cropped trousers with elastic waistband, Miraaya remained ahead of the pack. To keep the costs low, Rajesh and his team worked constantly on expanding via franchising and shop-in-shop formats as well as on online sales, thus also increasing the brand awareness. Students might come to the class with an understanding that brand building is done mainly through active communication in the media, while this case would create an opportunity for the students to appreciate that word-of-mouth, online media and building customer relationships via product innovation can be very exciting, affordable and successful media. Expected learning outcomes With the help of this case, students would learn about customer-based brand equity model and its factors. The case would also help to understand the challenges of brand building in retail in a country like India. It also defines the latest buying behaviour of Indian women and their aspirations. Social implications The case illustrates the challenges and opportunities for a retail entrepreneur in an Indian environment. The case is a nice piece of work to showcase how a new retailer should build the brand in a highly competitive market. This case can be a source of inspiration among budding entrepreneurs. 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.

Amazon India’s “Apni Dukaan”: branding strategy

2018 ◽  
Vol 8 (3) ◽  
pp. 1-15
Author(s):  
Neetu Yadav ◽  
Mahim Sagar
Keyword(s):  
Brand Management ◽  
Subject Area ◽  
Current Status ◽  
Branding Strategy ◽  
Content Type ◽  
Global Brand ◽  
Branding Strategies ◽  
Fierce Competition

Subject area Brand Management, Branding Strategy, Strategic Management. Study level/applicability The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs. Case overview This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future. Expected learning outcomes This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization. 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.

Reviving heritage brands – the case of Petrodvorets Watch Factory

2016 ◽  
Vol 6 (1) ◽  
pp. 1-18
Author(s):  
Johanna Frösén ◽  
Mikko Laukkanen
Keyword(s):  
Learning Outcomes ◽  
Consumer Behaviour ◽  
Brand Management ◽  
Subject Area ◽  
Russian Market ◽  
Advanced Level ◽  
Content Type ◽  
Entrepreneurial Marketing ◽  
Teaching Objectives ◽  
Challenges And Opportunities

Subject area Branding and brand management. Study level/applicability This case is intended for advanced-level marketing courses (MSc, MBA and EMBA). Students should have some familiarity with central marketing issues and concepts, specifically related to segmentation, targeting and positioning; branding and brand management; and consumer behaviour. Case overview This teaching case concentrates on branding in an emerging markets context, heritage branding, brand revival and entrepreneurial marketing. The case illustrates the challenges and opportunities related to re-launching a heritage brand in the Russian market. Expected learning outcomes The teaching objectives of the case are to provide students with an understanding of how branding tools are applied in an entrepreneurial context and how brands, especially heritage brands, are revived and managed. 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 Marketing.

Aavaran: creating niche through contemporary traditional textiles

2013 ◽  
Vol 3 (2) ◽  
pp. 1-12
Author(s):  
Jagriti Mishra
Keyword(s):  
Supply Chain ◽  
Raw Materials ◽  
Subject Area ◽  
Rural India ◽  
Content Type ◽  
Governmental Organization ◽  
Business Administration Students ◽  
Textiles And Clothing ◽  
Set Up ◽  
Management Students

Subject area Marketing. Study level/applicability The case is aimed at Business Administration students. Case overview Udaipur based Aavaran – the echos of rural India – is a concept by COS-V, a leading non-governmental organization (NGO), which aims at connecting the tribal women of rural India with the mainstream. The NGO, set up in 1988 by Smt. Girija Vyas, was initially involved in imparting vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her interest in textiles and crafts led to the genesis of the concept “Aavaran”. Aavaran is a retail outlet which was opened with a vision to provide the Indian market with traditional yet contemporary textiles and clothing. It offers a collection of women's and children's clothing and home textiles using a variety of traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. The raw materials – the textiles, grey fabrics, etc. – are sourced directly from the rural weavers and artisans across India. The case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts. Expected learning outcomes The case will familiarize management students with the concept of niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning through its traditionally developed products. It will also acquaint students with a basic understanding of a supply chain with a cooperative firm in focus. 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.

Ethics of social innovation

2014 ◽  
Vol 9 (2) ◽  
pp. 186-194 ◽  
Author(s):  
Knut J. Ims ◽  
Laszlo Zsolnai
Keyword(s):  
Developing Countries ◽  
Common Good ◽  
Design Methodology ◽  
Social Innovation ◽  
Local Communities ◽  
Primary Objective ◽  
Local Culture ◽  
Content Type ◽  
Social Innovations ◽  
The Common

Purpose – The purpose of this paper is to investigate the main reasons for social innovations to be successful in developing countries. Design/methodology/approach – In this paper, four famous cases of social innovation are studied and contrasted in the following dimensions: goals, means and skills/resources needed by the user. Findings – Exemplary social innovations do not have profit as their primary objective but emphasize social, spiritual and humanitarian goals such as minimizing suffering, empowering people and strengthening local communities. Originality/value – The paper shows that sensitivity to local culture and an ethos for serving the common good are preconditions of successful and lasting social innovations by business.

ICON stores: managing a new business venture

2016 ◽  
Vol 6 (1) ◽  
pp. 1-20
Author(s):  
Waheed Ali Umrani ◽  
Abdul Khaliq Doudpota ◽  
Umair Ahmed
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
New Venture ◽  
Venture Creation ◽  
Entrepreneurial Success ◽  
Content Type ◽  
Creation Process ◽  
Common Practices ◽  
New Business ◽  
The Common

Subject area Entrepreneurship. Study level/applicability Undergraduate – Entrepreneurship. Case overview The case concerns to an entrepreneur named Aamir Ghouri, a US graduate, who is concerned about managing the growth of his newly established venture named ICON Stores. The case presents the idea of entrepreneurial mindset characteristics and motivation besides which, it also explains the typical venture creation process in Pakistan and the general rubrics used to measure the entrepreneurial success in the economy. Expected learning outcomes The case is designed to help students to understand entrepreneurial mindset, characteristics and motivation; to understand entrepreneurial venture creation process; to learn the common practices regarding the measurement of entrepreneurial success of new venture; and to outline as to how growth of a new venture could be managed profitably. 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.

YC Company: decreasing profit margin in overseas market

2013 ◽  
Vol 3 (1) ◽  
pp. 1-11
Author(s):  
Zhuo Jun ◽  
Huang Yingrui ◽  
Li Lele ◽  
Mark J. Greeven
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Mainland China ◽  
Subject Area ◽  
Profit Margin ◽  
Content Type ◽  
Postgraduate Students ◽  
Sales Revenue ◽  
Management Students ◽  
Rate Of Profit

Subject area Strategic management. Study level/applicability This case is suitable for graduate students, postgraduate students and MBAs. Case overview YC Company is a foreign trade SME operating in the lighting fixtures export business in Ningbo City, a major outdoor lighting products manufacturing base in mainland China. Established by Li Lele in 2008, the sales revenue and gross profit of YC Company have been increasing every year, reaching $ 4.06 million and ¥ 1.00 million, respectively, by the end of 2011. However, the growth rate of profit lagged far behind the growth of sales revenue. If this situation were not controlled, YC Company would hardly survive in this increasingly competitive market. Li Lele, the CEO of the company, was trying to find a way to enlarge the profit margin. Expected learning outcomes This case lets students learn more about strategic management. Students are expected to learn: how to precisely identify and map a problem; and how to select a better solution by analyzing the context and using some strategic analysis tools, such as Porter's Five Power, Smile Curve, SWOT. In the learning process, students are expected to acquire a better knowledge of some strategic management theory/method, international business, the condition of small and medium trading companies in China. 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.

Festival attendees’ motivations: the case of International Troia Festival

2014 ◽  
Vol 5 (2) ◽  
pp. 146-163 ◽  
Author(s):  
Erol Duran ◽  
Bahattin Hamarat
Keyword(s):  
Empirical Relation ◽  
Field Research ◽  
Common Belief ◽  
Folk Dance ◽  
Content Type ◽  
Demographic Groups ◽  
Theoretical Contribution ◽  
Cultural Life ◽  
High Motivation ◽  
The Common

Purpose – The purpose of this paper is to investigate underlying motivational dimensions of visitors attending the International Troia Festival (ITF), Çanakkale, Turkey. Design/methodology/approach – Surveys with 26 items on six motivational dimensions were empirically tested. Data were collected by a self-administered survey. The study sample comprised attendees of particular festival events which were suitable for survey practice in the ITF lasting for five days. The participants of the survey were the attendees of two theater shows, two conferences, and two folk dance shows. A total of 473 usable forms were obtained from the visitors and processed in the analysis. Findings – Significant differences and relations in motivational dimensions were found on the basis of visitors’ socio-demographic origins. Female visitors are more likely to attend festival events with high motivation of family togetherness and cultural exploration. Also male visitors are more likely to attend the events with more motivation of event attraction and escape and excitement than family togetherness. Motivation of cultural exploration is also high for all socio-demographic groups of festival visitors. Thereby, cultural exploration and family togetherness are also highly important for attendees. The basic theme of the ITF was identified as a cultural festival which essentially motivates visitors to attend particularly for cultural exploration. Research limitations/implications – The findings of this paper solely reflect the motivational dimensions identified during a Turkish festival with a cultural lifestyle. Practical implications – The field research of the study demonstrates the application of methodology by event managers to gain better understanding into visitor motivation, satisfaction, behavioral intention, event organization, and event theme. Originality/value – The important theoretical contribution of the study is in the area of establishing a meaningful and empirical relation between motivation of festivals and cultural structure of community as part of the perceived socio-cultural impacts of festivals. This implies and empirically substantiates the common belief that festivals and events can be instrumental in enriching cultural life.

Managing the women managers: a case study of paper bag makers

2015 ◽  
Vol 5 (2) ◽  
pp. 1-17
Author(s):  
Anupma Srivastava ◽  
Amita Marwha
Keyword(s):  
Women Workers ◽  
Human Resource ◽  
Informal Sector ◽  
Urban Poor ◽  
Subject Area ◽  
Point Of View ◽  
Content Type ◽  
The World ◽  
Management Students

Subject area Human resource management. Study level/applicability It is appropriate for graduate students majoring in human resource or business management. Students who are interested in studying Asian economies in the world, as they are the most growing economies in the world and at the same time have a shocking number of people employed in the informal sector. Case overview This case study talks about women workers who face a glass ceiling at the management level and deplorable working conditions at the informal level. This case involves women in the paper bag-making business, a part of the urban informal sector. The paper bag-making business provides employment and income generation for the urban poor. The focus in this study is on women production workers, rather than entrepreneurs or professional managers. Focus of the study will be on the change in the pattern of income distribution within the family-based household, the degree of bargaining power derived from productive work and income and impact of technology on the plight of unskilled women force and how technology and vocational training can lead to utilization of manpower being wasted because of lack of synergy between technology and the informal sector in India. Expected learning outcomes Four key points of selection, training, assessment and leadership all have been addressed in this case study, and the relevance of these points is important from the point of view of management students who have to understand the linkages and the hidden costs these informal sector occupations come with and then to device an appropriate strategy to bring and use these human resources to their full capacity by utilizing the existing resources instead of adding new ones, which in development economics is known as Solow residual. 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.

GranuLab: positioning GranuMaS in the bone graft substitute industry

2013 ◽  
Vol 3 (4) ◽  
pp. 1-10
Author(s):  
Zizah Che Senik ◽  
Norjaya Mohd. Yasin ◽  
Khairul Akmaliah Adham ◽  
Rosmah Mat Isa
Keyword(s):  
Bone Graft ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Brand Management ◽  
Bone Graft Substitute ◽  
Subject Area ◽  
Marketing Mix ◽  
Capital City ◽  
Product Lifecycle ◽  
Content Type

Title – GranuLab: positioning GranuMaS in the bone graft substitute industry. Subject area – Developing and communicating a positioning strategy covering issues on market positioning, product lifecycle, product differentiation strategies and developing the marketing mix strategies in order to compete with competitors. Study level/applicability – Advanced undergraduate and MBA student, taking courses of marketing management, strategic marketing, and brand management. Case overview – GranuLab is a private limited company based in Shah Alam, about 30 km from Malaysia ' s capital city of Kuala Lumpur; it was a producer of synthetic bone graft substitute GranuMaS. GranuMaS was launched in the Malaysian market in late 2010. At that time, the company aimed to capture 50-70 percent of the Malaysian bone graft substitute market by the end of 2015. However, by the end of 2012, GranuLab was experiencing low sales and the company had suffered a two-year loss due to manufacturing at low capacity. GranuLab also faced stiff competition from multinational competitors that had penetrated the Malaysian market earlier with competitive product offerings. The pressure to increase the sale of GranuMaS was mounting for Mr Romli Ishak, the Managing Director of GranuLab, Mr Fadil Dalal, the new General Manager of Marketing, and GranuLab ' s management team. This is especially so since the company ' s contract to supply GranuMaS to government hospitals under the Ministry of Health (MOH) program would end soon. These situations forced the company to make a quick decision. In December 2012, Mr Romli and his team pondered upon the best strategy that the company should pursue to achieve its objective of being a dominant player in the Malaysian bone graft substitute industry. This teaching case is designed to stimulate case analysts ' thinking on positioning a medical device product in a market which was already conquered by established multinational companies. Expected learning outcomes – Understanding of the concept of product positioning, product lifecycle, marketing mix strategies, and social exchange theory, enables case analysts to extend the concepts to analyzing many other products and services in organizational settings. 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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