Aachi – spicing up a growth trajectory

2014 ◽  
Vol 4 (2) ◽  
pp. 1-20
Author(s):  
Swaminathan T.N. ◽  
Arun Thamizhvanan
Keyword(s):  
Tamil Nadu ◽  
Scale Up ◽  
Subject Area ◽  
Growth Strategy ◽  
Growth Strategies ◽  
National Brand ◽  
Market Strategy ◽  
Content Type ◽  
Entrepreneurial Passion ◽  
The Right

Subject area – Marketing and entrepreneurship. Study level/applicability – The case is applicable to MBA core marketing, sales and distribution, strategic marketing, fast-moving consumer goods (FMCG) marketing and entrepreneurship. Case overview – Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a thriving enterprise. From his first job as a salesman in Godrej to being the founder of “Aachi” group of companies with a turnover of INR 700 crores (USD132 million) annual revenue, he has had quite an eventful journey. His early insights in Godrej in sales and distribution, coupled with his entrepreneurial passion, have enabled him to grow his company this far in a short span of 14 years. His business is partly managed by his wife and his two sons who are the directors of this private enterprise. Now he is making bold moves to venture outside Tamil Nadu and become a national brand, which means a major scaling up and moving into the next orbit. Vital questions in scaling are: Is Aachi pursuing the right growth strategy in their effort to scale up? How can Aachi look at the imminent foreign direct investment in retail as an opportunity for growth? Looking back over the years, what has Aachi learnt and how to carry forward the best practices and learn from the mistakes made? Expected learning outcomes – Entrepreneurship: to introduce the entrepreneurial vision in creating a new enterprise, and to understand the characteristics of an entrepreneur. FMCG marketing: to discuss the importance of going-to-the-market strategy, to discuss the importance of distribution reach in rural marketing, to discuss the nuances of branding in Aachi's growth story and to familiarize students in successfully marketing FMCG products. Growth strategies: identifying opportunities for the future, and to explore the growth strategies suitable for Aachi. 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.

Taska Kyrana Sdn. Bhd.: to change or not to change its operating days?

2018 ◽  
Vol 8 (2) ◽  
pp. 1-15
Author(s):  
Hazirhah Hashim ◽  
Rohaida Basiruddin ◽  
Farzana Quoquab ◽  
Maizaitulaidawati Md Husin
Keyword(s):  
Undergraduate Students ◽  
Consumer Behaviour ◽  
Institutional Support ◽  
Subject Area ◽  
The State ◽  
Growth Strategy ◽  
Marketing Management ◽  
Promotion Strategy ◽  
Content Type ◽  
The Right

Subject area Entrepreneurship, Marketing management, Consumer behaviour Study level/applicability Undergraduate students, taking courses of entrepreneurship, marketing management and/or consumer behaviour that cover the topics related to entrepreneurial challenges, institutional support, growth strategy, market segmentation and marketing promotion strategy. Case overview This case demonstrates the dilemma of a founder, cum entrepreneur dealing with the issue related to a change in operating days that would affect her business profitability in the kindergarten industry. The case begins with the problem faced by Azizah Ayob, the founder and entrepreneur of Taska Kyrana when she hears that the state minister of Johor has announced that business operation days will be changed from Sunday to Friday with effect from 1 January 2014. The change would be applicable to government institutions in the state. However, businesses and corporations in the private sector can choose to continue observing Saturday-Sunday weekends or switch to the new official rest days of Friday-Saturday. As customers of Taska Kyrana consist of parents working in public and private sectors, as well as Singaporean parents, Ayob needs to choose either to follow the state requirement or to maintain the usual operation days. Expected learning outcomes Using this case, the students should be able to understand the need for institutional support for an entrepreneur; understand a possible growth strategy to cope with the volatile situation; understand the importance of a proper segmentation strategy to target the right group of customers; and understand the importance of a promotional strategy to attract new customers and to retain the existing one in a volatile situation. 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.

Typology of growth strategies and the role of social venture’s intangible resources

2018 ◽  
Vol 25 (5) ◽  
pp. 818-848 ◽  
Author(s):  
Raghda El Ebrashi
Keyword(s):  
Scale Up ◽  
Social Enterprises ◽  
Growth Strategy ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Intangible Resources ◽  
Impact Scale ◽  
Social Ventures

Purpose Building on the resource-based view of the firm the purpose of this paper is to study the intangible resources available for social ventures, and presents a typology of growth strategies based on the intangible resources possessed by those enterprises. Design/methodology/approach This research applies a multiple case study technique for ten social enterprises in Egypt listed on Ashoka and Schwab Foundation websites. The research employs a purposive sampling technique. Data triangulation is used based on reports, websites, and interviews with social entrepreneurs and employees. Findings The study has three main findings: describing the intangible resources needed by social ventures to grow; detailing the growth strategies adopted by social ventures and corresponding funding mechanisms; explaining how intangible resources affect the selection of growth strategies, and how these interact with the context to produce expected outcomes. Overall, a typology for growth strategies of social ventures is presented. Research limitations/implications This paper is an original attempt to advance research on social enterprises in relation to the RBV and the domain of venture growth and impact scale-up. Practical implications This research is beneficial for social ventures and venture philanthropists who wish to learn about the specific resources important for venture growth, and understand the suitable strategies and context for organizational growth and impact scale-up. Originality/value This research is one of the few attempts to study and explain the types of intangible resources in social ventures and the role of different resource bundles in deciding social venture growth strategy.

KKCL: exploring growth opportunities

2015 ◽  
Vol 5 (4) ◽  
pp. 1-11 ◽  
Author(s):  
Jyoti Kainth ◽  
Gautam Kainth
Keyword(s):  
Subject Area ◽  
Growth Strategy ◽  
Situational Analysis ◽  
Product Management ◽  
Growth Strategies ◽  
Content Type ◽  
Data Points ◽  
Fashion Apparel ◽  
To Come ◽  
Internal And External Factors

Subject area Product Management, Marketing Strategy, Growth Strategies. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case documents the humble beginning of Kewal Kiran Clothing Limited (KKCL) in 1981 to its current position as a leading fashion apparel brand in India. However, competition from new national players, emergence of global players in India, private labels of retailers and dawn of Internet retailing has created significant growth challenges for the firm. Mr Jain, the Managing Director of KKCL, is contemplating the growth strategies for the firm and possible changes in the business model, as he is developing the 2014-2015 strategic plan for KKCL. This is imperative to reach the ambitious sales target of INR 10 billion by 2018-2019. The students are expected to assess the performance of KKCL on multiple quantitative and qualitative data points given in the case and exhibits. It encourages them to come up with possible growth strategies for the firm. Expected learning outcomes The case is expected to guide students in comprehending the multi-thronged challenges pertaining to fashion apparel industry; in Situational Analysis of the firm, which includes assessing internal and external factors; and in recommending the best possible growth strategy after due evaluation and deliberation using Ansoff's Matrix. 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.

Emirates Dates: a case of growth strategy dilemma

2018 ◽  
Vol 8 (3) ◽  
pp. 1-14
Author(s):  
Syed Zamberi Ahmad ◽  
Abdul Rahim Abu Bakar
Keyword(s):  
United Arab Emirates ◽  
Business Strategy ◽  
Subject Area ◽  
Growth Strategy ◽  
Product Diversification ◽  
Growth Options ◽  
Growth Strategies ◽  
Content Type ◽  
Postgraduate Students

Subject area Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy. Study level/applicability This case is useful for undergraduate and postgraduate students who are pursuing majors in marketing, business management and/or strategic management. Case overview The Emirates Dates Factory commenced operations in 1989 in Ras Al Khaimah, United Arab Emirates (UAE), as a 100 per cent equity held by Mr Abdullah Al Shamsi. Over time, it has become one of the best and renowned factory for date production and processing. Emirates Dates derives its strength from its own plantations in Ras Al Khaimah and Al Ain, as well as from a wide variety of date products that it develops, including date syrup, dates in different packing and stuffed dates. The company seeks to be the leader of dates production and processing in terms of sales. However, the management is facing issues pertaining to determining the area of growth that it should pursue. This case study illustrates the growth options that Emirates Dates could pursue along with its opportunities and challenges that the firm faces. Expected learning outcomes This case study expose student to Ansoff growth matrix in general and the application of the market penetration strategy in specific. Accordingly, the case illustrates how one could develop other growth strategies to improve its revenues through product diversification and/or market development. 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.

Balqis restaurant: how to move on?

2017 ◽  
Vol 7 (3) ◽  
pp. 1-19
Author(s):  
Farzana Quoquab ◽  
Shazwani Binti Ahmad ◽  
Wan Nurul Syazwani Binti Wan Danial ◽  
Jihad Mohammad
Keyword(s):  
Subject Area ◽  
Marketing Mix ◽  
Business Success ◽  
Strategic Decisions ◽  
Gradual Improvement ◽  
Content Type ◽  
To Come ◽  
Set Up ◽  
The Right ◽  
The Cost

Subject area This case can be used in marketing management as well as consumer behaviour courses. Study level/applicability This case is suitable to use in advanced undergraduate levels, MBA and MSc in marketing courses that cover topics related to market segmentation and marketing mix strategies. Case overview This case highlights the dilemma of an entrepreneur and a manager of a restaurant who were to take a decision about the sustainability of their restaurant business. Balqis Restaurant was owned by Danny who was a retiree from Telekom Malaysia. He wanted to open a restaurant business after he came back from his long holiday trip. He conducted market research to find a suitable place to open his Arabic restaurant. He assigned Waleed Masood Abdullah as the manager of Balqis Restaurant. Finally, in June 2010, he opened his long awaited restaurant at Gombak, Kuala Lumpur. The restaurant was known as Qasar before the name was changed to Balqis in 2015 because of copyright issues related to Saba’ restaurant at Cyberjaya. The restaurant was well managed under Danny’s supervision for 4 years and successfully won customers’ hearts and loyalty before he decided to give full responsibility to Waleed in March 2014. Danny trusted Waleed because he taught and trained him. However, under Waleed’s management, Balqis started to lose its customers. Waleed also started to branch out the restaurant to different places in different states; one in Ipoh, and the other in Perak. He invested much money on renovation for all three branches, but one of the restaurants closed down in September 2014. This is because of the fact that they could no longer bear the cost of operations for the restaurant. However, he failed to learn from the mistake; they set up another restaurant, which was in Kuantan, in the same month. The sales were not that encouraging but it did show gradual improvement; yet, they once again sold it to another Arab businessman. Waleed realized his failure in managing the restaurant business in August 2015. He again opted to open another new branch which was questioned by Danny. He was in a rush to open it by the end of December 2015 to ensure that the additional profits from the current restaurants could cover the variables costs if the new restaurants were launched. Based on that, the owner had to make a decision about whether a new branch should be opened or whether they should just retain their restaurant in Gombak. Expected learning outcomes The learning objectives of using this case are as follows. 1. Knowledge enhancement: to help students in understanding the problems faced by a restaurant in expanding its market; to make students aware that a properly blended marketing mix is the key to business success and to broaden students’ views and understanding in targeting the proper market segment in formulating an effective marketing strategy. 2. Skills building: to be able to identify the best marketing strategic decisions to manage the restaurant business for its survival and to develop students’ ability to analyse the existing situation to come up with a viable and effective solution. 3. Attitudinal: to help the students to have intellectual openness in accepting different ways of finding solutions for a particular problem and to assist students in making the right move at the right time. 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.

The right market strategy

2020 ◽  
Vol 36 (11) ◽  
pp. 39-41
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Market Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
The Right ◽  
Market Strategies ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Market strategies are key to understand for all firms looking to gain competitive advantage. Understanding the focus and orientation of a firm is a major factor in adopting the correct market strategy. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The Banyan Tree: branding the intangible

2011 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Jochen Wirtz
Keyword(s):  
Services Marketing ◽  
Subject Area ◽  
Growth Strategy ◽  
Business Practices ◽  
Hotel Management ◽  
Content Type ◽  
Service Brand ◽  
Retail Outlets ◽  
Brand Portfolio ◽  
Business And Management

Subject area Services marketing, hotel management, branding, and promotion management. Study level/applicability Undergraduate business and management; MBA/MA management courses. Case overview Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand. Expected learning outcomes This case illustrates how a powerful service brand can be built even with little advertising. It also exemplifies how pro-environmental business practices can co-exist with a firm's profit objectives. Set in a service context, the case may be used in discussions on services marketing, hotel management, branding, and promotion management. Supplementary materials Teaching notes

The Bake Collective – making a delicious difference

2018 ◽  
Vol 8 (1) ◽  
pp. 1-28
Author(s):  
Zoha A. Karmali ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Enterprises ◽  
Full Time ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Postgraduate Students ◽  
Start Up

Subject area Social Entrepreneurship. Study level/applicability This case study can be used on the module on introduction to social entrepreneurship for postgraduate students specializing in Social Entrepreneurship or Social Work. Case overview This case explores the difference between social entrepreneurship and idealism. It captures the journey of Charlene Vaz and Kavita Gonsalves, two passionate young women, who formed “The Bake Collective” (TBC). Kavita and Charlene are both full-time employees, who spend their weekends and evenings running TBC and through bake sells raise funds for supporting social causes. The women have been able to get a teacher hired for differently abled children, provide water purifiers to victims of the Nepal earthquake, furnish a classroom in a school for less privileged children and provide teaching material for schools in over 400 villages in the State of Maharashtra in India. The case highlights the power of volunteering for a cause that can result in developing a social enterprise. It helps to unfold the steps undertaken to kick-start the cause as well as the risks involved in the start-up stage. It also discusses the measures that can be taken to mitigate the risks in the start-up phase and the ways by which social entrepreneurs can scale and grow their programme. Expected learning outcomes From this case, students will learn about the factors that lead to the germination of a social enterprise and identify characteristics of social entrepreneurs. They will be able to understand critical factors required to sustain start-up enterprises. The case will also enable students to explore systems and processes that need to be designed to sustain the start-up phase. Further, the case will help students to brainstorm on growth strategies for social enterprises. 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.

PKC Laundries: a start-up business at the crossroads

2018 ◽  
Vol 8 (3) ◽  
pp. 1-27
Author(s):  
Ammani Pagadala ◽  
Rajiv Gupta
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Scale Up ◽  
Cost Effective ◽  
Subject Area ◽  
Content Type ◽  
Factors Affecting ◽  
Start Up ◽  
Vendor Management ◽  
Management Issues

Subject area Strategy Study level/applicability Strategic Management course in an undergraduate programme. Case overview PKC Laundries started a technology-driven laundry service that would be just a click away for their customers and would provide a quick and satisfying cost-effective solution to the customers’ laundry needs. The business, conceived as a start-up, was based on the asset-light aggregation model which used existing vendors to provide the service. The business has been running for almost two years now but has encountered certain operational challenges of vendor management and in generating sufficient operating profits. At this juncture, the question that is bothering the owners is would it be right if PKC went in for backward integration by investing in an automatic laundry plant to manage the risk of dependency on their vendors or should they strengthen and scale-up the present business model? The owners seem to be in a muddle about their strengths and weaknesses and the foreseeable opportunities and threats and going forward what sort of challenges should they prepare themselves for? This case requires the reader to understand the scenario in which a small and medium enterprise (SME) operates within its micro and macro environment. It then makes the reader think and critically analyse the dilemma the young entrepreneurs are facing and identify the problems and possible strategies to overcome these problems. The case highlights the challenges faced by PKC as an aggregator business and the scope of what PKC can do in the future to strengthen its position. It also explores various marketing management issues such as segmenting, targeting and positioning. The case also helps in understanding strategic management issues such as analysis and formulation and implementation of the strategy. Expected learning outcomes The expected learning outcomes are as follows: To understand the micro and macro environmental factors affecting a firm; to understand the issues involved in formulating and implementing a strategy; to understand the challenges faced by a start-up (both operational and for scaling up); and to understand the strategies adopted by the company to develop their business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

The journey of Blitz: challenges lie in running the family business

2017 ◽  
Vol 7 (4) ◽  
pp. 1-18
Author(s):  
Sloksana Subramaiam ◽  
Farzana Quoquab ◽  
Jihad Mohammad
Keyword(s):  
Family Business ◽  
Market Segmentation ◽  
School Teacher ◽  
Subject Area ◽  
Growth Strategies ◽  
Product Price ◽  
Content Type ◽  
Her Family ◽  
Mba Students ◽  
The Family

Subject area This case can be used in teaching Marketing Management, Principles of Marketing and Consumer Behavior. More specifically, marketing strategies, growth strategies, market segmentation. Study level/applicability This case is designed for undergraduate and MBA students. Case overview This case illustrates the challenges a woman faces taking on the running of her family business, without any prior experience. Hema is a well-educated girl with a diploma in childhood education from UTM-Johor; she was happily working as a school teacher. Her parents are entrepreneurs Encik Sittumalai and Puan Rani. Her Mother Puan Rani set up a business in 2005, under the name of Blitz, producing and selling Indian cookies. In 2010, Blitz was one of the best homemade Indian cookies in the market of Johor Bahru, and supplied their products to five main Indian restaurants. In March 2012, Rani was diagnosed with final stage colon cancer and as a result the business was halted, and the organization was not able to pay employees’ salaries. Hema found herself left with no choice but to resign from her teaching job and take care of the family business. Expected learning outcomes From this case, it is expected that the students will be able to: understand the fundamental functions of marketing; learn about the four Ps of marketing including product, price, promotion and place; learn about different techniques and strategies to analyze organizations and market situation including SWOT and Porter’s five forces; gain knowledge about market segmentation and growth strategies; identify problems and challenges faced by a new manager in running a company; analyze a situation whereby a new manager needs to adapt to a new role, duties and responsibilities; analyze the external and internal environment using SWOT; understand competition using Porter’s 5 forces; think thoroughly, deeply and critically to make a decision that can solve the problem in hand. 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.

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