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.

The role of facilities management in green retrofit of existing buildings in the United Arab Emirates

2020 ◽  
Vol 18 (1) ◽  
pp. 36-52 ◽  
Author(s):  
Mahmoud Mawed ◽  
Vinay Tilani ◽  
Karima Hamani
Keyword(s):  
Built Environment ◽  
United Arab Emirates ◽  
Green Building ◽  
Current Status ◽  
Facilities Management ◽  
Existing Buildings ◽  
Actual Case ◽  
Content Type

Purpose Green retrofitting is acknowledged as an essential strategy toward achieving long-term sustainability in the built environment. To implement this strategy successfully, the role of facility managers cannot be ignored. The purpose of this paper is to investigate present practices that are used in managing the existing facilities, to highlight the elements that govern the process of green retrofitting, and discuss the efforts and contribution of facility managers in enhancing the environmental performance of the existing facilities stock in the United Arab Emirates (UAE). Design/methodology/approach This study suggests that an adequate level of awareness of the benefits of green retrofit amongst owners and decision-makers is mostly dependent on facilities management (FM) professionals, who must establish effective communication channel with senior management. FM professionals in the UAE are well equipped and competent in greening existing buildings and can simultaneously lead a building to the path of achieving green building certification. Findings To examine the role of FM in a green retrofit and its current status in the UAE built environment, a two-step qualitative method was adopted. The study started by conducting semi-structured interviews with FM professionals and then assessing the insights obtained from the interviews against an actual case study of a LEED Existing Building certified facility. Research limitations/implications Interviews were limited to FM professionals in the private sector and the results from one case study should be considered cautiously. Originality/value This paper emphasizes the primordial role of FM professionals in promoting green retrofit in the UAE.

The rebranding of VoiceStream to T-Mobile

2018 ◽  
Vol 14 (6) ◽  
pp. 635-647
Author(s):  
Anthony Allred ◽  
Skyler King ◽  
Clinton Amos
Keyword(s):  
Brand Management ◽  
Senior Management ◽  
Historical Background ◽  
Graduate Courses ◽  
Content Type ◽  
Communications Industry ◽  
Branding Strategies ◽  
Depth Interviews

Synopsis VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a strong reputation for value. Despite pushback from senior management, CEO Robert Dotson made the decision to undergo a rebranding strategy during a period of declining revenue and growth. As VoiceStream transitioned to T-Mobile, it had initial success, but faced the challenge of how to position the brand long term. Research methodology This case study was written with the historical background of a well-known company and traces key decisions made during the company’s rebranding transition. This case comes complete with insights from then current CEO, Robert Dotson. Relevant courses and levels This case is suitable for undergraduate and graduate courses in marketing, management or strategy, where students are studying brand management. Additionally, this case will be valuable for courses that include advanced branding strategies such as rebranding. This case could also be used for discussion in positioning and advertising techniques. This case includes, via in-depth interviews, critical strategic insights from CEO Robert Dotson. The case illustrates some of the major opportunities and threats associated with the VoiceStream/T-Mobile rebranding strategy.

Vodafone marketing communications

2012 ◽  
Vol 2 (8) ◽  
pp. 1-8
Author(s):  
Namita N. Kumar
Keyword(s):  
Brand Management ◽  
Emerging Market ◽  
Communication Strategies ◽  
Subject Area ◽  
Marketing Communications ◽  
Marketing Communication ◽  
Marketing Department ◽  
Content Type ◽  
Customer Base

Subject area Integrated advertising, promotion and marketing communications. Study level/applicability The case has been developed for use in marketing communication as well as strategic brand management courses of MBA and/or PGDM programmes. It high/ights the fact that generating interest amongst customers is not the only task of marketing strategists but conversion of such interest into an effective purchase is what the marketing department should be looking for. Case overview The case takes the students through the journey of Vodafone's marketing communication since its introduction in the Indian market. It gives the reader a briefing as to how Vodafone has grown in the past few years - the changes in communication strategies involved to propagate the product; the integrated marketing communications that have he/ped Vodafone increase its customer base considerably. As mentioned by Marten Pieters, CEO of Vodafone Essar, India is an emerging market and it is necessary for Vodafone not on/y to increase its customer base but a/so to generate revenues. Therefore, his di/emma is how to bring about the perceptual connect with customers which induces them into product usage. Expected learning outcomes The area of integrated advertising, promotion and marketing communications is an integral part of marketing. It forms the foundation of creating effective marketing programmes that in turn helps develop positive product perception in the minds of the customers. It also helps the student understand the role of customizing the marketing communication according to the target audience and the importance of integrating advertising with not only the promotional activities but also other newer forms of marketing communications. The case has been structured to achieve the following learning objectives: the role of marketing communications in creating and building brand Vodafone; understanding the importance and key elements of Vodafone's Zoozoo ad campaign relating it to Vodafone's communication strategies; and the effect of marketing communication on the customers' perception about the brand. Supplementary materials Teaching notes are available. Please consult your librarian for access.

Jumeirah Group: STAY DIFFERENT™

2011 ◽  
Vol 1 (4) ◽  
pp. 1-15
Author(s):  
Melodena Stephens Balakrishnan
Keyword(s):  
Marketing Strategy ◽  
Brand Management ◽  
Subject Area ◽  
Hospitality Management ◽  
Communication Strategy ◽  
Brand Strategy ◽  
Market Place ◽  
Content Type ◽  
Global Brand ◽  
Arts And Culture

TitleJumeirah Group: STAY DIFFERENT™Subject areaBrand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.Study level/applicabilityPost‐graduate‐level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.Case overviewJumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong‐regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.Expected learning outcomesCreation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.Supplementary materialsTeaching notes.

The perception of employer value propositions and the contrast between Dutch and Chinese graduates: A case study of TNT

2011 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Stephanie Jones ◽  
Ahmad Ahmad
Keyword(s):  
Subject Area ◽  
Cultural Norms ◽  
Cultural Backgrounds ◽  
Business Leadership ◽  
Content Type ◽  
Wide Range ◽  
Value Propositions ◽  
Corporate Social

Subject area HRM; recruitment; managing cultural expectations in business; leadership. Study level/applicability Undergraduate management courses; MBA and MSc. Case overview This case focuses on recruitment problems in Europe with an Asian dimension. A young Dutch and a young Chinese graduate are considering a career with postal, courier and logistics firm TNT – what are their concerns as graduating students in looking for a job? From the opposite perspective, the case considers how employers attract graduate recruits. The case encourages students of a wide range of cultural backgrounds to question if they are following their cultural norms, or their own personal needs, regardless of their culture. It introduces students to the concept of perceptions of employer value propositions (EVPs) and how employers can “market” themselves to employees. The case is appropriate for courses in leadership, human resource management, corporate social responsibility (CSR), managing culture, also job hunting and career workshops. Expected learning outcomes This case is aimed at projecting the importance of career choice criteria from both graduate and employer perspectives. The case examines issues of national culture and associated differences in employee and organizational expectations. The case also examines the role of CSR in attracting employees; and the particular concerns of Generation Y employees. Supplementary materials Teaching note.

Veet: facing a cultural challenge in Pakistan

2016 ◽  
Vol 6 (2) ◽  
pp. 1-16
Author(s):  
Saima Husain ◽  
Kanza Naheed ◽  
Mahrukh Isa
Keyword(s):  
Brand Management ◽  
International Marketing ◽  
Field Research ◽  
Subject Area ◽  
Personal Hygiene ◽  
Research Centre ◽  
Content Type ◽  
Theoretical Concepts ◽  
Mba Students ◽  
Global Brand

Subject area This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management, Consumer Behavior and Marketing Management courses as well. Study level/applicability Final-year BBA students or first-year MBA students. Case overview Although introduced in Pakistan in 1999, Veet, a personal hygiene brand, has failed to realize its potential even after a decade. Pakistan is a conservative society and women feel embarrassed buying hair-removing creams. Humayun Farooq, the new brand manager, is at a crossroad; he believes in giving the brand a bold take-off by using fashion as a platform, whereas both top management and his assistant brand manager are skeptical of his proposition, as they see it as risky. His decision is critical, as there is pressure to strike a balance between global standardization and local cultural norms. Expected learning outcomes The students will be able to: understand how global brands need to conceptualize and implement local brand strategies, given the different market challenges; and apply key theoretical concepts in International Marketing such as cultural product adaptation. Supplementary materials Instructors must ask the students to study the following before discussing the case in class. For the on-air 2009 advertisement of Veet in Pakistan, visit: www.youtube.com/watch?v=8Va9bA-ebqE. Although the case sheds light on the relevant Pakistani cultural and religious norms, students may further research and study the Pakistani culture. Nijssen, E.J. and Douglas, S.P. (2011). “World World-mindedness and attitudes toward product positioning in advertising: an examination of global versus foreign versus local positioning”, Journal of International Marketing, Vol. 19 No. 3, pp. 113-133. Shivkumar, H. (2006), Managing global brand advertising, World Advertising Research Centre. Subject code CSS 8: Marketing

Dangote’s expansion: driving African capitalism

2018 ◽  
Vol 8 (2) ◽  
pp. 1-25
Author(s):  
Lyal White ◽  
Liezl Rees
Keyword(s):  
Subject Area ◽  
Visionary Leadership ◽  
Business Strategies ◽  
African Region ◽  
Content Type ◽  
Doing Business ◽  
Management Approaches ◽  
Education Courses

Subject area Doing business in Africa, strategy, leadership. Study level/applicability The case is intended for use in MBA and Executive Education courses in Strategy, Business in Africa and Leadership. Case overview This case study examines the growth of the Dangote Group in Nigeria and its ambitious expansion across Africa. Driven by the visionary leadership and energy of founder, President and CEO Aliko Dangote himself, the rise of the Dangote Group also represents the changing geopolitics of the African region. A true conglomerate, the company dominates every niche in which it operates. Best known for its cement, Dangote is also active in sectors as diverse as pasta, real estate and steel. It has expanded into the oil industry and is building a refinery in Nigeria, an oil-producing state that imports most of its fuel requirements because of inadequate refining capacity. The Dangote Group serves as an example of true African capitalism, representing the new and somewhat nuanced style of doing business in Africa, which involves undertaking capital intensive projects; using unique methods, management approaches, technologies and innovations; leveraging state connections for business advantage; and understanding the growing need for local partners or local content in new markets across the continent. Expected learning outcomes Students should gain insights into various business strategies in Africa, contextual leadership intelligence and the role of institutions when doing business in Africa. 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.

Synergy between ISA and manual auditing practises at Jain Chowdhary & Company, India

2011 ◽  
Vol 1 (3) ◽  
pp. 1-14
Author(s):  
Meghna Rishi ◽  
Anjana Singh
Keyword(s):  
Learning Outcomes ◽  
Financial Management ◽  
Subject Area ◽  
Internal Controls ◽  
Content Type ◽  
Teaching Objectives ◽  
The Cost ◽  
Source Of Information

Subject area Finance, accountancy, auditing. Study level/applicability Supports information systems audit (ISA), auditing practises and controls, corporate governance and internal controls and financial management modules, business administration and MBA programmes. Case overview The case study focuses on the implementation of ISA and information technology in the highly responsible task of executing financial audits The case emphasises on the fact that the advantages of ISA can only be reaped when they are amalgamated with an auditor's scrutiny, sharp eye, extensive knowledge of auditing systems and accounting principles and a rich experience of the auditing function. The suggested synergy also facilitates a reduction of around 60 per cent, in the cost of executing the audits and the man-hours required to complete the audit, as in the case of Jain Chowdhary & Company. Expected learning outcomes The case helps students to comprehend the relevance of audit trail. It emphasises on the importance of identifying the source of information and tracking raw data backward. It familiarises the students with the complexities involved in a real audit and emphasises on the role of logic, intelligence, diligence, patience and farsightedness while performing the auditing function. It is important for them to understand how White collar crimes take place in real business economy. This case, hence exposes students to these nuances and can make a student, from a non-commerce background, understand the key elements of efficient auditing. (Elaborate teaching objectives are appended in the teaching note.) Supplementary materials Teaching note.

Royal Enfield motorcycles: reviving the brand

2013 ◽  
Vol 3 (8) ◽  
pp. 1-12 ◽  
Author(s):  
Sanjeev Prashar ◽  
Harvinder Singh ◽  
Kranthi Kiran Gude ◽  
Saif Uddin Shaik
Keyword(s):  
Learning Outcomes ◽  
Business Strategy ◽  
Graduate Program ◽  
Brand Management ◽  
Subject Area ◽  
Marketing Mix ◽  
Product Management ◽  
Content Type ◽  
The Cost

Subject area Marketing. Study level/applicability The case is intended for students pursuing post-graduate program in management and studying courses like marketing, brand management and product management. Case overview This case discusses marketing decisions taken by Royal Enfield Motors Ltd for its popular motorcycle brand Enfield. Starting from the genesis of the brand and the company, this case deliberates the stage when it faced the dilemma of whether to shutdown, sell-off or revive the business. The situation was the outcome of unfavourable environmental forces and inappropriate strategies adopted by the company. This case notes how the company evolved its marketing mix to revive the brand. Expected learning outcomes The case study has been documented with the aim of helping students to: understand the making of an aspirational brand, analyse how a static offer and positioning can become obsolete in a dynamic marketplace, appreciate how pertinent marketing-mix improvements may lead to the revival of a decaying brand and company, learn about the risks associated with entering into a new market segment at the cost of an existing segment, analyse the viability of the business strategy in light of the competition from international players. 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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