TTK Group’s “SKORE”: scoring in the condom industry

2020 ◽  
Vol 10 (1) ◽  
pp. 1-24
Author(s):  
Renuka Kamath
Keyword(s):  
Consumer Behavior ◽  
Marketing Strategy ◽  
Business Strategy ◽  
Product Category ◽  
Product Portfolio ◽  
Business Growth ◽  
Content Type ◽  
Academic Level ◽  
Sales And Marketing ◽  
Strategic Options

Learning outcomes To appreciate the link of marketing strategy in terms of a brand launch, implementation and sustainability for business growth; to appreciate the complexity of consumer behavior in the purchase and usage journey of consumers for condoms; to analyze the nature of competition for the entry of a differentiated new brand; to analyze points-of-parity and points-of differentiation for uniquely positioning a new brand in the condom category; and to examine, analyze and evaluate strategic options for the next stage of growth. To make choices from the options. Case overview/synopsis Vishal Vyas, General Manager Marketing, TTK Protective Devices Limited (TTKPDL), had been a part of the exciting journey of launching SKORE, their new brand of condoms. In 2010, the company found itself in a rather unusual circumstance when it lost its rights to the most successful condom brands in the country. However, they had with them their sales and marketing expertise, a good team and a strong and loyal network of retailers. TTKPDL decided to enter the rather crowded Indian condom market and launch a new brand, SKORE. As a product category, condoms were particularly complex, socially, as well as in attitude toward their purchase and usage. SKORE went on to optimally using marketing strategy and gaining a strong foothold by capturing market share from strong players with a differentiated positioning of a brand that was youthful and quirky. By 2017 after having steadily grown the brand, Vyas was now looking for the next level of growth in a market, which not only appeared to be stagnating but also one where competitive activity was increasing. He was considering different options for SKORE’s growth. For TTKPDL, the strategic choice may be between expanding to new markets and new segments of consumers or capturing more of their currently defined target group or both. If they wanted to do something different, should they also look at expanding their product portfolio? Vyas needed to decide on the next move. Complexity academic level This case can be used in the core MBA Marketing Management course or core marketing course in the executive education program to highlight the important link of marketing strategy to business strategy. It can also find a place in marketing strategy and consumer behavior courses. It clearly demonstrates the launch and implementation of a new brand in a cluttered market of a sensitive product category and considers strategic options for further growth. The case is designed to help students appreciate consumer behavior for a sensitive product category and the entry of a new brand with five strong brands leading the market. It guides students toward looking at different options for the next level of growth and making recommendations. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

Panasonic life solutions: anchoring its future growth strategy

2021 ◽  
Vol 11 (1) ◽  
pp. 1-31
Author(s):  
Sonia Mehrotra ◽  
Uday Salunkhe
Keyword(s):  
Learning Outcomes ◽  
Business Strategy ◽  
Emerging Market ◽  
Business Environment ◽  
Management Team ◽  
Product Portfolio ◽  
Business Growth ◽  
Content Type ◽  
Sales Channels ◽  
New Business

Learning outcomes The learning outcomes of this paper is as follows: to explain the importance of rationalizing business operations to achieve efficiencies. To explain the importance of constantly re-inventing the product portfolio and the business for the survival and growth of the business. To discuss the use of product-market expansion strategies as used by businesses for growth and sustainability. To evaluate the internal challenges faced by a company as they adopt business strategies for business growth. To discuss a firm’s strategy to exploit significant opportunities in an evolving business environment. Case overview/synopsis Panasonic Life Solutions India Limited (PLSIND) an electrical products company with operations in India – an emerging market has set a Vision 2022 to achieve INR 69.21bn revenue target by the year 2022. PLSIND is marketed through the distributor business to consumer sales channel. To achieve the new growth targets, it was imperative for them to expand the product portfolio and explore marketing through the new business to business (B2B) and business to government (B2G) sales channels. Dinesh Aggarwal the Joint Managing Director of PLSIND was tasked with this responsibility. Both propositions depicted attractive business potential but at the same time came with additional risks of a longer sales/revenue cycle. PLSIND to a certain extent had ventured into new business projects with the launch of home automation, solar solutions for industries and smart street lighting business projects. In 2019, they also made a modest beginning by achieving revenues of INR 3.4bnn (constituting 10% of their aggregate revenues of INR 34bn) from B2B/B2G sales channels. Aggarwal believed that this was a good beginning. However, to achieve 2022 growth targets, they had to aggressively move forward with the new business strategy. Aggarwal had to work with the management team to gain acceptance and then to manage these additional risks for growth that came with this new business strategy. How could he win the confidence of the management team? How could he best reorganize the business teams and processes internally to enhance the required operational efficiencies for business growth? Complexity academic level This case is designed for business students at the MBA or executive MBA level courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Saregama Carvaan: a phoenix that rose from the ashes

2021 ◽  
Vol 11 (3) ◽  
pp. 1-20
Author(s):  
Tausif Amir Mulla
Keyword(s):  
Consumer Behavior ◽  
Learning Outcomes ◽  
Business Models ◽  
Graduate Program ◽  
Smart Device ◽  
Strategic Decisions ◽  
Content Type ◽  
Profit Center ◽  
Academic Level

Learning outcomes The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival. Case overview/synopsis This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites. Complexity academic level The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.

scholarly journals Vichy goes to Brazil: the road to success

2019 ◽  
Vol 9 (4) ◽  
pp. 1-24
Author(s):  
Susana Silva ◽  
Dayane Gôuvea Lima ◽  
Juliana Teixeira Correia
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
International Marketing ◽  
Marketing Mix ◽  
Internationalization Process ◽  
Content Type ◽  
Strategy Adaptation ◽  
Academic Level ◽  
International Marketing Strategy ◽  
The Impact

Learning outcomes The learning outcomes are as follows: analyze the risks and difficulties involved in the internationalization process and the impact of cultural variables (external analysis); understand how the balance between adaptation and standardization can be worked out in building a successful international marketing strategy (adaptation vs standardization dilemma); and analyze how a restructuring of marketing mix variables can shape an assertive and effective repositioning strategy (marketing-mix program). Case overview/synopsis The case of Vichy presents a specific internationalization process, from a European brand in a growing segment, to Brazil, a country with extreme cultural diversity where the barriers to internationalization are large and complex. The case can be analyzed from the point of view of brand repositioning, as it discusses the strategies adopted by the brand during entry into the Brazilian market, and its subsequent repositioning, bearing in mind a better adaptation to the market in question. The goal is to encourage discussions about how cultural barriers can influence the internationalization process of a brand and how the balance between adaptation and standardization can be worked out in building an assertive and effective international marketing strategy. Complexity academic level Master students. 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.

Halonix Limited – the product portfolio dilemma

2011 ◽  
Vol 1 (1) ◽  
pp. 1-14
Author(s):  
Sandeep Goyal ◽  
Amit Kapoor
Keyword(s):  
Value Chain ◽  
Business Strategy ◽  
Subject Area ◽  
Middle Level ◽  
Product Portfolio ◽  
Value Chain Analysis ◽  
Product Analysis ◽  
Content Type ◽  
Theoretical Concepts ◽  
Global Brand

Subject area Strategy, strategic management, market and product analysis. Study level/applicability The case is intended for a business strategy course in management. The target participants are MBA students specializing in strategy area as well as middle level and senior level managers from the industry, who come for an executive programme in management science. Case overview Year 2009, Mr Pawan Kumar (General Manager, Halonix Limited) was facing a decision-making situation in the organization. Being one of the most experienced and oldest employees of Halonix (incorporated as Phoenix Lamps Ltd in 1991), he had witnessed the tremendous growth of the company since its inception in 1991. The company was having a global brand image in automotive halogen lamps and became a dominant player in compact fluorescent lamp (CFL) market in India by 2007. With the increasing competition and change in market dynamics, the company needed to decide upon the future product portfolio mix and strategy to be adopted to gain the maximum benefit and win over the competition in both the product segments. The automotive halogen product segment was generating higher margins but having relatively slow growth. The CFL product segment was a growing market but was generating low margins due to increasing competition from entry of large number of players. Expected learning outcomes The theoretical concepts, which will be explored in this case, involve the following: the importance of industry structure analysis in understanding the basis of competition. The importance of value-chain analysis in strategic planning. The importance of Boston Consulting Group growth-share matrix in evaluating the product portfolio mix having different growth drivers and target segments? Supplementary materials Teaching notes.

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.

Al Ain Dairy: managing demand and supply

2011 ◽  
Vol 1 (4) ◽  
pp. 1-10
Author(s):  
Melodena Stephens Balakrishnan
Keyword(s):  
Marketing Strategy ◽  
Inventory Management ◽  
Portfolio Management ◽  
Food Industry ◽  
Subject Area ◽  
Product Portfolio ◽  
Demand And Supply ◽  
Content Type ◽  
Market Expansion ◽  
Al Ain

TitleAl Ain Dairy: managing demand and supply.Subject areaMarketing strategy, retail/sales management and logistics.Study level/applicabilityUndergraduate and postgraduate.Case overviewAl Ain Dairy works is in one of the most highly competitive industries in the world – the food industry. In the dairy business, choice, freshness, safety standards, inventory management, supply chain and marketing are key to sustainability. Al Ain Diary explains some key challenges in this industry for managing and planning sales. This case builds on a previous case and can be used to teach marketing strategy, retail management and logistics. The case also gives an idea on the food industry especially the dairy market and some of the challenges associated with it.Expected learning outcomesStudents can try forecasting and planning sales based on seasonal trends. Since the process complexity increases as the number of stock keeping units increase, the case provides a rich context of a company where inventory management is a key to success. Product portfolio management is another subject area of focus in this case. For market expansion, students can look at current organizational and market constraints, organizational competencies (and their transferability), and market synergies and similarities to recommend strategy.Supplementary materialsTeaching notes.

From baby boomer to millennials: the changing flavor of entrepreneurial traits

2019 ◽  
Vol 9 (1) ◽  
pp. 1-19
Author(s):  
Deepa Pillai ◽  
Leena B. Dam
Keyword(s):  
Learning Outcomes ◽  
Family Business ◽  
Financial Management ◽  
Business Strategy ◽  
Business Environment ◽  
Content Type ◽  
Academic Level ◽  
Organic Growth ◽  
Retail Business ◽  
Corporate Entity

Learning outcomes The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification. Case overview/synopsis Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate? Complexity academic level The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies. 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.

“F*ck off Google”: protest against Google Campus Berlin

2019 ◽  
Vol 15 (6) ◽  
pp. 669-688
Author(s):  
Martin Paul Fritze ◽  
Gertraud Maria Gänser-Stickler ◽  
Sarah Türk ◽  
Yingshuai Zhao
Keyword(s):  
Public Relations ◽  
Strategic Management ◽  
Undergraduate Students ◽  
Consumer Research ◽  
Business Strategy ◽  
Stakeholder Analysis ◽  
Psychological Ownership ◽  
Content Type ◽  
Academic Level ◽  
Trade Offs

Theoretical basis This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an evaluation of the firm’s situation. Consumer behavior theories on psychological ownership and territoriality offer a framework for analyzing the conflicts that arise from the inhabitants’ protests. Research methodology This case relies on secondary sources, including news reports, social media sites and company websites. This case has been classroom tested with undergraduate students in a strategic management course in January 2019 at the University of Cologne, Germany. Case overview/synopsis In November 2016, Google announced its intentions to rent a building in the Kreuzberg district of Berlin to open a Google Campus, a business incubator for tech start-ups that would offer entrepreneurs support, workshops and access to networks. Following the announcement, dissatisfied local communities organized protests, in which leaders complained that “It is extremely violent and arrogant of this mega-corporation, whose business model is based on mass surveillance and which speculates like crazy, to set up shop here” (Business Times, 2018). Berlin’s Government supported the Google Campus plan; inhabitants rejected it with fierce and persistent protests. In face of this challenge, was it still possible for Google to continue its plans in Berlin? Complexity academic level This case qualifies for use in strategic management classes at undergraduate and MBA levels. Its focus aligns well with stakeholder analyses, PESTEL analyses and business strategy. In addition, for courses on organizational communications or public relations, this case provides a way to explore the relationship between Google and its stakeholders, especially protesters, in detail. Moreover, this case is well suited for consumer research and public policy courses (e.g., transformative consumer research) centered on discussions of territoriality.

Up-Fuse: International growth of an Egyptian eco-friendly social enterprise

2022 ◽  
Vol 12 (1) ◽  
pp. 1-24
Author(s):  
Ayman Ismail ◽  
Seham Ghalwash ◽  
Noha El Sebaie
Keyword(s):  
Consumer Behavior ◽  
International Business ◽  
Social Enterprise ◽  
Marketing Strategies ◽  
Social Enterprises ◽  
Growth Strategy ◽  
The Other ◽  
Growth Strategies ◽  
Content Type ◽  
Academic Level

Learning outcomes The case is meant as a way for students to develop ideas related to the challenges facing environmental eco-friendly social enterprises that sell their products in a country like Egypt where consumers are way behind considering the value of their products. In response to these challenges, students learn to evaluate the company status quo by analyzing its weaknesses, strengths and opportunities to grow and expand geographically to a new market. Students also learn about the growth expansion strategies and internationalization modes, options and associated barriers. Accordingly, they can plan the marketing strategies associated with entering this new market for up-cycled products. Objective 1: Analyze the international geographical growth alternative for an enterprise that improves its scalability applying weaknesses, strengths, threats and opportunities analysis. Objective 2: Propose a strategic plan for growth and scalability. Objective 3: Discuss the various modes of doing business in foreign countries. Recommend an internationalization mode for a social enterprise to explore in a new market. Objective 4: Assess the possible barriers associated with internationalization modes and how to overcome them. Objective 5: Propose marketing strategies for an eco-friendly enterprise to enhance its efficiency and effectiveness in the international host market. Other topics that might be discussed in this case include consumer behavior toward environmentally friendly products. Pricing challenges faced by ecologically friendly firms in developing countries. Case overview/synopsis Rania and Yara were inspired by Germany’s approach to waste reduction, particularly plastic bags. In 2017, after winning several competitions and awards, Up-Fuse was officially established as a social enterprise. The entrepreneurs faced great challenges selling sustainable products made of plastic waste to Egyptian consumers. Egyptian consumers were not fully aware of the value of eco-friendly products which presented a great challenge for Up-Fuse to grow and sell their products in Egypt. After shifting its pricing strategy and expanding beyond the local recycled product markets, Up-Fuse further faced fierce competition from well-established local and international brands with larger market shares. Thus, most of Up-Fuse’s sales were generated from expats and foreigners. In response to local obstacles and limitations, Rania began to consider targeting international markets. Rania thought it was the opportune time to drive growth through geographic expansion. After all, in 2020, Up-Fuse had some minor success when the co-founders experimented with exporting their products to the US market. Rania’s co-founder Yara, on the other hand, felt that the enterprise was not yet ready to enter a new market and it would be wiser to emphasize growth in the local Egyptian market. The co-founders were torn between two growth strategies. On one hand, they faced intense local competition for their products. On the other, expanding by entering a new market came with many challenges. Which growth strategy should Up-Fuse adopt? How could Up-Fuse determine which market to penetrate? What were the possible scalability challenges they faced by entering a new market? How could Up-Fuse reach and increase their international customer base abroad? What was the best marketing strategy for their products? Complexity academic level This case would be appropriate for graduate students enrolled in marketing, consumer behavior, international marketing, international business and social entrepreneurship courses. This case is written at a graduate level and would also be appropriate for use in customized or short programs. Supplementary materials Teaching notes are available for educators only. Subject code CCS 5: International Business.

Starbucks in China: What lessons can Starbucks learn from Luckin?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Heidi M.J. Bertels ◽  
David Desplaces
Keyword(s):  
Consumer Behavior ◽  
Business Model ◽  
Undergraduate Students ◽  
Business Strategy ◽  
Chinese Culture ◽  
Business Models ◽  
Corporate Entrepreneurship ◽  
Chinese Market ◽  
Content Type ◽  
Business Model Canvas

Theoretical basis The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis. Research methodology The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin. Case overview/synopsis This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior. Complexity academic level The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

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