Netflix in India: expanding to success

2021 ◽  
Vol 11 (2) ◽  
pp. 1-31
Author(s):  
Lubna Nafees ◽  
Mokhalles Mehdi ◽  
Rakesh Gupta ◽  
Shalini Kalia ◽  
Sayan Banerjee ◽  
...  
Keyword(s):  
Marketing Strategy ◽  
Value Creation ◽  
Customer Value ◽  
Chief Executive ◽  
Marketing Mix ◽  
Pricing Strategy ◽  
Content Type ◽  
The Right ◽  
Over The Top ◽  
Digital Landscape

Learning outcomes After completing the case, students should be able to understand: the importance and uniqueness of the individual market and developing a suitable marketing strategy. The concept of value creation and learn the importance of developing the right value proposition to compete and succeed in a market. The target audience and how to create the right marketing mix. Competition in a digital landscape and the importance of developing an appropriate strategy to counter its rivals and position the brand effectively. Case overview/synopsis During his visit to India in December 2019, Netflix’s founder and chief executive officer Reed Hastings talked about a series of steps the company had taken in the recent past to successfully face stiff competition and move towards achieving its stated target of 100 million viewers. These steps involved significant changes in their marketing mix such as reworking their pricing, developing a rich portfolio of Indian content and building various partnerships. Since Netflix’s launch in India (December 2016), it faced fierce competition from players such as Hotstar and Amazon Prime, both of whom had developed a rich portfolio of Indian content and adopted a very aggressive pricing strategy thus, making these changes essential. At the time of their launch, Netflix had set a very ambitious target of gaining 100 million viewers within five years (by 2021) while adopting a premium pricing strategy and positioning themselves uniquely based on their international content. They quickly learned that they would have to reevaluate their approach if they wanted to achieve their target on time. The changes announced by Hastings were an effort in that direction. The moot question was whether these steps would help Netflix India reach its goal. This challenge was further compounded by an almost 40% hike in data tariffs by three major wireless carriers considering most Indians watched over-the-top media content on their mobile phones. Complexity academic level The case is designed for undergraduates, as well as for fundamental marketing courses in the Master of Business Administration and other graduate level programmes. It can be taught in the Principles of Marketing, Marketing Strategy and International Marketing courses. It is ideal for topics such as understanding the operation of a digital business in a new market, customer value creation and value drivers, brand and brand positioning, product promotion, strategies for business growth and expansion, fighting competition in a digital landscape. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

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.

Service flexibility: conceptualizing value creation in service

2016 ◽  
Vol 26 (6) ◽  
pp. 868-888 ◽  
Author(s):  
Danilo Brozovic ◽  
Fredrik Nordin ◽  
Daniel Kindström
Keyword(s):  
Conceptual Model ◽  
Value Creation ◽  
Customer Value ◽  
Contextual Influences ◽  
Content Type ◽  
Starting Point ◽  
Service Oriented ◽  
Service Logic ◽  
The Subject ◽  
Practical Implications

Purpose The purpose of this paper is to analyze the subject-specific literature on service and flexibility and derive a conceptualization of the linkages between provider flexibility and customers’ value creation. Design/methodology/approach The authors analyze existing perspectives on service and flexibility and propose linkages between provider flexibility and customer value creation. Findings Drawing on the service logic literature, and utilizing real-world examples, this paper advances propositions and a conceptual model of how flexibility can contribute to value creation. Research limitations/implications This paper establishes the basis for a practical and applicable flexibility perspective on value creation. It is particularly important for service-oriented providers and other firms operating in dynamic contexts. Practical implications The propositions and conceptual model offer suggestions on the manner in which provider flexibility contributes to customer value creation. Contextual influences that moderate provider flexibility in value creation are also included. Originality/value This paper contributes a novel perspective on service, which may serve as the starting point for the development of a more formal flexibility perspective on value creation.

Customer value in self-service kiosks: a systematic literature review

2018 ◽  
Vol 46 (5) ◽  
pp. 507-527 ◽  
Author(s):  
Yulia Vakulenko ◽  
Daniel Hellström ◽  
Pejvak Oghazi
Keyword(s):  
Literature Review ◽  
Customer Service ◽  
Systematic Literature Review ◽  
Value Creation ◽  
Customer Value ◽  
Managerial Decision ◽  
Content Type ◽  
Depth Analysis ◽  
Self Service ◽  
Self Service Technology

Purpose The purpose of this paper is to provide a cohesive overview of the available self-service and customer value literature, identify customer value in self-service kiosks (SSKs), and analyze this value from the customer experience perspective. Design/methodology/approach The study comprises a systematic literature review of available works on customer value. Findings The paper presents conclusions on the SSK’s technological forms, presence in industries, and conceptual state. The review also provides a cohesive inventory of customer value elements in SSKs. The in-depth analysis proposes two alternative models of the customer value creation process: linear and circular. Research limitations/implications The study reveals gaps stemming from the inconsistency and fragmented nature of previous research on customer value in SSKs. The gaps are treated as opportunities for future studies. Practical implications By identifying new sources of competitive advantage and new ways to improve customer service strategies and experience management, the findings support managerial decision making at the stages of considering, implementing, and improving SSK networks. Originality/value This study is the first to systematically review and provide an inventory of customer value elements in SSKs. It, therefore, offers new perspectives on customer value creation using self-service technology.

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.

Customer dominant value formation in service

2013 ◽  
Vol 25 (2) ◽  
pp. 104-123 ◽  
Author(s):  
Kristina Heinonen ◽  
Tore Strandvik ◽  
Päivi Voima
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Conceptual Analysis ◽  
Future Research ◽  
Service Strategy ◽  
Content Type ◽  
Practical Implications ◽  
Contextual Reality

PurposeThe purpose of this paper is to extend current discussions of value creation and propose a customer dominant value perspective. The point of origin in a customer‐dominant marketing logic (C‐D logic) is the customer, rather than the service provider, interaction or the system. The focus is shifted from the company's service processes involving the customer, to the customer's multi‐contextual value formation, involving the company.Design/methodology/approachValue formation is contrasted to earlier views on the company's role in value creation in a conceptual analysis focusing on five central aspects. Implications of the proposed characteristics of value formation compared to earlier approaches are put forward.FindingsThe paper highlights earlier hidden aspects on the role of a service for the customer. It is proposed that value is not always an active process of creation; instead, value is embedded and formed in the highly dynamic and multi‐contextual reality and life of the customer. This leads to a need to look beyond the line of visibility focused on visible customer‐company interactions, to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer's life and ecosystem.Research limitations/implicationsThis paper is conceptual. It discusses and presents a customer‐dominant value perspective and suggests implications for empirical research and practice.Practical implicationsAwareness of the mechanism of the customer value formation process provides companies with new insight on the service strategy, service design and new service innovations.Originality/valueThe paper contributes by extending the value construct through a new customer dominant value perspective, recognizing value as multi‐contextual and dynamic based on customers' life and ecosystem. The findings mark out new avenues for future research.

Pricing for higher education institutions: a value-based approach

2016 ◽  
Vol 30 (6) ◽  
pp. 929-940 ◽  
Author(s):  
Amizawati Mohd Amir ◽  
Sofiah Md Auzair ◽  
RUHANITA MAELAH ◽  
Azlina Ahmad
Keyword(s):  
Higher Education ◽  
Customer Value ◽  
Higher Education Institutions ◽  
Initial Step ◽  
Educational Programme ◽  
Point Of View ◽  
Content Type ◽  
A Value ◽  
One Step ◽  
The Right

Purpose – The purpose of this paper is to propose the concept of higher education institutions (HEIs) offering educational services based on value for money. The value is determined based on customers’ (i.e. students) expectations of the service and the costs in comparison to the competitors. Understanding the value and creating customer value are a means to attain competitive advantage and constitute the basis of price setting. Drawing upon this belief, as an initial step towards value-based pricing method, the possible value factors are suggested for calculating educational programme prices across HEIs. Design/methodology/approach – This is a conceptual paper introducing the value-based pricing approach in setting HEI tuition fees. Extending prior discussion on the demand for quality education and current financial challenges faced by HEIs, it introduces the concept pricing based upon customer perceived value (student/industry). Value-based pricing is deemed appropriate in view of the value of short tangible and intangible investment by both parties (students and HEIs) to differentiate in terms of setting the right price for the right university for the right student. Findings – The primary aim is to suggest the applicability of value-based pricing for HEIs, which is likely to be both relevant and fruitful for the sustainability of the sector. It represents a personal point of view; building upon a review of the literature, the paper extends the established knowledge one step further in terms of setting the right price for the right university, which is deemed worthy of further study and development. Originality/value – The paper will be of use to the management and policymakers in the education sector in searching for a contemporary pricing mechanism for higher education.

Reverse use of customer data: implications for service-based business models

2014 ◽  
Vol 28 (7) ◽  
pp. 529-537 ◽  
Author(s):  
Hannu Saarijärvi ◽  
Christian Grönroos ◽  
Hannu Kuusela
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Business Models ◽  
New Products ◽  
Content Type ◽  
Customer Data ◽  
Dominant Logic ◽  
Data Usage ◽  
External Customer

Purpose – The purpose of this study is to explore and analyze the implications of reverse use of customer data for service-based business models. In their quest for competitive advantage, firms traditionally use customer data as resources to redesign and develop new products and services or identify the most profitable customers. However, in the shift from a goods-dominant logic toward customer value creation, the potential of customer data for the benefit of the customer, not just the firm, is an emerging, underexplored area of research. Design/methodology/approach – Business model criteria and three service examples combine to uncover the implications of reverse use of customer data for service-based business models. Findings – Implications of reverse use of customer data for service-based business models are identified and explored. Through reverse use of customer data, a firm can provide customers with additional resources and support customers’ value-creating processes. Accordingly, the firm can move beyond traditional exchanges, take a broader role in supporting customers’ value creation and diversify the value created by the customer through resource integration. The attention shifts from internal to external customer data usage; customer data transform from the firm’s resource to the customer’s, which facilitates the firm’s shift from selling goods to supporting customers’ value creation. Originality/value – Reverse use of customer data represent a new emerging research phenomenon; their implications for service-based business models have not been explored.

Aras Design and Multimedia Centre (ADMC): it’s pricing strategy for video internet market training

2016 ◽  
Vol 6 (3) ◽  
pp. 1-11
Author(s):  
Rohaida Basiruddin ◽  
Siti Uzairiah Mohd. Tobi ◽  
Farzana Quoquab
Keyword(s):  
Marketing Strategy ◽  
Early Years ◽  
Pricing Strategy ◽  
Small Scale ◽  
Basic Training ◽  
Managerial Accounting ◽  
Content Type ◽  
Income Statement ◽  
Cost Behavior ◽  
The Cost

Subject area Managerial Accounting, Strategic Marketing. More specifically, cost behavior, cost estimation, cost prediction, cost-volume-profit (CVP) analysis, contribution income statement and pricing/promotional strategy. Study level/applicability This case is suitable to be used in advanced undergraduate level. Case overview This case demonstrates the issues relating to pricing strategy of “Video Internet Marketing Training”. Diyana Tahir and her husband, Abdul Rahim Abdul Shukor, established Aras Design & Multimedia Centre (ADMC) on January 17, 2009. The main office was located at Kuala Lumpur. Diyana was a well-known name in the field of internet video marketing training. In its early years, ADMC’s operation was limited to providing printing and graphic design services and offering printing materials for photocopy. However, with the passage of time, the company began to expand its services and offerings. At the beginning of 2010, ADMC offered editing facilities and services for video and multimedia in addition to its core services. As a unique marketing strategy, Diyana offered RM30 as the basic training fee for each participant, which was equivalent to RM470 value offered. In this way, she attracted customers to take part in further advanced level training that was conducted by ADMC. However, she felt that the number of participant to take advanced training was not satisfactory. She thought that it happened perhaps due to the fact that the participants were not much committed to the course since it was offered at a nominal price. Furthermore, she realized that the cost of providing such training had risen in the past six months. Currently, ADMC suffered losses in three consecutive months, and they really needed enough cash to sustain. As such, Diyana was thinking to reconsider the offered course fees whether to increase it. She was in a rush to make a decision to propose the new course fee in the monthly meeting with management committee at the end of April 2013. Expected learning outcomes Using this case, students can learn how a small-scale company can strategize its pricing strategy to survive in the highly competitive online market. The objectives of using this case are as follows: to help students in understanding the interrelationships between CVP in organization that can be used for future planning and decision-making; to be able to identify the cost structure of the basic training course (e.g. fixed and variable costs), determine the contribution margin, break-even point and prepare the contribution income statement that highlighting cost behavior; to help students to think critically while setting the price for the offered services; to develop students’ ability in analyzing the existing situation to come up with a viable and effective solution; to assist students in taking the right move in a right time; to broaden students’ views and understanding in considering the monetary aspect along with the human aspect in formulating an effective marketing strategy; to develop students’ understanding of the way to retain and attract customers through innovative pricing strategy; and to make students aware that innovation is the key to business success. 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 codes CSS 1: Accounting and Finance.

Princely Jets (Pvt) Ltd – the air ambulance

2014 ◽  
Vol 4 (8) ◽  
pp. 1-34
Author(s):  
Yasmin Zafar
Keyword(s):  
Marketing Strategy ◽  
Relationship Marketing ◽  
Direct Marketing ◽  
Value Added ◽  
Chief Executive ◽  
Product Launch ◽  
High Price ◽  
Research Information ◽  
Air Ambulance ◽  
Content Type

Subject area Marketing: New Service Launch; Relationship Marketing; Direct Marketing. Study level/applicability This case could be taught in marketing management, services marketing or strategy courses, in the product development or service launch modules at the graduate level; alternatively it could also be used in the promotion module for the illustration of direct marketing (DM) tool application; and it could also be used as a capstone case for the introductory Principles of Marketing course at the undergraduate level. Case overview The case examines the launch of a new air ambulance service in Karachi, Pakistan; a venture of Akbar Group Jet services; Princely Jets (Pvt) Ltd. The case describes the first mover advantage of the service and the marketing strategy recommended by the Chief Executive Officer (CEO), Mr Ghouse Akbar. The major concern is whether the strategy is forceful and compelling enough to secure approval from the board. The major issues include the role of DM processes and relationship marketing tools to encourage a value-added premium service which had no precedence of demand and practice. Concepts to thrash out in class also include customer profiling and segmentation along with how best to create awareness and generate a sustainable basket of customers for the high-price value-added low-use service. Expected learning outcomes Discuss and illustrate the importance and benefit of market research information for making a decision; how to create awareness and customer recognition and cultivate demand for a new and unsolicited service; identify appropriate and effective promotion tools to achieve required customer demand, brand recognition and customer value; how to launch a premium priced unsolicited service in a niche market?; and exhibit the synthesis of the four P's in a new product launch marketing strategy. 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.

scholarly journals KAJIAN PENGEMBANGAN USAHA SIRUP MANGROVE DI DESA MARGASARI KECAMATAN LABUHAN MARINGGAI KABUPATEN LAMPUNG TIMUR

2017 ◽  
Vol 4 (1) ◽  
pp. 35
Author(s):  
Susni Herwanti
Keyword(s):  
Vitamin A ◽  
Marketing Strategy ◽  
Financial Analysis ◽  
Marketing Mix ◽  
Marketing Strategies ◽  
Pricing Strategy ◽  
Selling Price ◽  
Strategy Analysis ◽  
Promotion Strategy ◽  
The Village

Mangrove syrup is one of the featured product in the Margasari Village. This syrup is made from the flesh pidada famous sour, sweet and fresh. The content of vitamins A, B1, B2 and C is high enough so it is good for health. Although it tastes good and useful enough, but the mangrove syrup has not been widely known, especially in the province of Lampung. Therefore, this study aims to assess the feasibility of mangrove syrup business, analyze marketing strategy and then review the prospect of developing mangrove syrup business. The study was conducted in early 2016 in the village of Margasari. The selecting of the respondent was done purposively to “Cinta Bahari” group. This group is the only group that carries on mangrove syrup business. Financial analysis performed by calculating HPP, NPV, BCR, BEP and the PP while the marketing strategy analysis and prospect of mangrove syrup development is a descriptive qualitative. The results showed that mangrove syrup business financially was feasible. This was indicated by the value of HPP was Rp 4,950 per bottle, while the selling price was Rp8,000 per bottle, NPV> 0, BCR> 1, BEP was Rp 4,950, which means profitable  and PP faster than the life of the project. Furthermore, the group marketing strategies to 4 elements of the marketing mix showed that the place, product and promotion strategy needed improvement, while the pricing strategy had been carried out correctly. Based on this research, mangrove syrup business has good prospects to be developed.Sirup mangrove merupakan salah satu produk unggulan di Desa Margasari. Sirup ini terbuat dari daging buah pidada yang terkenal dengan rasa asam, manis dan segar. Kandungan vitamin A, B1, B2 dan C cukup tinggi sehingga sangat baik buat kesehatan. Meskipun rasanya enak dan manfaatnya cukup banyak, akan tetapi sirup mangrove belum banyak dikenal masyarakat luas, khususnya di Provinsi Lampung. Karena itu, penelitian ini bertujuan untuk mengkaji kelayakan usaha sirup mangrove, menganalisis strategi pemasaran sirup mangrove dan mengkaji prospek pengembangan usaha sirup mangrove. Penelitian dilakukan pada awal tahun 2016 di  Desa Margasari. Penentuan responden dilakukan secara purposive sampling terhadap kelompok cinta bahari. Kelompok ini merupakan satu-satunya kelompok yang menjalankan usaha sirup mangrove. Analisis finansial dilakukan dengan menghitung HPP, NPV, BCR, BEP dan PP sedangkan analisis strategi pemasaran dan prospek pengembangan sirup mangrove dilakukan secara deskriptif kualitatif. Hasil penelitian menunjukkan bahwa secara finansial usaha sirup mangrove layak untuk dijalankan. Hal ini ditunjukkan dengan nilai HPP sebesar Rp 4.950 per botol sedangkan harga jual sebesar Rp8.000 per botol , NPV > 0, BCR > 1, BEP sebesar  Rp 4.950 yang berarti menghasilkan keuntungan dan PP lebih cepat dari umur proyek. Selanjutnya strategi pemasaran yang dilakukan kelompok terhadap 4 unsur bauran pemasaran menunjukkan bahwa strategi tempat, produk dan promosi memerlukan perbaikan sedangkan strategi harga sudah dilakukan secara tepat. Berdasarkan hasil penelitian, usaha sirup mangrove memiliki prospek yang cukup baik untuk dikembangkan.

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