Applying marketing conventions on pharmaceutical generics: an analysis of Starpram brand from Maple Pharmaceuticals

2019 ◽  
Vol 9 (4) ◽  
pp. 1-22
Author(s):  
Shoaib M. Farooq Padela ◽  
Jawaid Ahmed Qureshi ◽  
Salman Bashir
Keyword(s):  
Learning Outcomes ◽  
Brand Equity ◽  
Economies Of Scale ◽  
Secondary Data ◽  
High Growth ◽  
Primary Data ◽  
Strategic Decisions ◽  
Content Type ◽  
Regulatory Affairs ◽  
Academic Level

Learning outcomes Learning outcomes (objectives and outcomes) are as follows: to understand the brand positioning, brand building and category extension decisions of a pharmaceutical brand (operative in one of the most competitive and regulated industries in a developing country); to analyze the outcomes of decisions pertaining strategic sales, branding, marketing and strategic restructuring to overcome the challenges of growth; and to design strategic solutions for developing brand equity. Case overview/synopsis This case explores the strategy of launching and establishing a pharmaceutical brand in an industry that tends to be a highly technical and the most regulated industry. It depicts market research data, industry analysis, stiff competition and regulatory affairs, and elaborates various strategic decisions taken by the company. The primary data for the case is accumulated through in-depth interviews from six industry experts on pharma marketing who were well acquainted with Maple Pharma and secondary data is gleaned from substantive literature. Maple Pharmaceuticals launched Starpram, a high-growth, high-potential generic antidepressant brand (in the central nervous system category) containing Escitalopram molecule/chemical. It had expertise cum competitive advantage in cardiovascular and anti-diabetic streams, but such initiative appeared category extension, with the intention to diversify risk and expand the company to achieve greater economies of scale. The first year sales revenue for Starpram appeared too bleak to spur further product inaugurations. Consequently, strategic overhaul transpired to establish the brand in the highly fragmented pharmaceutical industry. The firm lacked experience in anti-depressants category, coupled with poor sales, marketing mix and overall marketing strategy. Eventually, the management exercised strategic restructuring to establish brand equity and observed growth. Complexity academic level Study levels/Applicability graduate (MBA), MS, PhD (management sciences). Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 8: Marketing.

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.

Building, leading, and sustaining a cultural enterprise: Martin Guitar in 2019

2019 ◽  
Vol 15 (4) ◽  
pp. 306-336
Author(s):  
Roland J. Kushner
Keyword(s):  
Family Business ◽  
Management Practices ◽  
Public Information ◽  
Secondary Data ◽  
Primary Data ◽  
Content Type ◽  
Academic Level ◽  
Fourth Decade ◽  
Upper Level ◽  
Owned Company

Theoretical basis The case includes theoretical references to family business, organizational culture, resource-based value and leadership. Research methodology The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants. Case overview/synopsis In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment. Complexity academic level The case is designed for a management course for upper-level undergraduates.

Pay the bribe or take the high road: dilemma of a young female Tanzanian entrepreneur

2020 ◽  
Vol 16 (1) ◽  
pp. 75-96
Author(s):  
Bella L. Galperin ◽  
Chinenye Florence Enueme ◽  
Deirdre Painter Dixon
Keyword(s):  
Cultural Practices ◽  
Secondary Data ◽  
Young Female ◽  
Primary Data ◽  
Business Climate ◽  
Theoretical Frameworks ◽  
Business Decisions ◽  
Content Type ◽  
Academic Level ◽  
Female Entrepreneur

Theoretical basis The purpose of this paper is to raise the question of whether having ethical values dictate actions at defining moments and builds upon theoretical frameworks in ethics, entrepreneurship and national culture. Three ethical approaches recommended for this case are: ends-based, virtue-based and rules-based. Research methodology The methods of data collection were both primary and secondary. Primary data were collected through face to face and phone interviews with the primary subject. Secondary data were obtained through research journals and articles. Case overview/synopsis This case study illustrates the experiences of a young female entrepreneur in Tanzania, Africa. It investigates the role of cultural practices, unemployment, corruption and ethics in shaping business decisions. The Tanzanian culture and business climate typically view women in traditional roles, while men dominate in corporate roles. These factors limit the ability of women to succeed. Elisa King is determined to pursue her dream to create a business beneficial to her community. To realize her dream, King finds herself in an ethical dilemma brought on by an overall corrupt culture. Complexity academic level This case is appropriate for undergraduate- and graduate-level courses with an ethics component.

Product–place image and destination brand equity: special reference to “Kerala is an ayurvedic destination”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepa Jawahar ◽  
Aslam Muhammed M.K.
Keyword(s):  
Brand Equity ◽  
Medical Tourism ◽  
Strong Relationship ◽  
Destination Image ◽  
Primary Data ◽  
Strategic Decisions ◽  
Content Type ◽  
Place Image ◽  
Tourism Product ◽  
Destination Brand

Purpose This paper aims to analyse the relationship between the image of a tourism product and destination brand equity in the context of Kerala's Ayurveda. The study also examined the influence of destination image (DI) and hospital brand image (HBI) and the mediating role of total experience (TEX). Design/methodology/approach The research analysed 342 primary data from Ayurvedic tourists who visited Kerala for the treatment. Findings Results show that product–place image (PPI) and DI significantly influence the brand equity, but the HBI is insignificant towards the brand equity. Even though HBI does not directly influence Kerala's brand equity, it has a strong relationship through TEX (mediating variable). Practical implications This study can be implemented by destination marketing organization and tourism authorities while making strategic decisions and plans for the image creation of a tourist place. Originality/value People perceive some products from a particular place as having superior quality and uniqueness. As far as a tourist destination is concerned, a “tourism product” associated with the destination will also uplift its popularity. The study has investigated the image of this “product–place” combination in medical tourism.

Leadership through differentiation: Hero’s journey with Niloy Motors in the motorcycle industry of Bangladesh

2021 ◽  
Vol 11 (1) ◽  
pp. 1-20
Author(s):  
Mir Mohammed Nurul Absar ◽  
Ritu Srivastava ◽  
Sadia Akhter
Keyword(s):  
Emerging Market ◽  
High Growth ◽  
Strategic Decisions ◽  
Content Type ◽  
Cost Leadership ◽  
Global Brands ◽  
Academic Level ◽  
New Variant ◽  
Motorcycle Industry

Learning outcomes This case study can be taught in the core courses on marketing management and strategic management at the postgraduate level management programmes. This case would facilitate students’ to appreciate the context of a business-level strategy in congruence with the firm’s corporate goals in an emerging market. This case study discussion will enable students to: understand and appreciate the opportunities and the nature of the emerging market, explain the strategic decisions that can impact the survival of the global brands in new markets, explain different types of business-level strategy and their appropriate application, synthesise various industry and market-related information into the selection and justification of any particular business-level strategy and learn the technique of perceptual mapping. Case overview/synopsis Hero MotoCorp Limited of India; the world’s number one motorcycle company by volume, established its second global manufacturing facility in Bangladesh in 2018 with the Nitol-Niloy Group. A sister concern, Niloy Motors Limited (NML), had been in charge of the marketing, distribution and sales of the brand “Hero”. Abu Aslam, as the Chief Marketing Officer of NML soon had to confront this fast-paced and highly competitive motorcycle market of Bangladesh. He needed to meet the corporate goal of becoming the market leader by the year 2025. On the one hand, Hero was comparatively a late entrant; on the other hand, the market accommodated almost all popular global brands such as Bajaj, TVS and Honda. The high growth economy with a rising middle class and a favourable government policy had made the Bangladeshi motorcycle industry quite lucrative for the global manufacturers. Upon its entrance, Hero found a price-sensitive market where it soon became number two by adopting the cost-leadership strategy. However, the incessant price-cutting by the players led to the price war, and every company was losing profit. The resulting situation had created a strong challenge for Aslam as achieving the market leadership through cost-leadership seemed to be an impractical strategy. Towards the end of the 2019–2020 sales-year, Aslam introduced a new variant of Splendor Plus to the entry cc segment with some new features and a slightly higher price. Receiving a significant positive customer response, Aslam was seriously considering sailing away from cost-leadership. Now, Aslam was in a dilemma as he needed to choose from the three alternatives of adopting the differentiation strategy, namely, differentiation, focussed differentiation and broad differentiation. Complexity academic level Not applicable. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Ghacem in Ghana: marketing cement in a newly competitive environment

2019 ◽  
Vol 15 (5) ◽  
pp. 485-502
Author(s):  
Israel Kpekpena ◽  
Haiyan Hu
Keyword(s):  
Undergraduate Students ◽  
Swot Analysis ◽  
Planning Process ◽  
Secondary Data ◽  
Primary Data ◽  
Growth Strategies ◽  
Product Packaging ◽  
Content Type ◽  
Marketing Environment ◽  
Academic Level

Theoretical basis This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth strategies; and marketing mix (four ps). Research methodology This is modeled as a qualitative study. Primary data were collected through a phone interview with the key informants, and secondary data came from various publications such as government reports, news portals and company websites. Case overview/synopsis Ghacem was the first cement manufacturing company in Ghana and had enjoyed a monopoly for almost 33 years. The company offered a homogeneous product to an undifferentiated market from 1967 until competition began in 2000. New competitors promote the use of cement grade numbers on their product packaging to signal a better value, which intensified the competition. As the Head of Marketing of the company, Benny was asked to develop a marketing strategy for the company’s newly developed product for the company to remain competitive. Complexity academic level Undergraduate students taking Principles of Marketing.

BCG and COVID-19: correlation or causality or neither?

2021 ◽  
Vol 11 (1) ◽  
pp. 1-10
Author(s):  
Manoj Dayal Chiba ◽  
Abdullah Verachia
Keyword(s):  
Learning Outcomes ◽  
Secondary Data ◽  
Learning Outcome ◽  
Bacille Calmette Guerin ◽  
Content Type ◽  
Academic Level ◽  
Secondary Data Sources ◽  
The Difference ◽  
Randomised Controlled ◽  
Available Information

Learning outcomesThe learning outcome is to understand the difference between correlation and causation.Case overview/synopsisThe case is set during the period of the COVID-19 pandemic, globally a search for effective treatments were underway. An initial forerunner that was being considered was Bacille Calmette-Guerin (BCG), given its effectiveness in the treatment of tuberculosis and other pulmonary-related infections. While there were a lack of randomised controlled trials, initial data from publicly related secondary data sources indicated that, in countries with BCG inoculation policies, the severity of the spread and mortality of COVID-19 was muted. The case is centered around the available information on BCG and COVID-19.Complexity academic levelPost-graduate students learning statistics as part of a degree programme. The case assumes no prior statistics knowledge and therefore is aimed at teaching the difference between correlation and causation.Subject codeCSS 7: Management ScienceSupplementary materialsTeaching Notes are available for educators only.

Archies limited: where have all the feelings gone?

2020 ◽  
Vol 10 (1) ◽  
pp. 1-22
Author(s):  
Subrata Kumar Nandi ◽  
Manisha Saxena ◽  
Pallvi Vadehra
Keyword(s):  
Learning Outcomes ◽  
Secondary Data ◽  
Content Type ◽  
Business Context ◽  
Academic Level ◽  
The Social ◽  
Social Expression ◽  
New Strategy ◽  
Greeting Cards ◽  
A Company

Learning outcomes The learning outcomes are to get an understanding of the greeting cards (GCs) industry – appreciate the evolution of the industry and the changes that have been impacting the industry; analyze the external environment situation and assess the current strategy of Archies; analyze the existing strategy of Archies and apply the knowledge of strategic frameworks to the current business context of Archies; and create a new strategy for the company to overcome its current challenges. Case overview/synopsis The case highlights the situation faced by Archies Limited, a company, which pioneered the growth of the social expression industry in India and developed the market for GCs, a quintessentially Western concept in the Indian market. While it experienced phenomenal growth for two and a half decades, in the past 10 years, things have become more difficult for the company. Based on secondary data, this case presents various facts related to the case and seeks answers related to possible strategies that the firm may explore in the future. Complexity academic level Undergraduate and postgraduate management course in the area of strategic management. The level of difficulty can be from medium to high depending on the learning level. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

GameStop’s next play: reconfiguring the value offering

2019 ◽  
Vol 16 (1) ◽  
pp. 7-33
Author(s):  
A. Erin Bass ◽  
Erin G. Pleggenkuhle-Miles ◽  
Christopher C. Winchester ◽  
Thomas West
Keyword(s):  
Data Collection ◽  
Theoretical Basis ◽  
Core Competencies ◽  
Secondary Data ◽  
Competitive Dynamics ◽  
Primary Data ◽  
Undergraduate Level ◽  
Content Type ◽  
Academic Level ◽  
Consumer Interests

Theoretical basis The theoretical basis for this case is a focus on strategic positioning as related to Porter’s generic strategies. The case describes GameStop’s previous differentiation approach, executed through physical stores and knowledgeable staff. With technological shifts and the introduction of digital downloads, this strategy is less effective. The case requires students to consider how GameStop might revise its generic strategy based on the new competitive landscape in which it operates. Research methodology In writing this case, the research team conducted thorough analysis through primary data collection in stores as well as secondary data collection through the use of market research tools, such as IBIS World, MergentOnline, S&P Net Advantage, and academic journals, trade magazines, and websites. Case overview/synopsis With high uncertainty shown by stakeholders about the future of GameStop coupled with falling share prices, the company must find a way to stay in play given the rapidly growing digital gaming market. As it planned to close at least 150 of its 7,500 stores, the company was starting to take measures to reduce operational costs and restructure to sectors that best fit consumer interests. GameStop’s core competencies were no longer aligned with market conditions, and its executives were now questioning where it could expand the organization’s operations as they focused on finding untapped areas of the market that have an opportunity for a new competitive advantage. Given its unique market share in gaming memorabilia and trade-in values, students are tasked with finding GameStop’s existing competitive advantages or identifying potential new ones that can be leveraged in a technology-driven industry. Complexity academic level This case could be taught at either the graduate or undergraduate level strategy course. At the undergraduate level, it would be best taught when discussing industry life cycle or competitive dynamics. At the graduate level, MBAs could discuss competitive dynamics facing GameStop and how it might find areas for future strategic growth.

Empowering the next generation of leaders

2020 ◽  
Vol 10 (2) ◽  
pp. 1-24
Author(s):  
Linda Appiea ◽  
Dorothy Ndletyana ◽  
Anthony Wilson-Prangley
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Secondary Data ◽  
Primary Data ◽  
Structured Interviews ◽  
Content Type ◽  
Academic Level ◽  
Workplace Experiences

Learning outcomes The main teaching objective for the case is for students to build a better understanding of how to advance women (and other minorities) in the workplace through mentorship. This is achieved through recognizing the wide variety of issues that enable and constrains women’s advancement in the workplace; defining mentoring, sponsorship, coaching and networking; and highlighting how mentoring, sponsorship, coaching and networking can overcome the challenges of facing women’s advancement in the workplace? Case overview/synopsis The case study explores the role of senior women leaders in the career advancement of other women in the workplace. It helps us understand how mentoring can address the low prevalence of women at senior levels despite companies’ efforts to advance women. The case profiles the career and leadership journey of a senior female executive, Maserame Mouyeme. It documents her rise from the dusty streets of Soweto, South Africa to become one of the first black female executives in several corporate contexts across Africa and especially at Coca-Cola. The case illustrates her practice of mentoring and its impact on her and others’ careers. Also illustrated is Mouyeme’s leadership style, mentoring approach and workplace experiences. Students deliberate Mouyeme’s dilemma: whether to continue to advance a new generation of women leaders or whether to focus on her core role of building the business she is responsible for. The selected research method is a teaching case study, grounded in an exploratory approach. Primary data was collected via semi-structured interviews with the protagonist and four of her mentees. Secondary data was collected via studies about the protagonist and the companies she has worked for in her career. The case provides empirical insights about the role of leaders and especially women, in advancing women. The case shows the approaches in which organizations can advance women. It also shows how emerging leaders can better manage their own careers. The case deepens knowledge of women advancement and career development. Complexity academic level The case is appropriate for post-graduate level study, including MBA-level. It is also appropriate for use on executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

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