Abstract correlation of brand rankings
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Two college friends discuss different global brand rankings published each year by institutions like Brand Finance and Interbrand. They are concerned that the same brands sometimes receive different rankings between the institutions. Understanding the conceptual basics of correlation and rank correlation could help resolve their dilemmas by showing how rankings can differ depending on the methodology and criteria used, despite measuring generally related concepts. This case study aims to help students learn about rank correlation and its business applications in analyzing brand ranking methodologies.
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This document discusses managing diversity and equal opportunities in organizations. It compares the two approaches and outlines some key differences. Managing diversity is presented as an internally-driven, strategic approach that views diversity as an asset and advocates for mainstream adaptation. It focuses on individual development and universal initiatives. In contrast, equal opportunities is described as externally-driven, operational, and perceives diversity as a problem requiring assimilation or compensation through group-focused initiatives. The document also discusses applying a business case rationale for managing student diversity in higher education. Potential benefits include increased student numbers and talent pools, improved teaching and learning, and reputational gains. However, costs, risks, and barriers must also be considered.
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The document discusses managing corporate reputation. It covers understanding how organizations develop identities and reputations through their communications. Key aspects that influence reputation are discussed, such as organizational culture, stakeholders, forces acting internally and externally, and ensuring strategy and culture align with positioning and reputation. Techniques for measuring reputation are also mentioned, including using criteria like credibility, trustworthiness, and responsiveness. The importance of managing reputation for outcomes like financial performance and competitiveness is highlighted.
Question 1Is corporate social responsibility, such as the princi.docx
Question 1
Is corporate social responsibility, such as the principles espoused in Veja’ vision, inconsistent with increasing owners’ wealth? Defend your answer with specific examples (with page numbers) from the Veja business case. [Hints: Is Veja growing profitably? What inference can you draw about owners’ wealth? Can self- imposed constraints reduce owners’ wealth?]
Question 2
Describe Veja’s global strategy. Integrate vision, branding, consumer demand, competition, value chain, supply chain, and distribution channels into your description. Provide specific examples and facts, documented with page numbers from the case.
Business Policy and Strategy
BA 490
Course Description
Strategic management, formulation, implementation and control are examined using a case study approach. Topics include corporate social responsibility (CSR), agency theory, resource-based-view of the firm, value chain analysis, executive compensation, balanced scoreboard, bankruptcy, strategic analysis and choice, strategy implementation, structuring an effective organization, organizational leadership, and strategic control and continuous improvement. The focus is upon the strategic management and alignment of these areas to achieve the objectives of the business enterprise.
Course Objectives
1. To analyze, think critically, and reason quantitatively in response to complex strategic issues in the increasingly global and technologically sophisticated workplace;
2. To compare and challenge traditional and contemporary perspectives of strategic management;
3. To develop an appreciation of the diversity of perspectives in organizations and develop the fundamental skills to manage it effectively;
4. To develop creative, ethical, and versatile problem solving skills.
Current Text and Instructional Materials
Pearce, John A. & Richard B. Robinson.2009 [or 2011 or 2013].Strategic Management: Formulation, Implementation, and Control, 11th [or 12th or 13th] edition (McGraw-Hill-Irwin).
or
Pearce, John A. & Richard B. Robinson. 2009. Formulation, Implementation, and Control of Competitive Strategy, 11th edition (McGraw-Hill-Irwin).
Poldner, Kim &OanaBranzei. 2010. Veja: Sneakers with a Conscience, Richard Ivey School of Business (Ivey Publishing business case # 9B10M089).
Topical Outline
1. The nature and value of strategic management.
2. A company’s mission.
3. The stakeholder approach to social responsibility.
4. The firm’s external environment.
5. Globalization.
6. Internal analysis.
7. Long-term objectives.
8. Low-cost, differentiation, and speed-based strategy.
9. Different stages of industry evolution.
10. The portfolio approach to strategic analysis and choice in multi-business companies.
11. Short-term objectives.
12. Outsourcing.
13. Executive compensation.
14. Traditional organization structures and their strategy-related pros and cons
15. Strategic leadership.
16. Organizational culture.
17. Control, innovation, and entrepreneurship.
...
Case Study Rubric APA GradingMissing Title PageIncorre.docx
Case Study Rubric
APA Grading
Missing Title Page
Incorrect Margins
Incorrect Header/Footer
Missing Abstract
Missing References Page
Incorrectly Formatted References
Spelling and Grammar
-10 points
-2 points
-2 points
-10 points
-10 points
-2 points
-2 points for each occurrence
SUPERIOR SCORE 94 - 100
Content and Subject: Easily identifiable, clear. Meets or exceeds page or word length requirement.
Structure: Apparent, understandable, and applicable. Excellent flow and well-structured.
Examples/Sources: Examples were used. Integration of external sources occurred.
Analysis: Interesting and novel. Provides different Marketing Principles based perspectives; demonstrates critical thinking and critical analysis at a high level.
Mechanics: Excellent APA format. Virtually devoid of errors in grammar, syntax, punctuation, and spelling.
ACHIEVING SCORE 86 - 93
Content and Subject: Overall concrete, but may be slightly unclear. Meets or exceeds page or word length requirement.
Structure: Generally clear and appropriate.
Examples/Sources: Examples were used to support most points.
Analysis: Evidence relates to the Marketing Principles based content. Evidence may lack some clarity. Critical analysis and critical thinking is apparent.
Mechanics: APA format above average. Good sentence structure (syntax), grammar, punctuation, and spelling, with minor errors.
AVERAGE SCORE 78 – 85
Content and Subject: Fairly easy to read and understand, but the paper meanders from the topic or lacks cohesion/content. Meets page or word length requirement.
Structure: Overall good, with minor shortfalls.
Examples/Sources: Examples used to support most points. Arguments sometimes lack supporting evidence and some critical analysis. Limited external source use to support paper.
Analysis: Cited references appear intermittently, with some Marketing Principles based critical thinking, but with minimal or no analysis or further discussion by the adult learner.
Mechanics: APA format may contain intermittent problems. Sentence structure may have some errors relative to syntax, grammar, punctuation, and spelling.
BELOW AVERAGE Less than 77
Content and Subject: Often unstructured and vague. Content not totally applicable to the paper's requirements.
Structure: Mostly unclear and difficult to visualize.
Examples/Sources: Very few examples used to support points. Minimal, if any, citations.
Analysis: External references not used or very limited with no Marketing Principles based analysis or further discussion by the adult learner that demonstrates adult learner critical thinking/analysis.
Mechanics: APA format not followed. Numerous mistakes in sentences, paragraph formatting, spelling, and grammar that subtract from the content of the paper. The writing errors suggest minimal likelihood that this paper was proofread for errors prior to submission. Writing is not at a graduate level.
Bulletin of Education and Research
June 2013, Vol. 35, No. 1 pp. 95-1 ...
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Certain businesses excel at fostering undying, cult-like following among their customers. Our study of Cult Brands reveals seven rules any business can follow to attract loyal customers.
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Managing Corporate Reputation Cim Part 1
The document discusses managing corporate reputation. It covers understanding how organizations develop identities and reputations through their communications. Key aspects that influence reputation are discussed, such as organizational culture, stakeholders, forces acting internally and externally, and ensuring strategy and culture align with positioning and reputation. Techniques for measuring reputation are also mentioned, including using criteria like credibility, trustworthiness, and responsiveness. The importance of proactively managing reputation is emphasized.
E:\Managing Corporate Reputation Cim Part 1
The document discusses managing corporate reputation. It covers understanding how organizations develop identities and reputations through their communications. Key aspects that influence reputation are discussed, such as organizational culture, stakeholders, forces acting internally and externally, and ensuring strategy and culture align with positioning and reputation. Techniques for measuring reputation are also mentioned, including using criteria like credibility, trustworthiness, and responsiveness. The importance of managing reputation for outcomes like financial performance and competitiveness is highlighted.
Question 1Is corporate social responsibility, such as the princi.docx
Question 1
Is corporate social responsibility, such as the principles espoused in Veja’ vision, inconsistent with increasing owners’ wealth? Defend your answer with specific examples (with page numbers) from the Veja business case. [Hints: Is Veja growing profitably? What inference can you draw about owners’ wealth? Can self- imposed constraints reduce owners’ wealth?]
Question 2
Describe Veja’s global strategy. Integrate vision, branding, consumer demand, competition, value chain, supply chain, and distribution channels into your description. Provide specific examples and facts, documented with page numbers from the case.
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BA 490
Course Description
Strategic management, formulation, implementation and control are examined using a case study approach. Topics include corporate social responsibility (CSR), agency theory, resource-based-view of the firm, value chain analysis, executive compensation, balanced scoreboard, bankruptcy, strategic analysis and choice, strategy implementation, structuring an effective organization, organizational leadership, and strategic control and continuous improvement. The focus is upon the strategic management and alignment of these areas to achieve the objectives of the business enterprise.
Course Objectives
1. To analyze, think critically, and reason quantitatively in response to complex strategic issues in the increasingly global and technologically sophisticated workplace;
2. To compare and challenge traditional and contemporary perspectives of strategic management;
3. To develop an appreciation of the diversity of perspectives in organizations and develop the fundamental skills to manage it effectively;
4. To develop creative, ethical, and versatile problem solving skills.
Current Text and Instructional Materials
Pearce, John A. & Richard B. Robinson.2009 [or 2011 or 2013].Strategic Management: Formulation, Implementation, and Control, 11th [or 12th or 13th] edition (McGraw-Hill-Irwin).
or
Pearce, John A. & Richard B. Robinson. 2009. Formulation, Implementation, and Control of Competitive Strategy, 11th edition (McGraw-Hill-Irwin).
Poldner, Kim &OanaBranzei. 2010. Veja: Sneakers with a Conscience, Richard Ivey School of Business (Ivey Publishing business case # 9B10M089).
Topical Outline
1. The nature and value of strategic management.
2. A company’s mission.
3. The stakeholder approach to social responsibility.
4. The firm’s external environment.
5. Globalization.
6. Internal analysis.
7. Long-term objectives.
8. Low-cost, differentiation, and speed-based strategy.
9. Different stages of industry evolution.
10. The portfolio approach to strategic analysis and choice in multi-business companies.
11. Short-term objectives.
12. Outsourcing.
13. Executive compensation.
14. Traditional organization structures and their strategy-related pros and cons
15. Strategic leadership.
16. Organizational culture.
17. Control, innovation, and entrepreneurship.
...
Case Study Rubric APA GradingMissing Title PageIncorre.docx
Case Study Rubric
APA Grading
Missing Title Page
Incorrect Margins
Incorrect Header/Footer
Missing Abstract
Missing References Page
Incorrectly Formatted References
Spelling and Grammar
-10 points
-2 points
-2 points
-10 points
-10 points
-2 points
-2 points for each occurrence
SUPERIOR SCORE 94 - 100
Content and Subject: Easily identifiable, clear. Meets or exceeds page or word length requirement.
Structure: Apparent, understandable, and applicable. Excellent flow and well-structured.
Examples/Sources: Examples were used. Integration of external sources occurred.
Analysis: Interesting and novel. Provides different Marketing Principles based perspectives; demonstrates critical thinking and critical analysis at a high level.
Mechanics: Excellent APA format. Virtually devoid of errors in grammar, syntax, punctuation, and spelling.
ACHIEVING SCORE 86 - 93
Content and Subject: Overall concrete, but may be slightly unclear. Meets or exceeds page or word length requirement.
Structure: Generally clear and appropriate.
Examples/Sources: Examples were used to support most points.
Analysis: Evidence relates to the Marketing Principles based content. Evidence may lack some clarity. Critical analysis and critical thinking is apparent.
Mechanics: APA format above average. Good sentence structure (syntax), grammar, punctuation, and spelling, with minor errors.
AVERAGE SCORE 78 – 85
Content and Subject: Fairly easy to read and understand, but the paper meanders from the topic or lacks cohesion/content. Meets page or word length requirement.
Structure: Overall good, with minor shortfalls.
Examples/Sources: Examples used to support most points. Arguments sometimes lack supporting evidence and some critical analysis. Limited external source use to support paper.
Analysis: Cited references appear intermittently, with some Marketing Principles based critical thinking, but with minimal or no analysis or further discussion by the adult learner.
Mechanics: APA format may contain intermittent problems. Sentence structure may have some errors relative to syntax, grammar, punctuation, and spelling.
BELOW AVERAGE Less than 77
Content and Subject: Often unstructured and vague. Content not totally applicable to the paper's requirements.
Structure: Mostly unclear and difficult to visualize.
Examples/Sources: Very few examples used to support points. Minimal, if any, citations.
Analysis: External references not used or very limited with no Marketing Principles based analysis or further discussion by the adult learner that demonstrates adult learner critical thinking/analysis.
Mechanics: APA format not followed. Numerous mistakes in sentences, paragraph formatting, spelling, and grammar that subtract from the content of the paper. The writing errors suggest minimal likelihood that this paper was proofread for errors prior to submission. Writing is not at a graduate level.
Bulletin of Education and Research
June 2013, Vol. 35, No. 1 pp. 95-1 ...
Productivity Concerns at RKC: Production Function and Returns to Scale
This caselet's purpose is to introduce the participants/students to the concepts of Isoquants (the Production Function), Returns to Scale/Law of Variable Proportions and Economies and Diseconomies of Scale, through the workforce productivity dilemma faced by RK Constructions (RKC). RKC, an upcoming construction company based out of Hyderabad (India) enlisted the services of skilled migrant workers to tide over the shortage of workforce and to bolster the productivity as several industry experts suggested to Ravi Kumar (Ravi), Founder and CEO of RKC. However, Ravi is grappled with a new problem arising out of engaging the migrant workers...
Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering
The case study details the situation faced by Emerging Market Projects Department of Robert Bosch Engineering and Business Solutions India (RBEI), India in January 2014. RBEI, one of the Bosch group's subsidiaries in India, was established in 1998 at Bangalore, India. In 2004, RBEI had been tasked with designing and engineering mechatronic automotive products tailored specifically to meet the needs of emerging economies. Operations were integrated with two other Bosch entities, one which manufactured its engineered products and another unit which was in charge of regional coordination and external sales of the product.
An important dimension of this success was their dedication to the process of innovative frugal engineering. Their ability to drive out the unnecessary costs and engineer robust and quality products to fit the unique demands of the emerging economies was significant to the needs of the entire automotive value chain. RBEI, had realised that the 'low lying fruit' of frugal engineering had been successfully harvested. To further maintain a commitment to driving down costs, there was a need for new external and internal market based solutions. The question was whether RBEI management was ready for such steps....
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Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas
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Service Tax Hike: Elasticity of Demand and Incidence of Tax
This case flyer introduces the participants/students to three types of Elasticity - Price, Income and Cross Elasticity - along with Incidence of Taxation. The base article1 from The Economic Times estimates how the newly imposed service tax of 14% would impact three different types of services - Luxuries, Basic Services and Financial Services. This case flyer lets the participants to understand how different types of services behave differently to changes in prices, income and the prices of related goods (complements and substitutes). When a service tax is imposed the burden has to be borne either by the consumer (by way of increased prices) or the producer (by way of reduced margins) and this case flyer can be used to understand the accompanying incidence of taxation when a service tax is levied.
Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves
This case flyer is meant for understanding the concepts of Movements and Shifts in Demand and Supply curves. In the base article1, the four disruptive forces outlined, based on the book No Ordinary Disruption2 by the directors of the McKinsey Global Institute, point a major shift in the world economy by 2030. While the four disruptive forces - the age of urbanization, accelerating technological changes, challenges of an aging world, and greater global connections - may seem over simplified, they offer enormous business opportunities and challenges. While the business opportunities would influence the demand and supply curves of variety of goods, commodities and services, an endeavor has to be made to look through whether some of these seismic changes would end up 'shifting' or 'moving along' the curves. How to interpret the influence of these four disruptive forces to translate the same into demand and supply related actionable items?
Demand and Supply Disequilibrium of Gilead’s Sovaldi
This case flyer and the accompanying article1 can be used to introduce the participants/students to the concepts of Law of Demand, Law of Supply and the elusive equilibrium between demand and supply. Presented through an intriguing, yet quite prevalent phenomenon, this case flyer debates on the high price differentials for a Hepatitis-C drug, Sovaldi. Produced by Gilead, while Sovaldi is sold at $84,000 for a 12-week treatment in the US, the same drug is available at $1000 in India. Mylan Pharmaceuticals - one of the five Indian generic drug manufacturers allowed to manufacture and distribute Sovaldi in India - makes it available at $1000. Enamored with huge price differentials, customers like Greg Jefferys from Australia, travel all the way to India for treatment. All at a total cost of $3000 which includes travel, boarding and lodging during the treatment. What explains this spiraling price differential? How can there ever be equilibrium between demand for and supply of Sovaldi? Can there be an equilibrium market clearance price?
Anita’s First Three Months at BEEPL: Elasticity Experiences?
This caselet is meant to understand three types of elasticity of demand - Price, Income and Cross Elasticity of Demand. Presented through a management trainee, Anita's first three months at her new job, this caselet presents several of her elasticity-related experiences. While her residence selection explains the price elasticity of demand, her changed brand preferences reflect the income elasticity of demand and her decision to purchase a two-wheeler highlights the cross elasticity of demand. Each of these episodes can be used to discuss and debate on the concept and contours of each of the three types of elasticity of demand. While each of the three types of elasticity of demand has sub-types, this caselet can also be used to examine the revenue relationships based on the elasticity type.
Hidesign’s Strategic Brand Management
This case frame is meant to introduce the participants/students to the basic building blocks of Brand Management. With very carefully chosen and relevant pictures/advertisements which indicate Hidesign brand's meteoric rise in building a premium leather brand, this case frame attempts to lay out all the critical elements of building a sustainable brand. The accompanying pictures, based on the idea of less is more, enable the participants/students to connect the dots between the four building blocks of strategic brand management process: (a) Identifying and establishing brand positioning; (b) Planning and implementing brand marketing programs; (c) Measuring and interpreting brand performance and (d) Growing and sustaining brand equity. As this case frame is meant to be positioned as an inaugural case in Brand Management course, a clinical analysis of the pictures provides an overview of all the critical elements of brand management.
Smartwear’s Marketing Research Proposal: NAC’s Dilemma
This case study is meant to introduce the participants/students to the subject matter and scope of Marketing Research as a discipline. Positioned to be the inaugural case in Marketing Research course, this case study enables an exposure to the richness of rigor and deep interconnections vis-à-vis the business decisions landscape. This case study, through the dilemma of Newton Advertising and Consulting Pvt. Ltd. (NAC), outlines the broad contours of Marketing Research subject. When approached by a B2B textile manufacturer Smartwear to undertake a Marketing Research for its newly planned ethnic wear for men, NAC was in a dilemma whether to undertake the assignment or not. John Mathews, Strategy Director, NAC, was not sure what would the Marketing Research business practice entail. Atul Jain, a marketing research enthusiast, provides him with a broad marketing research canvas. John was not convinced with Atul's reurging to take up Smartwear's marketing research assignment, let alone marketing research as a Business Practice.
BMW India - Designing Marketing Programs to Build Brand Equity
This case frame introduces the participants/students to different Marketing Programs designed to build Brand Equity. Based on BMW India's advertisement1, this case frame elaborates on four key elements of Designing Effective Marketing Programs - New Perspectives on Marketing, Product Strategy, Pricing Strategy and Channel Strategy - to build Brand Equity. The advertisement would have passed off as a mere announcement but what does a clinical analysis of the chosen advertisement highlight about BMW India's marketing programs? While BMW had been operating in India since 2006, BMW started manufacturing in Chennai, India in June 2015. The case frame also focusses on how BMW, building on its illustrious legacy, had been building its brand equity in India with its marketing programs.
TinyTech Plants: Is Small Beautiful?
TinyTech's story is about creating an affordable ecosystem making a difference to the people at the Bottom of the Pyramid applying the Gandhian philosophy. TinyTech Plants was established in 1982 by Veljibhai Desai, a mechanical engineer and a law graduate. The motive behind starting TinyTech was to develop and manufacture affordable rural machineries. Desai a fervent Gandhian, imbibed Gandhian ideology on industrialization in the conduct of his day-to-day business. Today, TinyTech is engaged in manufacture, export and supply of a wide range of affordable agricultural process equipment. Another firm associated with TinyTech is Aadhunik Global Energy, established in 2002, basically engaged in manufacture and development of low-cost renewable energy technologies. The annual turnover of TinyTech in 2013-2014 was ₹4 crore (including the export business of Aadhunik Global Energy).
Rural Relations: A Socially-Driven Organization
Rural Relations is a case study on Social Entrepreneurship with the twin objectives of creating social impact and being sustainable by being profitable. Pradeep Lokhande (Pradeep) demonstrates the importance of innovating along the way in the face of challenges in setting up field operations in rural India. Pradeep undertook a journey for his organization covering 40,000 villages of which he personally visited 4000. He tried to understand rural India's administrative methodologies, markets and the bazaar-haat systems and the education system. In his journey, he established direct contact with opinion makers in villages and started recording details of the local economy. In 1996, he acquired his first customers, Tata Tea and Parle, to delve into the data that he had collected. Since then there has been no turning back.
Child Labor in India: Role of Company HR
This caselet can be used to discuss whether the HR departments have extended responsibility of arresting the practice of child labor. In India, 4.5 million children (according to 2011 census) were reportedly employed but the unreported numbers are mindboggling. While many government and non-governmental organizations were working towards the eradication of this social malice, corruption among the enforcement authorities, illiteracy of the parents, poverty, adult unemployment, and many other factors kept the practice of child labor prevalent in the country. Can Indian companies and their HR departments play a proactive role to abate the prevalence and occurrence of child labor?
Managing Employee Turnover
This caselet describes employee attrition concerns faced by the Founders of Develop Computing, N. Gopi and M. Anjaneyalu. The caselet highlights the various issues like absenteeism, employee turnover, etc. The Founders try to analyze the issues by interviewing the employees who were in the process of quitting as well as those who had already quit and take corrective actions, if any. After making certain changes in the norms, there was a reduced turnover and absenteeism. However, the challenge now staring at Develop Computing was whether such flexible work environment would be beneficial or would it prove to be a debacle?
Interviewing Candidates
This Case Flyer and the accompanying article1 enable a discussion on the nuances of job interviews. The Case Flyer helps understand the purpose of a job interview and also the process of the same with certain pertinent questions. It triggers a debate whether an individual is hired only for his/her skills or knowledge or for other soft attributes such as attitude. Broadly, it focuses on the necessity of a job interview and the ways to conduct an effective job interview. It helps identify the ways in which information about a candidate can be gathered during an interview even without asking objectionable questions such as those related to age, religion, marital status, etc. This case flyer can be suitably used to teach the concept of interviewing candidates.
Chinese Mobile Brands and Cross-Cultural Consumer Behavior
This document introduces a case study on cross-cultural consumer behavior related to Chinese mobile brands in India. It discusses how Chinese brands like Xiaomi, OPPO Mobile, Gionee, and Lenovo have overcome negative perceptions in India about products made in China through focused strategies and branding initiatives. The case aims to examine factors that have contributed to China transforming its country brand image from a copier to a catalyst in some product categories. It also looks at how these late-entrant Chinese mobile brands have prompted acculturation among Indian consumers despite carrying the stigma of "Made in China."
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Case View with Ashwini Deshpande, the Co-Founder of Elephant, India's largest independent integrated design consultancy. The Economic Times - Brand Equity has ranked Elephant as No. 1 among all the Design Agencies in India. In this Case View, she highlights about great design and challenges in Design especially as women entrepreneur.
Pay for Performance and Financial Incentives (E): Team and Organization-wide ...
Fifth in a series of six caselets on Pay for Performance and Financial Incentives, this caselet is meant to understand the importance of organization-wide incentive plans. Siddarth Ray (Ray) established Ray Tech Pvt. Ltd. (Ray Tech) in January 2011. The company designed a software for doctors and clinics to store, access (from anywhere) and share healthcare records with other doctors. The company also launched a website through which patients can search for doctors and book appointments. However, the company’s projects were getting delayed on a regular basis. The management found lack of cooperation and coordination between the technical team and the marketing team. In order to motivate the two teams to work in sync with each other, Ray Tech’s management decided to go for an organization-wide incentive plan using the Scanlon Benefit Sharing Formula.
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Productivity Concerns at RKC: Production Function and Returns to Scale
This caselet's purpose is to introduce the participants/students to the concepts of Isoquants (the Production Function), Returns to Scale/Law of Variable Proportions and Economies and Diseconomies of Scale, through the workforce productivity dilemma faced by RK Constructions (RKC). RKC, an upcoming construction company based out of Hyderabad (India) enlisted the services of skilled migrant workers to tide over the shortage of workforce and to bolster the productivity as several industry experts suggested to Ravi Kumar (Ravi), Founder and CEO of RKC. However, Ravi is grappled with a new problem arising out of engaging the migrant workers...
Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering
The case study details the situation faced by Emerging Market Projects Department of Robert Bosch Engineering and Business Solutions India (RBEI), India in January 2014. RBEI, one of the Bosch group's subsidiaries in India, was established in 1998 at Bangalore, India. In 2004, RBEI had been tasked with designing and engineering mechatronic automotive products tailored specifically to meet the needs of emerging economies. Operations were integrated with two other Bosch entities, one which manufactured its engineered products and another unit which was in charge of regional coordination and external sales of the product.
An important dimension of this success was their dedication to the process of innovative frugal engineering. Their ability to drive out the unnecessary costs and engineer robust and quality products to fit the unique demands of the emerging economies was significant to the needs of the entire automotive value chain. RBEI, had realised that the 'low lying fruit' of frugal engineering had been successfully harvested. To further maintain a commitment to driving down costs, there was a need for new external and internal market based solutions. The question was whether RBEI management was ready for such steps....
Amul’s ‘Utterly Butterly Delicious’ Brand Elements
Amul has used consistent brand elements like its name, logo, color scheme, mascot, and tagline "Utterly Butterly Delicious" since 1967 to build strong brand equity. These elements were chosen based on criteria like memorability, meaningfulness, and adaptability. Amul's iconic mascot, the "Amul girl", became hugely popular and helped drive brand acceptance. The case examines how Amul's enduring brand elements have contributed to its sustainable brand performance over the decades.
Inclusive Growth in a Mobile Way: m.Paani
Mobile phone penetration in India is very high, even in rural areas, but toilet access remains low. Seeing this discrepancy, a social entrepreneur created m.Paani to use people's mobile spending to earn loyalty points redeemable for sanitation and other social services. By channeling mobile recharge money into impactful causes through a points-based system, m.Paani aims to improve lives in underserved communities. The case study examines m.Paani's pilot projects in Mumbai slums and how digital finance solutions can benefit those at the bottom of the pyramid.
Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas
The caselet intends to introduce the participants/students to the concept and importance of measurement and scaling in carrying out a marketing research project. In February 2015, Arun Prasad (Arun), a BBM (Bachelor of Business Management) graduate with distinction started an experiential and customer-centric bakery, Chennai Bakers, in Nungambakkam, Chennai. Based on his award-winning business plan and with encouragement from his Professor, friends and family, Arun had established Chennai Bakers' dealing in cakes, pastries, sandwiches, cookies, fruit juices and hot beverages like coffee and tea. For the first few months, the sales were very promising. However, the last two months' (July and August 2015) suddenly sales were plummeting at Chennai Bakers. A good friend, Raghu Ram, advised him to prepare a questionnaire to collect customer feedback. Arun prepared a questionnaire containing just six questions. After having collected the feedback from select customers, Arun was not sure how to process the data to arrive at appropriate conclusions. When Arun met Professor Francis Xavier (Prof. Xavier) and shared his dilemma, he stated categorically that the measurements and scales were not apt and the feedback exercise must be implemented all over again with appropriate measurements and scales. However, Arun required Prof. Xavier’s help in this regard, to achieve apposite conclusions.
Service Tax Hike: Elasticity of Demand and Incidence of Tax
This case flyer introduces the participants/students to three types of Elasticity - Price, Income and Cross Elasticity - along with Incidence of Taxation. The base article1 from The Economic Times estimates how the newly imposed service tax of 14% would impact three different types of services - Luxuries, Basic Services and Financial Services. This case flyer lets the participants to understand how different types of services behave differently to changes in prices, income and the prices of related goods (complements and substitutes). When a service tax is imposed the burden has to be borne either by the consumer (by way of increased prices) or the producer (by way of reduced margins) and this case flyer can be used to understand the accompanying incidence of taxation when a service tax is levied.
Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves
This case flyer is meant for understanding the concepts of Movements and Shifts in Demand and Supply curves. In the base article1, the four disruptive forces outlined, based on the book No Ordinary Disruption2 by the directors of the McKinsey Global Institute, point a major shift in the world economy by 2030. While the four disruptive forces - the age of urbanization, accelerating technological changes, challenges of an aging world, and greater global connections - may seem over simplified, they offer enormous business opportunities and challenges. While the business opportunities would influence the demand and supply curves of variety of goods, commodities and services, an endeavor has to be made to look through whether some of these seismic changes would end up 'shifting' or 'moving along' the curves. How to interpret the influence of these four disruptive forces to translate the same into demand and supply related actionable items?
Demand and Supply Disequilibrium of Gilead’s Sovaldi
This case flyer and the accompanying article1 can be used to introduce the participants/students to the concepts of Law of Demand, Law of Supply and the elusive equilibrium between demand and supply. Presented through an intriguing, yet quite prevalent phenomenon, this case flyer debates on the high price differentials for a Hepatitis-C drug, Sovaldi. Produced by Gilead, while Sovaldi is sold at $84,000 for a 12-week treatment in the US, the same drug is available at $1000 in India. Mylan Pharmaceuticals - one of the five Indian generic drug manufacturers allowed to manufacture and distribute Sovaldi in India - makes it available at $1000. Enamored with huge price differentials, customers like Greg Jefferys from Australia, travel all the way to India for treatment. All at a total cost of $3000 which includes travel, boarding and lodging during the treatment. What explains this spiraling price differential? How can there ever be equilibrium between demand for and supply of Sovaldi? Can there be an equilibrium market clearance price?
Anita’s First Three Months at BEEPL: Elasticity Experiences?
This caselet is meant to understand three types of elasticity of demand - Price, Income and Cross Elasticity of Demand. Presented through a management trainee, Anita's first three months at her new job, this caselet presents several of her elasticity-related experiences. While her residence selection explains the price elasticity of demand, her changed brand preferences reflect the income elasticity of demand and her decision to purchase a two-wheeler highlights the cross elasticity of demand. Each of these episodes can be used to discuss and debate on the concept and contours of each of the three types of elasticity of demand. While each of the three types of elasticity of demand has sub-types, this caselet can also be used to examine the revenue relationships based on the elasticity type.
Hidesign’s Strategic Brand Management
This case frame is meant to introduce the participants/students to the basic building blocks of Brand Management. With very carefully chosen and relevant pictures/advertisements which indicate Hidesign brand's meteoric rise in building a premium leather brand, this case frame attempts to lay out all the critical elements of building a sustainable brand. The accompanying pictures, based on the idea of less is more, enable the participants/students to connect the dots between the four building blocks of strategic brand management process: (a) Identifying and establishing brand positioning; (b) Planning and implementing brand marketing programs; (c) Measuring and interpreting brand performance and (d) Growing and sustaining brand equity. As this case frame is meant to be positioned as an inaugural case in Brand Management course, a clinical analysis of the pictures provides an overview of all the critical elements of brand management.
Smartwear’s Marketing Research Proposal: NAC’s Dilemma
This case study is meant to introduce the participants/students to the subject matter and scope of Marketing Research as a discipline. Positioned to be the inaugural case in Marketing Research course, this case study enables an exposure to the richness of rigor and deep interconnections vis-à-vis the business decisions landscape. This case study, through the dilemma of Newton Advertising and Consulting Pvt. Ltd. (NAC), outlines the broad contours of Marketing Research subject. When approached by a B2B textile manufacturer Smartwear to undertake a Marketing Research for its newly planned ethnic wear for men, NAC was in a dilemma whether to undertake the assignment or not. John Mathews, Strategy Director, NAC, was not sure what would the Marketing Research business practice entail. Atul Jain, a marketing research enthusiast, provides him with a broad marketing research canvas. John was not convinced with Atul's reurging to take up Smartwear's marketing research assignment, let alone marketing research as a Business Practice.
BMW India - Designing Marketing Programs to Build Brand Equity
This case frame introduces the participants/students to different Marketing Programs designed to build Brand Equity. Based on BMW India's advertisement1, this case frame elaborates on four key elements of Designing Effective Marketing Programs - New Perspectives on Marketing, Product Strategy, Pricing Strategy and Channel Strategy - to build Brand Equity. The advertisement would have passed off as a mere announcement but what does a clinical analysis of the chosen advertisement highlight about BMW India's marketing programs? While BMW had been operating in India since 2006, BMW started manufacturing in Chennai, India in June 2015. The case frame also focusses on how BMW, building on its illustrious legacy, had been building its brand equity in India with its marketing programs.
TinyTech Plants: Is Small Beautiful?
TinyTech's story is about creating an affordable ecosystem making a difference to the people at the Bottom of the Pyramid applying the Gandhian philosophy. TinyTech Plants was established in 1982 by Veljibhai Desai, a mechanical engineer and a law graduate. The motive behind starting TinyTech was to develop and manufacture affordable rural machineries. Desai a fervent Gandhian, imbibed Gandhian ideology on industrialization in the conduct of his day-to-day business. Today, TinyTech is engaged in manufacture, export and supply of a wide range of affordable agricultural process equipment. Another firm associated with TinyTech is Aadhunik Global Energy, established in 2002, basically engaged in manufacture and development of low-cost renewable energy technologies. The annual turnover of TinyTech in 2013-2014 was ₹4 crore (including the export business of Aadhunik Global Energy).
Rural Relations: A Socially-Driven Organization
Rural Relations is a case study on Social Entrepreneurship with the twin objectives of creating social impact and being sustainable by being profitable. Pradeep Lokhande (Pradeep) demonstrates the importance of innovating along the way in the face of challenges in setting up field operations in rural India. Pradeep undertook a journey for his organization covering 40,000 villages of which he personally visited 4000. He tried to understand rural India's administrative methodologies, markets and the bazaar-haat systems and the education system. In his journey, he established direct contact with opinion makers in villages and started recording details of the local economy. In 1996, he acquired his first customers, Tata Tea and Parle, to delve into the data that he had collected. Since then there has been no turning back.
Child Labor in India: Role of Company HR
This caselet can be used to discuss whether the HR departments have extended responsibility of arresting the practice of child labor. In India, 4.5 million children (according to 2011 census) were reportedly employed but the unreported numbers are mindboggling. While many government and non-governmental organizations were working towards the eradication of this social malice, corruption among the enforcement authorities, illiteracy of the parents, poverty, adult unemployment, and many other factors kept the practice of child labor prevalent in the country. Can Indian companies and their HR departments play a proactive role to abate the prevalence and occurrence of child labor?
Managing Employee Turnover
This caselet describes employee attrition concerns faced by the Founders of Develop Computing, N. Gopi and M. Anjaneyalu. The caselet highlights the various issues like absenteeism, employee turnover, etc. The Founders try to analyze the issues by interviewing the employees who were in the process of quitting as well as those who had already quit and take corrective actions, if any. After making certain changes in the norms, there was a reduced turnover and absenteeism. However, the challenge now staring at Develop Computing was whether such flexible work environment would be beneficial or would it prove to be a debacle?
Interviewing Candidates
This Case Flyer and the accompanying article1 enable a discussion on the nuances of job interviews. The Case Flyer helps understand the purpose of a job interview and also the process of the same with certain pertinent questions. It triggers a debate whether an individual is hired only for his/her skills or knowledge or for other soft attributes such as attitude. Broadly, it focuses on the necessity of a job interview and the ways to conduct an effective job interview. It helps identify the ways in which information about a candidate can be gathered during an interview even without asking objectionable questions such as those related to age, religion, marital status, etc. This case flyer can be suitably used to teach the concept of interviewing candidates.
Chinese Mobile Brands and Cross-Cultural Consumer Behavior
This document introduces a case study on cross-cultural consumer behavior related to Chinese mobile brands in India. It discusses how Chinese brands like Xiaomi, OPPO Mobile, Gionee, and Lenovo have overcome negative perceptions in India about products made in China through focused strategies and branding initiatives. The case aims to examine factors that have contributed to China transforming its country brand image from a copier to a catalyst in some product categories. It also looks at how these late-entrant Chinese mobile brands have prompted acculturation among Indian consumers despite carrying the stigma of "Made in China."
Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...
Case View with Ashwini Deshpande, the Co-Founder of Elephant, India's largest independent integrated design consultancy. The Economic Times - Brand Equity has ranked Elephant as No. 1 among all the Design Agencies in India. In this Case View, she highlights about great design and challenges in Design especially as women entrepreneur.
Pay for Performance and Financial Incentives (E): Team and Organization-wide ...
Fifth in a series of six caselets on Pay for Performance and Financial Incentives, this caselet is meant to understand the importance of organization-wide incentive plans. Siddarth Ray (Ray) established Ray Tech Pvt. Ltd. (Ray Tech) in January 2011. The company designed a software for doctors and clinics to store, access (from anywhere) and share healthcare records with other doctors. The company also launched a website through which patients can search for doctors and book appointments. However, the company’s projects were getting delayed on a regular basis. The management found lack of cooperation and coordination between the technical team and the marketing team. In order to motivate the two teams to work in sync with each other, Ray Tech’s management decided to go for an organization-wide incentive plan using the Scanlon Benefit Sharing Formula.
More from etcases (20)
Productivity Concerns at RKC: Production Function and Returns to Scale
Productivity Concerns at RKC: Production Function and Returns to Scale
Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering
Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering
Amul’s ‘Utterly Butterly Delicious’ Brand Elements
Amul’s ‘Utterly Butterly Delicious’ Brand Elements
Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas
Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas
Service Tax Hike: Elasticity of Demand and Incidence of Tax
Service Tax Hike: Elasticity of Demand and Incidence of Tax
Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves
Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves
Demand and Supply Disequilibrium of Gilead’s Sovaldi
Demand and Supply Disequilibrium of Gilead’s Sovaldi
Anita’s First Three Months at BEEPL: Elasticity Experiences?
Anita’s First Three Months at BEEPL: Elasticity Experiences?
Smartwear’s Marketing Research Proposal: NAC’s Dilemma
Smartwear’s Marketing Research Proposal: NAC’s Dilemma
BMW India - Designing Marketing Programs to Build Brand Equity
BMW India - Designing Marketing Programs to Build Brand Equity
Chinese Mobile Brands and Cross-Cultural Consumer Behavior
Chinese Mobile Brands and Cross-Cultural Consumer Behavior
Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...
Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...
Pay for Performance and Financial Incentives (E): Team and Organization-wide ...
Pay for Performance and Financial Incentives (E): Team and Organization-wide ...
Abstract correlation of brand rankings
- 1. CORRELATION OF BRAND RANKINGS Thiscaseletenablesanunderstandingofthebasicsofrankcorrelationanditsbusinessapplications. Every year global brands are ranked worldwide by prominent institutions like Brand Finance and Interbrand. Two college friends – Vinay and Rahul – discuss and try to understand the ranking methodology and the efficacy of the criteria used to arrive at the rankings. They are concerned about different ranks being awarded to the same brands in the same year by different institutions. Would the conceptual understanding of correlation and rank correlation and appropriate application of the same help resolve there dilemmas ? Pedagogical Objectives • To understand the basics of rank correlation • To discuss the difference between correlation and rank correlation • To discuss the applications of rank correlation CASELET ABSTRACT © www.etcases.com