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6 Items
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Marketing Atomberg Technologies - Leveraging Digital Marketing to Accelerate Its Omnichannel StrategyIncubated by two engineering students from the Indian Institute of Technology, Mumbai. After several pivots, the company focused on home appliances, specifically ceiling fans. The fan-related journey began in 2016 as a Business -to-Business business (B2B) venture, but soon, the company focused on the larger consumer market. In a very short span, it had grown to a revenue run rate of US$80 million in annual revenues by 2022. At the same time, it faced many challenges. To begin with, the company's marketing efforts were mainly through digital channels. 25% of Atomberg's sales were made through online channels, far higher than the industry average of approximately 10%. However, to scale its ceiling fan business to the next level, the company needed to grow its share in the offline market dominated by regional distributors and retailers. While e-commerce will continue to grow, companies such as Atomberg need to have a multi-channel strategy in the short run. They need to focus their marketing and brand-building activities through digital channels and synchronize these with in-store promotions. The case follows the life of a young and successful start-up that pivoted its business model multiple times to reach its current size but needed fresh thinking on its marketing strategy to scale to the next level.
Learn MoreLearning Objectives
This case has been designed to enable students to understand the following: -The promotion process and evaluation of the campaigns run by Atomberg at multiple points in time. -How digital campaigns can be effectively used to generate offline sales through a combination of brand building and influencing channel partners and intermediaries. -Targeting multiple intermediaries in the sales process using different campaigns.
Published: Jul 10, 2023₹399.00 -
Marketing Private Label Strategy at Amazon: Conflict Between Ethics, Seller Relationships, And Profitability
The case opens with the current crisis for Amazon because of its alleged use of sensitive and confidential business information from third-party sellers on its platform to develop competing products under Amazon's private label (PL) brands, a practice at odds with the company's stated policy. Such allegations not only hurt Amazon's reputation as one of the largest e-tailers but also brought to light a larger debate about the right way to launch PL brands. Although Amazon claims to have prohibited its employees from using nonpublic, seller-specific data, it agrees to have used aggregate customer data like other brick-and-mortar stores to improve customer experience. However, the third- party sellers feel that Amazon's unfair practice of using their private information has hurt them, decreasing their return on investment and compromising their product innovations. Russell Grandinetti, who currently runs Amazon's international consumer business, faces the following dilemma: Should Amazon continue its PL brands? Because PL brands are important for Amazon's business, Grandinetti must find ways to build synergy with third-party retailers while developing Amazon's PL brands. Grandinetti needs to address these concerns in the next shareholder's meeting.
Learning Objectives
Learn MoreAfter reading and discussing the case, students should be able to
- understand the differences between national and PL brands and their importance in today's marketplace to create value,
- expose the participants to the challenges faced by the sellers and the platform (or retailer) because of the launch of PL brands, and
- understand how companies can launch PL brands yet manage stakeholder relationships and instill trust across the value chain.
Published: Jan 15, 2023₹399.00 -
Marketing Chetak: Revitalizing a Legacy Brand from the Past to the Future
The case elaborates the relaunch of Chetak, the iconic scooter brand by Bajaj Auto Limited (BAL), from the perspective of brand identity, legacy brands, and brand extension authenticity. It traces the journey of Chetak from being the market leader in the Indian two-wheeler segment in the 1970s and 1980s to its gradual exit from the market in 2005. With the discontinuation of Chetak, BAL completely withdrew from the scooter market in India to build a motorcycle-focused business. The case locates the reader in December 2019, 14 years from BAL's exit from the scooter market. BAL had decided to bring back Chetak and wanted to launch it as a modern electric scooter in 2020. Although Chetak carried a positive legacy from the past, it needed to reconfigure its brand identity to fit with the new electric vehicle category. However, in this reconfiguration, the brand needed to be careful about not losing the authenticity connected to its past. The case focuses on the dilemma facing the protagonists regarding the brand positioning of the revived Chetak.
Learning Objectives
- Appreciate the strategic value of decoding brand identity and the systematic process of relaunching a legacy brand.
- Think profoundly about how brands travel through time-how iconic brands from the past can be strategically revived in a different era, catering to a new generation or cohort of consumers.
- Practice hands-on decoding of brand identity and repositioning.
₹399.00 -
IT Management Divami Design Labs - Rebuilding a Software Product with User-Centric Design
Divami Design Labs is a company that specializes in user experience (UX) strategy, UX design, and user interface (UI) development services across web and mobile platforms. The company-based in Hyderabad, India-works with several clients in designing their software products and solutions. The company had recently won a large contract that involved redesigning a software product for a client in the employee life cycle management business. The client, Paysoft, had recently undergone a redesign process using internal resources. While the new product was well received initially, several complaints started to emerge about product rigidity and the lack of customer centricity. In a crucial board meeting, Paysoft decided to bring in an external specialist to help make the product more user-friendly. Divami won the contract after a long competitive process. As the Divami team began implementation, it ran into resistance from Paysoft's internal software development team, which had managed the initial product build. The Divami team had the challenge of justifying the role of design specialists in the product development process. It needed to convince the Paysoft internal team of the value it could add and how the design process does not replace but strengthens the development process. The Divami team also needed to showcase the design process with an illustration.
Learning Objectives:
Enable students to: - understand UX-based design strategies - develop a design strategy for a SaaS product - understand the consequences of not following a comprehensive UX design process - understand resistance to change and the need to work with design specialists
Learn MorePublished: Feb 23, 2022₹399.00 -
Marketing Walmart's Jetblack: Managing Luxury Service on Conversational Commerce
In 2018, Walmart, the world's biggest retailer, launched Jetblack, a concierge luxury shopping service that allowed consumers to explore and buy items via text message. It is a classic example of the danger of introducing a relatively luxurious brand into the portfolio of a non-luxury brand family. Jetblack's service combined artificial intelligence (AI) and the customized attention of trained experts to identify the most appropriate products for its customers. Following the launch of Jetblack, customer enrollments grew and both the frequency and breadth of member shopping increased. Its initial customers also stated that texting was their favorite aspect of the service. However, Jetblack's inability to scale its business operations proved to be a major challenge, with dire financial implications. By 2019, Jetblack was losing around USD 15,000 per customer annually. On February 21, 2020, Walmart announced that it was shutting down its exclusive concierge shopping startup, Jetblack, due to limited end user customer enrollments and inadequate investments.
Learning Objective
Learn MoreBy working through the case and assignment questions, students will
- comprehend the concept of conversational commerce
- understand customer adoption of and resistance to conversational commerce
- learn updated value typology linked with conversational commerce
- understand the concept of luxury service
- analyze the positioning of luxury services
- learn brand strategy for luxury services
Published: Jan 10, 2021₹399.00 -
Marketing Margiotta Food & Wine: Customer Service through Service Robots
In 2018, high-end supermarket chain Margiotta Food & Wine (Margiotta) employed a robot named Fabio at one of its flagship stores to deliver in-store customer service. Founded in 1956, Margiotta retailed three product lines namely food, wine and 'local and organic' at their seven retail stores in Edinburgh, Scotland. However, within one week of its installation, Fabio was fired because of its inability to adequately deliver quality customer service. The customers developed a lot of resistance in accepting assistance from Fabio for their grocery shopping. The Fabio programmers, the Heriot-Watt University Interaction Lab, believe that a newer version of Fabio would be "crueller and more conniving" in delivering customer service. In the future therefore, Margiotta may very well have to take a decision on deploying a robot again. It would have to carve out strategies to proactively reduce customer resistance towards new version of Fabio, which eventually may ameliorate brand experience for Margiotta customers. In addition, Margiotta's employees were seen to have developed a state of positive emotion (love) towards Fabio. Employees were visibly disappointed when customer service through Fabio was discontinued. Hence, when the next version of Fabio is installed, Margiotta promoters would have to carefully manage employee emotions.
Learning Objective
Learn MoreThe case is designed for use in a graduate-level marketing program, for courses in marketing management/service management and marketing of services courses. Customer service through robots Customer resistance towards service robots Conceptualisation of Robot Love using Theory of Parasocial Interaction and Anthromorpbism Robots and brand experience
Published: Dec 19, 2020₹399.00
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