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Basmati House Supermart: Competing with the E-retail Channel
Jaydeep MukherjeeCaso IVEY-9B20A068-EDirección estratégica, Iniciativa emprendedora, MarketingIn January 2020, the proprietor of Basmati House Supermart (BHS), a large grocery retail outlet in India, terminated a partner retailer contract with Springers, an online retail platform. The proprietor had an ancestral property, located in a high-footfalDesde 8,20 €
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Basmati House Supermart: Co-Operative Competition with an E-Retail Channel
Jaydeep MukherjeeCaso IVEY-9B20A035-EDirección estratégica, Iniciativa emprendedora, MarketingIn July 2019, the owner of Basmati House Supermart (BHS), a grocery store, entered into a six-month agreement to become a partner outlet of a large online grocery retailer in India. During the first two months, BHS acquired many new customers and also increased its customers’ monthly purchase. However, the steep discounts and promotions used to attract customers to the business drove down the margins, while the customer churn rate increased. The ...Desde 8,20 €
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Basmati House Supermart: Competing with the E-retail Channel - Teaching Note
Jaydeep MukherjeeNota del Instructor IVEY-8B20A068-EMarketingTeaching note for product 9B20A068.Desde 0,00 €
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Basmati House Supermart: Co-Operative Competition with an E-Retail Channel - Teaching Note
Jaydeep MukherjeeNota del Instructor IVEY-8B20A035-EMarketingTeaching note for product 9B20A035.Desde 0,00 €
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Vitamax Technologies
Guiu E.; Bertini, Marco; Nueno, José LuisCaso M-1139Marketing, Tecnologías de la informaciónCon la variación de su entorno competitivo, la empresa Vitamax ve amenazada su saludable posición en el mercado. Se analizan distintos aspectos de la empresa Vitamax Technologies: el incremento en el precio inicial de sus acciones al salir a bolsa; la amenaza de desintermediación; la baja conversión que tienen de suscriptores a clientes activos; y en general, la evolución de su modelo de negocios (buscan disminuir ventas de intermediación pura e ...Desde 8,20 €
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Jabong.com: Balancing the Demands of Customers and Suppliers
Jaydeep Mukherjee; Punit BhardwajCaso IVEY-9B16A028-EDirección estratégica, MarketingJade eServices Pvt. Limited (Jabong), an e-retailer of fashion products in India, regularly had to balance conflicting expectations from its supplier brands and consumers. The discounts that e-retailers had to offer to consumers to generate sufficient sales resulted in brand dilution, which compelled these brands to avoid the online channel. After allowing large discounts on Jabong’s website for two years, Puma, a major international sports shoe ...Desde 8,20 €
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Henkel Ibérica: The Relaunching of Conejo Vajillas
Carrasco, M.; Farrero, E.; Nueno, José LuisCaso M-908-EMarketingIn October 1985, S.A. Casamitjana Mensa (leader on the Spanish bleach market) was acquired by the Henkel Ibérica, S.A. Group (one of the biggest manufacturers of chemical products, adhesives, hygiene products, cosmetics, etc.). The takeover caused the new company problems managing marketing and sales. The problem was integrating Casamitjana's brands, sales force, distribution management and manufacturing operations into Henkel's company structure...Desde 8,20 €
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Original Buff S.A.: Facing the Challenges of an Omnichannel Strategy
Nueno, José Luis; Clemares, FuencislaCaso M-1360-EInnovación y cambio, Marketing, Tecnologías de la informaciónBUFF® made a wide variety of products for use in medium- and high-intensity sports and hiking, and even as fashion accessories for the urban environment. Innovation and design were key to the success of its products. BUFF® therefore devoted a significant part of its resources to developing new technologies, including a heat-bonding technique for producing extra-flat seams that eliminated any possibility of chafing, and a laser-cutting technique f...Desde 8,20 €
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Eagel, S.A.: La búsqueda del valor añadido
Miranda, E.; Nueno, José Luis; Vila, VictorianoCaso M-903MarketingEn el verano de 1992, José Mª Julià, director general de Eagle, un VAR de Hewlett Packard, se plantea qué medidas adoptar para responder a la cada vez acuciante redistribución del valor añadido por parte de ese fabricante de ordenadores.Desde 8,20 €