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Ēvolvō: The Marketing Mix to Scale a Fitness Business
In early 2020, Daniela Suarez, a dynamic fitness entrepreneur, opened a successful studio in downtown Montreal, earning a loyal clientele with her energy and passion for holistic health. When COVID-19 shutdowns forced her to close, she quickly pivoted to online training, inspiring clients and growing her brand with engaging fitness and nutrition content. A fitness contest winner and nutrition textbook author, Suarez leveraged her expertise to cultivate a strong online following.<br><br>She later expanded into e-commerce with Ēvolvō, offering resistance bands and fitness apparel through drop shipping. While sales showed promise, new challenges emerged: What products should she offer? What mix would be optimal? How could she boost sales and profitability? -
The Ticket 93.7 FM: Value Creation and Digital Transformation
Derrick and Rebecca Pearson, the unlikely owners of KNTK 93.7 The Ticket, hoped to revitalize the traditional sports radio station in Lincoln, Nebraska, since purchasing it in September 2021. To accomplish their goal, they expanded The Ticket’s programming and incorporated a community-focused approach. But the Pearsons needed to decide how to balance their efforts between traditional terrestrial radio and digital platforms. They also needed to decide whether to focus on popular sports or explore niche sports to drive future growth and community engagement. -
Who VR: Creating an Immersive Technology–Based Brand
In January 2023, Ajit Padmanabh, founder of Who VR (virtual reality), and his team worked tirelessly on product, price, distribution, and promotion to create an overall marketing strategy for Who VR, a virtual and augmented reality brand. Who VR offered content focused on Indian history, arts, and culture through multi-sensory immersive experiences. The company created a buzz in the marketplace by winning a few large and impactful projects, and its initial success was remarkable. Its presence in various industrial exhibitions had attracted widespread attention. And its Bengaluru office was inundated with inquiry calls. But Padmanabh knew that the initial momentum had to continue for long-term success. With each day, pressure was building among the team to release deliverables. -
Toward Zero Waste: RecycleRight at the National University of Singapore
The case explored whether a novel design for a recycling bin could promote proper recycling behaviours in Singapore. The redesigned recycling bins were initially deployed at different sites around the National University of Singapore to assess their effectiveness among the university community, with promising results. The team now wanted to investigate whether the improved recycling habits observed on campus could be replicated in more diverse public environments, such as shopping malls. The decision for the team was how to implement a field trial of these bins across three shopping malls in Singapore to assess their effectiveness among the general population. The case underscored the importance of human and behavioural-centred design in promoting sustainable practices and discussed primary operational challenges, potential risks, and mitigation strategies to ensure a field study’s success. -
Toward Zero Waste: RecycleRight at the National University of Singapore - Instructor Spreadsheet
Instructor Spreadsheet to accompany product W37340. -
Toward Zero Waste: RecycleRight at the National University of Singapore - Student Spreadsheet
Student Spreadsheet to accompany product W37339. -
Toward Zero Waste: RecycleRight at the National University of Singapore - R codes
Supplemental R code to accompany product W37340. -
Toward Zero Waste: RecycleRight at the National University of Singapore – Python Code
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Gautrain Management Agency: A Socio-Economic Development Strategy
The Gautrain Rapid Rail Link Project was started in 2006. It is a rare example of a successful public-private partnership (PPP). The project involved the provincial government of Gauteng (represented by Gautrain Management Agency) as the public partner and Bombela Concession Company as the private partner. The general case, which accompanies this part in the exercise series, provides the basic outline of the story. The Gautrain Rapid Rail Link Project is recognized as one of the largest transport infrastructure PPP projects in Africa and as a major transport initiative of the provincial government of Gauteng. It has been breaking new ground to ensure that specific socio-economic development objectives are met. This project has set a benchmark for South Africa that can be adopted by other infrastructure providers. -
Making SVG Future-Ready: Evaluating the Growth Options
This case concerns a young MBA from India, Yashovardhan Agarwal (Yash), who, in 2024, contemplated the growth strategy of SVG Fashions Pvt. Ltd. (SVG), his family’s textile business. The company’s vision was to be a one-stop textile solution provider converting “fibre to fashion.” However, changes in the market and competition required significant investments in developing competencies that could make the company future-ready and more profitable. Yash deliberated on whether to expand the current business, build a business-to-business athleisure brand by selling through offline retail channels, or build a direct-to-consumer online athleisure apparel brand. Yash needed to be sure that the choices he made not only offered profitable growth but also built relevant core competencies to sustain SVG’s competitive advantage in the future. -
Evolving Roles on the Pathway to Generational Transition
In 2022, Australia-based property and home development company Douglas Family Group was full of internal conflict. The co-owned family business had recently decided that changes were needed in order to grow and secure a stable family income for the future. To that end, the company brought in non-family advisers and board members, and eventually hired a non-family chief executive officer (CEO). However, the organizational changes did not go smoothly, due to the myriad challenges of introducing external employees to a family business. Soon, family members and top management alike started to complain that the changes did not work and demanded that the previous CEO, a second-generation Douglas family member, come back to fix things. As revenue decreased and conflict spread, the family knew it only had one chance to fix things and save the company. What was the best course of action to get back on track? -
Gautrain Management Agency: The Gautrain Public-Private Partnership
The Gautrain Rapid Rail Link Project was started in 2006 and is one of the biggest public-private partnership transport infrastructure ventures ever undertaken in Africa. It is also the first rapid rail transport system implemented in South Africa. Both the scope and the novelty of the project required sound management in all of its different parts. This case defines a public-private partnership, then considers the aspects of financial and risk management. -
The Gautrain Story
The Gautrain Rapid Rail Link Project (Gautrain Project) was started in 2006. It is a rare example of a successful public-private partnership (PPP). The project involved the provincial government of Gauteng (represented by Gautrain Management Agency) as the public partner and Bombela Concession Company (Bombela) as the private partner. The project was underpinned by a thorough feasibility study, approvals from South Africa’s National Treasury Department, a comprehensive PPP concession agreement (CA), and meticulous contract management capability. Supplement to accompany the following products: W35413, W37124, W37143, W37144, W37145, W37146, and W37147. -
A Note on Lebanon
Lebanon is a country with many contradictions; and yet, it has a special place in the heart of the many admirers. The famous Lebanese-American poet Khalil Gibran conveyed this contradiction in his poetic works. He unambiguously declared that the way you view Lebanon is a matter of perspective; you choose what to see. His words still hold true today, without a doubt. Lebanon is a country that has an exceptional beauty of nature and the unmatchable hospitality of its people. But this is just one side of the coin. The other side reveals a reality that has been haunting the country for the past 50 years, a reality that has been extremely difficult to escape, involving wars, crises, and instability. -
Dairy Farmers of Canada: Hard Questions Surrounding ‘Buttergate’
Dairy Farmers of Canada (DFC) faced a significant public relations challenge following a February 5, 2021, social media post from a Canadian cookbook author questioning if others were also experiencing hard butter that would not soften at room temperature. Very quickly, the post received hundreds of replies in the affirmative, prompting a #Buttergate hashtag that soon spilled into mainstream national and international media coverage. The “Buttergate” controversy grew when it was speculated that the cause of the hard butter was due to the addition of palm oil to cow’s feed, with some experts highlighting the negative environmental and health impacts of palm oil. As the lobbying and promotional organization representing Canadian dairy farmers, DFC held a decades-long reputation for quality and transparency with Canadian consumers. Buttergate called this reputation into question, prompting the chief executive officer of DFC, Jacques Lefebvre, to issues a series of statements as the organization navigated the controversy, ultimately forming an expert working group to further investigate the issues that had been raised by consumers and in media reports. While everyone awaited the working group’s final report, what did DFC need to do to rebuild consumer trust in the quality of its product? -
Birchway Niagara: A Risky Rebranding Against Domestic Violence
<b>All royalties from the adoption of this case will be donated to Birchway Niagara. </b><br><br>In March 2023, Women’s Place of South Niagara (Canada), an organization focused on ending abuse and intimate partner violence, rebranded as Birchway Niagara, to better represent what Birchway offered: it was not only a place for women. However, Jennifer Gauthier, its executive director, found herself in the fall of 2023 reflecting on the mixed success of the rebrand. The problem, according to Gauthier, was that “our communication was not as bold as it needed to be to really get the message out there.” Should she back away from the new brand and focus on the organization's core mission or go all-in on the new brand? Was a solution using both goals within one marketing campaign the right way forward? <br><br> -
Shannondale Developments: The Shanley Street Decision
In 2019, Shannondale Developments looked at purchasing the former industrial factory at 152 Shanley Street in Kitchener, Ontario. Nic Tyers, one of the co-owners of Shannondale and Ian Pinchin, the development manager, saw an opportunity and developed an Agreement of Purchase and Sale (APS), working through many challenges to ultimately secure the purchase. The case outlines the situation leading up to the decision to acquire the property and the many challenges they faced as they went through the potential acquisition process. The case challenges students to try to understand the numbers behind the purchase of this environmentally challenged site and to use them to make the decision whether to purchase it. -
Shannondale Developments: The Shanley Street Decision - Student Spreadsheet
Spreadsheet to accompany product W39059. -
Shannondale Developments: The Shanley Street Decision - Instructor Spreadsheet
Instructor Spreadsheet to accompany product W39060. -
Learning from Kellogg's "Let Them Eat Flakes" Moment
<div style="font-size: 0.94em; line-height: 1.4;"><p align="justify">When Kellogg’s CEO Gary Pilnick suggested during a CNBC interview that families facing financial hardship could eat cereal for dinner, a backlash was triggered. As Kellogg’s was attacked across social media, some consumers insisted the company had benefited from rising food prices and calls for a boycott emerged. If companies aren’t quick to respond to consumers’ concerns, they can find themselves buffeted by negative media attention. To be prepared for a media misstep, companies should consider the following steps. First, have a crisis plan: The best strategy is to hope for the best and plan for the worst. That means developing a crisis communications plan before something stirs up unwanted media attention. Second, let spokespeople do their job: The person who caused the problem should not be the one who fixes it. Third, have a Plan B: Identifying fallback communicators in a crisis plan and making sure they’re prepared to play the role will increase the plan’s value. Fourth, apologize and clarify: Even if a company decides it hasn’t committed wrongdoing, it should apologize for the confusion that its comments or actions caused. Fifth, be open to dialogue: A willingness to engage in open communication can help foster reconciliation. Sixth, rebuild trust: This can involve taking action to improve the quality, safety, or reliability of products or services or enhancing efforts to show a commitment to certain values.