個案總覽

Presentation to accompany product W31054.

Tourism, the fulcrum of the livelihoods for residents of Jaisalmer, India, was significantly affected during the second wave of the COVID-19 pandemic that occurred in January 2021. The situation worsened when SpiceJet, the only airline operator of Jaisalmer, announced the suspension of its operations, citing low passenger load and high operating costs. With the support of Ashish Modi, their district administrator, the Jaisalmer community tackled the issue using a first-of-its-kind initiative called “the citizen-airline partnership model.” The interplay between the Jaisalmer community and SpiceJet management unveiled finer aspects of negotiation during a crisis. Would the model succeed in a win-win negotiation?

In 2022, the National Football League (NFL) created the International Home Marketing Areas program with the goal of stimulating global fandom for American football. As part of the program, the league assigned individual teams exclusive commercial rights to international territories, effectively giving teams the opportunity to create “international home markets.” As a result, the Eagles, based in Philadelphia, Pennsylvania were granted access to Ghana, making it the first NFL team to officially enter a market in Africa.<br><br\>But how should the Eagles’ marketing team go about creating a fan community in Ghana? How should it market the game of American football? What media or social channels should the team use to reach and connect with Ghanaian audiences? What activation points should it leverage? Should the team prioritize educating Ghanaians on the rules and nuances of American football or focus on building awareness and interest in the Eagles franchise specifically? And how should the Eagles evaluate whether their marketing efforts are succeeding? These were all questions Jen Kavanagh—Senior Vice-President of Marketing and Media for the Philadelphia Eagles—needed to answer before she could formalize the Eagles’ marketing strategy in Ghana.

After four successful years on the market, the founder and chief executive officer of Sanzo Brands Inc. (Sanzo) was looking for ways to continue the momentum and growth of his company. Sanzo was an Asian-inspired flavoured sparkling-water beverage company with an innovative approach to marketing and branding. Rather than promoting its sparkling water through traditional media channels, Sanzo relied on a digital-brand story approach and adopted social-media marketing tools in a mass-marketing environment. Alessandro Roco knew this was the right product at the right time, but his greatest concern was how to maintain the social-media buzz and continue to build the community around the brand. He wondered how Sanzo should manage social media to keep the community engaged and the brand story relevant.

In March 2023, the co-founder of Rangoli Group of Institutes, Prahar Anjaria, was contemplating expanding his educational venture across the country. Founded in 2009 in Vadodara, Gujarat, India, the organization was a successful and award-winning preschool chain. The company was focused on imparting holistic learning with high moral, ethical, and pedagogical insight, as well as giving back to society through various social and cultural settings. With an evolving educational marketplace and new government regulations, Anjaria was wondering if this was the right time to expand across the country. What would be the impact of national expansion? How could he be sure to retain the core educational philosophy that made Rangoli Group of Institutes unique?

This case has been written for use in undergraduate- and graduate-level modules pertaining to equity, diversity, and inclusion efforts. Particularly, it can be introduced in organizational behaviour, leadership, and communication courses. It is recommended that this case be taught early in the course or program.<br><br>This case involves international students’ experiences while studying at Canadian universities. The case is written to discuss the unique challenges international students face when entering a new country to study and intends to start the dialogue between domestic and international students to ensure that all students feel included in the cultures they are exposed to. This case will encourage students to be mindful of non-inclusive actions and behaviours (unintentional or otherwise) and their consequences, and then provide appropriate communication strategies and starting solutions to make students feel welcome and heard.

In February 2022, Spotify Technology SA (Spotify), a global music and podcast enterprise headquartered in Sweden, reached an inflection point. Six weeks prior, the company had uploaded a routine podcast by Joe Rogan, one of its celebrity content creators. During that podcast, a virologist Rogan had invited to the show made controversial remarks on the way policy-makers worldwide had been handling the ongoing COVID-19 crisis. The virologist also made medically false statements about COVID-19 vaccines. Outrage from the scientific community followed in the form of an open letter, with multiple battlefronts quickly unfolding thereafter. How would Spotify deal with the situation in the immediate term and plan a strategy for the long term? Could Spotify convert the crisis into an opportunity?

In January 2018, an account manager at a Canadian advertising agency was tasked with making a recommendation regarding a potential workplace safety marketing campaign in Manitoba, Canada, that aimed to lower the number of work-related injuries and deaths. The account manager had previously been involved with a 2016 advertising campaign that had used an innovative approach to expose the attitudes and opinions that young people had about workplace safety. Cleverly utilized hidden-camera footage of inexperienced young people eagerly agreeing to dangerous working practices caught the attention of the public and media, and ultimately helped raise awareness and reduce workplace injuries in Manitoba. The account manager felt strongly that more needed to be done to improve workplace safety, but he needed to analyze the 2016 results to determine whether a new marketing campaign was the best solution. He would be working with and ultimately pitching his recommendation to a multi-faceted team made up of members who each had a stake in improving workplace safety in Manitoba. With the team already formed and time of the essence, he knew he must analyze and address the potential opportunities of a behavioural marketing campaign in order to make a recommendation on a course of action that could potentially save young Manitobans’ lives.

Green Monday Group (GMG) was founded in 2012 with a mission to “construct a multi-faceted global ecosystem of future food that combats climate change, food insecurity, public health crisis, planetary devastation, and animal suffering.” In 2020, GMG partnered with McDonald’s in Hong Kong and launched six dishes featuring OmniPork Luncheon Meat, a plant-based meat substitute that GMG had developed. In February 2021, the chief executive officer and co-founder of GMG had to figure out how GMG could expand its partnership with McDonald’s in Hong Kong to the rest of China. McDonald’s size and potential in the rest of China far exceeded that of McDonald’s Hong Kong, and while GMG had the resources and the determination to expand, it had to decide which marketing strategy to use.

In September 2019, Mircom Technologies Limited faced a serious crisis after sustaining a ransomware attack. The medium-sized manufacturer based in Toronto, Canada had been offering smart building solutions for almost two decades. The attackers encrypted all of the company’s data, halting all business systems and processes that relied on information technology, including email, voice-over-Internet phones, manufacturing, billing, shipping, and receiving. The company was suddenly unable to conduct basic business operations. The attackers demanded a large payment in bitcoin in exchange for a decryption key that would allow the company to access its data. Over the next several weeks, Mircom Technologies Limited faced unforeseen challenges in its attempt to recover its data, negotiate with the attackers, and eventually find a way to successfully restore normal operations.

Intolerance and discrimination against LGBTQ+ identifying individuals are widespread in the workplace and in academic institutions. This case explores the consequences of intolerance and offers participants an opportunity to consider and practice how individuals can use inclusive language and mindful communication strategies to deal with episodes of intolerance. Learning how to break the silence when faced with taboo or challenging topics enables people to understand other individuals’ perspectives and draw them into a shared conversation, thereby fostering understanding. <br><br>The case focuses on the prevalence of common types of microaggressions and discrimination in the workplace and in academic institutions and enables participants to consider and role-play multiple mini cases connected to queer and trans experiences based on real-life events.

Instructor Spreadsheet to accompany product W27237.

Spreadsheet to accompany product W27236.

Integrated Centre for Consultancy Private Limited (ICCPL) was a small company operating in India’s public relations (PR) industry. ICCPL was a successful and established company in this industry, with a focus on a niche segment of the market—real estate firms that offered affordable housing and operated on thin margins. ICCPL’s strong client relationships had resulted in an excellent track record for executive brand building and a client retention rate of above 75 per cent, which the company boasted as the highest in the market. In December 2018, one of ICCPL’s clients requested that the company lower its pricing or risk losing the contract to either a new in-house PR department or a small competitor that was offering a similar service at half the price. ICCPL refused to lower its price and, in June 2019, the client announced its plan to cancel the contract. ICCPL was analyzing all data for client satisfaction and loyalty to determine what went wrong. Should the company attempt to retain this important client? If so, what strategy can the company use?

Jeff Henry, owner of and creative visionary behind Schlitterbahn Waterparks & Resorts, created one of the most sought-after water park companies in the United States. He was confident in his ability to create the best attractions and dominate the industry with his unique inventions. Then, at his facility in Kansas City, Kansas, a fatal accident took place after the construction and design of the Verrückt, a waterslide Henry hoped would set new world records. How should Henry have responded to the tragedy?

A former software developer founded INK PPT in 2015 in Gurgaon, Haryana, India, after realizing that he enjoyed designing presentations. However, the market for developing corporate presentations was still in its nascent stage in India, and there was strong reluctance among organizations to outsource this work. The founder faced various hurdles growing his company, including the initial challenge of attracting customers. The situation became more challenging after the outbreak of the COVID-19 pandemic in March 2020. During the resulting lockdowns, INK PPT’s regular clients cut costs by reducing their presentation projects. As the pandemic continued, attracting new clients seemed almost impossible. The founder was told, both by friends and by a successful entrepreneur, that INK PPT was too far ahead of its time. The founder had to decide if he should continue to grow INK PPT, the start-up that he had devoted all his efforts in developing, or if it was time to move on to a new venture.

In January 2022, a partner in Homeland Foods was identifying Canadian distribution channels through which to launch dried fruit products from his company based in Armenia. He needed to identify the most appropriate initial target market, select the most effective distribution channel(s), and develop an effective marketing strategy. Distribution channels under consideration included general grocery stores, ethnic food stores, natural food stores, gourmet food stores, and online distribution. Promotions concerns included finding a plan that would reach an appropriate customer segment on a limited budget. He was also concerned about how well the Armenian branding would transfer to a Canadian audience.

In 2016, BlewMinds Consulting LLP was launched as a storytelling consulting start-up with the vision of touching and transforming five billion lives by 2030. One of the two co-founders was already well-known on the LinkedIn social network platform, with more than 600,000 followers. He was also recognized as one of the 25 Top Voices in India by LinkedIn for 2019. The company transformed 725,000 lives directly and 200 million readers indirectly through social media stories, one-on-one training, group coaching sessions, webinars, and speaking engagements, driven mainly by the co-founder’s extensive LinkedIn follower base. However, to realize the company’s vision, several questions remained: How could the co-founders create a community of storytellers within the organization who could effectively establish trust through communication and contribute collectively to the company’s growth? How could they engage a wider audience by effectively leveraging the co-founder’s strategic influencer communication on social media? Should the company continue its bootstrapped business model or should investors be sought?

This note introduces a leadership communication competencies framework as part of the embodying executive presence model. The model can be leveraged in the education and development of leaders seeking to improve their skills associated with having impact and influence, enhancing their persuasive capabilities, and their ability to inspire others.

Maison Singulier was an online vintage furniture and home goods store founded in October 2020 and based in Montreal. Since its inception, Maison Singulier had succeeded in building a loyal customer base across Canada and the United States. Despite the early success of Maison Singulier, the founder realized that she could increase the effectiveness and efficiency of the store’s marketing communications if she adopted a more systematic approach to its marketing strategy. Although she had a good understanding of the typical Maison Singulier customer, she wanted to have a more formal definition of her target segment so that she could fine-tune Maison Singulier’s marketing communications. Having enlisted the services of a local market research company, by the end of June 2021, Maison Singulier had the information it needed to redesign its marketing communications strategy to effectively reach out to the selected consumer segments. It was crucial for the future of the company to successfully manage this period.