Atanu Adhikari

Strategic Marketing Cases in Emerging Markets

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The Neo-Middle Class: A Unique Opportunity for a Marketer

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Challenges in Customer Relationship Management with Export Customers—India as a Specific Case in Emerging Markets

Most marketers in the world have been busy targeting the population with low income, middle income or the high income. What they miss out is the fact that the lines between these segments are blurring. This phenomenon is more evident in the emerging markets. The population here is aspirational and wants to move up the economic ladder. There is a segment of people who are between the low-income level–mid-income level and mid-income level–high-income level. This we define as the neo-middle class. They are ready to pay a premium for a product or a service, but they are confused whether the product or a service is worth the premium. If positioned well, this segment of population can provide ample opportunities. The chapter gives an overview of the characteristics of the individuals in the neo-middle class, and as a marketer what kind of strategy should be employed. The chapter also provides an example of an Indian brand (Patanjali) which targeted the neo-middle class and has made use of this unique opportunity in the market.

Retailing in Emerging Markets

Introduction of this chapter covers a brief historical background of India’s macroeconomic transition since independence and how India gained prominence as one of the fastest growing emerging markets and why Customer Relationship Management (CRM) became increasingly important over the last few decades. A brief introduction is given to two types of business streams—Business to Business (B2B) and Business to Consumer (B2C)—followed by a discussion on salient differences in CRM in these two streams. Focus is then given in discussing CRM in B2B context specifically in relation to suppliers from India to export markets and export customers. Issue in context of a developed country vs. issue in context of India in the area of CRM is discussed. A CRM model called “ECP model (Expectations vs. Commitment vs. Performance)” is introduced specifically for B2B context. This model along with the views of industry practitioners was used to discuss the issue in context of India with two real-time examples in B2B CRM for export customers. The conclusion of the chapter proposes solutions and recommendations to overcome the issues and challenges. As the chapter is intended to provide an overview of issues in CRM corresponding to the immediate past, and prevailing business context, emphasis was given on discussions with management practitioners from the industries in gathering insights, challenges and solutions in the Customer Relationship Management rather than extensive literature review.

Consumer Behaviour in Emerging Markets

Emerging markets are more than a lucrative business opportunity for retailers in developed markets today. Retailers today see emerging markets as an irresistible opportunity to go global. Opportunities and growth rate of emerging economies provide a perfect platform for modern and traditional retailers to grow and expand their business. These markets are viewed as a fuel which will drive a retailer’s growth. But historical data suggests that there are more failure stories known to us than success stories. In this chapter, we are going to understand and analyse what the successful retailers have done right and why is it that when retailers try to expand into emerging markets, fail.

Quality of tourism destination – a scale development

Consumer purchase behaviour concerns with the aspects of activities that start prior to purchase, during usage, post-purchase consumption and evaluation of the activities at various levels. It is also concerned with the people involved, either directly or indirectly, in purchasing decisions and end-user consumption activities including influencers and opinion leaders of the brand (https://www.slideshare.net/bmoghimi/consumer-behavior-and-marketing-strategy-chapter-1-moghimi?next_slideshow=1). The article includes the major issues that influence the purchase behaviour of the consumers. Some of the factors are (1) quality of the product/service, (2) innovation in value proposition of the product/service, (3) technology influence on the purchase, (4) cross-culture influence, (5) economic factors. The paradigm shift in the buying behaviour of the consumers has led the emerging markets mould their strategies positively. The market is emerging in a very faster pace with the consumers being more aware and accepts the innovation of the products and/or services on a regular basis. The market hence is facing variety of issues with the sudden and rapid change in purchase behaviour (http://www.yourarticlelibrary.com/products/5-factors-influencing-consumer-behaviour-explained/22163/).

Flexibility Oriented HRM Practices and Innovation: Comparative Evidence from China and India

Purpose The tourism literature has focused only on destination branding; nonetheless, measuring the quality of a destination from the tourism point of view has been overlooked, especially in the context of the emerging markets. This paper aims to focus on developing a scale measuring the overall quality of the tourist destinations. Design/methodology/approach With the help of extensive review of the literature, the study identified the key variables for measuring the quality of tourism destination in emerging markets. Thereafter, to determine the factor structure (purification stage) and assess the stability of the factor structure (validation stage), confirmatory factor analysis (CFA) has been conducted. A second-order CFA has been conducted to analyse the factor structure stability of the broad dimensions, namely, the quality of service, the quality of destination features and the quality of experience. Findings This research shows that the quality of tourism can be determined not only by the quality of destination features but also by the quality of service and the quality of experience one perceives from a destination. Together, these three dimensions and their various sub-dimensions form a valid scale to measure the overall quality of a tourist destination. Practical implications This study provides marketing managers an idea of the dimensions that affect tourist destination quality. They can now align the dimensions measuring destination quality with the destinations that they are marketing to tourists. This can add to the competitive advantage of any place brand. Originality/value This study has developed three distinct measurement scales for quality of experience, quality of destination feature and quality of services and validated the same with adequate data following appropriate scale development procedure. Through empirical research, the authors have integrated these three dimensions as the constructs for measuring the overall quality of tourist destinations. Hence, as a pioneering attempt, the authors have developed a scale to measure the quality of tourist destinations.

Teaching Note: Case 8: Revolution Ventures—Introduction to the Service Organization and Situation Description

The importance of flexibility as a characteristic of HR systems has been long recognized. Yet, very little work has attempted to conceptualize and measure it for examining desirable outcomes such as innovation. Additionally, our understanding of the ‘black box’ between HR systems and organizational outcomes is still very limited. We contribute by theorizing and empirically examining the influence of Flexibility- oriented HRM (FHRM) systems on intellectual capital, and by examining the mediating role of intellectual capital in the relationship between FHRM and innovativeness. We test our model using samples from China and India and show support for the hypotheses. Our findings show a specific set of relationships between two FHRM components –Coordination-flexibility-oriented HRM and Resource-flexibility oriented HRM –and the three components of intellectual capital –human, social, and organizational capital. We also find that intellectual capital mediates the relationship between FHRM and firm innovativene...

Case Study 8: Revolution Ventures—Introduction to the Service Organization and Situation Description

The company Revolution Ventures was founded in September 2009 with an initial capital of Rs. 10,000. It is a proprietary firm registered in Ahmedabad. The proprietor—Krishna Rungta has had rich exposure in the field of IT. It was his desire to contribute to the education sector given the lack of quality and affordable technical education available to the masses in the back office of this world. The trigger for Krishna was his struggle in finding easy and free source of educational material when he wanted to take up GRE or when he wanted to have an in-depth understanding of languages like SAP or Java during his professional career.

Case Study 2: Tanishq: Bringing Jewellery to Daily Life

The company Revolution Ventures was founded in September 2009 with an initial capital of Rs 10,000. It is a proprietary firm registered in Ahmedabad. The proprietor—Krishna Rungta has had rich exposure in the field of IT. It was his desire to contribute to the education sector given the lack of quality and affordable technical education available to the masses in the back office of this world. The trigger for Krishna was his struggle in finding easy and free source of educational material when he wanted to take up GRE or when he wanted to have an in-depth understanding of languages like SAP or Java during his professional career. Revolution Ventures intends to grow into a global company and is therefore looking to create a marketing strategy that would enable to increase the eyeballs to the Website as well as engage the visitor who has visited the site thereby increasing the number of loyal customers.