Marketing Course Research Articles

Worcester Red Sox: Let's grow our brand

Research methodology This case was developed through interviews with Brooke Cooper, Dr. Charles Steinberg and others at the WooSox, as well as a thorough analysis of the Worcester Red Sox’s social media and company websites. Purpose The purpose of this marketing case study is to This case focuses on understanding the process involved in conceptualizing and developing a marketing plan and strategy, and the ability to define and articulate the importance of BRAND in a marketing context. Case overview/synopsis The Pawtucket Red Sox relocated to Worcester, Massachusetts in Spring of 2019. The citizens of Worcester embraced their new team – the WooSox – as did many of the surrounding towns in Worcester County. The marketing arm of the WooSox worked tirelessly to develop a plan that included immersion in the cultures of the cities and towns within Worcester County; becoming a presence in their schools, businesses and community-based organizations; learning the priorities of the individual communities and supporting those needs; building a consistent, interactive and strong presence on social media; highlighting various interactions with their fan base; providing an outstanding experience at Polar Park; creating a loyal fan base ultimately driving ticket and merchandise sales and cultivating new fans to experience Polar Park; and understanding that word of mouth is the best form of marketing. The WooSox leadership team understood the need to expand its reach into new markets. In this case, the marketing team has been charged with exploring the Western Massachusetts region as a potential growth opportunity. The WooSox have a strong brand in the greater Worcester County area – but can they travel 60–90 min west and establish the same presence? Complexity academic level This case was written for undergraduate-level Marketing Principles or Sport Marketing courses.

Banati foundation: using marketing to empower girls at risk and diminish the stigma associated with homelessness

Research methodology To write this case, several research methods were used. Most importantly, field interviews were conducted with employees at Banati foundation. The interviews were held with three different employees at different points in time, including the marketing manager, the executive manager and the head teacher working with the girls at the foundation. These interviews helped provide details regarding the foundation’s culture which is hard to get from secondary sources. In addition to this, one of the researchers was a volunteer at the foundation for 6 months before starting this research and so had strong background knowledge on the workings of the entity. Finally, secondary sources were used to provide accurate historical information and numerical statistics. These sources included the foundation’s website and annual reports as well as newspaper interviews with the Banati’s Chairperson. Case overview/synopsis This case poses the marketing dilemma faced by Banati Foundation, a non-profit organization (NPO) based in Egypt. Banati has offered child protection services to girls at risk since its establishment in 2009. In particular, the case focuses on the foundation’s strategy and operations in 2020. Since its inception, the foundation has been led by the main founder, Dr Hanna Abulghar. Under her leadership, the foundation flourished and won several international awards. The foundation became a home, a school and a support system to the girls who were once homeless. Yet even though Banati succeeded in improving the lives of many girls at risk, the foundation still sought ways to sustain its funds and to empower the girls to thrive after they left the foundation. As the key person responsible for setting the foundation’s direction and strategy, Dr Hanna faced marketing challenges that include overcoming social stigma, diversifying the donor base and increasing fundraising. Complexity academic level This case is suitable for undergraduate and Master’s students who already have an understanding of the basic marketing principles such as the marketing mix (4Ps)/market segmentation and have taken an introductory marketing course previously. Furthermore, the case presents an opportunity to apply marketing concepts such as segmentation, targeting, positioning and promotion within the context of social and NPO marketing. It is ideal for students studying social marketing, NPO marketing strategy, cause marketing, fundraising techniques and social inclusion.

Comparing the Learning Outcomes of Online versus Face-to-Face Formats in Teaching a Marketing Course: An Empirical Observation

A study was conducted to compare the academic performance of two groups of university students enrolled in the Principles of Marketing course. One group of students participated in an online class, while the other group of students attended a face-to-face class. The results of the study revealed notable differences in academic performance between the two groups. The findings consistently indicated that the online students outperformed their counterparts in the face-to-face class, particularly, in the multiple-choice examinations as well as the essay-problem questions. However, the author of the study highlights a significant factor that readers should consider when interpreting these results. The higher performance demonstrated by online students may be attributed to their demographic and socioeconomic background. It was observed that the online students were significantly older, married, and came from a higher economic status compared to the face-to-face class students. Furthermore, the online students devoted nearly double the amount of time to studying, averaging 6.26 hours per week compared to 3.54 hours for the face-to-face class students in the study.

NaMo: transformation from flagship to parent brand

Learning outcomes After working through the case, the students should be able to understand Indian political economy and the brand building process of NaMo; identify the media mix strategies used to build the brand NaMo in India; evaluate possible future growth strategies for brand NaMo; and compare and contrast brand NaMo with business brands. Case overview/synopsis Narendra Modi popularly called as NaMo was the current Prime Minister of India. He belonged to Bhartiya Janata Party (BJP) which won India’s general elections in two consecutive terms 2014 and 2019. NaMo was recognised worldwide for his prudence in leading the country to greater heights of achievement. NaMo started his political journey as the worker of BJP at a tender age. His rise in political career was akin to flagship brand overtaking the parent brand. All the steps taken in the past to position himself as a cult brand, will it fortify to NaMo’s victory in 2024 general elections? Business firms may follow NaMo’s strategies. What can the business brands emulate from NaMo to market and position themselves? Can political success be transpired to business success? Complexity academic level This case is designed for use in a graduate-/postgraduate-level marketing course in segments on brand management, brand expansion and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models (e.g. Keller’s brand resonance pyramid and brand value chain). This case has particular application for classes that focus on brand equity, STP for any brand (segmentation, targeting and positioning) and brand value chain. The case looks in detail at the Indian political market and brand building process of NaMo and examines competitive moves since its inception. This case can be used in brand management, media management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programmes. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

Nykaa: retailing decisions in an emerging market

Learning outcomes By working through the case and assignment questions, students will be able to conduct a marketing environmental analysis to aid strategic decisions; analyse the first-mover advantages of a retail firm and how these can be sustained; comprehend online retail business models and the challenges therein; understand the trade-offs of online/offline retail experiences specific to an emerging market’s beauty and personal care sector; conceptualize and formulate actionable growth strategies that balance the individual and collective requirements of brick and mortar and retail e-commerce environments. Case overview/synopsis The case is set in 2022, right after Nykaa – the pioneer of beauty and wellness e-commerce platforms in India makes a blockbuster stock market debut in 2021. Starting in 2012 with a disruptive online model for selling beauty and wellness products online in India, Nykaa had come a long way with expansions in physical retail and other segments such as fashion. The firm, which initially aimed to be a virtual store, is now thinking of aggressively expanding in the brick-and-mortar retail space as it opens its 85th retail outlet. Falguni S. Nayar, founder and CEO of Nykaa, wanted to roll out 300 physical stores targeting 100 cities in India in the next couple of years. She aspired to establish Nykaa as a category leader as the “Indian Sephora” in the beauty and personal care market. Nykaa’s first-mover advantage in the online beauty and personal care marketplace worked well to establish it as a brand with positive endorsements by digital shoppers that enhanced the investment potential with potential financiers. However, the pandemic had brought every physical retailer to the online platform. Most e-commerce platforms dealing in grocery to lifestyle had added personal care products to their existing merchandise. Additionally, several start-ups had ventured into the online marketplace. Online was a cluttered marketplace with little to no differentiation. In this bloodbath, would the first-mover advantage for Nykaa in the online space still count as a competitive advantage? Nayar was all set to expand Nykaa’s physical presence aggressively. The concern was that the beauty and personal care segment had also moved online as a function of long stay-at-home periods. In the post-pandemic times, would the customer indeed revert to brick and mortar once again? Nykaa was also into product formulations, but so was every big and small player in the space. What was the differentiated winning formula for the consumer’s heart and mind? Complexity academic level The case can be effectively used in foundation courses in marketing and a wide range of specialized courses on marketing management (core/foundation course), retail marketing and e-commerce/digital marketing and e-commerce for B-school learners. The complex decision points faced by an innovative e-commerce start-up firm on its road to market expansion make the case suitable for niche courses such as Marketing for Start-ups. Moreover, learners in executive MBA programs with considerable experience can benefit from the case analysis that balances a growing retail company’s long- and short-run objectives. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Picking Up the Beat: Social Marketing Academic Course Offerings and Trends as the Discipline Marks 50 Years

Background The availability of formal academic training is essential to the development and professionalization of any discipline. Previous research described the worldwide availability of social marketing academic course offerings and their accompanying pedagogical approaches. This research has been demonstrably appreciated by the social marketing community, resulting in calls for its continuation. Focus of the Article We present an update to and expansion upon prior research, and identify patterns and trends observed over the past decade. Importance to the Social Marketing Field As social marketing continues to expand in its scope and uptake, an update to prior research has become increasingly relevant and necessary. Further, limited attention has been paid to social marketing pedagogical approaches. The patterns and trends identified through this research represent an updated baseline that can be used to assess and guide the discipline’s ongoing advancement. Methods Research was carried out via an online survey that was open between Fall 2019 and Fall 2021. In addition to general information about their university’s course offering(s), respondents were invited to share their course syllabi. The survey was promoted via online networks and academic conferences. Resulting data were cross-referenced with the outcomes of a prior study to identify patterns and trends. Results This research resulted in a listing of academic courses that can now be found on the Web site of the International Social Marketing Association (International Social Marketing Association, 2022). Over the past decade, we identified an upward trend in course availability alongside shifts in the disciplinary and other contexts associated with the courses. We also described instances where social marketing courses were eliminated or scaled back and the apparent reasons for those occurrences. Finally, geographic disparities were evident in course availability between Global North and Global South countries. Recommendations for Research or Practice Recommendations for increasing social marketing academic course offerings are presented within a systems framework focusing on targeted strategies for audiences and contexts such as university students, faculty, instructors, and administrators; accreditation bodies, and practitioner settings. We also call for increased collaboration between academics and practitioners in general, but specifically in the Global North and Global South in order to address issues of equity and diversity. Limitations A key limitation to this study is the fact that the survey was developed in English, thus introducing a bias towards Western academic settings. We also acknowledge the difficulty in searching online for courses using the term “social marketing” due to the pervasive confusion with “social media.” Finally, we only obtained 31 syllabi (from the total 104 courses reported via the survey), thus the pedagogical analysis should be considered incomplete and not fully representative of current practices.

IndiGo Airlines in India: managing “moments of truth”

Learning outcomes The learning outcomes of this study are as follows:▪ to analyze service attributes that influence customers’ decisions to purchase services;▪ to identify the factors that influence customers’ perceptions of service quality;▪ to identify the “moments of truth” that the service provider (IndiGo) would need to monitor and manage through the service encounter; and▪ to use the Servuction model to analyze the various elements of the service process. Case overview/synopsis In May 2022, the chief executive officer of IndiGo Airlines - India’s largest passenger airline by market share, Ronojoy Dutta, faced flak over the airline staff's handling of a specially abled child travelling with his parents on IndiGo Airlines. The staff member, reacting to the tantrums of the disturbed child, had refused to allow the boy and his parents to board the flight. He had cited the “risk to other passengers” from the boy as the reason for such a refusal (Biswas, 2022). In spite of the boy’s parents being supported by their fellow passengers, the IndiGo staff member refused to relent, and the flight took off without the trio (Firstpost, 2022). The incident goes viral when a fellow flyer shares a Facebook post describing it first-hand and provokes widespread condemnation of the nation's “preferred airline” (IndiGo, 2023) by citizens and politicians on various social media platforms besides Facebook (Gupta, 2022). Dutta initially supports his employee even as he issues a statement expressing his regret at the “unfortunate incident” (Business Standard, 2022a). The regulatory body for aviation in India, the Directorate General of Civil Aviation, imposes a fine of INR 5 lakh on IndiGo for denying boarding to a specially abled child (Indian Express, 2022). How could an incident like this impact the perception of IndiGo’s service quality? How could Dutta better ensure that IndiGo managed the various touch points with the customer over the entire service encounter – the “moments of truth”? How could he prevent such a fiasco in the future, ensuring that IndiGo remains India’s “preferred airline”? Complexity academic level This case is intended to be taught in an undergraduate or MBA marketing course in a module on service marketing. The case can also form a 90-min module in a service marketing course within an advanced management or executive education program. Supplementary materials Teaching Notes are available for educators only. Subject code CCS 8: Marketing.

Netflix’s growth in India on a slippery turf

Research methodology A secondary research method was used to collect data for this case. The authors have made use of newspaper articles and published articles written by journalists and experts, which are available in the public domain. Case overview/synopsis This case discusses the hurdles faced by Netflix in India. Netflix experienced rapid growth ever since its entry into the Indian over-the-top (OTT) sector. The aggressive pricing strategies by OTT competitors put Netflix in a defensive position in India. Netflix introduced the low-priced mobile-only plan to attract price-sensitive Indian consumers. However, this was not sufficient. Netflix was forced to reduce the price of all its plans in December 2021. The dilemma faced by Reed Hastings (Founder and Co-CEO, Netflix) was whether the revised price was low enough to hold on to existing subscribers and attract new subscribers in India. Netflix was caught between the rock and the hard place in its pursuit to achieve its target of achieving 100 million subscribers from India versus continuing its skimming-pricing strategy. This case highlights the compound challenges of low household income in India and high-income inequality resulting in a lower available market for multinational service providers such as Netflix. The pricing plans and features of OTT competitors in India have also been discussed in sufficient depth to facilitate analysis and classroom discussion by the target audience. Complexity academic level Undergraduate students studying marketing management and basic marketing courses in business management and commerce streams can use this case. This case can also be used for marketing specialization courses at the undergraduate level.

Innovation as a catalyst for Moonj artisans: a case of Rekhaakriti

Learning outcomes The readers will gain practical insights on the key attributes of a women entrepreneur, the role of innovative product design and usage, the core challenges and opportunities and the strategies to overcome entrepreneurial hurdles in the Moonj handicraft business. Case overview/synopsis The case is about “Rekhaakriti”, a handicraft artisan-oriented firm, which deals in the business of selling handicrafts items like traditional wooden toys, Moonj baskets, rice bowls and vermilion boxes, in both business-to-business (B2B) and business-to-consumer (B2C) markets. Incorporated as a non-governmental organization (NGO) in the year 2014, “Rekhaakriti” was founded with the purpose of preserving, promoting and advancing the Moonj handicraft. Throughout its formative years, the organization experienced several organizational and operational challenges and got almost on the edge of collapse. The dilemma that surrounded Rekha Sinha, a key founding member of “Rekhaakriti”, was whether to carry or dissolve the organization. But, after much contemplation, she decided to convert the organization to a sole proprietorship firm in the year 2017. However, the restructuring decision was also proving to become less effective in attaining the objectives for which the firm got established. This led the owner, Rekha Sinha, to further dug deep to identify obstacles (both internal and external) that impede her firm’s expansion and growth. This case narrates Rekha Sinha's intricate entrepreneurial path in building an innovative handicraft organization and explains how she overcame the overall organizational and operational obstacles. The case provides the context for students to assume the role of protagonist and explore creative strategies for overcoming market obstacles through upskilling, design intervention and product innovation. Complexity academic level The case study is intended for the students pursuing their graduation and post-graduation courses in business, management studies, marketing and entrepreneurship. The case also provides suitable insights to management trainees and executives. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Serum: differential pricing of the Covid-19 vaccine

Learning outcomes The learning outcomes of this study are as follows: 1. the benefits of differential pricing over uniform pricing; 2. the differences between second- and third-degree price discrimination; 3. the rationale for charging different prices for segments having different willingness to pay; and 4. how different prices for the same product can lead to perceptions of unfairness and how companies might manage such an issue. Case overview/synopsis This case outlines the decisions that Adar Poonawalla, the CEO of Serum Institute of India (Serum), had to make in late April 2021 concerning its pricing for the COVID-19 (Covid) vaccine. Serum was the world’s largest manufacturer of vaccines, and its Covishield vaccine had received regulatory approval, but faced an unusual challenge and opportunity. In most countries, governments had procured Covid vaccines from manufacturers and then delivered the vaccines to consumers free of cost. But in India, there was a three-tier pricing system. While the Government of India had committed to free vaccines in government-run public hospitals, it also allowed vaccine makers to directly sell vaccines to state governments, as well as private hospitals, who were at liberty to charge consumers for the vaccines. This created an interesting pricing dilemma for Serum: as different customers had different willingness to pay, should Serum use differential pricing? Would such a tiered pricing system be considered fair? How many different price points should Serum maintain? By exploring these and related decisions that Poonawalla had to make, the case is intended to teach price discrimination. Complexity academic level The case is intended for graduate-level courses in marketing, pricing and economics. This case illustrates the principles of differential pricing/price discrimination. More specifically, it highlights pricing strategies motivated by second- and third-degree price discrimination in an emerging market’s health-care context. From the information in the case, the student can learn to apply the concepts of second- and third-degree price discrimination in marketing. After working through the case and assignment questions, instructors will be able to help students understand the following concepts: Teaching objective 1: the benefits of differential pricing over uniform pricing. Teaching objective 2: the differences between second- and third-degree price discrimination. Teaching objective 3: the rationale for charging different prices for segments having different willingness to pay. Teaching objective 4: how different prices for the same product can lead to perceptions of unfairness and how companies might manage such an issue. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing

Evaluation of problems and countermeasures in marketing teaching based on cloud computing data aggregation algorithm

In this study, we present a highly practical marketing course. Through learning marketing, we can cultivate students’ ability to analyze, solve and practice problems. Therefore, this paper would study the problems encountered in the marketing course through cloud computing technology and propose corresponding countermeasures, so as to better improve students’ ability to analyze and solve problems and enhance the effectiveness of the classroom. This paper also analyzed the data aggregation algorithm based on Particle Swarm Optimization (PSO) algorithm. The results showed that when other conditions were the same, only 6 students approve of the traditional marketing teaching mode, accounting for 12%; there were 44 people who did not approve, accounting for 88%. This number was more than half; 49 students recognized the optimized marketing teaching mode, accounting for 98%; there was 1 person who did not approve, accounting for 2%. The proportion of people who did not approve after optimization was far less than that of the traditional model, which showed that cloud computing data aggregation algorithm could find out the problems in marketing teaching and provide correct countermeasures to solve them, so that the teaching model could be optimized. (1) The data aggregation algorithm based on cloud computing has a good optimization effect on the evaluation of marketing teaching problems and countermeasures, indicating a new direction for future research. (2) The combination of cloud computing and data aggregation algorithm is not only a novel research perspective, but also a perfect idea. (3) Marketing course is a very important course in today’s society. The study of its teaching problems and countermeasures evaluation will help students improve their learning efficiency and enhance their ability to adapt to the society.

Tequila Arette®

Research methodology The case study is based on a series of in-depth interviews carried out with the owners and directors of the company. The data are complemented by documentary analysis, including descriptions of internal processes and industry information. For the teaching note, the authors opt for an exploratory study using the open-ended approach of grounded theory. Case overview/synopsis Arette® is a Mexican family business dedicated to the production and sale of tequila, fusing the artisanal with the new in its production processes. Sales take place mostly in the European and American markets. The foreign market for tequila is very attractive but also very demanding both in terms of financial resources and time. Although the company has managed to enter this market through bars and restaurants, it has not yet managed to reach the final consumers (those who order margaritas in bars). Jaime, Eduardo and Lalo are wondering whether it might be time to invest more resources in ensuring that Arette® is not just a brand for fine cocktails. Until now, their main promotional tool has been word of mouth, and they are not sure what their next step should be – to focus on the international or the domestic market. Complexity academic level The case study can be incorporated into undergraduate classes, where it could serve as part of an international marketing course, in particular, as an international sales strategy and implementation session. It can be used to teach basic concepts and their application. Learning objectives This case study focuses on the decision that many small companies have to make at some point in their business strategy, which is to focus either on the international or domestic market: The objectives are as follows: 1. To identify the variables that increase or modify the demand for Tequila. 2. Compare the advantages and disadvantages of focusing on a domestic Tequila market or focusing on an international market. 3. Identify the critical variables that a small company faces if it wants to go international such as. 4. Identify if there are forms of diversification for Tequila Arette such as new markets or new products, or both.

EnoLight Ltd: a classic entrepreneurship challenge

Research methodology One of the case writers worked as a student in the summer of 2018 in EnoLight, which provided the inspiration for the case. The first author is not tied to the company and provides an unbiased perspective. The information presented in the case and the quotes were sourced from an interview with Farzad Moghiman in the Fall of 2018, email and phone follow-up with him, and information the second author remembered from his time at EnoLight, which was approved later by Farzad. Supplementary information was obtained from online sources, as cited in the case. Case overview/synopsis Farzad Moghiman, president of EnoLight, has a vision to revolutionize the use of light and bring it to the forefront of artistic designs. The company was founded in late 2016. Over a year was spent developing the business plan, finding additional partners, establishing the company as a limited partnership, finding and negotiating with suppliers and beta-testing its products. It is now time for Farzad to start selling as his funds, which were his lifetime savings, is running out. He knew the first decision to make was the target market. Identifying the first segment to target would help him select the distribution channel and other marketing plan elements. Complexity academic level The main objective of this case is to segment the market and identify the most attractive segment to target. This case offers an opportunity for students to segment both consumer and business markets and experience the significant impact of selecting the target market on other marketing mix elements. Furthermore, students are exposed to the difficulties of a start-up environment, resource constraints and a lack of market credibility – bearing these factors in mind while generating realistic alternatives. This case can be used in an introductory marketing course. Learning objectives 1. Apply segmentation variables to segment both business and consumer markets and understand how segmentation and targeting impact other marketing decisions.2. Evaluate different customer segments to select the target market.3. Develop the best positioning strategy for a new startup company.4. Recommend an segmentation, targeting and positioning (STP) plan that meets the company’s financial objective.

The impact of using a blended learning Choice Model method on student performance in higher education during COVID-19

The purpose of this study was to empirically investigate the effectiveness of the Blended Learning Choice Model on student academic performance. In response to the requirements necessitated by the COVID-19 pandemic, an adaptive blended learning method was developed. This model combined pedagogical needs with digital technology using online learning activities to implement student learning in a digital marketing course at a private undergraduate liberal arts college located in the northeastern United States. The Choice Model of instruction was used for two sections of the digital marketing course during the fall 2020 and spring 2021 semesters. During the fall 2021 semester, the two sections returned to 100% in-person instruction. This research compared the academic performance of students by their choice of delivery instruction method, synchronous remote or classroom, in two sections during the fall 2020 and spring 2021 semesters. For each semester and section, the overall grade point average (GPA) of each student was compared to the GPA earned in the digital marketing course. Students were assigned to one of two groups depending on their selected choice of a remote synchronous delivery method or in-person classroom instruction. A two-sample t-test was performed to compare the grades of students in the remote section to the in-person section. The combined results of the fall 2020 and spring 2021 semesters indicated that students enrolled in the course via remote delivery demonstrated significantly lower GPA compared to students with in-person instruction.

Impact of students’ attitudes about distance learning on their creativity

Introduction. Since 2020, education systems around the world had to shift from traditional classroom-based methods of teaching and learning to different types of remote or distance learning. Therefore, the shift to distance learning is able to provide some understanding on how this model of learning influences student motivation and creativity. Purpose. The study aimed to reveal how student positive or negative attitudes about distance learning influenced their creativity. Methods. The intervention took place at V.O. Sukhomlynskyi National University of Mykolaiv in Ukraine. The research was based on such methodology as a document analysis of student works, conducting a survey, and the correlation analysis. The Torrance Tests of Creative Thinking, a Likert scale questionnaire, the correlation analysis in Statistical Package for the Social Sciences (SPSS) were utilized as the research procedure. Results. The research findings revealed that while studying remotely on the elective course of Marketing during 2020-2021 academic year at V.O. Sukhomlynskyi National University of Mykolaiv, students’ attitudes toward distance learning in terms of their attitude to the platform used by the teacher affected their creativity. Conclusion. The main implication of the study is that educators should pay more attention to the platform of distance learning they use to teach students remotely. Understanding that students’ attitudes toward the necessity to study remotely may decrease their creativity, teachers can redirect remote learning toward blended learning and combining traditional and distance forms of learning to support the high level of student creativity.

Upscaling brand image: UNIQLO Japan

Research methodology The authors analyzed data and information mainly from the company’s annual reports and the books written by the CEO. Case overview/synopsis How and when can a “value” brand upscale its brand image? In the wake of the financial crisis of 2007–2008, UNIQLO – Japan’s street fashion brand – considered introducing a new brand collaboration. They needed to capture the attention of younger, more fashionable consumers. However, people were tightening their spending as they faced uncertainties related to their jobs and wealth. Even though UNIQLO had had a steady growth in sales for the previous 24 years, it was questionable whether it was strategically a good time to launch a premium brand collaboration. And if so, who was the right partner? High-end designer Jil Sander, fashionable New York-based Theory or emerging French “casual luxury” brand Comptoir des Cotonniers? Complexity academic level This case is about the challenges faced by a low-priced brand to collaborate with a high-end brand to enhance the brand image. It explores the important elements to take into consideration when evaluating launching collaboration using the high-end brand’s name. The students will learn how to examine the risks and benefits of creating a new image for the core brand. If the students had learnt branding or brand extension before, this case can be used to teach how consumer’s perception affects brand extension and the target market’s impact on pricing and distribution strategies. It can be used for a marketing course at the MBA level to explore the concepts in a growing company’s brand image or an undergraduate specialized course in brand management or marketing management. The students also learn how the fashion industry’s supply chain management works to adapt to rapidly changing fashion trends.

CHOOSE-YOUR-OWN ADVENTURE IN MARKETING EDUCATION: EMPOWERING STUDENTS TO INCREASE ENGAGEMENT AND RIGOR THROUGH MASS CUSTOMIZATION

ABSTRACT The landscape of student tolerance for ambiguity and engagement, both in and out of the classroom, has changed markedly in recently years. Technology is simultaneously redefining the boundaries of learning and eroding tried and true pedagogical structures. Signs of change were present prior to recent global upheaval. However, against the backdrop of the pandemic, students connected with others online and consumed media in new and different ways that have arguably emboldened a do-it-yourself attitude toward learning. The authors argue that this learning breakdown, exacerbated by loosened course structures (if not standards), is rooted in psychological ownership. Empowerment theory is employed to conceptualize, and subsequently deploy, a choose-your-own-adventure marketing course format to guide students toward achieving a sense of control. Quantitative and qualitative feedback suggest that this approach may substantively enhance both perceived quality of instruction and rigor, while shifting a greater number of attributions for poor performance onto the student.

Awareness of business administration students of the role of digital marketing in the growth of e-commerce

Purpose: The aim of this study is to examine the extent to which business administration students are aware of the role of digital marketing in the growth of electronic commerce. Theoretical framework: Business administration students are asked to examine the role of digital marketing in the evolution of electronic commerce. The study examines the effect of gender, academic level, field training, and digital marketing experience on business administration students' understanding of digital marketing. Methodology: The research community consists of students in the College of Business Administration at the undergraduate level. The sample was (230) male and female students (95) males and (135) females from the University of Tabuk. The study tool measured the awareness of business administration students about digital marketing and the development of electronic commerce. Findings: The results came all expressions were high, and the emergence of the most increased responses showed a significant challenge in the importance of students' awareness of digital marketing in the growth of electronic commerce. Research, Practical & Social implications: It is clear from the above that there are no statistically significant differences in the understanding of business administration students of the role of digital marketing in the growth of electronic commerce according to a variable (gender, courses in digital marketing and electronic commerce, experience in digital marketing). Originality/value: We understand that there are many studies that discussed the digital marketing but we believe that the value of this study lies in the novelty of focusing on the awareness of business administration students of this interesting topic.

Аналіз споживачів ринку дистанційної освіти маркетингового спрямування

The main purpose of this article is to compile a consumer profile of online marketing courses and develop recommendations for strengthening the position of Ukrainian educational platforms specializing in online learning and, in particular, in online marketing courses. The publication relates to the study of the market of distance education of marketers, the definition and description of consumer profiles of this market. An analysis of online education of marketing students is carried out, the attitude of higher education applicants towards the distance educational platforms offering marketing profile courses, along with their personal interests in finding information and choosing online courses are determined. The following most important attributes of the online courses of distance educational platforms are determined: competence and popularity of lecturers, course price, convenience of the interface, ability to download files and tasks in the offline format, realism of business cases. Having chosen UAH 1500 as the thre-shold level of the price of the online course, two main segments of consumers of online marketing edu-cation are identified. The representative of the first segment is a graduate student of primary courses of the higher education degree of «Bachelor», who is interested in general marketing issues in order to get acquainted with the future specialty of a marketer. Her interests also include personal development and learning foreign languages. A typical representative of the second segment is an applicant for a higher education degree «Master», who is already working in the specialty and is interested in obtaining prac-tical knowledge in a narrow direction of marketing. It is specific that the representative of this segment much more often uses the Internet for professional activities, visiting thematic forums, shopping, spend-ing leisure time playing computer games. The product of the carried out study is recommendations for the further development and improvement of distance learning platforms that offer marketing training courses. A general recommendation on distance platforms with marketing courses is given as follows: improving the quality of distance education, improving the content of courses, the convenience of the platform, its compliance with consumer needs and an individual approach to each participant – a con-sumer of the online course.

At Work and at Play: A Plan to Increase the Number of Women in Golf

The golf industry has realized a recent boom, due primarily to the lasting effects of the COVID-19 pandemic and limited socially safe activities. Despite the growth, male golfers continue to dominate participatory play. Women are also underrepresented as employees in the golf industry. Abiding by the mission of the American Golf Industry Coalition to make golf more diverse, inclusive, and friendlier to women, students are asked to resolve numerous questions and issues. Such items include diversity, equity, and inclusion-based hiring, recruiting, and marketing practices that involve more women and minorities. Many of these strategies center around American Golf Industry Coalition’s initiative to “Make Golf Your Thing.” Professional Golfers’ Association Golf Professional Sarah Stone and Chevy Chase Country Club in Maryland are portrayed as the protagonist to help localize the issues and provide a basis for concrete solutions. This study is suitable for upper-division sport management and sport marketing courses, as well as courses examining diversity, equity, and inclusion in sports.