Marketing Case Studies Catalogues

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Whirlpool's Product Innovationand Brand Building Strategies in

India: Re-creating the LostMagic?

This case is written to debate and discusson the issue – In the presence of focusedand determined competitors, even a well-known and established player is capable ofmaking all the possible incorrect strategicmoves. Established in 1996, Whirlpool ofIndia Ltd. (WIL) set out to capture theIndian market with its customer-centricapproach. The company gained leadershipin the direct-cool refrigerator segment witha significant share in the washing machinemarket. However, with the entry of theKorean conglomerates – LG and Samsung,WIL's rise to success came to a halt.Competing for the same market space,these Korean players offered a host oftechnologically superior products ataffordable rates through a strongcountrywide network. Promotedaggressively and backed by a customer careservice to please Indian customers, theseproducts took away the market share fromWIL in less than a decade. The Koreancompanies redefined the customer servicein the home appliances segment. To makea come-back into the Indian market, WIL,under the direction of its new vicepresident, Marketing, Shantanu Das Gupta,geared up to focus on offering innovativeproducts. To create a brand recall, thecompany hired celebrity couple Kajol andAjay Devgan as brand ambassadors. After3 years in the red, WIL finally witnessed anet operating profit in 2008. However,with its market share still trailing behindits competitors, the case questions thesustainability of WIL’s turnaround.

Pedagogical Objectives

• To understand the nature of the consumerdurables market in India and to analysethe critical success factors in this market

• To understand the reasons for WIL's riseand fall in the consumer durables industry

• To suggest alternatives for WIL tobecome India's 'Best Home AppliancesCompany'.

Industry Consumer Electronics/FMCGReference MAR0104Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Competitive strategy, Product innovation,Brand building, Branding, LG, Samsung,Whirlpool, Consumer Durables industry,Marketing, CSFs, Competition, India,Turnaround

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Samsung in India: Brand Buildingthrough Customer Service

This case, set in 2008, attempts to analysehow to build brand in a hyper competitiveindustry like consumer durables industrywhere brands matter the most andmarketing efforts matter even more. Thiscase study can very effectively be used todebate on what can be the unique platformsfor competitive advantage in consumerdurable industry. Post liberalisation in 1991,with the entry of multinational companieslike LG, Samsung and Whirlpool, the Indianconsumer durables industry has witnessedintense competition. In order to lure thecustomers, companies flooded the marketwith latest models, new features and latesttechnology. To position their brands in theminds of the consumers, these playersadopted several brand-building strategiesapart from investing heavily on R&D andmarketing. This case delves into the criticalsuccess factors of the industry and thefactors that gave a few players marketleadership in this industry. To create acompetitive edge, Samsung, the No. 2player, is emphasising on customer service.It is believed that customer service is a keyinfluencing factor in the consumer durablesindustry. However, with other companiesalso catching up, can Samsung create anedge? The case delves into what Samsungneeds to do to create a competitiveadvantage in the highly competitiveconsumer durables industry.


• To debate on the sources of brand-building in a commoditised industry

• To understand Samsung India's brand-building strategies

• To analyse and debate on whetherSamsung's focus on customer servicewould give it a competitive advantageover rivals.

Industry Consumer Electronics/FMCGReference MAR0103Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Rebranding, Repositioning, StrategicPostioning, Conglomerate, Branding,Network Operator, Retail, Diversification,Vision, Airtel, Bharti, Bharti Televentures

Bharti Enterprises' NewConglomerate Brand Identity:

The Strategic PositioningChallenges

This case study's primary objective is todebate and discuss on: Does it make sensefor a single-business firm from an emergingcountry like India, to transform itself into

a conglomerate when the reverse trend iswitnessed in other countries – bothdeveloped as well as developing? With theinception of Bharti Telecom (Bharti) in1985, Sunil Bharti Mittal laid thefoundations of an organisation that wouldemerge as India's 'telecom conglomerategiant'. The company made a humblebeginning with the manufacture of pushbutton handsets. However, 1992 marked theturn of events for Bharti. The liberalisationof the Indian telecom sector in that yearunleashed numerous opportunities fordomestic and international players to tapthe lucrative Indian telecom market.Notwithstanding its small size, Bhartiplunged into the bidding war for cellularlicenses, successfully capturing the licensefor providing cellular network service inNew Delhi (Delhi). Making a mark with itsbrand, Airtel, in the Delhi market, Bhartiwas confident of a triumphant journey.Contradictory to its aspirations, this earlyvictory was followed by a string ofdownturns. The company lost most of thesubsequent cellular bids and found itself introubled waters. Nevertheless, competitors'inability to exploit their winning cellularbids proved a boon to Bharti. The eagernessof these companies to sell their cellularlicenses to Bharti brought the company backinto limelight. Banking on the opportunity,the company spread its cellular service tonew regions in the country. From being ahandset manufacturer, Bharti transformeditself into a full cellular service providerwith a whopping 4.5 million customers inMarch 2003. However, the company is notcontent with being only a 'telecomconglomerate'. In 2008, to gratify itsgrowing aspirations, Bharti declared itsintentions of becoming India's 'finestconglomerate by 2020'. Equipped with ayouthful logo and new brand identity, Bhartiis determined to unveil another successstory. However, many challenges lie ahead.


• To analyse the critical success factors inbuilding conglomerates and tounderstand the role of brand building ina conglomerate vis-a-vis a single-businessfirm

• To analyse and understand the factorsresponsible for making Bharti's Airtelthe No. 1 telecom brand in India

• To debate on the efficacy of Bharti'sdecision to convert itself from a single-business firm into a conglomerate

• To examine the challenges that Bhartiwould face in operating as aconglomerate when a reverse trend isbeing witnessed all across the globe.

Industry TelecomReference MAR0102Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

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Keywords

Rebranding, Repositioning, StrategicPostioning, Conglomerate, Branding,Network Operator, Retail, Diversification,Vision, Airtel, Bharti, Bharti Televentures

Heineken's Beer Branding:Bringing 'Starbucks Coffee

Experience' to BeerThis case study, while providing a landscapeof the beer industry, offers scope to discussthe factors behind the declining marketshare of beer. In the light of this, the casealso enables a discussion on the relevanceof Heineken's concept of branded beer barsat international airports. Apart from thatthe case also explores the challenges thatHeineken would face in bringing theStarbucks experience to beer given the factthat coffee and beer are similar anddissimilar in many ways.

Globally, as beer is regarded as ahomogenous product, breweries have longbeen adopting unique ways to differentiateand create consumer preferences. Howeversince the 1990s, the most preferred drink– Beer is being viewed as ordinary and old-fashioned. Beer manufacturers failed tocreate consumer demand and lost marketshare to wine and other liquors. To counterthis, the world's top brewers adopted manytechniques. Among others, Heineken, oneof the world's most recognised beer brandslaunched branded beer bars at Hong Kong'sInternational Airport in March 2007. Theidea was to win back customers by providingthem with a unique experience. Soundsfamiliar? The idea is taken from Starbucks,the world's leading retailer, roaster, andbrand of specialty coffee that successfullymade coffee synonymous with itself.


• To understand the critical succes factorsof the beer industry with specificreference to branding

• To analyse the relevance of the brandingstrategies adopted by beer manufacturers

• To explore the feasibility of a brandedbeer bar

• To debate whether Heineken wouldsucceed in bringing the 'Starbucksexperience to beer'?

Industry Beer industryReference MAR0101Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Starbucks, Brands, Branding, Beer,Heineken, Budweiser, Bud Light, Breweries,

Retailing, Premium Brands, BrandPersonality, Marketing Strategies,Consumer Behaviour

Acer vs Lenovo: Asian Brands'Global Ambitions

On the global personal computer map, Aceremerged from obscurity to become thethird largest PC company only behind Delland HP. But the company wasn't a smashhit over night. Staying true to its SouthAsian culture, the company worked up theladder, rather silently, building brick-by-brick. On its way up, the company workedout many hurdles – ranging from brandingproblems to facing near boycott from thethen stalwarts in the business – and graduallyovertook much bigger and older companies.The long standing chairman Stan Shih putup a workman-like effort solving oneproblem after the other and steering thecompany in one of the most competitiveindustries. All the way through, he stuck tothe basics of the business, focusing onquality, quantity and low costs. Acer's Asiancounterpart, Lenovo, made its mark in theglobal PC market with a bang by takingover IBM's PC business. From then on,the rivalry between the two Asian giantscaught the attention of industry as well asacademia. The industry is tracking themfor remaking the global PC industrydynamics by challenging the westerncompanies, that have practically inventedand built the industry over decades. Theacademia is observing the theoretical andstrategical underpinnings and are scriptingthe journey of these two global giants fromthe developing world. This case helps thestudents debate on the importance of brandbuilding in the global PC industry in theback drop of competitive dynamics thatare shaping the industry. This will also helpin analysing the strategies adopted by Acerand Lenovo to compete in the industryand in concluding which of the two is well-placed.


The case is structured to help the students:

• Understand the competitive dynamicsshaping the global PC industry

• Appreciate the significance of brandbuilding in a highly commoditizedindustry

• Analyse which of the two Asian brandsis better off amidst fierce competitionin the global PC market.

Industry Personal ComputersReference MAR0100Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Lenovo-IBM Alliance, Cross-borderconsolidation, Price wars, Acer, ChinesePC Industry, Critical Success Factors in PCindustry, Branding, Brand Integration,Branding challenges, consumer goods,Presonal Computers

Capsule Hotels: A Case ofReverse Positioning?

From luxury to budget to no-frills andboutique... the major hotel giants aremoving ahead with innovative concepts,and the outcome – a never before choicefor business as well as leisure travellers.Forging ahead amid stiff competition andindustry growth nearing maturity, hoteliersare constantly thinking of new valueinnovations. One such innovation gavebirth to the no-frills concept, based on atypical Japanese capsule hotel along withconsiderable inspiration from low-costairlines and first class accommodation onair flight. Particularly visible in popularregions of the US and Europe, they set aunique and distinct competitive positionin the market. However, in an industrywhere customers identify their lifestyle withthe hotel brands, known for luxury andcomfort, how would no-frills budget hotelsappeal to the customers? Given theirstrategic pricing, can these hotels earnsustainable profits amid competition fromhigh-end as well as low-end hotel segments?


• To discuss the development trends inthe global hotel industry and its growthacross the years

• To understand various operationalaspects of hotel industry and theirimplications on the performance of thehotel companies

• To examine Japanese capsule hotels,their characteristic features, and servicesoffered

• To examine the rise of no-frills budgethotels in Europe and the US

• To analyse the role of location in thesuccess of the new concept hotels

• To examine growing competition in theindustry between different hotelcategories

• To evaluate the success of these newconcept hotels and identify their growthpotential.

Industry Hospitality IndustryReference MAR0099Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

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Keywords

Capsule; Hotels; Hospitality; ReversePositioning; Brands and Branding CaseStudies; ADR; RevPAR; Segmentation;Occupancy; Luxury; Budget; DifferentialPricing; easyHotel; Yotel;Qbic; Blue OceanStrategy; Bed and Breakfast; Green

Titan Watches – Creating a'Stylish, Functional' Brand

The Indian watch industry was in a state offlux and market leader 'Titan' had to gearup its marketing strategies to retain itsbrand positioning. Titan as a brand hadestablished itself for its style and choice ofdesign. Titan's clear segmentation strategyhad served it well and the challenge Titanfaced was to combat the onslaught ofpopular international brands like Rado andRolex. Would Titan be able to match up byleveraging on its brand equity?


• To comprehend the marketsegmentation strategy of Titan

• To study the challenges faced by anIndian watch brand due to the entry offoreign players

• To analyse the impact of brand equityfor market sustenance.

Industry WatchReference MAR0098CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Indian Watch Industry; Titan Watches;Price range of Titan Watches; Domesticand foreign players; Functional and TrendyWatches; market Segmentation; BrandingCase Studies; strategy; Innovation;Business; Titan

Brand Hollywood vs BrandBollywood

Indian film industry christened 'Bollywood'after its more evolved western counterpartHollywood, is well on its way to growth. Inspite of being the world's largest producerof films; Bollywood is yet to acquireprofessionalism and capitalise on its hugetalent bank. Will Bollywood with its risingglobal audience ride high on aCorporatisation wave? Can BrandBollywood convert its competency intoconcrete capabilities and stand up toHollywood?


• To analyse the business models of theIndian film industry 'Bollywood' andHollywood

• To understand the impact ofCorporatisation on a hithertounorganised industry

• To understand how an industry'scompetencies can be converted intocapabilities

• To analyse the Challenges of evolvingbrands in a global market.

Industry Entertainment IndustryReference MAR0097CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Bollywood; Indian Film Industry;Hollywood; Branding Case Studies US filmindustry; Professionalisation;Corporatisation

Brand Gendering: Hello KittyTurns Unisexual

Hello Kitty, a cat-like logo, developed bySanrio Company of Japan in 1974, caughton to the imagination of young Japanesegirls. The target segment for the brandexpanded, with these girls achievingadulthood and its product rangeencompassed pencils to necklaces. Thoughdeveloped initially by Sanrio formerchandising within Japan, Hello Kittyobtained recognition in other countries aswell and was licensed globally. However,within Japan, the brand was aging and alsofacing competition from foreigncompetitors. Sanrio, in 2007, decided toextend the brand to menswear sensing anopportunity. The success of Hello Kitty asa unisex brand remained to be seen.


• To study the evolution of the HelloKitty brand

• To study the brand attributes of HelloKitty

• To analyse the target segment of HelloKitty

• To discuss the future of Hello Kitty as aunisex brand.

Industry Brand MerchandisingReference MAR0096CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Kitty; Hello Kitty; Brand Gendering;Unisex Brand; Brand Merchandising;

Consumer Behaviour; Brand Fatigue;Business; Strategy; Market Leadership;Branding Case Study; CompetitiveAdvantage

Ford's Brand Revival Strategy forLincoln

Ford Motors (Ford), one of the biggestmanufacturers of automobiles in the USlost could not sustain its Lincoln brand dueto mismanagement. The companyconcentrated more on its trucks divisionfor profits and let its luxury car businessslide. It faced falling sales and profits dueto a bloated product line, which was out ofsync with the market. To get back to itsformer eminence, Ford initiated therebranding of its Lincoln luxury-car brand.


• To discuss the challenges faced by thecompany due to change in consumerperceptions and increase in competition

• To discuss concept of badge engineering

• To discuss the concepts of brand, brandimage and brand loyalty in the contextof Ford

• Ford's brand revival strategies forLincoln and discuss the possibility to itssuccess or failure.

Industry Automobile IndustryReference MAR0095BYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Brand Revival; competition; US autoindustry; Big three; Hybrid automobile;changing consumer prefernce; identitycrises; Brands and Branding Case Study;American luxury brand; Alpha numericnaming system; Badge engineering;innovative products; cadillac; new models;Japanese manufacturer

Brand London: An FDI AttractionOver the years, London had emerged as aglobal hub for companies that intended toinvest in Europe. London's FDIattractiveness resulted in the city gainingthe status as a major financial servicescentre. The city gradually lost its once-famous tag of being a prominentmanufacturing hub. By 2007, several otherdestinations like China and India wereposing a severe competitive challenge toLondon in terms of attracting foreigninvestment. Eventually, London slipped inthe rankings for FDI attractiveness. Thisresulted in several challenges for the city.It was also pointed out that transportinfrastructure and inadequate housing for

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the growing population was a majorconcern. This has severe implications intimes of a financial downturn.


The case study helps students understandand analyse:

• The factors that need to be consideredfor choosing a location for foreigninvestment

• The emergence of London as a majorFDI destination in Europe

• The factors that favored London as asuitable location for FDI

• The challenges and measures to sustainLondon's status as a favorable FDIlocation in Europe.

Industry Not ApplicableReference MAR0094BYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

London; FDI; Foreign Direct Investment;Attractiveness; foreign market entry;European markets; Infrastructure;Financial Services; Manufacturing; BigBang; Foreign investors; Brands andBranding Case Study; World City; UnitedKingdom; Financial Centre; Transport andHousing

Portugal's Image RebuildingCampaign: Will it be Successful?Portugal, (the Portuguese Republicofficially) one of the oldest countries ofEurope located at Southwest of Europestarted attracting investors and foreigntourists through its liberalisation policiesand economic reforms after itsindependence. But, due to its negativeimage among the European countriesfollowing safety issues, the tourist flow andthe Foreign Direct Investments (FDI) weredecreasing considerably. The low costproducer countries from central Europeand Asia further aggravated this situationby providing stiff competition to Portugalin attracting FDI. In 2007, a coalitiongovernment decided to launch a newpromotional campaign called 'West Coastof Europe' to rebuild its brand image amonginvesting community and tourists. Thecase discusses whether such an imagerebuilding campaign would help countriesto attract investors and foreign tourists.


• How to promote a country as a brand?

• Brand rebuilding and positioningstrategies of Portugal

• Challenges faced by Portugal whileimplementing new image rebuildingcampaign.

Industry Not ApplicableReference MAR0093AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Portugese Republic; Tourism Industry;Emerging Low-cost Producer Countries;Brands and Branding Case Study;Advertising Campaign; West Coast ofEurope; Economic Climate; Inward FDIFlows; Country Brand Image; EmergencyAusterity Plan; Economic and SocialImpact; Pousadas Tourists; The PortugueseGovernment; Portugal Economy; CountryRe-branding Strategies

Hindustan Unilever Limited'sRexona: Repositioning 'Rexona'

DeodorantUnilever's INR 55 billion ($1.36 billion)brand – Rexona, internationally spansacross 90 markets worldwide commanding14.5% share of the global deodorantmarket. In India, as one of the pioneerbrands of Hindustan Unilever Limited(HUL), Rexona was worth INR 1.78 billionin 2006. With an annual growth rate of28%, Rexona continued to compete as oneof the core brands in HUL's brand portfolio.Launched as a soap brand, Rexona's journeythrough Indian fast moving consumergoods market has been a dramatic one. Atthe end of 2006, the brand managed toemerge as a mass deodorant brand, albeitwith some hiccups. The case discusses thechallenges faced by the popular brand,despite creating a market which wasvirtually non-existent in India. The casealso discusses the Indian consumers'perception towards body odour and thechallenges for Rexona in changing theconsumer outlook towards deodorants. Thecase inculcates various dimensions of brandpositioning and the challenges ofrepositioning a deodorant brand.


• To study the trends in the homecare andpersonal care market in India

• To understand the rationale behind therepositioning of Rexona deodorant

• To discuss the challenges for Rexona inthe process of brand repositioning.

Industry FMCGReference MAR0092AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Rexona; Deodorant Antiperspirant;Hindustan Unilever Limited; Fast MovingConsumer Goods; Brand Repositioning;Consumer Perception; Brands and BrandingCase Study; Product Innovation; ConsumerFrame of Reference; Brand Extension;Celebrity Endorsement; Brand Perception;Brand Positioning

Beiersdorf AG's BrandArchitecture Strategies:

Challenges in Nurturing anUmbrella Brand Nivea

Beiersdorf, the company behind Nivea,maintained a fairly concentrated portfolioof brands. Yet, the huge success of Nivea,made the company extend the brand across15 product categories by 2006. However,this strategy of umbrella branding presentedthe company with a new set of issues andchallenges. While the repeated brandextensions could eventually wear out theNivea brand, the unsuccessful brandextensions could even dilute the equityassociated with the brand. Beiersdorf wasat a major risk in over-relying on anumbrella brand. As Nivea formed the bulkof its sales, Beiersdorf was highly vulnerableto any loss of consumer confidence in itsflagship Nivea brand. By far, Beiersdorfhad successfully leveraged upon its flagshipbrand. But whether capitalising growth onone single brand would make a successfulstrategy in the long run was yet to be seen?


• To analyse brand architecture strategiesat Beiersdorf AG

• To understand the concept of umbrellabrand

• To analyse the opportunities andchallenges in umbrella branding

• To understand the dynamics of brandbuilding in global cosmetic industry.

Industry Cosmetic and ToiletriesIndustry

Reference MAR0091AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Brand Architecture Strategies; BrandPortfolio Management; UmbrellaBranding; Brand Extension; Brand Equity;Brand Essence; Brand Equity Dilution;Brand Values; Brand Identity; FlagshipBrand; Brand Positioning; Beiersdorf AG;Nivea; Product Line Extensions; Brandsand Branding Case Study; Cosmetic andToiletries Industry

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The Rebranding of an IndianLCC: From ‘Air Deccan’ to

Simplifly ‘Deccan’The fiercely competitive Indian airlineindustry witnessed as many as three giantmerger and acquisitions - Jet Airways-AirSahara, Indian Airlines-Air India, andKingfisher Airlines-Air Deccan in 2007.Of them, the Kingfisher-Air Deccan dealwas a strategic alliance with a difference.The two airlines decided to operate asdistinct legal entities with separate brandidentities. Air Deccan had a substantialbrand equity among the consumers and hadbecame synonymous with low-cost travelin India. However, Vijay Mallya, Chairmanof Kingfisher Airlines, decided to adopt are-branding exercise for it. The exerciseinvolved renaming Air Deccan as ‘SimplifyDeccan’ with a tagline ‘The Choice isSimple’, replacing the previous famous tagline ‘Simplifly’; replacement of logo,colour, uniform, old aircraft, and deliveryof services. This re-branding was intendedto give it a premium look, increasing itsairfares. The company thus modified itsbusiness model from a low-cost to a value-based airline model. The industry was abuzzwith speculation that Kingfisher wasplanning to increase its stake in ‘Deccan’to 51%, with an objective to have a greatersay in the decision making process.However, analysts were skeptical aboutDeccan’s prospects of attracting a widertarget audience.


• To understand strategic alliances as abusiness expansion strategy

• To understand how re-branding exercisemay retain consumer loyalty

• To understand the consolidation trendin the Indian airline industry.

Industry Airline IndustryReference MAR0090AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Indian Aviation Industry; Consolidation;Kingfisher Airlines; Air Deccan Airlines;Low Cost Carriers (LCC); Full CostCarriers; Strategic Alliance; Brands andBranding Case Study; Brand Image; Re-branding; Brand Positioning; Value BasedAirlines; Consumer Loyalty; SimpliflyDeccan

Coca-Cola: Targeting NicheMarket through Brand Extension

Coca-Cola, one of the world’s largest softdrink manufacturers became famous for itsflagship product Coca-Cola. Coca-Colaadopted different marketing strategies and

built a strong brand among the consumers.But the company was faced with stagnatingsales in the 1980s due to shift in consumerpreferences from carbonated drinks tohealthy drinks like juices and green tea.With an aim to attract health consciousconsumers Coca-Cola introduced fortifiedcarbonated drinks terming them as‘sparking beverages’. To strengthen itsefforts to gain competitive advantage inthis emerging segment, Coca-Cola initiateda new marketing campaign for its newproduct ‘Coke Zero’ and simultaneouslylaunched ‘Diet Coke Plus’. The caseanalyses whether Coca-Cola would be ableto revive its sales through this brandextension strategy.


• To analyse the dynamics of non-alcoholic beverage industry

• To understand growth of Coca-Cola

• Evaluation of brand extension strategiesby Coca-Cola

• To analyse competitive scenario and itimpacts.

Industry BeverageReference MAR0089AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Coca-Cola; growth and Evolution; BrandExtension; Brands and Branding Case Study;Diet Coke Plus; US Soft drinks industry;Non-Alcoholic Beverage Industry;Sparking Beverages; Carbonated SoftDrinks; Non-Alcoholic Refreshment LiquidBeverages; The global soft drinks industry;Health and wellness drinks; Obesity

Coca-Cola’s Multi-brandingStrategy: Is it the Right Move?

The changing attitudes of consumerstowards healthier lifestyles and thesubsequent decline in the CSD consumptionduring the 1990s led the soft drinksmanufacturers to push non-carbonatedbeverages too. Not to be left behind, overa century old beverage maker Coca-ColaInc., having the world’s most ubiquitousbrand - ‘Coca-Cola’ - began to concentrateon the non-carbonated beverages segmentsince the end of 1990s. It began offering adiversified range of products like coffee,tea, health drinks, sport drinks, juices,bottled water etc., under various brandnames. Even though Coca-Cola has astrong brand name, it has not extended the‘Coca-Cola’ brand to its non-carbonatedbeverages and is promoting these beveragesunder different brand names. This casefacilitates discussion on whether it is theright move for Coca-Cola to adopt a multi-

branding strategy while holding one of theworld’s strongest brands.


• To analyse Coke’s continuous brandbuilding efforts in the carbonatedbeverages segment

• To analyse the challenges faced by Cokein the carbonated beverages segment

• To discuss Coke’s product diversificationstrategy

• To discuss the rationale behind Coke’smulti-branding strategy and analyse itsprobable pros and cons.

Industry BeverageReference MAR0088CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Coca-Cola/Coke ; Beverage Industry;Largest beverage maker; Carbonated; non-carbonated beverages; Advertisingcampaigns of Coke; Coke’s productdiversification strategy ; Brand Value; globalbrands; Bottling; Innovative marketingcampaigns; Coke’s Social Initiatives;Challenges faced by Coke; Brands andBranding Case Study; Critical successfactors of CSD; Umbrella Branding; ValueChain of Coke

Lenovo’s Brand BuildingStrategies: Taking the

Competition to Competitors with“Transactional Model”

Neither China nor the Chinese companiescan be any more ignored at anyinternational business discussion. An oft-cited reason is Lenovo’s acquisition ofIBM’s PC division that has revved up brandChina. After that, Lenovo is busy buildingits own brand at the global level. This topPC-maker in China has served its hometurf so well with its unique business model,dubbed the ‘Transactional Model’. It isquite upbeat that the strategy will pay offglobally too - catapulting it to the top spot.However, sceptics have their reasons;mainly that its top-3 rivals - HP, Dell andAcer - wouldn’t let Lenovo topple them.The case study helps debate if Lenovo’s‘Transactional Model’ is suitable for othercountries also, and if this model helps itcombat global giants operating at a biggerscale. The case also helps discuss loopholesin Lenovo’s model and how to fill themup.


The case is structured to help studentsunderstand:

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• Competitive dynamics shaping the worldPC industry

• Sources of competitive advantages in ahighly commoditised industry

• Significance of brand building in such anindustry

• Ways by which companies can overcometheir legacy costs, when going global.

Industry Personal ComputersReference MAR0087Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Personal Computers; Mergers andacquisitions; Integration challenges; BrandIntegration; Branding; Branding challenges;IBM; Lenovo; Brand building in consumergoods; Note Book Computers; Chinese PCIndustry; PC Manufacturers; Global PCIndustry; Brands and Branding Case Study;Brand Building Strategies

Nike Getting into SubsidiaryBrands – Will it Work?

Nike, one of the leading brands of athleticfootwear, apparel, equipment andaccessories is Oregon, US based company.It company’s 50% of the revenue comesfrom international sales and it registers itpresence in more than 160 countries. Nikeowns 400 retail outlets which operatedomestically as well as internationally.Over the past few years Nike’s subsidiarieshave been performing well and as a part ofthe company’s growth strategy and tomaintain its position in the market Nikestarted concentrating on its subsidiarybusiness in the year 2006. With theacquisition of the Starter the company alsoenvisaged to setup itself in the value retail.The case analyses the impact of Nike’ssubsidiary brand on its core brand.


The case study has been structured tounderstand and analyse:

• The effects of subsidiary brands on thecore brand

• The dangers of brand dilution andcannibalisation

• Segmentation, targeting and positioningstrategies of core brands and subsidiarybrands.

Industry Apparel and FootwearReference MAR0086PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Apparel and Footwear, Nike, Tailwind,US,Value segment, Subsidiary, Branding, Brands& Branding Case Study, Growth strategy,Innovation

Pepsi’s Strategy to AddressChanging Consumer Buying

Behaviour: Would it Succeed?PepsiCo a world leader in convenientsnacks, foods, and beverages is a $35 billioncompany. Some of the popular brands likePepsi-Cola, Mountain Dew, Diet Pepsi,Lays, Doritos, Tropicana, Gatorade, andQuaker Oats are owned by the company.The company saw a change of preferencein it’s consumers in the 1990’s apart fromthis the beverage industry also observed arise in functional drinks in the mid 2000s.The case focuses on the Pepsi’s strategyto address this change in the consumerbehaviour.


The case study has been structured tounderstand and analyse:

• The Impact of changing consumerbehaviour on the food and beverageIndustry

• The possible solutions to address thechange in consumer preferences

• The importance of strategy to achievelong-term sustainable growth.

Industry Food and BeveragesReference MAR0085PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Food and Beverage, Pepsi, Consumerbehaviour, Brands & Branding Case Study,US health consciousness, Coca-Cola,obesity, Growth strategy, Innovation

Hyundai in US Needs a New,Strong Brand Identity: Can itsCOO, Steve Wilhite, Deliver?

Hyundai is about to launch its dream run inthe US through its luxury car ‘Genesis’.For the company, it was indeed a long drivefrom the low-cost segment to the nicheluxury car market - dashed by ignominiesand accolades, and periods of growth andfall. Once reviled for its low-quality cars,Hyundai is now hailed as one of the top-class carmakers - even outclassing Toyota,the world’s largest and premier carmaker,by several quality parameters. In spite ofall this, Hyundai still lacks a strong brandimage and is snubbed by Americans. For

this, it appointed Steve Wilhite as its chiefoperating officer in 2006 - to reinvigorateits brand and smoothen the drive of its‘Genesis’. Though its rapid growthcatapulted it as the world’s sixth largestcarmaker, Hyundai risks getting squeezedbetween its high-tech Japanese rivals andlow-cost Chinese new entrants.


• To analyse the market entry strategiesof select automakers

• To examine the brand perceptions ofUS consumers

• To critically understand the role ofbranding strategies in a company’ssuccess

• To discuss the brand perplexity met byHyundai in US.

Industry AutomobileReference MAR0084Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Steve Wilhite; Market Entry Strategy;Consumer Brand Perceptions; BrandingStrategy; US Automobile Industry; J.D.Power Quality Study; Kia Motors; BrandPerplexity; Brands & Branding Case Study;Sports Utility Vehicles (SUVs); ChungMung Koo; Impact of Rising Won; Genesis;Fuel-cell Technology

Adidas: The Reebok BrandRevival

In early 2006, Adidas, the world's secondlargest sporting goods maker has acquiredReebok International Ltd (Reebok) toexpand its global reach and give acompetition to Nike, the market leader inUS market. After nine months ofacquisition, sales of Reebok-branded shoesand other apparel have fallen by 7%. In2007, Adidas has launched a new marketingand branding strategy for Reebok. The casediscusses Adidas's brand strategy for therevival of Reebok.


• To understand dynamics of US foot wearindustry

• To discuss Adidas’s new marketingstrategy

• To discuss Adidas’s brand strategy forthe revival of Reebok.

Industry Footwear and ApparelReference MAR0083PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

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Adidas; Reebok; Nike; Sports goods;Footwear; Brand revival; Celebrityendorsement; Brands & Branding CaseStudy; Merger; Cannibalization; Productpositioning; Lifestyle; Advertisingstrategy; Repositioning; Apparel andclothing; Global marketing

Bank of America: BrandPositioning Strategies

Bank of America, leader in overall SmallBusiness Administration (SBA) lender inthe U.S., with clients in 175 countries andassociated with 98 percent of the U.S.Fortune 500 companies, announced "Bankof Opportunity" new brand positioningtheme supported by many initiatives likemix of national and local television, radio,print, online and outdoor advertising, aswell as major charitable grants. The Casedetails Bank of America's initiatives andends on the debate whether Bank ofAmerica would be able to communicateeffectively the underlying theme of "Bankof Opportunity"? Would this brandpositioning campaign really take off?


• The Case aims at understanding thebrand building exercise undertaken byBank of America

• The Case also aims to discuss theconcepts of branding, creation of brand,types of branding, communicationbarriers, different media used incommunication, their reach and impacton the target segment.

Industry BankingReference MAR0082AYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

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Branding Strategies; Bank of Opportunity;Communication Barriers; Use of MediaPlatforms; Brands & Branding Case Study;Target Segment; Impact and Reach ofMedia; Creation of a Brand; PositioningStrategies; Small Business Administration;Advertising; Brand Positioning; CorporateBranding; Brand Building

Old Spice: Strategies toTransform its Brand Image

Procter & Gamble's Old Spice, a majorplayer in the male personal care sector,was launched by Shulton Company in1938. Although Old Spice was tagged as anOld Man's Product since the 1970s, theproduct maintained its market leaderposition till early 2000. Ever since P&G

acquired Old Spice in 1990, it has beenaspiring to give Old Spice a spicy andyounger appeal. Its reasons for revampingits historic image with generation X hasbecome stronger with the success of Axe,an offering from its competitor – Unilever,in 2004. Old Spice in its struggle to regainits lost leadership status, is trying to makeits old sailor whistle a new tune.


• To understand the competitive scenarioin the male grooming market in the US

• To study the growth of Old Spice overthe decades

• To analyse P&G's strategy to revampits Old Spice brand, with a strong focusto retain its legacy

• To study the positioning of the OldSpice's new range of products.

Industry Male Grooming IndustryReference MAR0081BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Deodorant industry; Axe; Old Spice; Brands& Branding Case Study; P&G; Reamping;Male Grooming Industry; Make Over;Voice of Experience; High Endurance;NASCAR; Unilever; RedZone; Right Guard;Repositioning; Gillette

Value Creation at Harley-Davidson

On 31 August 2003 Harley-Davidson (H-D), the only major American player in theworld motorcycle market, celebrated its100th anniversary. In 2002, H-D reportedits 17th consecutive year of record revenueand net income. In 2001 Forbes magazinenamed H-D the ‘company of the year’ forits record sales growth, earnings, and strongoverall financial performance. The casediscusses the way H-D has been creatingvalue for its shareholders: (1) bypositioning itself as a lifestyle product(with the capacity to satisfy deep-seatedpsychological needs); (2) by loweringbuyers’ price sensitivity (and in the processpaving the way for premium pricing); and(3) through risk management andsynchronised operating processes.


• To understand and analyse how H-Dcreates value for its shareholders

• To discuss the marketing strategies ofH-D.

Industry AutomobileReference MAR0080Year of Pub. 2007

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Harley-Davidson; Just-in-time; RichardTeerlink; Clyde Fessler; Value creation;Brands & Branding Case Study; Brandpositioning; Buell; Retail; Harley ownersgroup; Co-branding; Brand loyalty; Icon;Pricing; Risk management; Waste cost

Fiat Relaunching the 1950's Fiat500: Replicating the MINI's

Success?Retro models seem to be the car industry’shot favourites. BMW came out with MINIand Volkswagen with the New Beetle. Bothwere cult cars in their initial run and theirnew avatars did not do anything less. Fiatalso flirted with this trend, by relaunchingits 1950’s Fiat 500 afresh, half a centurydown. Through this relaunch, Fiat wantsto consolidate its recent recovery -ratcheted up by its CEO, SergioMarchionne - and work towards anupmarket image.

This case study outlines the car industrytrends and helps analyse the success of theMINI and the New Beetle. The case enablesa discussion on the targeting, positioningand marketing techniques of carmakers,especially those of Fiat. It triggersdiscussion on how Fiat - while cashing inon the retro nostalgia - has to ensure youngdrivers are not left out. Spotlight is also onFiat’s trade-off between maintaining thecar’s retro-image and making it thoroughlymodern.


• To analyse the essential elements forthe relaunch of retro models and thoseof the relaunched MINI and the NewBeetle

• To understand the concept of targetingand positioning, with respect to therelaunch of MINI and the New Beetle

• To understand the concept of marketingmix and apply it to the relaunch of theFiat 500.

Industry AutomobileReference MAR0079Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Trends in and dynamics of automobileindustry; consumer behaviour inautomobile industry; segmentation;targeting and positioning; Brands &Branding Case Study; marketing mix;relaunch of retro models; bottom-upmarketing; viral marketing; Fiat 500;BMW MINI; Volkswagen New Beetle

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Brand Bond: The World is NotEnough

Global Film Industry, despite having startedin Europe, had lost its prominence toHollywood. It is believed that one amongthe few, for the Europeans to be happyabout, is the creation of brand like JamesBond, a fictional character that wasconceived by the British novelist, IanFleming. Having his novel Dr. No madeinto a feature film by EON Productions in1962, the Bond movie series numberedtwenty-one by 2006. The series hadexcelled for four decades, by changing itsproduct offering to suit the contemporarydemands, but without changing its corevalue. Even today James Bond movies areassociated with cool girls, ruthless villains,exotic locations, sexual connotations, carsand gadgets. However, many brandingexperts question whether this valueoffering and product relevance of JamesBond would have a long mileage, in thecontext of changing customer preferencesand technological revolutions in the filmindustry.


• To analyse whether Brand Bond is anIconic or a Cult brand

• To discuss, compare and analyse thenature of British film versus Hollywood

• To devise a new business plan to revivethe brand Bond.

Industry EntertainmentReference MAR0078Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

James Bond; Brand Bond; Sean Connery;Pierce Brosnan; Branding; Moviemarketing; Cult Brand; Iconic Brand; MassBrand; Hollywood; EON Productions;Brands & Branding Case Study; British FilmIndustry

Alessi: Managing Brand Equity atthe Italian Design Firm

In early 2004, Alberto Alessi, generalmanager of Alessi S.p.A - the Italian,family-run, kitchen and tableware factory- famous for its playful and innovativedesign is absorbed about how to manageAlessi’s brand equity. Alberto needs tooptimise a set of objectives, subject tocertain constraints. The objectives are: (1)to bring Alessi’s range to masses or in otherwords, how to enhance and build moreluxury into their brand at every price pointit offers; and (2) to find new typologiesinto which Alessi can expand. Theconstraints are: (a) to sustain the aura of

quality and innovation surrounding Alessi;(b) to provide Alessi’s designers with theopportunity to take risks and innovate,staying close to the borderline.

The main objectives of the case are tograsp the key issues involved in managingbrand equity and thus the focus is on variousissues, faced by a luxury goods firm, likeChinese counterfeits, branding strategyproblems, production planning problemsand so on. The case also provides variouspossible options such as 1) whether toengage the Chinese manufacturers 2)extending brand both line- and category-wise 3) going for patenting actively 4)consider a change in the business modeland so on.

The case prepares a rich ground to discusscritical issues in the strategic brandmanagement of fashion and luxury goods.In particular, it illustrates how Alessi hasmanaged to grow, without losing its coreidentity and its customer value. It is alsomeant to evaluate Alessi’s brand strategyusing the brand equity approach.


• The Alessi case is written to serve anumber of purposes in a course onStrategic Brand Management.Specifically it can be used to:

• Highlight the importance of brand equityapproach

• Define and illustrate brand equity forAlessi

• Evaluate the relative importance ofvarious elements of brand equity thatprovides value

• Demonstrate how the value that hasemerged from various environmentalfactors have enhanced brand Alessi

• Manage brand equity - how should it beleveraged and protected in the face ofvarious threats; how should it beexploited?

• Raise questions and suggest issues forstrategic brand management, in the caseof Alessi.

Industry Gifts, Kitchen Ware, DesignReference MAR0077Year of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Alessi; Italy; Kitchen and tableware;Strategic brand management; Create andsustain brand equity; Home luxury goods;Family-owned businesses; Design-driveninnovation; Clusters and strategy; Brands& Branding Case Study; Perceived quality;Brand associations; Democratisation ofluxury; Focused low-cost strategy

P&G's brand ManagementStrategy for Tide in the US

P&G is a leading consumer goods companybased in Ohio, US. It owned more than300 brands including Tide detergent, Cresttoothpaste, Pantene shampoo andconditioner, Pringles potato chips,Pampers diapers and Vicks cold medicationswhich were available in over 160 countries.It has the largest market share in laundrydetergent products. Its laundry detergentbrands included Tide, Cheer, Ariel, Gain,Era, Bold and Dreft. P&G has beenstruggling to retain its leadership positionin the laundry detergent segment, especiallyfor Tide detergent. The Tide brand waslosing its appeal due to lack of new productsand advertising. The case study discussesP&G's attempts to keep the Tide brandalive.


• The case is about P&G and its mostwidely sold detergent Tide. The casediscusses the problem faced by the P&Gbrand Tide which once used to holdnumber one position in the detergentindustry. The case elaborates on

• The market conditions and thecompetition faced by Tide in the USmarket

• Strategy adopted by P&G to make Tidea success

• Advertising initiatives taken by P&G toestablish Tide as market leader.

Industry FMCG IndustryReference MAR0076PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Proctor & Gamble; Tide detergent; Ivorysoap; Brands & Branding Case Study;Oxydol Soap; dreft soap; Gain detergent;cheer detergent; Project X; wasday miracle;Liquid Tide detergent; Ultra Tide powerand Liquid

Nivea's Brand Extension Strategyin the US Market

In 2005, $3.3 billion, NIVEA (Nivea) isthe world largest skin and personal carebrand. Owned by Beiersdorf, Nivea hasgrown from being a signature product toover 30 products encompassing fourteenproduct categories which included a vastexpanse of sub-brands such as Body, Visage,Beaute, Sun, For Men, Hair Care and BabyIt had used the 'clear benefit concept' topromote growth in Asia, Latin Americanand Eastern European Market. Nivea hassucceeded with new products rollouts bymaintaining consistency in its brand

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messaging, both visually and verbally.Increase in critical consumers, aggressivecompetitions and private labels is posing athreat for Nivea and their sales growth hasbeen stagnant since 2002. To increase itsglobal market share in skin and beauty care,the company has launched several newinitiatives. This case discusses Nivea'sgrowth strategy over the years and itstrategy to maintain its lead in the changingmarket place.


• Impact of competition and private labelon Nivea

• Nivea's brand extension strategy.

Industry Cosmetic IndustryReference MAR0075PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Skin & personal care; clear benefit concept;Beierdorf, Nivea visage; Nivea for men;Word of mouth campaign; packaging;Brands & Branding Case Study; Marketshare

Wal-Mart – Building a NewImage

Wal-Mart, the second largest company inthe world is also the largest retailer in theworld. In the past decade, Wal-Mart hasbeen mired in controversies. It has comeunder increased criticism on a variety offronts, from paying low wages andproviding paltry health benefits to hurtinglocal businesses. Such criticism has escalatedsince 2004, as two union-backed groupshave run grass-roots campaigns to drawattention to Wal-Mart. Analysts observethat the negative perceptions have slowedsales, as some shoppers turn away fromthe retailer.

Lee Scott Jr (Scott), CEO Wal-Martrealises that many of the controversies thathave to do with the environment will endup with people feeling that Wal-Mart hasa greater responsibility than they areaccepting He decides that Wal-Mart needsto define its responsibility broadly, in away that will bring its vast supply chain—where its environmental impact is thegreatest—into the picture. He aims to turnit into the world's largest environmentfriendly store. Apart from improving itsimage, motivating employees, Wal-Martcan also save money by going green.


• The case discusses green consumerismwith respect to Wal-Mart

• The case outlines the variousenvironmental and other controversiesthat have had a negative impact on theretailer's sales

• It discusses senior management'sinitiatives to turn Wal-Mart into theworld's largest environment friendlystore

• The case highlights that apart fromimproving its image, motivatingemployees, Wal-Mart can also savemoney by going green.

Industry Variety StoresReference MAR0074PYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Wal-mart; Sam’s club; Sam Walton; Sexdiscrimination litigation; Supercentre;Organic product market; Kid Connection;Sustainable value networks; Brands &Branding Case Study; Environmentalcampaign; Wal-Mart Jobs & OpportunityZones; Discount stores; Online retailing;Wal-Mart in controversies; Greeninitiatives; Environmental Quality Act

Revitalising BarbieIn 2006, 46 year old Barbie – the largestand the most popular doll in the world isstruggling through a mid-life crisis. TheBarbie brand accounts for almost one-thirdof Mattel's $5.2 billion annual revenue.The Barbie doll has dominated the globaltoy market for more than 40 years. But inrecent years, its status as queen of the toycupboard is under threat. Mattel's financialresults highlighted her plight with the grossworldwide sales of Barbie falling by 13 %in the second quarter of 2006. Little girlsno longer view her as cool and trendy.Mattel decided to reinvigorate the Barbiebrand, focusing on core markets, aligningmore effectively with growing retailcustomers by entering into closerpartnerships with them, investing indeveloping markets, and growingalternative sales channels. Mattel hasdecided to concentrate on three aspects –product, brand building and distributionchannel. It has extended Barbie toanimation movies, launched interactiveweb sites, and developed new products toappeal to teens and pre-teens. The casediscusses the challenges faced by Barbie; ittraces the initiatives taken by Mattel overthe years to extend Barbie's product lifecycle; and debates over Mattel's currentstrategy for Barbie.


• To examine the challenges faced byBarbie in maintaining its brand image

• It discusses the initiatives taken byMattel to extend Barbie an iconicbrand's product life cycle

• To debate over Mattel's current strategyfor Barbie.

Industry Toy IndustryReference MAR0073PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Mattel; Barbie; product life cycle; brnadextension; bratz; fairytopia; core brandingstrategy; icinic brand; marketing strategy;re-invention; brand merchandise; retailstrategy; competition; Brands & BrandingCase Study; collector Barbie; mid-life crisis

Harley Davidson: Maintaining aCult Brand

In 2005, the $5.34 billion – Harley-Davidson (Harley) is the leadingmotorcycle manufacturer in the US withover 50% market share. Hailed as theclassic example of a cult brand, Harleydepends on innovative product, premiumpricing, unique retail environment andexperiential and relationship marketing tomaintain its status as a cult brand. It enjoyshuge brand loyalty. Deeply connected toAmerican culture and values, Harley hasbecome a symbol of rugged individualism,freedom and rebellion. Harley hascultivated its image and relationships overa long period of time and effectivelywrapped itself around its customers usingmultiple marketing techniques. Everytouch point – the product itself, itsdistribution channels, sales, customerservice, design, communications and brandextensions has been harnessed to enhancethe company's brand identity. Harley hashistorically controlled the demand –supply gap of its products to create ascarcity value for the brand

With the changing demographic andmarket scenario, Harley is slowly changingits strategy on all fronts. In 2005, all theeyes are trained on Harley as it made thetransition from operating in the unique,high growth selling environment that itexperienced in the 1990s and early 2000s,to one that is sustainable on an ongoingbasis. In the recent times, the scarcity valuehas reduced as a result of its aggressivestrategy to match demand and supply.Although the company's efforts to correctthe demand – supply gap are going in theright direction, they are also leading torising dealer inventory and reduced valueof pre-owned vehicles.

The case discusses Harley's productdevelopment strategy, brandmerchandising, pricing, its promotion

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strategy, the Harley Owner Group (HOG)and its designer stores which promotelifestyle experience.


• The emergence of Harley Davidson as acult brand

• The challenges that Harley Davidsonfaced from competitors, over the years

• To discuss the strategies adopted byHarley to maintain its status as a cultbrand.

Industry MotorcycleReference MAR0072PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Harley Davidson; cukt brand;innovativeproduct; premium pricing;relationship marketing; brand loyalty;lifestyle branding; icinic brand; experientialmarketing; product scarcity model; Brands& Branding Case Study; brandmerchandising; retail strategy; brandidentity; historical branding; imagemanagement

Tourism Malaysia: Marketing theCountry

In early 2006, Malaysia launched a 'VisitMalaysia Year 2007' campaign whichcoincided with the golden jubilee of itsindependence in 2007. The objective ofthe campaign was to market Malaysia as amajor tourist destination and attract 20million international tourists in 2007, upfrom 16.4 million in 2005. In 1999,Malaysia had launched the 'Malaysia: TrulyAsia' campaign which significantlyincreased international tourist flow to thecountry.

The case deals with the efforts made byMalaysia to transform itself into acomprehensive tourism product andmarket it.


• To analyse the need for integratedplanning to make a country brand

• To understand the identity and image ofMalaysia as a country brand

• To analyse the challenges whilemanaging a country brand

• To discuss the critical success factors fora country brand.

Industry TourismReference MAR0071KYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

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Tourism Malaysia; Malaysia TourismPromotion Board (MTPB); Malaysia:Truly Asia; Visit Malaysia Year; Brands &Branding Case Study; Tourist DevelopmentCorporation of Malaysia; Asian financialcrisis; Malaysia GDP (gross domesticproduct); Malaysia’s international touristarrivals; Adventure tourism; Meetings,Incentives, Conferences, and Events(MICE); World Tourism Organisation;Tourism infrastructure

Bose: Making the Most TrustedBrand

Bose Corporation (Bose), the manufacturerof audio systems was ranked as the mosttrusted consumer brand among the 22distinguished technology companies in2006. Bose topped the list, ahead of Apple,Microsoft, Dell, Intel and Sony. From itsinception, Bose had focused on the qualityof the product and laid its emphasis onresearch and development. Moreover, thespeakers produced by Bose used aninnovative technology that could becontrolled automatically. Apart from beingthe most trusted brand, Bose had beenrecognized as the strongest brand in thecar audio segment for the fourthconsecutive year in the US, in 2006.Customers associated Bose with high brandimage and so the question was that whetherthe company would maintain its existingbrand image among the consumers or wouldgo for innovative products to counter itscompetitors. The case gives an insight toBose's background from its very inception.It also gives an overview of the making ofBose as a powerful brand.


• To discuss about the history and growthof Bose Corporation

• To understand how Bose Corporationfocused on the upper strata of customers

• To analyse the making of Bose as apowerful brand

• To assess how Bose generated trustamong the consumers

• To argue whether Bose would cater theniche segment or diversify into othersegments.

Industry Consumer ElectronicsReference MAR0070KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Bose; Brand; Apple; Microsoft; Dell; Sony;Brands & Branding Case Study; Intel; Audiosystem; Consumer behaviour; Speaker;

Brand image; Dr Amar Bose; Stereospeaker; iPod; Branding

Intel: In Search of a New IdentityThe very first major move which Paul S.Otellini took, after becoming the new CEOof Intel Corporation, was changing thecompany's 16-year old logo. The changewas not only in the tag line but also in thefamous Intel's "dropped-e" corporate logo.The company was the market leader in itsmicroprocessor segment and the famoustag line, 'Intel inside', was closelyassociated with its success. A sudden shiftfrom its year-old and well known corporatelogo to a new one, was quite unlikely Intel.Moreover, the company was planning todiversify to other businesses, apart fromits core PC segment, thus, decided to changefrom 'Intel Inside' to 'Leap Ahead'. Therewere many instances where companies hadchanged their corporate logos and alsosucceeded in maintaining their images inthe market.

This case highlights the above-mentionedissues and allows room for discussingwhether Intel has made the right move ornot.


• To understand the processor industry

• To discuss the new marketing initiativestaken by Intel

• To debate on whether this initiativewould help Intel to succeed in future.

Industry SemiconductorReference MAR0069KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Intel Corporation; Logo; Desktop PC(personal computer); Brands & BrandingCase Study; Microprocessors;Semiconductors; Component branding;Apple; Multi-tasking; Servers; Intel inside;Leap ahead; Marketing; Image dilution;Brand valuation; Tagline

Tom Cruise at United Artists: ThePotential Prospects and Perils

After a rather bitter break-up withParamount Pictures, Tom Cruise, one ofthe partners of Cruise/Wagner Productionswas reported to sign an agreement withMetro-Goldwyn-Mayer (MGM) to runUnited Artists, a subsidiary of MGM. Theagreement was found to trigger a debatewithin Hollywood as on one hand whilesources at MGM believed that the actorwould be instrumental in bringing about aturnaround at United Artists, several other

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sources felt he could actually turn out to bea liability for the ailing studio.

Though Tom Cruise was a recognised brandin Hollywood and at one point of time,enjoyed overwhelming popularity in theindustry, his controversial comments onsubjects like Scientology, use of anti-depressants and certain developments inhis personal life were however found to beresponsible in negatively impacting hisimage.


• To trace the timeline of United Artists,one of the classic iconic studios ofHollywood

• To analyse the causes behind the declineof 'Brand Cruise' and its subsequentimpact on studios who invested in theactor

• To analyse the possible impact of theagreement signed between Cruise andMGM.

Industry EntertainmentReference MAR0068KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

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Hollywood; Tom Cruise; MGM (Metro-Goldwyn Mayer); United Artists; KirkKerkorian; Charles Chaplin; MissionImpossible; Academy Awards; Golden GlobeAwards; Scientology; The Oprah WinfreyShow; Paramount Cinemas; Superman;Pirates of the Caribbean; Brands &Branding Case Study; Spielberg

Sharp: Rejuvenating its TV BrandDuring 2000-06, Sharp Corporation's(Sharp) market share in Liquid CrystalDisplay (LCD) TV segment plummetedfrom 86% to 12%. Even the 13% recordedgrowth of the company was less than theIndustry average. The 'Sharp' brand whichonce enjoyed leadership status in globalLCD TV market had been suffering fromlow brand recall due to its weak brandequity. In 2006, 62% revenue and 89%profit of the company came from its homecountry, Japan. Analysts tried to prove thatthe company was more a Japanesecompany, than a global one. Under theleadership of Katsuhiko Machida, thecompany wanted to regain its leadershipstatus in LCD TV segment. As a part ofthe restructuring exercise, the companylaunched a new and innovative marketingcommunication strategy, changed itscorporate identity and punch line, strategicbrand platform of the company. Toleverage the full benefit from theinnovative marketing communicationstrategy, the company introduced new

brands and products. For example, thecompany launched 65 inches LCD TV, thelargest in the world. As a part of therestructuring exercises, the company alsoequipped its existing facilities with the mostadvanced technologies. It also enhancedthe existing capacity of the plant anddiversified to other related area, like,mobile phones and so on.

This case gives in details about theproblems the company encountered,strategies adopted by the company as apart of the restructuring exercises and howthe company planned to leverage the fullbenefit from the restructuring exercises. Italso gives an idea about global LCD TVmarket, recent trends and developmentsof the market, future trends of the marketand how innovative technologies affect thegrowth of the market positively.


• To discuss the global LCD TV market

• To discuss the strategic initiatives ofSharp Corporation

• To analyse the challenges faced by Sharp

• To debate on Sharp's restructuringexercise.

Industry Consumer ElectronicsReference MAR0067KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Sharp Corporation; Liquid crystal display(LCD); Cathode ray tube (CRT); Samsung;Brands & Branding Case Study; Plasmadisplay panel (PDP); Surface conductiondisplay (SED); Plasma displaytechnologies; Matshushita ElectronicCorporation; iSuppli; Sony Corporation;Original equipment manufacturers; Organiclight emitting diode; Brand identity; LGElectronics; Display Search

Google: From Search Engine toPower Brand

In mid 90s, two students from StanfordUniversity planned to develop an onlinesearch engine, Google. The name Googlewas derived from the word 'googol' whichmeant a mathematical term for 1 followedby 100 zeroes. Over the years thecompany became globally the largestsearch engine. Besides restricting itself asthe number one search engine globally, thecompany was known for its friendlyproducts and continuous innovation. In2005, the company emerged as numberone brand in the survey conducted byInterbrand, surpassing brands like Apple,Nokia, Sony and Starbucks. The casediscussed in details about the evolution of

brand Google from an online search engineto globally the leading brand. It also covershow Googol plan to retain its superiorityover Yahoo and other online search engine.


• To discuss about the online search engine

• To discuss how Google became the mostpopular search engine

• To analyse Google as a power brand

• To discuss how Google enriched itsproduct portfolio.

Industry Internet Information ProviderReference MAR0066KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Google; Yahoo; Pagerank; Hypertextmatching analysis; Search engine;Knowledge management; Brands &Branding Case Study; Google Scholar;Apple; Google adwords; Google adsense;MSN-Microsoft; America On-line (AOL);On-line search; Brandchannel.com; Lycos

Will Gillette's Fusion Brand Matchits Mach 3 Brand's Success?

In the late 1990s, Gillette, best known forits razors and blades grabbed 15% marketshare in the US market by launching itsMach 3 brand. Mach 3 was a three bladedshaving system that allowed a shave withless pressure and fewer strokes and thusreduced skin irritation. In 2005, Mach 3with Mach 3 Turbo and battery poweredversion M3Power captured 34% share inthe US market. In the same year P&Gacquired Gillette to make its marketposition stronger overseas.

In January 2006, P&G – Gillette mergerlaunched the manual and power versionsof a five bladed razor shaving system namedas "Fusion" in the US, UK and Canada.Gillette charged $12 to $13 for a pack offour Fusion cartridges and the same numberof Fusion Power cartridges was priced at$13 to $14. However analysts estimatedthat Fusion's market-share had been farweaker than what Gillette saw after Mach3 and Mach 3 Power launches and thereason behind this was the price structureof Fusion. Analysts predicted that the priceof the Fusion manual was 80% higher thanMach 3 manual and that of Fusion Powerwas 30% higher than Mach 3 Powercartridges. Though Gillette argued that,since Fusion was a luxury brand it wascostlier than the previous Gillette razorsand blades but when the sales of its razorsand blades fell by 5% in 2006, the companyplanned to cut the price of its Fusion brand.This decision was however, not taken

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unilaterally by Gillette but the companyasked its retailers to help it make a decision.The company at the same time paid moreattention to the promotional activities ofFusion. Despite this industry observers wereskeptical about the success of Fusion. WouldGillette succeed in promoting its Fusionbrand and achieve the same success as itdid with Mach 3 in 1998?


• To understand product variation ofrazors and blades categories of Gillette

• To understand the comparison betweenthe three bladed shaving systemGillette's Mach 3 and two bladed shavingsystem Gillette's Sensor.

• To understand the obstacles for thepromotion of Gillette Fusion, a fivebladed shaving system, to gain the samepopularity like Mach 3.

Industry Personal CareReference MAR0065BYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Product comparison; Pricing; PromotionalActivities; Strategy; Brands & BrandingCase Study; Product differentiation;Product Life Cycle; Product LaunchingStrategy

Marketing the ‘YouTube’ WayYouTube.com was a video sharing Web sitewhere users could upload, share and watchvideos for free. In less than 2 years of itsexistence, YouTube ranked amongst theWeb's top 50 sites and had 16 million dailyviewers. By August 2006, it had the highestmarket share in the free video sharing Website category. YouTube had introduced twonew advertising avenues named 'BrandChannels' and 'Participatory Video Ads' toencash its huge audience base and soaringpopularity. But at the same time, YouTube'ssuccess story seemed to be eclipsed byallegations of copyright violations for thenon-permissible content posted on its Website. YouTube also faced a challenge tomaintain its rapid paced growth andcompetition from other emerging me-tookind of startups.

In October 2006, Google announced theacquisition of YouTube for $1.65 billionin stock-for-transaction. Would YouTubebe able to derive benefit from its associationwith the global reach and technologyleadership of Google or get furtherentangled in lawsuits after being acquiredby a cash-rich technology giant?


• To understand the business model andfunctioning of YouTube

• To examine the critical success factorsfor YouTube as a company

• To study the marketing strategies ofYouTube

• To understand Internet advertising anddevelopment of alternative media.

Industry Digital Media & EntertainmentReference MAR0064AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

YouTube; Google; Video Sharing Web site;Video Hosting Web site; User GeneratedContent; Brand Channels; ParticipatoryVideo Ads; Broadcast Yourself; VideoAdvertising; Steve Chan and Chad Hurley;Internet Advertising; Alternative Media;Viral Marketing; Branding; Advertising;Marketing; Brands & Branding Case Study;Emerging Media Opportunity

Branding: The Yum! WayIn 2004, Yum! Brands Inc., the world’slargest restaurant company, generated arevenue of $9 billion. It operated underthe well-known brand names, like PizzaHut, KFC, Taco Bell, Long John Silver’sand A&W Restaurants, In order to providevariety and convenience to the customers,Yum! introduced multiple brands under asingle roof. This concept was known as‘multibranding’. By combining diversebrands in a single outlet throughmultibranding, Yum! also expected tomaximise capacity utilisation and offsetthe rising real estate costs in the US.

The case, while discussing themultibranding strategy of Yum!, alsofocuses on the challenges faced by thecompany and its initiatives to be a‘multibrand power’ in the industry.


• To understand the concept of‘multibranding’

• To discuss how revenue maximisation isachieved through economies of scale

• To understand how ‘brand pull’ of thestronger brands can be used to leveragethe relatively weaker brands to improveROI

• To debate the viability of multibrandrestaurants against the backdrop ofhealth concerns and obesity risks of theUS consumers.

Industry Fast food & quick serviceresturants

Reference No. MAR0063KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Yum; Branding; multibranding;McDonald’s.

BenQ: In Quest Of GlobalBranding

Although contract manufacturing of non-branded products accounted for 63% of therevenues in 2004, BenQ Corporation(BenQ), a leading Original DesignManufacturer (ODM) of Taiwan, decidedto implement a two-pronged strategy ofcontract manufacturing, as well asdeveloping its own brands to ensure stablerevenue generation. BenQ planned toincrease its revenues from the brandedbusiness from 37% in 2004 to about 50%by 2008 in order to become a sustainableglobal brand and increase its profitability.

The case highlights the paradigmatic shiftin the business strategy of BenQ, in itsefforts to become a leading electronic goodsmanufacturer in the world.


• To discuss the brand-building initiativesof BenQ

• To understand the businesstransformation of BenQ from anunbranded business to branded one

• To understand the competitive forcesin branded electronic goodsmanufacturing industry

• To critically analyse the business modelof BenQ and its sustainability in the long-run

• To understand the dynamics of theOriginal Design Manufacturing (ODM)business.

Industry Wireless, Telephone HandsetReference No. MAR0062KYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Branding; BenQ; Motorala; Siemens; ROI.

Unilever: Would the ‘PowerBrand’ Strategy Pay Off?

Unilever, the Anglo-Dutch consumerproduct company, was formed in 1930 withthe mission of ‘meeting the everydayneeds of people everywhere’. Over the

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years, it became the world’s second largestpackaged consumer goods company (afterProcter & Gamble) and third largest foodfirm (after Nestle and Kraft Foods). Armedwith 1600 brands in the home and personalcare, and food and beverage segments, thecompany was present in 150 countries andits brands were used by 200 million peopleeveryday. However, since the late 1990s,the company started facing competitionwhich resulted in a decline in the net profitand marginal growth in revenue. InFebruary 2000, the company announced afive-year growth strategy, directed towardsbringing a significant improvement in itsperformance. The strategy, known as‘Path to Growth’, declared the company’sintention of streamlining and rationalisingits unwieldy portfolio of 1,600 brands.Unilever aimed at getting rid of some ofits ‘non-strategic’ brands and reducing itsportfolio to 400 ‘power brands’, by 2004.The plan attempted to save $7 billionwithin five years. The initiatives, however,received mixed feedback. While a group ofindustry analysts appreciated the uniquemove, another group was doubtful aboutthe effectiveness of this strategy. The casediscusses the brand portfolio and the brandportfolio restructuring idea. Also, it offersscope for discussing how Unilevercontinued with the brand restructuringexercise and whether the company wouldbe able to achieve the desired growth rateby following the strategy.


• To discuss branding as a tool of keydifferentiator in strategic marketing

• To discuss how Unilever categorised itsbrands as ‘Power Brand’

• To discuss how companies do ‘BrandPortfolio Management’

• To discuss how companies do ‘BrandPortfolio Restructuring’ exercises

• To discuss how companies do ‘BrandRenewal Matrix’ for their respectivecategory

• To discuss how to perform Brand Audit,preparation of Brand Audit Sheet andclassification of brands.

Industry FMCGReference No. MAR0061KYear of Pub. 2006Teaching Note Not AvailableStruc.Assig. Not Available

Keywords

Unilever; Power brand; Local Brands;Brand valuation; brand extension.

The Virgin Group: BrandingAhead

Richard Branson, the 56-year-old creatorof the Virgin brand, is a prime example ofentrepreneurial success in global business.The Virgin group has created over 200companies worldwide employing morethan 25000 people with a sales turnoverof $8.1 billion for the fiscal year 2005. Ithas become a byword for quality,innovation and a sense of competitivechallenge. Virgin has delivered value formoney to customers and used e-commerceactivities to upgrade old products andservices into new avenues for success.Virgin’s uniqueness lay in the fact that ithad minimal management layers, nobureaucracy, a tiny board and no massiveglobal HQ. Employees’ interests werealways given the highest priority over thoseof customers and shareholders.

The issue Branson faced was to prioritisethe challenges likely to crop up in the nextdecade. The case is structured to enablestudents to discuss: (1) the primary productgroups; (2) marketing strategies; (3) thechallenges likely to confront Virgin; and(4) the outlook for the future.


• To analyse the strategies adopted by theVirgin group to succeed in different, andalso unrelated, business areas

• To understand the marketing mixformulated for diverse product groups.

Industry EntrepreneurshipReference No. MAR0060CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Virgin Group; Richard Branson; Branding;Atlantic Airways; Market leadership;Trains; Cola; Virgin Mobile; Managementstrategy; Virgin Money; Entrepreneur;Merger; Business opportunity; Marketing;Strategies.

Johns Hopkins Medicine-Branding Challenges

The Johns Hopkins Medicine, (JHM) wasthe governing body for one of America’sbest academic medical center and healthcare delivery system. The Johns HopkinsHospital, under JHM was ranked the ‘BestHospital’ for 15 consecutive years (as of2005) in the US News and World Report’sBest Hospitals Rankings. The JohnsHopkins University, also under the JHM,was America’s first research university.Scientists working with the organizationincluded Nobel Laureates and its researchwas known for many a pioneering medicalbreak-through. In late 2004, JHM launched

an advertising campaign to boost the JHMprofile and canvass for philanthropic fundsto construct two new state-of-the-artpatient care facilities. This was a newexperience for JHM, which had notaggressively promoted its brand, publicly,so far. However, with a number of academicinstitutions resorting to regular marketingmethods to promote themselves, the JHMmanagement felt that their brand and itsUSP had not been fully exploited. Also,being an academic hospital, JHM had torely on donors for developmental activityand hence building a strong brand wascrucial. JHM wondered how best its brandcould be exploited in its promotional andfund-raising efforts. They also had to becautious of criticism from experts whoobserved that academic medical centersshould refrain from regular advertising andpromotionals.

This case allows for students to discuss howa brand should be built in the hospital sectorand how its USP should be built into thebrand, to create maximum brand awareness.


• To discuss how a brand should be built inthe hospital sector

• To discuss promotional strategies for theservice sector.

Industry Hospital SectorReference No. MAR0059CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

John Hopkins Medicine; Hospital Industry;U.S.A; Academic medical center; Teachinghospitals; non-profit hospital; JHU ; JohnHopkins Hospitals and Health Systems;patents filed; advertising campaign;competitive strategies; Best Hospital in theUS; brand building; gifts and donations;services sector.

Boston Red Sox – The Brand andits Future

The Boston Red Sox Team (Red Sox) wasa Major League Baseball team located inBoston, Massachusetts. For over a periodof 86 years, the team had not won theWorld Series. This long spell was referredto as the ‘Curse of the Bambino’. Thiscurse was believed to be associated withthe trading off of the team’s star player,Babe Ruth, nicknamed ‘Bambino’, who hadled the team to win three World Series in1915, 1916 and 1918. Victory had evadedthe Red Sox, ever since their 1918 win andin each of the following matches, the teamhad a close brush with success despitefielding a good play. Each year, the fanshoped that their team would win. Duringthese years, the fans empathised with the

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team and a strong emotional bond was builtbetween them. This seemed to have madethis losing team into a premier sportsbrand.

In October 2004, the Boston Red Sox Teamwon the Baseball World Series. Althoughthe fans were excited about the longawaited victory, marketing pundits debatedthe brand’s future. They questioned howthe fans would accept the fact that theyhad a championship team. However, someothers argued that the brand would continueto remain viable because it was built uponmany factors that had nothing to do withchampionships. The case provides fordiscussion on the future of the Red Soxbrand and what options the managementhad to enhance the fan experience.


• To discuss strategies of a sports franchise

• To discuss the future of the Red Soxbrand.

Industry Sports franchiseReference No. MAR0058CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Red Sox; Sports franchise; Curse of theBambino; US; Baseball team; branding;emotional marketing; Babe Ruth; sportsfans; Fenway Park; Boston; Major LeagueBaseball; World Series Baseball.

BMW’s Exit from BrandedEntertainment –Is it the Right

Move?In October 2005, BMW, the leading carmaker based in Germany, announced itsdecision to quit branded entertainment,owing to increased cost. The decision wasa surprise to industry watchers becauseBMW was the pioneer of brandedentertainment strategy. BMW cars wereused in James Bond movies by the detectivehimself. BMW had also launched its ownseries of eight online short films called‘The Hire’, involving popular actors anddirectors. The branded marketing strategiesused by BMW were hugely successful interms of increased sales of the modelsfeatured and higher brand visibility. Theyalso won critical appreciation and awardsfor innovative advertising.

The case discusses the various brandedmarketing campaigns BMW adopted fromits early days. It also examines the possiblecauses for BMW’s decision other than thecost factor. The case offers adequate scopefor discussion on the impact of BMW’sdecision on its own sales and brand imageas well as on its competitors’ sales.


• To analyse how advertising costs affectsan automobile major like BMW

• To discuss various marketing campaignswhich BMW had adopted.

Industry AutomobilesReference No. MAR0057CYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

BMW; Branded Entertainment; In FilmAdvertising; Online Advertising;Advertising; The Hire; BMW in JamesBond movies; Brand Image; “Anti-brand”marketing campaign; Jim McDowell; JackPitney; Fallon Advertising agency;GSD&M Advertising; AdvertisingExpenditure Ford Mercury.

Colgate Palmolive’s ‘Natural’Route to Growth

The case talks about the take over of Tom’sof Maine, the leading player in the naturalpersonal care market in the US, by Colgate-Palmolive in early 2006. Colgate is themarket leader in oral and personal caremarkets the world over. The naturalsmarket has been showing good growth inthe recent years in the US while the marketfor mainstream products witnessingsluggish growth. Natural/organic brandssuch as Tom’s of Maine are showingremarkable growth in this stagnatingmarket.

Since 2002, Colgate due to intensecompetition and increase in price ofcommodities is following an aggressiverestructuring strategy aimed atstrengthening its market leader position.The case gives the details of this takeover,and the reasons behind this move.

The case brings to attention the latest trendof multinational companies taking oversmaller ethical brands in order to gain afoothold in the booming ethical markets.It also raises questions on whether thesetakeovers, would lessen the appeal of theethical brands among consumers or whetherconsumers would continue patronizingthem irrespective of the change inparentage. The case also facilitates a debateon whether Colgate’s decision to take overa small natural brand at this critical juncturewas wise and about the success of the same.

Pedagogical Objective

• To understand: Strategies for growth inthe organic segment for establishedFMCG companies-Impact of brandequity, in case of take overs.

Industry Oral Care MarketReference No. MAR0056CYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Oral care; Ethical Marketing; CorporateSocial Responsibility; Tom Chappel; Tom’sof Maine; Colgate; Natural oral careproducts ; Ruben Mark; green brand;Colgate-Palmolive; P&G; Crest; Inorganicgrowth; entrepreneurship; ethical brands.

Mcdonald’s in Japan: Rebuildingthe Brand

In 1971, McDonald’s opened its first storein Japan. Since then, McDonald’s Japanhas grown to become the largest foodservice provider in the country. Witharound 3,800 restaurants operating and a20% market share, the company controlsa major chunk of the fast food industry.But trouble came knocking at its door in2002, when McDonald’s Japan plunged intolosses for the first time in 29 years. Thecompany drove a nail in its coffin byinstigating a price war in the fast foodindustry, with the result that the entireindustry suffered huge losses. At thisjuncture, Eikoh Harada was appointed asthe CEO of McDonald’s Japan. Under hisleadership, the company took up variousinitiatives to rebuild its brand image thatprimarily revolved around revamping themenu and remodelling the company stores.These initiatives helped in enhancing thebrand’s value to the customers, resulting ina turnaround of fortunes for the company.


• To analyse and discuss the critical successfactors for the fast food industry ingeneral and the Japanese fast foodindustry in particular

• To identify and analyse the underlyingreasons for the problems faced byMcDonald’s Japan in the early 21st

century

• To discuss the various strategiesimplemented by McDonald’s Japan toenhance its brand value

• To debate whether Harada’s strategy willbe successful in achieving sustainedgrowth at McDonald’s Japan.

Industry Fast FoodReference No. MAR0055Year of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Fast Food Industry in Japan; Consumerbehaviour; Japanese Economy; Pricing

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Strategy; Price Wars; Eikoh Harada; Brand;Branding; Brand Equity; Rebuilding BrandImage; Creating Brand Value; BrandCharter; Marketing Strategy; Globalisationversus Localisation issues; New ProductDevelopment; Growth Strategies.

Apex-Pal International Ltd,Singapore-based Food and

Beverage Company: FounderCEO, Douglas Foo’s Brand

Building StrategiesDouglas Foo is the founder of Apex-Pal, aSingapore-based food and beveragecompany. Apex-Pal owns food andbeverage brands like “Sakae Sushi”, “SakaeExpress”, etc., and it plans to make it asbig as McDonald’s. Apex-Pal was startedin 1997 amidst the Asian financial crisis asa small enterprise in Singapore. Its first‘Sakae Sushi’ restaurant was started with acapital of S$300,000. In a corporate world,which amasses money out of borrowedcapital, Douglas Foo is said to have createdwealth and fame without borrowing a dime.His corporate philosophy has proved tobe a magic wand in Singapore and with Apex-Pal stretching its arms to reach the US,Canada and Europe, the efficacy of hisexpansion strategy is yet to be seen.


• To highlight the business philosophy ofDouglas Foo

• To understand the influence of personalvalues of the founder on his businesspractices

• To discuss the growth strategy of Apex-Pal

• To analyse the efficacy of the currentbusiness strategy of Apex-Pal in the lightof its future challenges.

Industry Food RetailingReference No. MAR0054Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Hibiki; Dining @ Sakae; Innotechconsulting; portable conveyor belt; kaiten;Skal; Crepes & Cream; Nouvelle;Singapore-based Food and BeverageCompany; Surviving Asian financial crisis;Recruiting prison inmates; Best HRpractices; Technology deployment.

Visa International: Building aGlobal Brand

Visa International has emerged as a globalmarket leader in payment solutions. Thecompany has 21,000 member financial

institutions spread across 150 countries andoperates more than 924,000 ATMsworldwide. In 2005, Visa has achieved cardsales of more than US$3 trillion. Globally,the perception of Visa as a card ofconvenience, acceptance, flexibility andsecurity has helped build consumer trust inthe brand. Visa’s main competitors areMasterCard and American Express. Visa’sadoption of a localized marketingapproach to promote the card is a majorcontributor to its success. The casediscusses the different branding strategiesadopted by Visa International to attain aleadership position in the global market.It also discusses the challenges Visa is likelyto face from its competitors in sustainingits brand leadership in the future.


• The case discusses the different brandingstrategies adopted by Visa Internationalto attain a leadership position in theglobal market

• It also discusses the challenges Visa islikely to face from its competitors insustaining its brand leadership in thefuture.

Industry Payment cardsReference No. MAR0053PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

VISA; Global; Branding; Alliance;Sponsorships; Payment cards; MasterCard;American Express.

The Redemption of MarthaStewart

MarthaStewart (Martha), Chairman andCEO of Martha Stewart Living Omnimedia(MSLO), is also the company’s flagshipbrand. After Martha resigns followingcharges of insider trading, MSLO distanceditself from brand Martha. Martha’s operaticfall and a successful return raises signficantquestions about the notion of personalbranding where the company’s founder orCEO is in effect its brand. Even as analystswrite her off, Martha is determined to makea comeback and revive MSLO’s fortunes.The case outlines Martha’s startegy inreviving brand Martha to its former glory.Is the subsequent decline in her popularitya result of brand Martha being overexposed?


• The case discusses personal brandingstrategy, its advantages and pitfalls.

Industry Cooking and HousekeepingReference No. MAR0052PYear of Pub. 2006

Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

MSLO; Martha Stewart; ImClone scandal;personal branding; The Apprentice;magazines; prison; KB Homes; CharlesKoppelman; comeback strategy;subscription revenues; image management;Martha Stewart Living; Martha StewartRules; reformed woman

The Evolution of Omega’sAdvertising Strategy

Priced in excess of $2,000, the luxurywatch industry is dependent on promotionsand product features to attract theconsumer. Omega SA (Omega), the thirdlargest luxury watch maker in the world, isthe pioneer of celebrity endorsement inthe luxury watch industry. The company,which introduced celebrity endorsement in1995, has featured many charismaticyoung men and women confirming Omegaas the watch of their choice. The chosenbrand ambassadors have been leaders in thefield of fashion, sports and the performingarts. Apart from celebrity endorsements,Omega associates itself with, and ensuresits product placement with landmarkevents. The case also traces the evolutionof Omega’s advertising strategy. Withluxury watches growing in popularity as astatus and lifestyle statement, Omega islooking beyond the mature markets ofEurope and America, to the new developingmarkets in the Middle East, India and China.It has unveiled a strategy tailored to drivegrowth in these promising markets. Willthis shift in advertising strategy yield thedesired result?


• The case outlines the evolution ofOmega’s advertising strategy

• The case discusses the new developingmarkets in the Middle East, India andChina for Omega and the strategy forgrowth in those markets.

Industry Electronic GoodsReference No. MAR0051PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Global watch market; potential for growth;mature markets; developing markets;advertising history; advertising strategy;target sections; marketing; retailing;pricing; event sponsorship; promotionalstrategies; major hurdles; future prospects.

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Pepsi Café Chino in IndiaAs Pepsi’s latest move in the everincreasing ‘Cola War’, PepsiCo haslaunched Pepsi Café Chino in India. Theproduct is Pepsi’s latest flavour extension,a coffee flavoured cola. Pepsi is trying tocreate new market segments and promotingits drink with the help of popular film stars.Its marketing strategies are aimed atattracting the youth to try something new.Rival coke has not yet launched acompeting product. Will Pepsi’s strategieswork?


• To briefly discuss PepsiCo’s strategiesin India and the Indian beverage market

• To trace Pepsi’s flavour extensionsglobally

• To study the product launch of Pepsi’sflavour extension into coffee flavouredcola internationally as well as in India.

Industry BeveragesReference No. MAR0050PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

PepsiCo; Pepsi Café Chino; Coffeeflavoured cola; New product launch;Limited edition run; Product innovation;Pepsi vs Coke; Pepsi in India; Flavourextension; Pepsi max cino; Special edition.

Intel in 2006: A Brand NewIdentity

Till 2005, Intel has been competing mainlyin the personal-computer space where itsgoal has been to produce faster and betterchips. Intel’s component branding strategyhas aimed at linking brand Intel to trustand quality. In the past few years, Intel’sgrowth has been slowing down, even as cellphones and handheld devices assume greaterimportance in people’s lives. With Intel’smanagement realising that the market forIntelproducts in 2006 goes beyond thetraditional personal computer (PC) andrequires a different marketing strategy, Intelhas to make its presence felt in otherproduct categories. Brand Intel needs amakeover to be relevant in the newscenario. On 5th January 2006, PaulOtellini, Intel’s new CEO unveils Intel’snew branding strategy. Central to the effortis the first new corporate logo in morethan three decades, new brand architecture,and an endeavour to align brand Intel to itsnew markets.


• The case discusses Intel’s marketing andpromotion strategy over the year

• Its component branding strategy

• The case discusses the reasons behindthe change required in Intel’s marketingstrategy

• Intel’s rebranding initiatives.

Industry TechnologyReference No. MAR0049PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Intel; Microprocessor Industry;Innovations at Intel; Paul Otellini; Intel’snew branding strategy; Intel’s newcorporate logo; Re-branding Intel;Pentium; Intel inside; Leap ahead;Viiv;Centrino; Core 2 Duo.

Extending Kit Kat’s Product LifeCycle

Nestlé’s Kit Kat is the largest sellingchocolate brand in the United Kingdom(UK). Since mid 90s, Kit Kat’s sales havebeen deteriorating. The case discusses KitKat’s growth strategy, product line, brandextensions and brand variants. It alsofocuses on the measures undertaken to givea new lease of life to the mature brandthrough brand extensions, new variants,innovative promotional schemes andglobalization efforts. The case discussesNestle UK’s revival strategies to bring backthe glory that Kit Kat enjoyed for years.


• To discuss the growth strategy of KitKat

• To understand the factors that lead theproduct to its maturity

• To discuss the product Life cycle of KitKat

• To discuss the revival strategy of kitKat to make a comeback.

Industry Confectionery IndustryReference No. MAR0048PYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

chocolate; have a break have a kitkat;nestle; sales down; market leader; productlife cycle; Rowntree Ltd.; competitors; redand white wrapper; brand extension;cadbury; product poliferisation; paulgrimwood; reversing strategy; countlines.

CRY in 2006: ChangingPerceptions

Child Rights and You (CRY) is an Indiabased Non Government Organisation(NGO) which works for restoring the rightsof the underprivileged children bypartnering with corporates, other NGOsand interested individuals. It providesfinancial as well as any other help to allthose who wish to help the needy children.CRY has been functioning since 1979 andhas been successful at gaining trust andcredibility by appealing to public emotions.In 2006, CRY changed its approach. Itsubstituted the relief in its name with rightsand came out with a brand new campaign.The new campaign was absolutely differentfrom its earlier image. The case discussesCRY’s image change, the reason behind itand the challenges it faces due to it.


• To discuss the shift in CRY’s approachfrom ‘relief’ to ‘rights’ and the changein its positioning

• To discuss CRY’s image makeover andthe new advertising campaign of theNGO.

Industry NGOReference No. MAR0047PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

CRY (Child Relief and You); NGO; Namechange; image makeover; CRY’s marketingefforts; Direct mail appeal; CRY shop; CRYbuddies; CRY campaign; The child rightscharter; Brand positioning.

Coca Cola’s AdvertisingStrategies: Changing with Times

Coca Cola is the world’s largest beveragecompany and one of the most powerfulbrands. Rival Pepsi has also beencompeting at a close second and in late2005, Pepsi overtook Coke in marketcapitalization. In an attempt to stay atthe top, in 2006, Coke launched a newadvertising campaign followed by productlaunches and innovative packaging. Thiscase focuses on Coke’s advertising strategiesover the years and its new campaign.Previously Coke had given record breakingcampaigns but since more than a decade allits advertising campaigns had beenunsuccessful. The case discusses how Cokehad come up with a brand new campaignand it was confident that its new campaignwill do the required magic.

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• To briefly discuss the US beverageindustry scenario and the two majorplayers – Coke and Pepsi operating in it

• To discuss Coke’s advertising strategiesover the years and their impact on thecompany

• To discuss the new campaign – ‘welcometo the coke side of life’ launched in 2006.

Industry BeveragesReference No. MAR0046PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coca Cola; Advertising strategies; he Cokeside of life; The beverage industry;Advertising Campaigns; Coke’s marketingcampaigns Pepsi’s advertising strategies;Pepsi challenge; New Coke; Coke’sadvertising strategies over the years; Cokein 2006; Make every drop count; Flavourextensions.

Marlboro: From Mass Marketingto New Age Promotions

The case traces Marlboro’s promotionalcampaign, in the US, right from the timeit was positioned as a cigarette for womento the present times (2005), when the brandis still going strong as a market leader withinnovative marketing strategies. The casehighlights the issue of change inpromotional landscape due to restrictionson advertising. In November 2005, asMarlboro celebrated its 50th birthday witha host of new age promotions, concernshave been raised that Marlboro is becomingcovert in its messages and more tougherrestrictions have to be placed. The casetries to analyse whether Marlboro willcontinue to be successful as the marketleader in the changing promotionallandscape and in the event of tougherrestrictions being placed on advertising


• To understand and analyse the effectsof subliminal advertising

• To study Marlboro’s promotionalstrategy with respect to the changingadvertising scenario in the US

• To analyse whether Marlboro willcontinue to be the market leader in theUS.

Industry TobaccoReference No. MAR0045BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Marlboro; Philip Morris; Altria; Tobacco;Cigarette; advertising; promotion; massmarketing; Events; Bars; Price promotions;Advertising ban; Burnett; cow boy;market-leader.

Star Wars: A Star BrandGeorge Lucas’ film Star Wars, apart forhaving a massive cult following, is one ofthe world’s most recognizable brands. StarWars was one of the first films to massmerchandise movie related products topromote the film. With merchandisegrossing more than $9 billion worldwide,Star Wars eclipsed all merchandising effortsof the Hollywood film industry. The caselooks at the manner in which the Star Warsbrand has grown and the factors behindthis growth. It also raises the question ofthe survival of Star Wars, the movie andthe brand, since the release of the finalfilm Star Wars Episode III: Revenge of theSith.


• To understand how Star wars brand hasgrown.

Industry Entertainment IndustryReference No. MAR0044BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Hollywood cinema industry; computergenerated imagining; animation brand;merchandising strategy.

Kroger: Serving Customersthrough Multiple Formats

Kroger is a conventional retailer thatmanufactures and processes food for itsretail operations. The company operatesover 2,500 grocery retail stores in 32 statesunder various store formats that includessupermarkets, low price warehouse stores,multi-department stores, conveniencestores, fine jewelry stores, and supermarketfuel centres. This case describes the variousstore formats adopted by Kroger to servethe diverse customers. This case alsodiscusses in detail the new store formatsintroduced by Kroger to cope up with thecompetitors like Wal-Mart and otherconventional grocery retailers likeAlbertsons and Safeway.


• Study the grocery retail industry and itsvarious store formats.

• How strong is Kroger in the competitiveworld?

• With new Marketplace format, canKroger continue to remain in the top?

• What other store format andmerchandise mix can Kroger follow tobeat competition?

Industry Retail GroceryReference No. MAR0043BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Grocery Retail Industry; Wal-Mart;Albertsons; Retail Operations;Supermarket; Supercenter; Business Model;Combo stores (Foodand Drug);Marketplace; Convenience store;Supermarket FuelCenters; Pharmacy;Natural Fooods; Fry’s Fred Meyer.

Bollenbach: Consolidating theHilton Brand

Hilton Hotels Corporation (HHC) is aleading hospitality company with revenuesof $3,819 million in 2003. The companyowns, franchises, manages, and developshotels, resorts and timeshare properties.The Hilton chain operates under severalbrand names including Hilton, Doubletree,Embassy Suites Hotels, Hampton,Homewood Suites by Hilton, Hilton GardenInn, Hilton Grand Vacations and Conrad.It operates over 2,400 hotels, mostly inthe US. It also operates in 15 othercountries. This case talks about the businessoperations of the company and alsodiscusses the brand building efforts adoptedby HHC through Honors (the guest loyaltyrewards), OnQ technology (CRM-drivenenterprise solution that provided access toguest profiles across all points of contact),advertising Campaigns and IT initiatives(such as self service check-in kiosks).


• The business operations of the Hiltonfamily of brands

• The nature of each brand

• How HHC can enhance each of itsbrand’s performance?

• The pros and cons of the brand buildingefforts of HHC.

Industry HotelReference No. MAR0042BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Stephen Bollenbach; CEO initiatives;Hotels & Resorts; Hospitality Industry;Luxury Hotels; Hotel Management; Brandbuilding; honors - the guest loyaltyprogram; One Services-CRM; Franchised

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hotels; Managed/leased hotels; TimeshareProperties Ad Campaigns; Self-servicekiosks; Business Operation.

Cafédirect Part A: Brand with aConscience

Cafédirect Limited, UK’s pioneeringFairtrade coffee company had beenfounded in the year 1991. The companyfollowed the Fairtrade business model thataimed at delivering quality beverages toconsumers and a fair deal to growers in thedeveloping world. The brand ‘empowered’the consumers by giving them a role inpromoting fair trade and also the farmersby paying them fairer prices and throughdevelopmental projects. The company hadset up its Gold Standard Policy whichguaranteed to always pay above the worldprice for coffee and to support the growers.The case talks about the Fairtrade businessmodel and questions whether Cafédirectcould become a successful brand, not justan altruistic one, while following the fairtrade model.


• Could discuss the Fair Trade movementin the US and Europe

• Discuss whether conscience brings inmore profit

• Discuss how Cafedirect would proceedin the market with this strategy.

Industry Hot BeveragesReference No. MAR0041BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Ethics; Corporate Social Responsibility;Fair trade; Hot Beverages in UK; CoffeeTrade; Alternative Trading Orgs; EthicalConsumerism; Instant Coffee MKT in UKFree Trade; World Trade; Conscience BrandTea & Coffee in UK; Speciality Coffee;Fair Trade Business Model; Cafedirect.

Absolut Sequel? A Case Study onAbsolut’s New Advertising

Campaign in 2006 in the USAbsolut Vodka is one of the best-sellingimported vodkas in the US. In 2005, it wasthe third largest spirits brand in the world.Despite being one of the top brands, itsmarket share fell, though the sales ofimported vodkas in the US had risen. AfterAbsolut vodka’s entry into the US in 1979,many vodka brands have been launched.Now, in 2006, the Absolut brand is startingto feel the pressure from competing brandssuch as Grey Goose, Smirnoff, Ketel Oneand Belvedere.

The parent company of Absolut, V&S Vinand Spirit, to regain its market share andto woo young drinkers, launched a massiveadvertising campaign in 2006. The printcampaign for Abslout in 1980 had madethe brand so successful, that the campaignwas carried on for the next 25 years. Afterthe first print ad, nearly 1500 print adswere released and the brand went on tobecome an icon. In 2006, the companyfor the first time decided to launch their adcampaign in the television. They alsocontinued their association with music bycommissioning celebrity musician, LennyKravitz to interpret the Absolut bottle. Theresult was a track known as ‘AbsolutKravitz’ which the listeners could downloadfrom the Absolut website. With this newcampaign, will Absolut be able to woo theyounger generation? Will it be able to standout in the overcrowded market? Will thisnew campaign recreate the magic like theearlier campaign?


• To study the vodka market in the US

• To understand the emergence and growthof Absolut

• To understand the objective of its pastad campaign and the brand’s successfulassociation with art, fashion and music

• To analyze whether Absolut can achievethe objectives it has set for itself withthe new ad campaign.

Industry Distilled Spirits/VodkaReference No. MAR0040BYear of Pub. 2005Teaching Note AvailableStruc.Assign. Not Available

Keywords

Absolut; Vodka; Distilled spirits;advertising; Sweden; Country of origin;smirnoff; Absolut perfecion; Ice hotel;fashion; Grey Goose; V&S; spirits brand;US spirits; premium vodka.

Stealth Marketing: R.J. ReynoldsTargeting Youth

During April 2006, R.J. Reynolds TobaccoCompany launched a new marketingcampaign in the US for its brand CamelWides. The campaign focused on youth.The company faced severe criticism forits campaign in the wake of increasedsmoking rates among young adults in theUS. It was not the first time the companyhad targeted to children and young adults.RJR faced protests from health analystsand industry observers for its tactics tolure the youth. But at the same time, RJRincreased it’s spend on spend onmarketing, while its ethical standingcontinued to be questioned.


• To understand what is stealth marketing

• To discuss how stealth marketing wasused by R.J. Reynolds.

Industry Tobacco/CigaretteReference No. MAR0039BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Reynolds; RJR; Tobacco; cigarette; Youth;children; Under-age; Smoking; Advertising;health; Ethical; Ban; Restriction; Criticism.

Wendy’s’ Advertising Strategy in2006: Where’s the beef?

Wendy’s, the third largest burger chain inthe world was known for its made-to-ordermenu items and emphasis on productquality. Wendy’s had differentiated itselffrom its rivals by targeting mature adultsin its tone of communication.

The demise of Wendy’s spokesperson for18 years, founder Dave Thomas, put thecompany through many iterative creativecampaigns.

In 2006, Wendy’s decided to target theAmerican populace in the 18-36 agesegment, while continuing to communicateto other segments, and tailored itsmarketing strategy accordingly. Itremained to be seen if Wendy’s attempt inappealing to youth would be a successfulone.


• To discuss how advertising can play avital role in the growth of a company.

Industry ElectronicsReference No. MAR0038BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Wendy’s; US; Fast food Industry; 2006;Wheres the Beef/Ad; McDonalds; BurgerKing; viral marketing; e-bay auction;Internet campaigns; quality; ESPN Chatroom; advertising; targeting youth.

Adidas in the USA:Bouncing Back?

Adidas had always developed state-of-the-art sports footwear, apparel andaccessories. However, rival Nike hadtoppled Adidas from the leadershipposition in the USA, using its strengths asa marketer.

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Adidas took over Reebok in 2005 tostrengthen its place in the USA market. Italso capitalized on its position as an officialsponsor of FIFA World Cup 2006 to launchaggressive campaigns. But analysts wereskeptical of Adidas’ success in the USA,considering Nike’s marketing muscle.


• To discuss about the fight between Adidasand Nike

• To understand how Adidas wasstrengthening its position in the US.

Industry Footwear Athletic ShoeReference No. MAR0037BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Adidas; Nike; Reebok; USA; Rival;FootwearFIFA World Cup;Sponsorship;Competition; Market Share;Mergers; Advertsing campaigns; Football;Brands; Olympic games.

Bank of Baroda: The Re-branding Strategies

It is generally said that change as a responseis not as definitive a measure of leadershipas change as a proactive step. Organisationsdo respond to demanding situations. Someresponses are turnaround strategies, someare restructuring strategies and some othersare re-engineering exercises.

Bank of Baroda with its 97 years ofunblemished history has ushered in an‘adaptive change’ as opposed to a‘technical change’ under the leadership ofits chairman, Dr. Anil K. Khandelwal. A re-branding exercise was taken up as a part ofthis change to revitalise the bank. It wasof a scale that had rarely been witnessed inany government-owned financialinstitution in India. The completemakeover of the external facade of thebank was completed in 53 days and thenew brand was launched on June 6th 2005.Within a month, the re-branding was hailedas a successful initiative by all quarters witheven the skeptics becoming believers.However, with the Indian banking industrybeing opened up to foreign players, thecompetition might blur these historicchanges.


• To discuss the relevance of branding inbanks, especially public sector banks

• To understand the Indian financialsystem and the evolution of the Indianbanking industry

• To make out or oppose a case forconsolidation in the Indian bankingindustry

• To delve deep into the concepts of brandand branding in the context of Bank ofBaroda

• To analyse the concept of brand equityas applicable to banks with specificreference to Bank of Baroda

• To contextualise the need for change,the process of change and continuousmonitoring of change envisaged in Bankof Baroda’s organisationaltransformation.

Industry Banking and FinancingServices

Reference No. MAR0036Year of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Indian banking industry and financialsystem; Product; Brand; Branding; Brandequity; Brand life cycle; Re-brandingstrategies; Re-positioning; Dr. Anil K.Khandelwal; Logo; Colour; Brandambassador; Celebrity endorsement; RahulDravid; Brand communication strategy;Internal and external communicationstrategy; Competitive strategy; marketshare; Need for Re-branding; State Bankof India (SBI) and ICICI Bank; India’sinternational bank; Public sector banks(PSBs); Liberalisation; Consolidation.

Gaming - An EmergingOpportunity

The gaming industry consisting of threesegments namely; console, computer andmobile was a $28 billion industry globallyand according to analysts, it could exceed$55.6 billion by 2008. The use ofinteractive technology to deliver embeddedadvertising messages through the media ofgames was referred to as, ‘Advertising intoGames’, which could be delivered in threeprominent ways (1) Around GameAdvertising (2) In-Game Placement and(3) Advergaming.

Games as an emerging media facilitated themarketers to have a much closerinteraction and a lasting impression withtraditionally difficult-to-reach-consumers.This was increasingly being done by eitheradvertising to the target segment based onthe game content or customizing the gameaccording to the message to be deliveredto the target segment. Though therevenues derived from advertising intogames was not significant yet, accordingto the industry analysts it was expected toreach $1 billion by 2010.

The case provides various details andcomponents of the gaming industry. Itattempts to identify the opportunities andchallenges that lie ahead for it to emergeas a successful media of future.


• To study the feasibility of an upcomingmedia for advertising

• To understand the advantages ofinteractive media

• To understand the significance of a userinvolved brand experience.

Industry Video Game IndustryReference No. MAR0035AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Branding; Marketing; Advertising;Emerging Media Opportunity; AroundGame Advertising; In-Game Placement;Advergaming; Video Games; ComputerGames; Console Games; Net Games; OnlineGames; Mobile Games; InteractiveEntertainment; Massive Incorporated.

Wal-Mart’s Brand Identity: LeeScott’s Reinvention

Wal-Mart, with its philosophy of‘everyday low prices’ has benefited millionsof consumers, as no other retailer in theworld offers so many products at suchcompetitive prices. But its sheer size andbusiness model had made it a prime targetfor critics. Labour unions have criticisedits labour policies and the media has doneits share in propagating how Wal-Mart’spurchasing power and business model is athreat to its suppliers and competitors.Plagued by the negative publicity and itsdownscale image, the once media-shycompany has embarked on a PublicRelations (PR) campaign under theleadership of CEO, Lee Scott to reinventbrand Wal-Mart. The company hasinitiated a ‘full brand identity programme’.


• To discuss Sam Walton’s philosophywhich transformed the dynamics of theretailing industry

• To understand the business model of Wal-Mart and its best practices in distribution,supply chain and logistics

• To discuss the growing PR and labourproblems at Wal-Mart and how it hasaffected the image and operations of thecompany

• To discuss Lee Scott’s brand reinventionstrategy at Wal-Mart

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• To analyse whether Wal-Mart’s brandidentity programme would result intransforming the image of Wal-Mart

• To analyse whether Wal-Mart’s newupscale image would alienate its corecustomers

• To discuss its future growth strategies.

Industry RetailingReference No. MAR0034Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Sam Walton’s philosophy; Brand buildingstrategies; Discount stores; Leadership;Public relations (PR); Brand extension;Brand image; Brand identity programme;Business model; Marketing strategy;Labour unions; Distribution and logistics;Supply chain management.

Tesco, UK’s Largest SupermarketGroup in US: Brand Building

StrategiesTesco, the number one retailer in UK, wasexpanding its operations into the US retailmarket. In the past, Tesco had beensuccessful in replicating its success in thedomestic market for its internationaloperations as well. The US retail markethas huge potential and offeredopportunities to international retailers.The company was also confident that itsUS venture would be a successful one andwas planning its brand building strategiesfor the highly competitive US retailmarket. But doubts remain about Tesco’ssuccess in the highly competitive US retailmarket.


• To discuss the various strategies adoptedby Tesco for its UK and overseasoperations

• To understand the competitive scenarioin the US retail market· To discuss theeffectiveness of Tesco’s brand buildingstrategies for its US operations, basedon its success in other countries

• To debate whether Tesco would be asuccess in the US.

Industry RetailReference No. MAR0033Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Tesco; Brand building strategies; TescoExpress stores; International expansion;US retail segment; Convenience storeformat; Wal-Mart; Acquisitions; Organicgrowth; US grocery sector.

Managing Reputation: Wal-Martvs Starbucks

Wal-Mart, the retailing giant, has alwaysbeen the target of critics. The companyhas been criticised for its approach towardsits employees, communities and the smallretailers. It has been accused of paying lowwages to its employees, discriminatingagainst women employees by paying themless wages and denying them promotions,and also for forcing its employees to workovertime. To turn the image of thecompany around and to build a goodcorporate reputation, Wal-Mart startedtaking steps to build its reputation. On theother hand, Starbucks has from its veryinception carefully built an image for itselfas a company having a good reputationamong its various stakeholders. However,the company also started facing increasingcriticism because of its reluctance to allowits employees to form unions and for thecompany’s alleged exploitation of coffeegrowers from developing countries. Tocounter these criticisms and to rebuild itsgood reputation the company has initiatedseveral steps.


• To debate on the veracity of variouscriticisms levelled against Wal-Mart

• To delve into Wal-Mart’s responses torebuild its reputation and whether thesteps taken would remove the veils

• To understand as to why Starbucks sinceits inception given great importance tobuilding a good reputation for thecompan

• To discuss the factors that resulted inStarbucks’ loss of reputation and thesteps the company has taken to rebuildits reputation

• To discuss the growing importance ofgood corporate reputation.

Industry RetailReference No. MAR0032Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Wal-Mart; Starbucks; Corporatereputation; Managing reputation;Employee relations; Public relationsstrategy; Howard Schultz; Unions;Discriminations; Customer service; Unfairlabour practices.

Ford’s Lincoln: The Re-brandingStrategies

At the time when Peter Drucker termedthe automobile industry as the ‘Industryof Industries’, it was dominated by three

big automobile manufacturers from the US;General Motors, Ford and Chrysler. Knownas the ‘Big Three’, they controlled morethan 85% of the US’ automobile market atone point of time. Their supremacy starteddeclining in the 1970s when foreigncarmakers, especially Japanese, offeredbetter models at lesser price to the USconsumers. As the industry witnessed atransition from mass production to masscustomization, General Motors, Ford andChrysler increasingly lost market share totheir foreign counterparts who betterunderstood the pulse of the US consumers.Ford was the worst hit amongst the BigThree. It faced falling sales and profit dueto a bloated product line, which was out ofsync with the market. As part of its planto regain its former eminence, Fordinitiated the re-branding of its Lincolnluxury-car brand. Lincoln, once the mostpopular luxury car in the US, had sincefallen into decline. The re-brandingprimarily centred around the re-naming ofthe Lincoln cars with alphanumeric names.


• To discuss the reasons underlying thecompetitive advantage enjoyed by theJapanese automobile manufacturers overtheir American counterparts in the USmarket

• To discuss why the Big Three failed towin customers in the era of masscustomisation

• To discuss whether Ford’s product profileis out of sync with the market

• To discuss the concepts of brand, brandimage and brand loyalty in the contextof Ford

• To highlight the re-branding of theLincoln brand and to discuss the reasonsfor its likely success or failure.

Industry AutomobileReference No. MAR0031Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

US automobile industry; Detroit’s BigThree; General Motors; Ford MotorCompany; Henry Ford; Chrysler; Toyota;Honda; Nissan; Industry lifecycle; Lincoln;Mass production; Mass customisation;Alphanumeric naming; Re-brandingstrategies; Market segmentation targetingpositioning (STP); Customer loyalty;Competitive advantage.

Global Branding Strategies of LGElectronics

From being known as a manufacturer ofcheap electronic goods, LG Electronics

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(formerly known as Goldstar) hadsuccessfully reincarnated itself as atechnological innovator and manufacturerof high quality premium products by 2004.Since the inception of its rebrandinginitiative in the mid-1990s, LG hasconsistently built its global brand and ispoised to conquer the US market througha massive brand building operation.


• To discuss the branding strategiesadopted by LG in different countries totransform itself into a manufacturer ofpremium electronic products.

Industry Consumer ElectronicsReference No. MAR0030Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

LG Electronics (LG); Global branding ofLG; Rebranding of Goldstar; Globalbranding strategy; Consumer electronicindustry; South Korean chaebols;Repositioning; White goods; Branddevelopment; Whirlpool; Samsung.

Hyundai’s Global BrandingStrategies

When Hyundai launched its vehicles in theUS market in the mid-1980s, it facedserious problems with its product qualityand within no time, came to be known asthe manufacturer of cheap but poor qualityand unreliable cars. However, since 1999,Hyundai has made a significantimprovement in its product quality andbrand image and came second only toToyota in ‘JD Power and Associates’ initialquality survey in 2004 with 102 problemsper 100 vehicles.


• To discuss the global branding strategiesof Hyundai, which helped it to transformits image from a late-night talk showjoke to a value-priced alternative toJapanese sedans and sports-utilityvehicles.

Industry Automobile and TransportReference No. MAR0029Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Hyundai Motor Company; Global sales ofHyundai Motor Company; Hyundai’s entryinto the US car market; Hyundai’s initialhurdles in the US car market; Brand buildingexercise of Hyundai; Hyundai’s sponsoringof global sporting events; JD Powers andAssociates ranking of Hyundai; Hyundai’s

US sales over the years; Hyundai’s productline-up; JD Powers and Associates initialquality survey 2004; Hyundai’s efforts toramp up its quality and brand.

Acer Inc.’s Spin-off, BenQ: BrandBuilding Strategies

Taiwan’s original design manufacturers(ODM’s) are anonymous companies thatmanufacture electronics components andproducts for global industry leaders likeNokia, Motorola, Dell, Sony and Apple.These contract manufacturers own someof the most efficient supply chains in theworld, and are capable of competing withtheir leading customers but for the lack ofa globally identifiable brand name. Acer,the Taiwanese computer maker’s spin-off,BenQ, is an ODM, which is attempting torise from obscurity by building its brandname using funds from its contractmanufacturing business.


• To highlight BenQ’s brand buildingstrategies

• To provide scope to discuss BenQ’sability to sustain the branding effortswhen its prominent customers aresevering business relations as thecompany evolves into their competitor.

Industry Wireless Telephone HandsetsReference No. MAR0028Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Original design manufacturer (ODM);Original equipment manufacturer (OEM);Taiwan contract manufacturing; Brandbuilding strategies; Corporate logo;Consumer electronics industry;Semiconductor industry; Real Madrid;Siemens mobile phone business; Stan Shih;Two dagger approach; BenQ bringingenjoyment and quality; Acer CompalQuanta; Eric Yu; Motorola Nokia.

Celebrity Endorsements: Nike’sRelaunch of The ‘Kobe’ brand

Nike, the largest seller of athletic footwearand apparel in the world, is known forroping in well-known celebrities toadvertise its products. Over the years, Nikehas reaped rich dividends by endorsing ofleading sportsmen like Michael Jordan,Tiger Woods and Andre Agassi. In 2003,Nike signed an endorsement deal withbasketball player Kobe Bryant.Subsequently, Kobe was accused of sexualassault and his image was tarnished.Although other sponsors dropped Kobe

Bryant as their endorser, Nike continuedwith the contract.


• To understand the history of Nike’scelebrity endorsement deals

• To discuss the pay-offs and risksinvolved in celebrity endorsements.

Industry FootwearReference No. MAR0027Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Kobe Bryant; Michael Jordan; TigerWoods; LeBron James; Andre Agassi;Marketing strategies; Brand positioning;Familiarity; Differentiation; Relevance;Advertisements; Image building; Productpromotion.

Cadbury Schweppes’ BeverageBusiness: Brand Unification and

the DilemmasCadbury Schweppes had grown its beveragebusiness through several key acquisitions.Due to increased competition from otherbrands and a shift in consumer tastes,Cadbury started losing its market share in2003. The company announced arestructuring plan to reorganise itsoperations. Part of the plan was tointegrate its three popular brands (Snapple,Dr. Pepper/7 Up and Mott) into a newunit, Cadbury Schweppes AmericasBeverages. The company also sold itsEuropean beverage business to concentrateon the beverage business of the US andAustralia. The move led to speculation byanalysts that the company may sell off itsentire beverage business.


• To discuss the restructuring strategy beingfollowed by Cadbury for its beveragebusiness

• To discuss whether Cadbury will be ableto face stiff competition in the beveragebusiness, especially in the US

• To discuss whether Cadbury will sell offits beverage business to concentrate onits confectionary business.

Industry ConfectionaryReference No. MAR0026Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Cadbury Schweppes Plc; Beverage business;Inorganic growth; Brand unification; Thirdparty bottlers; Management changes;

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C&C’s ‘Bulmers’ and ‘Magners’Brand: The Irish Alcoholic

Beverage Company’s BrandRepositioning Strategies

In 2002, C&C, Ireland’s biggestmanufacturer of cider, adopted a strategyto reposition Bulmers from a low cost ciderto a premium luxury drink. The companyincreased the price of Bulmers and reducedits alcohol content to change its image ofbeing a hard drink. After launching Bulmersin Ireland with its new image, C&Cintroduced it in the UK under the brandname, Magners.


• To discuss the successful repositioningof Bulmers in Ireland

• To discuss whether C&C would be ableto repeat the success, through Magners,in the UK.

Industry Non-alcoholic BeveragesReference No. MAR0025Year of Pub. 2005Teaching Note AvailableStruc.Assign. Not Available

Keywords

Brand repositioning strategies; Uniqueselling preposition; Core competencies;Brand image; Branding; Advertising;Packaging; Niche marketing; Valueaddition; Positioning; Diversification;Entrepreneurship; Leadership style;Product differentiation; Pricing.

National University of Singapore(NUS) Business School:

Christopher Earley’s BrandBuilding Strategies

In the 21st century, with family businessesrestructuring themselves and multi-nationalcorporations expanding their operations,the demand for management education inAsia is burgeoning. Due to visa restrictionsand the high fee structure in the US, anincreasing number of prospective AsianMBA applicants are turning to non-USdestinations like Europe, Singapore andAustralia. Management institutes in theselocations are re-orienting themselves tomeet the increasing demand by: (1) sprucingup their infrastructure; (2) revising theircurriculum; (3) inducting world-classfaculty; and (4) entering into collaborativeagreements with leading internationalbusiness schools. To keep pace with thesenew trends, the business school at theNational University of Singapore (NUS),

which is already known for its world-classexecutive MBA program, is trying toupgrade its programmes to global standards.


• To discuss the strategic and brand buildinginitiatives undertaken by NUS’ newDean, Professor Christopher Earley.

Industry EducationReference No. MAR0024Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Management education in Asia; Alternativedestinations for global managementeducation; Re-orienting MBA; Growthstrategies of business schools; Competitivestrategies of business schools; Top globalbusiness schools in Asia; Strategic allianceamong business schools; Collaborativeagreements between business schools;INSEAD in Singapore; Chicago GSB inSingapore; Destination for Asia?smanagement students; World-class MBA;Global EMBA; Management with a globaloutlook; Singapore ManagementUniversity.

France Telecom’s ‘Orange’:Renaissance of a Brand and

Rebranding StrategiesOrange, the global telecom brand, whopioneered innovative practices like talkplans, per second billing and calleridentification in the mobilecommunications market, was acquired byFrance Telecom in 2005. By extending itsbrand name to various services of FranceTelecom in early 2005, Orange has beenre-branding the global mobile operationsof its parent company. France Telecomviews this re-branding as the crux of itsNeXT (New Experience in Telecom)strategy, through which it aims to launch asingle web portal that would offer itscustomers unified access to all its services.


• To discuss the strategies adopted byFrance Telecom to reshape its globalbrand image.

Industry TelecommunicationsReference No. MAR0023Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Global telecommunication industry; Globaltelecommunication brands; Convergingcommunication technology; Global mobilecommunication market; Mobilecommunication brands; Competitive

advantage of Orange; Competitors ofOrange; Commoditisation of the mobilemarket; Personal communication network;Caller identification; Per second billing;Itemised billing; Digital mobile technology;Vodafone; NeXT (New Experience inTelecom) strategy.

Samsonite: The US LuggageManufacturer’s Branding

StrategiesIn the late-1990s, Samsonite transformeditself into a global brand by introducingnew product categories, improving itsexisting products and introducing newproduct lines. It also positioned separateproduct categories for its new targetcustomers – women and youth. In late2005, Samsonite introduced its newadvertisement with the tagline ‘Life is aJourney’ and plans to unveil its newSamsonite Black Label store format, whichwould offer its complete range of travelaccessories to its customers.


• To discuss the strategies adopted bySamsonite to maintain its image as apremium luggage brand against thebackdrop of the commoditised globalluggage market.

Industry AccessoriesReference No. MAR0022Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Global luggage industry; US luggage industry;Soft side and hard side luggage; Productcategories of Samsonite; Product lineextension; Growth through diversification;Positions of Samsonite products;Promotion through advertisement; Onestop shop for luggage; Multi brandingstrategy for Samsonite; Life is a Journey;Samsonite spinners; American Tourister;Samsonite Silhouette; Samsonite BlackLabel.

Private Labels in Europe:Potential Threats for Brands?

By early 2005, a major part of retail salesin Europe came from the private labels.Private labels in Europe had begun to emergeas alternatives to the brand name products.Brands created by Wal-Mart, Target andothers, began to eat into the market shareof the brand name businesses. This worriedthe brand name businesses like Procter &Gamble and Unilever, especially in theFMCG (fast moving consumer goods)sector. High concentration, bargainingpower of retailers and consolidations in

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the industry had contributed to the growthof private labels in Europe. By the end ofthe 20th century, private labels enteredproduct lines like beauty and cosmetics,which had been dominated by big brandnames till recent times. Private labels havebecome a lucrative business opportunityin Europe, while big brands were strugglingto cope with the new competition.


• To discuss the rise of private labels inEurope and the factors that contributedto their growth

• To discuss the comparative advantageof private labels over brands, for retailersas well as customers

• To discuss about the possible strategiesof established brands.

Industry RetailReference No. MAR0021Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Private labels; In-store brands;Comparative advantage; Higher retailermargins; Wal-Mart effect; Retailers’bargaining power; Consolidation in theindustry; FMCG (fast moving consumergoods) companies.

Americanism, Brand Americaand American Brands

Brand America, which has for a long timebeen the flag bearer of the brands thatoriginated from the country, has in recenttimes witnessed a steep downslide.America’s foreign policy towards Iraq andAfghanistan, its rejection of KyotoProtocol, and a wave of corporate scandalsresulted in growing anti-Americansentiments that began to worry AmericaInc as it witnessed a backlash against itsproducts. Along with Brand America,American brands also began to feel theheat.


• To understand the localisation effortsof the US based companies

• To discuss the extent to which consumerbehaviour would be affected by BrandAmerica’s blemished reputation.

Industry AdvertisingReference No. MAR0020Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Americanism; Brand America; Anti-Americanism; American brands; America?sforeign policy; Brand image; Backlashagainst brands; Localisation efforts;Consumer behaviour.

Oscar’s Brand Equity: At theCrossroads?

Of late, the reputation of the Oscars orthe Academy Awards for Motion Picturesat Hollywood, has come under scrutiny.Brand equity, measured in terms of theviewership for the television broadcast ofthe Oscar night, has been showing adownward trend. While the Academy ofMotion Picture Arts and Sciences maintainthat it is a matter of another blockbusterlike Titanic to pull the numbers up, filmjournalists opine that the main reasonmight be the failure of the Oscars to attractthe younger generation, the most wantedcrowd for the entertainment industry as awhole.


• To discuss the power of the Oscars as abrand and the brand equity it enjoyedfor a long time

• To discuss the causes for the downslideof Oscars and what could be done toregain its coveted position.

Industry Membership OrganisationsReference No. MAR0019Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Oscars brand equity; Academy Awards;Hollywood; Event broadcasting; Filmawards; Titanic; The Lord of the Rings;Golden Globes; Guild Awards.

Mattel Inc.’s Barbie: BrandMerchandising Strategies

Mattel Inc., which manufactures andmarkets the most popular American icon,the Barbie doll, was expanding themerchandise of brand Barbie to improvesales and to regain customer attention. Thebrand was affected in recent times by thechanging needs of the ‘tween’ girl market.As the ‘tween’ girls segment switched overto other playtime alternatives like videogames, the Internet and TV at an earlyage, Barbie sales dropped considerably. Tokeep the brand in tune with the changingneeds of the market, the company beganextending the brand into an array of newproduct lines like apparel, cosmetics, DVDsand movies.


• To discuss the brand merchandisingstrategies of Mattel Inc. and how theBarbie brand was extended to related andunrelated products

• To discuss whether the upstreamtransition of the brand Barbie intoproduct lines like cell phones, videos anddigital cameras is feasible

• To discuss whether Barbie would be ableto regain its fame through these brandextensions.

Industry Toys and GamesReference No. MAR0018Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Barbie; Mattel Inc.; Tween girl market;Preteens; Age compression; Marketsegments; Brand merchandising; Brandextension; Millennial generation; Babyboomers; Demographics; Generation X;Generation Y; Line extensions.

Roger Deromedi: Solving theBrand Portfolio Problems at Kraft

Foods Inc.Kraft Foods Inc., the number one food andbeverage company in the US and numbertwo in the world, was known for its bigbrands like Kraft and Philadelphia, in thecheese category. During the 1990s, thecompany launched a string of brands insuccession after acquiring General Foodsand Nabisco Holdings Corp., and movedinto other categories like crackers, snacksand pizzas. As Kraft expanded into morefood categories, it launched more brandsin the form of brand extensions,overloading its brand portfolio. When theprivate label competition with its lowerprices hit the big brands, Kraft Foodsdiscovered that it was losing on the newproduct development front. With no hard-to-replicate features that coulddifferentiate Kraft from private labels,customers increasingly shifted to theprivate labels. As Kraft Foods Inc. was busypromoting new brands, it missed majormarket trends in low-carbohydrate dietalternatives and organic foods. RogerDeromedi, who took over as ChiefExecutive Officer of Kraft Foods Inc. in2003, initiated steps to restructure andrealign the brand portfolio.


• To discuss the importance of maintainingequilibrium between new brands and newinnovative products for effectivemanagement of brand assets of thecompany

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• To discuss the effect of too many brand-launches in the form of brand and lineextensions that lead to diluted brandimage and brand cannibalisation.

Industry FoodReference No. MAR0017Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Roger Deromedi; Brand portfoliomanagement; Brand extensions; KraftFoods Inc; Private label threat; Lineextensions; Brand cannibalisation; Productinnovations; Nabisco Oreo crackers; Branddivestments; Brand equity; Brand value;Brand variants

Taiwan’s OEM Industry: Acer’sBranding Dilemma

Taiwan has been enjoying a growth in theIT industry with a thrust on OEM/ODM(original equipment manufacturer/originaldesign manufacturer) models, contrary tothe developed companies’ emphasis onbrand building. Taiwan came to be knownfor anonymous products manufactured onbehalf of their clients. AcerCommunications & Multimedia’scontract-manufacturing division suppliedcomputer peripherals and other electroniccomponents to multinationals like IBMand Sony, and at the same time alsomanufactured and marketed LCDs (liquidcrystal displays) and mobile phones underits own brand name. With Acer’s twobusinesses running simultaneously, aconflict of interests arose with the clients.To overcome the problem, Acer spun offits brand-name business as a new company– BenQ and the contract manufacturingbusiness was named Wistron Corp.


• To discuss the branding strategiesadopted by BenQ to establish its brandname, and its transition from a ‘no nameno logo’ product, to a branded business

• To discuss the viability of BenQ’sbranding strategies when others in theindustry abstained from brand-namebusiness.

Industry Computer HardwareReference No. MAR0016Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Acer Communications & Multimedia;BenQ branding; Conflict of interests; OEM,ODM (original equipment manufacturer,original design manufacturer); Taiwan

contract manufacturing; Productcustomisation; Brand building; Brand namebusiness; Globalisation; PC industry;Wistron Corp.

Real Madrid: From a FootballClub to a Media Brand

Real Madrid, the Spanish football club, hasbeen the only club to win the ‘EuropeanCup Championships five times in a row.The 100-year old club, which operates as asupporter-owned, not-for-profitorganisation was valued at $751 million asat April 2004.


• To discuss the strategies adopted by RealMadrid to position itself as a global mediabrand by leveraging on its portfolio offootball stars and its huge fan followingworldwide.

Industry Professional Sports TeamReference No. MAR0015Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Primera Division; European clubchampionships; FIFA (FederationInternationale de Football Association);The global football business; The mediasponsorship of football; Footballmerchandising; Top football clubs in theworld; Manchester United; Sources ofrevenues for football clubs; Branding offootball clubs; David Beckham as a brand;Strategic alliances of football clubs andcorporates; The football league systems indifferent countries; The governing bodiesof football; Top transfers in the world offootball

Gap and Banana Republic:Changing Brand Strategies with

FashionGap Incorporated, which operates retailstores under brand names GAP, BananaRepublic and Old Navy, each catering todifferent segments of the market,experienced brand cannibalisation. Thecompany changed the positioning of GAPwhen it discovered that both GAP and OldNavy were targeting the same marketsegment. But, a new problem arouse as GAPstarted competing with Banana Republicas it had done earlier with Old Navy. ThenBanana Republic was relaunched withrenewed focus on the modern fashioncasuals segment. However, after themakeover of Banana Republic, keeping intune with the fast changing trends in fashionbecame a major challenge for the company.


• To discuss the brand strategies of thecompany and the need for changingbranding strategies with the changingfashion trends

• To discuss the strategies implementedby the company to avoid brandcannibalisation by creating distinct brandidentity of its stores.

Industry Apparel and AccessoriesRetail


Keywords

Banana Republic; Brand cannibalisation;Brand clutter; Gap Incorporated; GAPstores; Old Navy discount stores; Discountretailing; Brand makeover; Redefiningbrand image; Value positioning; Boundariesbetween brands; Mickey Drexler at GAP;Fashion as brand strategy.

Burger King: Revitalizing theBrand

The Burger King brand took a severebeating in recent years owing to frequentlychanging advertising campaigns, newproduct failures and positioning strategiesof the company. In addition, the growinghealth consciousness, outbreak of foot-and-mouth disease and anti-obesity campaignsalso had their impact on the company. Torevitalise its brand, the second largest burgerchain in the US initiated a number of stepsfrom improving the interiors to newadvertising campaigns and improving thefranchisee relationships.


• To discuss the rebranding efforts ofBradley Blum who took over as the CEOof Burger King in 2003

• To discuss the brand managementpractices at Burger King.

Industry Fast Food and Quick ServiceRestaurants


Keywords

Burger King; Interbrand brand survey;Brand repositioning; Brand revival;McDonald’s; Whopper sandwich;Franchisee relationships; Drive-thruconcepts; Advertising campaigns of BurgerKing; Diageo plc; Price wars; Viralmarketing; Rebranding; Brad Blum.

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Master of Wine: Creating aUnique Brand

The ‘master of wine’ (MW) examinationconducted by the London-based Instituteof Masters of Wine is known to be one ofthe toughest to pass for wine researchersand aficionados. How tough it is can begauged from the fact that there are only245 MWs in the world since its inceptionin 1953.


• To discuss the development of the MWinto a unique brand and the efforts thathave gone into upholding the standardsset by the institute

• To discuss the true value of the MWbrand, given the fact that some of themost influential voices on wine are notMWs

• To discuss the exclusivity that isassociated with the brand and its limitedrecognition outside European countries.

Industry WineReference No. MAR0012Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Master of wine; Institute of Masters ofWine; Blind tasting of wine; JancisRobinson; Sheri Sauter; PhD of wine;Madame Bollinger Foundation; Wine andSpirit Education Trust; Wine buyers;Robert Mondavi.

ITC’S Branding StrategiesWith anti-tobacco legislations intensifyingin India, the Indian Tobacco Company(ITC) anticipates a difficult future. ITChas forayed into a number of unrelatedbusinesses like hotels, foods, apparelretailing, greeting cards, incense sticks andsafety matches. Despite its name beingsynonymous with tobacco in India for along time, ITC has been successful inestablishing non-tobacco brands for itslong-term survival, in case its core businessgets hit.


• To discuss the strategies adopted by ITCto create prominent brands in differentnon-tobacco businesses in India.

Industry Tobacco ProductsReference No. MAR0011Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Anti-tobacco legislations in India; TheIndian Tobacco Company (ITC); Tobacco

Products Bill, 2003; Multibrandinginitiatives of ITC; Cigarettes Act of 1975;Cable Television Networks (amendment)Act of 2000; ITC Hotels Limited; Kitchenof India brand; ‘Gold Flake Expressions’greeting cards; ITCs diversifications since2000; Corporate governance at ITC; ITCsfast moving consumer goods (FMCG)business; ‘Wills Life Style’ retail outlets;ITCs safety matches business; Wills Sport.

Internal Branding: The i-flex Wayi-flex started in India in 1989, and hasrapidly grown as one of the leadinginformation technology providers forcorporate, retail and investment bankingand mutual funds across the globe. Itsflagship brand, FLEXCUBE, is a popularproduct worldwide being used by 100financial institutions in 40 countries. Tostrengthen its corporate brand, i-flexadopted an internal branding campaign in2003 through which it initiated the processof transforming its employees into itsbrand ambassadors.


• To discuss the internal branding strategyadopted by i-flex, and how it helps thecompany to achieve higher sales targetsand offer better services through itsemployees.

Industry Information TechnologyReference No. MAR0010Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Corporate branding; Internal branding;Employees as brand ambassadors; Bankingand financial service industry;FLEXCUBE; i-flex Solutions Limited;NASSCOM; Universal banking solutionproduct; IT industry; Citicorp; Product-based business model; Service-based businessmodel; Kforum; i-opener; STRATECOM.

Corporate Co-Branding: Case ofYum! Brands Inc.

Yum!, a Fortune 300 company thatoperates franchises and company-ownedrestaurants of five major fast food chains,KFC, Pizza Hut, Taco Bell, Long JohnSilver and All American Foods, hassuccessfully implemented a co-brandingstrategy by combining two of its QuickService Restaurants at a single outlet.


• To discuss how Yum! implemented a co-branding strategy across its restaurantsand the synergies it gained thereof

• To discuss the potential rewards and risksof co-branding to individual brands.


Reference No. MAR0009Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Co-branding; Yum Brands Incorporated;Collaborative marketing; Taco Bell; Quickservice restaurants; Dual branded stores;Tricon Global Restaurants; Brand alliances;Yum’s multibranding; Incremental sales;Real estate cost economies.

Cirque Du Soleil: The Making ofan Entertainment Brand

From a small club based in Quebec, CirqueDu Soleil has grown to become one of theworld’s most recognised entertainmentoperations and a $500 million companyby 2003. Unlike traditional circuses, Cirqueshows did not include ringmasters oranimals. By combining traditional elementsof circus and the stage, Cirque created aproduct that helped it to differentiate itselffrom any other live show and circus.


• To discuss how Cirque Du Soleil manageddifferent elements of a show includingthe theme, the music, the ambience andthe costumes of the artists to create astrong brand and thereby attract hugecrowds

• To discuss the company’s plans to branchinto spas, restaurants and nightclubsextending the Cirque brand.

Industry EntertainmentReference No. MAR0008Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Cirque Du Soleil; Guy Laliberte; Mystere;Alegria; Quidam; Cirque Resort; La Nouba;Varekai; Zumanity; Cirque Du Soleil brand;Spas; Restaurants; Nightclubs; Club Cirque.

Branding Service: TheMcDonald’s Way

McDonald’s revolutionised the Americanfast food industry by bringing in thediscipline of production to one of the mostmundane activities like making burgers.Believing in a simple credo of quality,service, cleanliness and value (QSCV),McDonald’s became a formidable brand,figuring almost always among the top 10global brands.

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• To discuss how McDonald’s managedvarious aspects of its business to achievea brand identity characterised by the‘uniformity’ aspect

• To discuss the ability of McDonald’s toleverage its standardised operations bybuilding a brand around it.

Industry Fast Foods and Quick ServiceRestaurants


Keywords

McDonald’s; San Bernardino; Ray Kroc;Ronald McDonald; The QSCV (quality,service, cleanliness and value) credo;McDonald’s advertising themes;McDonald’s partner brands; ChickenMcNuggets; Big Mac; Happy Meals;McPizza; Burger King’s Whopper burger;Braille menu; Acquisitions; Fast-casualrestaurants.

Brand Extensions: The MaricoWay

Marico Industries Ltd., India, known forits flagship brands Parachute and Saffola,was the market leader in hair oil and edibleoil segments and enjoyed 100% marketshare in some niche categories. It pioneeredthe concept of branding hair oil in thecountry with its brand, Parachute, whichwent on to become synonymous withcoconut hair oil. But when the companyfound that its dependence on two of itsbiggest brands was turning out to be aweakness in the light of growingcompetition from FMCG (fast movingconsumer goods) majors like HLL(Hindustan Lever Limited), P&G (Proctorand Gamble), and other players, itintroduced a slew of products extending itspopular brands.


• To discuss how Marico used its brandand line extensions effectively tocombat competition.

Industry FMCGReference No. MAR0006Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Brand extensions; Marico Industries; Lineextensions; Capitalising on brandpopularity; Flagship brands; Productinnovations; Value added products;Umbrella brand; Sub brands; Brand loyalty;Product variants.

Branding: The Asian DilemmaWith the ever-increasing lookalikes in themarketplace, Asian companies haverealised the need to differentiatethemselves, not just on quality but on theiridentities. From being anonymous suppliersto established brands, Asian businesses havestarted asserting their identities throughstrategic branding. Although some Asianbusinesses still find it a costly idea toembrace, there do exist some success storiesof companies who have beaten all odds tocreate their global brands.


• To discuss the constraints faced by Asiancompanies while creating internationalbrands

• To discuss the strategies that can helpthe Asian companies in establishingglobal brands.

Industry Not ApplicableReference No. MAR0005Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Original equipment manufacturers (OEM);Samsung; Sony; Canon; Interbrand; PacificCorp; Cheoy Lee; Haier; Asian homegourmet; Lolita Lempicka; Laneige;Strategic branding; Brand marketing;BenQ; Euro 2004.

James Bond: A Meta Brand?James Bond or Agent 007, the fictitiousBritish spy created by Ian Fleming is oneof the world’s most recognised and lovedcharacters. The total revenue of all thetwenty ‘Bond’ films is over $3.3 billion,making the Bond franchise the mostprofitable movie franchise ever. Productplacement and brand partnerships in Bondmovies have risen exponentially. For DieAnother Day, the 20th Bond film starringPierce Brosnan and Halle Berry, theproducers reportedly signed deals with 20marketing partners who put in $120million towards advertising and promotingthe film worldwide. The partners includedFord, Omega, Revlon, Finlandia, Kodak,British Airways and Samsonite.


• To discuss the evolution of the Bondfrom a literary character to a brand inits own right

• To discuss the evolutionary nature ofpartnership deals the Bond movies havewith consumer brands

• To discuss the relevance of such mega-budget deals for both the producers of

the movie and the brands that associatethemselves with the movies.

Industry Not ApplicableReference No. MAR0004Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

James Bond; Ian Fleming; Ford; DieAnother Day; Brand partnerships; Productplacement in movies; Omega; BMW;Revlon; MGM; EON Productions; BritishAirways.

Electrolux in India: BrandingBlues

Electrolux, the Swedish white goods giant,entered the Indian market in 1995. Thoughthe company was an early entrant, it failedto grab market share like LG Electronicsand Samsung who also entered India duringthe same period. The company frequentlychanged its branding strategies, resultingin unclear brand positioning and decliningsales. Rajeev Karwal who took over as CEOin 2003 initiated steps to arrest thedeclining sales and review the brand.


• To understand how switchingbetween multibranding and umbrellabranding had resulted in unclear brandpositioning

• To discuss Rajeev Karwal’sstrategies to turn around the company.

Industry Consumer ElectronicsReference No. MAR0003Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Electrolux; Consumer electronics in India;Rajeev Karwal; Kelvinator; Multibrandingstrategy; Umbrella branding; Turnaround;Ram S Ramsundar; Repositioning;Rebranding.

Managing Brand Reputation: TheCase of Coke, Pepsi and

Cadbury in IndiaWhen reports of pesticides in soft drinksand worms in chocolates hit the headlines,consumers’ ire against Coke, Pepsi andCadbury was palpable across India. Withindays, the brands became symbols ofdisrepute and blame. The biggest asset forthese three companies, their reputation,was blemished beyond doubt. To protecttheir brand image and to regain consumerconfidence, the companies responded withpublic relation activities and advertisingcampaigns.

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• To discuss the efficacy of chargeslevelled against these companies

• To discuss the war-footing measuresadopted to contain the damage causedby the allegations and evaluate theeffectiveness of these measures.

Industry Beverages and ConfectionaryReference No. MAR0002Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Pesticide controversy; Coke and Pepsi;Worms in chocolates; Cadburys DairyMilk; Project vishwas; Symbols ofdisrepute; Damage control; EuropeanEconomic Commission; Brandambassadors; McCann-Erickson; ‘Safety’aspect; Aggressive multimedia campaign;Tagline; Storage requirements; Consumersentiments.

‘Brand CEOs’: The Case ofMartha Stewart

Martha Stewart, the businesswoman whoturned the art of ‘home making andkeeping’ into a billion dollar business called‘Martha Stewart Living Omnimedia’, hasbeen one of the most recognised ‘brandCEOs’ in the US. But, her conviction in ascandal in early 2004, called for rethinkingof certain basic notions in the free-marketeconomies, corporate ethics, governmentregulation, and more importantly, the perilsand promises of personal branding.


• To discuss the episode of Martha Stewart

• To discuss the benefits and challenges acompany faces in the wake of a personalcrisis of its brand CEO

• To discuss the perils and promises ofpersonal branding in comparison tocorporate/organisational branding.

Industry Not ApplicableReference No. MAR0001Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Available

Keywords

Martha Stewart; Brand CEO; ImClone;Corporate scandals in the US; Insidertrading; Corporate ethics; Governmentregulations; Corporate celebrities; Personalbranding; Charismatic corporate leaders;US businesswoman; Designing; Corporatesocial responsibility; Securities ExchangeCommission; Martha Stewart LivingOmnimedia.

Ford's Bumpy Market Share: AMarketing Makeover?

Henry Ford, with 'low pricing' as the keymarketing strategy ruled the automobileindustry for about two decades in early 20thcentury. Ford Motors, which enjoyed a huge50% US market share during mid-1920slost to Sloanism and never regained thestatus it enjoyed. With Sloanismoutsmarting Fordism, marketing strategiesshifted to offering differentiated productswith style, speed and 'muscle' vehicles. Formost of the 20th century, mass marketersenjoyed a huge market share in US, as theautomobile industry was consolidated intothe 'Big Three'. During the second half ofthe 20th century, Ford along with GM andChrysler suffered quality, reliability andsafety problems, which led to the loss ofconsumer faith in US auto brands. Thisopportunity was rightly utilised by foreignautomakers, in particular the Japanese,with their quality and fuel-efficientautomobiles. With gasoline prices soaringhigh, consumers preferred buying smallerand fuel-efficient vehicles in the 21stcentury, in which the Japanese mastered inmanufacturing. Ford, with a 105-yearautomobile history, witnessed historicbumps in market share and struggled toimprove sales and brand perception withinnovative marketing strategies. Unable toconvert all mass-production units intocompact-car manufacturing units, Fordintends to promote 'Americanness' of USbrands (Flex SUV) with new marketingstrategies. Can marketing alone create amarket for automobiles?


• To analyse and debate on the role ofmarketing in Ford (1920–1980)

• To analyse the organisational alignmentin the light of impending changes

• To debate on the new marketinginitiatives of Ford

• To understand how the vision of topmanagers get obscured in identifying thecore business activities of companies overa period of time.

Industry Automobile IndustryReference MKS0159Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Ford, Big Three, US Automobile industry,Market Share, Marketing Strategies, JimFarleym Brand Perceptionm CustomerSatisfaction, Marketing MakeovermFirestone tyres, Standardisation, Mass-production, Henry Ford, Myopia

Reebok vs Nike in India:Reebok's Covert Marketing

StrategiesThis case, set in 2009, attempts to explorehow to retain market dominance insportswear market by not doing the obvious.The entry of foreign players into theIndian sportswear industry post-liberalisation brought in a newsophistication, and increased brandawareness among the Indian sportswearcustomers. In an intensively competitiveenvironment, Reebok and Nike emergedas sportswear giants. However, in spite ofNike being the No. 1 sportswear companyin the world, Reebok swayed away with thelion’s share of the Indian market. Amongothers, Reebok's prime strategy was toassociate itself with the cricket frenzyIndians. While Nike was wasting dollars onpromoting its brand through internationalsports persons, Reebok roped in top Indiancricket players to endorse its brand.Realising the importance of localising itsbrand, in December 2005, Nike won thebid to supply official kit to the Indiancricket team. In spite of this, Reebokgrabbed the attention of cricket viewersacross India by placing its logo on the batsof the Indian cricket players. While thecase gives an insight into the factors thatmade Reebok's marketing strategiessuccessful, it also questions whether Nikewill be able to gain leadership position inIndian market.


• To understand the evolution, growth andsophistication of Indian sportswearmarket

• To contrast and debate over Reebok andNike's marketing strategies in India

• To understand the applicability of covertmarketing strategies in an intenselycompetitive market

• To suggest ways and means for Nike togain a formidable market position anddebate over whether it's possible for Niketo be the market leader with maximummarket share in the Indian sportswearmarket.

Industry SportwearReference MKS0158Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

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Competition, Competitive strategy, Covertmarketing, Ambush Marketing, Marketing,Postioning, Branding, Market Leader,Reebok, Nike, Adidas,India, Sportswear,4Ps

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Corporate Blogging in India:Customer Relationship

Management Redefined?This case is written to discuss whether blogscan successfully serve as a CustomerRelationship Management (CRM) tool forcorporates. With the advent of theInternet era in the 1990s, the bloggingphenomenon – a success across the globe– percolated into the Indian scenario with14% of the Indian Internet users activelyindulging in blogging. Despite being in itsnascent stage, blogging culture has emergedas a rage amidst the Indian youth, whoregard it as a platform for self-expression.The vociferous nature of blogs combinedwith the growing Indian bloggingcommunity has made it imperative forcorporates to take notice of thiscommunication medium. With the aim ofinteracting with its customers andcreatively promoting products to attractnew buyers, many corporates havelaunched successful blogs. For instance,Hindustan Unilever Limited's 'Sunsilk Gangof Girls' and eBay's blogs are a huge hitwith the crowd. However, except for a fewstartups and cash-rich companies, blogs areyet to find wide-spread acceptance bycorporates in India. Regardless of itsbenefits, using blogs as a CRM tool hasraised many apprehensions. Shouldcorporates ignore the power of blogs? Canblogging act as a long-term and an effectiveCRM tool? With the ambiguity over blogs– being just a fad from the west or a reliableand enduring marketing and CRM tool –still far from resolved, the case delves intowhat should be done to make corporateblogging an effective CRM tool.


• To understand the evolution of blogs asa powerful 'social network' touchpoint

• To analyse and explore the businesspotential and business barriers of blogs

• To debate on whether blogs can becomeCRM tools/platforms.

Industry Not ApplicableReference MKS0157Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Corporate Blogging, CustomerRelationship management, CRM, India,HLL, Social Networking, Marketing, Blogs,Word of Mouth, Customers, Image,Communication, Publicity

Nokia‘s Rural MarketingStrategies in India: Reaching Out

to the Bottom of PyramidThis case, set in 2008, attempts to analysestrategies to succeed at the Bottom of thePyramid (BOP) through the example of'Nokia Life Tools', a service launched byNokia to tap the unmet information needsof rural farmers. Since 2000, the ruralmarket has emerged into a gold mine forMNCs wanting to expand their marketshare. Due to rising income level, literacyrate and disposable income, the ruralconsumer market has been growing at twicethe rate than the urban market, accountingfor nearly 50% of the sales of many productcategories like FMCG and consumerdurables. However, despite the boomingopportunities, companies, with exceptionto a few have not succeeded in the ruralmarket. The case delves into the factorsthat make succeeding at the BOP achallenge for marketers.

Nokia has been flourishing in rural India,by customising its phones according tomarket needs. However, how far does theNokia Life Tools service, an SMS-basedservice that would provide information onagriculture, education and entertainmentto farmers in return for a monthlysubscription fit with the rural needs andchallenges? The case delves into thechallenges Nokia would face in making itsnew service successful in rural India.


• To understand the dynamics of the ruralmarkets in India and analyse the needfor customising according to ruralmarkets

• To analyse the fit of Nokia Life Toolsin rural India

• To analyse whether Nokia will besuccessful or not.

Industry Not ApplicableReference MKS0156Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

Keywords

Nokia, Bottom of the Pyramid, RuralMarketing Strategies, Marketing,Marketing Strategies, MarketSegmentation, HLL, ICICI, 4Ps,Customization, BOP

Ford's 'Drive One' Campaign:Can Alan Mulally Drive through

the Trough?Referred to as 'industry of industries' (PeterF. Drucker), the US automobile industryhas gone through a metamorphosis. Not a

pleasant one though. Some view it as aself-inflicted wound while others say, it justhappens that way. But many others say, itis the beginning of a long-drawn end.

Henry Ford, father of automobile andfounder of Ford Motors, states, "You canget a Model 'T' in any colour you want aslong as it's black". And this statement – ina sublime and subtle way – spoke of thecontext. The company went on buildingits market share through mass productionenabled by assembly line manufacturing.Powered by critical mass, Ford dominatedUS automobile industry during the first 3decades of 20th century. Ironically, it tookno longer than two decades for its strengthsto become its weaknesses. General Motorscaptured the imagination of car customersby providing them with more stylish carsin a variety of designs and Ford had to playcatch-up for the rest of the century. Bythe turn of the 21st century, Ford wasbraving insurmountable and inevitable oddsin the form of rising healthcare costs,falling customer loyalty and steady declinein market share and profits. In 2007, itslong held fortress, the second spot, wasconquered by Toyota. Alan Mulally, anoutsider, brought in by Bill Ford to changethe gears and set for Ford a new direction,formulated a grand restructuring plan. Atthe heart of the plan, lies the 'Drive One'campaign targeted at complete imagemake-over of the company.

The case study can be used to analyse thecompany's problems on three fronts – thesteady decline in market share due to shiftin consumer loyalty, out-of-control coststructure due to exorbitant legacy costs andgrowing competition from the foreigncompanies. These are increasinglyexposing Ford's weaknesses in productmanagement. Can Alan Mulally drivethrough the trough with the help of his'Drive One' campaign? Could the newmedicine cure all the old ailments or atleast the symptoms?


• To analyse how the critical successfactors in the US automobile industryhave changed

• To analyse the business implications ofthe changing trends and industrydynamics

• To analyse the reasons behind Ford’sdeclining profits and falling marketshare

• To discuss whether the new campaigncould help Ford in emerging out of itstroubles.

Industry AutomobileReference MKS0155Year of Pub. 2009Teaching Note AvailableStruc.Assign. Available

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Keywords

Ford, US Automobile Industry, Big Three,Drive One campaign, Henry Ford, Model‘T’

Wal-Mart's 'Think Global, ActLocal' – Can 'Americanisation'

Have its Way?Wal-Mart while venturing out globallyfollowed the cookie-cutter approach,adopting its highly successful home-grownbusiness model into its new markets. Itcharacterised features such as Every DayLow Price (EDLP), streamlined logisticsand distribution system and customer-focussed business policies. Although thishad given the retailer considerable successin some of its international markets, Wal-Mart either failed or struggled to make animpact in other countries. In 2006, Wal-Mart withdrew from two of its keyinternational markets- South Korea andGermany, while the retailer was stillstruggling to survive in Japan. With theglobal retail market severely competitive,success in these markets becomes highlycritical. Retailers are forced to evolve amodel that is 'glocalised' i.e. one that istailored to meet the unique requirementsof a particular region or culture. This caseenvisages an analysis of Wal-Mart'sinternational experiences in the light ofits proven business model in the US. Whilehighlighting the success of Wal-Mart insome countries, it also discusses its failedadventures in South Korea and Germany.


• To comprehend the components of Wal-Mart's home-grown business model

• To discuss Wal-Mart's entry intooverseas market and the strategies itemployed there

• To trace out the reasons behind Wal-Mart's success/failure in its overseasventures

• To examine the feasibility of Wal-Mart'scookie-cutter approach.

Industry RetailReference MKS0154CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Wal-Mart; Global Retailer/RetailingIndustry; Going global; EDLP; Logistics;store formats; Americanisation; Wal-Mart's Failures; Home-grown BusinessModel; Marketing Strategies Case Studies;Cookie cutter approach; Alternativebusiness model; Wal-Mart's exit fromGermany and South Korea; Think Global;Act Local; International Expansion

The Price War: Netflix vsBlockbuster

Netflix, since its inception in 1997, wasknown for its revolutionary businessmodel. The success that the firm gained inthe online DVD rental market by 2003-2004 inspired several other players likeWal-Mart and Blockbuster to enter themarket. The increased number of newentrants for the segment intensified themarket competition. This led to a severeprice war between Netflix and Blockbuster– a big player in the DVD rental market,which intensified in 2007. The price warkept potential new players from enteringthe market. At the same time, it reducedboth the companies' profits. Analysts feltthat the severity of the price war wouldresult in the operating incomes of boththe firms dwindling for the next few years.It was felt that with such competition beingdetrimental to both the firms, they shouldinstead, pool their strengths to form astrong duopoly. Analysts also felt thatNetflix could merge with a strong player,like Amazon, till it was establishedfinancially to form a strong monopoly andblock all new entrants from the onlineDVD rental market in the US.


• To understand the concept of predatorypricing in duopoly markets

• To understand the business models ofNetflix and Blockbuster

• To analyse Netflix's pricing strategiesand Blockbuster's counter-acts

• To debate, how can a company grow(differentiate) when continuous pricecuts finally start affecting bottom lines?

Industry Consumer Electronic andComputers

Reference MKS0153BYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Online DVD Rental in US; Price War;Netflix; Blockbuster; Wal-Mart;Subscription based annuity model; BusinessModel; Predatory pricing; DVD; OnlineMovie Rentals; Amazon.com

Unilever’s Digital Media StrategyUnilever, one of the world’s top FMCGcompanies, has been going digital in itsproduct promotions. With the launch ofits AXE line of deodorant body-sprays, in2002, it realised that TV ads were notmaking the right impact on the targetconsumer group. Most target consumersspend more time on the Internet. So theystarted promoting their product online and

it became a huge success. After tastingsuccess with going online, they slowlystarted moving towards the use of digitalmedium for their product promotions.


The case study could be used to help thestudents understand:

• Importance of product promotions andthe significance of media in it

• Type of media used and the shift fromtraditional to digital media

• Influence of consumer preferences onthe selection of media and vice versa.

Industry Fast Moving Consumer Goods(FMCG)

Reference MKS0152Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Unilever; Marketing Strategies; DirectMarketing; Viral Marketing; OnlinePromotions; Digital Media Strategies;Event Marketing; Industry Life Cycle;Incumbent Strategies; Marketing StrategiesCase Study; Advertising; First MoverAdvantage; Fast Moving Consumer Goods(FMCG)

Bionade Soda (A): MarketingChallenges for an Innovative

BrandCompanies coming up with innovativemarket offerings often face challenges ofmaking potential consumers aware of theproduct, building the brand, generatingsufficient initial trials and ultimatelymaking a place for themselves in themarket. These challenges are particularlytough coping up for small-scale businesses.Marketing and promotions play a key rolefor successful commercialisation of a newmarket offering. With limited resources,small businesses often cannot affordspending on traditional marketing media.Bionade Soda was one such innovativeorganic drink, first of its kind in the world.Decreasing beer consumption and theconsequent financial crisis of his familybrewery led German entrepreneur DieterLeipold to invent an organic drink usingbeer brewing techniques. However, being asmall family firm, the makers of BionadeSoda did not have the requisite advertisingbudget to promote the drink. Distributorswere not ready to stock the unknownproduct and the makers of Bionade Sodawere struggling to successfullycommercialise the product. Drawingparallels to the innovative productBionade Soda, the case study highlights thechallenges of marketing a new product

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offering for a small family owned companyand provides a scope to discuss alternativemarketing techniques that they can adopt.


• To understand the new productdevelopment process

• To discuss the commercialisationchallenges of new product offering

• To analyse alternative marketingtechnique options for small-scalecompanies.

Industry Bottled and Canned Soft DrinkIndustry

Reference MKS0151AYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Bionade Soda; BIONADE InternationalGmbH; Privatbrauerei Peter KG (PeterBrewery); Germany; Alcoholic beverages;Marketing Strategies Case Study; Non-alcoholic beverages; Beverage Industry;Beer; Family Breweries; Family-ownedCompany; Changing industry trends; Newproduct offering; Innovation; Alternativemarketing techniques

Apple iPhone Price Cut: Is it aRight Strategy?

Apple Inc., one of the most renownedcompanies in the world for computertechnology, was ranked 121st by Fortune500 in 2007. Apple’s products includeApple TV, iPod, iMac and the iPhone.With mobile phones gaining prominenceand becoming absolutely indispensable,Apple decided to enter the market. Thecompany launched the revolutionarydevice, the Apple iPhone on June 29th2007, which combines the features of amobile phone and an iPod. Within twomonths of the gadget’s entry into themarket, Apple lowered the price of its 8gigabyte storage iPhone from $599 to$399 which sparked off a controversy. Thecase tracks the innovative features of theiPhone in the mobile phone industry,where the product lifecycle is short andthe market is highly sensitive. The casealso debates Apple’s pricing policies andfacilitates discussion on whether AppleiPhone’s price cut was the right move.


• The changing dynamics in thetechnology industry

• Pricing strategies of a new technologicalgadget

• Challenges faced by Apple after iPhone’sprice cut

• Significance of pricing and product lifecycle stage of a product.

Industry CellularReference MKS0150CYear of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Apple iPhone; Pricing Strategy; TemporalPricing; Skimming Price; Technologygadgets; Mobile Technology; Product LifeCycle; Price discrimination; MarketingStrategies Case Study; ConsumerElectronics

AXE Effect in the US: Successthrough Viral Marketing?

Unilever introduced AXE body deodorantin the US market in 2002. The launchsignalled the birth of a new male groomingproduct, body deodorant with odourcontrolling properties. In 2004, within twoyears of the launch, AXE became theleading brand in the $1.3 billion US men'sdeodorant market with an 80% marketshare, and a 13% share in the deodorantmarket. By 2005, AXE was the fastestgrowing deodorant brand and had achievedsales of over $100 million. Unilever madeuse of TV advertising, interactiveconsumer destination events linked to theproduct website and on-line video gamesto promote the product among the youngmales from the 18 to 34-year olds. Thecase talks about the direct promotionstrategy, where viral marketing played amajor role, adopted by Unilever to tacklecompetition in this segment.


• To illustratethe concept of viralmarketing

• To understand the dynamics of the USmens Deodorant market

• To understand how to successfullyintroduce a new product in a market,already having established players.

Industry Male Grooming IndustryReference MKS0149BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Unilever; AXE body deodorant; AXEeffect; Male body deodorant; Malegrooming market; Direct marketing;Consumer events; Viral marketing;Marketing Strategies Case Study; On-linepromotions; Multimedia promotions;Podcast ads; Event marketing; Maletoiletries

Ritz-Carlton: Moving away fromOld-World Opulence to Low-Key

EleganceThe Ritz-Carlton Hotel, an independentlyoperated division of the MarriotInternational has a world-wide reputationof treating its guests royally. Forgenerations, Ritz has been known for itsover-the-top luxury services and customercentric culture. But, by the mid-2000s thecompany realised that this old-worldcharm is not in tune with today's jet-setters,since the lifestyle and tastes of urbancustomers demanded a more relaxed andgraceful approach. In the wake of increasingcompetition, Ritz had begun to realise theimportance of an evolutionary makeoverin its style, to keep up with the changes incustomer in tastes. In 2005, Ritz startedundertaking several initiatives likerenovating its appearance, replacing itsformal dining rooms with trendyrestaurants and also making its servicestandards flexible to reflect acontemporary attitude to suit the tastesand preferences of the modern customers.Ritz feels that all these initiatives wouldhelp it remain relevant to the currentgeneration of customers. Analysts,however, feel that by undertaking theseinitiatives Ritz might run the risk of losingits long time customers.


• To understand the challenges posed byRitz's traditional approach to customerservice in view of the changing Gen Xcustomers' preferences

• To comprehend the strategies adoptedby the Ritz hotels to tailor its elegancein tune with the expectations of thepresent generation of guests

• To analyse whether Ritz's repositioningwould succeed in appealing to thecustomers.

Industry HospitalityReference MKS0148BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Ritz-Carlton; Hotel Industry; HospitalityIndutry; Makeovers; Repositioning;Customisation; Refurbishments; Customersatisfaction; Simon Cooper; TraditionalService; Old-World Opulence; MarketingStrategies Case Study; Traditional Service;Low-Key Elegance; Business Clientale

Vista: Can Microsoft make it aSuccess?

Microsoft Corporation is a multinationalcomputer technology company with

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annual global revenue of $44.28 billion. Itdeveloped, manufactured and supported awide range of software products forcomputing devices. After the success ofWindows 95, Windows 98, Windows 2000and Windows XP in 2001, Microsoft onJanuary 30th 2007, launched MicrosoftVista which was codenamed "Longhorn" inits developmental stages. Vista's mainobjective was to provide an improvedsecurity to the Microsoft driven operatingsystem, as security was the main problemwith Windows XP. Microsoft claimed thatit had prioritized improving the securityof Vista more than that of Windows XPand Windows Server 2003. Microsoftexpected to sell twice as many copies ofnew Vista operating system in its first yearof launch as against Windows XP in 2001.


• To understand the strategy behindlaunching a new product

• To understand Microsoft's strategy ofupgrading products and monopoplisingthe market

• To analyze whether Microsoft will beable to make Vista a success.

Industry SoftwareReference MKS0147BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Microsoft Corporation; Microsoft XP;Microsoft Vista; Security; SoftwareIndustry; Linux; Mac OS X; Longhorn;Operating System; Marketing StrategiesCase Study; Apple; Maintenance; PC Sales;HP; Crossfire; Aqua

"The Woman of Substance":Changing Face of Women in

Advertisements?Since the 20th century the status and roleof women in society has undergone amassive change. Consequently, the waywomen were portrayed in ads has alsoaltered. Conventionally, advertisers focusedonly on women's physical beauty andportrayed them as glam dolls. However, inthe 1990s, an enormous change occurredin the socio-economic status of women.As more and more women started doingjobs, the number of economicallyindependent women increased gradually.This created a new segment of workingwomen who had different needs anddemands. In accordance, the companieslaunched new products customized towomen. This prompted advertisers toportray women as confident, bold and self-reliant. Moreover, since early 2000sadvertisers portrayed women as super

woman who could balance her career andfamily responsibilities with ease. Althoughthe portrayal of women in ads has come along way and women have been placedalmost at par with men, the true equality isyet to be achieved.


• To understand the impact of society onadvertisements

• To give an insight into the socio-economic changes that occurred in the1990s which led to a massive change inthe way women were depicted in ads

• To analyse the status of women in ads aswell as in the society.

Industry AdvertisingReference MKS0146KYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Woman; Advertising; Society; FinancialIndependence; Purchasing Power; PotentialBuyer; Marketing Strategies Case Study;Family; Primary Decision Maker;Submissive; Sensuous Objects; WomanBuyers; Physical Beauty; Tradition; Imageof a Woman

Frito-Lays: Healthy FoodInitiatives

Frito-Lay, one of the world's leadingmanufacturers and marketers of snack foodproducts, is an operating division ofPepsiCo and provides varieties of snacksoptions. In 2005, Frito sold nine of thetop-ten snack chip brands in the USsupermarkets.

With the strong backing by its parentcompany, the company enjoys a strategicadvantage over its competitors, includingfinancial support, superior brand identityand product recognition. People havebecome more concerned about obesity andhealth. Keeping in mind, consumerpreferences and changing trends, in 2002,the company has ventured into the healthfood segment. Its initial efforts have notyielded significant results. In early 2006,the company has initiated a makeover ofthe majority of its products and has alsoincluded healthier offerings in its productportfolio to reinforce its image as a healthfood company.


• Growth of Potato chip industry

• Change in consumers taste andpreference/Growing health concernamong consumers

• Frito Lay's product revamping strategy.

Industry Food and Beverage IndustryReference MKS0145PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

Food & Beverage company; Obesity;Health consciousness; chips market;Marketing Strategies Case Study; Healthcare market; Nutrition Division; Directstore delivery system; Trans fat; Low carbdiet

Nestlé: Rejigging ProductPortfolio on the Health Plank

Nestlé S.A. (Nestlé) was a leading globalfood and beverage company. Nestlé'sproduct portfolio ranged from baby foodsand pet care to chocolates and mineralwater. However, the global food industrysaw declining sales. With consumersswitching to health food, the industry facednew challenges. So in 2001, Nestléincreased its product offerings by venturinginto the health food segment. Itrepositioned its products to take care ofgood nutrition, health and wellness. Thecase study discusses Nestlé's strategy forthe nutrition food segment and its attemptsto create a new market segment.


• Discuss Nestlé's innovation anddiversification strategy

• The concepts related to consumerpreferences and changing trends

• Nestlé's product line extension strategy

• To analyse the Nestlé's strategy tocompete with its rivals

• Discuss the future prospects of Nestlewith reference to increasing competition.

Industry Food and BeveragesReference MKS0144PYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

Keywords

Food & Beverage company; Obesity;Health consciousness; Innovator; Healthcare market; Nutrition Division; Aggressiveprice; Competitors; Marketing StrategiesCase Study; Market share; Product re-launch; low carb diet; Extended its productline; Growth Fund; Expansion throughacquisition; Promotional efforts

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Diageo's Global Strategy:Differentiated Marketing

"Segmenting, targeting and positioning"(STP) formed the base for marketingstrategies of any firm. Global organizationsused to segment the market eithercontinent wise or according to theeconomic development (i.e. developed,developing and under developed). But inalcohol industry, that might not be theproper criteria, as climate and traditionplayed an important role in consumerpreference. The industry was subdividedinto three major categories: beer, wine andspirit; and every market had their uniquecharacteristics. As branded beer salesaccounted for around 76 percent of totalbranded alcohol sales, the global playerswere primarily concentrated in marketingbeer products. Eight out of the top nineglobal alcohol companies were primarilybreweries. The only exception was Diageo,which was the leader in the global spiritmarket, and had presence in all threecategories through out the world. Thus,Diageo's global business strategies were quitedifferent from the others. Diageo hadfollowed a unique STP strategy so as tosucceed in such complicated andcompetitive environment. Diageo'sgeographic segmentation was quitedifferent from the usual continent wisesegmentation. Diageo intended to havecomplete category participation, ratherthan solely focusing on individual brandswithin categories. Accordingly, Diego'smarketing and investment strategies alsodiffered in different geographical segments.


• To understand the trends and structureof global Alcoholic Industry

• To have a brief understanding of theSpirit market and its driving forces

• To understand the concept of"Segmenting, Targeting and Positioning"(STP) with respect to alcoholic beverageindustry

• To understand the reasons behindDiageo's differentiating marketingstrategy

• To analyse the possible threats for adifferentiating marketing strategy.

Industry BeverageReference MKS0143KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Marketing strategy; Differentiated;Segmenting; Targeting; Positioning;Diageo; Beer; Marketing Strategies CaseStudy; Wine; Spirit; Beverage; Globalpriority; BRIC; InBev; Haniken; Sab Miller

Anheuser-Busch Goes Niche:Concentrates on China

"Segmenting, Targeting and Positioning"(STP) formed the base for marketingstrategies of any firm. Global organizationsused to segment the market eithercontinent wise or according to the level ofeconomic development (i.e. developed,developing and under developed). ButAlcoholic beverage industry was definitelya different ball game, as climate andtradition played an important role inconsumer preference. The global playersin this industry had varied in terms of theirbusiness and marketing strategies. Whilethe market leader Inbev and players likeSABMiller, Heineken etc. had applied massmarketing strategies; Diageo had stuck upwith differentiated marketing. A majorsurprise in the top bracket was Anheuser-Busch (A-B), which had successfully appliedniche marketing strategy and concentratedprimarily on five markets, US, Canada,Mexico, UK and China. But, the intensivecompetition and stagnation of most of itstargeted market had forced A-B to highlydepend on China's beer market. The hugemarket potential combined with ongoingeconomic development made China themost important target market for thecompany. But, going forward various socio-economic factors such as the overflow ofproducts, high transport cost, intensiveprice pressure, decrease of beer consumingpopulation, government regulations etc.might cause a major blow to A-B's nichemarketing strategy.


• To understand the trends and structureof global Alcoholic Industry

• To have a brief understanding of theChinese Beer market and its drivingforces

• To understand the concept of"Segmenting, Targeting and Positioning"(STP) with respect to alcoholic beverageindustry

• To understand the reasons behindAnheuser-Busch's focus on China

• To analyse the possible threats for aniche marketing strategy.

Industry BeverageReference MKS0142KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Anheuser; Alcohol; Beer; MarketingStrategies Case Study Segment; Niche;China; Tsingtao; Harbin; Yanjing; Inbev;SABMiller; Bud; Brand; Logistic;Advertising

Acer's Positioning in the IndianLaptop Segment

The gradual dissolution of tariff and custombarriers, increased competition amongstthe premium brands and continuedreduction in hardware prices propelled thegrowth of notebooks in the Indian market.Acer played a pioneering role in breakingprice barriers in this high-price segmentthat hitherto saw characteristic popularityonly with a small and niche group of buyerscomprising senior business executives andtechnocrats.

In order to corner a larger market sharethe company came up with innovativestrategies to make laptops affordable tothe highly prospective SMB and SOHOsegments. The case provides the reader aholistic picture of the notebook market inIndia, the various segments therein, thegradual shift in the purchasing pattern fromdesktops to notebooks, the companyprofile of Acer and the various strategiesthat it pursued for sustained growth.


• A holistic picture of the notebookmarket in India

• The various segments therein

• The gradual shift in the purchasingpattern from desktops to notebooks

• The company profile of Acer

• The various strategies that it pursuedfor sustained growth.

Industry Computer HardwareReference MKS0141KYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Acer; India; Laptop; Notebook; MarketingStrategies Case Study; Hewlett Packard(HP); IBM (International BusinessMachines); Compaq; Toshiba

Segmentation of Stores in BestBuy: Is It Really Customer-

centric?Since the late 1980s, Best Buy, the $30-billion-a-year company had ruled the USconsumer In 2002, Best Buy adopted theangel-devil strategy to identify profitableand non-profitable customers. Thecompany started preparing customer-profiles and collected data from each of itstransactions and interactions acrossmultiple brands, suppliers and third partysuppliers to create customer profiles. In2002, after studying the market, Best Buysegmented its store into five customer-centric categories. Each store catered to a

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specific product as characterised by theprofile of the customers. The companytrained its employees to focus on specificcustomers rather than on the product andalso modified its supply chain to cater tothe needs of the customers. Though theperformance of the customer centric storeswere better than the other Best Buy stores,a survey conducted by the company in2005 reported that some of its customerswere unhappy with the segmentation ofstores. In addition to this, competitors likeWal-Mart, Circuit City and Radio Shackwere gaining market share in Best Buy'sprofitable areas (DVD & television, HomeTheater equipments, computers and homeappliances). To combat competition andto satisfy customers, Best Buy decided tomerge its five segmented stores into threegroups. Analysts opined that whilesegmentation was an expensive proportionfor Best Buy, merging these stores wouldfurther drain Best Buy's financial resources.But other analysts felt that, since BestBuy's segmented stores performed well,managing cost would not be a majorcriterion for Best Buy. The company alsoplanned to expand its business in China.Industry observers felt that Best Buy wasjuggling too much. Would Best Buy'scustomer centricity live up to the customerexpectation and help in maintaining itsmarket position?


• To understand how a customer-centricsegmentation strategy was applied byBest Buy

• To analyse how a segmentation strategycould be an effective competitivestrategy for the retail industry

• To understand the different methods ofsegmentation affected by Best Buy.

Industry Retail IndustryReference MKS0140BYear of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Customer Centricity; Market Research;Point of Sale; technology enabled; Gureillaadvertising; Segmentation strategy; Angeland Devil customers; Marketing StrategiesCase Study; Multiple brands; Competition;Merging; Customer Profilling; Customerelectric market; Turnaround; Training ofemployees

Coca-Cola's Re-entry into the USRTD Tea and Coffee Market

Coca-Cola, one of the leading players inthe soft drinks industry in the US, enteredthe RTD tea and coffee market in 1991,but failed to succeed in its efforts. In 2001,

Coca-Cola re-entered the RTD tea andcoffee market by acquiring Planet Javabrand but witnessed failure due to stiffcompetition from Starbucks and Pepsi.

In 2005, due to the rising concern overobesity and other health-related issuesamong consumers in the US, Coca-Cola,the No.1 in the soft drink market,witnessed a decline in its market share by4.2%. To compensate over its loss and toexpand further, Coca-Cola decided to enterthe ready-to-drink (RTD) tea and coffeemarket. Though Coca-Cola had failed inits attempt twice earlier, it made a re-entryinto the US RTD tea and coffee market in2006 by launching a mid-calorie drink,Coca-Cola Blak. It was confident insucceeding this time, but analysts raisedtheir doubts about its sustenance due to thedomination of Starbucks which hadpartnered with Pepsi. Moreover, as RTDtea and coffee was a small and growingmarket, analysts were skeptical about thesuccess of Coca-Cola in the US RTD teaand coffee market.


• To understand the US RTD Tea andCoffee market

• To understand the soft drink market inUS

• To understand Coca Cola's re-entrystrategies in the RTD Tea and Coffeemarket

• To analyse whether Coca-Cola willsucceed in the US RTD tea and coffeemarket in its third attempt.

Industry Soft Drink IndustryReference MKS0139BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coca-Cola; USA; Marketing Strategies CaseStudy; Challenges; Brands; Marketing;Pepsi; Strategies; RTD Tea and Coffee;Starbucks

Wal-Mart and InStore TV: Worthan Investment?

Wal-Mart, undoubtedly the best and thebiggest in retail and grocery had also growninto a major network television broadcasterby 2006. And it had grown in such a waythat the Wal-Mart network was the fifthlargest TV network in the US. Wal-Martused its Network to advertise its ownproducts as well as other marketer'sproducts. Latest studies revealed that 70%of all purchasing decisions were made insidethe store. So had the advertisers beingshooting their dollars elsewhere and awayfrom their targets so far? And would the

shopping arena be another big advertisingwall for marketers? This case discusses thenew trend in out-door as well as Point-of-Purchase advertisements, and why a retailgiant like Wal-Mart was investing so muchmoney in a novel medium, that hasn'tproved its effectiveness yet.


• To study the reasons for Wal-Mart'sdecision to advertise on its TV network

• To comprehend how purchasingdecisions are made at the point-of-purchase

• To analyse how Wal-Mart should use theinsight of point-of-purchase decisionsto sell its products.

Industry RetailReference MKS0138BYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Alternate media; Wal-Mart; Advertising;Media fragmentation; Marketing StrategiesCase Study; US advertising industry; Digitalsignages; InStore TV; Premier retailnetwork; Point-of-purchase; Marketingchannels; Consumer; Out-of-home media;research

Guerilla Advertisements: BigFirms Going Guerilla?

From being a marketing and advertisingstrategy that was mainly developed forsmall startups with little or no marketingbudgets, Guerilla marketing had outgrownitself into a technique that was pursued bycompanies that had billions in sales andmillions as marketing and advertisingbudgets. By 2006 big companies likeMicrosoft, IBM, Adidas and many morecompanies viewed guerilla tactics as a mainstrategy to gain publicity. Many companiesalso went to the level of dirtying andvandalizing public roads and properties.This case details the basic concepts ofGuerilla marketing, the techniques used bycompanies with pictorial illustration andthe different vehicles they use. The casealso discuss whether Guerilla marketing wasgoing haywire and where the line ofrestriction be drawn.


• To understand the reason behind themergence of guerilla marketing

• To study how guerilla marketing hashelped marketers

• To know the guerilla tactics being usedby big firms

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• To analyse whether guerilla marketingwould continue to capture the attentionof the consumers

• To understand the fallout of suchmarketing.

Industry Not ApplicableReference MKS0137BYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

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Guerilla marketing; stealth marketing;word-of-mouth; unconventionaladvertising; Jay Conrad Levinson; InternetMarketing; Marketing Strategies CaseStudy; Spam Mail marketing; Viral Videos;WAM; Microsoft; Adidas; Ambushmarketing; Advertising on the moon

Enviga’s Marketing Strategy: WillCoca-Cola Succeed?

Coca-Cola Company was universallyrecognized as a market leader in soft drinkswith worldwide revenue of $23.1 billionand presence in over 200 countries (2006).The Company manufactured beverageconcentrates and syrups. The Coca-ColaCompany owned four of the world’s topfive soft-drink brands, which includedCoca-Cola, Diet Coke, Fanta and Sprite.

In America, sales of carbonated drinksdeclined a little in 2005 as governmentcampaigns and media coverage raisedconcerns over obesity. Bottled teas andnutrition-enhancers were big opportunitiesfor Coca-Cola. Sales of bottled teas weregrowing steadily and nutrient drinks had amarket of about $1 billion by 2006.According to a study conducted by theNational Center for Health Statistics,Americans opted for a healthy alternativeto their daily dose of energy instead ofcarbonated drinks. The study promptedCoca-Cola to go in for the calorie burningEnviga.

On 6th November, 2006, Coca-Cola alongwith Nestlé launched Enviga, a Nesteacarbonated canned green-tea drink. Envigaburnt 60 to 100 calories per three 12-ouncecans in healthy adults aged between 18-35years. For overweight Americans, therelease of Enviga was meant to bring goodnews. According to Coca-Cola, Envigahelped in reducing obesity. But accordingto doctors green tea was unlikely to makeanyone shrink, so the Center for Sciencein the Public Interest, an organization thatfocuses on health and nutrition issues inUS sued Coca-Cola and Nestle for their adcampaign of Enviga but the company hadno plans to change its claims.

In the recent past Coca-Cola had alreadyfaced two soft-drink flops out of their four

releases in the form of Coca-Cola C2 andVanilla Coke.

What would Coca-Cola's strategy be withthe new drink? Would it be able to make ita success despite the initial controversythat surrounded it? Would consumers taketo Enviga?


• To discuss the trouble faced by Coca-Cola in 2005

• To discuss Coca-Cola’s marketingstrategies for Enviga

• To discuss whether Colca-Cola willsucced in its new product.

Industry Beverages-Soft DrinkReference MKS0136BYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coca-Cola; Enviga; Nestlé; Nestea; Coca-Cola C2; Vanilla Coke; MarketingStrategies Case Study; Green Tea drink;CSPI; BPW; CCNR; EGCG; Weight Loss;Obesity; Calorie burning drink; Celsius

Smirnoff's Reunion With BondAfter a short hiatus, Smirnoff reappears inthe 2006 Bond movie, 'Casino Royale'.Since the first movie 'Dr. No' in 1962,Smirnoff had consistently placed itself inall the Bond films, except 'Die AnotherDay' in 2002. The reason which analystscited for Smirnoff's return to Bond movieswas that it was intimidated by Finlandia, arival Vodka maker, which placed its Vodkaas Bond's favorite in the movie, 'DieAnother Day'. Bond movies had been aperfect advertising medium for marketersto boost their product's image, and morethan 20 products were placed in 'DieAnother Day'. However, some consumeractivists were opposed to the practice ofstealth advertisement in movies and theytermed it dubious and deceptive in nature.But the marketing fraternity seemed tohave a high inclination towards movieplacements, and companies like Ford andBMW reportedly have paid millions tofeature in Bond movies. Unlike movies,product placements never had any kind ofcensorship. Hazardous products like alcoholand cigarettes were advertised indirectly inalmost every movie. Consumer rightsactivists loudly protested against thispractice, since they said it would influencechildren. Underage drinking became anincreasing concern among the Americansand Europeans and alcohol consumptionscenes in movies that too by popularactors, further influenced children to usealcohol. This case details the comeback ofSmirnoff in Bond movies, product

placements in Bond movies, productplacement industry in the US, and theeffects of alcohol placements on under-aged children


• To understand the Product PlacementIndustry in the US

• To analyse the association betweenbeverage advertising and film industry

• To provide an overview of the brandingstrategies of Smirnoff

• To understand the impact of alcoholplacements in movies.

Industry Alcoholic Beverages/ProductReference MKS0135BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Smirnoff; The James Bond; film industry;movie advantage; movie characters;advertising strategy; over-advertising;beverage advertising; alcohol placements;Bond's choice; Casino Royale; mediacampaign; underage children; legal drinkingage; Marketing Strategies Case Study; whitespirits market

Barbie: Less Attractive to Kids?Mattel, the largest toy company based onrevenues, was the manufacturer of Barbie,Hot Wheels, Matchbox cars and boardgames. Barbie dolls were introduced in 1959.With these dolls attracting kids, differentvarieties of Barbie dolls were released intothe toy market. Mattel dominated the toymarket till the late 1990s. But in 2001,when Bratz dolls were introduced, therealistic look of these dolls attracted kidsand they started abandoning Barbie dolls.Between 2001 and 2004, Barbie sales fellby 27.5% due to stiff competition fromBratz.

In 2005, MGA sued Mattel in federal court,accusing it of unfair competition,intellectual property infringement andserial copycatting. Due to the changingpreference of children for interactive toysand computer and video games, Barbieproduct line experienced decline in itsworldwide sales by 12.5%. To attract kids,Mattel started selling Barbie dolls with cellphones. It formed partnership with SingleTouch Interactive to sell Nokia cell phoneson purchasing My Scene Barbie productline and updated its website to make it moreinteractive. The company planned to forman alliance with Apple to introduce iPods.But analysts were skeptical aboutMattelâ•™s success. Would Mattel succeedin its efforts?

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• To understand the competition scenarioin the toy industry

• Barbie's copyright issues

• Changing preferences in the toy industry

• Mattel's strategies to adopt to changingpreferences.

Industry Toy IndustryReference MKS0134BYear of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Barbie; tweens; bratz; Jem; MarketingStrategies Case Study; Changing kids; declinein sales; Mattel; Interactive toys;electronic; Flava; My Scene Barbie;affiliation; disclose

Ugly Betty, an uncommon serialin the US television industry: Can

it improve ABC's fortune?Beginning 28th September, 2006, acomedy-drama series 'Ugly Betty' debutedon the American network AmericanBroadcasting Corporation (ABC) in the US.Ugly Betty was the American adaptationof a very popular Columbian soap opera;'Yo Soy Betty La Fea' (I am Betty theUgly) broadcasted in many countriesworldwide. Many adaptations of the serieswere also produced and aired in manycountries and had remained popular withthe viewers.

The show had an uncommon theme andwas based on the story of an intelligent butugly girl who gradually makes it big in thefashion industry. Its debut episode waswatched by 16.3 million viewers, makingit the most watched debut episode of a newseries till date. Within two weeks of itslaunch, Ugly Betty achieved good ratingsand maintained the position of one of thetop shows in its time slot. ABC was aprominent broadcast television network inthe US but its market share in terms ofviewership and top rated shows was slippingrecently. Would Ugly Betty repeat itssuccess like elsewhere among thefashionable and discerning Americans?Would the series help ABC to strengthenits market share and improve its record intop rated shows?


• To analyse the US television industryand viewership trends

• To understand the globalisation oftelevision serials

• To discuss the future of Ugly Betty andAmerican Broadcasting Corporation.

Industry Television IndustryReference MKS0133AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Ugly Betty; Yo Soy Betty La Fea; broadcastnetwork; United States; television industry;American Broadcasting Corporation; NBC;Marketing Strategies Case Study; CBS;television series; adaptation; prime time;viewership; market share; competition;programming; advertising; Hispanics;Salma Hayek; Jassi Jaissi Koi Nahin

Second Life: A unique marketingplatform

'Second Life' an online 3D virtual worldwas launched in 2003 and by March 2007it had over 4 million members who werecalled its residents. Everything in SecondLife was created by the residents with thehelp of simple 3D tools. The residents couldcreate their own 'avatars' (appearances),clothes, houses, entire cities and anythingand everything which their imaginationpermitted. Second Life had its owneconomy which was supported by its owncurrency called Linden dollars which couldbe exchanged with real US$ at the officialcurrency exchange of Second Life. Theresidents at Second Life could start theirown business in Second Life and obtaincopyrights for their virtual creations whichcould be extended in real-world as well. Theuse, buying, selling or trade of propertiesor items in Second Life contributed mainlytowards the economy of Second Life.Many residents derived real income fromtheir activities and businesses in SecondLife.

Second Life was regularly featured in leadingbusiness and innovation magazines. Withits rising popularity, many real-worldbusinesses and organizations also enteredSecond Life. Renowned names like Adidas,Toyota, Starwood Hotel & Resorts, SunMicrosystems, IBM, Dell, MTV, Reutersand Harvard Business School were a fewamong them. As on September 2006, theGDP of Second Life was reported at around$64 million. While being immenselysuccessful, Second Life was also surroundedby many controversies such as issues ofcopyright theft, adult content, virtualpolicing and inactive accounts.

The case with the use of a fictional settingof an apparel company aims at debatingthe suitability of Second Life as themarketing platform for their newlylaunched apparel brand.


• To analyse the business model of SecondLife; an online 3D virtual world

• To analyse Second Life as an emergingmarketing platform for renowned real-world businesses and organisations

• To debate on the suitability of usingSecond Life as a marketing platform.

Industry On-line GamingReference MKS0132AYear of Pub. 2007Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Second Life; 3D; virtual world; PhilipRosedale; online games; Linden Lab;residents; avatar based marketing;marketing platform; innovations;membership; business model; economy;Marketing Strategies Case Study; Lindendollars; copyright theft and security; Anshechung; real world business organisations;Toyota; Intel; Starwood; Adidas;controversies; virtual policing

Samsonite's RepositioningStrategies

The Denver-based Samsonite Corporation(Samsonite) founded in 1910, by JesseShwayder and his brothers began with justone product – a robust travel trunk built towithstand rough use in the American West.For over 90 years Samsonite establisheditself as a worldwide leader of the travelproducts. The success of Samsonite wasbuilt on a dual strategy of aggressive pricingand creating excellent high-tech luggage.

The multiple change of ownership alongwith several factors like aftershock of 9/11 bombings had affected Samsonite badly.In 2004, Samsonite appointed MarcelloBottoli to succeed Luc Van Nevel asPresident and Chief Executive officer.Bottoli effected a number of changes,moved the company's headquarters toLondon in 2006 and hoped to transformSamsonite into a leading travel solutionsand lifestyle brand selling handbags, shoes,watches and sunglasses.

Would Bottoli be able to make Samsoniteonce again 'a young' and a successful'lifestyle' brand?


• To understand strategies adopted bySamsonite to become leader

• To analyse factors that affect Samsoniteand its operation

• To understand the strategies adopted byBottli to lead the Samsonite.

Industry LuggageReference MKS0131AYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

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Samsonite Corporation; Repositioningstrategy; Footwear; Global LuggageMarket; Marketing Strategies Case Study;Positioning; Expansion Strategy; LicensedBrands; Marcello Bottoli; Time Wear

Marks & Spencer: RevivalStrategies

In 2007, Marks & Spencer (M&S), one ofthe largest retailers in UK was undergoinga revival. It was established in 1894 andremained as the topnotch retailer in UKtill 1990s. Starting from late 1990s it faceda period of decline and in 1999 the pre-taxprofits of M&S reached £655.7 million ascompared to £1,114.8 million in 1998.Not keeping itself abreast with changingconsumer preferences and fashion trendswere considered the main reasons for thedecline of M&S.

Starting from 1999, M&S initiated on itsrecovery plan and restructured itself whichyielded some benefits in 2000. In 2004,there was a change in top management atM&S and the new CEO Stuart Rose tookup the task of M&S recovery.

The case discusses the revival strategies ofM&S which mainly focused on keeping inline with customer requirements andchanging fashion trends. As a part of therecovery plan, M&S launched a new andeffective marketing communicationstrategy. The recovery plan showed gradualprogress and M&S return to profit wasconsidered to be an advertisement ledrecovery. The case aims to initiate a debatewhether the revival strategies of M&S willcontinue to pay-off and help in regainingits supremacy.


• To understand the dynamics of UK retailindustry

• To understand the corporaterestructuring

• To understand revival strategies andM&S

• To understand various promotionalstrategies and its importance in retailindustry.

Industry RetailReference MKS0130AYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

Keywords

Marks & Spencer; UK; Challenges in retailindustry; revival strategy; downfall; declinestage; Marketing Strategies Case Study;restructuring; leadership; advertising ledrecovery; promotional campaigns;

advertising; marketing communicationstrategy; market trends; competition; newentrants; clothing; food; International;home; Stuart Rose; new productintroduction

Marketing Fizzy Fruit to kids:Opportunities and Challenges

Fizzy Fruit is a carbonated fruit whichintensifies a particular fruit's flavor witheffervescences without altering itsnutritional value. Neurobiologist GalenKaufman with the help of a food scientistperfected the method of carbonating fruitand established the Fizzy Fruit Companyin 2005. The company had the mission topromote health, wellness and fitness amongchildren thereby reducing childhoodobesity. Fizzy Fruit was launched in US in2005 and the initial feedback was veryheartening. The company made manystrategic promotional tie-ups and had plansto make Fizzy Fruit available throughoutUS in a short time.

Worldwide, 22 million children wereoverweight among which the share of USwas the highest. Some of the factors thathad led to increasing obesity among kids inUS were unhealthy eating habits, peerpressure and influence of televisionadvertising. Marketers were increasinglytargeting kids, as kids influenced thespending of over $1.88 trillion globally in2002 and the figure was rapidly increasing.While the consumption of snack and junkfood was ever increasing, many healthyand 'good-for-you' products were also beinglaunched due to the rising awareness andpressure to curb obesity.

The case would initiate discussion on thefuture marketing strategies of The FizzyFruit Company to popularize Fizzy Fruitgiven the dynamic challenges involved inmarketing to kids.


• To analyse the buying behavior of kidsand their growing influence in makingpurchase decisions

• To debate on the role of ethics inmarketing to kids

• To discuss the opportunities andchallenges involved in marketing Fizzyfruits to kids.

Industry Packaged-FoodReference MKS0129AYear of Pub. 2007Teaching Note AvailableStruc.Assign. Available

Keywords

The Fizzy Fruit Company; US; Kids;Changing food habits; The role of kids;Marketing Strategies Case Study; Purchase

decision; Marketing to kids; Obesity; junkfood; snack food; good-for-you products;packaged food; functional food; fizzolator;marketing; schools; promotions; retailing;advertisement; television

Advertising and BrandingStrategies of Staples – The 'Easy'

CampaignStaples, the world’s leading seller of officeproducts, had launched "That was easy" asits tagline in 2003. This campaign was inresponse to customer demand for an 'easy'shopping experience. The case outlines thebackground of this campaign and thenintroduces the campaign itself. It then goeson to narrate how the success of thecampaign translated to the launch of the'easy' button, which later became Staples'fastest selling product and a desktopaccessory in the US. The case also outlinesthe various initiatives Staples hadundertaken at its stores to actually makethe shopping experience 'easy'.

The case offers scope for discussion onhow Staples could sustain this successfulcampaign. It also provides scope forteaching the importance of the advertisingmessage and how the message and itsexperience are intimately associated.


• To understand the importance of theadvertising message and its validity

• That advertising is only a subset ofmarketing.

Industry Retail-Office suppliesReference MKS0128CYear of Pub. 2007Teaching Note AvailableStruc.Assign. Not Available

Keywords

Staples; Office products and supplies; Retail;Tom Stemberg; Shira Goodman; MarketingStrategies Case Study; Tie-up, Brandingstrategies; Store layout; Shoppingexperience; Advertising campaign; "EasyButton"; Advertising story board;Sustaining campaigns; Successful advertisingcampaigns; Advertising Strategy

Old Spice: PG's RepositioningStrategy

Since its inception in 1937 by the ShoultonCompany, USA, Old Spice ruled the marketfor men's personal grooming products.Since the mid seventies, Old Spice wasstruggling with its image of an old brand,incapable of catering to contemporarytastes. This resulted in reduced sales andloss of leadership status in the market.However, the scenario changed when

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Procter & Gamble (P&G) acquired OldSpice in the 1990s. The case examinesP&G's strategies to revamp the archaicimage of Old Spice, with respect to the 4Ps of marketing (product, price,promotion, place) and its efforts to regainits lost leadership status. The case alsoanalyses whether P&G's efforts totransform Old Spice into an unbeatablemale power brand, would bear fruit.


• To understand and familiarize theconcepts of brand and role of brandingin marketing strategy

• To understand the concept of brandequity and how to create and retain that.

• To understand the concept of positioningand repositioning in brand management

• To analyze the operational aspects ofrevitalizing a brand

Industry Commercial and heavyconstruction

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Halliburton; KBR; Cheney; Iraq problem;Petrobus

New Distribution Initiatives at HLLThis case analyses the distribution strategyof Hindustan Lever Limited (HLL), the51.6% subsidiary of Unilever and thelargest FMCG Company in India.Traditionally HLL's distribution networkconsisted of wholesalers and retailers. HLLhad presence in 80 lakhs retail outlets andthere was 'one size fit for all' distributionstrategy to serve all those outlets. But dueto change in consumer demography,consumer behavior and market structure,the traditional distribution system failedto deliver the results. Urban customerswanted products with unique, value addedand customized offerings with convenientshopping. Apart from this, emergence ofrural market also forced HLL to change itsdistribution system. HLL dealt with thesetwo issues differently. For urban market itdeveloped different distribution systemcater to different type of customers. Alongwith this, it provided value added service,convenience and customized offering tourban customers. On the other hand, inrural markets, to increase brand awarenessand product availability, it introducedalternative distribution systems. Throughthese changes, HLL brought its brands closerto customers. HLL's approach todistribution was holistic and developed athree-way convergence of product

availability, brand communication andbrand experience.


• To understand the supply chainmanagement and logistics system inFMCG market

• To understand the effectiveness oflogistics system in rural market

• To understand the evolution of marketlogistics system

• To understand how effectiveimplementation of informationtechnology helps a company to makeits supply chain an efficient one

• To understand the importance of supplychain

• To understand the different types, natureof the supply chain.

Industry FMCGReference MKS0126KYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Hindustan Lever Ltd (HLL); FMCG (fastmoving consumer goods) industry; LeverBrothers; Hindustan Lever ResearchCentre; HLL's joint ventures; Soapbusiness; Distribution network; MarketingStrategies Case Study; Channelmanagement; Rural India; Efficientconsumer response; Project Shakti

FIFA Worldcup 2006: A Kickofffor Advertisers

FIFA World Cup was the largest sportingevent in the world which had a globalaudience of more than Olympics. Theadvertisers were very much eager to reachthe billions of possible consumers bysponsoring the event. Though sponsorshipin this event required huge amount ofmoney but still the advertisers took muchinterest in this event and were vying forsponsorship. The case gives an insight intoFIFA’s marketing strategy with thesponsors’ overview. Moreover it deals withthe stringent competition betweendifferent sponsors especially between thesporting goods giant, Adidas and Nike, withthe aim of leveraging the mega event.


• To understand the marketing strategiesadopted by FIFA

• To understand the categories ofsponsorships

• To discuss about the mileage received byeach brand

• To understand the sponsors overview

• To discuss the promotional activities ofdifferent companies

Industry Sports and RecreationReference No. MKS0125KYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Advertising; Promotion; Worldcup;Nike;Adidas; Budweiser; Philips

Toyota Tundra in US: TheMarketing Strategies

The full-size pick-up truck segment isconsidered to be the most profitable andthe fastest-growing segment in a slow-growing US automobile industry. It is alsohighly competitive with players like Fordand General Motors dominating theindustry. Over the years, Toyota, thesecond largest automaker after GeneralMotors, has established a strong presencein the car segment of the US auto-market.Following this, the company aimed toincrease its share in the light truck segmentthrough the launch of a new pick-up truckmodel in early 2007, called Tundra. In themarket for pick-up trucks, the buyers wereknown to be tremendously loyal to trucksmade by American companies. Thereby,in its efforts to market Tundra, Toyotapromoted the pick-up truck at eventsconsidered to be traditionally Americansuch as NASCAR racing, fishingtournaments, country-western concerts,etc. The company also made aninvestment of $850 million to establish anew plant at San Antonio, Texas, formanufacturing only Tundra vehicles andset a sales target of 200,000 units in 2007.


• To analyse the trends, consumer profileand behaviour in the light truck segmentof the US auto-industry

• To discuss the product-specificmarketing strategies adopted by Toyotafor the promotion of Tundra 2007

• To analyse the opportunities andchallenges facing Toyota Tundra in thefuture.

Industry AutomobileReference MKS0124Year of Pub. 2006Teaching Note AvailableStruc.Assign. Available

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US Automobile Industry; General Motors;Ford; DaimlerChrysler; Ladder ofconsumption; Planned Obsolescence;Conjoint Analysis; Consumer Profile and

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Shanghai Tang: Taking ChineseFashion to the World

‘Shanghai Tang’ (Tang) was the firstChinese luxury brand in the global fashionmarket. With “Made by Chinese” as itstagline, Shanghai Tang had made inroadsinto the fashion capitals of the world suchas London, Paris and Milan ever since itcame into being in the 1990s and hadestablished itself, with reasonable successas a Chinese luxury brand. In 1998,Richemont, the Swiss-based luxury-brandscompany, acquired a majority stake in Tang.Post-acquisition its executive chairmanRaphael le Masne de Chermont and itsMarketing and creative director JoanneOoi chalked out strategies that led to therevival of the brand.

Drawing plans for its future, Tang decidedto concentrate on the Asian markets whichcontributed to the majority of its sales.However, the Chinese luxury market, thethird largest in the world, was competitiveand demanding. It had been tapped bymajor fashion labels such as Prada, Armani,Hugo Boss and Gucci which were wellestablished in China and were preferred bymost high end Chinese customers. Whilefashion critics felt that Tang’s offeringsstill lacked the truly international touch,Tang’s chairman Chermont was positiveabout the brand saying that it wouldestablish itself as a world class label. Theissues highlighted in the case are whetherTang could i) establish itself in its homemarket ii) grow into a ‘truly global Chinesebrand’ iii) achieve this.


• To emphasise the challenges faced by anewly launched luxury brand in acompetitive environment

• To discuss the issues involved in buildinga global fashion brand.

Industry FashionReference No. MKS0123CYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Shanghai Tang (Tang); Richemont; fashionindustry; Chinese luxury goods market;Ethnic fashion; Global Vs local;promotionals; marketing; US fashionmarket; turnaround; fashion designing;consumer behavior; competition; Chinesefashion industry.

Advertising Strategies ofCoca-Cola: Can it be

Refreshed?Coca-Cola (Coke), the world’s largestcarbonated soft drink (CSD) manufacturerhad built its brand over the years throughconsistent and effective advertisingcampaigns making history over the years.In the recent times the company hadsuffered serious setbacks with a number ofcontroversial and negative allegationsleveled against it. Coke was increasinglybeing associated with health hazards andwas under threat in many of its keymarkets. Consumption of CSD, which wasits core business, had decreased and salesfell in Western Europe, Philippines andIndia. Active anti-Coke movements hadtriggered severe criticism from manysegments of society including students,environmentalists, labor-rights activists,employees and shareholders. In 2004,Neville Isdell, Coke Chairman and CEOdevised a plan to revive Coke. Called the‘Manifesto for Growth’, the plan includedseveral strategic initiatives includinginnovation, increasing marketinginvestment and introducing new productsin the non Carbonated Soft Drink market.

As part of the plan to revive the Cokebrand, ‘The Coke side of life’, a new globalmarketing platform was launched inDecember 2005. The company believedthat this global campaign would return thecompany to its former glory. Marketingexperts were however skeptical about this.They wondered if the new marketingcampaign would help offset the myriadcharges that beset Coke and help to revivethe brand.

The case enables students to appreciatethe advertising campaigns that helped buildthe Coca-Cola Company into a strongbrand. It also enables discussion on the newcampaign launched by Coke and itseffectiveness in overcoming its problems.


• To teach various elements of anadvertising campaign

• To discuss Coke’s new ad campaign inthe light of growing controversiesagainst its brand

Industry Carbonated Soft Drink (CSD)Reference No. MKS0122CYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Coca-Cola; Coke; Advertising Strategies;Trademark symbol; promotionalstrategies; Advertising campaigns; brandingcampaign; Coca.Cola’s successfulcampaigns; PR; Negative image; HilltopAd; Advertising slogans; Isdell; Manifestofor growth; The Coke Side of Life

Fenway Park, the BaseballStadium’s Decision to Stay on- A

Wise Move?“Fenway Park was the home ballpark ofthe famous Boston Red Sox baseball team.Red Sox team had built a passionate fanfollowing, despite not having won theWorld Series title in a span of 86 years.The fans’ obsession was also associatedwith the Fenway Park.

Built in 1912, it was not only the smallestpark among the Major leagues, with acapacity of around 36,000 spectators, butit was also the oldest. Moreover, theamenities at the park were the barestminimal and in some cases, insufficient.To address this issue, the previous ownershad talks about moving to a bigger andbetter ballpark. But this angered the fanswho considered the experiences at Fenwayas their birthright and felt that a new parkcould not create the same environment.However in 2005, the new managementdecided to be a preservationist of Fenwayrather than looking out for a new park.

Analysts felt this decision of renovatingthe park was also bleak as the structure wasvery old. By staying at the Fenway Park,expansion would not be possible on a largescale and the team would lose out on thebenefits of shifting to a new park.

The case allows for discussion on brandmanagement associated with a sportsfranchise and strategies to be adopted toenhance fan experience.


• To discuss strategies on brandmanagement associated with a sportsfranchise

• To discuss strategies to be adopted toenhance fan experience.

Industry Sports FranchiseReference No. MKS0121CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Fenway Park; Red Sox; Baseball franchise;Renovation; fans; brand management;franchise management; cost-benefitanalysis; stadium revenues; Yankees; WorldSeries Victory; Major League Baseball;ticket sales; fan experience; branding onemotions; emotional marketing.

HLL vs P&G: Price Wars - AnEffective Business Strategy?

Hindustan Lever Ltd., (HLL) Unilever’ssubsidiary was one of the main detergentplayers in India. By launching a pricewarrior, HLL overcame the competition

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from a host of local players like Nirma.But in 1991, HLL had to face toughcompetition from Procter & Gamble(P&G) which adopted price cuts as astrategy to improve sales. The price cutsinitiated by P&G saw HLL follow suit. As aresult of the price cut, P&G recorded anincrease in both value and volume shareswhereas HLL could increase its volumeshare only. However, HLL’s margins wereeroded significantly and it reported a dropin profits. This price war of 2004 wassignificant in the timeline of the IndianDetergent Industry.

The case while outlining the strategiesadopted by HLL and P&G in the detergentmarket provides a scope for discussion onthe effectiveness of the price-cuttingstrategy.


• To discuss price wars in an FMCG market

• To discuss how an established brand canbe overtaken by a new entrant throughprice-cutting strategies.

Industry FMCG SectorReference No. MKS0120CYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

HLL; P&G; Price Wars; Price cuts;Detergent market; FMCG sector; emergingmarkets; Indian detergent industry; Nirma;Market shares; profit margins; types ofmarkets; competition; marketing; strategy.

Shanghai Volkswagen: LosingFirst Mover Advantage?

Shanghai Volkswagen AutomotiveCompany (SVW) Ltd. was the first foreigncar maker to enter mainland China in1984. Since then it enjoyed marketleadership in China. In June 2004, SVWlost leadership in the car market when itsmarket share fell to an all-time-low of16%. A number of factors including growingcompetition, coupled with weak sales andmarketing teams, and a slow deteriorationin relationship with its joint venturepartner, seemed to contribute to the fall inmarket share.

The case discusses the dilemma and variouschallenges faced by SVW to regain its topposition in the Chinese car market.


• To discuss the various challenges facedby SVW to regain its top position in theChinese car market.

Industry Passenger Car IndustryReference No. MKS0119C

Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Volkswagen; Shanghai AutomotiveIndustry; First Automotive Works;Passenger car; market leadership; jointventure; WTO; Chinese Auto Industry;Confidentiality Agreement; Localisation;Santana; General Motors.

Ad Wars-Yahoo! vs GoogleIn 2004, online ad spending was growingglobally and accounted for 49% of totalrevenues of consumer advertisers. Someanalysts predicted that this would rise to$7 billion by 2007. Yahoo! and Googlewere in the middle of a fight in going afterthe ad dollars. While for Yahoo! advertisingaccounted for nearly 75% of its revenues,advertisers loved Google, too. Google’sbarebones ad format drove click-throughrates several times.

Yahoo! boasted a diverse online adportfolio not only selling ads next to searchresults but also doing big business with so-called “branded ads”. Google, by contrast,confined itself almost entirely tocontextual search-based advertising. Thecase attempts to present the strategiesemployed by these firms to be one up onthe other as the internet advertisingmatured.


• To discuss strategies of Yahoo and Googleadvertising

• To discuss the portfolio of Yahoo andGoogle.

Industry IT, Internet, Internet ResearchReference No. MKS0118CYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Yahoo; Google; Advertisement; Online ads;Google; Yahoo! Ad; Ad revenues; Adspending; Online advertisement; Online Adportfolio.

The Rise of Green Consumerism:Is it a Fad or is it “Sustainable”?

World over, economic development hascome at the cost of environment. Globalwarming, an outcome of greenhouse gasemissions, is the price the world pays forits over ambitious growth. Greenconsumerism, which is the use of individualconsumer power to promote lessenvironmentally damaging consumption,without compromising on the wants and

needs of the consumers, has evolved to actas a panacea to address this crisis. However,green consumerism carries its ownenigmatic aura and issues like its credibilityand purpose, remain to be answered. Thegap between green concern and greenconsumerism has been widened by thedifferent orientations given to greenconsumerism by various segments of thesociety. These differences in perceptionsand ideologies have intensified the debateon whether green consumerism is a strategyto save the earth or is it just a fancy of thedeveloped nations to provide a quick fixsolution to the problems, which they haveseeded.


• To highlight the impact of the economicdevelopment process on theenvironment

• To understand the fundamentals ofsustainable development

• To discuss the growth of greenconsumerism

•· To analyse the credibility andsustainability of the green products

• To debate whether green consumerismis an applicable solution or a utopiandream.

Industry Not ApplicableReference No. MKS0117Year of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Green Consumerism; Green Products; GreenConcern; Green Movement;Environmental Practices; ProactiveEnvironmentalism; Ethical Marketing;Green Wash; Environmental Exploitation;Environment Friendly Products; BuyingGreen; Global Warming.

Wikipedia: Can it Survive its OwnSuccess?

Wikipedia, the free content onlineencyclopedia has been successful despitethe industry’s expectations of it being adisaster. The company overtookestablished competitor EncyclopediaBritannica in market share and rules themarket. Its success though has startedcreating problems for it. Its popularity hasmade it vulnerable. The case discusses theproblems that Wikipedia is facing and willit be able to find its way out?


• To discuss the business model ofWikipedia, and its success

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• To discuss the strategies and features thatset Wikipedia apart from its main rivalEncyclopedia Britannica

• To discuss the criticism faced byWikipedia and the changes it plans tomake.

Industry MediaReference No. MKS0116PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Wikipedia; Online Encyclopedia;Encyclopedia Britannica; Wikipedia’sbusiness model; Criticism of Wikipedia;John Seigenthaler; Wikipedia’s success;Wikipedians; free content site.

UPS in 2006: Customer Service &CRM Initiatives

The $42.58 billion United Parcel Service(UPS) is the world’s largest packagedelivery company. To maintain its marketleadership, UPS depends on state of theart technology and innovative customerrelationship management (CRM)practices. UPS’ CRM strategy focuses ondeveloping one-to-one customerrelationships, while maintaining an ITinfrastructure with ‘dial-tone reliability’.

UPS uses a sophisticated data warehouseto capture all of the transactions andcustomer requirements throughout itssystem across the globe. Using businessintelligence and customer-focusedanalytical techniques it continues to exceedmost customers’ expectations and alsoprovide services before its competitors.UPS has reaped numerous payoffs fromthe millions of dollars it has spent onoperations research to build the proprietaryground and air supply-chain-optimizationtechnology, including saving hundreds ofmillions of dollars on its air deliveries. Inthe next two years (2006-08), it expectsmore benefits, by giving the drivers accessto data from the supply-chain-optimisation models in real time viawireless handheld devices.


• The case outlines UPS’ CRM initiativesover the year, how it has helped thecompany save costs, grow and retaincustomers. It also highlights theimportance of CRM in services industry.

Industry Air Delivery & Freightservices

Reference No. MKS0115PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

UPS; Customer Service; CRM Initiatives;UPS-brown colour; new initiatives at UPS;Innovative CRM Practices; UPSoperations; DIAD; COMPASS; UPSCampusShip; Online Courier; UPS’TadeAbility toold; Package flowtechnology; Quantum View Inbound; DIADIV.

Unilever in India - Giving a Newlife to Lifebuoy

Hindustan Lever Limited (HLL), theIndian subsidiary of Unilever, was thecountry’s largest fast moving consumergoods (FMCG) company. HLL hadextended many of its popular brands withvarying degree of success. After a phase ofstagnant growth for over a decade, HLL,decided to re-position Lifebuoy fromhealth bar soap to up-market family bathsoap. It also extended its product range togive new life to Lifebuoy. The case discussesthe new positioning strategy and discussesthe possibility of cannibalisation of HLL’sexisting products.


• To discuss the growth strategy of HLL

• To understand the factors leading to thestagnant growth of Lifebuoy

• To discuss the re-launch strategy toincrease the sale of Lifebuoy

• To evaluate the brand extension strategyof the company.

Industry Fast-moving ConsumerCompany


Keywords

Soap; Lifebuoy; Market Share; BrandExtension; Strategies; Value for money;Social Awakening; Competitors; MarketShare; Curved Shape; Re-launch; LifebuoyMix; Natural Ingredients; Target customers;Unilever.

The US Beer Industry: AddingCheer to Beer

In 2005, the $78 billion US beer industryhad more than 300 breweries but wasdominated by three major producersAnheuser-Busch, Miller Brewing andAdolph Coors, which together controlled80% of the market. However, in the firsthalf of 2005, the US beer industry saw flatconsumption trends, a decline in volumeand higher costs. Beer’s share of the USalcoholic beverage market had declined.

The three major players were also facingstiff competition from imports, a shift inconsumer preference to other beverages,and from the craft beer industry which wasthe only growing market segment in thedomestic beer industry. This case studydiscusses how the major players have usedinnovative advertising to enhance theimage of the beer, create brand awarenessamong consumers and to differentiate theirproducts in the beverage market.


• To discuss the dynamics of the US beerindustry

• To discuss the strategies adopted bymajor players to make a comeback

• To understand the factors affecting theUS beverage market.

Industry Beverage IndustryReference No. MKS0113PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

US beer industry; Brewing industry; Craftbrewing industry; Types of beer; Beerindustry scenario in US; Growth of lightbeer; Low carbohydrate beer; Mixed drinkconcoctions; Wine and spirit market; Bluelaws; Mexican beer; Beer advertisingstrategy; Beer packaging; No after tastebeer; Beer making process.

The Challenge in Store for GapInc.

When Paul Pressler (Pressler) takes chargeof the loss making Gap Inc in October2002, its three brands – Gap, BananaRepublic and Old Navy are losing marketshare. Though Pressler manages to bringthe company back into black, he realisesthat he cannot take the nascent turnaroundfor granted. He believes Gap has to targeta whole new kind of customer – one whodoes not currently shop at the company’sGap, Old Navy, and Banana Republic stores,to sustain the growth momentum. Heextends the existing brands and launches anew brand – Forth & Towne – targeting anew but extremely crowded segment. Willthe new chain be as successful as its sisterbrands?


• The case discusses Pressler’s turnaroundstrategy and his efforts to reposition GapInc, Banana Republic and Old Navy.

Industry Textiles/GarmentsReference No. MKS0112PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

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Turn-around; Banana Republic; Old Navy;Retail.

Starbucks in 2005: SustainingGrowth

Starbucks has been growing from strengthto strength in the last two decades at anaverage annual rate of 20% At the heart ofStarbucks’ success is a unique business modelbased on its products, in-store experience,service, human resource policy anddomestic expansion strategy. In March2005, Starbucks has pushed its long termgrowth target from 25,000 stores to30,000 stores while sustaining the 20%annual revenue growth over the next threeto five years. According to James Donald(Donald), CEO Starbucks, half of the30,000 new stores would be overseas.

To meet its ambitious growth targets,Starbucks has to cope with predictablechallenges of becoming a mature companyin the US. Its famed human resource policyis proving a drain on its resources. Abroad,Starbucks is still far from successful. As2005 goes underway, Donald and founder,Howard Schultz (Schultz) realize that theyhave to chalk out a fresh internationalstrategy and reinvent their domesticstrategy to sustain growth.


• The case outlines Starbucks’ uniquebusiness model, products, in-storeexperience, service, human resourcepolicy and domestic expansion strategy

• The case also discusses its internationalexpansion strategy.

Industry Retail-CoffeeReference No. MKS0111PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coffee; Expansion; Retail; Starbucks.

Reinventing AvonAvon is a leading manufacturer andmarketer of beauty and related products.Avon has a unique business model based ondirect selling. In mid-2000s, Avonwitnessed a sudden fall in its market sharedue to the customer’s perception of theirbrand being associated with quaint, middle-aged audiences. The case talks about Avon’s$500 million re-structuring exercise toreach new, wealthier customers. It discussesAvon’s efforts to re-invent itself in themarket without alienating its traditionallower middle class target audience.


• To discuss the business model of Avon

• To understand the factors leading to thedecline of company’ market share

• To discuss the re-structuring strategy toregain the lost market share.

Industry Cosmetic IndustryReference No. MKS0110PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Losing market share; beauty and relatedproducts; middle class target audience;changing trends; sudden fall; andrew jung;avon lady; competitors; catalogues; newproducts; celebrity advertising;rejuvenating image; restructuring;organization layer; new structure.

Pidilite Industries: FevicolSuccess Story

Pidilite Industries is an Indian companythat enjoys noteworthy success incraftsmen products and industrial specialitychemicals. The company’s most successfulbrand Fevicol and its sub-brands such asFevikwik, Fevibond, Fevigum, Fevistickand Fevicryl have consistently commandedover 70% of the total market share. In2005, Fevicol stood 24th among top 150Indian brands. The company has also beenable to stay head of its competitors in theorganized and un-organised sector. Thecase discusses innovative marketingstrategies adopted by Pidilite to enable anindustrial product like Fevicol carve outits niche as a consumer brand. It alsodiscusses the future outlook of thecompany to retain its dominating positionin the Indian market in light of increasingcompetition from multinationals and theunorganised sector.


• The case discusses innovative marketingstrategies adopted by Pidilite

• It also discusses the future outlook ofthe company to retain its leadershipposition in the Indian market.

Industry Adhesives and SealantsReference No. MKS0109PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Direct marketing; Advertising; Brand;International; Kitkol; Vamicol.

MTV – Staying Cool in the NewWorld

In 2006, the MTV empire is facing newthreats in the era of ipods, mobile phonesand internet. Though ratings are still strongfor many of the channels, the originalMTV is no longer the must-see it was.MTV is trying to generate revenues in thenew mediums like internet, digital mediumsand mobile telephony. MTV has initiatedseveral steps including outlining a ‘DigitalMarshall Plan’ which signals the end ofthe one-screen company. Tying all themedia together allows MTV to create afully branded experience at all contactpoints with its audience. With over 700million mobile phone users across the worldin 2005, MTV has decided to build viewersthrough the new medium – mobiletelephone screens. MTV has teamed withMicrosoft Corp. to launch a musicdownload service, ‘Urge’ to grab a chunkof the fast-growing $765 million musicdownload market. Will MTV be able torepeat its earlier successes in the newmediums?


• The case traces MTV’s growth strategy,the way its has adapted to changingmarket requirements and its initiativesto remain relevant in the newenvironment.

Industry Music IndustryReference No. MKS0108PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

MTV; digital Marshall Plan; reengineerMTV; MTV.com; MTV360; musicdownloads; streaming videos; brandedchannels; MTV on Mobile phone; digitalmusic; business model; Nickelodeon;Viacom.

Microsoft vs Intuit in 2005Intuit and Microsoft have had six previoushead-to-head contests – all of which Intuithas won. But the small business market,ranging from mom-and-pop shops tocompanies with a few hundred employees,is potentially too big and lucrative forMicrosoft to give up. Microsoft is makinganother atempt to capture a chunk of thelucrative $600 million small-businessaccounting market dominated by Intuit. Itis releasing a new software product,Microsoft Small Business Accounting.Intuit is planning to respond with a new,improved QuickBooks, code-named Denaliin November 2005. The outcome is crucialfor Intuit since the QuickBooks franchiseaccounts for more than 40% of itsrevenues. Microsoft has done its homewok

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well this time round, and seemingly learnedfrom its mistake. Will Microsoft succeedthis time around or will Intuit emergevictorious once again?


• The case discusses both Intuit andMicrosoft’s strategies to capture a shareof the small business market and analysesthe strength and weaknesses of theirstrategy.

Industry IT (Information Technology)Reference No. MKS0107PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Quickbooks; Quicken; Quickbase; SmallBusiness Accounting; Excel; Software;Market share.

McDonald’s: Evolution ofMarketing Strategy

The case discusses McDonald’s marketingstrategies over the years. McDonald’s hasfocused on delivering constantimprovement across each of the 7 P’s inaddition to developing friendly andmotivated staff, relevant menu offeringsand inviting locations. The three leggedstool – its trinity of national, co-operativeand local store marketing, has formed thebuilding blocks of McDonald’s marketingstrategies. McDonald’s has updated itsproducts and service successfully for a longtime with blockbuster innovations. In theearly 2000s, McDonald’s has outgrown itscore strategy of adding outlets to increaserevenue and profits. It has launched a seriesof marketing initiatives and staged asuccessful turnaround with new menuofferings, restaurants with a ‘snazzierlook”, new advertising strategy andimproved service. It centralizes marketingaround a single global voice that can becustomised by country, region, customerand occasion.


• The case elaborates on the importanceof the 7 P’s of services marketing anddiscusses McDonald’s marketingstrategies over the years.

Industry Retail-FoodReference No. MKS0106PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Ray Kroc; Customer Service; Retail;Growth; Franchisee.

Is Apple managing its 4 P’seffectively?

In March 2006, the $13.9 billion-Apple isat the crest of another marketing success.Its diminutive MP3 music player - iPodhas changed the world of music. This isnot the first time that Apple and its founderSteve Jobs have developed an iconicproduct with far reaching impact on theindustry. Notwithstanding the success ofiPod and iTunes, Apple’s future in the ITindustry is by no means guaranteed. Evenin 2005, Apple is considered a niche player,with no significant presence in themainstream market. Despite greatproducts, analysts fear that Apple can onceagain lose its lead in the market in the longrun. Is Apple managing its four P’s ofmarketing effectively? The case discussesApple’s marketing strategy over the yearsunder the 4 P’s of marketing.


• The case discusses Apple’s marketingstrategy over the years under the 4 P’sof marketing

• It also highlights Apple’s dependence oninnovative product line and innovationsfor continued success.

Industry Consumer Electronic andComputers


Keywords

Product; Price; Promotion; Marketingstrategy; Product Development; retailstrategy; Apple; iPod; iTunes; i-mac; SteveJobs; product design; pricing strategy;vertically integrated model.

Google in 2005: Searching forGrowth Engines

Google, widely recognised as the “World’sBest Search Engine” is the fastest growinginternet search company in the world.Despite the company’s tremendous successand overwhelming leadership in searchengines, few analysts wonder whetherGoogle’s laser like focus on search may besomething of an Achilles’ heel. Googleremains almost entirely dependent on itssearch engine for growth – a business thatis poised to slow. Google has introducedseveral new products. But most of theseproducts depend on text ads for revenuesand none of them are as successful as itssearch engine. As Google explores newavenues of growth, it will hit collision coursewith technology heavyweights like eBay,Motorola, Nokia, SBC Communications,and Verizon apart from Microsoft and

Yahoo! Inc Can Google maintain itsscorching pace of growth?


• The case traces Google’s business model,its advertising strategy, its HR strategyand its phenomenal growth

• It also discusses Google’s new plans tomaintain its growth momentum.

Industry IT(Information Technology)Reference No. MKS0104PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Google; Growth; Search Engine;Competition; Advertising.

FedEx in 2006: Continuing CRMInnovations

FedEx Corporation (FedEx) is the leaderin the intensely competitive overnightpackage delivery business. Founder andCEO Fredrick Smith (Smith) depends oninnovative customer relationshipmanagement (CRM) practices to gain acompetitive advantage over FedEx’s rivals.He stresses that knowledge about cargo’sorigin, present whereabouts, destination,estimated time of arrival, price, and costof shipment are as important as its safedelivery. He insists that a network of state-of-the-art information systems – asophisticated mélange of laser scanners,bar codes, software, and electronicconnections – be erected alongside the airand vehicle networks As FedEx strugglesto deal with the slowing economy anddepressed demand for its services in late2002, Smith realises that the companyneeds to do ‘more’ to retain its customers,without increasing its informationtechnology (IT) budget. It deploys newCRM software – 6X6 Transformation. Byalmost every account, FedEx’s use of IThas been successful. So why risk that andgo through this transformation?


• The case outlines FedEx’s CRMinitiatives over the year, which helpedthe company save costs, grow and retaincustomers. It also highlights theimportance of CRM in services industry

• The case discusses 6X6 Transformationand the new e-initiatives taken by FedExto keep ahead of its rivals.

Industry Air Delivery & Freightservices


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FedEx; New CRM software; 6X6Transformation; Fredrick Smith; CRM atFedEx; COSMOS; eCRM initiatives atFedEx; FedEx PowerPad; GOC.

Barnes & Noble vs Amazon.comAmazon.com (Amazon) is the world’slargest online seller of books, music andvideo products and arch rival Barnes &Noble (B&N), one of the largest physicalretailers of books in the US. Amazon rulesthe online selling market and B&N thougha well established brand name in physicalstores is trying to be the online marketleader as well. The case discusses B&N’sstrategies against Amazon. Both thecompanies are trying to capture largermarket share and increase sales. Will theirrespective strategies give them an edge overthe other?


• To discuss the market scenario in theUS book retail industry and the twomajor players operating in it – Barnes& Noble and Amazon.com

• To discuss the different strategiesoperated by both the companies and theeffects on their market share.

Industry Books and MusicReference No. MKS0102PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Online book selling; Amazon.com; Barnes& Noble; Book retail industry; Amazonlosing market share; Physical stores;Strategy; Competition.

Arvind Mills: World’s Third LargestDenim Manufacturer

Arvind Mills Ltd., an Indian textilecompany was established by the Lalbhaigroup in 1931 and was producing cottontextiles. In 1986, Arvind Mills decided tofocus on denim and target the internationalmarket. The company formed severalinternational tie-ups for technology andmarketing, but Arvind Mills was faced withissues such as the oversupply of denim,rising cotton prices and the rise inpreference for other garment material. Inspite of several failures, Arvind Mills madea turnaround and became the third largestdenim manufacturer in the world. The casediscusses the international marketingstrategies adopted by Arvind Mills. It alsodiscusses the company’s future plans,especially in the post- textile restrictionregime.


• The case discusses the internationalmarketing strategies adopted by ArvindMills

• It also discusses the company’s futureplans, especially in the post- textilerestriction regime.

Industry TextilesReference No. MKS0101PYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Denim; International; Marketing.

AOL in 2006: Redefining a GlobalInternet Service Provider

Despite a turnaround which has brought itout of red in 2003, America Online (AOL),the largest internet access provider has notbeen able to arrest the fall in subscriberbase. CEO Jonathan Miller (Miller) realisesthat to stay relevant, and to stay in business,AOL needs to redefine its business modeland change its strategy significantly. Toget a piece of the revived online ad market,Miller believes AOL needs to be a Yahoo-like Internet portal. Miller reorganisesAOL, starts making more content availableonline, and moves away from itssubscription-heavy revenue base in questof a bigger audience and more advertisingdollars. AOL adopts a more customercentric approach, targeting advertisers asthe target customers, and not thesubscribers who give AOL80% of itsrevenue. AOL starts offeringentertainment oriented programmingwhere advertisers can gracefully tuck admessages and launch new services.


• The case outlines AOL’s growth strategy,its old business model and the challengesit has been facing. It also describes thechanging world of internet and its newrequirements

• The case discusses AOL’s proposedbusiness model, strategy and newinitiatives.

Industry Internet Access ProviderReference No. MKS0100PYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Internet access provider; relaunch;subscribers; turnaround strategy; redefininga brand; broadband; aggressive pricing;revenue generation; online advertisingmarket; brand advertising; pop-upadvertisements.

Taguchi Method: MeasuringAdvertising Effectiveness

Marketers invest on advertising, to shareinformation on products, services andconcepts, and also to induce responses. Oneof their main goals is to transform theseresponses into sales, which reflects thereturn on investment (ROI). But themeasurement of ROI is seldom realised inadvertising because of numerous factors inan ad campaign that required testing. Thecase study talks about James Kowalick(Kowalick), who has done pioneering workin removing this uncertainty in measuringthe ROI or the effectiveness of an ad, byusing Taguchi optimization tool. Withpublished success stories on optimizingemail, direct mail and newspaper inserts,both on-line and off-line marketingcampaigns were found to be amenable toTaguchi optimization. Kowalick usedTaguchi optimization, to test smaller adsand arrive at the optimal ad which is thenused for a major roll-out, helping thecompanies to cut down their advertisingexpenditure and generate effectiveresponses. In 2003, he launched KowalickDirect, an advertising consulting firm inthe US which commercialised the use ofTaguchi method in ads. With clients rangingfrom software firms to furniture andmortgage companies, Kowalick is tryingto popularise the Taguchi methodology bycharging his clients only if he is able todouble the response rates. By giving dueemphasis to both creativity and marketresponse, Taguchi optimization isrevolutionizing the way advertising works,especially with more competitors offeringsimilar services at competitive prices.

The case study can be used to teach theconcepts of effective advertising, ROI inadvertising, the traditional methods of A/B Split testing and multivariate testing inadvertising, the evolution of Taguchimethod in advertising; and the use ofTaguchi optimization tool in on-line andoff-line media.


• To discuss how Taguchi can measuringthe ROI ot the effectiveness of an ad

• To understand the concept of traditionalmethods in advertising.

Industry AdvertisingReference No. MKS0099BYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Advertising Effectiveness; Return onInvestment; A/B Spilt Testing; MultivariateTesting; James Kowalick; Email Markating;Ad Spending in the US; Genesis of TaguchiMethod; TRIZ Optimisation; Successfactors in an ad; Taguchi Optimization in

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Cause Related Marketing inIndia: Maruti Udyog’s Example

By the 1990s, many of the leadingcorporations across the world had realisedthe importance of being associated withsocially relevant causes as means ofpromoting their brands. Cause RelatedMarketing (CRM) became the vehicle bywhich companies indirectly propagandisedtheir brands. ‘Maruti Udyog Ltd’ (MUL),India’s largest manufacturer of automobiles,was one of the major Indian corporationsto hop aboard the CRM bandwagon. Thiscase looks at MUL’s socially relevantinitiatives, which revolved around thepromotion of safe driving techniques. Italso examines the factors that lead to thesuccess of the CRM initiatives of acorporation.


• To understand the concept of causerelated marketing

• To discuss about Maruit’s CRMinitiatives.

Industry Automobile IndustryReference No. MKS0098BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Cause-related marketing; joint venture; highquality; fuel efficient vehicles; trafficmanagement; safety.

Hiccups in the launch of iTunesMotorola phone in the US

In 2004, Apple computers entered into anagreement with Motorola Inc. for themanufacture of iTunes Motorola phone.The revolutionary phone is to be a 2-in-1combination of an iPod and a cell phoneand is planned to be launched by mid-2005.The case highlights on the delay of launchof the product and reasons behind it. Thecase also highlights on the potential ofmusic in cellular phones and the reactionagainst the same from the wireless carriersin the US.


• The state of music in cellular phones inthe US

• Feasibility of the partnership of Appleand Motorola in the long run

• Reaction of wireless carriers in the USagainst iTunes Motorola phone.

Industry Cellular PhoneReference No. MKS0097BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

iTunes; iPod; Apple Computers; Motorola;Product Launch; iTunes Motorola Phone;Verizon Wireless; AT & T; E 399; US;Wireless carriers; Concept Testing; Musicin Mobile Phones; Press Play; E Music.

Making Milk ‘Cool’The case deals with milk losing its appealamong the school children and theincreasing preference to soft drinks in theU.S. A study conducted in schools in the St.Louis area, highlighted the popularity offlavored milk and packages with attractivegraphics. After the study, there was anincrease in the school milk consumption,but the dilemma is whether this increase inconsumption can be sustained for a longerperiod of time, especially when the softdrink consumption among children hasreached alarming rates in the US. Furtherschools in the US are tied in long termcontracts to supply a particular brand ofsoft drink. In return the schools receivedlump sum cash, furniture, computers,scholarship amounts and sponsorships tovarious school events. This is reason enoughfor the schools to enter into exclusivecontracts with soft drink companies. Insuch a situation, can milk be made ‘cool’for school children?

The case also highlights the ill-effects ofsoft drinks and also the efforts of variousorganizations to increase the consumptionof milk. The case brings in the efforts ofvarious organisations to brand milk in thepast such as the ‘got milk?’ campaign andother events to popularise milk amongschool children.


• To analyse whether a total ban on softdrinks at school can increase the schoolmilk consumption

• To understand the marketing lessons thedairy industry can learn from the colamanufacturers

• To know what the schools can do tomake milk cool.

Industry Dairy IndustryReference No. MKS0096BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Marketing; Dairy Industry; got milk? Dairyindustry; milk; soft drink; cola; soda;

promotion; Advertising; schoolconsumption; USDA Ethics; Food &nutrition; Health.

Gap’s bet on Store RevampingThe case deals with the revamping plansof stores of Gap Inc., one of the largestapparel retailers in the US. Gap’s same-store sales is facing decline. Based on theconsumer study, Gap is planning to revampthe look of its existing Gap stores. Thepilot phase involving stores at Denver endson a positive note. The new look increasesfitting room usage and shoppers’ stay inthe store. But can it increase the same-store sales? The case can be used to discussthe influencing factors in the store oncustomers and also to understand whetherchanging the look of the store can increasethe sales.


• To understand Gap’s retail storerevamping strategy

• To analyse the decline in the same-storesales of the Gap stores

• To understand whether store décor hasan impact on sales.

Industry Retail ApparelReference No. MKS0095BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Apparel; Gap; Store revamping; Fashion;Same store sales; In store elements; Storedesign; Redesigning; Retail divisions;Shopping Experience; Consumer research;Merchandise; Displays Format; Sales persquare foot.

Ampex: Turn around usingpatent licensing

Ampex Corporation (Ampex), was one ofthe earliest visual technology innovatorsof the US. The company got into afinancial crisis towards the early years of21st century. To come out of it, it bankedon its strong licensing division and startedfiling complaints with International TradeCommission (ITC). It filed law suits againsttechnology giants like Sony, who usedAmpex patents. It generated huge millionsof dollars from these giants, on account ofpatent licensing and royalty income andmanaged to stage a turnaround using therevenues from the same. However, industryexperts wondered as to how long Ampexwould be able to thrive only on the incomefrom patent licensing and royalty.

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• To discuss the turn around of a companyusing its patents

• To discuss the different kinds of patentsand its licensing implications in the US

• To discuss the fall of AMPEXnevertheless having so many patents andits future

• To discuss the ethicality of AMPEXturning to patent royalty when thecompany faced problem.

Industry ElectronicsReference No. MKS0094BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Ampex; Patent and Patent rights; Patentlicensing; Royalty income; USPTO;International Trade Commission; Stockvalue; Sony; Samsung; Canon; EastmanKodak; Patent terrorist/patent troll; Wal-Mart pharmacy; Next EstateCommunications.

Walgreens in 2005Walgreens was the top drug retailer in theUS, as of 2005. However, towards the earlyyears of the 21st century, it started facingstiff competition from mail orders. Mailorders gained huge popularity in the USdue to the huge price advantage offered bythem. Consequently, it became the fastestgrowing channel for prescription drugs inthe US. This was a real threat to Walgreenswhose major chunk of sales came from thesales of prescription drugs. ThoughWalgreens launched its own mail order tofight back against other mail orders,analysts were skeptical as to how long theywould maintain their lead in the US drugretail market.


• The state of drug store retailing in theUS

• Strategies of Walgreens in the US

• Growth of mail orders in the US

• Mail order threat to sales of prescriptiondrugs.

Industry Drug Store RetailingReference No. MKS0093BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Walgreens; Drug store retailing; Mail orders;PDMA; Pharmacy benefit managers;Advantage 90; Medco Health Solutions;

Snap Fish; Perscription Sales; Nonprescription sales; Distribution centres;CVS Rite Aid; Wal-Mart pharmacy; NextEstate Communications.

Chryslers Bet on Diesel Cars inthe US

In 2004, DaimlerChrysler (DCX) was thethird largest car manufacturer in the world.In the wake of increase in the gasolineprice and miles traveled per kilometer,Chrysler offered diesel-driven cars, whichwere more fuel efficient. But diesel vehiclesfaced lot of hurdles in the US market. Dieselvehicles also faced a threat from the hybridvehicles, which were gaining popularity inthe US. Despite the challenges, DCX testedthe US consumer market with the launchof its diesel vehicles in 2004 as well as2005.


• To understant the diesel market in theUS

• To understant the emission standards inthe US

• To discuss the challenges faced byDaimlerChrysler during its launch ofdiesel-driven vehicles.

Industry AutomobileReference No. MKS0092BYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Product Launch; Daimler Chrysler; DieselVehicles in the US; Emissions Standards;Gasoline; Miles traveled by kilometer; JeepLiberty; Mercedes Benz; Tail pipeEmission; Oil Crises; Hybrid Vehicles;Toyota Prius; US EnvironmentalProtection Agency; Market Conditions;Europe Diesel Market.

Mayo Clinic’s SPARC IgnitingInnovation in Healthcare

DeliveryMayo Clinic, one of the finest healthcareinstitutions in the world, established agroundbreaking program in healthcareinnovation. At Mayo Clinic, the physiciansassociated with medical innovation labcalled SPARC, had ambitious goals. Theywanted to redefine the way healthcare wasdelivered, remoulding the timeworn waysthat doctors and patients used to interactwith one another. SPARC was an innovativepractice, a management research program,dedicated to identify, develop and measurethe impact of innovation. SPARC was thefirst systematic ‘live clinical laboratory’in the healthcare industry to explore and

test innovations in outpatient healthcaredelivery. The highly modular and flexiblephysical space, dedicated team of experts,unique methodology combined withinnovation, hypothesis drivenexperimentation, as well as ethnographicstudies and design made this program veryunique in the healthcare setting.However, healthcare analyst wondered ifSPARC was a breakthrough concept thatwould eventually become a benchmark forthe industry. It was also debated whetherSPARC could give Mayo the push (requiredto rise from its No.2 position ) to securethe No.1 position in the list of tophospitals in the US.


• To understand how innovation canredefine the way healthcare is delivered

• To understand the role of Mayo Clinic’sSparc in healthcare.

Industry HealthcareReference No. MKS0091BYear of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Healthcare; Service Marketing; MayoClinic; Medical Innovation; Live ClinicLaboratory; Doctor-Patient Relationship;Patient Care Experience; Facility Design;Dr. Alan K. Duncan ;IDEO; Four ZoneApproach; Patient Relationship Marketing(PRM).

Word of Mouth in P&G: EthicallyRight?

This is a narrative case about word of mouthin P&G. P&G started using word of mouthas one of its advertising techniques in 2001.It started a division called Tremor in thesame years to attract teenagers in the US.In 2005, to attract moms in the US, itstarted a new division called Vocal Point.Both Tremor and Vocal Point usedteenagers and moms respectively topromote P&G’s products among theirfriends without disclosing their affiliation.This raised criticism as some of the criticsfelt that P&G was exploiting therelationship.


• To discuss how word of mouth has beenused by P&G as an advertising technique.

Industry RetailReference No. MKS0090BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Word of mouth; viral marketing; Retailindustry; Tremor; Vocal point; advertising;relationship; exploiting; ethical; P&Gorganisation 2005; affiliation; disclose.

Coca-Cola in the US: Bye-Bye toSanta Claus?

This is a narrative case trying to portraythe impact of Coca Cola’s popular ad onits consumers.

Coca-Cola was the pioneer to introduceSanta Claus in its ads in the 1930s. SantaClaus ads, which were released in the wintermonths served to attract customers in theUS. But in the 1990s, Coca-Cola introducednew ads that featured polar bear and in2005, Coca-cola came out with a new adwhich featured polar bear and penguin.With no Santa Claus in its ads as in thepast, consumers waited for the dawn of2006 to see Santa Claus in Coca-Cola ads.


• To elucidate the importance of uniqueads to attract customers.

Industry BeverageReference No. MKS0089BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coca-cola; Pepsi; Santa Claus; Polar bear;ads penguins; advertising; global warming;modern image of Santa; Haddon Sundblom;affiliation; disclose.

IKEA: The Furniture GiantReawakens in Funabashi

In 1974, IKEA, the Swedish furniture giant,entered the Japanese home furnishingsmarket using low pricing strategy. With anunsuccessful joint venture, its low pricingstrategy didn’t work in Japan and so IKEAdecided to pull out of the Japanese marketin 1986. In 2006, IKEA made its reentryinto the Japanese retail market using thesame low pricing strategy and byconcentrating on small-space living.Though IKEA failed in its low pricingstrategy in 1974-1986, it was confident towoo the Japanese consumers using thesame strategy with small-space living. Butsome analysts raised doubts about thesuccess of low pricing strategy again andalso opined that IKEA was yet tounderstand the Japanese retail market. WillIKEA succeed in its comeback trail usinglow pricing strategy again and byconcentrating on small-space living alone?


• To understand about the Japanese retailmarket

• To understand why IKEA failed in itspast attempts.

Industry FurnitureReference No. MKS0088BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

IKEA; Japanese Furniture market; Wal-Mart; Do-it-yourself concept; adapting; re-entry; winning customers; low pricingstrategy; failed in first attempt; MujirushiRyohin; Nitori; small space living; assemblyservice; self-assembly.

Heelys’ ‘Wheely’ Success:Marketing a Trend

In 2005, nearly five years after the launchof its first product “Heelys” shoes, HeelingSports Limited (HSL Inc.), posted sales ofmore than $36 million in the US and about$2.4 million in Europe. The sales of Heelyshad doubled in 2005 and its order backloghad reached a record high level. By 2006,it had sold more than 4.5 million pairs ofHeelys, distributed over more than 60countries across the globe, and garneredmore than $100 million in sales. Thecompany expected to sell 4 million pairsof sneakers in 2006 alone.

The popularity and success of Heelyssurprised many, as from day one thecompany spent less on marketing andfollowed a universal marketing strategy ofcontrolled distribution and growth, byselling at premium-price at high-endretailers. After tasting success as a trend-setter brand, the company proposed toelevate the brand as a lifestyle product.Will the brand’s success continue and willHSL really be able to elevate Heelys to alifestyle brand remained to be seen.


• To help appreciate the role of creativity,both and in terms of product innovationand marketing

Industry FootwearReference No. MKS0087BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Heelys; HSL; Innovation; Grassroot;marketing; trend; lifestyle; brand; shoes;footwear; Roger Adams; Wheel; Skateriders; sport; teens; marketing.

Lacoste in the US: The AlligatorReturns

Lacoste SA., a company founded by thefamous French tennis star of the 1920s,Rene Lacoste produced one of the mostsuccessful luxury brands (Lacoste) of the1970s and early 1980s in the US. Duringthe mid 1980s, though, the company’ssales started dwindling and soon the brandbecame a discount store staple. However,after the entry of Robert Seigel asChairman and CEO of Lacoste USA, in2002, the brand made a successfulcomeback as an upscale sports-lifestylebrand. Over a span of 5 years, since 2001,Lacoste recorded a sales growth of 1000%in the US. It remained to be seen whether,the company would be able to retain itsregained position in the US market.


• To study the brand revival strategyadopted by the company, Lacoste SA.,in the face of stiff competition.

Industry Apparels and AccessoriesReference No. MKS0086BYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Lacoste; tennis; General Mills; retail;discounted prices; marketing mix; productrange; botiques; advertising; corners; poloshirts; Devenlay; fashion; Robert Siegel;marketing.

Fisher Price: Toys Goes Hi-TechFisher-Price was one of the subsidiaries ofMattel, the world’s largest toy makingcompany. Fisher-Price had introduced PlayLabs where the research team observed themanner in which kids played with the toys,such child research centre was the first ofits kind in the toy industry. The companydecided to introduce KidTronics rangewhich it could have launched five yearsago but preferred to wait for the cost tocome down to make it durable. Fisher-Pricehad historic record of producing durabletoys which provided it with a competitiveedge in the industry. Fisher Price dealt intoys for three segments: infant (0-12months), toddler (12-36 months), andpreschool kids (3-5 years). The companyfaced challenge due to high cost, hugeinvestments required in product design anddevelopment, and other external factorslike knock offs, competition, etc.

It was expected that the market for theelectronic toys for kids will be growing atthe rate of 15% per annum. The sales wereexpected to reach US$146 billion by 2015.Fisher-Price’s KidTronics products rangewas in accordance with the trend in the

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toy market. Fisher-Price differentiateditself by promoting an entire product rangeinstead of pushing single item in the toymarket. Fisher-Price promoted high techtoys as an aid for the educational tools fora child’s development. Would Fisher-Pricesucceed in its foray over the launch ofKidTronics? Would it be able to sustain itsreputation and appeal parents with its newrange of electronic toys?


• To analyse the potential of electronictoys for kids

• To discuss the marketing strategiesfollowed by Fisher-Price

• To discuss on the acceptability ofKidTronics range by Fisher-Price amongkids and more importantly parents

Industry Toy IndustryReference No. MKS0085AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Mattel; Fisher-Price; competition;Preschool kids; KGOY; strategy; kids;Research; new product development; Playlabs; trend; segmentation; targeting;positioning; toy advertising; toys;Promotion; Advertising; Marketing;KidsTronics; Electronic toys; Healthhazards due to toys; product recalls; metoo products; Competitors.

Corporates join the Sudokubandwagon

The logic and placement puzzle Sudokuwhich was designed for the first time in the1970s became popular worldwide in 2005.Published in more than 180 newspapersand numerous books worldwide, the puzzlehad become a hot favorite among puzzlesolvers. Many newspaper and bookpublishing companies claimed that it hadbeen instrumental in increasing readership.Many companies and forms of mediaaligned their marketing strategies withSudoku to benefit from the burgeoningcraze. For fans and industry it had becomea global phenomenon and had revitalisedthe craze of puzzles. But despite thegrowing popularity, many analystswondered whether Sudoku’s craze wouldsustain or it would turn out to be a passingfad.


• To trace the history of the logic andplacement puzzle, Sudoku

• To discuss the marketing strategies ofvarious forms of media and companies

that were formulated, centred aroundSudoku

• To debate on the sustainability of itscraze.

Industry Puzzle & Gaming IndustryReference No. MKS0084AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Sudoku; Japan; logic and placement puzzle;crossword; newspapers; magazines; books;readership; marketing strategy; The Times;Wayne Gould; Howard Garns; best seller;forms of media; Nikoli; memetics;promotional tool; radio; toys.

Indian Hair Color Industry:L’Oreal’s Foray

L’Oreal, the world’s largest cosmeticscompany entered the booming Indian haircolor market in 1997. Since then, it hasbeen meeting demands of its Indianconsumers, competed from local andinternational companies and expandedfrom cities to the two and three-tier townsof India. This case provides detailedbackground information on the Indian Haircolour industry and the competitivescenario. It describes L’Oreal’s entry andmarketing strategies, the hurdles it has toovercome in India. The case offers scopefor discussion on L’Oreal’s competitiveposition in hair color industry. It alsoprovides information for discussion on theproblems it faces due to the businessenvironment in India and future plans forL’Oreal India. The case also provides scopefor discussion of marketing efforts by othercompetitors


• To discuss the competitive positioningof L’Oreal

• To understand the structure of Indianhair colour industry

• To discuss the competitive scenario andL’Oreal’s marketing strategies

Industry Indian Hair Colour IndustryReference No. MKS0083AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Global Hair care Industry; L’Oreal; India;Indian Cosmetic market; UnderstandingIndian consumer; Business history;Competitors; Strategy formulation;Branding strategy; Brand extension;Positioning strategy and Pricing strategy.

Rasna Going Global“Rasna”, became a generic name in theIndian soft drink concentrate (SDC)market, with a market share of 93%. Rasnadominated the Indian market with its lowprice, extensive distribution network andinnovative advertisements.

Meanwhile, Tang (manufactured by KraftFoods Inc.) was the leader in the globalSDC market. Tang had become popular inLatin America and emerging markets inCentral and Eastern Europe and Asia,including People’s Republic of China. In2001, Tang ventured into India, attractedby the huge untapped soft drink market.But the company could not sustain theintense competition from Rasna andeventually left India.

In September 2005, Rasna decided to enterTang dominated markets such asBangladesh, Sri Lanka, Nepal, Indonesia,Vietnam and Middle East, with an Englishsounding brand name “Orchy”. The caseends with a question whether Rasna wouldbe able to outsmart the global leader Tang(in its territory) as it did in India.


• To study the growth strategies of Rasna.

• To discuss the leverage of advertisingstrategies undertaken by Rasna

• To analyse the future prospects of Rasnain global markets.

Industry Soft Drink ConcentrateReference No. MKS0082AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Rasna; soft drink concentrate; Philip MorrisInc.; Kraft Foods Inc.; Altria Group; Tang;Piruz Khambatta; KJS India Pvt. Ltd.;Mukta Communications; market share;competition; leadership; distributionnetwork; advertising; marketing tochildren.

Swipe War in India - Race to WinWallets

The credit card industry grew at a rapidpace all over the world as well as in India.Between 1987 and 2001, the numbers ofcards in India grew over 4 million with agrowth rate of over 25%-30%. With thenumber of customers growing day by day,the domestic credit card business waswitnessing a fierce war to win the walletsof the customers. Citibank and StandardChartered Bank were leading players in2004 with 2.7 million and 2 million cards.The private bank - ICICI - a young entrantinto the credit card business (2001) and

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the largest public sector bank, State bankof India (SBI) were the top Indian players.

Within four years of its launch (2000-2004), ICICI Bank had issued about 3million credit cards. SBI had issued 1.7million cards till 2004. According toMcKinsey, by 2010, 35 million cards wouldbe used by Indians. In this swipe war aboutnumbers, spends, revolving credit,promotions and frauds, it remained to beseen who would dominate the market inthe long run.


• To understand the history of Credit cardindustry in India and its development asa mature market

• To discuss the marketing strategiesadopted by the global as well as the Indiancredit card issuers

• To analyse and debate ICICI’s marketingand promotional strategies.

Industry Credit Card IsndustryReference No. MKS0081AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Standard Chartered; Visa; ICICI Bank;Citibank; credit cards; competition;industry structure; consolidation; financialinstitutions; debit cards; Credit Cards;corporate governance; electronic paymentsystems.

Mukta Arts Ltd-Pioneer in ProductPlacements in Films

Mukta Arts Limited was promoted byIndia’s most successful film-maker SubhashGhai in 1978. Ghai brought professionalismto the Indian film industry. Mukta wasactively involved in movie distribution,television, post production and training.Mukta had pioneered the concept ofproduct placements in films in India in1980. The product placements conceptwas well accepted and adopted by filmproducers and advertisers. Ghai usedbranded products in many films to increaserevenues. Though the concept waswelcomed by audience, some productplacements by Ghai in his films weredisliked by audience. Would Mukta Arts beable to fulfill audience expectations?


• To understand the concept of in-filmadvertising

• To discuss various instances of productplacements

• To discuss film marketing and strategies

• To debate issues related to socialresponsibility.

Industry Entertainment IndustryReference No. MKS0080AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Advertising Industry; Indian film industry;Bollywood; Entertainment Industry;Product Placements; In-film Advertising;Mukta Arts Limited; Subhash Ghai;Showman; Mukta TeleMedia; Audeus;Whistling Woods International; FilmProduction; Production House; Ad Agency;Social Responsibility; Brand Promotion;Marketing; Movie; Brand Awareness; BrandRecall; Brand Recognition; ProductAdvertisement; Brand Association;Yaadein; Taal.

Films: An Advertising Medium toCaptivate Consumers

Product placement in movies has gainedmomentum all over the world. The practiceof using branded products in Hollywoodmovies started as a casual process sincelate 1940s. Popularity of movies as amedium for product placements grewbecause of the increasing difficulty of usingtelevision as an effective medium to targetaudiences. The film medium provides anexcellent message reach and message life;and an effective method of popularisingand immortalising brands. Ad agencies playa vital role in placing branded products infilms. Product placement has the potentialto build an emotional connection with theconsumer. Films have been a medium toreach out and touch a global audience inbig way while TV programming is too localto accomplish. But there is no regulatorybody to govern and monitor the activityof advertisers as well as producers. Also,there is no universally developed scientificmethod or standard to quantify andevaluate product placement performance.Are the producers and advertisers ignoringtheir social responsibility?

The case discusses how product placementgained popularity in films, in internationalmarket as well as in India. The case detailsout various instances of in-film advertisingin Hollywood and Bollywood. The casehighlights the importance and role of adagencies in product placement. The casealso talks about the advertisers’ interest inproduct placements. The case includesresults of various surveys on audienceresponses on brand recall and productplacement effectiveness. The case alsodiscusses the ignorance of socialresponsibility.


• To discuss how films could be used aseffective medium to advertise

• To understand the marketing strategiesfollowed by different companies

• To debate issues relating to socialresponsibility & regulations

• To discuss effectiveness of productplacements.

Industry Entertainment IndustryReference No. MKS0079AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Advertising Industry; Film Industry; Indianfilm industry; Entertainment Industry;Hollywood; Bollywood; ProductPlacement; In-film Advertising; Ad Agency;Social Responsibility; Brand Promotion;Marketing; Entertainment Resources &Marketing Association (E.R.M.A.); Movie;Brand Awareness; Brand Recall; BrandRecognition; Product Advertisement; LeoEntertainment; Brand Association.

Apollo Hospitals: Leading theWay to Healthcare Tourism

The trend of seeking medical careelsewhere began some thousands of yearsago and has now emerged as a nicheindustry. Healthcare tourism offeredconsumers world-class treatment facilitiesat a reduced cost and also offered associatedbenefits like travel abroad. Around theworld, Hong Kong, Lithuania and SouthAfrica were emerging as big healthcaredestinations. In Asia, Healthcare tourismemerged on the aftermath of the Asianfinancial crisis, which led the hospitals toseek alternative revenue sources. By 2004,five countries in Asia - Thailand, Malaysia,Jordan, Singapore and India attracted over1.3 million medical travellers and earnedover $1 billion in treatment costs alone.

In 2005, Apollo Hospitals Group, of India,was the fourth largest private healthcaregroup in the world and the largest in Asia.Apollo realised the potential in Healthcaretourism and capitalised early on theopportunity.


• To discuss development of HealthcareTourism and its growth in Asia

• To understand the strategies followed bythe leader in this Industry in India andthe marketing efforts undertaken by it

• To understand 5 P’s of marketing.

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Industry Global Health Care IndustryReference No. MKS0078AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Business Strategy; Strategic Management;Core Competence; Apollo; India;Healthcare tourism; 5 P’s of marketing;Business strategy; Strategic management;Core competence; First mover advantage;Cost advantage; Service; HospitalityPatient Feedback; Competition.

Barbie vs BratzSince 2001, Barbie doll, the creation ofthe world’s largest toy manufacturerMattel, was facing stiff competition fromBratz dolls, the creation of Mattel’s rivalcompany MGA Entertainment. Bratz weretargeted at tweens who were kids (girls) inthe age group of 8-12 years. They becamean instant hit not only among tweens butalso among the age group of younger girls(6-10 years) which was the core target agegroup of Barbie leading to a sharp declinein worldwide market share of Barbie.

The case describes the US toy industryscenario since the time Barbie was born andthat how Barbie grew from a toy into anidol and role model for young girls. Shereigned supreme for over 40 years withMattel maintaining her image that appealedto fantasy focused age groups. But Mattelcould not foresee that the age compressionfactor was gripping the toy industry fastand could pose a threat to their flagshipbrand Barbie. This was the time when MGAseizing the opportunity, launched a muchhipper doll that appealed to the girlsyearning for maturity. These dolls werefashionable, wore stylish clothes, and had amulticultural look which attracted thediverse buyers more than Barbie. Bratz hadbecome the top lifestyle brand for girls aged7 to 14 years. Amidst declining popularityand fortunes of Barbie, Mattel reactedaggressively by launching a brand extensionfor Barbie targeting tweens, and a me-tooline of dolls to compete directly with Bratz.But these moves were not sufficient toprevent loss of market share. The battlecontinues with the increasing popularity ofBratz and its intensified effort to knock offBarbie and the reaction of Mattel by makingmajor merchandising deals with companiesto reposition Barbie as a doll for girls of allages.


• To analyse the opportunities andchallenges in the tween (girls) toyindustry

• To discuss the competition between thelegendary Barbie and the new-comer

Bratz and compare and contrast theirpositioning strategies

• To debate traits of a successful marketleader.

Industry Toy IndustryReference No. MKS0077AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Mattel; Barbie; Bratz; competition; tweens;KGOY; strategy; kids; girls; productdevelopment; fashion; trend;segmentation; targeting; positioning; toyadvertising; peripheral vision.

De Beers: The Right Hand Ringcampaign

De Beers, the diamond mining giant spentheavily on promoting diamonds to endcustomers through their advertisingcampaigns. Most of these campaigns werefor the bridal category such as diamonds forengagement, wedding and anniversaries andwere targeted at men who usually boughtdiamond rings and other jewelry for theirbeloved. Realizing that the non bridalcategory of diamond jewelry also had animmense potential, DTC, the marketingarm of De Beers launched an advertisingcampaign in May 2003, to promote theconcept of ‘right hand ring’ targeted atindependent and influential women. Thecampaign was backed by extensive print,television, online and other forms ofpromotions. The campaign helped inbolstering the non bridal category of diamondjewelry and got acclaimed at variousinternational jewelry and fashion platforms.

The case highlighting the new advertisingcampaign of De Beers, emphasizes on thepoint that how the global diamond mininggiant indirectly influences the retail salesof diamonds, without being directlyinvolved in retail sales. This innovativecampaign targeted a clearly defined targetmarket with a differentiated aspirationalconcept. It was aimed at creating analtogether new category of diamond ringsby altering the design characteristics. Afocused differentiation strategy aimed atproduct extension was used in promotingthe unique concept. The effective use ofthe 4 P’s of marketing, STP, crosspromotional campaigns and celebrityendorsements has been illustrated throughthe case. The case also demonstrates theattitudinal change which the campaignaimed to bring among women, about theway they perceive themselves and wantthe world to perceive them.


• To discuss the usage of STP model of DeBeers’ new advertising campaign

• To analyse De Beer’s strategy usingAnsoff’s matrix

• To discuss the effective usage of variouspromotional tools.

Industry Luxury Goods IndustryReference No. MKS0076AYear of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Diamond Industry; De Beers; right-handring; engagement rings; DTC; retail; luxurygoods; Supplier of Choice; monopoly;value chain; advertising campaign;advertising; marketing; Ansoff’s Matrix;promotion; segmenting; targeting;positioning; aspirational product; printadvertisement; women; bridal segment;non-bridal segment; advertising budget.

Jassi – The Marketing of aTelevision Serialh

Sony Entertainment Television (SET)introduced an atypical television serial inIndia employing an aggressive promotionalstrategy. A target audience was identified,market research was initiated and aColumbian serial was adapted to suit Indianviewers. The intensive promotionsincluded arousing public interest by hidingthe identity of the main actor in the serial.The serial helped SET achieve its goal ofconsolidating its position, and also wonawards for its innovative promotions. Themain character in the serial became apopular icon.


• To discuss the 5 P’s of marketing andpromotional tools including Flash Mobs,Viral Marketing and CelebrityEndorsement

• To discuss the usage of television ratingsand how product in-program placementsby advertisers lured viewers to watch theserial.

Industry Media & EntertainmentReference No. MKS0075AYear of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

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Sony Entertainment Television;Marketing; Innovation; Promotion;Differentiation; Adaptation; Advertising;Flash-mobs; In-program placement;Segmenting; Targeting; Positioning; Brandendorsement; Celebrity endorsement;Viewership.

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Red Bull: Changing Flavours?Red Bull, the undisputed leadercommanding two-thirds market sharecreated its own energy drink market in thebeverage industry. The company embarkedon a radically different marketing strategyfor its only product - Red Bull Energy Drink- the success of which has left the analystsspellbound. The success of the company isprimarily attributable to their mystic brandimage that has almost reached the level ofa cult brand. Even the company’sadvertisements were used to reinforce theiroffering, and never to build their brand. Byparticipating in Formula One Grand Prix,the company is making an effort toredefine its brand image from high energy-risky to high-energy-safe beverage.


• To discuss Red Bull’s marketing strategiesto redefine its brand image from highenergy-risky to high-energy-safebeverage.

Industry BeveragesReference No. MKS0074Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

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Marketing; Branding; Energy-drink;Beverage; Formula One racing; Mysticimage; Premium pricing; USFDA (UnitedStates Food and Drug Administration);Market research; Extreme sports andevents; Mixer drink; Red Bull.

Indian Television’s Music RealityShows: Ephemeral Fame

Providers or Enduring CareerLaunchers?

Since 1995, music reality shows havebecome an important part of Indiantelevision programmes. These showsreceived a major boost in 2003 due to theadvent of media convergence that enabledtelevision channels to transform theirshows into interactive ones where theaudience, through their votes over emailsor SMSs, could decide the winners at theseshows. Although this ensures instantrecognition for the winners, the sheernumber of upcoming talents spawning outof these shows has led to an uncertaintyabout the future of their careers in theIndian music industry.


• To understand the concept of realityshows and how they differ from normaltelevision programmes

• To analyse the reasons behind theevolution and rapid growth of musicreality shows on Indian television

• To debate whether reality shows are saferbets for launching talented singers andwhether these singers can sustain theirsinging careers for long.

Industry Television Production andDistribution

Reference No. MKS0073Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Reality Shows; Television; Sa Re Ga Ma;Coke Channel[V] Popstars; MiditechProductions; Pop Idol; Indian Idol;Abhijeet Sawant; Fame Gurukul; India KiVoice; Musical Gharanas; Regional RealityShows; Playback Singing; Stage Shows.

Population ServicesInternational, the US-based

NGO’s War on AIDS: Making theMarketing Mix, the Myanmar

WayDespite heightened global concern forincreasing incidence of AIDS in Myanmar,the country has always received negligibleaid and attention from the internationalcommunity, which has always opposed itsmilitary government. Moreover,Myanmar’s weak socio-economiccondition, rampant illiteracy and theabsence of basic health facilities turned thedisease into an epidemic in the country.Under such circumstances, in 1995, PSIforayed into Myanmar with limitedresources to generate awareness about AIDSand to provide potential life-savingproducts to the general populace. Thesituation changed in 2001 after the militaryjunta acknowledged that Myanmar faces asevere AIDS epidemic. Funds from thedeveloped countries started pouring in andthe government lifted the ban on theselling of condoms. This helped PSI toprovide high-quality condoms at subsidisedprices and due to its ‘clever and culturallysensitive’ promotional initiatives, condomsales in Myanmar increased from 2.6million in 1996 to 40 million by 2005.


• To understand the importance of socialmarketing and the role of the publicsector, commercial sector and non-governmental organisations inmarketing of a social cause

• To analyse PSI’s performanceframework for social marketing(PERForM) and understand theimportance of research and performanceevaluation in a social marketingprogramme

• To discuss the challenges faced by a socialmarketer in a culturally sensitive

country· To understand the criticalsuccess factors behind PSI’s condommarketing programme in Myanmar.

Industry Non Profit OrganisationsReference No. MKS0072Year of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

PSI (Population Services International);War on HIV/AIDS; Condom socialmarketing; Customised marketing mix;Military rule in Myanmar; Weak socio-economic condition of Myanmar;Importance of social marketing; Types ofsocial marketing initiatives; Planning andEvaluation Framework (PERForM);Challenges in condom social marketing;Aphaw; Marketing and distribution ofcondoms; Diversification of product mix;Non-traditional sales outlet; PSI’sChameleon; Pothinnyo.

Pope and Product Placements:Marketers’ ‘Holy’ Connections

After the papacy of Pope John Paul II,the role of pope has transformed frombeing the spiritual leader of the Catholicsworldwide to a global personality wieldinginfluence on various socio-politicalmatters of high importance. This hasencouraged many companies to associatethemselves with the pope as a channel fortheir product placements, albeit in a discreetway, to avoid any negative publicity.Besides, the fund-starved Vatican, since the1990s, has opted for various tie-ups andpromotions with different companies as afunding option for papal visits to variouscountries. With funds from the US-basedRoman Catholic Church declining due toseveral ethical and moral issues, it is opinedthat the Vatican needs to look at otherfunding options to sustain itself.


• To comprehend the influence of popeon global socio-political environmentas the supreme leader of a major religionin the world

• To debate whether companies canleverage on pope using their products,even in a very subtle and discreet way

• To debate on whether it is ethical forcompanies to discreetly project pope astheir brand ambassador

• To analyse the various funding optionsfor Vatican and what other avenues canit access to address its financial woes.

Industry Not ApplicableReference No. MKS0071Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

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Keywords

Roman Catholic Church; Vatican; WorldYouth Day; John Paul II; Pope and womenissues; Jubilee 2000; Vin Mariani wine; PopeLeo XIII; Popemobiles; Geox SpA;Bushnell performance optics; Volkswagen;Funding options; Sister Judith Zoebelein;www.vatican.va.

Toyota’s ‘Scion’ (Guerrilla) Brandin US: The Market Positioning

StrategiesMany automobile companies in the US aretargeting Gen Y, who are estimated tobecome the largest segment, in theautomobile industry. Toyota, which intendsto be number one in the global automobileindustry, also entered the fray. But Toyota- which has been extremely popular withthe baby boomers - is considered to be old-fashioned by Gen Y. To refurbish its staidimage, it came out with a new brand,designed exclusively for the Gen Y. Twomodels ‘xA’ and ‘xB’ were launched underthe brand named ‘Scion’. A year lateranother model, ‘tC’ was added to the line-up. To attract the Gen Y, Scion’s marketingwas carefully planned, avoidingconventional marketing strategies. Withthe help of Attik, a management groupbased in UK, Toyota resorted to guerrillamarketing. The brand was aggressivelymarketed before its launch, with ‘un-conventional’ slogans displayed at placeswhere its target buyers gathered. Toyotalaunched a website and also redesignedshowrooms for Scion, to facilitateinformation search and customisation. Thesuccess of Scion has prompted Toyota toadopt these strategies for its other brandstoo.


• To discuss the competitive landscape ofUS automobile industry

• To discuss the characteristics of Gen Yas potential customers

• To discuss the opportunities and threatsin developing products for Gen Y

• To discuss the market positioningstrategies adopted for Scion

• To discuss whether Toyota will be ableto replicate the success of Scion, for itsother brands

• To discuss whether Scion customers wouldeventually adopt and migrate to theother high-end Toyota brands like Lexusand Prius.

Industry AutomobileReference No. MKS0070Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

US automobile industry; Branding; Brandpositioning; Product customisation; Newproduct development; Market positioning;Consumer behaviour; Gen Y (GenerationY); Market segmentation; Productdifferentiation.

Starwood Hotels and ResortsWorldwide: Cross-marketing

StrategiesStarwood Hotels and Resorts WorldwideInc., one of the largest hotel chains in theworld, has established a global presencethrough its six distinct hotel brands. Eachbrand has a different price and image, whichmeets the needs of different markets andcategories of customers. Due to the highlycompetitive nature of the hotel industry,Starwood is making efforts to furtherdifferentiate each of its brands by offeringunforgettable experiences to its guests,which would be unique to each brand. Forthat, Starwood has signed cross-marketingdeals with companies whose products, whenmade available to its guests, are expectedto reinforce the brand images of each ofits hotel brands.


• To discuss whether Starwood would beable to enhance the unique experiencesof its guests through cross-marketingdeals as it is felt that too many productsinside a guests’ room might lead to brandclutter and customer annoyance

• To debate whether the cross-marketingstrategies would, in some way, cannibalisethe distinctiveness of other brands

• To understand the importance ofindependent brands under an umbrellabrand.

Industry Upscale and Luxury HotelsReference No. MKS0069Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Global hotel industry; Market segments ofhotels; Differentiation strategies adoptedby hotels; Innovations in the hotelindustry; Brand loyalty in the hotelindustry; Significance of branding;Marketing alliances; Brand management;Strategic planning for hotel brands;Acquisitions in the hotel industry; Tophotels of the world; Marriott International;Intercontinental; Hilton Hotel Corp.; Cross-branding partnership; Operation of hotelindustry; Business strategies.

‘Hollywood’s Lions GateEntertainment: Defying the BigPlayers and Creating a Niche

MarketThe six major studios of Hollywoodtogether constitute half the market shareof the US film business. The traditionalmodel of these studios to make moviesrequires high investment. After spendingextravagantly on established movie starsand movie marketing, these studios runhigh risk of losses in case any of theirmovies fail at the box office. In contrast,Lions Gate Entertainment, an independentstudio, releases successful movies like Crashat one-third the cost of the major studios.By pre-selling its international rights andthrough niche marketing and makingthought-provoking movies, Lions Gate hasincreased its revenues with each of itsmovies and has also drawn the attentionof established stars and critics in the US.


• To understand the new business modelof Lions Gate vis-a vis that of othermajor studios in Hollywood

• To discuss whether independent studioslike Lions Gate would be able to resistpossible buyouts by the major studiosand continue to release low budget hits.

Industry Motion Picture Productionand Distribution

Reference No. MKS0068Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Available

Keywords

Hollywood; Niche marketing; Low coststrategy; Business model of USA’sentertainment industry; Movie marketing;Fahrenheit 9/11; Value chain of moviemaking; Paramount; Sony; Fox; WarnerBros; Disney; Universal; Saw II; Rise ofhome entertainment; Mergers andacquisitions.

‘Made in Singapore’:Glamourizing the Manufacturing

Sector?Since its independence from the Britishrule in 1965, Singapore has continued toachieve an impressive economic growthdespite its geographical size and the lackof natural resources. Though manufacturinghas long been a key engine of economicgrowth for the city-state, since the 1990s,it has been affected by economic recessionin the US and Japan and the emergence oflow-cost manufacturing destinations likeIndia and China. This has promptedSingapore to move into high-endmanufacturing. However, it is facing a

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shortage of skilled manpower due to theunattractiveness of Singapore’smanufacturing sector. To refurbish theimage of its manufacturing sector,Singapore has been implementing variousstrategic options, which also include atelevision program called ‘Made inSingapore’.


• To understand the historical growth ofSingapore’s manufacturing sector andthe troubles afflicting the sector sincethe late 1990s

• To elucidate how important it is for anystate to retain the attractiveness of thekey sector of its economy

• To discuss the promotional strategiesadopted by Singapore to glamourize itsmanufacturing sector and the future ofthis sector.

Industry Auto ManufacturingReference No. MKS0067Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Singapore; City state; Asian little dragon;Auto industry; Cost cutting; Low costmanufacturing countries; Localisation;High value added activities; ‘Made inSingapore’; Economic Development Boardof Singapore; Unemployment inSingapore; Key sectors of Singapore’seconomy; Economic recession at US andJapan; Singapore’s GDP (gross domesticproduct); Manufacturing sector ofSingapore.

Starbucks’ Drive-throughWindows: Business Sense vs

Brand DilemmasOver the years Starbucks has built an upscaleimage by offering its customers a differentambience in its stores. In order to increaseits customer base, Starbucks forayed intodrive-through windows from 2004 onwards.Although some customers favoured drive-throughs, a few observed that the drive-throughs could impact negatively on theupscale image of Starbucks. Analysts alsoquestioned whether Starbucks, that haspainstakingly built its brand image, wouldbe able to sustain its upscale brand-imagethrough the drive-through window format.A few were also concerned about the drive-through format cannibalising thetraditional outlets.


• To understand how over the yearsStarbucks has cultivated its upscale brandimage

• To discuss the factors that have enabledStarbucks to develop an upscale brandimage

• To discuss the reasons that promptedStarbucks to establish drive-throughwindows in its outlets

• To debate whether the drive-throughformat would have a negativeimplication on the upscale brand imageof Starbucks

• To debate whether the drive throughformat would result in cannibalising salesfrom its traditional outlets.

Industry Restaurants and CafesReference No. MKS0066Year of Pub. 2006Teaching Note AvailableStruc.Assign. Not Available

Keywords

Starbucks; Drive-through window; Brandimage; Howard Schultz; Customer friendlyapproach; Expansion; Brand value;Speciality coffee shop; Store ambience;Third place; Hear music; Affluentcustomers.

Obesity Concerns: McDonald’sInitiatives

The growing concern about health andobesity among the Americans resulted inan uproar about the role of fast foodcompanies in making them obese. Likeother fast food companies in the US,McDonald’s was sued alleging it of makingthe Americans obese with its fatty foods.Although the lawsuits were dismissed, thecompany realised the importance ofassuming a ‘healthier’ image. It initiatedefforts to makeover its menu by cuttingdown the size of its offerings and includinga line of salads, yoghurts and sliced fruit.


• To discuss how an industry came underfire due to rising health awareness amongthe public

• To discuss the series of initiatives thatMcDonald’s has undertaken to transformits image and meet the changingcustomer tastes by making changes toits menu.


Reference No. MKS0065Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

McDonald’s; Fast food; Health food;Lawsuit; Obesity; Super-size meals;Premium salads; Healthy lifestyles; Happy

Meals; Trans fat; Samuel Hirsch; James RCantalupo; Fast casual; Go Active!; AdultHappy Meal.

Wal-Mart: Upgrading its Low-Price Image?

Wal-Mart, the world’s biggest retailer, wasestablished in 1962. Its founder, SamWalton had expanded Wal-Mart into achain of discount stores, and all its storeswere built on the principle of attractingcustomers of the lower-income group byproviding a variety of products at a lowprice. However, by mid-2005, the marketfor Wal-Mart had saturated and the storewitnessed its profits declining. To increaseits profits, Wal-Mart started concentratingon its competitors’ strategy of attractinghigher income shoppers. In the past,excessive displays of discounted productsemphasised Wal-Mart’s discount image andthat had put off the high-end consumers.But now Wal-Mart wants to build a newfashion image and upgrade its quality andstyle of products, to focus on the upperincome customers. To upgrade its image,Wal-Mart introduced a new look to itsapparel line, gave importance toadvertising and conducted a fashion show,partnering with the teen magazine, Ellegirl.It also made in-house changes wherein newrack rules were enforced, and thedistribution system was changed andrevamped by the management.


• To discuss Wal-Mart’s strategicinitiatives to attract the higher-incomecustomers while retaining its traditionalcustomers.

Industry Global Retail IndustryReference No. MKS0064Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Wal-Mart; Growth; Fashion; Low-incomegroup; Upper income shoppers; Discountstores; Quality; Walton; Low prices; Gasprices; Competition; Productdevelopment.

Audi’s New Marketing Strategy:The Audi Channel

On October 24th 2005, Audi shifted towardsthe non-traditional way of advertising bylaunching the Audi Channel in the UK. The24-hour channel would featureinfotainment and general entertainmentprogrammes related to Audi’s products.Aimed at mass marketing, extending itsrelationship with the current customers andreaching out to new customers, Audi

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Channel is being viewed as a new and costeffective tool to build the company’s brand.


• To understand the growth of the Germancarmaker Audi through the ages

• To discuss the rationale underlying thelaunch of Audi’s digital TV channel inthe UK.

Industry Automobile and TransportReference No. MKS0063Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Audi; Audi Channel; UK; Marketingstrategy; Advertising; Brand building;Digital TV; Traditional advertising; Massmarketing; BBH (Bartle Bogle Hegarty);Ofcom; Self promotional channels; NorthOne; Volkswagen.

Apple’s iPod: ProductDevelopment and Extension

StrategiesApple’s iPod, the portable digital player,was launched in October 2001. Soon, itbecame a major contributor to Apple’srevenue. Apple launched the iTunes musicstore from where users can download songsand transfer them to their iPod.Subsequently, several new versions of themodels were launched and gradually, iPodbecame the market leader in the portabledigital player industry. However, severalnew players entered the market, makingthe competition more intense. It wasfacing competition from Microsoft, Sony,and Nokia, who were developing newdevices with gaming, e-mail, and musicvideo playing capabilities. Amidst suchcompetition, the development of newproducts at Apple is guided by technologicaldevelopment and market forces. Newdevices like the iTunes compatible iPod,capable of downloading full-length moviesin a wireless mode, is seen as a naturalproduct extension guiding Apple’s future.


• To discuss the strategic initiativesundertaken by Apple under Steve Jobs,to combat the competition in the digitalmusic industry

• To discuss the new product developmentand extension strategies adopted byApple.

Industry Entertainment IndustryReference No. MKS0062Year of Pub. 2006Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Apple; Product development; Productextension; iPod; Nano; Steve Jobs; MP3;Mac; Competition; Growth; Personalcomputer (PC) industry; Digital player;Product differentiation; Portable musicplayer; ROKR.

Vodafone’s 3G Technology: TheMarketing Strategies

3G (third generation) technology attractedthe attention of mobile phone operators,who spent $130 billion in Europe toacquire 3G spectrum licenses in 2000. 3Gbecame popular as it offered operators costeffectiveness in providing services forusers. Vodafone joined the race to launch3G technology by focusing on providingcontent services to users. The companylaunched a £15 million advertisingcampaign to promote its content servicesand to boost subscription rates. But withseveral other mobile phone operators alsofollowing a similar strategy, analysts aresceptical about the company’s ability torecover the investment made on thespectrum license and on the promotion of3G.


• To discuss the 3G mobile phonetechnology and the marketing strategiesbeing followed by Vodafone in promotingits 3G services

• To discuss whether Vodafone would beable to succeed in its 3G venture.

Industry TelecommunicationsReference No. MKS0061Year of Pub. 2005Teaching Note AvailableStruc.Assign. Available

Keywords

Vodafone; Marketing strategies; 3G (thirdgeneration) technology; Vodafone live!;GSM (global system for mobilecommunication); GPRS (general packetradio service); WAP (Wireless ApplicationProtocol); Mobisodes; Advertisingcampaign; Content services.

Sunoco Inc., the PhiladelphiaRefiner: The Refining and

Retailing StrategiesOver the years the Philadelphia-basedrefiner, Sunoco Incorporation, hadfollowed the path of acquisitions to fuel itsrefining business. The company alsoadopted the same strategy for its retailingbusiness, which it had developed along withits refining business. However, scepticswere doubtful whether Sunoco was followingthe right strategy in giving equal

importance to both the refining andretailing businesses.


• To discuss the refining and retailingstrategies followed by Sunoco

• To discuss whether the company wasfollowing the right path by giving equalimportance to both its businesses.

Industry EnergyReference No. MKS0060Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Sunoco Incorporation; Refining strategies;Retailing strategies; Competitiveadvantage; Integrated oil company; Retailmarketing; Refining and supply business;Downstream activities; Locationadvantages; Acquisitions.

McDonald’s McCafe: The Re-imaging Efforts

McDonald’s, the largest fast foodrestaurant chain in the world, startedwitnessing a decline in its sales during the1980s. To turn its fortunes around and alsoto project an upscale image, McDonald’sdecided in 1993 to introduce the conceptof McCafé. McCafé was a full servicepremium coffee bar, located within thepremises of a McDonald’s restaurant as anextension or as a stand-alone restaurant.Although McCafé had proved to be asuccess for McDonald’s, critics weresceptical about its continued success.


• To discuss whether McCafé would be ableto sustain its success in the future in theface of increasing competition.



Keywords

McDonald’s Corporation; McCafe;Premium coffee shop; Upscale image;Image makeover; Down-market image;High-end customer group; Customerpreferences; Retail market for specialitycoffees; Starbucks.

Kraft Foods Inc.: RedefiningMarketing to Kids

By 2005, Kraft Foods Inc. (established in1903) had become the world’s secondlargest food and beverage company (after

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Nestle) with a turnover of $32 billion. KraftFoods had always enjoyed the patronageof children (aged less than 12 years) withthis segment contributing nearly half ofits sales. However, since the 1990s, thecompany had been witnessing a growingconcern about obesity among children, itsmainstay for a long time. To address thisconcern, Kraft Foods has redefined itsmarketing efforts, having decided todispense with advertising targeted atchildren aged less than 12 years.


• To discuss the strategies adopted by KraftFoods Inc. to portray itself as a healthyfoods company

• To discuss the efficacy of its efforts toredefine marketing to children.

Industry FoodReference No. MKS0058Year of Pub. 2006Teaching Note AvailableStruc.Assign. Available

Keywords

Top food and beverage company; PhilipMorris Companies Inc.; Altria Group Inc.;Marketing to kids; Childhood obesity; Anti-obesity initiatives; Kids foods andbeverages; Centre for science in publicinterest; Marketing in schools; Healthierfoods; Advertising to children; Anti-tobacco campaign; Sensible solution;Tobacco settlement agreement; Memberof Summit ? Honor Roll?

Changes in the GlobalAdvertising Industry: From MassMarket Advertising to In-Store

AdvertisingSince the 1940s, television has remainedone of the most important universal mass-market advertising media. However, withthe proliferation of many TV channels anddevices, like personal video recorders thatenable complete omission of ads whilewatching TV, conveying advertisingmessages to the viewers sitting at homebecame difficult. With this, advertisersworldwide shifted their focus to in-storeadvertising, which has a higher degree ofimpact on shoppers within a store.Although advertisers believe that in-storeadvertising will eventually replace TV asan advertising medium, analysts feel thatTV will continue to be the dominantadvertising medium.


• To understand the evolution of the globaladvertising industry

• To discuss the transition from mass-market advertising to in-storeadvertising

• To analyse the effectiveness of in-storeadvertising vis-à-vis televisionadvertising and to discuss the possibilityof in-store advertising displacingtelevision advertising as the primaryinstrument of mass-market advertising.


Keywords

Procter & Gamble; Wal-Mart; Mass-market advertising; Advertising; Unilever;Mass marketing; Personal video recorder/TIVO; Fragmentation of television;Evolution of advertising; Point of purchaseadvertising; In-store advertising; Sony;Advertising expenditure; Target marketing;Consumer buying habits.

Avon: Direct Selling in ChinaAvon, the leading direct selling companyof cosmetics and related products, enteredthe Chinese market in the 1990s. Chinabanned direct selling in 1998 and Avon wasforced to change its sales model and openretail outlets. In 2001, China joined theWorld Trade Organisation (WTO) andagreed to ease restrictions on direct selling.In 2005, Avon was granted permission toconduct tests of its direct selling methodin China.


• To discuss the opportunities presentedby the opening up of the direct sellingindustry in China

• To discuss the steps initiated by Avon totake advantage of this opportunity andthe obstacles it faces.

Industry Cosmetics and Skin CareReference No. MKS0056Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Avon; Direct selling; Andrea Jung; Beautyand related products; Amway; Mary Kay;Multilevel marketing; World TradeOrganisation (WTO); Pyramid selling;Upline distributors; Nu Skin.

Harry Potter: Global MarketingStrategies

By July 2005, with six sequels, JK Rowling’sHarry Potter books had sold 270 millioncopies worldwide. With translations in 60languages and a readership base in 130countries, the success of the Harry Potterbooks has been attributed to marketing

strategies like word of mouth, publicrelation events and other promotionalcampaigns apart from Rowling’s narrativestyle of story telling.


• To discuss the marketing strategiesadopted that helped in the success ofthe Harry Potter books

• To discuss the critical success factors inselling storybooks to children.

Industry PublishingReference No. MKS0055Year of Pub. 2005Teaching Note AvailableStruc.Assign. Available

Keywords

Critical success factors; children’s booksales; Harry Potter series; JK Rowling;Harry Potter marketing strategies;Geographical reach of Harry Potter series;Harry Potter merchandising; Scholastic Incpromotional campaigns; Harry Potterproduct launch strategies; Harry Pottermovies; Warner Bros cross licensingagreements; Bloomsbury and JK Rowling;Harry Potter brand; Harry Potter booksales worldwide; Harry Potter movies’revenue.

Hyundai’s ‘Santro’ in India:Product Life Cycle Strategies

Hyundai Motor Group, the automobile unitof Hyundai, the largest conglomerate ofSouth Korea, entered India through awholly-owned subsidiary named HyundaiMotor India Limited (HMIL) in 1996.Within 17 months of establishing its firstmanufacturing facility, HMIL debuted inthe Indian market with its entry modelSantro thus breaking the monopoly ofMaruti, entrenched in the Indian small carmarket. The success of Santro was followedby several other variants of Santro likeZipDrive, ZipPlus and Xing. As of mid-2005, seven years after its entry into theIndian market, Santro continues to be thesecond largest selling car in its sector andthe most preferred brand in India. Overthe last seven years, HMIL has also madesubstantial inroads into other segments ofthe Indian car market.


• To discuss the initiatives taken by thecompany to become a successful brandin India

• To discuss the efficiency of the companyin effectively managing its productlifecycle.

Industry AutomobileReference No. MKS0054Year of Pub. 2005

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Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Hyundai Motor India Limited (HMIL);Hyundai Group Hyundai Santro; MarutiUdyog Limited (MUL) Suzuki; Marketingservice dealer network; Second largestselling small car; South Korean multi-business group; Hindustan motors andpremier automobiles; Association of IndianAutomobile Manufacturers (AIAM); Indiansmall car market premium compact car;Santro ZipDrive, Santro ZipPlus andSantro Xing; Product life cycle brandbuilding sub-branding; Shah Rukh Khan(SRK) and Preity Zinta; Daewoo MotorsTata Motors; Sunshine Car CompleteFamily Car; JD Power and Associates Inc.’sRankings.

Shatto Milk Co.: Profiting byDifferentiation

Post 1970s, many small dairy farms in theUS were struggling to keep up with theirdairy operations because of declining milkprices and intense competition from thelarger corporate dairy farms. The lowerprice levels had resulted in the closure ofmore than 50% of the small dairy farms.In such a scenario, Robert Shatto of theShatto Milk Co. decided to differentiatehis milk from corporate dairies’ milk. Thestrategy was to sell milk just like themilkman of yesteryear, farm-fresh milkin glass bottles. His revenues have risen bymore than 70% since he implemented thenew strategy in 2003.


• To discuss the problems faced by thesmall dairy farms in the US and thedifferentiation strategies adopted byShatto Milk Co.

• To discuss the challenges faced by othersmaller farms in emulating the successof Shatto Milk Co.

Industry Dairy production and dairyproducts

Reference No. MKS0053Year of Pub. 2005Teaching Note AvailableStruc.Assign. Not Available

Keywords

Shatto Milk Co.; Robert Shatto; Small dairyfarms; Corporate dairy farms; Productdifferentiation; Premium pricing; Dairy co-operatives; Hormone-free milk and dairyproducts; Organic milk; Consumer andbuyer behaviour; Niche marketing;Logistics of dairy operation;Differentiation strategies; Organic dairyproducts; Innovative packaging.

Nestle’s Marketing: The NextDriver of Value Growth?

Although marketing and brands have longbeen considered as the twin force behindthe success of Nestle, marketingtraditionally played a peripheral role forthe company. To fuel growth at Nestle,Peter Brabeck, its chief executive officer,integrated the various functions ofmarketing to make it the backbone of thecompany. Brabeck also made efforts toreposition Nestle as a health corporationto generate a feeling of well-being amongits consumers. He was convinced that thefunctional foods or ‘nutraceuticals’ ofNestle would be the drivers for creatingvalue in future and that marketing wouldbe the most vital function to achieve thevalue-added growth.


• To discuss the efforts of Nestle totransform itself into a health providerby leveraging on its core activity,marketing.

Industry Canned and Frozen FoodReference No. MKS0052Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Marketing and brands; Nestle; PeterBrabeck; Healthcare; Nutraceuticals;Nutrition; Umbrella brands; Packaging;Value creation; Organic growth; Functionalfoods; Product Technology Centres(PTC?s); Regional tastes and preferences;Health consciousness.

Corona: The Mexican Beer’sMarketing Strategies in USA

Corona, the beer brand of Mexico’s GrupoModelo Company, is the number oneimported beer in the USA since 1997. Thebrand’s US importers Barton Beers andGambrinus had played a vital role inmaking Corona popular and profitable inthe country. In early 2004, the changingdemographics, competition and retailconsolidation posed many a challenge toCorona. However, Carlos Fernandez, chiefexecutive officer of Grupo Modeloreorganised the company’s marketingstrategies and concentrated on the growingHispanic market through new ads andpromotional offers to improve the sales.Still, Grupo Modelo faces a dilemmaregarding the distribution strategy to beadopted in the US post-2006, as GrupoModelo’s contract with Gambrinus is toend in 2006.


• To discuss the marketing strategiesfollowed by Grupo Modelo model in theUSA

• To discuss the dilemma the companyfaces regarding the channels ofdistribution.

Industry BeerReference No. MKS0051Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Grupo Modelo Brewing Company; CoronaExtra; Barton Beers; Gambrinus Inc;Import contract; Competition in US beermarket; Differentiation strategies;Distribution dilemmas.

Gucci: Robert Polet’sRepositioning Strategies

Since the beginning of the 21st century,Gucci Group, the world’s third largest luxurygoods conglomerate, witnessed slump inits net income year-on-year. Amid thedeteriorating financial performance, thegroup came under the full control of Frenchretail group Pinault-Printemps-Redoute(PPR) in April 2004. After the takeoverby PPR, Domenico De Sole (the then chiefexecutive of Gucci Group) and Tom Ford(the then creative director of thecompany), who were credited fortransforming the near bankrupt family firmin the early 1990s into the world’s No.3luxury group by sales, exited from thecompany after failing to agree on the newcontracts with PPR. In early 2004, PPRappointed Robert Polet, the head ofUnilever’s ice cream and frozen foodsdivision, as the new chief executive ofGucci Group and made him responsible forsetting new goals and strategies to improvethe company’s bottom line.


• To discuss the initiatives taken by RobertPolet to revitalise the Gucci Group bygiving Gucci brands a distinctive identity.

Industry Luxury GoodsReference No. MKS0050Year of Pub. 2005Teaching Note AvailableStruc.Assign. Available

Keywords

Gucci; Pinault-Printemps-Redoute (PPR);Robert Polet; Repositioning strategy;Domenico De Sole; Tom Ford; Yves SaintLaurent (YSL); Consumer understanding;Marketing techniques; ‘Best-in-class’supply chain techniques; Multi-brandingstrategy; Stella McCartney; AlexanderMcQueen; Sergio Rossi; Bottega Veneta.

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A Dent in Wal-Mart’s PublicImage: The PR Strategy

Wal-Mart Inc., the largest discount storein the world, has been facing a major PR(public relations) crisis. For years, itremained media-shy and was known for itspoor relations with the media. But in recentyears the company’s public image hastaken a beating with its business practicescoming under severe criticism. A host oflawsuits alleging low wages, genderdiscrimination and usage of illegalimmigrant labour has led to adversepublicity for the company. To repair thedamage, the company has attempted torefurbish its image through a major PRcampaign.


• To evaluate the effectiveness andappropriateness of a company’s publicrelations strategy in regaining customerloyalty, amidst uproar against thecompany’s business practices.

Industry Grocery RetailReference No. MKS0049Year of Pub. 2005Teaching Note AvailableStruc.Assign. Available

Keywords

Public relations (PR); Negative publicity;PR campaign; Public image; Wal-MartStores Inc; Gender discrimination; Labourpractices; Labour lawsuits; Defensive publicrelations; Advertising; Offensive publicrelations; Testimonials; PR blunders; Mediastonewalling.

Children’s Television Channels:The Marketing Challenges

By the end of 2004, there were more than100 children’s television channels aroundthe world. This was in spite of the factthat the advertising revenues on a children’stelevision programme were far less thanthat from an adult television programme.Moreover, there were governmentregulations restricting advertisementstargeted at children. However, children’stelevision was becoming increasinglylucrative and a fast growing business becauseof its multiple revenue streams. Therevenue potential was attracting many newplayers that were bound to increase thecompetition in the already crowdedmarketplace.


• To discuss the revenue streams of thechildren’s television channels and themarketing challenges faced by them.

Industry EntertainmentReference No. MKS0048


Keywords

Revenue potentials; Children’s television;Television networks; Syndicateprogrammes; Nickelodeon; Mediacorporations; Merchandising;Advertisements; Licensing agreement;Lifestyle change; Marketing strategies;Market fragmentation; Brand loyalty.

Cranium Inc. The Board GameMaker: Winning the Marketing

Game!When Microsoft veterans Richard Tait andWhit Alexander quit Microsoft for aventure, board games seemed a likelyopportunity. The board game industry wasflooded with offerings but hits likeMonopoly and Scrabble were few. Craniumfilled the gap for a fully-fledged gamingexperience based on research of all theavailable games in the market. Itsdistribution strategy stood as a hallmarkof its success. Starbucks coffee stores servedas specialty outlets for Cranium and then,by word of mouth from satisfied users,Cranium had managed to remain at thetop slot without investing much onadvertising. Later, Cranium moved fromspecialty retailing to mass merchandisingin stores like Wal-Mart and Target and wasmaintaining a balance between the twodistribution channels.


• To discuss the distribution and productdevelopment strategies of Cranium thathelped the company to survive the ‘Wal-Mart threat’ in the industry.

Industry Toys and GamesReference No. MKS0047Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Cranium; Toy industry; Board games;Moments engineering; StarBucks andCranium; Speciality retailing; Brandexperience; Product innovations;Pictionary; Marketing strategies;Distribution strategies; Massmerchandising; Wal-Mart; Traditional toydistribution.

Obesity Concerns: Burger King’sProduct Revamp

With rate of obesity levels reachingalarming levels in America, fast foodcompanies attracted consumer resentmenton a large scale. Like other fast food

companies in US, Burger King was alsosued, for making Americans obese with itsfatty foods. Although the lawsuits weredismissed later, the company realised theimportance of assuming a “healthier”image. It initiated efforts to makeover itsmenu by introducing a new line of low-fatfood items. The company also reintroducedits 1974 slogan, “Have It Your Way”,which denoted that consumers couldcustomise their items as per theirrequirements.


• To discuss how the rising obesity levelsput pressure on the food industry torespond and change their offerings

• To discuss the series of initiatives thatBurger King has taken to refurbish itsimage and meet the changing customerdemands.

Industry Fast Food and QuickRestaurants


Keywords

Burger King; Rising obesity in the US;Obesity and the fast food industry; Publicoutcry against fast food companies;Lawsuits; Health foods; Fast casual;Allegations against Burger King.

P&G’s Tremor: ReinventingMarketing by Word of Mouth

With the decreasing influence of theconventional marketing media, it hadbecome more and more difficult for themarketers to reach the target consumergroups with their marketing message. But,people still listened and believed what otherpeople said, especially those they knewand trusted. The ‘word of mouth’marketing has been in existence for a verylong time. But the important aspect of itwas people speaking favourably about theproduct, to the right people, at the righttime and very often. Brushing aside themyth that word of mouth (WOM)marketing is a matter of luck, Procter &Gamble (P&G) created a marketing divisioncalled ‘Tremor’ in 2001, tapping theAmerican teenagers’ gossip factor. By2004, Tremor had built a national networkof 280,000 teenagers who advocatedproducts from movies to milk, shampoosto motor oil, pushing products on friendsand family and that too for free.


• To discuss P&G’s innovative marketingtool, Tremor

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• To discuss on the efficacy of WOM as amarketing tool.

Industry Advertisement and PromotionReference No. MKS0045Year of Pub. 2005Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Industry-Academia rapport; UCSFfundamental research; UCSF-industryinteraction; Business spin-offs from UCSF;Grants to UCSF; Genentech and Chiron;History of biotechnology; Inventions atUCSF; UCSF-industry collaborations andrapport; Funding of UCSF; UCSF thebiotech hub; Collaborative research atUCSF; UCSF and California’s economy;University of California, San Francisco;UCSF.

Retailing: The ‘Target’ WayFor the 2003 fiscal year, TargetCorporation’s revenues of $48 billion weremore than the combined sales of Coke andPepsi Co. and almost double that ofKmart’s. Often referred to as ‘Tar-zhay’,it became synonymous with high-enddesigner products at decent prices fromdesigners like Isaac Mizrahi, MossimoGiannulli, Cynthia Rowley and architectMichael Graves. Target’s image of beingan upscale discounter, embodying cheapchic has helped it flourish in an industrydominated by Wal-Mart.


• To discuss the positioning strategies ofTarget stores

• To discuss how it has built up its brand inthe world of discount retailing.

Industry Discount and Variety RetailReference No. MKS0044Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Target; Tar-zhay; Upscale discounter;Positioning strategy; Discount retailing;Building brands; Michael Graves; IsaacMizrahi; Trendy advertising; Wal-Mart;Dayton’s department store; Discounter;Bull’s Eye logo; Retail industry.

Michelin’s PAX Tyres: RadialType Innovation?

In the mid-1940s, Michelin, the numberone tyre maker in the world, hadrevolutionised the tyre industry with radialtyres. Half a century later it commandednearly 100% market share in theindustrialised world. In the mid-1990s, the

company came up with another biginnovation----- – the PAX system. PAXtyres were designed to provide the car driverwith smooth mobility and control over thevehicle even in the event of a sudden lossof air pressure in the tyres. But, they couldonly be fitted to vehicles designed tosupport the PAX system and their costwas three times more than theconventional tyres.


• To discuss the technology behind thenew product and marketing strategyadopted by Michelin in promoting PAX

• To discuss whether PAX was in line withMichelin’s radial tyres type innovationand whether it was the future of tyres orjust a passing fad.

Industry TyreReference No. MKS0043Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Tyre industry; Michelin; PAX systems;Radial technology; Tyre technology; Self-sustaining tyres (SST); Consumerbehaviour; Original equipmentmanufacturers (OEM); Innovation;Goodyear; Pirelli; Sumitomo; Toyo Tyre& Rubber.

Mercedes’ Gamble in CrossoverVehicles

Come 2005 and the first lot of crossoverswill roll out from the stables of Mercedes-Benz. Named as the Grand Sports Tourer(GST), Mercedes is targeting its crossoversmainly at the US market. The crossoversare a blend of the best attributes ofminivans, sedans and SUVs (sports utilityvehicles) and are the latest fancy in the USlight vehicle market segment. The GSTwill come with a super premium price tagvis-a-vis contemporary crossovers. But thegamble remains in positioning the GST.


• To discuss the strategies followed byMercedes to position its crossoverssuccessfully in the light vehicles segmentof the US.

Industry AutomobileReference No. MKS0042Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Mercedes gamble in crossover vehicles;Grand Sports Tourer (GST); US lightvehicle market; Crossover in US;

Positioning Mercedes GST; Subaru;Evolution of crossover vehicles.

Yao Ming: Marketers’ OpenSesame to China

In 2002, the National BasketballAssociation (NBA) drafted Yao Ming, the7ft. 6in. basketball player from China. Yaois believed to have immense potential as abrand ambassador for multinationalcorporations keen on China. The NBA,which is keen on strengthening its presencein China, feels that having a talentedChinese player like Yao in the league wouldgenerate more popularity for the game inChina. Yao, who was voted as the mostpopular celebrity in China in 2003, is alsoa cultural icon for Chinese youths.Companies like Pepsi, McDonald’s andReebok have signed Yao as their brandambassador and hope to gain a marketshare in China by promoting theirassociation with Yao.


• To discuss the rise of Yao Ming as oneof the most promising basketball starsof the NBA

• To discuss the efforts of ‘team Yao’ tocreate a well-crafted and researched planto market Yao’s appeal

• To discuss the risk and return factors forbrands that associate themselves withbudding sport-stars

• To discuss the critical factors for Yao’scontinued success as a marketable force.


Keywords

Yao Ming; National BasketballAssociation; Marketing to China; HoustonRockets; Reebok; Team Yao; Chineseyouth icon; Popularity of basketball inChina; David Stern.

Pantaloon: Revolutionizing theIndian Retailing Industry

From an exclusive menswear store in 1993,Pantaloon by 2004, had adopted a pan-Indian model in retailing. Besides apparelretailing, Pantaloon has forayed into theretailing of food, grocery and gold. In aspan of 11 years, Pantaloon became India’slargest multiformat retailing company witha turnover of INR 650 crore in 2004.

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• To discuss Pantaloon’s business model,and how it is revolutionising the Indianretailing industry.

Industry RetailReference No. MKS0040Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Business model; Organised retailing; Supplychain management; Balanced score card;Positioning; Pricing; Private labels.

Toyota’s Prius: A Revolution or aFad?

In the late 20th century, the growth of theglobal automobile industry was decliningas it faced over-capacity and saturation.The industry needed something new toreinvent and revitalise itself. ToyotaMotor Company became the first to takea step in this direction by launching the‘Prius’. Unlike the gasoline-only-poweredvehicles, the Prius was a hybrid automobilewith a dual power source and ultra lowemissions. With the rise in fuel prices andenvironmental concerns, sales of the Priusalso increased and it gained popularityamong public. However, with hydrogenbeing hailed as the next major source ofenergy, the future of the hybrid automobileswas uncertain.


• To discuss whether the hybrid vehiclewill revolutionise and recharge theautomobile industry in the 21st centuryor will it be relegated to the past as apassing fancy of environmententhusiasts.

Industry Automobile IndustryReference No. MKS0039Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Automobile industry; Innovations in theauto industry; Toyota Motor Company;Prius; Hybrid automobile; Toyota hybridsystem (THS II); Mass production;Gasoline electric motor; Motor trend carof the year 2004; Honda insight; GeneralMotors and Ford; Clean burning fuel;Revolution or fad; Hydrogen fuel cell;Hydrogen vision.

The Dilemma of Discounts: GM’sBid for Market Share

General Motors (GM) has been offeringincreasing discounts in order to gain a better

market share in the US automobile marketsince it started its zero-percent financescheme in 2001. Ford and Chrysler havefollowed GMs lead and the level ofincentives has been rising steadily in theface of competition. However, the big threehave been unable to match the marketshare gains of foreign automobilemanufacturers.


• To discuss GM’s pricing strategy, whichis driven by its need to keep producingand selling cars in order to meet itspension obligations and fixed costs

• To discuss the commoditisation of theautomobile, and the inability of GM tocreate an aspirational, high quality andvalue for money image for its cars

• To debate whether GM’s increasedmarket share was at the cost of its brandimage.

Industry AutomobileReference No. MKS0038Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Pricing strategy; Promotion; Incentives;Positioning; Marketing; Discounting;Brand image; Aspirational brands; Productquality; Brand experience; General Motors;Zero-percent financing; Automobileindustry; Market share.

China’s ‘Me’ Generation:Implications for Business

China’s one-child policy, initiated in 1980,was effective in cutting down the growthrate of its population. One consequence,however, is the emergence of a newdemographic segment called China’s ‘me’generation. The ‘me’ generation refers toChinese born after 1980, who grew upmostly in single child households, enjoyinghigh spending power and getting access togood educational facilities and the latestproducts and services .


• To discuss the demographics of China’s‘me’ generation, which is poised tobecome the driving force behind China’sspending in the future

• To analyse the ‘me’ generation’schanging priorities and aspirations, andthe resulting implications for business

• To discuss how businesses can createproducts and services for this consumersegment.

Industry Not ApplicableReference No. MKS0037


Keywords

‘Me’ generation; China’s one-child policy;Little emperors; Consumerism in China;McDonalds in China; Product design;Cosmetics market in China; China coolhunt; Gender imbalance in China.

P&G: From Mass toMicromarketing

Procter & Gamble (P&G), one of theworld’s largest consumer goods companiesis also a pioneer in the use of mass media.Through the ages, this 167-year-oldcompany has used newspaperadvertisements, radio and soap operas toadvertise its popular brands like Crest,Pampers, Pantene and Folgers. During1990-2000, however, its rate of growthtook a plunge. When AG Lafley took overas CEO in 2000, he gave P&G a completemakeover with the focus on innovationand advertising. Since 2000, P&G has beenincreasingly embracing targeted, viral andon-line marketing.


• To discuss the shift in P&G’s approachfrom conventional mass marketing tomicromarketing

• To discuss P&G’s efforts in utilisingalternate communication options inreaching out to customers, while makingits mass communication more relevantand rewarding.

• To discuss the need for P&G to adoptnewer forms of advertising

• To discuss the changing landscape ofmedia consumption in the US and theneed for companies to respond to it.

Industry FMCGReference No. MKS0036Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

P&G (Procter & Gamble); AG Lafley;Unconventional media; Tremor; Viralmarketing; James Stengel; Olay;Micromarketing; Targeted marketing; Massmedia; Marketing to Hispanics; Marketingto Afro-Americans

MTV in India: The PositioningStrategies

MTV (Music Television) India is a 24-hourmusic channel that mainly targets viewersbetween the age group of 15 to 34 years.MTV made its debut in India in 1991 with

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a lot of American programming, which wastargeted at the English-speaking young eliteof India. The initiative was partiallysuccessful. In 1996, MTV was relaunchedwith an array of local shows and India-based programmes to appeal to a wideraudience.


• To discuss the strategies adopted by MTVIndia to differentiate and position itselffirmly as the No.1 music channel inIndia.

Industry EntertainmentReference No. MKS0035Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Positioning; Branding; MTV (MusicTelevision) India; Strategy; Indiantelevision industry; STAR (SatelliteTelevision Asian Region) network;Doordarshan; Indian media landscape;Media companies in India; Music channelsin India; Viewership of music channels inIndia; MTV’s strategic positioning in India;Exponential rise of cable TV connectionsin India; Promotional programmes ofMTV India and Channel V.

Customer RelationshipManagement at Harrah’s

EntertainmentThe casino industry in the US wasconsidered to be one with a large numberof fickle customers. The operators wereforced to continuously change, renew, andrejuvenate themselves in order to survivein the industry. In this regard, players likeMGM, Caesars and Mandalay resorts wereconcentrating on building replicas of theEiffel Towers, volcanoes and sinking shipsin order to lure customers. Harrah’s, onthe other hand, focused on customerrelationship management (CRM). Harrah’shad developed a CRM programme wayback in 1998, and in 2003, it saved $20million a year in overall costs and earned$1.23 billion in cross- market play.


• To discuss how Harrah’s used the databaseof customers (which recorded thespending, shopping and gamblingpatterns at all the different propertiesof Harrah’s in real time) to treat thembetter and thereby establish, strengthenand convert relationship.

Industry EntertainmentReference No. MKS0034Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Harrah’s Entertainment; Customerrelationship management; Rewardsprogramme; US casino and gamblingindustry; Competitive strategy; Decisionscience; Closed loop marketing process;Revenue management; Marketing strategy;Growth strategy; Promus Corporation;Entertainment industry.

Philips: The New Age MarketingRoyal Philips Electronics (Philips), a globalelectronics leader with 100,000 patents toits credit, had recorded a decline in itsoverall sales and income in the 1990s.Heightened competition in the globalconsumer electronics market and a slumpin the worldwide semiconductors marketswere the major reasons for its decade-longplight.


• To discuss the new marketing efforts andglobal branding initiatives of Philips toregain its global leadership position,which has been threatened of late due toits poor marketing initiatives.

Industry Consumer ElectronicsReference No. MKS0033Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Growth strategies of Philips; The globalconsumer electronics industry; Newmarketing initiatives of Philips; Losses ofPhilips in the early 1990s; Consolidationof Philips; Global positioning strategies ofPhilips; One Philips; Ten point marketingplan; 11 point plan of Philips; Businessrenewal plan of Philips; Alliances of Philips;HLT (Healthcare, Lifestyle, Technology)strategy of Philips; Philips in medical IT(information technology); The connectedplanet initiative of Philips.

Media Specialists: TransformingGlobal Ad Industry’s Business

ModelIn the past, creative works and accountmanagement had precedence over mediabuying, and media purchase was given lessimportance with the media being treatedmore or less like a commodity. However,after the 1980s, ‘media independents’started a new trend in the advertisingindustry. Triggered by the growing mediafragmentation, the advertisers becameconscious about their media expenditure.Consequently, specialists began toincreasingly influence the decisions ofmarketers from design of media plan, media

research and media expenditure toassessment of media results. This resultedin a deviation from the established modelof the advertising industry, which gaveprominence to creatives over the mediadepartment. At the same time, advertisersacross the globe were embracing theservices of media independents, saving aconsiderable amount from their advertisingbudgets.


• To discuss the possible repercussions theadvent of media independents has onthe traditional business model of theadvertising industry and itscompensation system

• To discuss whether the role of creativesin the advertising industry has becomeobsolete and whether media buyers willrule the roost in the future.

Industry AdvertisingReference No. MKS0032Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Media independents; Media buyers; WPPMindshare; Media buying trends; Massmedia; Communication gap; Changingbusiness model; Advertising industry mediaplanning; Conflict of interests; Gross ratingpoint (GRP); Unbundling of media; Mediaconsolidations; Media billing.

Madison Avenue: ChangingBusiness Model

Madison Avenue, which has been the homefor the advertising industry in America,was facing several strategic inflectionpoints by the end of the 1990s. Mediafragmentation, Internet advertising, mediaconsolidations, and ad-zappers like TiVowere, to name a few, emerging as a threatto the much-celebrated creativity-basedmodel of the industry. In view of thesethreats, the creatives became costmanagers of the industry who wereconcentrating a major part of their effortson strategic cost-efficient media plans fortheir campaigns.


• To discuss how Madison Avenue lost itspower over price and control of theclients’ advertising budgets

• To discuss the sequence of changes thatoccurred both within and outside theindustry, leading Madison Avenue tochange its business model, focusing ontargeted marketing rather than thetraditional approach of the massmarketing age.

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Madison Avenue; Media buying; Mediafragmentation; Advertising industry;Integrated marketing; Whole egg approach;Commission based compensation; Conflictof interests; Mass marketing; On-linemarketing; Micro-media; Dotcomadvertising; Media consolidations; Pricingpower.

Mel Gibson’s NewCommandments of Movie

MarketingMel Gibson’s movie, The Passion of theChrist (The Passion) is the eighth-highestgrossing film of all time. Controversysurrounded the movie much before itsrelease. The movie was criticised for itspotential for promoting anti-semitism,excessively violent content, historicalaccuracy and movie-related merchandising.It was even banned in some countries.However, thanks to Mel Gibson’sunconventional marketing strategies, it hadone of the biggest openings everthroughout the US and continued its leadfor a long time.


• To discuss the unconventional approachMel Gibson adopted to market his movieand the grassroots marketing campaignGibson led to ensure its success

• To discuss the importance of subject-specific marketing and advertisingstrategies

• To discuss the rise in popularity and boxoffice performance of controversy-fuelled movies.

Industry EntertainmentReference No. MKS0030Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Mel Gibson; The Passion of the Christ; Anti-semitism; Movie controversy; Grassrootsmarketing; Outreach Incorporated;Newmarket Films; Movie merchandising;Films on religion; Barna Group; Historicalaccuracy; Fahrenheit 9/11.

DVRs and Advertising Industry:Opportunity and a Threat?

DVR (digital video recorders) emerged as athreat to the global advertising industry as

well as the traditional revenue model offree television in the US. These deviceswhich allowed advertisement skippingbecame popular among the televisionviewers in the US. As a result, advertisementviewership dropped for major televisionchannels and advertisers were shifting toother forms of product promotion. At thesame time, TiVo and ReplayTV, whichpioneered the DVR industry in the country,were reinforcing their image as ‘industryfriendly’ with advertising alliances withmarketers. Advertisement agencies werealso collaborating with TiVo and werediscovering the new media as anopportunity. ‘Recency’, a model that givesprominence to reach over frequency and‘advertainment’, advertisements thatentertain, were the evolving concepts thatgained relevance in the industry.


• To discuss the opportunities and threatsthe DVRs are posing to the advertisingand the television media industry.


Keywords

TiVo as a threat to advertising; DVR(digital video recorders); Advertisementskipping; Traditional free television model;Advertising industry; DVR penetration; 30-second commercials; ‘Advertiser friendly’TiVo; TiVo as an opportunity; Televisionviewing habits; Video on demand; TiVo usersin US; Time shifting; Advertainment;Recency.

Dubai Duty Free: Promotion andExpansion

Dubai Duty Free’s (DDF) remarkablemarketing and promotion strategy sawsales rising from $20 million in 1983 to$380 million in 2003. It was declared thethird-largest duty free retailer in the worldin 2003, surpassing the sales of operationsat airports with greater traffic. DDF’saggressive promotions include raffles forluxury cars and million dollar prizes. Itsponsors international sporting events andalso runs television campaigns. A shoppingarea designed to ensure greater footfall anda wide range of products to satisfy diversecustomer preferences ensure that it has thehighest penetration and average spend perpassenger in the world. While creating theultimate shopping experience, the airportand the airline have played an importantrole in increasing the internationalawareness of Dubai as a tourist destination.


• To discuss DDF’s promotion strategy,the product strategy, and the way thegeographic location of Dubai wasleveraged

• To discuss the effect of a co-operativegovernment, the synergy generated bythe operations of the Emirates Airline,the airport and DDF and its connectionto the economic development of Dubai.

Industry Event ManagementReference No. MKS0028Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Branding; Promotion; Sponsorship;Expansion; Innovation; Marketpenetration; Marketing environment;Product mix; Positioning.

European SoccerMerchandising in Asia

Clubs like Manchester United and RealMadrid have a huge fan following acrossAsia and a substantial portion of theirrevenue comes from selling team jerseysand other merchandise, like scarves andkey chains, in Asia. Commercial gains nowplay an important role in the recruitmentof stars like Beckham, besides the localplayers who hold sway over a sizeablemarket in Asia. The clubs use these playersto attract viewers in Asia and also to convertthem into customers of their merchandise.


• To discuss the dependence of clubs onstar players to attract fans in Asia

• To discuss the various means theEuropean clubs employ to benefit fromAsia’s craze for European football.

Industry Sports and EntertainmentReference No. MKS0027Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

European soccer; merchandising in Asia;The English Premier League; ManchesterUnited; Real Madrid; Celebrityendorsements; Brand appeal; brand equity;Sports merchandising; Hidetoshi Nakata;Marketing strategy; David Beckham; AsianFootball Confederation (AFC); Licencingagreements; European soccer clubs;Television rights; Appearance fee; ZinadineZidane; Ronaldo.

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Silk Soy Milk: The All-new MilkSubstitute

Founded in 1977, Colorado-based WhiteWave gained popularity in 1996 with theunveiling of its soy milk brand – ‘Silk’.From a little known product that wasrelegated to the shelves of few specialisednatural food stores, Silk has come a longway to become the only ‘white beverage’to have established a distribution networkacross the US.


• To discuss how White Wave was able tomake use of the environmentalconcerns, an aging population, a shift indemographics and the endorsementsabout the medicinal benefits of soyproducts to successfully market ‘Silk’brand of soy milk as an alternative tomilk.

Industry Dairy ProductsReference No. MKS0026Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Silk; White Wave; Soy milk; Steve Demos;Dean Foods Co.; Starbucks; Tofu products;Very Vanilla; Natural food stores; Shelfspace; Natural foods; Suiza; PatriciaCalhoun; Soy-related products.

Price Wars in the IndianDetergent Market

Towards the end of 2003, the Indiandetergent industry witnessed a price-cuttingspree by the major players Procter &Gamble (P&G) and Hindustan LeverLimited (HLL). P&G initiated the pricewars by reducing the prices of its detergentproducts and other players such as HLLand Henkel followed suit. P&G’s price cuts,at the time when the fast moving consumergoods (FMCG) industry was going througha sluggish period, was seen as an attemptto wrest advantage from HLL, which wasgrappling with decelerating growth.


• To discuss the Indian detergent marketand the different strategies being adoptedby the major players

• To discuss the impact of a price war ondifferent players and whether the pricewars will benefit them.

Industry FMCGReference No. MKS0025Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Procter & Gamble company; HindustanLever Limited; Nirma Limited; Price wars;Henkel Spic India Limited.

Japanese Retailing SuccessesJapan, the second-largest economy in theworld with its huge consumer markets, hasenticed many foreign retailers to start theirbusinesses in the country. However, successin the Japanese retail markets has alwaysbeen difficult for any retailer. Even theworld’s biggest retailer, Wal-Martexperienced a tough time gaining groundin the Japanese retail market. With therising competition from bigger foreignentrants, domestic retailers in Japan havebeen facing a tough time sustainingthemselves. Among a few successfuldomestic companies are Uniqlo and BeardPapa, which belongs to the MuginohoGroup and sell cream puffs.


• To discuss the retailing strategies adoptedby Uniqlo and Beard Papa to succeed inthe Japanese retail market.


Keywords

Retailing in Japan; Economic recession inJapan; Wal-Mart in Japan; Daiei; Uniglo;Market penetration in Japan; Beard Papa;The large retail store law in Japan; Large-Scale Retail Store Location Law; Totalsystems control; Apparel retailing in Japan;Fast food retailing in Japan; Carrefour;Louis Vuitton; Japanese retail market.

Film Merchandising: TheHollywood Style

Since the 1980s, the ever-increasingproduction budgets in Hollywood promptedfilm producers to search for additionalavenues for generating revenues. As filmmerchandising contributed significantly tothe total income generated through amovie, producers started concentrating onfilm merchandising that proved to be alucrative business. In 2003, in the US alone,film and media merchandising producedUS$16 billion.


• To discuss the evolution of filmmerchandising as a new business modeland its implications for the global filmindustry.

Industry Film MerchandisingReference No. MKS0023Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Film merchandising; New business modelof Hollywood; Harry Potter; MickeyMouse; Walt Disney Studios; Star Wars;Lord of the Rings; George Lucas; Kidscollection from Hollywood movies;Marilyn Monroe; John Wayne; Filmmemorabilia; Hollywood; Donald Duck;The Phantom Menace.

Political Advertising in IndiaPolitical advertising in India began as alaid-back attempt in the early 1980s andcame a long way to become an organisedand professional way of approachingvoters. The erstwhile practice ofsloganeering and propaganda are beingreplaced by branding and positioningstrategies. In their efforts to ‘brand’ theirparties, political leaders engaged celebritiesin their election campaigns.


• To discuss the evolution of politicaladvertising in India from a point whenit was a non-entity to becoming aspecialised area of interest

• To discuss the counter measures takenby various political parties to outscoreeach other.

Industry Not ApplicableReference No. MKS0022Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Politics and communication; Politicalbranding; ‘India shining’ campaign; Feel-good factor; Bharat Uday Rath Yatra; GreyWorldwide; Rediffusion DY&R; Publicrelation firms; Congress (x) and BharatiyaJanata Party (BJP); National DemocraticAlliance (NDA); Indira Gandhi; Atal BehariVajpayee; Advertising expenditure;Celebrity political endorsers; TAM’s AdExstudy.

Splenda: Leading the TabletopSweetener Market

With people looking for ways to decreasecaloric intake and with an increase in thenumber of diabetics, low-calorie sweetenersbegan to appear on restaurant tables tosweeten hot and cold beverages and werealso used in processed beverages andpackaged foods. Until 2000, the tabletop

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sweetener market saw a fierce battlebetween two American brands – ‘Sweet ‘nLow’ and ‘Equal’. Though Sweet ‘n Lowwas the oldest tabletop sweetener, Equalemerged as the winner. However, a newsweetener called Splenda that was releasedin 2000, began to eat Sweet ‘n Low andEqual’s lunch.


• To discuss the competitive scenario inthe tabletop sweetener market

• To discuss how Splenda, backed by themarketing muscle of its parent companyJohnson & Johnson, became the numberone brand in the tabletop sweetenermarket within three years of its launch.

Industry Artificial SweetenersReference No. MKS0021Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Saccharin; Aspartame; Sucralose; Splenda;Sweet ‘n Low; Equal; Nutrasweet; Viralmarketing; Artificial sweeteners; Tabletopsweetener market.

Titan Industries: Getting theMarketing Mix Right

Titan Industries Ltd., TATA Group’s watchmaking division brought about a revolutionin the Indian watch industry. Itssophisticated technology, high qualityproducts and innovative marketing madeit a market leader. The market endorsementfor its undisputed leadership is manifestedin its market share, brand awareness, andmore importantly its success abroad.


• To discuss how Titan managed itsmarketing mix elements to attain theleadership position in the Indian watchindustry.

Industry WatchReference No. MKS0020Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Marketing mix; Indian watch industry;Organised retailing in India; Titanadvertising; Product and pricing;Distribution; Product line; Sub brands;Market segmentation; TATA Group;Hindustan Machine Tools (HMT); TimeZone; World of Titan; Titan into retailing.

Schick – A Strong No.2?For a long time, Gillette dominated theworld’s shaving razor market. But theintroduction of Quattro, the first four-bladerazor by Schick (of Energizer Holdings) isthreatening to end Gillette’s dominance inthe premium end of the market. Quattrostarted to eat into the market of Gillette’stop selling product and major revenuegenerator, the Mach3. Schick is also givinga tough time to Gillette in relation to thewomen’s razor market where its Intuitionis competing for the market with Gillette’sVenus.


• To discuss whether Schick will be able tosustain the momentum in the long-termand emerge as the number one player inthe premium end of the razor market.

Industry Fast Moving Consumer Goods(FMCG)


Keywords

Razor war in the US; Schick vs Gillette;Quattro vs Mach3; US shaving razormarket; Intuition vs Venus; Wet shavingsystems; Energiser Holdings.

P&G in US Toothpaste Market: AFormidable Comeback

Among America’s most well-known brands,Crest toothpaste has etched a special placein the mind of the American consumers.Procter & Gamble (P&G) first introducedCrest in 1956 and has maintained aprogressive leadership in the toothpastecategory ever since. Competing for thesame place was Colgate, another toothpastethat had more than a 100-year history.Eventually in 1998, Colgate’s Totaltoothpaste succeeded in surpassing Crestto become the new market leader. To put abreak on Colgate’s rising market share,Crest retorted with a series of brandlaunches, eventually creating a newcategory of toothpastes.


• To discuss P&G’s efforts to regainmarket leadership after the success ofColgate Total

• To discuss the circumstances that led tothe creation of a new category oftoothpastes.


Keywords

Crest toothpaste; Procter & Gamble(P&G); Colgate Total; Crest whitestrips;Tooth whiteners; Marketing andadvertising campaigns; Cosmetic-styletoothpaste; Market shares; Toothpasteflavours; Category filler.

LG: Rural Marketing in IndiaLG Electronics India Private Limited (LG)forayed into the Indian market in 1993.After two failed joint ventures and thesubsequent de-licensing of the consumerelectronics industry, LG Electronics IndiaPrivate Ltd. was formed in 1997, at a timewhen the market was brimming with intensecompetition and new product activity.Under such tough conditions LG emergedas the market leader in washing machines,air conditioners and microwave ovens. Thecompany then set its eyes on the untappedrural markets to grow further.


• To discuss LG’s marketing initiatives topenetrate the rural market.


Keywords

LG Electronics India Private Limited (LG);Rural marketing; LG in India; Central areaoffices; Sampoorna; CinePlus; Remotearea offices; Roadshows; Rural areas; Semi-urban areas; Supply chain efficiencies;Product customisation.

Coke’s Promotional Themes:Tailored for Times

Throughout its history, Coke had alwaystried to capture the moods and aspirationsof its consumers through its promotionalthemes and advertisement slogans. Fordecades, Coke’s catchy punch lines hadbeen proverbial with millions of householdsworldwide, especially in its home country,the USA. Through its well-researchedadvertisements tailored for differentmarkets across the world, Coke had becomeone of the most recognisable trademarksand the most valuable brand in the worldworth $70.45 billion in 2003. However,to be in tune with the changing consumerpsyche, Coke started shifting from itstraditional patterns to new ways ofadvertising.


• To discuss how Coke, through itschanging promotional themes, hadtransformed itself into an American icon

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• To discuss Coke’s initiatives to sustainits image in the new millennium as themost successful brand in the history ofAmerican business.

Industry Carbonated BeveragesReference No. MKS0016Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Industry-Academia rapport; UCSFfundamental research; UCSF-industryinteraction; Business spin-offs from UCSF;Grants to UCSF; Genentech and Chiron;History of biotechnology; Inventions atUCSF; UCSF-industry collaborations andrapport; Funding of UCSF; UCSF thebiotech hub; Collaborative research atUCSF; UCSF and California’s economy;University of California, San Francisco;UCSF.

Cafe Coffee Day’s ExpansionStrategies

In 1996, India’s largest coffeeconglomerate, Amalgamated Bean CoffeeTrading Company Ltd (ABCTCL), openedthe country’s first coffee café – CaféCoffee Day, in Bangalore. This was thebeginning of coffee café culture in thetraditionally tea drinking country.ABCTCL has traditionally been acommodity coffee player. With coffeebean prices going down, the companyplanned to get away with commodity coffeeand export business. As an extension ofthe coffee selling activity and to leveragethe strong brand image, the company setup a chain of coffee cafés. Noticing thegrowing popularity of its cafés, ABCTCLdecided to expand the coffee chain intoboth the domestic and internationalmarkets.


• To discuss the emergence of coffeeretailing in India

• To discuss the possible growth avenuesfor coffee retailing in India.

Industry Specialty EateriesReference No. MKS0015Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coffee retailing in India; Cafe Coffee Day;Coffee day Xpress; Barista; Qwiky’s;Coffee Day Take Away; Coffee Day Fresh‘n Ground; Coffee Day expansion plans.

Rural Marketing: IndianExperiences

Professors C.K. Prahalad and Stuart L Hartpoint out that the real fortune formarketers is at the bottom of the worldeconomic pyramid, the four billionconsumers whose annual per capita incomein purchasing power parity terms is lessthan $1,500. These tier-4 consumers livein rural villages or urban slums, mostly indeveloping countries like India, China andBrazil. However, most multinationalcompanies have focused their efforts onserving the needs of consumers in developednations or the affluent in the developingnations. Marketing in rural areas has beenseen as, too much effort for too little return.However, in India, multinationalcompanies (MNCs) have been increasinglyinvolving themselves in serving andcreating products for the rural consumer.


• To discuss the wide differences betweenurban and rural markets and explore thepsyche of the rural consumer in thebackdrop of experiences of severalMNCs like Hindustan Lever, Coca-Colaand CavinKare and insights provided byrural marketing experts like PradeepKashyap of Market and Research Teamand practising marketing managers ofcompanies.


Keywords

Rural marketing; C.K. Prahalad; Stuart LHart; Pradeep Kashyap; Hindustan LeverLtd; Coca-Cola; RV Rajan; CKRanganathan; Television advertising; Ruralpsyche; Rural communication; Rural India;Katy Merchan.

Puma: Reclaiming its PridePuma AG, the German maker of qualitysport footwear saw its brand image sufferingserious damage in the latter part of the1980s. By the beginning of the 1990s, theimage of exclusivity that had long beenassociated with the brand had faded andthe company suffered losses due to a steepdecline in sales. By the end of 1993, thecompany was saddled with $100 million indebt and had recorded losses of $32 million.Jochen Zeitz, who took over the reins asPuma’s chief executive officer in 1993,instituted a three-phase plan for turningaround the company’s fortunes.


• To discuss the importanceof the brand image of a company indriving the sales and revenues.

Industry FootwearReference No. MKS0013Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

Puma; Adidas; Global footwearmanufacturers; Nike; Reebok; Gucci; Prada;Platinum; Avanti; Music Television(MTV); Nuala; Formula 1 teams;Sportlifestyle goods; Brand image of Puma;Brand management of Puma.

Organized Retailing in India:Opportunities and Challenges

Retailing in India for a long time, had beendominated by street corner stores and otherunorganised players. As a result, consumershad to be content with limited choice andservices. But in recent years, the countryhad been witnessing a sea change in theretail landscape. Big names in the Indianbusiness like Ram Prasad Goenka Group,the TATAs, the Rahejas and the Parimals,were venturing into retailing. However, theshare of organised retailing still remainedsmall at 2% of the total market for retailingthat stood at $180 billion. While theopportunity for organised players was huge,they had to cope with a number ofconstraints like high real estate costs, tax,and labour issues.


• To discuss the evolution of organisedretailing in India and the differentformats of retailing that are prevailing

• To discuss whether hypermarkets canemerge as a pan-Indian retailing formatdespite the various impediments toorganised retailing in India.


Keywords

Organised retailing in India; Emergingretail formats; Trends in retailing India;RPG (Ram Prasad Goenka) into retailing;Giant hypermarkets; Barriers for organisedretailing; Hypermarket advantages;Shopping malls.

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Hypermarkets in India: RPG’s‘Giant’ Step

RPG group, the first organised player inthe retail industry in India is also one ofthe most successful players in the industry.The group’s retailing arm with interests ingrocery retailing, music retailing, and healthand beauty stores, established itself as astrong player. However, with its retailbusiness concentrated only in southernIndia, RPG has embarked on thedevelopment of hypermarkets, to becomea national player. The group started ‘Giant,’a hypermarket that it planned to expandthroughout the country.


• To discuss the evolution of RPG’sretailing business and its supply chainpractices

• To discuss RPG group’s experience withits first hypermarket store.


Keywords

RPG retailing (Ram Prasad Goenka);FoodWorld supermarkets; Music Worldretail stores; Big box model; Gianthypermarkets; Hub and spoke model;Supply chain economies; Trends inretailing.

Dasani’s European MisadventureHaving been described as ‘purified tapwater’, the Dasani brand of Coca Cola(Coke) faced problems in the UK. In early2004, Coke had to withdraw its entire stockof Dasani from the market afterunacceptable levels of bromate was detectedin the water. In the light of such events,Coke’s successful entry into the Germanand French markets, and its success inEurope at large seemed far-fetched.


• To discuss the competitive scenario inthe global bottled water market

• To discuss the problems faced by Dasaniin the UK market and the steps takenby Coke to overcome the problems.

Industry Water and IceReference No. MKS0010Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Coca-Cola; Dasani; Nestle; Global bottledwater industry; Group Danone; Coke;

Pepsi; Aquafina; Evian; Perrier; Springwater; Morgan Stanley; Coca-Cola light;Europe; France.

Dainik Bhaskar: The InnovativeMarketer

Dainik Bhaskar, an Indian newspaper viewsmarket research not just as a tool forsurveying the market they intend to enter,but also as a brand building exercise. Thewhole target population, and not just asample of it, was surveyed. Such dedicatedeffort helped them to dethrone, almostovernight, the kings of the markets thatthey entered.


• To discuss Dainik Bhaskar’s innovativemarket research technique that led toits success as India’s largest circulatednewspaper.

Industry Newspaper PublishingReference No. MKS0009Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Times of India; Indian newspapers; DainikBhaskar; Divya Bhaskar; Dwarka PrasadAgarwal; Market research; Multi editionnewspaper; Navbharat Times; RajasthanPatrika; Sandesh; Gujarat Samachar;Ahmedabad; Jaipur; National ReadershipSurvey; The Indian press.

Celebrity Endorsement: Throughthe Ages

Celebrity endorsement of products has along history. It dates back to the 1760swhen pioneers like Josiah Wedgwoodstarted using royal endorsements as a brand-building tool. Athletes and celebrities fromthe entertainment industry have dominatedendorsements in the US. Celebrityendorsements have increased tremendouslyin terms of both number and value.Likewise, the risks for the brand havebecome higher. This case traces theevolution of celebrity endorsement andexplains the trends at various points oftime. It also details the Familiarity,Relevance, Esteem and Differentiation(FRED) principle in evaluating thefeasibility of endorsing a celebrity. Findingsfrom latest research on the attitude ofconsumers to celebrity endorsements arepresented.


• To discuss the benefits and risks involvedfor companies in signing up celebritiesas brand endorsers

• To discuss the validity and relevance oftraditional assumptions involved in usingcelebrities to endorse brands in today’smarket place.

Industry Not ApplicableReference No. MKS0008Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Available

Keywords

Celebrity endorsements; Michael Jordon;Nike; Josiah Wedgwood; Familiarity,Relevance, Esteem and Differentiation(FRED); Wheaties; Trade cards; TigerWoods; LeBron James; Robert Clark;Ignatius Hortsmann; The Integer Group;Meg Kinney.

Online Advertising: TheEmerging Phenomenon

The turn of the 21st century saw aphenomenal increase in the Internet (Net)users across the world, with their numberbeing pegged at 350 million, in 2003. Manycompanies began realising the potential ofon-line advertising, which had theadvantage of being cost effective whileoffering a global audience. The main formsof on-line advertising were affiliatemarketing programmes and viralmarketing. Surveys revealed that while theon-line ad spend in 2003 had increased by4.8% over the previous year and wasexpected to continue over 2004-2005,spending on conventional advertisingmethods had registered a decline, with theon-line advertising eroding the market forthe conventional media. With the adventof broadband and increased penetration ofthe Net across the world, the number ofhouseholds shopping on the Net wasestimated to reach 63 million by 2008.The stage was set for the rapid growth ofon-line advertising.


• To gain an understanding of what onlineadvertisement is, the different forms ofonline advertisement that are prevalentand the future growth opportunities forthe Internet as a medium foradvertisement.

Industry AdvertisingReference No. MKS0007Year of Pub. 2004Teaching Note AvailableStruc.Assign. Available

Keywords

On-line advertising; Affiliate marketing;Viral marketing; Hotmail.com; On-line adspend; Conventional advertising; Searchengines; Banner ads; Pop-up ads; E-mail;Yahoo.com; Broadband; Internet users; On-

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line shopping; Benefits of on-lineadvertising.

General Motors: Experiment withSaturn in the Small Car Market

With the competition from the foreignautomakers in the 1980s, General Motors(GM) wanted to develop a new car and anew development process that couldcompete with the foreign manufacturers.This ushered in ‘Saturn’, a wholly-ownedsubsidiary of GM, that was hailed as ‘adifferent kind of a car company’. In 1990,Saturn introduced its first car in the USmarket. Although, the company tastedsuccess initially, since 1995 it had witnessedinconsistent sales in spite of theintroduction of two new models. Since2002, to tide over the problems at Saturn,GM had been planning to hit the marketwith new products and car brands from2005.


• To discuss GM’s entry strategies into thesmall car market, the competitivescenario in the market and GM’s effortsto counter the competition.

Industry Automobile and TransportReference No. MKS0006Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

General Motors; Saturn; Toyota; Nissan;Honda; Oldsmobile; No haggle; No-penaltyexchange privilege; Pacific rim; S-series;L-series; VUE; ION; Red-Line; Corolla.

Atkins Nutritionals: Market DrivenBusiness Model

The 20th century witnessed a rapid growthhuman obesity levels and related healthproblems worldwide, with the number ofobese adults increasing from 200 millionin 1995 to 300 million in 2000. As a result,an increasing number of people were onthe lookout for weight-loss techniques andthis led to many a diet theory beingintroduced. One of the most popular dietfads was the Atkins diet, which was devisedby Dr. Robert Atkins. Dr. Atkins also setup Atkins Nutritionals, a company devotedto offering a complete range of foodproducts and nutritional supplements basedon Atkins’ theory of a low carbohydrate(low-carb) diet. By 2002, the sales ofAtkins’ products had reached $100 million.Despite being accused of causing potentialhealth risks coupled with the threat ofseveral competitors entering the low-carbbandwagon, Atkins Nutritionals remained

optimistic about its future, as global obesitylevels were expected to reachunprecedented levels in the 21st century.


• To understand how the rising obesitylevels in America led to the emergenceof a new breed of companies

• To discuss how Atkins promoted its low-carb diet and built its business aroundpeople craving to lose weight.

Industry Specialty Foods DistributorsReference No. MKS0005Year of Pub. 2004Teaching Note Not AvailableStruc.Assign. Not Available

Keywords

Dr. Robert Atkins; Atkins diet; AtkinsNutritionals; Atkins principles; Globalobesity; Diet food market; World HealthOrganisation (WHO); InternationalObesity Task Force (IOTF); Zone; SouthBeach; Low-carb diet; Risks of the Atkinsdiet; Weight Watchers International; Bodymass index (BMI); Food fads.

Ready-to-Market – The NewGrowth Engine

Currently, in the realm of non-alcoholicdrinks, consumers spend more money oncarbonated soft drinks. The non-alcoholicsector is centred on the fight between Colawar principals, Coke and Pepsi. Majorplayers in carbonated beverages such asCoke and Pepsi have been facing slowgrowth in carbonated drinks. With thispopular fight topping out, the industry’sgiants looked at new flavours and non-carbonated beverages for growth. Ready-to-Drink (RTD) beverages representanother emerging trendy end of thebeverage market.


• To discuss the reasons behind the forayof Coke, Pepsi and others into the up-and-coming RTD market.


Keywords

Ready-to-drink; Coca-Cola; Nestle; Pepsi;Starbucks; Coffee; Tea; Vending machines;Lipton; Nescafe; Nestea; BeveragePartners Worldwide; Non-alcohol drinks;Frappuccino; Coca-Cola and Nestlerefreshments.

Advertising in China: Threats andOpportunities

China’s huge population and diverse buyinghabits of its consumers pose hugechallenges to advertisers in effectivelycommunicating their product messages.Advertisers not only have to deal withlinguistic diversities and dearth of qualifiedmanpower but also frequently changinggovernment regulations.


• To understand how China’s diverseconsumer buying patterns affectadvertisers

• To discuss the strategies of multinationalcorporations in localising theiradvertising strategies.


Keywords

Advertising law; Government restrictions;Customisation; Advertising media in China;Ad expenditure; World Trade Organisationand advertising; Localisation; Impropertranslation; Coca-Cola advertising in China;Ban on tobacco advertising; Success ofadvertisements in China; J Walter Thomsonin China; Creativity in China’s ads; Toshibaad in China; Toyota ad in Autofan Beijing.

Samsung Electronics: Mr. Yun’sEfforts for Upscale Image

When Jong Yong Yun (Yun) took over asthe CEO of Samsung Electronics in 1997,the company was mired in problems. Thecompany witnessed declining sales and piledup debt. Also Samsung was known more asa cheap alternative to big Japanese brandslike Sony, with the products relegated tothe low-end of consumer electronicsmarket. By bringing in drastic changes fromorganisation structure to product design andmarketing, Yun was able to successfullyturnaround the fortunes of the companyand give it a much needed up-scale image.


• To discuss how Yun shook up the entireorganisation to change its image fromthat of a mass marketer catering to thelow-end of the market to the secondmost recognisable consumer electronicsbrand in the world within a span of sixyears.


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Turnaround; Brand repositioning;Restructuring; Jong Yong Yun; Samsung;Vertical integration; Competition;Repositioning Samsung; Upscale image;Yun’s restructuring; Global branding;Samsung’s cost cutting; High-end products;Samsung’s revival; Consumer electronicsand Samsung.

Corporate Communication: TheToyota Way

Toyota had always been known for itsquality products. But people didn’t knowthat Toyota was a creative corporateworking on projects that impact everydaylives. To convey this image, Toyotaengaged in eco-friendly activities,participated in motor sports such asFormula One and practised philanthropy.


• To discuss the manner in which Toyotahas used its eco-friendly activities,participation in motor sports andcorporate philanthropy to enhance thecompany’s image with its constituencies(such as customers, community,investors, employees, etc).

Industry Automotive and TransportReference No. MKS0001Year of Pub. 2003Teaching Note AvailableStruc.Assign. Available

Keywords

Toyota; Toyota’s corporatecommunication; Corporate identity;Corporate image; Corporate reputation;Corporate philanthropy; Automotive andtransport; Environment; Diversity;Advertorial; Public relations; Constituency;Paddock Club; Global vision; Formula One.

Viacom18's 'Colors' Channel inIndia Colourful Market Entry and

Positioning StrategiesOn July 21st 2008, Viacom18 – a 50:50joint venture between Viacom andNetwork18 – made a colourful entry intothe Hindi general entertainment marketof India with the launch of Colors channel.Led by Rajesh Kamat, ex-executive ofSTAR India, Colors was an instant successin the Hindi general entertainment marketwith differentiated content and disruptivescheduling. Instead of confusing the

audience with its whole array ofprogrammes, Colors created a buzz withAkshay Kumar hosted show, Fear Factor –Khatron Ke Khiladi and let them try theirchannel with fiction like Balika Vadhu.Within 10 weeks of its launch, Colors shotup to No. 2 position with ratings as high as250 points – ahead of entrenched playerslike Zee TV and Sony and posed a seriousthreat to the undisputed leader, STAR Plus.While a good value proposition, rightpositioning and distribution strategies gaveColors substantial competitive edge,analysts and media experts doubt itssustainability in the long run amidintensifying competition, global downturnand labour strife with television producers.


• To examine the nature of business for aGeneral Entertainment Channel (GEC)and identify its critical success factors

• To discuss the need of a unique valueproposition and right Segmenting,Targeting and Positioning (STP)strategies for an entrant to win overentrenched players in the GEC market

• To examine the launch of Colors in theGEC market and its strategies tocompete with established players likeSTAR Plus and Zee TV

• To compare and contrast Colors'strategies with those of other GECs inthe Indian entertainment and mediaindustry

• To debate on the sustainability of Colors'No. 2 position in the Indian GEC marketand also identify the challenges ahead.

Industry Entertainment & MediaReference POS0002Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Indian entertainment & media industry;General Entertainment Channels (GECs);Rajesh Kamat; NDTV Group; NDTV GoodTimes and NDTV Imagine; Lifestyle TVChannels; Youth-centric TV channels;Gross Rating Points (GRPs); TAM MediaResearch; Positioning strategies casestuides; INX Media and 9x; Viacom;Network18; Sameer Nair; Peter

Madura Garment's New ProductMix and Positioning Strategies

Big Battle for Small ClothesSince foraying into the Indian textilesscenario in 1988, Madura Garments, adivision of Madura Coats till 1999, hasbeen catering to the varied apparel needsof men, with brands like Louis Philippe,Van Heusen, Allen Solly and Peter England.

Even after the reins of Madura Garmentswere passed on to Indian Rayon (a subsidiaryof the Aditya Birla Group) the companycontinued to offer a wide array of formaland informal men's apparel. However, inspite of being a stable and dominant playerin the men's apparel segment, in 2001,Madura Garments ventured into women'swear by extending its brands – Allen Sollyand later Van Heusen. What was MaduraGarments' rationale and how did it affectthe company? The case can be used toexplore the same. After 7 years in 2008,Madura Garments implemented a similarstrategy to enter the kidswear segment.Madura Garments is aiming to emerge as aspecialty retail outlet, catering to theapparel needs of the entire family underone large roof. Its entry into the lucrativekidswear territory has been marked by arestrained advertising approach. However,can Madura Garments garner critical massin a market that is dominated byunorganised players and homegrown brandslike Gini & Jony and Lilliput, which boastof a strong national presence? Can it facecompetitors like Raymond that has markedits entry with an exclusive brand (Zapp!)?The case delves into the challenges thatMadura Garments would face in thedynamic kidswear industry and questionsits product mix and positioning strategies.


• To analyse the nature of the kidswearmarket in India and understand thecritical success factors in this industry

• To debate on whether Madura Garments'strategy of extending its successfulbrands from men's wear and women'swear to kids' apparel segment is sensibleor not

• To debate on Madura Garments' brandextension strategy in comparison withRaymond's exclusive kidswear store(Zapp!).

Industry TextilesReference POS0001Year of Pub. 2008Teaching Note AvailableStruc.Assign. Available

Keywords

Branding; Positioning; Product mix;Retailing; Kids; Segmentation; Targeting;Consumer Behaviour; Garments; Clothes;Birla; Critical success factors; Brandextension; Mass brands

Documents

Marketing Case Studies Catalogues