Ivey Publishing

Global Marketing – Contemporary Theory, Practice, and Cases

Alon, I, Jaffe, E. (United States, McGraw Hill-Irwin, 2013)
Prepared By CaseMate Editor,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Understanding Global Markets and Marketing

WHERE HAVE YOU BEEN?: AN EXERCISE TO ASSESS YOUR EXPOSURE TO THE REST OF THE WORLD’S PEOPLES
Paul W. Beamish

Product Number: 9B13M102
Publication Date: 9/18/2013
Revision Date: 3/26/2014
Length: 11 pages

This exercise assesses one’s exposure to the rest of the world’s peoples. A series of worksheets require the respondents to check off the number and names of countries they have visited and the corresponding percentage of world population which each country represents. By summing a group’s collective exposure to the world’s people, the result will inevitably be the recognition that together they have seen much, even if individually some have seen little. The teaching note provides assignments and discussion questions which look at: why there is such a high variability in individual profiles; the implications of each profile for one’s business career; and, what it would take for the respondent to change his/her profile.

For marketers, it underscores the need to gather greater base knowledge about opportunities abroad.


Teaching Note: 8B13M102 (6 pages)
Issues: Career Development; Intercultural Relations; Team Building; Internationalization
Difficulty: 4 - Undergraduate/MBA



WHERE HAVE YOU BEEN?: AN EXERCISE TO ASSESS YOUR EXPOSURE TO THE REST OF THE WORLD’S PEOPLES
Paul W. Beamish

Product Number: 9B13M102
Publication Date: 9/18/2013
Revision Date: 3/26/2014
Length: 11 pages

This exercise assesses one’s exposure to the rest of the world’s peoples. A series of worksheets require the respondents to check off the number and names of countries they have visited and the corresponding percentage of world population which each country represents. By summing a group’s collective exposure to the world’s people, the result will inevitably be the recognition that together they have seen much, even if individually some have seen little. The teaching note provides assignments and discussion questions which look at: why there is such a high variability in individual profiles; the implications of each profile for one’s business career; and, what it would take for the respondent to change his/her profile.

For marketers, it underscores the need to gather greater base knowledge about opportunities abroad.


Teaching Note: 8B13M102 (6 pages)
Issues: Career Development; Intercultural Relations; Team Building; Internationalization
Difficulty: 4 - Undergraduate/MBA



ECCO A/S - GLOBAL VALUE CHAIN MANAGEMENT
Bo Bernhard Nielsen, Torben Pedersen, Jacob Pyndt

Product Number: 9B08M014
Publication Date: 5/29/2008
Revision Date: 5/10/2017
Length: 21 pages

ECCO A/S (ECCO) had been very successful in the footwear industry by focusing on production technology and assuring quality by maintaining full control of the entire value chain from cow to shoe. As ECCO grew and faced increased international competition, various value chain activities, primarily production and tanning, were offshored to low-cost countries. The fully integrated value chain tied up significant capital and management attention in tanneries and production facilities, which could have been used to strengthen the branding and marketing of ECCO's shoes. Moreover, an increasingly complex and dispersed global value chain configuration posed organizational and managerial challenges regarding coordination, communication and logistics. This case examines the financial, organizational and managerial challenges of maintaining a highly integrated global value chain and asks students to determine the appropriateness of this set-up in the context of an increasingly market-oriented industry. It is suitable for use in both undergraduate and graduate courses in international corporate strategy, international management, international marketing, supply-chain management, cross-border strategic management and international business studies in general.

Teaching Note: 8B08M14 (15 pages)
Industry: Manufacturing
Issues: Marketing Management; Operations Management; Global Strategy; Vertical Integration; Value Chain; Competitor Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Assessing the Global Market Environment – The Global Economy and Technology

SODASTREAM TAKES ON COKE AND PEPSI
Ram Subramanian

Product Number: 9B14M038
Publication Date: 4/24/2014
Revision Date: 4/24/2014
Length: 11 pages

SodaStream International Limited is an Israel-based company that pioneered the home carbonation market. It sells soda makers that enable the consumer to prepare at home sparkling water or a variety of flavoured carbonated beverages. After its initial public offering in 2010, its chief executive officer sought to aggressively grow the company and set a $1 billion revenue target (from 2012 revenues of $436.32 million) by principally focusing on the U.S. market, the largest in the world for non-carbonated beverages. In addition to going up against global beverage behemoths, Coca-Cola Company and PepsiCo — whose advertising budgets alone are five to eight times SodaStream’s revenues — SodaStream faces new competitors in Green Mountain Coffee Roasters and Primo Water Corporation, who pose a direct challenge to its ambitious goal.

Teaching Note: 8B14M038 (7 pages)
Industry: Accommodation & Food Services
Issues: business model; disruptive innovation; beverages; Israel; United States
Difficulty: 5 - MBA/Postgraduate



FIJI WATER AND CORPORATE SOCIAL RESPONSIBILITY - GREEN MAKEOVER OR "GREENWASHING"?
James McMaster, Jan Nowak

Product Number: 9B09A008
Publication Date: 5/13/2009
Revision Date: 5/10/2017
Length: 21 pages

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.

Teaching Note: 8B09A08 (11 pages)
Industry: Manufacturing
Issues: Environment; Corporate Responsibility; Marketing Communication; Transfer Pricing; International Marketing; Greenwashing; Green Marketing; Brand Positioning
Difficulty: 4 - Undergraduate/MBA



SCANDINAVIAN AIRLINES: THE GREEN ENGINE DECISION
Jennifer Lynes

Product Number: 9B09M028
Publication Date: 6/11/2009
Length: 11 pages

Scandinavian Airlines (SAS) is an innovator of strategic environmental management in the airline industry. Being a first-mover can have both its advantages and disadvantages. This case looks at the airline's decision of whether they should invest in the best available environmental technology for a fleet of new aircraft that would serve them for the next 25 years. While the technology for these low-emission engines had been around since the 1970s, it had never really been commercialized. SAS was feeling pressure from the regulatory authorities with regards to potential new charges and taxes that could affect the future operating costs of the fleet. Despite these anticipated future costs, at the time of the decision, the director of aircraft and engine analysis for SAS could not make an economic case for the more expensive engines. The challenge was for the fleet development team to try to convince the SAS management team to spend the extra kr5 million (Swedish Kronor) per aircraft for the dual combustor engine. Given that corporations are faced with increasing pressure with regards to greenhouse gas emissions and climate change, this case study presents an opportunity for discussion and analysis of various environmental concepts including strategic environmental management, adoption of best available environmental technologies, the role of internal environmental leadership in a large corporation and the effect of market-based mechanisms to improve a sector's environmental performance. The case illustrates the complexities of environmental decisions in striking a balance between meeting ambitious commitments and dealing with real capabilities of companies and external pressures.

Teaching Note: 8B09M28 (14 pages)
Issues: Corporate Culture; Management Decisions; Competitive Advantage; Environment
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Evaluating Cultural and Social Environments

AZZA FAHMY JEWELLERY: INTERNATIONAL EXPANSION
Marina Apaydin, Hend Mostafa, Mariam Mohamed Sherin, Mariam Ali Mobarak, Amal Mohsen Fahmy, Dina Sameh Labib

Product Number: 9B13M099
Publication Date: 3/31/2014
Revision Date: 3/31/2014
Length: 14 pages

This is the third case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M098 and 9B14M023) can be used together or on a standalone basis.

This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. This case describes some of the first steps of doing business internationally in the West. Lacking international experience, the entrepreneur seeks to minimize risk by entering into a strategic alliance with renowned fashion designers. They systematically help her to introduce her brand to the international market, albeit on a limited scale. After the initial success, she begins to plan a more structured approach towards internationalization. She decides to commission a thorough study of France, Spain and Turkey, as they are historically familiar with Arabic jewellery designs. Accordingly, the case identifies specific information about the three countries so that students can compare them in order to reach the best decision about structured international expansion.


Teaching Note: 8B13M099 (23 pages)
Industry: Other Services
Issues: Internationalization;global strategy; Egypt
Difficulty: 4 - Undergraduate/MBA



BONAZZI INDO JOINT VENTURE: CULTURE CLASH OR PURE ECONOMICS?
Naresh Warrier, Gita Bajaj

Product Number: 9B13M105
Publication Date: 12/16/2013
Revision Date: 12/11/2013
Length: 8 pages

Owing to the rapidly growing automotive market, international joint venture activity in the auto-components sector has been increasing in India, both in terms of frequency and strategic importance.

Bonazzi Indo Fasteners Limited, a joint venture between the Turin-based Bonazzi Group and the Mumbai-based Indo Group, was set up to manufacture automotive fasteners, primarily for global original equipment manufacturers. There is a confrontational relationship between the two joint venture partners, and the chief executive officer has been unable to broker peace between them.


Teaching Note: 8B13M105 (9 pages)
Industry: Manufacturing
Issues: Cross-cultural negotiation; joint ventures; India
Difficulty: 5 - MBA/Postgraduate



THE ESPRESSO LANE TO GLOBAL MARKETS
Ilan Alon, Meredith Lohwasser

Product Number: 9B12M058
Publication Date: 5/23/2012
Revision Date: 5/10/2017
Length: 16 pages

Founded in Trieste, Italy, Illy marketed a unique blend of coffee drinks in over 140 countries and in more than 50,000 of the world’s best restaurants and coffeehouses. The company wanted to expand the reach of its own franchised coffee bar, Espressamente, through international expansion. Potential markets included Brazil, China, Germany, Japan, India, the United Kingdom, and the United States. The managing director of Espressamente knew that global expansion meant prioritizing markets, but where did the greatest potential lie? In addition to market selection, mode of entry was vital and included options such as exporting, franchising, and joint ventures. This case provides a practical example of the challenges faced in international business.

Teaching Note: 8B12M058 (7 pages)
Industry: Accommodation & Food Services
Issues: International Market Selection; Modes of Entry; Franchising; Retailing; International Business; Coffee; Italy
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Analyzing Political and Legal Environments

BAYER IN INDIA: INTELLECTUAL PROPERTY EXPROPRIATION?
Peter M. Bican, Quynh Nhu Truong

Product Number: 9B13M134
Publication Date: 3/28/2014
Revision Date: 3/28/2014
Length: 16 pages

Bayer Group needed to reassess its strategies regarding intellectual property, as well as its emphasis on research and development. The Indian government had ruled against Bayer by granting a compulsory licence to a local generic drug manufacturer that allowed them to distribute a copy of Bayer’s blockbuster cancer drug at a fraction of the original price. This ruling demonstrated that pharmaceutical innovation could not be effectively protected by conventional intellectual property rights in emerging markets. As a result, the core of the pharmaceutical industry’s business model was called into question: If ideas and inventions could not be protected, was the there any incentive for firms to innovate? Would this victory for generic drug manufacturers trigger similar rulings elsewhere? Would the prevailing patent-centric IP strategies need to be adapted to emerging markets? Or would innovator companies finally have to withdraw from markets with weak IP protection?

Teaching Note: 8B13M134 (13 pages)
Industry: Health Care Services
Issues: Intellectual property; innovation; patent strategy; emerging markets; India
Difficulty: 4 - Undergraduate/MBA



SHANKABOOT: EXTENDING THE WEB SERIES FROM LEBANON TO OTHER ARAB COUNTRIES
Lina Daouk-Oyry, Dima Jamali

Product Number: 9B13M106
Publication Date: 12/20/2013
Revision Date: 11/29/2016
Length: 10 pages

Shankaboot, the world’s first Arabic-language web series, was created in Lebanon as a social development project carrying forward the following message: “to defy traditions and explore taboos. The overarching vision was to use the web to create a forum for raising awareness, sharing alternative viewpoints and generating constructive discussions about the social issues that were often experienced by Arab youth, but which no one dared to speak up about. The project was a resounding success and received a 2011 International Digital Emmy Award. In July 2011, the producer of the web drama was approached by potential funders to scale up the Shankaboot project to the rest of the Arab world. She had to decide where Shankaboot could expand to, given censorship laws and Internet connectivity levels in the region.

Teaching Note: 8B13M106 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Social development; Internet; social media; Lebanon
Difficulty: 4 - Undergraduate/MBA



APPLE V. SAMSUNG: INTELLECTUAL PROPERTY AND THE SMARTPHONE PATENT WARS
Gloria Barczak, Susan Montgomery, David T.A. Wesley

Product Number: 9B13A009
Publication Date: 4/23/2013
Revision Date: 4/30/2013
Length: 20 pages

In 2012, Apple, Inc. won the largest patent infringement case in history against Samsung Electronics for Samsung’s willful copying of Apple’s iPhone and iPad. Samsung, which recently overtook Apple as the leading smartphone maker, must now devise a strategy to address the court verdict and its potential impact on new product development.

Teaching Note: 8B13A009 (9 pages)
Industry: Manufacturing
Issues: Intellectual Property; Legal System; Innovation; Patents; United States
Difficulty: 4 - Undergraduate/MBA



CHINESE FIREWORKS INDUSTRY
Paul W. Beamish

Product Number: 9B11M006
Publication Date: 1/11/2011
Revision Date: 5/4/2017
Length: 13 pages

The Chinese fireworks industry thrived after China adopted the open-door policy in the late 1970s, and grew to make up 90 per cent of the world’s fireworks export sales. However, starting in the mid-1990s, safety concerns led governments both in China and abroad to set up stricter regulations. At the same time, there was rapid growth in the number of small family-run fireworks workshops, whose relentless price-cutting drove down profit margins. Students are asked to undertake an industry analysis, estimate the industry attractiveness, and propose possible ways to improve the industry attractiveness from an individual investor’s point of view. Jerry Yu is an American-born Chinese in New York who has been invited to buy a fireworks factory in Liuyang, Hunan.

Teaching Note: 8B11M006 (16 pages)
Industry: Manufacturing
Issues: Market Analysis; Industry Analysis; International Marketing; Exports; China
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Integrating Global, Regional, and National Markets

AZZA FAHMY JEWELLERY: EXPAND LOCALLY OR INTERNATIONALLY?
Marina Apaydin, Hend Mostafa, Mariam Mohamed Sherin, Mariam Ali Mobarak, Amal Mohsen Fahmy, Dina Sameh Labib

Product Number: 9B13M098
Publication Date: 3/31/2014
Revision Date: 3/27/2014
Length: 7 pages

This is the second case in the Azza Fahmy series. This case and the three others in this series (9B13M097, 9B13M099 and 9B14M023) can be used together or on a standalone basis.

This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. In this case, the entrepreneur realizes the importance of having a clear organizational structure with different departments and a clear chain of authority. As a result, she hires her daughter as the managing director to take on the responsibility of developing a mission, vision and explicit organizational structure. This restructuring allows the company to grow further, which leads the entrepreneur to consider her opportunities in the international market.


Teaching Note: 8B13M098 (10 pages)
Industry: Other Services
Issues: Internationalization; institutionalization; alliances; Egypt
Difficulty: 4 - Undergraduate/MBA



MARKS AND SPENCER ENTERS CHINA
Jane Menzies, Ilan Alon, Jennifer Dugosh

Product Number: 9B12A036
Publication Date: 2/26/2013
Revision Date: 2/20/2013
Length: 18 pages

Marks and Spencer (M&S) had first ventured into international markets 70 years ago. By 2012, M&S had 337 stores in 41 countries. Although M&S saw itself as a U.K. retailer that exported its products, the company had been attempting to reduce its dependency on the U.K. economic cycle. Its goal was to increase international sales from £800 million to £1.0 billion by 2013/14. By 2020, M&S wanted to be an international, multi-channel retailer. When the company entered the Chinese market in 2008, it faced many difficulties. It had failed to conduct proper market research to understand the Chinese consumer, which had led to many issues. The company had neglected to address the cultural gaps between the United Kingdom and China. It had also taken an approach of standardizing its products, instead of adapting products to the new market. Students must consider the marketing mix policies of product, price, placement and promotion to recommend changes to M&S’s entry into China.

Teaching Note: 8B12A036 (13 pages)
Industry: Retail Trade
Issues: China market entry; culture; emerging markets; China
Difficulty: 4 - Undergraduate/MBA



AFTER THE BRICS: CHOOSING FROM OTHER EMERGING MARKETS
Allen H. Kupetz, Gary Haberland

Product Number: 9B12M116
Publication Date: 1/25/2013
Revision Date: 12/2/2014
Length: 6 pages

A U.S. medical device manufacturer is operating in more than 40 international markets, including its most recent entries in the BRIC markets. The company president is now ready to look to new emerging markets for revenue growth. This time a more advanced “post-BRIC” analysis is needed to determine which market to enter next. Because the capital investment and risk associated with entering a new market is high, making the right market selection is critical.

Teaching Note: 8B12M116 (5 pages)
Industry: Health Care Services
Issues: Market selection; emerging markets; Global
Difficulty: 4 - Undergraduate/MBA



GENICON: A SURGICAL STRIKE INTO EMERGING MARKETS
Allen H. Kupetz, Adam P. Tindall, Gary Haberland

Product Number: 9B10M041
Publication Date: 5/5/2010
Revision Date: 5/3/2017
Length: 13 pages

A critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. market for the foreseeable future. GENICON was already in over 40 international markets and was looking in particular at the rapidly emerging markets - Brazil, Russia, India and China - as potential new opportunities for growth. This case is appropriate for use in an international business course to introduce market selection strategy. It can also be used in sessions on international marketing, entrepreneurship and business strategy.

Teaching Note: 8B10M41 (9 pages)
Industry: Manufacturing
Issues: China; International Expansion; Entrepreneurial Marketing; Emerging Markets; International Business
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Conducting Marketing Research

SWEET LEAF BATH CO.
Melissa Jean

Product Number: 9B13A044
Publication Date: 2/4/2014
Revision Date: 1/27/2014
Length: 15 pages

Sweet Leaf Bath Co. is a small, family-operated bath and body products company specializing in fairtrade, environmentally conscious products. The company progressed from initially selling its high-quality, unique products at craft shows and exhibitions to limited sales through local retailers. Through these sales channels, Sweet Leaf’s founding partners learned more about the bath and body industry and the international issues surrounding the sourcing of many raw ingredients used in their products. However, after a year of minimal sales growth, the partners realized that they needed to develop and implement a new marketing strategy that would enable them to grow the business. Out of the many options available to expand the company’s distribution plans and promotional efforts, its owners must select those opportunities that will offer maximum benefits on a limited budget.

Teaching Note: 8B13A044 (18 pages)
Industry: Manufacturing
Issues: Planning; channels; breakeven analysis; fairtrade; Canada
Difficulty: 2 - Intro/Undergraduate



EVOE SPRING SPA: A POSITIONING DILEMMA
Ashita Aggarwal, Renuka Kamath, Sunil Rao

Product Number: 9B13A051
Publication Date: 1/13/2014
Revision Date: 2/27/2014
Length: 16 pages

The co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-founders study the market and their competitors and conduct qualitative consumer research. In the end, they must choose from three viable positioning concepts.

Teaching Note: 8B13A051 (13 pages)
Industry: Other Services
Issues: Positioning; segmentation; targeting; India
Difficulty: 5 - MBA/Postgraduate


Chapter 7:
Selecting International Markets

AJANTA PACKAGING
Sandeep Puri

Product Number: 9B13A049
Publication Date: 1/31/2014
Revision Date: 1/29/2014
Length: 7 pages

The Indian packaging industry — represented by a mix of paperboard, plastics, metals and glass — had seen great change leading up to 2013. In 2012, Ajanta Packaging ranked among the top suppliers of glass bottles in India with an employee base of more than 50 and net revenues of US$100 million. The glass-bottle industry had a derived demand and depended on major industries using glass bottles in India, such as the liquor and beer, soft-drinks and pharmaceutical industries.

The case discusses the stiff competition faced by the glass-bottle industry from different packaging options and materials that had entered the industry in the last four to five years. It assesses the changing market dynamics that could have a big impact on the future of Ajanta Packaging, with many companies shifting to PET bottles, Tetra Pak, flexible packaging and other innovative packaging solutions, to reduce costs and improve the durability of products. Ajanta Packaging was highly dependent on glass-bottle sales, as 95 per cent of its revenue came from them. Should it carry on with the same product range, exploit the declining glass-bottle industry with more customers of glass bottles or enhance its product range with more varieties of PET bottles?


Teaching Note: 8B13A049 (8 pages)
Industry: Wholesale Trade
Issues: Business environment; CRM; India
Difficulty: 5 - MBA/Postgraduate



ORLANDO INTERNATIONAL AIRPORT: LANDING INTERNATIONAL AIRLINE BUSINESS
Ilan Alon, Meredith Lohwasser, Jennifer Dugosh

Product Number: 9B13M070
Publication Date: 7/31/2013
Revision Date: 2/5/2014
Length: 12 pages

Each year, Orlando International Airport serviced more than 35 million passengers. Many were attracted to Orlando, Florida, for tourism, vacations and fun, as the area was home to some of the most popular theme parks in the United States. Others travelled to Orlando on business, as the area had attracted international companies, and domestic companies had a growing presence in other countries. The airport needed to continue to attract new airlines and to expand its services to new regions and countries. Local business people collected information on the growth of travel between Orlando and other regions, underserved markets, and time and cost savings. The challenge includes how to use the data to decide on which countries and industries to focus on to attract new business.

Teaching Note: 8B13M070 (6 pages)
Industry: Transportation and Warehousing
Issues: Market selection; international marketing; operational strategy; United States
Difficulty: 4 - Undergraduate/MBA



RUTH'S CHRIS: THE HIGH STAKES OF INTERNATIONAL EXPANSION
Ilan Alon, Allen H. Kupetz

Product Number: 9B06A034
Publication Date: 1/9/2007
Revision Date: 5/18/2017
Length: 8 pages

In 2006, Ruth's Chris Steak House was fresh off of a sizzling initial public offering and was now interested in growing their business internationally. With restaurants in just four countries outside the United States, a model to identify and rank new international markets was needed. This case provides a practical example for students to take quantitative and non-quantitative variables to create a short list of potential new markets.

Teaching Note: 8B06A34 (6 pages)
Industry: Accommodation & Food Services
Issues: Market Strategy; International Business; International Strategy; Market Entry
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Entering Global Markets

MABE: LEARNING TO BE A MULTINATIONAL (A)
José Luis Rivas, Luis Arciniega

Product Number: 9B13M042
Publication Date: 4/5/2013
Revision Date: 3/3/2016
Length: 16 pages

AWARD WINNING CASE - Latin American Business Cases Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. A Mexican appliance manufacturer, MABE, has evolved quickly after selling nearly half its stake to a large multinational company in the early 1990s. The manufacturer was then able to dominate the Mexican appliances market and venture into other Latin American countries. Just before the 2008 financial crisis, the manufacturer formed a joint venture with a Spanish company and entered the Russian market, but it was not successful. The manufacturer faced a dilemma: Should it leave the Russian joint venture with its Spanish partner and refocus on other emerging markets? Should it acquire a local manufacturer? Should it remain as it was?

This case can be taught on its own, or in combination with "Mabe: Learning to Be a Multinational (B)" 9B15M121.


Teaching Note: 8B13M042 (6 pages)
Industry: Manufacturing
Issues: Joint ventures; Internationalization; Latin America; Russia
Difficulty: 4 - Undergraduate/MBA



CANADA GOOSE: THE SOUTH KOREA OPPORTUNITY
June Cotte, Jesse Silvertown

Product Number: 9B11A036
Publication Date: 1/30/2012
Revision Date: 12/5/2012
Length: 17 pages

Canada Goose was a Canadian maker of high-end winter outdoor clothing that was available in 40 countries. The company’s CEO was considering entering the South Korean market, which would entail resolving several problems. There were distributor complications, and it was unclear which style of jacket to sell to the new customer groups. Finally, deciding how to position Canada Goose in order to reach the two target groups for Canada Goose in South Korea was something that had bothered the CEO ever since he had first received the market research. Those issues aside, the firm also had to consider how the current state of the company, both in North America and Western Europe, would impact the success of a full-scale entry into South Korea. The CEO was excited for the opportunity for Canada Goose in South Korea, yet he was unsure how to maximize growth while positioning the brand as strongly as possible.

Teaching Note: 8B11A036 (3 pages)
Industry: Retail Trade
Issues: New Market Entry; Winter Outdoor Clothing; Canada; South Korea
Difficulty: 4 - Undergraduate/MBA



CHABROS INTERNATIONAL GROUP: A WORLD OF WOOD
Paul W. Beamish, Bassam Farah

Product Number: 9B10M100
Publication Date: 11/30/2010
Revision Date: 4/17/2014
Length: 16 pages

AWARD WINNING CASE - MENA Business Cases Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. The Chabros International Group case examines how a Lebanese multinational wood company confronts a drastic drop in its largest subsidiary's sales after 2008's global economic crisis. Antoine Chami, Chabros's owner and president, was reviewing his company's 2009 end-of-year financial statements and, in particular, a 30 per cent drop in sales in Dubai. In 2007, a year before the global economic crisis, Chami had invested more than $11 million to acquire and expand a sawmill in Serbia to meet Chabros's growing lumber sales demand. With a much higher capacity to produce lumber and a much lower probability to sell it, Chami had to decide what to do to overcome this challenge. Should he close parts of his Serbian sawmill? Should he try to boost his company's sales to use all of his sawmill's available capacity? If so, should Chabros try to increase sales within the countries where it already operated (UAE, Saudi Arabia, Qatar, Oman, Egypt) or should it expand into a new country (Algeria, Bahrain, Iran, Iraq, Jordan, Kuwait, Libya, Syria, Tunisia)? Would Morocco, among other countries, be the best country to expand into? Was it the right time to embark on such an expansion?

Teaching Note: 8B10M100 (15 pages)
Industry: Manufacturing
Issues: International Expansion; Market Entry; Growth Strategy; Exports
Difficulty: 4 - Undergraduate/MBA



NORA-SAKARI: A PROPOSED JV IN MALAYSIA (REVISED)
Paul W. Beamish, R. Azimah Ainuddin

Product Number: 9B06M006
Publication Date: 11/30/2005
Revision Date: 5/23/2012
Length: 16 pages

This case presents the perspective of a Malaysian company, Nora Bhd, which was in the process of trying to establish a telecommunications joint venture with a Finnish firm, Sakari Oy. Negotiations have broken down between the firms, and students are asked to try to restructure a win-win deal. The case examines some of the most common issues involved in partner selection and design in international joint ventures.

Teaching Note: 8B06M06 (12 pages)
Industry: Information, Media & Telecommunications
Issues: Intercultural Relations; Third World; Negotiation; Joint Ventures; Finland; Malaysia
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Segmenting, Targeting, and Positioning for Global Markets

ISRAELI WINES IN CHINA: REACHING FOR NEW HEIGHTS
Ilan Alon, Jennifer Dugosh, Meredith Lohwasser

Product Number: 9B14M006
Publication Date: 5/5/2014
Revision Date: 2/23/2015
Length: 21 pages

In 2012, Golan Heights Wines wanted to take advantage of the Chinese market. In recent years, China had demonstrated incredible growth in the wine market. Consumers’ growing interest in wine products had made wineries and vineyards like Golan Heights hungry for entry. The CEO of Golan Heights Winery had gone to China with her products in 2009. She had chosen distributorships as the mode of entry because of their expertise and experience in the Chinese market, something she did not possess. Since she had entered the market, however, she had learned of the seemingly disappointing demand for Israeli wines. Sales were rather limited given the size of the market. Most Chinese consumers who sought imported wines wanted them from Europe, particularly France. Additionally, vendors and distributors did a poor job of pushing Israel products. The CEO needed to devise and execute a series of strategies to better take advantage of the impressive Chinese market, establish a brand for Golan Heights Wines and create a platform for future growth.

Teaching Note: 8B14M006 (11 pages)
Industry: Accommodation & Food Services
Issues: Export strategy; market entry; market selection; Israel; China
Difficulty: 4 - Undergraduate/MBA



HIMALAYA DRUG COMPANY: REPOSITIONING A HERBAL SOAP
S. Ramesh Kumar, Venkata Seshagiri Rao, Narayana Trinadh Kotturu

Product Number: 9B13A048
Publication Date: 4/11/2014
Revision Date: 6/11/2014
Length: 8 pages

In an initiative to develop its herbal soap offering and create a repositioning strategy for its soap products, one of the front-runners in the Indian skincare market explored the perception of the brand image, using survey data to compare its own image with those of two of its strongest competitors. The challenge for this brand was to reposition itself and build its equity after taking into consideration the perceptual results of the study and the existing positioning of soap brands.

Teaching Note: 8B13A048 (6 pages)
Industry: Retail Trade
Issues: Brand positioning; herbal brand; brand repositioning; consumer behaviour; India
Difficulty: 5 - MBA/Postgraduate



BRANDING ORLANDO FOR GLOBAL COMPETITIVENESS
Ilan Alon, Jennifer Dugosh, Meredith Lohwasser

Product Number: 9B12A043
Publication Date: 12/5/2012
Revision Date: 12/4/2012
Length: 17 pages

The case considers the necessity for rebranding the city of Orlando, Florida, which has a brand known worldwide as a destination only for tourism and sunshine. However, the Greater Orlando Area not only houses many other promising industries including technology, defence and simulation but also has a diverse community and a trade scene with vast potential. Yet, why has Orlando not been recognized as a great place to conduct business? Why is its reputation tied only to tourism? How can the city be marketed as a vibrant business destination in addition to a tourist destination? Many variables affect the brand and, therefore, perception of the city. What can be done to make Orlando more attractive and, through this, become a world city?

Teaching Note: 8B12A043 (13 pages)
Industry: Public Administration
Issues: Place branding; city branding; brand management; United States
Difficulty: 4 - Undergraduate/MBA



ABERCROMBIE AND FITCH
Cameron Mahi, David Anderson, Gracie Boelsems, John Garrison

Product Number: 9B12A033
Publication Date: 11/28/2012
Revision Date: 11/6/2012
Length: 15 pages

With roots in sporting and excursion goods, Abercrombie and Fitch Co. (A&F Co.) has grown into one of the most well-known men and women’s retail clothing brands by 2012. From the beginning, A&F has "stuck to (its) knitting by not trying to be all things to all people” and adopted the philosophy of creating a unique brand experience throughout each of its subsidiary brands. The company’s CEO was faced with the decision to focus attention on expanding direct-to-consumer operations and international brick and mortar stores, while closing stores domestically. The brand saw growth in sales in recent years but, in 2011, saw a drop in shares after missing Wall Street’s projected estimates. A&F Co. was in an interesting position — the company had to decide where to focus its brand and which market segment it would cater toward.

You might also like: Abercrombie & #Fitchthehomeless, Mountain Dew: The Most Racist Soft-drink Commercial in History?, Domino’s Pizza

Teaching Note: 8B12A033 (7 pages)
Industry: Retail Trade
Issues: Retail marketing; distribution channel; strategic management; international expansion; United States
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Developing Global Products and Brands

DRIVING INNOVATION AT PAR SPRINGER-MILLER (A)
Susan Fleming, Alyssa W. Goldman

Product Number: 9B14C022
Publication Date: 5/2/2014
Revision Date: 4/23/2014
Length: 12 pages

In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future. See B Case 9B14C023.

Teaching Note: 8B14C022 (16 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Innovation; technology; hospitality; leading culture change; United States
Difficulty: 4 - Undergraduate/MBA



LOUIS VUITTON
Mary M. Crossan, Manu Mahbubani

Product Number: 9B13M022
Publication Date: 2/4/2013
Revision Date: 5/10/2017
Length: 19 pages

Louis Vuitton, the flagship group within Moët Hennessy Louis Vuitton (LVMH), had contributed to the stellar growth of the group in 2010 and 2011. But, there were clouds on the horizon. Was the recent growth sustainable? What steps should Louis Vuitton take to address upcoming challenges? This case takes the student through the challenges a global company faces as it tries to grow a business that is based on one of the most valued high-end brands in the world. The case reveals the fundamental strategic tension between what a firm needs to do, given the competitive environment, what it can do, given its resources and organization, and what leaders want to do, given their fundamental motivations and beliefs, which shape the way they see the issues.

Teaching Note: 8B13M022 (22 pages)
Industry: Retail Trade
Issues: Strategic Management; Managing Global Business, Luxury Industry; Dynamic Capabilities; Global
Difficulty: 4 - Undergraduate/MBA



ELIE SAAB: GROWTH OF A GLOBAL LUXURY BRAND
Nadia Shuayto, Hussam Kayyal

Product Number: 9B12A023
Publication Date: 7/26/2012
Revision Date: 5/17/2013
Length: 17 pages

AWARD WINNING CASE - This case won the MENA Business Cases, 2011 EFMD Case Writing Competition. In 1982, Saab opened his first atelier in Beirut and began designing luxurious evening gowns and wedding dresses, his talent for design fuelling his career throughout the 1980s. In the 1990s, Saab continued to expand his business by moving to a larger atelier in Beirut and organizing exclusive fashion shows in Europe. In 2000, he opened a salon and showroom in Paris to increase his cosmopolitan and international clientele; a flagship store in Paris opened in March 2007. In June 2010, Elie Saab (ES) opened its first flagship store in the Gulf region in Dubai’s prestigious Dubai Mall. This reinforced the brand’s presence in the United Arab Emirates, making its products more accessible to the region’s local and international shoppers. The store showcased day- and evening-wear dresses, shoes, bags, and accessories from the latest ready-to-wear collections. In July 2008, ES opened its first U.K. boutique at Harrods. The company planned to increase its worldwide retail presence through opening new stores in major cities around the world, including in the United States and Asia.

While the company was witnessing impressive growth, management was dealing with the challenge of selecting the right partners, identifying new markets with the greatest growth potential and, most importantly, protecting the brand from dilution. From the start, its goal was to “attract, select and maintain customers who place significance on high-end, one-of-a-kind designs made from the finest fabrics and materials.” The case covers the challenges and opportunities of the company as it expands internationally.


Teaching Note: 8B12A023 (10 pages)
Industry: Retail Trade
Issues: Haute Couture; Luxury Fashion Industry; Global Strategy; International Market Entry; Marketing; Management; Lebanon
Difficulty: 4 - Undergraduate/MBA



GLOBAL BRANDING OF STELLA ARTOIS
Paul W. Beamish, Anthony Goerzen

Product Number: 9B00A019
Publication Date: 10/19/2000
Revision Date: 5/23/2017
Length: 19 pages

Interbrew had developed into the world's fourth largest brewer by acquiring and managing a large portfolio of national and regional beer brands in markets around the world. Recently, senior management had decided to develop one of their premium beers, Stella Artois, as a global brand. The early stages of Interbrew's global branding strategy and tactics are examined, enabling students to consider these concepts in the context of a fragmented but consolidating industry. It is suitable for use in courses in consumer marketing, international marketing and international business.

Teaching Note: 8B00A19 (10 pages)
Industry: Manufacturing
Issues: Global Product; International Business; International Marketing; Brands
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Setting Global Prices

DIVERSEY IN INDIA: THE GROWTH CHALLENGES AND OPTIONS
Sandeep Goyal, Amit Kapoor

Product Number: 9B13M115
Publication Date: 1/10/2014
Revision Date: 1/8/2014
Length: 12 pages

Diversey, a leading global brand in the business-to-business cleaning industry, had entered the Indian market positioned as a total cleaning solution provider to institutional customers. It differentiated itself from the competition with its end-to-end solutions, superior products and service levels, research and development capabilities and value-based pricing. While it had some success in India, it felt that there was a huge untapped opportunity for growth. However, a developing country like India posed several challenges due to its social and cultural differences (e.g., local unorganized competition, customer price sensitivity, complex distribution channels, etc.) versus developed countries. The case provides an opportunity for students to apply a number of conceptual tools (i.e. Porter’s 5 forces analysis, 4C analysis, SWOT analysis, value- chain analysis and the stakeholder power/interest matrix) to analyze the current strategy and identify the best alternatives for Diversey to move forward with its growth objectives.

Teaching Note: 8B13M115 (13 pages)
Industry: Other Services
Issues: Business models; industry transformation; cleaning industry; market building strategy; India
Difficulty: 5 - MBA/Postgraduate



WORLDSPACE SATELLITE DIGITAL RADIO SERVICE
Srinivasan Sunderasan

Product Number: 9B11M099
Publication Date: 11/22/2011
Length: 16 pages

Termination of WorldSpace India’s satellite radio operations in 2009 was part of the restructuring efforts of the Maryland, U.S.-based parent company that had filed for bankruptcy in October 2008. As of June 30, 2008, WorldSpace Inc. (later 1 WorldSpace) had listed debt of US$2.1 billion and assets of US$307.4 million and had sought bankruptcy protection to help repay its debts. The parent’s two regional satellites, AfriStar and AsiaStar, and related ground assets had been acquired by U.S.-based Liberty Media, which also owned 40 per cent of satellite radio service provider Sirius XM Radio. The termination of WorldSpace raised a series of questions regarding early-mover disadvantages, business ideas, and pricing strategy. Analysts further extended the arguments to draw parallels with the satellite telephone service provider Iridium to question strategic decisions relating to the service-hardware mix, service provision and pricing, power of complementary products, power of substitutes, and consumers’ willingness to pay for incremental choice.

Teaching Note: 8B11M099 (6 pages)
Industry: Information, Media & Telecommunications
Issues: Service Pricing; Product-service Mix; Early-mover Advantage; Debt to Equity Ratio; Incremental Choice; Satellite Radio; United States; India
Difficulty: 5 - MBA/Postgraduate



LOUIS VUITTON IN JAPAN
Justin Paul, Charlotte Feroul

Product Number: 9B10M067
Publication Date: 10/19/2010
Revision Date: 2/22/2017
Length: 20 pages

This case deals with the opportunities and challenges of Louis Vuitton, the leading European luxury-sector multinational firm, in Japan, taking into account the unique features of brand management and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton’s most profitable market, but the global economic crisis has presented challenges.

Facing a weak economy and a shift in consumer preferences, Louis Vuitton has been adapting its unique strategy in the Japanese market. The days of relying on a logo and a high price seem to be gone, as there is more interest in craftsmanship and value for money. To promote sales, the company has had to launch less expensive collections made with cheaper materials. The brand has also been opening stores in smaller cities, where the lure of the logo still works.

Over the years, Japanese consumers have demonstrated fascination with and passion for the iconic brand. What have been the keys to Louis Vuitton’s successful business model in the Japanese market?


Teaching Note: 8B10M67 (8 pages)
Industry: Manufacturing
Issues: International Marketing; Strategic Management; Brand Management; Luxury Goods; Financial Crisis; Japan; France
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Global Placement and Distribution Channels

BURBERRY
June Cotte, Marta Jarosinski

Product Number: 9B14A014
Publication Date: 4/28/2014
Revision Date: 4/28/2014
Length: 16 pages

In 2006, Burberry appointed a new chief executive officer (CEO) with many years of experience in senior positions in the fashion and luxury industries. Though Burberry had enjoyed continued year over year growth, the sales growth was not on par with the growth seen within the personal luxury industry. Big changes within Burberry were expected to come as the new CEO took the reins in July 2006. What were the transformations and changes that Burberry would need to make in order to successfully adapt to the dynamic and innovative global business environment of the luxury industry?

Teaching Note: 8B14A014 (11 pages)
Industry: Other Services
Issues: Luxury; fashion; strategy; United Kingdom; global
Difficulty: 4 - Undergraduate/MBA



ADANI AGRI LOGISTICS LIMITED: BLOCKING THE GRAIN DRAIN
Mohita Gangwar Sharma, K.N. Singh, Sachinder Mohan Sharma, Puneet Mehndiratta

Product Number: 9B14D001
Publication Date: 4/2/2014
Revision Date: 4/1/2014
Length: 11 pages

Adani Agri Logistics Limited (AALL) was established to execute a national project for the bulk handling of food grains through a public-private partnership with the Food Corporation of India. This project involved financing, planning, designing, constructing, operating and maintaining modern infrastructure for the bulk handling, storage and transportation of grains required for the public distribution system. Although a technology-driven supply chain solution was implemented, the benefits of this innovative supply system did not come into full fruition even after four years of operation. AALL soon realized that farmers were reluctant to accept the new storage system because it was a departure from the relationship-based transactions they were used to undertaking with traditional intermediaries. In this way, the company learned that there are cultural subtleties and traditions that must be appreciated and given consideration, along with the economic justifications. How could these traditions be respected and upheld while making way for improvement and progress?

Teaching Note: 8B14D001 (9 pages)
Industry: Transportation and Warehousing
Issues: Supply chain strategy; collaboration; national culture; trust; India
Difficulty: 5 - MBA/Postgraduate



INDIGO BOOKS AND MUSIC INC.
Dante Pirouz, Kelly Huang (Arman)

Product Number: 9B14A008
Publication Date: 3/13/2014
Revision Date: 3/13/2014
Length: 8 pages

Since 1996, Indigo Books and Music had grown to become essentially a book retail monopoly in Canada. But the global recession had hit the company hard, and the chief executive officer (CEO) was focused on creating innovation at every level of the national operation. The hope was that Indigo would eventually be able to compete internationally with giants such as Amazon.com and Barnes & Nobles. How to stabilize the company's financials while at the same time creating and promoting creative product lines that customers would crave was the critical question that the CEO had to answer if her company was to thrive in the future.

Teaching Note: 8B14A008 (3 pages)
Industry: Retail Trade
Issues: Retailing; finance; books; Canada
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Launching Global Communication and Advertising

INTEL ASIA-PACIFIC: THE CATCH & WIN CAMPAIGN
Peter C. Bell, John Lyons, Peter Dingle, Ash Supersad

Product Number: 9B13E023
Publication Date: 8/12/2013
Revision Date: 10/28/2014
Length: 9 pages

The head of Data Marketing Analytics and Mobile for Intel Asia-Pacific was reviewing the proposed media plan for the Catch & Win 2.0 campaign. The media purchase needed to be finalized quickly in order to be included in the current quarter’s budget, but he could not help feeling that the proposed spend across the markets and advertising types could be used more effectively. He thought that the key was to use the company’s own experience and data regarding social media engagement within their markets rather than to rely on the generalized industry metrics provided by the contracted media agency, and now he must improve the proposed media plan.

Teaching Note: 8B13E023 (7 pages)
Industry: Information, Media & Telecommunications
Issues: Media Planning; Social Media; Optimization; Budget Allocation; Asia
Difficulty: 4 - Undergraduate/MBA



MOUNTAIN DEW: THE MOST RACIST SOFT-DRINK COMMERCIAL IN HISTORY?
Jana Seijts, Paul Bigus

Product Number: 9B13A021
Publication Date: 7/30/2013
Revision Date: 7/29/2013
Length: 7 pages

PepsiCo faces criticism after releasing a series of online advertisements for Mountain Dew that featured an angry Mountain Dew–drinking goat, a battered white woman on crutches and the goat in a police lineup of all black men. Critics are offended by the advertisement’s portrayal of violence toward women and racial stereotypes. As the public outcry spreads, Mountain Dew’s senior brand manager needs to devise a course of action or risk damage to one of its billion-dollar brands.

You might also like: Abercrombie & #Fitchthehomeless, Abercrombie and Fitch, Domino’s Pizza

Teaching Note: 8B13A021 (7 pages)
Industry: Accommodation & Food Services
Issues: Celebrity Partnerships; Racial Stereotypes; Public Perception; United States
Difficulty: 4 - Undergraduate/MBA



AMERICAN APPAREL: UNWRAPPING ETHICS
June Cotte, Seung Hwan (Mark) Lee, Brittany Schuette

Product Number: 9B12A032
Publication Date: 8/13/2012
Revision Date: 8/13/2012
Length: 5 pages

American Apparel, a popular clothing manufacturer, has socially progressive labour policies and uses significant environmental advances in its manufacturing process. In addition, it has a well-established philanthropic arm. Set against these socially responsible policies is the highly sexualized nature of the company’s advertising. This element of the marketing mix seems, at least to some consumers, very much at odds with the other aims and policies of the company. The question facing students is whether this disconnect can be maintained or whether the brand’s advertising should change.

Teaching Note: 8B12A032 (2 pages)
Industry: Retail Trade
Issues: Ethics; Corporate Social Responsibility; Advertising Strategy; Controversial Advertising, United States
Difficulty: 2 - Intro/Undergraduate


Chapter 14:
Using Social Media for Global Marketing

GROWING TENTREE: SOCIAL ENTERPRISE, SOCIAL MEDIA AND ENVIRONMENTAL SUSTAINABILITY
Peter W. Moroz, Simon Parker, Edward Gamble

Product Number: 9B14M030
Publication Date: 3/24/2014
Revision Date: 4/2/2014
Length: 12 pages

Two friends have launched tentree (TT), a Canadian entrepreneurial venture that sells an environmentally sustainable and trendy brand of apparel. For every product sold, TT plants 10 trees in locations around the world. Although TT is still in its infancy, it is already experiencing huge growth. The entrepreneurial founders now face several challenges: how to keep pace with the growing demand; how to plant as many trees as they can while staying true to their sustainable, environmental philosophy; how to break into the U.S. and other markets; and where to source their product.

Teaching Note: 8B14M030 (7 pages)
Industry: Manufacturing
Issues: Social enterprise; media; sustainability; growth; Canada; United States
Difficulty: 4 - Undergraduate/MBA



PEPSI CANADA: THE PEPSI REFRESH PROJECT
Matthew Thomson, Ken Mark

Product Number: 9B11A039
Publication Date: 9/22/2011
Revision Date: 6/7/2012
Length: 12 pages

Pepsi Canada has developed and launched the Refresh Project, a campaign to fund socially beneficial ideas developed by individuals, businesses, and non-profit organizations. Each cycle — approximately two months in duration — will see interested parties submit ideas. Pepsi Canada relies on visitors to its website, www.refreshingeverything.ca, to vote on the best ideas. During every cycle, approximately $1 million is available for distribution. While Pepsi Canada’s management has been very supportive of the initial cycle, an analyst is wondering how this corporate social responsibility initiative will have an effect on the bottom line.

Teaching Note: 8B11A039 (5 pages)
Industry: Manufacturing
Issues: Advertising Strategy; Advertising Media; Marketing Management; Corporate Social Responsibility; Soft Drinks; Canada
Difficulty: 4 - Undergraduate/MBA



SELLING GREEN DOTS IN SECOND LIFE
Wade Halvorson, Michael Parent, Leyland Pitt

Product Number: 9B09A033
Publication Date: 12/8/2009
Length: 10 pages

An Irish Air Lines pilot has re-created his home city of Dublin on Second Life. His Second Life alter ego, Ham Rambler, is busy running the site, and selling office space and advertisement on the property. The property includes a popular bar, a venue for live music performances, as well as a realistic rendering of Dublin's core. Second Life residents flock to the site for its entertainment and to experience Dublin. Mahon/Rambler needs to decide if the innovative business model he has developed is sustainable, or whether he should sell the business to other developers. The case is useful to introduce the concept of immersive Internet-based environments, and Internet advertising and selling.

Teaching Note: 8B09A33 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Advertising Effectiveness; Internet Culture; Internet; Sales Strategy
Difficulty: 4 - Undergraduate/MBA


Chapter 15:
Designing and Controlling Global Marketing Systems

SOGETI TEAMPARK - DESIGNING INTELLIGENT ORGANIZATIONS FOR THE FUTURE
Veena Vohra, Manjari Srivastava, Sharon Pande

Product Number: 9B13C047
Publication Date: 3/26/2014
Revision Date: 3/25/2014
Length: 17 pages

Sogeti, a global leader in providing technological services chooses to invest in a social collaboration platform for its employees with a view towards bringing about business transformation. Partnering with IBM, the company launched “TeamPark.” After the implementation, the company’s central challenge was to encourage employee engagement levels and how to increase utilization of the platform. A further issue: Should the platform be opened up to clients and other stakeholders? There was a lot of deliberation around the way the community should be created – should it be restricted or open? If the company decided to open its information-sharing platform with its clients, how should it manage the issues of security and trust?

Teaching Note: 8B13C047 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Social collaboration; intelligent organization; innovation; global
Difficulty: 5 - MBA/Postgraduate



TESCO'S VIRTUAL STORE: FROM SOUTH KOREA TO THE UNITED KINGDOM
Mark B. Vandenbosch, Alina Nastasoiu

Product Number: 9B14A010
Publication Date: 5/7/2014
Revision Date: 5/14/2014
Length: 12 pages

After the successful launch of their virtual grocery stores in South Korean metro stations, Tesco UK is trying to determine whether the virtual grocery store concept should be launched in their home market. In order to make this decision, Tesco needs to determine the role of the virtual store(s), the location(s) of the store(s) and the product range. At the same time, Tesco needs to compare the Korean and U.K. markets in order to determine whether the virtual store concept is viable.

Teaching Note: 8B14A010 (5 pages)
Industry: Retail Trade
Issues: Online retailing; marketing strategy; Internet marketing; United Kingdom
Difficulty: 4 - Undergraduate/MBA


Chapter 16:
Defining Ethics and Social Corporate Responsibility in the International Marketplace

EADS/AIRBUS: VISION 2020
Rosi Ji, Thorsten Knauer, Momo Schäfer, Friedrich Sommer, Jil Wehlmann

Product Number: 9B14M028
Publication Date: 5/6/2014
Revision Date: 5/2/2014
Length: 19 pages

EADS N.V. (EADS), Europe’s leading aerospace and defence company, is reviewing its strategic positioning. EADS had planned to merge with a British company to form the world’s largest aerospace company, but the merger failed mainly due to resistance from government shareholders. As a result, the firm cannot achieve its major strategic goals that were tied to the merger. In the highly competitive aerospace industry and despite also facing production issues and a corruption investigation, the firm’s management must revise both its short-term goals and future action plan.

Teaching Note: 8B14M028 (14 pages)
Industry: Manufacturing
Issues: Aerospace; defence; portfolio decisions; product-market decisions; corruption; Europe
Difficulty: 4 - Undergraduate/MBA



LENHAGE AG: ETHICAL DILEMMA
Daniel Galindau, Won-Yong Oh

Product Number: 9B14M037
Publication Date: 5/2/2014
Revision Date: 4/23/2014
Length: 8 pages

The general manager at the Seoul location of a European manufacturing company faces an ethical dilemma involving bribery and “facilitation” payments. A key decision maker in a local construction company’s purchasing department has asked for a “facilitation” payment as a necessary condition for securing an order. If the expatriate manager decides to pay the money, he will secure an order that will lift his company to a new level of success for years to come. If he decides not to pay, the order and all the company has worked for over the last year will be lost. The expatriate manager must decide whether or not the payment would violate laws internationally, locally and in his home country. What are the real risks? Who can help him answer the many questions he has regarding this local practice?

Teaching Note: 8B14M037 (8 pages)
Industry: Manufacturing
Issues: Ethics; decision making; bribery; facilitation payment; South Korea
Difficulty: 4 - Undergraduate/MBA



KILLER COKE: THE CAMPAIGN AGAINST COCA-COLA
Henry W. Lane, David T.A. Wesley

Product Number: 9B07C003
Publication Date: 1/31/2007
Revision Date: 2/24/2010
Length: 23 pages

The CEO of Coca-Cola is faced with increasing criticism over the company's handling of alleged human rights abuses in Colombia. A grass roots protest movement known as The Campaign to Stop Killer Coke has built international support for a boycott of Coca-Cola products on college campuses. The campaign centers specifically on the intimidation and murder of union leaders at a specific Coca-Cola bottling plant in Colombia. Coca-Cola asserted that it was not responsible for such abuses. Rather, the violence at the Coca-Cola plant was the product of a political situation that was beyond the company's control. The company further argued that it was in compliance with local labor laws, and had been dismissed as the defendant in lawsuits filed in Colombia and U.S. courts. At the time of the case, Coca-Cola is faced with anti-Coke campaigns at more than 100 college campuses worldwide and official boycotts of its products at a number of large well-known campuses in the United States. In response, the company has undertaken an audit of its bottling plants in Colombia. It also launched a public relations campaign aimed at refuting accusations of human rights violations. The case can be used to discuss corporate ethics, extraterritoriality, marketing and public relations.

Teaching Note: 8B07C03 (11 pages)
Industry: Manufacturing
Issues: Trade Unions; Ethical Issues; Emerging Markets; Supplier Selection; Northeastern
Difficulty: 4 - Undergraduate/MBA



GOOGLE IN CHINA
Deborah Compeau, Prahar Shah

Product Number: 9B06E019
Publication Date: 5/1/2007
Revision Date: 5/23/2017
Length: 9 pages

The case describes the circumstances surrounding the introduction of www.google.cn. In order to comply with Chinese government requirements, google.cn censors web results. This appears to contradict Google’s stated philosophy and its mission to organize and make accessible the world’s information. A public outcry ensues and Google is forced to defend its controversial decision. The case presents both sides of the debate and asks students to consider what they feel is right.

Teaching Note: 8B06E19 (4 pages)
Industry: Other Services
Issues: Information Systems; Government and Business; Ethics; Censorship; Internet; China
Difficulty: 4 - Undergraduate/MBA