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  1. WINES OF GEORGIA: MK1-169-I

    The case is about how to build the “Georgia Brand” and how to position Georgian wines on the international market. The oldest wine remains in the world, dating from about 6000 BC, have been found in Georgia, which would allow us to affirm that Georgia is "the cradle of wine." In addition, the country has some 500 endemic grape varieties, and grape fermentation methods that allow making very special wines. All these elements should allow Georgian wines to be positioned as niche products, and to be sold at a high price. However, due to historical and political conditions of the last 100 years, hardly anyone outside Georgia and the former USSR is aware of these facts, and Georgian wines are mostly exported to countries of the former Soviet republics.

    The case points out to several decisions that have to be made regarding Georgian wines.

    Academic Area:
    Strategy | Marketing & Communications
  2. Vinos de Georgia MK1-169

    The case is about how to build the “Georgia Brand” and how to position Georgian wines on the international market. The oldest wine remains in the world, dating from about 6000 BC, have been found in Georgia, which would allow us to affirm that Georgia is "the cradle of wine." In addition, the country has some 500 endemic grape varieties, and grape fermentation methods that allow making very special wines. All these elements should allow Georgian wines to be positioned as niche products, and to be sold at a high price. However, due to historical and political conditions of the last 100 years, hardly anyone outside Georgia and the former USSR is aware of these facts, and Georgian wines are mostly exported to countries of the former Soviet republics.

    The case points out to several decisions that have to be made regarding Georgian wines.

    Academic Area:
    Strategy | Marketing & Communications
  3. Krug champagne. The “savoir faire” of a luxury turna … DE1-230-I

    The case describes the champagne house Krug turnaround process. The house in the late ’90s had a troubled financial situation. Acquired by the French conglomerate LVMH in the late ’90s, and despite the efforts and investments, the house did not seem to recover and, by 2008, was once more suffering financial distress.

    In 2009, Margareth Henríquez arrived as CEO. Based on her previous turnaround expertise in larger firms, Krug seemed like a less challenging project. However, her first year at Krug, with continuous declining sales, proved that Krug’s situation was more complicated than anticipated. The case allows a discussion of the real complexity in setting the strategic rationale of a turnaround. It describes the initial missteps and the search for guidance on the roots of the house, which brought Maggie on a journey of discovering the visionary approach of its founder, Joseph Krug.

    The case is rich in detail across all firm facets to allow a discussion on all the transformation measures taken and its rationale. Then the case is well suited to a debate on strategy implementation. Likewise, it might also be appropriate to discuss the adjustment of the marketing policies on a turnaround.

    Lastly, the case emphasizes the role of Maggie as a transformational driving force. A woman from a different culture on a selective, and to a certain extent, conservative market. Her strategic approach and her decisive leadership in challenging classic policies are also fundamental pillars of the transformation.

    Academic Area:
    Strategy | Marketing & Communications
  4. Champagne Krug. El saber hacer de recuperar una casa … DE1-230

    The case describes the champagne house Krug turnaround process. The house in the late ’90s had a troubled financial situation. Acquired by the French conglomerate LVMH in the late ’90s, and despite the efforts and investments, the house did not seem to recover and, by 2008, was once more suffering financial distress.

    In 2009, Margareth Henríquez arrived as CEO. Based on her previous turnaround expertise in larger firms, Krug seemed like a less challenging project. However, her first year at Krug, with continuous declining sales, proved that Krug’s situation was more complicated than anticipated. The case allows a discussion of the real complexity in setting the strategic rationale of a turnaround. It describes the initial missteps and the search for guidance on the roots of the house, which brought Maggie on a journey of discovering the visionary approach of its founder, Joseph Krug.

    The case is rich in detail across all firm facets to allow a discussion on all the transformation measures taken and its rationale. Then the case is well suited to a debate on strategy implementation. Likewise, it might also be appropriate to discuss the adjustment of the marketing policies on a turnaround.

    Lastly, the case emphasizes the role of Maggie as a transformational driving force. A woman from a different culture on a selective, and to a certain extent, conservative market. Her strategic approach and her decisive leadership in challenging classic policies are also fundamental pillars of the transformation.

    Academic Area:
    Strategy | Marketing & Communications
  5. CALVIÁ BEACH MK1-165-M

    This multimedia case will be provided to the students after having read a written case, so they will already have a knowledge about the subject, the situation and the position of Meliá in Magaluf.

    The case describes the story of Meliá Hotels International in Magaluf, Mallorca, as a touristic destination that had an extraordinarily fast development. It became a reference destination, due to its climate and privileged environment. It turned into a reference of quality and cost-effectiveness in Spain for decades, driven by hotel investment and tourism in the area.

    However, in the 90s the perception of the area, as a quality tourist destination, decreased and began a period of inflection. These actions led to the fall of prices and margins of hotels.

    Faced with the situation of serious deterioration of the Magaluf area and the declining results of Meliá hotels in the area, Mark Hoddinott knew that they had to make a strategic decision about the positioning of Meliá in that destination. After detailed analyzes, reflections and a wide network of consultations with collaborators, Hoddinott concluded that the best alternative for the company was investing in the area and promoting a strategic repositioning to restart Magaluf as a tourist destination.

    The purpose of this material, is that once the student is aware of the repositioning plan that Meliá decides to make in Magaluf, have all the tools to organize the implementation of this plan, in order to relaunch this tourism destination.

    Academic Area:
    Marketing & Communications
  6. CALVIÁ BEACH MK1-165-I-M

    This multimedia case will be provided to the students after having read a written case, so they will already have a knowledge about the subject, the situation and the position of Meliá in Magaluf.

    The case describes the story of Meliá Hotels International in Magaluf, Mallorca, as a touristic destination that had an extraordinarily fast development. It became a reference destination, due to its climate and privileged environment. It turned into a reference of quality and cost-effectiveness in Spain for decades, driven by hotel investment and tourism in the area.

    However, in the 90s the perception of the area, as a quality tourist destination, decreased and began a period of inflection. These actions led to the fall of prices and margins of hotels.

    Faced with the situation of serious deterioration of the Magaluf area and the declining results of Meliá hotels in the area, Mark Hoddinott knew that they had to make a strategic decision about the positioning of Meliá in that destination. After detailed analyzes, reflections and a wide network of consultations with collaborators, Hoddinott concluded that the best alternative for the company was investing in the area and promoting a strategic repositioning to restart Magaluf as a tourist destination.

    The purpose of this material, is that once the student is aware of the repositioning plan that Meliá decides to make in Magaluf, have all the tools to organize the implementation of this plan, in order to relaunch this tourism destination.

    Academic Area:
    Marketing & Communications
  7. Halo Top Ice Cream: Strategic Marketing Analysis MK1-166-I

    How can strategic marketing help a small new brand succeed in a mature market full of big players? This case is based on the successful launch of Halo Top’s ice cream brand in the United States, using it as an example to guide a discussion about marketing strategy and show how, with clear targeting and a winning unique positioning, a small brand can manage to not only survive but thrive in a mature market with powerful competitors. It puts the student in young entrepreneur Justin Woolverton’s shoes when he has to decide whether to launch the brand or keep his job as a lawyer, and then goes beyond to review the segmentation, targeting and positioning strategies and their impact on the 4P’s of the operational marketing mix.

    Should Justin quit his highly lucrative day job as a lawyer and pursue his ice-cream making dreams? And if so, how should he proceed to launch a brand in such a difficult market?

    Academic Area:
    Marketing & Communications
  8. Mobike Unicorn GE1-141-I

    The case describes some strategic, marketing and organizational challenges faced by Mobike during the path of further expansion and growth. China, as an emerging and fast-expanding market, has its unique features. Mobike, as a successful Chinese startup, was able to survive a number of rounds of fundraising and stood at a crossroad, leading to different future growth paths.

    The company has its doubts about the future. The point is not how to grow fast, but how to grow and stay in the market longer. The founder Hu Weiwei and CEO Davis Wang were concerned about the strategy for the future. The question was: should Mobike enter the deeper level of second- and third-tier cities in China, or should it pursue its global market penetration? 

    The case illustrates the challenges presented by business expansion. It highlights the importance of strategic tools, namely business model canvas, scenario planning and market analysis, to reevaluate current business operations, clarify future possibilities and mitigate business risks.

    The case could be used in business schools at a variety of levels, including undergraduate, MBA and Executive. It could also be used in marketing, strategy and international cultural management courses. It is particularly useful for participants who want to explore strategy domain or build market knowledge on Chinese markets and the growth path on Chinese startups.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  9. Mobike Unicorn GE1-141

    The case describes some strategic, marketing and organizational challenges faced by Mobike during the path of further expansion and growth. China, as an emerging and fast-expanding market, has its unique features. Mobike, as a successful Chinese startup, was able to survive a number of rounds of fundraising and stood at a crossroad, leading to different future growth paths.

    The company has its doubts about the future. The point is not how to grow fast, but how to grow and stay in the market longer. The founder Hu Weiwei and CEO Davis Wang were concerned about the strategy for the future. The question was: should Mobike enter the deeper level of second- and third-tier cities in China, or should it pursue its global market penetration? 

    The case illustrates the challenges presented by business expansion. It highlights the importance of strategic tools, namely business model canvas, scenario planning and market analysis, to reevaluate current business operations, clarify future possibilities and mitigate business risks.

    The case could be used in business schools at a variety of levels, including undergraduate, MBA and Executive. It could also be used in marketing, strategy and international cultural management courses. It is particularly useful for participants who want to explore strategy domain or build market knowledge on Chinese markets and the growth path on Chinese startups.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
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