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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.

Faced with the challenge of improving both sales and profitability of Bogota, Colombia’s 5-star Hotel Ipsum, General Manager Rafael Escobedo had to take into consideration the political, social, economic and technological factors working for and against him. A customer base principally traveling for business and higher room occupancy during the week than weekends coupled with a virtually non-existent marketing plan was the primary obstacle standing between Escobedo and achieving higher profitability for Hotel Ipsum. In order to do so, radical changes would have to be made in order to keep the hotel, and his job, from being negatively affected. This case will help students learn the various factors that affect how hotels remain competitive without losing profits in an ever-changing and challenging market.

This interactive case study has been developed for students to apply their knowledge about how to develop a sales strategy and a commercial plan. It takes a practical approach and includes two interactive exercises: The first exercise Launch of Exforge in Spain and the second Launch of Rasilez Galvus & Eucreas in Spain. In both exercises students have to plan the commercial and promotional strategy for these new products as well as for those already existing already in the market.

The case shows how the protagonist needs to work on two fronts: 1) with the European innovation team & 2) with the local trade team to ensure the best fit with customers, consumers and shoppers.

During the case, different questions arise: the name "Tortilla" (of potatoes?), the communication model, the distribution strategy, pricing and promo strategy, all this together or separately from Pringles potatoes?

It has been created for use in undergraduate and graduate programs (MBA, MIM, and Executive MBA) within Marketing and Communication sessions. A preliminary knowledge on the 4 P´s of marketing is needed.