The case captures the experience of a customer in a service failure incident when ordering a Porsche Taycan, and the recovery process managed by the local dealer. It outlines in detail the customer's journey from first contact in a test-drive to placing the order, and finally, taking ownership of the new car. Descriptions include the negotiations and interactions between the customer and the salesperson in addressing the service failure and its recovery. The case unfolds with the head of Customer Relations at Porsche learning about the incident from a routine customer satisfaction report. Key decisions faced by the manager involve conducting a root cause analysis of the incident as well as finding recommendations to improve internal processes in handling customer complaint and in recovery. The case covers concepts of root cause analysis, double deviation in service failure, theories of justice in service recovery, customer satisfaction management, and on a secondary level, dealership management.

Cathay Pacific's announcement that it would eliminate 600 staff jobs from its head office made headlines in the territory and internationally. The mass layoffs followed the loss of HKD3bn the previous year. This case study discusses the possible causes of Cathay Pacific's plight. Cathay had been among the best airlines in the world and a source of pride to many Hong Kongers. From the service management perspective, this case study describes the situation Cathay Pacific was facing in terms of service marketing, service human resource management, and service operations.

Hong Kong Disneyland was the Walt Disney Company's third theme park outside America, after Tokyo and Paris. From conception to opening, the government joint venture was subjected to the absolute scrutiny of the Hong Kong public. There was skepticism towards the equity of partnership and politicians accused the administration of selling Hong Kong's interest cheap. Negative publicity plagued the Hong Kong theme park leading up to the opening. Green groups asked the park to ban shark's fin soup from the resort's wedding banquet menu. District councilors accused Disney officials of discrimination for refusing to switch to the more environmentally friendly fireworks technology they used in California. Local unionists attacked the poor working conditions and long hours at the park. If those were only the tip of the iceberg, the ticketing fiasco during Chinese New Year hammered home the message--the Disney formula was not working. In September 2006, the Hong Kong theme park announced it had missed its first year attendance target of 5.6 million. Often criticized as the smallest Disneyland in the world, the Hong Kong theme park had been tipped as a "stepping stone" for the American company's entry into mainland China. If it was indeed to serve as a prototype for another Disneyland in China, it would be critical for the management of Hong Kong Disneyland to come up with a recovery plan and realign its strategy to improve its image, boost attendance, and deliver its revenue target. Explores what could be done to enhance the smooth delivery of the American fantasy in the alien culture of the Middle Kingdom.

A joint study by the Confederation of Indian Industries and McKinsey forecast the potential of healthcare tourism to amount to US$2.2 billion by 2010. The Indian Government's growing awareness of this lucrative market led to a series of task forces and meetings to finalize decisions on how to develop the country into a major health destination. Allows students to evaluate the industry dynamics and competitive situation in order to develop a proposed positioning and targeting strategy.

When he created Shanghai Tang in 1994, Hong Kong businessman David Tang intended to launch China's first bona-fide luxury brand. In the first few years, Tang's flamboyant, cross-cultural style and ties to celebrities fueled the buzz surrounding the brand. But the brand was unable to establish its core customer outside its home market of Hong Kong, and the company struggled to find a niche among successful, established global luxury brands. In 2005, under new leadership and revised creative direction, Shanghai Tang expanded into several regional markets worldwide, with a particular focus in Asia. But was the company on track to become the first global Chinese luxury brand?

In April 2006, Ocean Park, Hong Kong's only home-grown theme park, launched a syndicated loan to raise HK$4.1 billion for a master plan to revamp the park. The master plan represented the park's strategic responses to the arrival of Hong Kong Disneyland, which had opened the previous year. Faced with a formidable competitor, Ocean Park repositioned itself as a world-class marine theme park. Looks at how Ocean Park positioned itself against an international competitor and how Disneyland's failure to accommodate local culture consolidated Ocean Park's position

Jewellworld.com was established in April 2000 to take advantage of the business opportunity presented by the Internet. Participating in Jewellworld.com's B2B platform was like participating in a virtual Jewelry trade fair, through which sellers could showcase their products to buyers online and buyers could contact sellers and even place orders online. However, Jewellworld.com quickly realized that Hong Kong's jewelry industry was by no means at the forefront of information technology. Facilitates discussion around a strategic/marketing planning process, which involves: sizing up the business environment, sizing up the company, identifying and generating strategic options, and assessing the options.

In addition to spas, theme parks, and palm beaches, health care tourism is emerging as a growing source of revenue in tourist destinations in Asia. Thailand, Singapore, Malaysia, and India have identified health care tourism as one of the fastest growing segments in their respective tourist markets and are launching aggressive marketing plans for the next few years. The target markets are customers from developed countries, mostly from Europe, North America, and Japan, with over-crowded and expensive medical services at home. As part of the health care package, customers receive the bonus of vacationing and sightseeing in a foreign country and an exotic culture. Provides a survey of the development of health care tourism in select Asian countries. Emphasizes the marketing efforts employed by the various countries in positioning their services and developing this promising market segment. Compares and contrasts the respective roles of the public and private sectors and highlights issues and challenges for other countries in their destination marketing efforts.

The Hong Kong brand Nin Jiom was popularly known in the territory by its flagship product Pei Pa Koa Cough Syrup. It was through the profitable mass selling of such an over-the-counter traditional Chinese medicine (TCM) that Nin Jiom thrived through decades of history. By the early 2000s, the rapidly modernizing consumer culture in Hong Kong and the Hong Kong government's new TCM policies required manufacturers of TCM products to adapt constantly to a changing business environment. Nin Jiom's attention to this earned it an annual turnover of several hundred million Hong Kong dollars by early 2000s. The company was able to continue expanding overseas and in mainland China. How did Nin Jiom's products fit in an era when the Hong Kong government and the Hong Kong as well as western public paid more attention to TCM than before? How did the company manage to maintain its success as a TCM brand in modern Hong Kong?

Fenix Group's business spans from general merchandise retailing to Italian fashion. The diversity stems from the management's multiniche marketing strategy. Looks at the journeys of two entrepreneurs who started out with a tiny garment trading company and, in the span of 30 years, expanded into a multinational network of manufacturing and retailing with $230 million annual turnover. How did Fenix identify and tap into niches in different markets? What does it take to be successful in niche markets? Also analyzes Fenix's strategy and discusses the critical success factors of its multiniche marketing strategy.

The sauce company Lee Kum Kee, one of the best known Hong Kong brands, had a long history that began in 1888 and was run by the same family for four generations. The company was founded by Lee Kam Sheung as a small oyster sauce manufacturer in Guangdong Province, China. It relocated to Macau in the early 1900s and moved once more to Hong Kong after World War II; it remained based there in the decades afterwards. Lee Kum Kee was already expanding beyond the Guangdong-Macau-Hong Kong distribution network in the 1920s to North America, when it was also making shrimp paste. In the 1970s and 1980s, after the torch passed to third-generation leader Lee Man Tat, there was rapid geographical market and product diversification. Lee Man Tat's sons, who were educated in the West, inherited the leadership from their father in the 1990s, and the pace of modernization and diversification continued while the company's marketing strategy remained vigorous and adaptable. The company overcame a consumer confidence crisis--called the 3-MPCD crisis--in the late 1990s and early 2000s and continued to thrive. By early 2003, Lee Kum Kee had already developed more than 200 sauces. Its distribution network covered 60 countries in five continents, and its products were available in more than 80 countries. What lessons about strategic brand management can we learn from the way Lee Kum Kee developed, maintained, and expanded the reach of its products over a whole century? What lessons about crisis management does the company's handling of the 3-MPCD crisis offer?