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Samsung's global marketing director is assessing how to build the global brand reputation of the company further and upgrade the company's worldwide brand image. To show how to build a global brand.

Spreadsheet supplement for case 504-051.

Two academics challenge U.S. multinational companies to match their increasing international sales with commensurate philanthropic giving outside the United States.

Senior executives at Vanguard are evaluating their marketing strategy. In particular, they are looking at their approach to market segmentation, the organization of the marketing function, and the weight placed on marketing metrics in the corporate dashboard in light of an economic and stock market downturn.

BRAC is the world's largest NGO and has over the past 20 years experienced tremendous rates of growth. The case looks at diversity within the organization and the aspects of management that have made the organization so successful.

BRAC is the world's largest NGO and has recently initiated a number of successful profit-making commercial enterprises, ranging from dairy processing to vegetable exports, as well as a university. Explores the tensions and benefits of a major nonprofit entering the commercial arena and the consequences for the organization.

What became of the golden age of global marketing? Where are the multinational companies churning out standardized products for a world of voracious consumers? A global economic slump and mounting anti-American sentiment put an end to that party. But the multinationals' retreat to local harbors may leave them ill prepared for what's about to happen.

Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would increase the amount of labor in the stores and theoretically increase speed-of-service. However, the impact of the plan (which would cost $40 million annually) on the company's bottom line is unclear.

Spreadsheet supplement for case 504-016.

CARE USA is spearheading a rebranding process for the organization. Examines the process and components of the rebranding strategy and its impact on CARE USA's direct mail strategy. Includes color exhibits.

Habitat for Humanity underwent a brand valuation study and found that its brand was worth $1.8 billion, equivalent to Starbucks. Senior management reviews the issues facing the organization; students are afforded insights into what drives brand value for a major nonprofit and what is critical for building and protecting brand value.

ACCION International is a major nonprofit player in microfinance. Reviews the organization's history and evolution, details current activities and relationships within its network, and assesses the organization's challenges moving forward.

Didier Cherpitel, CEO of the International Federation of Red Cross and Red Crescent Societies (IFRC), is implementing a new strategy that will fundamentally change the role of its International Secretariat. The organization is in the early stages of implementing a best practice tool called the National Society Self-Assessment and Cherpitel's challenge is to move forward with the implementation of this tool, while ensuring that the International Secretariat takes the necessary actions to strengthen IFRC's brand and image.

In September 2002, Marjorie Newman-Williams, director of communication for UNICEF, is poised to present the results of a two-year rebranding process at the annual meeting of the national committee heads. This case describes the organization and highlights the challenges UNICEF faces in 2002. Details of the rebranding process, including market research, the development of brand essence and brand models, and organizational challenges of consensus building, are at the core of the case.

Focuses on the development and market launch of a new FMCG product (a chocolate bar). The product was innovative and positioned in the niche market of indulgent countlines. Pricing and market strategy for the product are highlighted. Focus groups were held with consumers after market launch, as the market acceptance of the product was lower than initially planned. Focuses on a strategy to increase market acceptance.

Supplements the case.

This is an MIT Sloan Management Review article. As adapting to globalization becomes increasingly necessary, business customers are pressuring suppliers to accept global pricing contracts (GPCs). However, before signing a contract, suppliers should do due diligence. Purchasers may promise a supplier access to international markets, guaranteed production volumes, and improved economies of scale and scope--but too often they fail to deliver. According the authors, suppliers must fully understand the customer's global strategy and the business conditions in its respective markets. They also need a firm grasp of their own strategy and local practices. Which GPCs would be suitable and which would be detrimental? Using data collected from interviews with global account managers in diverse industries on four continents, the authors help suppliers navigate the uneven terrain. By exploring why customers want GPCs, under what circumstances the contracts are likely to profit suppliers, and how to implement contracts successfully, the authors identify preparation as the key to success. The more information suppliers can gather (for example, about variances in their own pricing in different markets, the cost to serve the customer, exchange rates, and local regulations), the better their negotiating position.

This is an MIT Sloan Management Review article. Once viewed as "less developed countries," emerging markets (EMs) now offer a significant growth opportunity for multinational corporations. Because EMs differ dramatically from mature markets, they raise new strategic questions that traditional marketing frameworks do not resolve. Traditional models argue against first-mover advantages in EMs. However, additional sources of advantage--favorable government relations, pent-up demand, marketing productivity, marketing resources, and consequent learning--can make early market entry a desirable option. The authors provide a framework, oriented toward demand rather than risk, that enables companies to assess long-term market potential, identify business prospects, and predict potential benefits. Using the framework, companies can categorize EMs on the basis of short- and long-term potential. Once a multinational corporation decides to enter a market, it needs new frameworks to guide product and partner policy decisions. The different patterns of market development in EMs imply that, contrary to conventional models, companies can expand the market rapidly, should offer a combination of global imported brands and locally made joint venture brands, and use EMs to test product innovations. The design and management of relationships with local distributor partners is the most critical challenge for executives. In the areas of industry experience, direct selling, local autonomy, and exclusivity, experienced multinationals are adapting the approaches employed in developed markets in ways that are appropriate for emerging ones.

Executives at Pepsico are considering a possible redesign of the Pepsi carbonated beverage packages worldwide to give the brand a modern, up-to-date image and "ownership" of the color blue against Coca-Cola's "ownership" of the color red.

In April 1997, the president of Amway Japan (AJL, Tokyo, Japan), pondered how to reverse the first performance decline the company has experienced since entering the Japanese direct selling market in 1979. Established as the tenth overseas subsidiary of Amway Corp. of Ada, Michigan, AJL had grown to become the most successful company with 1996 sales of Y212 billion ($1.9 billion), accounting for 30% of Amway's worldwide sales. Having succeeded in doubling AJL's sales during the five years of his presidency, the AJL president now needed to develop a strategy not only for rebuilding growth in the second half of FY 1997 but also for achieving AJL's long-term goal of sales of Y300 billion by FY 2000. AJL faced the following issues in 1997: 1) fluctuating distributor motivation, 2) growing dissatisfaction with Amway products, 3) increasing difficulty in controlling the distributor network, and 4) a changing market environment. AJL could enhance its sales growth by boosting sponsoring, retention, and/or productivity of its distributor membership. Strategic options for AJL included: 1) penetration growth, 2) productivity growth, or 3) both. The AJL president needed to come up with a clear strategic design based on a thorough analysis of the pros and cons of each strategic choice.