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The president of a Jordanian pharmaceutical company is contemplating how to further penetrate the U.S. market, either through its own manufacturing and sales efforts, or as a supplier to a third party

The top management at Daewoo is reviewing its close relationship with the Uzbekistan government, focusing especially on the performance of Uz-Daewoo Auto, a strategic alliance to manufacture and market passenger cars.

Bayer's senior executives detail the communications challenge program that resulted from the company's reacquisition of its brand name and trademark cross, which gave Bayer one name worldwide for the first time since World War I.

Management is considering its options for future international expansion. Koc is the dominant supplier of white goods (kitchen appliances) in Turkey and has been increasing its export efforts. As lower import tariffs invite foreign competitors to enter Turkey, Koc must decide how to balance defense of its domestic market share against further foreign expansion.

In late 1993, Orbital Communications Corp. (OCC), a subsidiary of Orbital Sciences Corp., is developing a global two-way wireless data communications system, called "ORBCOMM," based on a 26-satellite constellation in low earth orbit. Service is scheduled to begin in the United States in late 1994, followed by a rollout to international markets in 1995. The case focuses on OCC's marketing strategy in the years prior to the product/service being available. Provides details on how the firm has defined its markets and estimated the demand for the United States and international markets. There is also a rich discussion of other parts of OCC's marketing strategy including product design and development, marketing to regulatory bodies, development of the sales organization to include channel partners to enter the domestic and international markets, pricing strategy, and the role of competition. A rewritten version of an earlier case.

The founder, president, and CEO of a leading software security company has just announced the $5.1 million cash acquisition of a key competitor. As a result, his company becomes the market share leader in Europe and number two in the United States. But now, he and the rest of the management team have to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm's two overlapping software security product lines.

The marketing director of Oscar Mayer faces a series of strategic marketing options regarding established and new products, including budget and capacity allocation decisions.

In July 1996, Mr. Thomas Zimmermann, European Manager of Computron, must select a price for a new computer for his largest customer. A rewritten version of an earlier case.

In the summer of 1996, Masao Morita, president of Sony Personal Mobile Communication Co., contemplated how to formulate its multinational marketing strategy for the fast-changing car navigation systems market. Morita needed to resolve the conflicting views within his company regarding several key issues, including geographical market focus, product selection, and standard setting.

The general manager of Fuji Film's Saudi distributorship must decide on a relaunch strategy for Fuji film and cameras in Saudi Arabia.

Supplements the (A) case.

Spreadsheet supplement for case 597029.

Product recalls can destroy brands and even companies. But according to the authors, if a company handles recalls strategically, it can decrease the negative impact and maybe even reap some benefits. The authors maintain that a strategic approach to recalls should address the implications of a recall for all relevant business functions and should deal with all stages of a recall, from readiness before the fact to product reintroduction after a recall has ended. The authors offer step-by-step guidelines on handling recalls effectively. With forethought and planning, the authors assert, unavoidable recalls can have long-term favorable outcomes.

The management of three U.S. multinationals have to decide whether to enter the Vietnam market and, if so, how.

Spreadsheet supplement for case 597020.

The country manager of Gillette Indonesia is reviewing his 1996 marketing plan and considering whether the pace of market development and mix of product sales can be impacted by the level and type of Gillette expenditures in the market.

Spreadsheet supplement for case 597009.

How real is the private-label threat to branded products? What should national-brand manufacturers do about it? On the one hand, manufacturers have reason to be concerned. There are more private labels on the market than ever before; collectively, unit share of store-brand goods place first, second, or third in 177 of 250 supermarket product categories in the United States. But many manufacturers have not fully recognized two important points in considering this threat. First, private-label market share generally goes up when the economy is suffering and down in stronger economic periods. Second, manufacturers of brand-name products can have significant influence on the seriousness of the challenge posed by private-label goods. It is difficult for managers to look at a competitive threat objectively and in a long-term context when day-to-day performance is suffering. But the authors strongly advocate keeping the private-label challenge in perspective.

Managers at MCA/Universal Merchandising are reviewing worldwide merchandising and licensing arrangements for the movie Jurassic Park.

Heineken managers are evaluating the results of the research projects designed to identify the values of the Heineken brand and to translate these into effective advertising messages.