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Reebok is facing a major competitive struggle in its advertising strategy. The traditional advertising campaigns in use have been steadily growing ineffective. Nike's strong marketing, brand, and channel presence continue to limit Reebok's ability to expand its market share and affects sales stability as well. Early 2004, Reebok's new Chief Marketing Officer planned on expanding the reach enjoyed by the Terry Tate: Office Linebacker video series which was launched during the Super Bowl. The series was a big success and spread like wildfire on the Internet. Reebok's mission is to capitalize on its effectiveness and establish a brand personality with Generation X. After three weeks of viral advertising, with no significant upward sales results, the issue of Internet advertising has come full circle and is now at center stage. Several senior executive see the lack of short-term sales increase as evidence of failure.

D'Aquino Quimica S.A. is a Brazilian manufacturer of a broad line of cleaning chemicals and distributors of cleaning equipment for industrial and commercial uses. Mr. Gabany is evaluating a sales opportunity in the state of Pernambuco, where the Federal University has requested bids on a large cleaning services contract. The terms and size of this contract are very attractive. The transaction is, however, premised on D'Aquino's willingness to supply 40% of the order against cash payment on delivery, without invoice.

Having lost the sweepstakes for the endorsement of LeBron James to Nike, Reebok needs to explore new frontiers for business growth. Reebok has decided to establish a stronger and more emotional relationship with the male urban consumer. The undertaking requires a focus on the sneaker as a fashion accessory, incredibly effective buzz marketing, and the ability to penetrate the networks that operate within the hip-hop culture. Further, it needs to devise a way of capitalizing on cool trends to take its new proposition global.

Compania Cervecerias Unidas S.A. (CCU), the leading player in the beer and beverage business in Chile ,is evaluating the feasibility of entering the Pisco (hard liquor from special grapes) business in Chile. The market is very competitive and divided between two very large traditional cooperatives. These two companies, with their broad brand portfolios, control over 90% of the market. In recent years, the Chilean market has started to change. Consumers are becoming more sophisticated and are opening up to new lifestyle beverages. The retail industry is going through a process of fast transformation with the appearance of new formats (e.g., Internet, kiosks, and hypermarkets) and consolidation through mergers and acquisitions. CCU is a powerful player in the beverage industry. It has strong brands, channel access, and merchandising power.

The case describes the transformation of a traditional Mexican company in response to growing international competition for the GCC (Ground Calcium Carbonate) market in Mexico. The company is considering whether to enter the U.S. market and the best method of entry. GCC is primarily utilized in the paper, plastics, and paint and coatings industries. Transportation costs and industry dynamics present a difficult challenge for senior management

In 1991, Warner-Lambert Company, a firm involved in three core businesses-ethical pharmaceuticals, nonprescription health care products, and confectionery-has just completed its most successful year ever. However, Mel Goodes, the new CEO, is worried that the current organizational structure is inconsistent with an increasingly global business environment. The key issue in the case is how to shift a classic multidomestic, country-oriented firm to a more responsive, tighter-linked global structure. This should lead to a discussion of the pros and cons of running a business on a global versus local basis. The issue becomes quite complex with Warner-Lambert because of the differences between its three core businesses.