By June 2020, the entrepreneurial, client-focused funeral home company Families First Funeral Homes & Tribute Centre (Families First) had expanded to four branches in the Windsor-Essex region of Ontario, Canada. Families First had served families across the region for nearly 25 years as it manoeuvred through the information era and dealt with changing dynamics in the funeral services industry; changing regional demographics; cultural elements; and the needs of its different stakeholders, including people planning their own future funerals and bereaved family and friends planning final goodbyes for their loved ones. Now, recognizing the need to enhance its technology—particularly in light of the changes brought about by the COVID-19 pandemic, which had heightened the need for greater technological features in the funeral services industry—Families First had to consider how to continue providing value to customers and develop a strong customer management and communication plan with the use of technology, incorporating advanced technological features into its customer relationship and growth strategy.

By June 2020, the entrepreneurial, client-focused funeral home company Families First Funeral Homes & Tribute Centre (Families First) had expanded to four branches in the Windsor-Essex region of Ontario, Canada. Families First had served families across the region for nearly 25 years as it manoeuvred through the information era and dealt with changing dynamics in the funeral services industry; changing regional demographics; cultural elements; and the needs of its different stakeholders, including people planning their own future funerals and bereaved family and friends planning final goodbyes for their loved ones. The company recognized the need to enhance its technology, particularly in light of the changes brought about by the COVID-19 pandemic, which had heightened the need for greater technological features in the funeral services industry. Now, Families First had to consider how to continue providing value to customers and develop a strong customer management and communication plan with the use of technology, incorporating advanced technological features into its customer relationship and growth strategy.

In 2019, the president of China's ride share company Didi Chuxing Technology Co. (Didi) faced various challenges associated with marketing and communications in a high-risk disruptive technology. As one of few female global corporate leaders, she was a role model for young women and promoted inclusion and diversity at Didi. However, the emergence of autonomous and connected vehicles in the industry forced her to make some strategic decisions. Several recent high-profile safety failures involving Didi and other industry giants had resulted in injury and death. The president needed to develop a communications and marketing plan for Didi's employee and consumer stakeholders. But how should she respond to the recent negative media reports? What promotion and communication strategies would enable the company to develop a level of trust and knowledge that would set it apart from its high-risk competitors? How could the president influence consumer perceptions of the industry's-and Didi's-legitimacy?

In 2019, the president of China’s ride share company Didi Chuxing Technology Co. (Didi) faced various challenges associated with marketing and communications in a high-risk disruptive technology. As one of few female global corporate leaders, she was a role model for young women and promoted inclusion and diversity at Didi. However, the emergence of autonomous and connected vehicles in the industry forced her to make some strategic decisions. Several recent high-profile safety failures involving Didi and other industry giants had resulted in injury and death. The president needed to develop a communications and marketing plan for Didi’s employee and consumer stakeholders. But how should she respond to the recent negative media reports? What promotion and communication strategies would enable the company to develop a level of trust and knowledge that would set it apart from its high-risk competitors? How could the president influence consumer perceptions of the industry’s—and Didi’s—legitimacy?