This case explores the marketing challenges that a robotics and automation technology start-up faces in the construction industry. A recommended framework for analysis is Rogers' Diffusion of Innovations (see suggested complimentary reading by John T. Gourville). By applying the analysis of the adoption curve, students can work through the process of diagnosing what might be impeding sales of the SAM100 and then identify which market segments, targets and positioning strategies will help accelerate the adoption of this new innovation in order for it to progress through to a robust product lifecycle.

Robin is a B2B technology (SaaS) startup, founded in Boston, MA in 2014, that develops and sells workplace software products designed to help companies manage meeting room scheduling. In March 2016, following a period of underperforming sales results, Sam Dunn, sales leader and co-founder of Robin, realizes that he must make changes to the sales area if he is to achieve Robin's sales targets and meet the expectations of the company's venture capitalists. In two months' time, Dunn will pitch to the investors for Series A funding. His dilemma is clear; the current sales results do not show the required "repeatability and scalability" required to convince the investors. Dunn realizes he must design and present a reworked sales process. This "re-engineering" exercise prompts him to also question if he has the right team in place to implement a possible "new and improved" process.

Specifically he identified Brazil as an attractive new market for expansion. Success would hinge on developing the right market-entry strategy. To that end, four foreign market entry options were identified: 1) Greenfield company-owned distribution strategy; 2) Partner with a Brazilian master distributor; 3) Acquire or form a joint venture (JV) with a Brazilian tool distributor; 4) Acquire or form a joint venture with a Brazilian tool manufacturer. Quackenbos would have to sell a strategic vision for growth that was not resource-intensive - a challenge for a mid-size player in a market filled with a range of regional and national competitors. Based on what he was about to propose, and against the backdrop of a soft, recessionary global industrial economic environment, Walter Meier's executive team would question the merits of expanding into new emerging markets, the attractiveness of Latin America, and specifically the advantages of entering Brazil. The case provides background information on the company and the metal and woodworking machinery markets and competition in each of them. Walter Meier's international expansion aspirations are described, and the process for identifying Brazil as a new market for expansion is explained. The case concludes with the trigger issue of which foreign market entry mode will work best for Walter Meier in Brazil. A supplemental 10-minute video interview is also available. The video captures Doug Quackenbos's views on the international business development opportunities and challenges for a medium-size company, how he gathers market intelligence and manages uncertainty, and what he foresees for Walter Meier in Latin America and Brazil. Learning objectives:

By the end of 2012, it had secured distribution in eight US states and the District of Columbia (the nation's capital, Washington, DC), with many more states in various stages of development. The company's home market strategy was successful and growing. In 2012, a trade agreement between the European Union (EU) and Colombia (as well as Peru) was announced that would eliminate the value added tax on European wines imported into Colombia. Hackler saw this as an opportunity to be an early mover into Colombia. One of the key strategies SV would have to develop and implement was an effective launch plan. Specifically, how should the company generate awareness of, interest in, willingness to try and brand loyalty for SV products? And what brand, or set of brands, should SV launch in the Colombian market? While there are also important distribution and pricing issues that SV would have to tackle, this case focuses on the product, marketing communication and branding issues necessary to begin "pulling" customers toward the brand(s). The case presents background information on the company, global and Spanish wine industries, and the Colombian economy and wine market. The case concludes with the following questions for students to ponder: Is the Colombian opportunity the right one to begin expanding SV's international footprint? If so, should Hackler launch with house brands, partner brands or both? And what message and media could he use to tell the SV story and make his first venture into Latin America a success? Learning objectives:

In December 2007, Korean conglomerate Doosan acquired a portfolio of industrial portable power equipment from U.S. company Ingersoll Rand. The acquisitions, the largest ever done by a Korean company outside of Korea, were part of Doosan's strategy to become a global, full-line manufacturer and marketer of construction equipment. With market-leading products under the company's parent brand name throughout Asia, Doosan's senior management expected to re-brand the acquired products using the Doosan name. Stefan Brosick, Director of Global Product Strategy and an Ingersoll Rand veteran, wondered whether Doosan would benefit from an immediate re-branding or if other branding strategies might be more effective. Many key questions needed to be answered before the December 2008 long-range plan presentation: What effect might changing the brand name, built over 135 years, have on these products' market positions? In addition to the name, what other branding elements carried equity in the construction market? How would end users and distributors react to brand changes? How could negative reactions be minimized? And if Brosick proposed a phased brand transformation plan, how could he best position this strategy to senior management? Learning objectives: The case illustrates the strategic role of branding in business-to-business markets, the pressures managers encounter when facing new corporate brand mandates, and analyses needed to formulate and evaluate alternative branding strategies.

As Stefan Brosick, Director of Global Product Strategy wondered whether Doosan would benefit from an immediate re-branding, or if other branding strategies might be more effective, regional issues began to emerge. The challenge of selecting the optimal strategy (keep the IR brand, co-brand, extended retention, immediate re-brand) was compounded by international product and channel differences. These differences in turn affected key tactical branding decisions. Resolving these differences would impact not only which of the four brand transformation strategies to pursue but also whether they should be implemented globally or customized regionally. Learning objectives: The case illustrates the complexities of developing global branding strategies for companies with established lines of business throughout the world. Analyses of market similarities and differences for various branding elements can be conducted, leading to global standardization versus regional customization strategy decisions.