In 2012, Golan Heights Wines wanted to take advantage of the Chinese market. In recent years, China had demonstrated incredible growth in the wine market. Consumers’ growing interest in wine products had made wineries and vineyards like Golan Heights hungry for entry. The CEO of Golan Heights Winery had gone to China with her products in 2009. She had chosen distributorships as the mode of entry because of their expertise and experience in the Chinese market, something she did not possess. Since she had entered the market, however, she had learned of the seemingly disappointing demand for Israeli wines. Sales were rather limited given the size of the market. Most Chinese consumers who sought imported wines wanted them from Europe, particularly France. Additionally, vendors and distributors did a poor job of pushing Israel products. The CEO needed to devise and execute a series of strategies to better take advantage of the impressive Chinese market, establish a brand for Golan Heights Wines and create a platform for future growth.
Israel had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, Hewlett Packard, Deutsche Telekom and eBay had set up significant operations there. Within 50 years of its establishment, Israel had experienced unprecedented economic growth. But despite its many successes, the country remained in a constant state of conflict. The Arab-Israeli conflict lingered, and Israel and its geographic neighbors had strained relationships. Could Israel market itself to tourists and businesses despite its constant state of conflict? How should it do so? Was it better to focus on a national narrative or pursue city or industry marketing and branding?
Each year, Orlando International Airport serviced more than 35 million passengers. Many were attracted to Orlando, Florida, for tourism, vacations and fun, as the area was home to some of the most popular theme parks in the United States. Others travelled to Orlando on business, as the area had attracted international companies, and domestic companies had a growing presence in other countries. The airport needed to continue to attract new airlines and to expand its services to new regions and countries. Local business people collected information on the growth of travel between Orlando and other regions, underserved markets, and time and cost savings. The challenge includes how to use the data to decide on which countries and industries to focus on to attract new business.
Founded in Trieste, Italy, Illy marketed a unique blend of coffee drinks in over 140 countries and in more than 50,000 of the world’s best restaurants and coffeehouses. The company wanted to expand the reach of its own franchised coffee bar, Espressamente, through international expansion. Potential markets included Brazil, China, Germany, Japan, India, the United Kingdom, and the United States. In 2012, the managing director of Espressamente knew that global expansion meant prioritizing markets, but where did the greatest potential lie? In addition to market selection, mode of entry was vital and included options such as exporting, franchising, and joint ventures. This case provides a practical example of the challenges faced in international business.
The case considers the necessity for rebranding the city of Orlando, Florida, which has a brand known worldwide as a destination only for tourism and sunshine. However, the Greater Orlando Area not only houses many other promising industries including technology, defence and simulation but also has a diverse community and a trade scene with vast potential. Yet, why has Orlando not been recognized as a great place to conduct business? Why is its reputation tied only to tourism? How can the city be marketed as a vibrant business destination in addition to a tourist destination? Many variables affect the brand and, therefore, perception of the city. What can be done to make Orlando more attractive and, through this, become a world city?