When he created Shanghai Tang in 1994, Hong Kong businessman David Tang intended to launch China's first bona-fide luxury brand. In the first few years, Tang's flamboyant, cross-cultural style and ties to celebrities fueled the buzz surrounding the brand. But the brand was unable to establish its core customer outside its home market of Hong Kong, and the company struggled to find a niche among successful, established global luxury brands. In 2005, under new leadership and revised creative direction, Shanghai Tang expanded into several regional markets worldwide, with a particular focus in Asia. But was the company on track to become the first global Chinese luxury brand?

Founded in 1970, the Agency for Volunteer Service (AVS) was a non-governmental organization in Hong Kong with the mission of facilitating volunteerism and managing education, health, and welfare services. For more than two decades, it played an active role in the Hong Kong social service sector. However, in the years 1998 to 2001, several factors prompted AVS to undergo organizational transformation: a temporary crisis in management, a change in the source of government funding signalling a shift in the organization's mission, and the United Nations' designation of 2001 as the International Year of Volunteers. These changes compelled AVS to carry out a strategic review in 2001 and undergo radical organizational transformation. How should it implement strategic change to incorporate this new vision? Introduces students to the concept of radical organizational transformation and familiarizes students with managerial competencies common to successful transformations.

In Hong Kong in 2001, a leading eye drop brand's position was threatened. Although it was a top selling brand (from here on referred to as EDB), overall eye drop usage was declining and the entire category was shrinking. Furthermore, customers showed no particular brand preference and price alone determined sales. To better understand the situation, the company surveyed EDB's target customers and discovered that its brand image was outdated and that its core users had aged with the brand. Thus, in order to sustain a long-term customer base, EDB needed to realign with its target audience and reposition the brand. The company hired Beyond Interactive to help them face these challenges. The Beyond team came up with a one-to-one interactive online campaign, EDB and Friends, aimed at achieving three objectives: reposition the brand towards a younger audience, rejuvenate the brand image, and establish brand preference. With its games, its likable virtual personality, and relevant content, EDB and Friends helped the company achieve its objectives and the award-winning campaign was a commercial success. Introduces and illustrates the following concepts: one-to-one marketing, brand revitalization, and repositioning. Provides a best-practice example of a creative online marketing campaign.

Mobile network operator Sunday Communications Ltd. burst onto the scene in 1997 with an innovative approach to branding and promotion. Its "feels like Sunday" series of television commercials depicting irreverent attitudes and typical person-presenters struck a chord with Hong Kong customers and generated an initial interest that surpassed expectations for the late-entry mobile network provider. Encouraging initial sales figures coupled with a highly visible brand positioned Sunday to be a serious contender within the acutely competitive mobile phone sector. But despite its successes, Sunday claimed a mere 9.8% of the market in 2000 and 8.3% in 2005. With the mobile phone sector in Hong Kong operating at maximum penetration, would the lure of the Sunday brand prove strong enough to sustain a loyal subscriber base long term? Would its irreverent brand image eventually wear thin?