The case presents a description of the JV between GE Money and Hyundai Card/Hyundai Capital from its inception through 2006 when the venture's success in Korea led to thoughts of international expansion, raising the question of how the entity should be branded. Initially, GE had agreed to forgo the use of its name in the branding of the card given as brand recognition in Korea was low, while Hyundai enjoyed strong awarenesss and positive associations among Korean consumers. Data from market research bearing on the situation in 2006 are provided to facilitate the decision making.

This case describes the meteoric rise of Brita in the US market, following the acquisition of local rights by The Clorox Company in 1989, until a sudden decline in 1999. The case details the various failed strategies attempted by the brand between 1999 and 2006 and poses the question as to what Brita should do to turn its fortunes around. The case presents the results of a recent segmentation study, which holds the key to developing the turnaround strategy.

BBVA, a bank recently created through the merger of BBV and Argentaria, has recently experienced a drop in customer satisfaction, a serious cause for concern to the chairman. The case presents the branding work done at BBVA and poses several alternative brand positions that are being considered by BBVA. The case's decision focus is on choosing among the positioning alternatives and the development of both a strategy to communicate the identity and positioning to consumers as well as to employees, with greater emphasis on the latter.

Natura is a well recognized and highly regarded brand in Brazil: it enjoyed high brand loyalty among consumers and the highest retention rate among sales representatives in the cosmetics industry. Notwithstanding the triumphs in its home market, attempts at internationalization within Latin America, had thus far not been as successful as expected. The joint Presidents of Natura now wanted to take the leap and enter developed markets in which the Natura value proposition would resonate. The case raises issues related to how Natura should expand. Which market(s)? With what strategy? And what organizational structure should they adopt?