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Dabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also "followed" the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outside India. In June 2007, Dabur had to make, in countries such as Nigeria for example, some critical choices. It had to choose between sticking to the diaspora, a market it understood best, and targeting the mainstream population. It had to choose its growth options between categories like personal care, in which it had built up competencies, and categories such as oral care and home care, which were the new engines of growth in its international markets but in which the company had no track record, either on the home front or overseas. The case study helps students deal with issues of growth and consolidation in a global market from the perspective of the company's chief executive officer and the head of its international operations.

Northwest Mutual Funds is a boutique mutual funds company that differentiates itself on a high level of customer service. The case describes how the company is considering marketing its funds directly to retail investors. Thus far, the company has marketed its fund only to the financial planners that make up the channel. The case illustrates channel issues, and helps students discuss how products must be differentiated from competitors' products in the channel.

The alcohol cooler (refreshment) market in Canada was already crowded, but the marketing manager at Vincor believed there was still room for a new entrant, provided it was sufficiently differentiated. The case provides market research information on which the decision-maker relies to develop a product positioning. Trade-offs need to be made between various positioning options and costs. The case deals with marketing issues from the perspective of the brand manager launching a new product.

The alcohol cooler (refreshment) market in Canada was already crowded, but the marketing manager at Vincor believed there was still room for a new entrant, provided it was sufficiently differentiated. The case provides market research information on which the decision-maker relies to develop a product positioning. Trade-offs need to be made between various positioning options and costs. The case deals with marketing issues from the perspective of the brand manager launching a new product.

Air Miles, the largest third party loyalty program in Canada, has more than nine million subscribers. Competition in the loyalty card market is heating up with the entry of Aeroplan and myriad proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for a data-driven company focused on influencing consumers individually, Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers, and just as importantly, to re-energize internally.

The managing director and director of overseas marketing of Midea Group, China's largest air conditioner manufacturer, had concerns about the company's domestic and global competitive position. They felt the company needed to develop a strategy to defend its home market in the wake of more liberalized imports, and simultaneously, develop the resources and skills required to play in a global market where its cost advantages had been nullified because international players were also exporting from China. To do so, they needed to review the company's current international strategy and examine both branding and private label options.

The Splash Corporation (A) case, product 9B06A014 focuses on the domestic Philippine market, particularly the competitive dynamics in the existing product lines of skin care and hair care. The Splash Corporation (B) case focuses on international expansion and the introduction of a new line of nutraceutical products. Both cases are set between late 2005 and early 2006 but deal with very different issues.

Set in November 2005, the case examines a company that has been extremely successful in several product categories in its own domestic market and is defending its market position against intense competition from powerful multinational corporations, emerging domestic rivals and newer low-cost alternatives. The multinational corporations include some of the world's most sophisticated marketing companies. The case may be used independently or with the supplement Splash Corporation (B): International Expansion, product 9B06A015.

The Wahaha Hangzhou Group Co. Ltd. is one of China's largest soft-drink producers. One of the company's products, Future Cola, was launched a few years ago to compete with Coca Cola and PepsiCo and has made significant progress in the soft-drink markets that were developed by these cola giants. The issue now is to maintain the momentum of growth in the face of major competition from the giant multinationals, and to achieve its goal of dominant market share.

Sante Fe Relocation Services was a premium provider of relocation services based in Hong Kong. Founded in 1980, the company had built a reputation as a reliable, high-quality packer and mover of household goods. By 2000, the company also offered a full range of relocation support services including visa and immigration applications, home searching and cultural and language training. Santa Fe relocated expatriates and their families between Asian countries and between Asia and other regions. The company had its own staff and assets in Asia and managed its international operations through a network of partners. In 2005, the chief operating officer faced three key challenges: differentiating and positioning the brand in a crowded and often price-driven market; incorporating an expanded service line under the original brand and gaining market recognition for those additional services; and managing the brand across the Asian region with an effective balance of standardization versus local adaptation.

South African Breweries (SAB) was the only profitable international brewer in the crowded and hyper-competitive beer market in China. SAB's keen understanding of emerging market environments allowed it to develop a unique strategy for the Chinese market. This resulted in large market shares in each of the provinces in which it was present. However, SAB and its joint venture partner, China Resources Enterprise, only served five per cent of China's immense population. The managing director was faced with decisions: how to expand to other markets where SAB's approach would be replicated, how SAB could expand its successful business model to new markets, and what would happen when it ran head-to-head with a global giant or a well-positioned local competitor.

Shanghai Jahwa is the largest domestically owned Chinese manufacturer of cosmetics and personal care products. In recent years, it has been part of a booming market with growth rates of 35 per cent per year. This spectacular growth rate has attracted and been fuelled by the entry of major multinationals, including Unilever, Procter & Gamble, Shiseido, Kao, and others. The marketing challenge for Shanghai Jahwa is to carve out viable and defensible positions in the marketplace, in the face of competition from some of the most powerful global players in the industry. The case illustrates management issues with respect to extending a very successful brand of Chinese eau-de-toilette named into the shower cream product category. Unilever already has a strong and established shower cream on the market under its well-known Lux brand. In addition, other international players are entering in the market. The case calls for the development of a brand strategy, taking into consideration market position, brand extension, and competitive issues. A follow-up case (9A98A024) is available.

Shanghai Jahwa is the largest domestically-owned Chinese manufacturer of cosmetics and personal care products. The (A) case, 9A98A023, illustrates management issues with respect to extending a very successful brand of Chinese eau-de-toilette named into the shower cream product category. This case provides an update of the market; specifically, the new competitive situation faced by Jahwa in the shower cream market in 1996.

Splash Corporation has been dubbed the next Unilever - not bad for a consumer packaged goods company that was started in a garage in the Philippines no more than 20 years ago. As one of the largest consumer packaged goods companies in the Philippines, it is now considering international expansion options. Should the company tackle the nearby markets of Indonesia and Malaysia, or should it look farther afield at the lucrative markets of Europe and North America? The company is not short of ambition but resources are scarce.

Splash Corporation has been dubbed "the next Unilever"--not bad for a consumer packaged goods company that was started in a garage in the Philippines no more than 20 years ago. As one of the largest consumer packaged goods companies in the Philippines, it is now considering international expansion options. Should the company tackle the nearby markets of Indonesia and Malaysia, or should it look farther afield at the lucrative markets of Europe and North America? The company is not short of ambition but resources are scarce.

An abstract is not available for this product.

This supplement to product # 9B06A020, Nestle's Nescafe Partners' Blend: The Fairtrade Decision (A) outlines the company's decision.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Corporate Social Responsibility Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>In early 2005, Nestle is in the midst of a decision: whether or not the Fairtrade mark should be applied on Partners' Blend, a new instant coffee product to be marketed in the growing UK 'ethical' coffee segment. Application of the Fairtrade mark on the Partners Blend product means that Nestle must go against its historical position of not offering minimum guaranteed prices to coffee farmers. As part of their deliberations, Nestle executives must consider their coffee sourcing program at large, their corporate social responsibility framework, Nescafe and corporate Nestle branding, the UK market and the potential consumer benefits or backlash that could result from releasing such a product.

The Splash Corporation (A) case, product 9B06A014 focuses on the domestic Philippine market, particularly the competitive dynamics in the existing product lines of skin care and hair care. The Splash Corporation (B) case focuses on international expansion and the introduction of a new line of nutraceutical products. Both cases are set between late 2005 and early 2006 but deal with very different issues.

Set in November 2005, the case examines a company that has been extremely successful in several product categories in its own domestic market and is defending its market position against intense competition from powerful multinational corporations, emerging domestic rivals and newer low-cost alternatives. The multinational corporations include some of the world's most sophisticated marketing companies. The case may be used independently or with the supplement Splash Corporation (B): International Expansion, product 9B06A015.