In March 2016, Wilder Jr., CMO at ESSEN, Argentina's leading aluminum cookware manufacturer, with a direct selling scheme and a 70% household penetration, faced a dilemma: the company needed to choose whether to launch the online DTC channel. As the CMO, and the founder's son, he wanted to start with specific initiatives to revamp ESSEN's distribution system, shifting from a single-channel to a multi- or omni-channel scheme. To this end, he needed to carefully consider the arguments made at the latest family-business Board meeting, chaired by his father and ESSEN's founder, Mr. Wilder Sr., to delve deeper in the analysis prepared by his team. To make matters worse, Maria Perez, the company's leading sales rep (the most active freelance entrepreneur and Network leader), whose sales organization accounted for over 15% of ESSEN's overall sales, had clearly stated that she would walk out if she "saw a shopping cart in the company's website." Meanwhile, sales reps were already using multiple channels (including online channels) to reach consumers (who largely belonged to low-income segments), even though the company did not support these methods. The time had come for a new change, but how should it unfold, and how should the company roll it out across its 13,000-member sales reps network, composed mostly by women who depend on the sale of ESSEN products to make ends meet? The "going online" decision involved both a channel conflict and a huge social responsibility concern. This was because it could affect its foundational commercial pivot, its sales force, made up of freelance entrepreneurs, mostly women. After analyzing all data and perspectives, Wilder Jr. had identified four possible alternatives. It was necessary to evaluate these alternatives and the way in which possible channel conflicts could be handled, this before making a final decision and presenting it at the next monthly meeting.

The chief executive officer of Ambhar Global Spirits LLC joined the company in 2003, when its Tequila Ambhar brand was immersed in financial and image problems. He dedicated himself to reconfiguring the positioning of Tequila Ambhar, establishing it as a product of high quality and sophistication for knowledgeable consumers. With this conviction, he worked closely with a tequila industry consultant to modify product and marketing components and perfect the production process, to create a fully Mexican, 100 per cent agave, handmade tequila with a high-end premium positioning. By 2017, the chief executive officer believed the time was right to raise the bar on Ambhar’s positioning and distribution in the US market. With great expectations for the product, and with the support of the board of directors, he intended to develop a commercial plan to increase market share by 30 per cent. However, he and the expert consultant were at odds on the next logical step for the brand: strengthen strategic alliances to reinforce the distribution network and increase points-of-sale in the United States, or improve branding to make the tequila more authentic and bring it closer to the consumer?

The chief executive officer of Ambhar Global Spirits LLC joined the company in 2003, when its Tequila Ambhar brand was immersed in financial and image problems. He dedicated himself to reconfiguring the positioning of Tequila Ambhar, establishing it as a product of high quality and sophistication for knowledgeable consumers. With this conviction, he worked closely with a tequila industry consultant to modify product and marketing components and perfect the production process, to create a fully Mexican, 100 per cent agave, handmade tequila with a high-end premium positioning. By 2017, the chief executive officer believed the time was right to raise the bar on Ambhar's positioning and distribution in the US market. With great expectations for the product, and with the support of the board of directors, he intended to develop a commercial plan to increase market share by 30 per cent. However, he and the expert consultant were at odds on the next logical step for the brand: strengthen strategic alliances to reinforce the distribution network and increase points-of-sale in the United States, or improve branding to make the tequila more authentic and bring it closer to the consumer?

This case provides an opportunity to evaluate different strategic factors that influence decision-makers when creating a country brand that is able to withstand today's competitive global context. It also explores the challenges of public-private partnership. Building a brand is not easy and to attempt one in the context of a country is quite challenging. It becomes even more difficult when dealing with developing countries, short- and long-term socio-economic crises, and constant pressure from a neighbor like the United States that has considerable influence on a country's image.

Tequila Patrón was one of the most successful tequila marketers in the United States. Patrón needed to grow and in Mexico, the second largest market for tequila, the brand was perceived as American. What portfolio and branding strategy would best serve Patrón to conquer the Mexican market? Furthermore, what would expanding in Mexico imply for the company's marketing operations?