Sun Quan Education Inc. faced a variety of challenges on its path to expanding its customer base and building profitability through the operation of the We-GO club, a strategic business unit aimed at promoting education and training about the Go game in southern Ontario. Some of these challenges came from the low awareness of Go compared to other more popular intellectual products in Canada, the relatively late entry to the market of educational services, and more critically, the need for the company to develop a comprehensive and effective marketing plan starting with a clearly defined target segment. What was the right direction for the company's marketing plan?

Sun Quan Education Inc. faced a variety of challenges on its path to expanding its customer base and building profitability through the operation of the We-GO club, a strategic business unit aimed at promoting education and training about the Go game in southern Ontario. Some of these challenges came from the low awareness of Go compared to other more popular intellectual products in Canada, the relatively late entry to the market of educational services, and more critically, the need for the company to develop a comprehensive and effective marketing plan starting with a clearly defined target segment. What was the right direction for the company’s marketing plan?

Despite fast advancements in technology and production capacity, China Railway Construction Corporation (CRCC) faced a variety of challenges and risks on its path to build profitability in the global high-speed rail (HSR) market. Some of these challenges arose from competition between CRCC and nations with competing HSR technology and international expansion plans. Other challenges were related to the country of origin and its effects on perceptions about the product and brand positioning. In 2018, CRCC was facing intensive competition and complicated international environments, and it needed to develop an effective risk prevention and management scheme in order to compete and succeed through global expansion.

Despite fast advancements in technology and production capacity, China Railway Construction Corporation (CRCC) faced a variety of challenges and risks on its path to build profitability in the global high-speed rail (HSR) market. Some of these challenges arose from competition between CRCC and nations with competing HSR technology and international expansion plans. Other challenges were related to the country of origin and its effects on perceptions about the product and brand positioning. In 2018, CRCC was facing intensive competition and complicated international environments, and it needed to develop an effective risk prevention and management scheme in order to compete and succeed through global expansion.

The China national image film "People Chapter" - officially a sub-series of the "Experience China" campaign - was launched by the Chinese government to coincide with President Hu Jintao's visit to the United States in mid-January 2011. The one-minute promotional video was played on six giant electronic screens about 300 times per day, and had appeared approximately 8400 times when the broadcast ended on February 14, 2011. The video showed a series of Chinese people, ranging from ordinary citizens to celebrities, in various areas. It was a publicity effort aimed at promoting a truer image of China abroad, and further signalling that China was opening to embrace the world. However, reactions from both Chinese and overseas audiences had been fairly controversial since the initial release of this promotional film. Experts from China and abroad were skeptical of the effectiveness of the campaign in promoting the national image of modern China to the world.

The China national image film “People Chapter” — officially a sub-series of the “Experience China” campaign — was launched by the Chinese government to coincide with President Hu Jintao’s visit to the United States in mid-January 2011. The one-minute promotional video was played on six giant electronic screens about 300 times per day, and had appeared approximately 8,400 times when the broadcast ended on February 14, 2011. The video showed a series of Chinese people, ranging from ordinary citizens to celebrities. It was a publicity effort aimed at promoting a truer image of China abroad, and signalling that China was opening to embrace the world. However, reactions from both Chinese and overseas audiences had been fairly mixed since the initial release of the promotional film. Experts from China and abroad were skeptical of the effectiveness of the campaign in promoting the national image of modern China to the world. This case presents the opportunity to examine the basic elements in the marketing communication process, analyze how decisions in marketing design affect outcomes, and understand the differences between nation and product promotion.