個案總覽

Spreadsheet supplement for case 917523.

Set in 2016, the case explores the role of social media in the public transportation sector. It highlights how social media has emerged to be a dominant platform offering both opportunities and challenges for organisations. SMRT, a mass service provider in Singapore, counted amongst the best in the world was struggling to manage consumer expectations in face of a series of train breakdowns and disruptions that had seriously tarnished the company's reputation. The company had a presence on social media; however it largely relied on traditional media in its communication strategy. At the times of crisis, the inability of the traditional media to provide an interactive platform and live updates had often resulted in disgruntled customers. Lack of real- time engagement with the commuters had widened the chasm between their expectations and perceived performance of the transport system negating the painstaking technical and operational improvements done by SMRT over time to provide a more reliable service. Could SMRT better leverage social media in effectively engaging with riders during crises and otherwise? The case showcases the examples of other public transportation firms - KLM and South West Trains that have been successful in this endeavour. Could their social media experiences be applied to SMRT? Through this case, students will gain an understanding of the multi-dimensional impact of social media on an organisation. They will be able to analyse and compare its impact when adopted comprehensively versus a piece-meal approach. Students will also learn about the essential elements of an effective social media strategy and be able to assess the gap between an organization's social media goals and its resource allocation for the same. The case will help students to learn about the evolution of social media and evaluate its effectiveness versus that of traditional media especially in the services domain.

Student spreadsheet for case W17198.

Paillasse International SA was a Swiss-based bread company operating in 15 European markets as of 2016. The company had invented a proprietary, patented process for producing bread concentrate that was used to make high quality, healthy breads. The company was successfully using licensing agreements for the bread concentrate with bakeries throughout the European markets; the latest agreement was with a retailer in Spain. The chief executive officer had just shared the good news with the company owner. The conversation then turned to questions concerning the future growth of the company. Where should it expand next? What impact would the maturing industry have on the company's growth plans? How could the company maintain its competitive position in the market?

Following a report by the Premier's Advisory Council on Government Assets in 2015, the sale of beverage alcohol products in Ontario was deregulated: in 2016, 60 grocery stores were licensed to sell beer and cider to consumers. The intention was for up to 450 grocery stores to eventually sell beer and cider products, and for 300 of these stores to also sell wine. The move to deregulate the industry was contentious; the province generated substantial tax revenues from its provincially owned liquor stores, and many stakeholders had concerns about expanding the availability of alcohol. Retailers, policy-makers, and consumers faced questions about the role of regulation in a market. The provincial government had been trying to achieve specific historic and public-welfare goals by regulating the sale of alcohol and taxing sales of this controlled substance. Policy-makers needed to consider the impact of deregulation on health care and on tax revenues. Independent grocers wondered whether substituting their current products with beverage alcohol products would boost their overall income; they also wondered what future restrictions the government would place on the sale of beverage alcohol products. The impact of this regulation was felt by consumers and by industry players, including retail stores, restaurants, and alcoholic beverage manufacturers.

Following a report by the Premier’s Advisory Council on Government Assets in 2015, the sale of beverage alcohol products in Ontario was deregulated: in 2016, 60 grocery stores were licensed to sell beer and cider to consumers. The intention was for up to 450 grocery stores to eventually sell beer and cider products, and for 300 of these stores to also sell wine. The move to deregulate the industry was contentious; the province generated substantial tax revenues from its provincially owned liquor stores, and many stakeholders had concerns about expanding the availability of alcohol. <br><br><br><br>Retailers, policy-makers, and consumers faced questions about the role of regulation in a market. The provincial government had been trying to achieve specific historic and public-welfare goals by regulating the sale of alcohol and taxing sales of this controlled substance. Policy-makers needed to consider the impact of deregulation on health care and on tax revenues. Independent grocers wondered whether substituting their current products with beverage alcohol products would boost their overall income; they also wondered what future restrictions the government would place on the sale of beverage alcohol products. The impact of this regulation was felt by consumers and by industry players, including retail stores, restaurants, and alcoholic beverage manufacturers.

Paillasse International SA was a Swiss-based bread company operating in 15 European markets as of 2016. The company had invented a proprietary, patented process for producing bread concentrate that was used to make high quality, healthy breads. The company was successfully using licensing agreements for the bread concentrate with bakeries throughout the European markets; the latest agreement was with a retailer in Spain. The chief executive officer had just shared the good news with the company owner. The conversation then turned to questions concerning the future growth of the company. Where should it expand next? What impact would the maturing industry have on the company’s growth plans? How could the company maintain its competitive position in the market?

The case describes how Spanish entrepreneurs Daniel González de Vega and Javier Arroyo founded Smartick with the aim of tackling the poor level of math education in their native Spain. Smartick is a self-financed enterprise that combines social impact with profitability. The two entrepreneurs are up against stiff competition, notably from the education giant Khan Academy, who not only has major financial backing but also offers its service free of charge. After two years of developing and testing a mix of the leading offline methods and state-of-the-art web-based technologies, Smartick is ready to make a big push into the after-school math learning space. Javier and Daniel are mulling over three options for their long-term marketing strategy. They are looking to segment the market and find the right segment to implement the strong brand positioning necessary to impact Spain's math education culture and society. The three options are to focus on B2B through schools, a combination of B2B and B2C, and a B2C-only approach. They must also decide on a pricing model and a communication strategy.

In March 2015, Amgen is preparing for the launch of Repatha, a new molecule that has demonstrated a remarkable ability to treat high cholesterol. Through a series of clinical trials, Amgen has proven that the molecule is both safe and effective for patients with high cholesterol. It also is effective for patients with familial hypercholesterolemia, a difficult-to-treat population that has exceptionally high levels of cholesterol. Amgen expects the FDA to approve the molecule before the end of the year. Now, the Repatha team has to develop a revenue forecast.

Since 2013, Mastercard CMO M. V. Rajamannar (Raja) had transformed the firm's marketing by using unique experiences, digital technology, and social media to intensify linkages not only with cardholders but also with Mastercard's direct bank and merchant stakeholders. Building on its influential but dated "Priceless" advertising campaign, Raja refocused Mastercard on four "Priceless Possibilities" that engaged cardholders directly in unexpected and sometimes unique opportunities reflecting their passions. The result was increased brand differentiation and deeper collaborative ties between Mastercard and its bank and merchant partners.

In 2003, Mawlyngot Tea Growers' Cooperative Society (MTG), a village cooperative in Meghalaya, India, was spearheaded by a local teacher who wished to lift the village's people up from poverty, transform their lives, and improve their economic condition. The cooperative started with just a few farmers from the village, but by the end of 2013, the village was growing tea on nearly 90 hectares of land, involving almost all 45 households of the village. Although MTG was a successful model of cooperation for income and social well-being, competition was increasing in the tea market as local players and big multinationals expanded their offerings in the region. In competing for market share, MTG did not want to compromise on its farming practices, which were 100 per cent sustainable and organic. MTG also wanted to build its brand. The cooperative needed to reposition and grow to expand its capacity, sales, and market presence, but the founder was uncertain how to proceed.

In 2015, a nutritionist and dog lover developed a new canine energy bar called K9FuelBar. This product was made of all-natural, non-genetically modified, organic ingredients. In doing some investigation, the product's developer realized there could be a small, but sufficient, market to make her product commercially viable. At this point, she needed to evaluate and decide on the best method of distribution for her product. She identified multiple distinct options, each with different qualitative and quantitative issues to consider. The owner of K9FuelBar needed to decide which option to pursue and to develop an overall market communication program to support her product.

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?

In 2015, a nutritionist and dog lover developed a new canine energy bar called K9FuelBar. This product was made of all-natural, non-genetically modified, organic ingredients. In doing some investigation, the product's developer realized there could be a small, but sufficient, market to make her product commercially viable. At this point, she needed to evaluate and decide on the best method of distribution for her product. She identified multiple distinct options, each with different qualitative and quantitative issues to consider. The owner of K9FuelBar needed to decide which option to pursue and to develop an overall market communication program to support her product.

In 2014, Burberry’s new chief executive officer was facing a changing environment and digital disruption in the luxury fashion industry. The Burberry brand image had improved considerably over the past decade. However, several changes within the fashion world had had a significant impact on the overall luxury fashion industry. Fast fashion, digital technology, and new communication channels had changed the way the world’s leading luxury brands operated. The industry experienced financial growth year-over-year, and Burberry and other luxury brands continued to be the industry trendsetters. However, the luxury companies were slowly losing some of their power and control over their brand image, both artistically and financially. Burberry’s business strategy needed to adapt to this changing environment, respond to the latest global fashion trends, and improve the communication of its brand. Should Burberry lead or follow with regard to making changes to its stores and fashion shows, dealing with fast fashion, and integrating a clear digital strategy as part of the company’s marketing strategy?

In 2003, Mawlyngot Tea Growers’ Cooperative Society (MTG), a village cooperative in Meghalaya, India, was spearheaded by a local teacher who wished to lift the village’s people up from poverty, transform their lives, and improve their economic condition. The cooperative started with just a few farmers from the village, but by the end of 2013, the village was growing tea on nearly 90 hectares of land, involving almost all 45 households of the village. <br><br>Although MTG was a successful model of cooperation for income and social well-being, competition was increasing in the tea market as local players and big multinationals expanded their offerings in the region. In competing for market share, MTG did not want to compromise on its farming practices, which were 100 per cent sustainable and organic. MTG also wanted to build its brand. The cooperative needed to reposition and grow to expand its capacity, sales, and market presence, but the founder was uncertain how to proceed.

In 2014, Burberry's new chief executive officer was facing a changing environment and digital disruption in the luxury fashion industry. The Burberry brand image had improved considerably over the past decade. However, several changes within the fashion world had had a significant impact on the overall luxury fashion industry. Fast fashion, digital technology, and new communication channels had changed the way the world's leading luxury brands operated. The industry experienced financial growth year-over-year, and Burberry and other luxury brands continued to be the industry trendsetters. However, the luxury companies were slowly losing some of their power and control over their brand image, both artistically and financially. Burberry's business strategy needed to adapt to this changing environment, respond to the latest global fashion trends, and improve the communication of its brand. Should Burberry lead or follow with regard to making changes to its stores and fashion shows, dealing with fast fashion, and integrating a clear digital strategy as part of the company's marketing strategy?

Until 2014, Blossom Inners Pvt. Ltd. (Blossom), a leading lingerie brand in India, had followed the accepted standard of advertising lingerie with images of skin-revealing models. Influenced by their personal philosophy and concern about increasing crimes against women, the company's directors decided to break from the time-tested lingerie industry standards of communicating with sensual appeal. According to the managing director, Blossom would gain moral support from its customers by being the first in the industry to do away with body-revealing advertisements; however, sales figures dropped to low levels, senior marketing employees left the company, and customer service was flooded with calls. The directors, who were determined to stick to their plan, approached an innovative designer to create a new marketing strategy. Could this new advertising partner help Blossom stem its declining sales? What information should be included in the brief given to the designer? How could the designer advertise Blossom's lingerie while honouring the directors' philosophy?

Until 2014, Blossom Inners Pvt. Ltd. (Blossom), a leading lingerie brand in India, had followed the accepted standard of advertising lingerie with images of skin-revealing models. Influenced by their personal philosophy and concern about increasing crimes against women, the company’s directors decided to break from the time-tested lingerie industry standards of communicating with sensual appeal. According to the managing director, Blossom would gain moral support from its customers by being the first in the industry to do away with body-revealing advertisements; however, sales figures dropped to low levels, senior marketing employees left the company, and customer service was flooded with calls. The directors, who were determined to stick to their plan, approached an innovative designer to create a new marketing strategy. Could this new advertising partner help Blossom stem its declining sales? What information should be included in the brief given to the designer? How could the designer advertise Blossom’s lingerie while honouring the directors’ philosophy?

Since its inception in 2011, The Vanca, an Indian e-commerce brand selling women’s Western apparel, had come a long way. After overcoming initial problems typical of many entrepreneurial start-ups, The Vanca made significant progress in terms of sales. However, its brand-building activities had not been very successful. Having concentrated entirely on online digital marketing, the company did not see the expected results. The digital space offered many opportunities, but it was replete with cases of promising companies facing failure. In addition to the dynamic nature of the online retail space, there were new government regulations in India as of March 2016, which restricted online retailers in many ways, in an attempt to bring order to the previously unregulated industry. Accordingly, in May 2016, The Vanca hired a specific digital marketing manager with the goal of reworking the brand’s digital strategy. The company's management knew that multiple marketing issues needed to be addressed in order for The Vanca to achieve success.