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C.W. Dixey & Son is about to be re-launched as a luxury eyewear brand after a fifty-year absence from the marketplace. This case focuses on reviving a dormant brand with a 200-year plus heritage of innovation, craft excellence, and luxury. Drawing on extensive historical research, brand owner Dr. Simon Palmer believes that the brand's authenticity is perfect for wealthy customers looking for refinement and inconspicuous luxury in an age of ostentatious logo-centric branding. Drawing upon the brand's extensive associations with previous users, most notably Sir Winston Churchill, Palmer is ready to re-launch the brand into a crowded market full of well-resourced luxury brand names with high brand awareness. Palmer needs to consider a range of positioning driven decisions in order to ensure C.W. Dixey & Son is re-launched successfully.

Singapore Airlines had long been considered the gold standard for its innovative customer service. However, the company was faced with new sources of competition, from the rapid growth of Southeast Asian low-cost carriers on the one hand, to the expansion of premium Gulf carriers on the other. The company therefore decided to launch a low-cost airline of its own called Scoot, the fourth brand in its portfolio. Now CEO Goh Choon Phong must consider how to grow all four airlines without cannibalizing its own market share or diluting the sterling brand of the parent airline.

AGL Energy, a long-time traditional energy supply company in Australia, was facing competition as alternative sources of energy, such as solar power and batteries, were taking root both in the marketplace and with energy-conscious homeowners. The trend of homeowners who opted to supply their own energy needs and go off the grid was described as a "death spiral" for utility companies. In response, AGL Energy appointed a new chief executive officer in 2015 to address concerns related to falling demand, customer retention, and unpredictable energy prices. With climate change issues pushing so-called green energy sources into the forefront, what were the strategic options that would ensure AGL Energy's continued presence as a leader in the energy industry?

Moshi, a fusion restaurant in an upmarket area of Dubai, had carved out a niche for itself with its unique menu, high-quality food, and excellent service-all offered at a reasonable price. As the young owner planned to launch another outlet, he pondered his options for growth. Was it time to create a chain, or should he give the new outlet a completely different feel and target a specific customer segment? Should he increase his product range or stick with his unique offerings? Because of its fusion theme (Nepalese cuisine and Japanese sushi), Moshi did not have a clear positioning in terms of its menu. Would Moshi's unique offerings be enough to sustain its continued existence in Dubai's competitive restaurant industry? Would this business be scalable? The owner had relied on word-of-mouth publicity thus far; however, was this method adequate? What sort of marketing strategy should he adopt?

Mahindra & Mahindra Limited was the largest manufacturer of farm equipment in India, with a more than 40 per cent market share. It manufactured five different tractor brands in the domestic market, including a brand of mini-tractor, the Yuvraj 215 NXT. This brand was targeted at small farmers with less than two hectares of land, who were primarily dependent on bullocks or power tillers for farming but aspired to own a tractor to increase productivity at an affordable price. Although such farmers formed over 70 per cent of the farming population, the penetration of tractors in this segment was the lowest. While the situation demonstrated high potential, selling tractors in this segment was challenging due to low product awareness, limited access to information, and low financial resources among target customers. With such a product in its portfolio, how should Mahindra & Mahindra Limited promote the Yuvraj 215 NXT among small and marginal farmers?

Few cases allow the student to understand the relationship between brand strategy, marketing strategy, implementation, and analysis. While some conceive of the process as being sequential, this case demonstrates that in fact, this process is more fluid, and that implementation and analysis impact subsequent strategy. This field-based case provides a rare glimpse into the turnaround of a brand that was all but dead. After Buick suffered more than five decades of declining business results and an inferior brand image versus all rivals, few thought that the brand could be resuscitated. This case provides a valuable under-the-hood look at how the Buick team, over time, progresses through a series of marketing improvements all anchored on an evolved strategy. Specifically, Buick introduced a shift in brand strategy behind an evolved brand essence statement (i.e., brand positioning), improved product lineup, new-to-the-world innovation, enhanced dealership service, and more compelling advertising. The results led to a record number of product awards, significantly improved advertising measures, improved service ratings, and better business results. Despite significant improvement across multiple dimensions of the business, Buick still trailed key competitors on one of the most important measures Buick tracked-the brand momentum rating-suggesting that there was still more work needed to complete the brand turnaround. The case introduces Molly Peck, the new marketing director on Buick, who is wondering what more, if anything, Buick should do. The material allows for instruction around marketing strategy and the process of converting it into implementation through the use of a creative brief.

This technical note describes the history and benefits of social media marketing and discusses the ways in which it differs from traditional marketing. Seven major social media platforms-Facebook, Instagram, Twitter, YouTube, Pinterest, Snapchat, and WhatsApp-are covered in detail, and the authors outline the different techniques that companies can use with each one to uniquely engage with their customers. This technical note is used in a Darden course elective covering social media marketing and would be an appropriate addition to any marketing class, particularly in a module focused on social media marketing.

With a forecast of economic slowdown in Singapore, Uniseal Creative Solutions Pte Ltd, which specialised in urban greenery solutions, had to decide whether to respond to a public sector tender for the fabrication and supply of Prefabricated Extensive Green Roof Tray System or develop overseas markets.

The case is set in summer 2016, centered on the writer and performing star, Lin-Manuel Miranda, whose Broadway show Hamilton had grossed almost $75 million and won 11 Tony Awards. The musical's cultural influence was buoyed by Miranda's 578,000 Twitter followers. Hundreds of celebrities from Oprah Winfrey to Jennifer Lopez had become ambassadors for the musical; and its impromptu #Ham4Ham live performances were engaging thousands of people on social media with each release. The case explores specific tactics the show employed, challenges students to consider the importance of personality in creating social media buzz, and studies the practical influence social media may have had on the show's success. It is appropriate for any marketing course, particularly a digital media class in which students are familiar with the major platforms.

In January 2013, small biotechnology firm Orexigen was in the final stages of testing Contrave, a promising new pharmaceutical product for the treatment of obesity. At the time, Orexigen had no products in the market, so all its hopes of financial success rested on this new treatment. Contrave had proven to be highly effective in clinical trials, and Orexigen executives were confident it would receive FDA approval. At the same time, a much larger pharmaceutical company was considering acquiring Orexigen. Because the decision to acquire would ultimately be a financial one, the project team from the large company had to complete a valuation for Orexigen's only significant product in its pipeline, Contrave. What was the new product actually worth?

Diana Kelly is the brand manager for a company that has a new cream that gives consumers brighter, shinier nails. It will be sold in major retail outlets like Target, Walmart, CVS, and Walgreens. As Kelly conducts research to develop a pricing strategy, she discovers examples of price discrimination for products sold to women. In fact, women's products were priced higher than men's 42% of the time. Kelly considers having separate packaging for men and women and price the firm's product higher for women. Will this help the company maximize profits? Is price discrimination ethical? Students are asked to explore mechanisms for price discrimination and gender-based pricing.

Teracom Limited was a medium-sized engineering manufacturing firm in India whose product portfolio included modems. The company catered to the various telecom service providers across India, including Bharat Sanchar Nigam Limited , a major state-owned telecommunications company. Teracom's customers were primarily business-to-business entities such as government organizations and telecom operators. However, it was considering selling its modems to retail customers. After seeking applications for new distributors of Teracom modems, the company narrowed the list down to four candidate firms. In December 2014, Teracom's president of corporate business had to use a distributor selection model and undertake a distributor performance appraisal. What were the main criteria for evaluating the four applicants, and which firm was the best fit?

Teracom Limited was a medium-sized engineering manufacturing firm in India whose product portfolio included modems. The company catered to the various telecom service providers across India, including Bharat Sanchar Nigam Limited , a major state-owned telecommunications company. Teracom’s customers were primarily business-to-business entities such as government organizations and telecom operators. However, it was considering selling its modems to retail customers. After seeking applications for new distributors of Teracom modems, the company narrowed the list down to four candidate firms. In December 2014, Teracom’s president of corporate business had to use a distributor selection model and undertake a distributor performance appraisal. What were the main criteria for evaluating the four applicants, and which firm was the best fit?

In 2015, jane’s short & sweet, a United States-based for-profit business, regularly dedicated 25 per cent of its revenue to charities supporting its mission of improving the education and healthcare of marginalized women. The company also engaged in some environmental practices with respect to its use of resources. jane's short & sweet’s owner understood that she would have to make some trade-offs between people and profit while still attempting to remain consistent with her company’s social purpose and contribute to the resolution of its current problem—finding a way to fill a customer order that exceeded the company's production capacity. While addressing the company’s new labour needs, the owner needed to evaluate how the trade-off between mission and money would affect the company's labour source, hourly wages, pricing strategy, product price, and organizational goals. To do so, the owner had to identify and evaluate the options that would enable her to better fulfil her company’s role as a social sustainable enterprise.

In 2015, jane's short & sweet, a United States-based for-profit business, regularly dedicated 25 per cent of its revenue to charities supporting its mission of improving the education and healthcare of marginalized women. The company also engaged in some environmental practices with respect to its use of resources. jane's short & sweet's owner understood that she would have to make some trade-offs between people and profit while still attempting to remain consistent with her company's social purpose and contribute to the resolution of its current problem-finding a way to fill a customer order that exceeded the company's production capacity. While addressing the company's new labour needs, the owner needed to evaluate how the trade-off between mission and money would affect the company's labour source, hourly wages, pricing strategy, product price, and organizational goals. To do so, the owner had to identify and evaluate the options that would enable her to better fulfill her company's role as a social sustainable enterprise.

It was October 2015, Charlie Wong, CEO of Zuji Hong Kong told the media at the launch of Zuji's new brand campaign "Search, Discover and Share" that he would like to see Zuji "become the Google for travel" in Hong Kong. Indeed, a deemed pioneer and leading online travel agent ("OTA") in Hong Kong, the aspiration did not seem far-fetched. Yet, the ambition was not without challenge. Since Zuji went online in 2002, the brand had been twice sold and its geographic coverage shrunk from six to three markets: Hong Kong, Singapore and Australia. Online travel booking had been slow picking up in Hong Kong. After more than 10 years, online sales remained at under 10% of the total market in Hong Kong, compared to the regional average of 25% in Asia Pacific. As momentum built up, Wong predicted the online travel agent ("OTA") market to quadruple, from 10% in 2014 to 40% in 2016. Meantime, competition from multiple fronts was flooding the market. Global leader Expedia had launched Expedia.com.hk in 2013, and was investing heavily in marketing to capture share. Traditional offline agents were busy expanding their online presence, building a hybrid model as competitive advantage. At the consumer end, mobile phones have become an indispensable travel companion and its implication went beyond the migration from one platform to another. Around the world, the industry was seeing the rise of the millennia travellers with new needs and expectations while on the road, and they were changing the rules of the game. Zuji is facing the biggest opportunity of its time to ride this wave of change and reinforced its market leadership.

In management literature, a psychological contract generally refers to an employee's beliefs about the reciprocal obligations that exist between him or her and an organization. Legal contracts, on the other hand, are agreements that create obligations between the parties that are enforceable by law. Psychological contracts are different from legal contracts in that they are characterized by the belief that both parties have entered into a set of mutual obligations. While marketing scholars and practitioners have largely overlooked the notion of psychological contracts, this article argues that a firm's customers might view the promises they believe a firm has made to them as psychological contracts. Psychological contracts are as relevant to marketing as they are to management. This article expands the notion of psychological contracts to marketing relationships and outlines internal and external strategies firms can employ to manage psychological contracts more effectively.

Marketers are currently facing a 'crisis of immediacy' challenge: how to meet consumers' need to receive content, expertise, and personalized solutions in real time during their shopping experience. Today's digital technologies-such as video conferencing, location-based mobile apps, and augmented reality-provide a highly personalized and immersive environment that allows for interactivity and rich information exchange between the brand and consumer. We conducted in-depth interviews with over 35 retailers, large-scale surveys with international shoppers, and pilot projects with stores and banking institutions to study how companies are leveraging digital technologies to transform the customer experience. Our findings show that there are two main technology-based models that organizations are deploying to support customers' immediate needs: the remote expert and the digital assistant. We provide company examples of both models, as well as when they are most appropriate and success factors to inform managers.

While sustainability is an ethical issue, it is also becoming relevant from a marketing standpoint and can be particularly decisive in stakeholder relationships. Companies can approach this issue in different ways, choosing whether to publicize their good conduct or to project a responsible attitude that does not reflect what they effectively achieve. In this context, the authors propose a self-assessment matrix that identifies a better way to make sustainability a source of competitive advantage through a transparency-based approach. By way of a geological metaphor, four types of companies are presented that are distinctive based on two variables: sustainable commitment and communication. Costs and benefits are analyzed for each quadrant, as well as problems resulting from a lack of transparency. In the final section of the article, the authors discuss whether the choice to communicate sustainability can be considered ethical or whether it is only a question of business. Reflections are reported.

Mobile marketing is an ever increasingly important component of a firm's overall promotional strategy. The importance of this medium can be seen through time spent on mobile media, number of searches, and direct and indirect mobile-generated sales. Despite its increased importance, the effectiveness of mobile marketing needs to be improved based on such metrics as bounce rates, add-to-cart rates, shopping cart abandonment, and average order size. Strategies to increase the effectiveness of mobile marketing are discussed. Firms need to capitalize on the three major strategic advantages of mobile marketing: (1) the fact that mobile marketing devices are always on, always connected, and always with the consumer; (2) the ability to generate location-sensitive offers; and (3) the ability to send relevant personalized messages and offers. Firms also need to develop and implement an effective mobile marketing strategy through a series of activities. These include understanding and reacting to the complexity of mobile marketing, designing sites based on ease of use versus 'bells and whistles,' increasing opt-in rates, using effective customer engagement strategies, and developing effective mobile coupons. Criteria to evaluate the effectiveness of mobile marketing are discussed.