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Canada Goose is a Canadian maker of high-end winter outdoor clothing. Currently available in 40 countries, the company's chief executive officer (CEO) is considering entering the South Korean market. Were Canada Goose to enter South Korea, the CEO knew that there were several issues that had to be resolved. There were complicated distributor issues, and the CEO was also uncertain about which style of jacket to sell to the new customer groups. Finally, deciding how to position Canada Goose in order to reach the two target groups for Canada Goose in South Korea was something that had bothered him ever since he had first received the market research. Those issues aside, the CEO also had to consider how the current state of the company, both in North America and Western Europe, would impact the success of a full-scale foray into South Korea. The CEO was excited for the opportunity for Canada Goose in South Korea, but yet he was stymied on how to maximize growth while positioning the brand as strongly as possible.

This case considers Apple’s entry into the Indian tablet PC market. In spite of stiff competition, Apple’s iPad had invariably become the market leader in many countries across the world. However, Samsung and RIM had surpassed its market share in India. This case offers students a unique opportunity to understand the reality of entering a new market and losing the coveted market leader position.

Nawaal Motlekar is the managing director of Kwenta Media and founding editor of Mamas & Papas, a recently launched parenting magazine in South Africa. From her early entrepreneurial experiences, Motlekar developed a personal and professional interest in parenting magazines. As a Black South African woman married to an Indian man in an increasingly multi-racial and multi-cultural society, Motlekar recognized a gap for a parenting magazine that would appeal to a wider and more racially and culturally inclusive target market. After extensive research and development, she launched the Mamas & Papas magazine in early 2009. The case charts Motlekar’s journey as an entrepreneur, as well as her efforts between 2006 and 2009 to bring the magazine to life. The case explores the quantitative and qualitative research approaches employed by Motlekar, as well as her marketing and branding initiatives towards building a Mamas & Papas brand beyond just the physical magazine. With the magazine having been on shelves for 12 months, Motlekar and her board faced a number of decisions. These included options to increase advertising revenues and circulation, as well as choosing how to extend the Mamas & Papas brand into related categories.

The only way to achieve real growth is to develop offerings so innovative that they create new categories or subcategories making competitors irrelevant because they lack a "must have" feature or benefit. The alternative, engaging in "my brand is better than your brand" brand preference competition, virtually never works because of market inertia. This article, based in part on hundreds of case studies, shows how to identify the "must haves" and discusses barriers to competitors such as going beyond functional benefits, finding shared interests with customers, ongoing innovation, superior execution, scaling the concept, becoming an exemplar, and branding the innovation.

This article, based on work with dozens of Business-to-Business firms, extracts general principles of brand architecture design based on specific examples, and then tests these principles by applying them more broadly to a wide sample of brand architectures. B2B brand architecture is a function of two key dimensions: the organizational structure, in particular, the extent to which a firm is centralized or decentralized (in terms of its product range, sales, and marketing); and the extent to which the firm's market offerings are standardized versus customized. This framework and the axiom of risk alleviation through the sales process together capture the principal elements of B2B brand architecture design.

Pricing Segmentation and Analytics is a five-chapter book written by Tudor Bodea, Assistant Professor in the Operations Group at the University of Groningen, and Mark Ferguson, Professor of Technology and Management at Georgia Tech's College of Management. The book was published by Business Expert Press in 2012. The pricing of products and services is among the most important decisions directly impacting the bottom line of any business. This book presents a highly methodical approach to pricing analytics, applying a set of tools that use historical sales data and mathematical optimization to set and update prices offered through various channels in order to maximize profit. The authors guide both students and professionals on how to identify and exploit pricing opportunities in various business contexts. The first chapter introduces the basic concepts of pricing analytics and explains what types of data can be manipulated. Common assumptions regarding the customer's willingness-to-pay are discussed, along with price-response functions. The authors explain how to estimate price elasticity, and how it varies at the product, firm, and industry levels, as well as in the short term versus long term. Basic price optimization techniques are then explored.

Pricing Segmentation and Analytics, is a five-chapter book written by Tudor Bodea, Assistant Professor in the Operations Group at the University of Groningen, and Mark Ferguson, Professor of Technology and Management at Georgia Tech's College of Management. The book was published by Business Expert Press in 2012. The pricing of products and services is among the most important decisions directly impacting the bottom line of any business. This book presents a highly methodical approach to pricing analytics, applying a set of tools that use historical sales data and mathematical optimization to set and update prices offered through various channels in order to maximize profit. The authors guide both students and professionals on how to identify and exploit pricing opportunities in various business contexts. In the second chapter, the authors provide an overview for developing pricing capabilities within an organization. Major topics discussed include techniques for selecting appropriate methods for estimating price elasticity, as well as the variables to consider when estimating promotion effects and price optimization.

Pricing Segmentation and Analytics, is a five-chapter book written by Tudor Bodea, Assistant Professor in the Operations Group at the University of Groningen, and Mark Ferguson, Professor of Technology and Management at Georgia Tech's College of Management. The book was published by Business Expert Press in 2012. The pricing of products and services is among the most important decisions directly impacting the bottom line of any business. This book presents a highly methodical approach to pricing analytics, applying a set of tools that use historical sales data and mathematical optimization to set and update prices offered through various channels in order to maximize profit. The authors guide both students and professionals on how to identify and exploit pricing opportunities in various business contexts. The third chapter explores dynamic pricing, the practice of continuously adjusting prices to maximize profit by shaping demand (through price changes) to meet the available supply. In practice, this involves quoting each customer her or his individual price. Markdown optimization, an analytical tool used to clear excess inventory with respect to profit margins, and one of the most common and practical forms of dynamic pricing, is then examined. The chapter concludes with two case studies examining how price markdowns can be used in practice.

Pricing Segmentation and Analytics is a five-chapter book written by Tudor Bodea, Assistant Professor in the Operations Group at the University of Groningen, and Mark Ferguson, Professor of Technology and Management at Georgia Tech's College of Management. The book was published by Business Expert Press in 2012. The pricing of products and services is among the most important decisions directly impacting the bottom line of any business. This book presents a highly methodical approach to pricing analytics, applying a set of tools that use historical sales data and mathematical optimization to set and update prices offered through various channels in order to maximize profit. The authors guide both students and professionals on how to identify and exploit pricing opportunities in various business contexts. The fourth chapter explores customized pricing analytics, where a firm responds to a request-for-bids or request-for-proposals with a customized price response. The pricing analytics methodology is described in a step-by-step process from an actual application.

Pricing Segmentation and Analytics is a five-chapter book written by Tudor Bodea, Assistant Professor in the Operations Group at the University of Groningen, and Mark Ferguson, Professor of Technology and Management at Georgia Tech's College of Management. The book was published by Business Expert Press in 2012. The pricing of products and services is among the most important decisions directly impacting the bottom line of any business. This book presents a highly methodical approach to pricing analytics, applying a set of tools that use historical sales data and mathematical optimization to set and update prices offered through various channels in order to maximize profit. The authors guide both students and professionals on how to identify and exploit pricing opportunities in various business contexts. The fifth and final chapter examines aspects of behavioral science to pricing. Examples include the asymmetry of joy and pain that customers feel in response to price decreases and increases. The authors offer a set of best pricing practices based on these behavioral responses.

Pricing Segmentation and Analytics is a five-chapter book written by Tudor Bodea, Assistant Professor in the Operations Group at the University of Groningen, and Mark Ferguson, Professor of Technology and Management at Georgia Tech's College of Management. The book was published by Business Expert Press in 2012. The pricing of products and services is among the most important decisions directly impacting the bottom line of any business. This book presents a highly methodical approach to pricing analytics, applying a set of tools that use historical sales data and mathematical optimization to set and update prices offered through various channels in order to maximize profit. The authors guide both students and professionals on how to identify and exploit pricing opportunities in various business contexts. The book's appendix explores the commonly used tool of logistic regression, specifically dichotomous logistic regression. Major topics include: linear and logistic regression models for dichotomous response variables, the estimation of dichotomous logistic regression models, the logit link function and the odds ratio, and the quality of the fit of a dichotomous logistic regression model.

Developing Winning Brand Strategies is a five-chapter book written by Lars Finskud, the founder and CEO of Vanguard Strategy and previous Global Brand Specialist at McKinsey & Co., and published by Business Expert Press in January of 2009. Written for both students and professionals in the fields of brand and strategic management, the book, the book introduces the relationships between branding, strategy, and corporate performance. It provides a fresh perspective on developing robust customer-focused strategies and describes the important role of the brand in competing successfully for stakeholder choice in today's changing world of industry deregulation, growing competitive intensity, newly empowered consumers, and multiple stakeholders. A major objective is to provide the reader with an in-depth understanding of business dynamics and consumers' product- selection criteria, thus facilitating the development of informed strategic decisions. Chapter 1 introduces the concept of stakeholder choice, or how a company must strive to stand out among its competitors and make itself the preferred choice of all stakeholders including: customers, employees, partners, and investors. The author begins by discussing consumer choice and provides tools for analyzing, measuring, and manipulating it

Developing Winning Brand Strategies is a five-chapter book written by Lars Finskud, the founder and CEO of Vanguard Strategy and previous Global Brand Specialist at McKinsey & Co., and published by Business Expert Press in January of 2009. Written for both students and professionals in the fields of brand and strategic management, the book, the book introduces the relationships between branding, strategy, and corporate performance. It provides a fresh perspective on developing robust customer-focused strategies and describes the important role of the brand in competing successfully for stakeholder choice in today's changing world of industry deregulation, growing competitive intensity, newly empowered consumers, and multiple stakeholders. A major objective is to provide the reader with an in-depth understanding of business dynamics and consumers' product- selection criteria, thus facilitating the development of informed strategic decisions. Chapter 2 focuses on the customer choice chain, a concept-based tool used to identify the various phases of development in consumers' attitudes toward or relationships with a brand. The author shows how this tool can be used to generate insights on performance, establish benchmarks, make strategic brand investment decisions, and influence the various degrees of consumer-brand relationships. The author also discusses questions to consider when tailoring the customer choice chain.

Developing Winning Brand Strategies is a five-chapter book written by Lars Finskud, the founder and CEO of Vanguard Strategy and previous Global Brand Specialist at McKinsey & Co., and published by Business Expert Press in January of 2009. Written for both students and professionals in the fields of brand and strategic management, the book, the book introduces the relationships between branding, strategy, and corporate performance. It provides a fresh perspective on developing robust customer-focused strategies and describes the important role of the brand in competing successfully for stakeholder choice in today's changing world of industry deregulation, growing competitive intensity, newly empowered consumers, and multiple stakeholders. A major objective is to provide the reader with an in-depth understanding of business dynamics and consumers' product- selection criteria, thus facilitating the development of informed strategic decisions. In Chapter 3, the author expands the choice chain tool discussed in Chapter 2 to include the firm's other stakeholders: employees, investors, and partners. The author discusses the concept of maintaining a balance or symmetry among these various stakeholders, including consumers, and the benefits of doing so. He then examines methods of delivering value to attract stakeholders. He goes on to examine the concept of choice dependency, or the degree of dependency that exists between stakeholders so that a brand can earn consumer choice and thus generate revenue.

Developing Winning Brand Strategies is a five-chapter book written by Lars Finskud, the founder and CEO of Vanguard Strategy and previous Global Brand Specialist at McKinsey & Co., and published by Business Expert Press in January of 2009. Written for both students and professionals in the fields of brand and strategic management, the book, the book introduces the relationships between branding, strategy, and corporate performance. It provides a fresh perspective on developing robust customer-focused strategies and describes the important role of the brand in competing successfully for stakeholder choice in today's changing world of industry deregulation, growing competitive intensity, newly empowered consumers, and multiple stakeholders. A major objective is to provide the reader with an in-depth understanding of business dynamics and consumers' product- selection criteria, thus facilitating the development of informed strategic decisions. In Chapter 5, the author examines the role and responsibilities of the CEO regarding brand stewardship. He discusses leadership methods to build a high-performing brand-development team and delineates five areas in which CEO's should seek to establish solid capabilities to support strategic and tactical initiatives for their brands. The author then considers the future of simulation modeling as an aid to strategic decision-making is explored. The chapter concludes with a series of questions to consider when understanding how firms effectively compete for stakeholder choice.

Canada Goose was a Canadian maker of high-end winter outdoor clothing that was available in 40 countries. The company’s CEO was considering entering the South Korean market, which would entail resolving several problems. There were distributor complications, and it was unclear which style of jacket to sell to the new customer groups. Finally, deciding how to position Canada Goose in order to reach the two target groups for Canada Goose in South Korea was something that had bothered the CEO ever since he had first received the market research. Those issues aside, the firm also had to consider how the current state of the company, both in North America and Western Europe, would impact the success of a full-scale entry into South Korea. The CEO was excited for the opportunity for Canada Goose in South Korea, yet he was unsure how to maximize growth while positioning the brand as strongly as possible.

Organized steel retailing was not very popular among steel manufacturers in India. Very few such initiatives were undertaken by Indian players, but the most prominent was the JSW Shoppe concept promoted by Jindal Steel Works (JSW). JSW sold its products through a large network of dealers. However, the management had been concerned with building a brand image for its products, increasing its market penetration beyond the market of builders and fabricators, and attracting the attention of end users who would drive up sales. The company had felt that its distribution model would not serve its purpose, and had designed the unique concept of JSW Shoppe - a franchising model wherein the company would partner with existing and new dealers to achieve its objectives. <br><br>Set in 2010, the case deals with the challenges of transforming from a transactional distribution model to a relationship-based distribution model for franchising. Through the analysis of the case, students will locate the execution flaws in the company’s transformation, and seek the best way to address the issues related to this transformation. The case demonstrates the importance and role of a salesperson and the problems and issues that arise when a distribution model is changed - both from the dealers’ and company’s perspectives. Highlights of the case include the presentation of the challenges of franchising a specialty product, the evaluation of dealers using a balanced scorecard, and the preparation of an elaborate training module for the sales force.

Organized Steel retailing was not a very popular concept among steel manufacturers in India. There were very few initiatives undertaken by the Indian players, and the most prominent one was the JSW Shoppe concept promoted by Jindal Steel Works (JSW). JSW, a manufacturer of various grades of steel, sold its products through a large network of dealers. However, the management was concerned with building a brand image for its products, increasing its market penetration beyond its current market of builders and fabricators and attracting the attention of end users who, in turn, would drive up the sales. The company felt that the current distribution model would not serve the purpose, and designed the unique concept of JSW Shoppe - a franchising model wherein the company would partner with the existing, as well as, new dealers to achieve their objectives.Set in 2010, the case study deals with the issues and challenges of transforming from a transactional distribution model to a relationship-based distribution model for franchising. Through the analysis of the case study, students can try to find the execution flaws in the company's transformation, and seek the best way to address the issues related to this transformation. The case demonstrates the importance and role of a sales person and the problems and issues that arise when the distribution model is changed - both from the dealers' and the company's perspectives. Highlights of the case include the presentation of the challenges of franchising a specialty product, the evaluation of dealers using a balanced scorecard and the preparation of an elaborate training module for the sales force.

The HR 500 Plus Scanner case examines how, in 2000, the Eastman Kodak Company confronts a drastic change in technology (from traditional to digital photography) that is eroding revenue and margins by double digits in its core film, paper, and chemical business. Matt Giorgio, the worldwide product manager for film scanners, is being pushed by upper management to extend the life of film to provide cash for the painful and less profitable transition to digital photography. With limited overall research and development (R&D) and a dictate from the CEO for flawless execution of projects, Giorgio and his team take an aggressive approach to develop, in less than a year, a scanner that can both stave off film market erosion and minimize the program’s impact on corporate R&D. Missing the team’s goal of nine months could cost him his job and leave the company vulnerable to even greater erosion of film, paper, and chemical sales.

This case deals with an exporting challenge faced by Ferro Industries, a small enterprise within the steel industry in India. The company’s manufacturing facility was located in the National Capital Region of Delhi. Ferro’s main products were roll-forming machines, cut-to-length lines, and slitting lines; the company was one of only three firms in the Indian sub-continent catering to the market for such products. This case raises two basic questions in relation to Ferro’s role as an exporter. Firstly, at what stage should an importer have to pay an exporter? Secondly, should the exporter release consignment to the importer before receiving payment? The case illustrates the challenges of exporting and international entrepreneurship for a small firm, taking into account payment risk, product pricing, deal-making strategies, promotional strategy, and client-management strategies. It also addresses the complexities involved in the decision-making process while exporting, as well as outlining various conflict-resolution techniques for closing a deal effectively while considering the appropriateness of taking risks.