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Spreadsheet supplement for case 918517.

The case recounts the development and implementation of the first social media campaign at La Protectora de la Infancia (La Protectora), a centenary, Chilean non-profit organization offering education and social assistance to children in need. With a large number of non-profits operating in several domains across the country, competition for volunteers and donations was high in the sector. However, Chile had one of the most engaged social media markets worldwide, and it had the highest rate of broadband connection in Latin America. In March 2016, the marketing team was planning the next fundraising campaign with the help of a social media marketing consultant. They needed to decide how the organization could use social media and the fundraising campaign to engage volunteers and donors, creating a stronger and more positive image for the institution.

As the end of 2016 approached, the managing director of AmorePacific Hong Kong (APHK) was setting the media mix and budget for APHK’s four makeup and skin care brands: ETUDE HOUSE, LANEIGE, Sulwhasoo, and AMOREPACIFIC. Tourists shopping in Hong Kong from mainland China comprised over half of the company’s sales. However, in the face of a declining number of tourists and the shrinking of luxury goods spending, the managing director had to consider the marketing tools in the customer decision journey; competitive positioning; and the distribution of the marketing budget between traditional and digital channels in the upcoming bi-monthly campaigns. She needed to strike an appropriate balance between recruiting new customers and retaining existing customers within APHK’s overall strategy for Greater China.

When the chief executive officer of The Coca-Cola Company made his maiden visit to India in August 2017, it was clear that he wanted the Indian branch of the company, Coca-Cola India Private Limited, to achieve many ambitious goals. These included reducing the sugar content in the company's products, introducing more juice-based drinks and water, and making small entries into the dairy segment. For a company that had long stressed its carbonated and fruit-based drink segments, Coca-Cola India Private Limited was now indicating its strong intent to steer away from its core competency. The aim was to recast the company as a "total beverage company," with possible ventures across all relevant beverage categories. Should the company take a chance and move away from its core competency? Should it tweak existing products, seek to extend its brands, or try to create entirely new offerings? How could Coca-Cola India Private Limited succeed in its shift towards "total beverage" solutions, and what challenges should it prepare for as part of this shift?

In early 2016, the country head for Seijing Motor Corporation (SMC) in India was worried about stagnant sales of the company's Supreme pickup brand. The Supreme brand had gained only a single-digit market share over the past year, and SMC's share of the growing large pickup market had steadily fallen, from 40 per cent in 2005 to 10 per cent in 2015. SMC's Supreme brand was competing with the market leader in the pickup segment. The pickup needed to be repositioned immediately so that it appealed to customers; otherwise, its market share would erode even further. Should the company fight existing consumer perceptions or leverage them? Should the Supreme brand be repositioned, or should SMC offer new brands in other segments? Should it extend the Supreme brand name into those other segments, or should it introduce new brand names?

In 2017, United Airlines suffered a blow to its corporate reputation throughout the United States and international markets, including China, mainly due to an incident on United flight 3411, in which an airport enforcement officer forcibly dragged a passenger out of a plane. The inadequate public relations reaction following the incident and ineffective crisis management left the company reeling. The company became subject to scathing social media attacks, customer dissatisfaction, passenger anger, and a drop in its stock value. The airline, which had already been grappling with very low rankings in customer satisfaction indexes, realized the need to rebuild its brand and greatly improve its customer satisfaction ratings. To prevent such instances from occurring in the future, United needed to take steps to rebuild its tarnished brand image and consider some important questions: What service expectations did customers have of airlines such as United? How would these expectations develop over time? How important were customer satisfaction, client relationships, and passenger experience to United? How could an airline company conduct a root cause analysis for service failure? How could it analyze the different gaps in delivering good quality service?

This is a three-part, disguised case series. In June 2009, Diana Zanzi was hired by Ventoso Ship Supply, an Italian sailboat manufacturer, to help them understand their boats' puzzling selling patterns. Zanzi was informed that sales rates for two higher-end boat models were especially odd. Despite one's superior technical specifications, speed, amenities, and overall value-for-money, their higher end models were hard to sell. However, a lower-quality boat was sold at an astonishing rate. Existing survey work conducted by the company only served to confirm the rational assumption that customers generally preferred more technically advanced sailboats; as such, the survey would not solve the mystery. Tasked with solving this mystery, Zanzi was given the contact information for Ventoso's roster of potential customers and asked to conduct her own interviews to discover what could possibly explain customers' preferences when acquiring sailboats. Zanzi was told that consumers may not be consciously aware of how they choose sailboats, and so she needed to figure out a good method to understand these unconscious preferences. In part A of the series, the reader is faced with the task of designing a test that might reveal buyers' sailing-related thoughts. For instance, what should Zanzi ask consumers to understand their implicit and unconscious perceptions of the ideal sailboat? More importantly, the reader is invited to consider when and why such a tool is needed. In other words, what marketing technique should we use when consumers don't seem to be fully aware of their decision process?

This is a three-part, disguised case series. In June 2009, Diana Zanzi was hired by Ventoso Ship Supply, an Italian sailboat manufacturer, to help them understand their boats' puzzling selling patterns. Zanzi was informed that sales rates for two higher-end boat models were especially odd. Despite one's superior technical specifications, speed, amenities, and overall value-for-money, their higher end models were hard to sell. However, a lower-quality boat was sold at an astonishing rate. Existing survey work conducted by the company only served to confirm the rational assumption that customers generally preferred more technically advanced sailboats; as such, the survey would not solve the mystery. Tasked with solving this mystery, Zanzi was given the contact information for Ventoso's roster of potential customers and asked to conduct her own interviews to discover what could possibly explain customers' preferences when acquiring sailboats. Zanzi was told that consumers may not be consciously aware of how they choose sailboats, and so she needed to figure out a good method to understand these unconscious preferences. In part C of the series, the reader is tasked with interpreting multiple levels of data (including selected stimuli covering multiple senses, consumer-generated adjectives linked to those stimuli, and word clusters of shared meaning composed of those adjectives) that resulted from Zanzi's interviews. What does this data indicate about consumers' preferred sailboat qualities and, more expansively, how Ventoso can effectively market its sailboats across different cultures? This discussion again allows the professor to talk about various market research techniques.

This is a three-part, disguised case series. In June 2009, Diana Zanzi was hired by Ventoso Ship Supply, an Italian sailboat manufacturer, to help them understand their boats' puzzling selling patterns. Zanzi was informed that sales rates for two higher-end boat models were especially odd. Despite one's superior technical specifications, speed, amenities, and overall value-for-money, their higher end models were hard to sell. However, a lower-quality boat was sold at an astonishing rate. Existing survey work conducted by the company only served to confirm the rational assumption that customers generally preferred more technically advanced sailboats; as such, the survey would not solve the mystery. Tasked with solving this mystery, Zanzi was given the contact information for Ventoso's roster of potential customers and asked to conduct her own interviews to discover what could possibly explain customers' preferences when acquiring sailboats. Zanzi was told that consumers may not be consciously aware of how they choose sailboats, and so she needed to figure out a good method to understand these unconscious preferences. In part C of the series, the reader is tasked with interpreting multiple levels of data (including selected stimuli covering multiple senses, consumer-generated adjectives linked to those stimuli, and word clusters of shared meaning composed of those adjectives) that resulted from Zanzi's interviews. What does this data indicate about consumers' preferred sailboat qualities and, more expansively, how Ventoso can effectively market its sailboats across different cultures? This discussion again allows the professor to talk about various market research techniques.

This article provides an overview of social media analytics for managers that seek to utilize the practice for social media intelligence. Currently, managers are challenged to analyze an abundance of social media data but lack a framework within which to do so. Toward this end, this article presents a simple typology of social media analytics for enterprises. It also discusses various analytics methods for social media data. Then, this article discusses management processes of social media analytics for enterprises. An illustration of social media analytics is provided with real-world consumer review data. Finally, four challenges are discussed.

The use of mobile devices by consumers and the accompanying response by retailers is rapidly revolutionizing the retail environment. In the past, retailers have focused primarily on the outcome (to purchase or not to purchase) of the consumer decision process, but now mobile technologies give retailers the opportunity to more actively influence the entire consumer decision-making processes. The increasing use of mobile devices by consumers makes shopping a continuous rather than discrete activity that requires retailers to engage with their customers at critical touch points of the decision process in order to provide a more customer-centric experience. This change in focus from the decision outcome to the decision process signifies an important paradigm shift for the retailing industry. After an extensive review of the literature, we identify four pillars that form the foundation for the mobile shopping revolution and represent the essential ways and means through which retailers can engage with consumers during the decision process. We also discuss the different areas in which the pillars can enable retailers to achieve a sustainable competitive advantage in the mobile shopping era.

The case describes Videocon's experiences of in film branding of the Bollywood film titled "Sultan". It was a film with a crowd puller, popular Hindi actor called Salman Khan. The film touches upon the Digital Addressable System, mandated by the Government of India for DTH operators, and how few players scrambled for a larger piece of the market pie. The case highlights various branding options opted for by Videocon in the film and how Videocon hoped to capture a larger subscriber base through this non -traditional form of in film placements.

This case is set in 2017, when Co Gia Tho, Chairman of the Board at Thien Long Group Corporation ("TLG"), a Vietnam-based manufacturer and supplier of writing instruments and stationery products, is considering further international expansion. While Vietnam already had over 65,000 points of sale across the country, the company is looking to grow stronger by developing overseas markets. Founded in 1981 as a small family business manufacturing ball-point pens, TLG had grown to become the top stationery manufacturer in Vietnam and a market leader in the region. By end-2016, the company had a market capitalisation of approximately VND 4,000 billion (US$176 million), and total revenue of VND 2,162 billion (US$95 million). Its products were being distributed to more than 50 countries across six continents. Export revenues accounted for nearly 15% of the group's total revenue, and had been growing at over 30% year-on-year for the past three years. And yet, it continued to be a challenging proposition. What could Co do to enhance TLG's reach overseas? Moreover, given the global megatrend of rapid digitisation which was causing headwinds for the growth of physical office supplies in the more developed countries, how best could it adapt its strategy in the face of the changing dynamics of this almost commoditised and highly fragmented stationery industry?

Brand valuation, the art and science of calculating the economic value accruing to a firm from its use on an intangible brand asset, yields frustratingly inconsistent, discrepant, and therefore, controversial results. While it is widely accepted that brands are long-lived assets that can contribute significant value to firms over time, there is no consensus on how to value them. This note outlines several different methods for valuing brands and exposes readers to the commercial methods most used by firms. It discusses the opportunities associated with valuing brands as well as the challenges.

By 2016, Birks Group Inc. (Birks) had largely recovered from the 2008 financial crisis and was posting profits again. Birks was a high-end designer and manufacturer of Birks-branded jewellery and a mono-brand and multi-brand retailer of luxury jewellery and watches. It operated 29 retail outlets across Canada under its Maison Birks and Brinkhaus banners and 17 stores in two U.S. states (Florida and Georgia) under the Mayors banner. After restructuring the company and rehabilitating the brand, Birks’s experienced chief executive officer wondered how to take the iconic Canadian company further in a rapidly changing market. He had to decide what balance Birks should strike in pushing the brand in different markets: Canada, existing U.S. markets, new U.S. markets, and international markets. Although the luxury jewellery industry had not performed well in the digital marketplace to date, he was eager to investigate Birks’s e-commerce options as well. What were the best ways to grow Birks and optimize resources and effort?

By 2016, Birks Group Inc. (Birks) had largely recovered from the 2008 financial crisis and was posting profits again. Birks was a high-end designer and manufacturer of Birks-branded jewellery and a mono-brand and multi-brand retailer of luxury jewellery and watches. It operated 29 retail outlets across Canada under its Maison Birks and Brinkhaus banners and 17 stores in two U.S. states (Florida and Georgia) under the Mayors banner. After restructuring the company and rehabilitating the brand, Birks's experienced chief executive officer wondered how to take the iconic Canadian company further in a rapidly changing market. He had to decide what balance Birks should strike in pushing the brand in different markets: Canada, existing U.S. markets, new U.S. markets, and international markets. Although the luxury jewellery industry had not performed well in the digital marketplace to date, he was eager to investigate Birks's e-commerce options as well. What were the best ways to grow Birks and optimize resources and effort?

In October 2016, the assistant director for buying and sourcing apparel at Tashn.com (Tashn) was examining his team's readiness for the upcoming End of Reason Sale, scheduled for January 3 to 5, 2017. The assistant director was contemplating a few crucial merchandising decisions: Was Tashn's merchandising plan effective? Was its buying model sustainable for large orders? Were the seller selection and evaluation processes efficient to ensure quality? The assistant director was also concerned about an increase in customer complaints and dissatisfaction with product quality in the general market.

In October 2016, the assistant director for buying and sourcing apparel at Tashn.com (Tashn) was examining his team's readiness for the upcoming End of Reason Sale, scheduled for January 3 to 5, 2017. The assistant director was contemplating a few crucial merchandising decisions: Was Tashn's merchandising plan effective? Was its buying model sustainable for large orders? Were the seller selection and evaluation processes efficient to ensure quality? The assistant director was also concerned about an increase in customer complaints and dissatisfaction with product quality in the general market.

This note presents a short description of balance of payments (BOP) and international investment position (IIP) data. It works through examples using data for the United States and Mexico while providing guidance for understanding the data of just about any country.

Amazon, Google, and Apple all offer their own smart speaker. The devices represent each firm's entry point into the connected home market. All three companies come into the space with their own strengths and weaknesses. Who will win?