個案總覽

A直播平台自2014年在台灣創立，專注於線上直播服務。該公司在新市場遭遇多方面的挑戰，包括技術、資金和市場策略。到了2016年初，透過與國際策略夥伴合作，成功適應新市場並開始建立國際品牌。 A直播在2016年決定進軍日本市場，並取得初步成功。然而，由於人才流失和內部管理問題，該公司在日本市場遭遇重大危機、品牌形象受到嚴重損害。此外，A直播平台也面臨著是否進入美國或越南市場的選擇問題。這個個案研究將探討A直播平台在國際市場擴張過程中遇到的各種問題和挑戰，包括市場選擇、人力資源管理、品牌建設和危機處理等。

Founded in September 2016 and based in Beijing, China, ZOMOZOMO primarily conducted business through its gamified freelancers’ platform, where designers’ works were publicly requested, reviewed, chosen, and rewarded, eliminating some of the long-standing troubles within the industry, such as inefficiency, fragmentation, and lack of transparency. The company soon became a prominent player in the design industry. The first four years of the company witnessed the rapid expansion and diversification of its client base, which began to include many influential brands such as Amazon.com Inc., Nike Inc., and Huawei Technologies Co. Ltd. However, ZOMOZOMO began to find it increasingly challenging to meet the needs and requirements of its high-end clients in terms of response time, service quality control, and confidentiality. In deciding to shift from a bidding platform to a provider of one-stop design solutions, ZOMOZOMO needed to determine whether it should prioritize building its internal capabilities or seek external partnerships to deliver high-quality design solutions to its high-end clients.

本個案按內容性質可區分成六個部份，第一部份包含前言與第一次行銷會議，在說明個案背景以及個案公司在行銷上遇到的問題。第二部份是雲端產業介紹，讓學生能了解雲端服務的意義、產業狀況與趨勢。第三部份則描述個案公司，銓鍇的成長歷史與關鍵。第四、第五部份引導學生進入雲端服務的銷售模式與特性，以及接續的概念驗證（Proof of Concept，POC）介紹，此為銷售雲端服務的重要手法。最後，是第二次的行銷會議討論，凝聚幾個未來可能的行銷手法與方向。

Khayal Gumaan, a professor at a reputable Canadian university, had many years of experience teaching on campus, where she prided herself in creating a safe and respectful environment by valuing diversity, equality, and inclusion (DEI) in her classroom. When the COVID-19 pandemic in 2020 forced courses to be delivered online, she taught for the first time an online course in organizational behaviour for undergraduate students. Although still committed to promoting DEI in class, the professor found it difficult to do so in the virtual environment. Then, in the first month of her online course, a student appealed to her in a private email, asking her to intervene in an unsettling group discussion. The professor was determined to engage her students on the sensitive topic of DEI. How should she respond to the situation in her class’s online group discussion and also use it as a teaching opportunity?

In 2020, the COVID-19 pandemic created unprecedented challenges for businesses worldwide. With operations halted and supply chains disrupted, Exide Industries Limited (EIL), a prominent name in India’s battery sector, found itself at a pivotal juncture. It had a machine imported from Italy that was critical to its manufacturing operations sitting uncommissioned due to travel restrictions. An innovative solution was proposed to adopt an augmented reality (AR) solution for remote support, which could potentially transform EIL’s manufacturing operations, but also raised questions about the feasibility and implications of integrating this technology. EIL had to weigh strategic, operational, and technological considerations to decide whether to embark on this technological innovation and service transformation path during a global crisis.

The founders of SENS Foods (SENS), a Czech sustainable-food small and medium-sized enterprise (SME), wanted to expand the business beyond their home market. SENS was operating in the rapidly growing alternative-protein market using products derived from edible crickets. Due to its increasing profitability and international expansion potential, SENS saw an opportunity to expand into one of more Nordic markets—Denmark, Norway, Sweden, and Finland. SENS had to explore the possible modes of entry and evaluate the most suitable ones. In the short term, SENS had a sustained competitive advantage with its Thailand-based Cricket Lab Ltd. farm and its brand name. SENS’s intangible resources—business positioning and messaging, innovation, and research—represented a temporary competitive advantage. For market selection purposes, five cluster criteria were proposed to assess the attractiveness of the identified markets: estimating the level of primary competition, market maturity, market size, country environmental performance, and transportation costs. The founders needed to evaluate the four Nordic countries using these five selection criteria to identify the top two countries for further examination regarding mode of entry and level of competition.

The case study revolves around Amir Hashem El Dandarawy, the leader of the El Amara tribe in Upper Egypt, who faces two pressing conflicts. El Dandarawy must navigate these conflicts, mediate between the embattled families, and assert his tribe's rights while maintaining neutrality and integrity. The case examines El Dandarawy's leadership style; prominent Western leadership models such as servant leadership, transformational leadership, situational leadership, and ethical leadership; and different approaches to conflict resolution in Arab culture, including mediation, negotiation, consultation, and consensus-building. Students are challenged to compare and contrast Western and Eastern approaches to leadership and conflict resolution.

 For over two decades, Paul Delp, the President of Lansdale Warehouse, had faced a daunting challenge; the Stony Creek rail line, which provided rail service to his warehousing business in Lansdale, Pennsylvania (PA), USA, had suffered from deteriorating track conditions and poor service. These issues resulted in delayed and disrupted shipments, lost customers, increased costs, and a decline in customer satisfaction, causing Delp to fear for the viability of his business. Despite several efforts, Delp had struggled to gain the attention of the two Class I railroad companies that jointly owned the rail line to his facility. With over 60 years of business under his belt, Delp faced one of his most significant challenges yet—finding a solution to keep his business afloat.

Innovation in aged care offers opportunities to create positive and inclusive change. Globally, healthcare systems are realizing the importance of customer-focused care, especially, when funding is limited. Residential aged care providers have traditionally focused on ensuring the health and safety of their residents. However, there are opportunities to address residents’ needs and enhance their well-being without compromising their health and safety. The case explores a not-for-profit healthcare service organization seeking to make improvements to meals that will improve nutrition, but do not require a significant financial investment. This case examines the role of food and nutrition and also positions the dining experience as a mediator for residents’ quality of life.

In 2022, ToyBox Education Project sought to empower families to grow literacy, numeracy, and wellness starting at home. Based in Winnipeg, Canada, ToyBox Education Project provided an opportunity for students at the undergraduate and graduate level to complete several strategic assessments of a social enterprise within a post-secondary institution. The Faculty of Education at the University of Winnipeg had developed a number of tools to assist caregivers of children between ages two and eight to support their academic (i.e., literacy and numeracy) and social (i.e., wellness) development. The faculty received operational and research funding for three years. However, ToyBox Education Project had to find a financial model for long-term sustainability as well as develop its own capabilities to deliver its products and services.

The bindi brand Pearl Eyeflax was marketed by micro organization Payal Novelty Private Limited (PNPL), based in Bhubaneshwar, India. A bindi had rich traditional importance and was historically a critical part of the attire worn by women in India. However, over time the bindi had evolved to become more of a fashion accessory. With the rise of fusion fashion and growing international popularity of the bindi as a fashion accessory, the director of PNPL had to consider how best to showcase the bindi and devise possible branding and segmentation strategies to help the company reach an ambitious sales target of ₹25 million by 2023. What new segments and positioning strategies could PNPL focus on? What kind of branding strategies would spur growth? And should PNPL position the bindi as a cultural product or a fashion accessory?

In the throes of a global pandemic, on May 3, 2021, Exide Industries Limited (EIL) faced a critical juncture. The managing director (MD) and chief executive officer (CEO) convened the executive committee in Kolkata, India, to grapple with the choice between human capital and robotic process automation, specifically in the realm of accounts payable (AP) processes. Balancing tangible benefits and intangible costs, the executives debated the impact on employee morale and company culture. Amidst the complexities, the MD and CEO aimed to chart a course that harmonized innovation with tradition, ensuring automation fortified rather than undermined EIL’s core strengths. Focused on the vital AP processes, the senior vice president (SVP) of corporate accounts and the IT team initiated an exploration, recognizing the need to navigate a delicate equilibrium between human insight and technological advancement. The narrative unfolds in a bustling city, against the backdrop of a pandemic-altered economic landscape, as EIL seeks a path forward that preserves its unique human capital while embracing the transformative potential of automation.

This case follows the situation arising from the unprecedented circumstances of COVID-19, which forced the Eastern Mindfulness company to transition the business from physical to virtual interactions. Mr. Alok Taunk had successfully started Eastern Mindfulness, which offered interactive and engaging seminars, online courses, and mobile applications (MindFeed) that addressed holistic wellness, performance, and self-development. However, because of the unprecedented circumstances of COVID-19, Mr. Taunk had to cancel all his bookings and return to the clients any advances.

Makoye Safaris, a jungle safari tour company based in Tanzania founded by Vicent Makoye, offered fully guided, safe, and environmentally friendly tours largely to international tourists. The tours were private, custom designed, and flexible and included airport pick-up and drop-off, accommodation, transportation, and three meals daily. Makoye wanted the company to grow and acquire a larger market share. However, in 2020, the COVID-19 pandemic spread worldwide, and Tanzania’s tourism sector went into a downturn. Although the number of tourists started to increase in 2021, Makoye Safaris needed a good marketing plan to achieve its target of doubling the number of international tourists it served by 2025.

Breadfast is an online grocery delivery retailer founded by Mostafa Amin, Muhammad Habib, and Abdallah Nofal in Egypt in 2017. The three co-founders are now contemplating international expansion into new markets to further grow their revenues and diversify geographically. They have decided to investigate expanding into nearby Tunisia and the Kingdom of Saudi Arabia (KSA). Therefore, they must examine the macroeconomic environment and the food and beverage industry in those two countries to determine if the conditions are favourable to ensure a successful international expansion. In addition to identifying the criteria of attractiveness for each country, the co-founders must select the most appropriate market entry strategy. The online grocery retail market in Tunisia and KSA has been growing as a result of evolving consumer preferences and the COVID-19 pandemic. Both countries have favourable and unfavourable factors. Given the risks and trade-offs in each country, Breadfast must determine which market to enter and which mode of entry will increase its the chance of success.

When the new chief executive officer joined MX Player, the video streaming business in India was undergoing a content boom and witnessing many changes due to shifting media consumption patterns and the penetration and exponential growth of Western video streaming platforms such as Netflix and Amazon Prime Video. The structure of the Indian video-streaming content and consumer market was changing, with global streaming platforms inadvertently segmenting Indian consumers according to which platforms they could afford. Western streaming platforms had thus led to a category of aspirational consumers who desired distinct content but were not yet willing or able to pay for it. MX Player provided a solution to this audience by offering high-quality compressed video content for free. But could it address the needs of a growing number of digital customers and still be successful amidst the formidable competition in the OTT market?

In 2008, Goldwind bought 70 per cent of Vensys’ shares through its German subsidiary to obtain a range of strategic assets, including a professional research and development team and associated design capabilities, intellectual property rights of permanent magnet direct drive (PMDD) technology, and corresponding wind turbine designs. Over the years, the post-merger integration (PMI) process of an emerging market multinational enterprise (EMNE) and a developed country multinational enterprise (DMNE) saw many conflicts. By the end of 2021, the general manager of Goldwind Germany needed to strengthen the integration process between the two companies to facilitate its growth in Europe and elsewhere.

Tony Rao, co-founder and director of Thorne Valley Meats (Thorne Valley), must decide whether to continue working with the family-run butcher shop that has been producing his high-quality grass-fed beef jerky, or to move to a new, but untested, facility. The butcher shop has been working with Thorne Valley for years and has produced jerky that is satisfactory, but recently it has been struggling to manage its own growth, employee turnover, and pandemic restrictions. These outside forces are causing a sharp decline in the quality of Thorne Valley’s jerky. The butcher shop has asked Rao if he would be willing to purchase a new piece of equipment on its behalf to help resolve the quality issues. The new processing plant, meanwhile, is located in a long-standing butcher shop recently acquired by entrepreneur Julie Martin. While Martin is passionate and ambitious, it is unclear how successful the new venture will be. She has no entrepreneurial experience and is looking to make significant changes to her product offering.

29Blinco, a Perth, Australia-based marketing consultancy, found early success by specializing in the energy transition sector, supporting resource and engineering companies working toward de-carbonizing industrial practices and enabling a clean energy future. Two years after its inception, annual revenues had grown fast, but 29Blinco had also become a victim of its own success: the business model and principles that differentiated its brand promise seemed to be holding it back from meeting growing demand for its services. The founders and directors at 29Blinco faced critical decisions about whether to compromise on their business model and principles. Could they service more clients and work without undermining what they had built and what they stood for?

In 2021, the Irish whiskey segment was the fastest growing whiskey segment in the United States. US-based Brown-Forman Corporation had acquired the Slane brand in 2015 after purchasing all shares in the Slane Castle Irish Whiskey company and agreeing to invest in building a new Irish whiskey distillery and visitor centre on the historic Slane Castle Estate. Slane Distillery filled its first barrel of Irish whiskey in 2018, and the company then quickly began targeting key markets in Europe and North America.<br><br>The challenge now for Brown-Forman in the United States was building the Slane brand from scratch. The company's brand marketing team had to first identify overarching strategies that would accelerate awareness and trial for the Slane Irish Whiskey brand in the United States. Key goals included determining a point of differentiation for the Slane Irish Whiskey brand among the alternatives, and fostering a connection between the Slane Irish Whiskey brand and the North American consumer.