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Best Buy Inc. - Dual Branding in China (Spanish version)
Niraj Dawar; Ramasastry ChandrasekharCaso IVEY-9B09AS16Dirección estratégica, MarketingUn mes después de que Best Buy Inc. (Best Buy), el vendedor más grande de productos electrónicos de consumo en los Estados Unidos, adquirieron Five Star, el tercero vendedor más grande de electrodomésticos y los productos electrónicos de consumo en China en mayo de 2006, la administracíon de Best Buy está evaluando una opción de marca. ¿Se debe Five Star perder su identidad y se comercializa como Best Buy? ¿O mejor debería Best Buy mantener la ma...Desde 8,20 €
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Vincor: Project Twist
Niraj Dawar; Kelly Kretz; Eric SingerCaso IVEY-9B08A002-EMarketingThe alcohol cooler (refreshment) market in Canada was already crowded, but the marketing manager at Vincor believed there was still room for a new entrant, provided it was sufficiently differentiated. The case provides market research information on which the decision-maker relies to develop a product positioning. Trade-offs need to be made between various positioning options and costs. The case deals with marketing issues from the perspective of...Desde 8,20 €
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First Energy
Niraj Dawar; Ramasastry ChandrasekharCaso IVEY-9B12A001-EDirección estratégica, Iniciativa emprendedora, MarketingIn September 2011, the CEO of First Energy Private Ltd, a start-up enterprise in the alternative energy industry in India, is at a critical juncture. The company has commercialized the technology of biomass cook stoves and has been providing, since 2007, clean and affordable cooking solutions to customers in rural India. A marginal rise in the price of biomass fuel in early 2011 has, however, led to a steep fall in demand, making the continuance ...Desde 8,20 €
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Northwest Mutual Funds
Niraj Dawar; Ken MarkCaso IVEY-9B08A003-EIniciativa emprendedora, MarketingNorthwest Mutual Funds is a boutique mutual funds company that differentiates itself on a high level of customer service. The case describes how the company is considering marketing its funds directly to retail investors. Thus far, the company has marketed its fund only to the financial planners that make up the channel. The case illustrates channel issues, and helps students discuss how products must be differentiated from competitors' products ...Desde 8,20 €
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d.light design
Niraj Dawar; Ramasastry ChandrasekharCaso IVEY-9B14A023-EDirección estratégica, Iniciativa emprendedora, MarketingIn 2009, a U.S.-based social enterprise, d.light design, launched its innovative brand of solar lamp in India. Although the company has gained market share, the category as a whole is not growing. In 2014, The solar lamp market in India is complex, as a result of being both fragmented and disorganized. The company’s new head of Indian operations faces three dilemmas: How can the company scale up? How can the company improve the productivity of it...Desde 8,20 €
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Future Group — Branding Private Labels
Niraj Dawar; Ramasastry ChandrasekharCaso IVEY-9B11A004-EDirección estratégica, MarketingIndia’s largest domestic retail group, the Future Group, is pursuing a novel private-label strategy. In a country dominated by small-scale retailers, it is using its scale to launch private-label brands in several product categories. It is planning to delink these new offerings from the store brand and make them available through other retailers. Future Group hopes to derive most of its growth over the next few years from this initiative.The case...Desde 8,20 €
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KwikAxess: A New Business Model
Niraj DawarCaso IVEY-9B14M071-EDirección estratégica, Iniciativa emprendedoraA health services company is planning for an initial public offering. Its new business model is the farming of body parts to feed into the organ supply chain in developed economies to help reduce the waiting lists for organ transplants.Desde 8,20 €
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Rebranding DSM: Creating Sustainable Shared Value
Steve Muylle; Niraj DawarCaso IVEY-9B15A039-EDirección estratégica, MarketingDSM, a global life sciences, business-to-business company, is in the midst of a massive multi-year corporate rebranding exercise to incorporate the concept of creating sustainable shared value. With few precedents in this industry, the company must develop its own processes and implementation. Students are challenged to define the next steps in the rebranding, including the promotion of DSM’s sustainability positioning as its key differentiator....Desde 8,20 €
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Mind Over Marketing
Niraj DawarArtículo IVEY-9B13TF06-EMarketingBrand battles occur in every industry and in practically every product category. They consume significant managerial attention and consist of far more than marketing tactics — they are ultimately about winning customers’ cognitive resources. Brands make it easier for consumers to find the products they want and need. They also make markets more efficient by bringing buyers and sellers together at a lower cost than would otherwise be possible. In ...Desde 8,20 €
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Dabur India Ltd. - Globalization
Niraj Dawar; Ramasastry ChandrasekharCaso IVEY-9B09A017-EDirección estratégica, MarketingDabur, an Indian consumer package goods company, had established a strong brand equity in India by offering, for decades, a vast portfolio of over-the-counter products. In seeking international expansion in 1987, it first took the export route. It also followed the customer, targeting the Indian diaspora in the Middle East, Africa and the United States, already familiar with the brand. By 2006, Dabur had set up five manufacturing facilities outsi...Desde 8,20 €