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A Speed Race: Benelli and QJ Compete in the International Motorbike Arena
Francesca Spigarelli; Ilan Alon; William WeiCase IVEY-9B09M097-EEntrepreneurship, Marketing, StrategyIn 2005, the Qianjiang Group (QJ), a large-scale Chinese state-owned group, acquired the Italian company Benelli to expand its business in Western markets beyond Italy. Benelli's brand advantage was intended to provide the core competency for QJ to compete in the global motorbike markets; in addition, Benelli's capabilities and know-how in motorbike and scooter engineering also helped QJ complete its product portfolio. After a successful start, t...Starting at €8.20
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Channel Change at the BIG PASTURE in Inner Mongolia
Xiaokui Huang; Miao Cui; Liqin Zhang; Ke WangCase IVEY-9B15A036-EMarketing, StrategyBIG PASTURE Animal Husbandry Company (Group) Co., Ltd. (BIG PASTURE) had achieved great success after nearly 10 years of development. It had started as a ready-to-eat food processing factory that supplied individually owned stores and franchises with self-produced food. Since then, its product line was extended to include fresh and processed beef and mutton. At the same time, BIG PASTURE undertook a major shift from company-operated stores to com...Starting at €8.20
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Zheng Shan Tea Company: Growing the Home Market
Baoheng Wang; Kersi Antia; Vivek AstvanshCase IVEY-9B16A013-EMarketing, StrategyIn 2014, Zheng Shan Tea Company, a Chinese tea producer and exporter, noticed an increase in the consumption of black tea, particularly among mainstream, middle-class consumers in China. The company wondered how it could increase its sales and leverage the growing popularity of black tea. The company’s brand director recognized the potential opportunities, but realized that she had two significant challenges. First, because the company had histor...Starting at €8.20
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Marks and Spencer Enters China
Jane Menzies; Ilan Alon; Jennifer DugoshCase IVEY-9B12A036-EMarketing, StrategyMarks and Spencer (M&S) had first ventured into international markets 70 years ago. By 2012, M&S had 337 stores in 41 countries. Although M&S saw itself as a U.K. retailer that exported its products, the company had been attempting to reduce its dependency on the U.K. economic cycle. Its goal was to increase international sales from £800 million to £1.0 billion by 2013/14. By 2020, M&S wanted to be an international, multi-channel retailer. When t...Starting at €8.20
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Sony PS4: Winning the Gaming War
Dante Pirouz; Vibusaran VimalathasanCase IVEY-9B14A048-EMarketing, StrategySony has become one of the most successful innovators of technology. Recently, however, the company’s significant setbacks have led analysts and investors to question its long-term viability. Sony’s PlayStation 4 was launched in the North American market in 2013, to be followed by releases in the United Kingdom and Japan. After experiencing high sales and profits from the PlayStation 4’s two precursors, Sony anticipates the new release will also ...Starting at €8.20
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Beijing Xiaomi Technology Co.: Growth Via Online Channels
Miao Cui; Yanhong Guo; Feixiang Peng; Jilong Wang; Liang Wang; Tianyue YangCase IVEY-9B14A074-EMarketing, StrategyBeijing Xiaomi Technology Co. Ltd. (Xiaomi) had grown into the third-largest cell phone brand in China and the sixth-largest in the world. The company solely deployed online channels, which contributed to its success. In the initial stage, Xiaomi depended on its own online channel to interact with consumers to develop user-friendly products and sell products. Three years after its inception, the company successfully established its flagship store...Starting at €8.20
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Nestlé KITKAT in Japan (D): A Trajectory For Future Growth
Philip SugaiCase IVEY-9B17A040-EEntrepreneurship, Marketing, StrategySupplement for product 9B17A037. It was 2017 and the KITKAT brand in Japan was at a critical juncture. The KITKAT marketing leaders sat down for a special meeting to review how Nestlé Japan had been able to create meaning and value for their brand. However, as they began to discuss their options for future growth, they faced difficult decisions: Should they look to export the flavor variations that had become such big hits in Japan to overseas ma...Starting at €5.74
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GENICON: A Surgical Strike into Emerging Markets
Allen H. Kupetz; Adam P. Tindall; Gary HaberlandCase IVEY-9B10M041-EEntrepreneurship, Marketing, StrategyA critical question facing a company's ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. ...Starting at €8.20
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Naked Retreats: Evolution of a Brand
Huimin Tan; Xin (Shane) Wang; Fang Wan; Daiwei WuCase IVEY-9B18A059-EEntrepreneurship, Marketing, StrategyNaked Retreats, a hotel management company that adhered to a localized brand positioning strategy, made its debut in the Chinese hotel market in 2007. To allow customers to experience the restorative effects of closeness to nature, it launched Naked Stables, the first resort in China to have obtained a Leadership in Environmental Energy Design (LEED) Platinum certification. The founder of Naked Retreats, Grant Horsfield, was a South African who f...Starting at €8.20
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Innovating Tradition at Hosoo
Philip SugaiCase IVEY-9B18A058-EEntrepreneurship, Marketing, StrategyHosoo was a kimono and textile company, established in 1688 as a traditional Nishijin weaving company. The 11th generation president of the company, Masao Hosoo, had transformed the business from a producer of premium kimono fabrics and kimonos for the luxury market in Japan to a globally respected textile producer for some of the world’s top brands. A great deal of the company’s success in the global market could be attributed to the master craf...Starting at €8.20