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John Keells Hotels in Sri Lanka: Building Brand Architecture
Ashita Aggarwal; Sulakshana "Lulu" Raghavan; Ruchi GunewardeneCase IVEY-9B19A028-EMarketing, StrategyIn the summer of 2012, the president of the leisure sector of John Keells Hotels needed to discuss marketing strategies with his senior management team. The company was a well-known brand that operated Cinnamon Hotels and Resorts and Chaaya Hotels and ResStarting at €8.20
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I-Star: Expanding in North America
William Wei; Xiaohua Yang; Roger Chen; Kimberley Howard; Stanley KwongCase IVEY-9B12M041-EInformation Technologies, Marketing, StrategyThe president of I-Star America, Inc. and vice-president of I-Star Corporation reflected on the success of I-Star in the Chinese and Japanese IT markets and the challenges of increasing market share in North America, one of the largest markets in the world. I-Star was expected to grow about 30 per cent in the next few years, and the president considered whether the strategy used in Japan could be applied to North America.Many Chinese firms that e...Starting at €8.20
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Joysun at the Crossroads
William Wei; Ali Taleb; Vicky NieCase IVEY-9B13M061-EStrategyJoysun was established as a state-owned enterprise in the Shanghai Waigaoqiao Free Trade Zone in China in 1995. Thanks to the effective leadership of its general manager and to the monopolistic nature of the Chinese import and export industry in the mid-1990s, the company had grown rapidly from a shop with five employees in its early days to a major player in the logistics industry by the end of 2012. However, Joysun’s journey had been rocky due ...Starting at €8.20
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Branding BY-HEALTH: The Value of Transparency
Denghua Yuan; William Wei; Matthew MardresCase IVEY-9B17M126-EStrategyBY-HEALTH Co., Ltd. (BY-HEALTH), a Chinese dietary supplement company founded in 1995, had a first-mover advantage as a contemporary health supplement provider in Mainland China. It had successfully utilized this advantage to conquer a significant portion of the market. However, by early 2017, maintaining this leadership position in the market had become increasingly difficult, largely due to deteriorating public perception of consumables origina...Starting at €8.20
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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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Mahindra Rise: A Brand Architecture Decision
Ashita Aggarwal; Sulakshana "Lulu" RaghavanCase IVEY-9B14A077-EMarketing, StrategyIn 2009, the Mahindra Group, a US$16.3 billion multinational corporation based in Mumbai, India, had introduced a new positioning called “Rise” to provide meaning to its brand and help unite its various businesses under a common umbrella. Successful integration and implementation of the new positioning required the company to re-examine its brand architecture, which was currently a complex, inside?out arrangement that resulted in a diffused image...Starting at €8.20
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Seijing Motor Corporation: Reposition or Extend the Pickup Brand
Ashita Aggarwal; Shriram Iyer; Projesh KarCase IVEY-9B18A012-EMarketingIn 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 ...Starting at €8.20
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Evoe Spring Spa: A Positioning Dilemma
Ashita Aggarwal; Renuka Kamath; Sunil RaoCase IVEY-9B13A051-EEntrepreneurship, Marketing, StrategyThe co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-fou...Starting at €8.20
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Bauing Construction Holding Group Co. Ltd: Going Global
Denghua Yuan; Qian (Claire) Deng; William WeiCase IVEY-9B18M187-EStrategyIn 2014, Shenzhen Bauing Construction Holding Group Co. Ltd. (Bauing Group) decided to expand internationally, and successfully established subsidiary companies in several Southeast Asian countries. Based on this success in Southeast Asia, Bauing Group deStarting at €8.20
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China Railway Construction Corporation: Attaining Globalization via High-Speed Rail
Hongxing Cao; Yuanfang Lin; William WeiCase IVEY-9B18M149-EStrategyDespite fast advancements in technology and production capacity, China Railway Construction Corporation (CRCC) faced a variety of challenges and risks on its path to build profitability in the global high-speed rail (HSR) market. Some of these challenges came from nations with competing HSR technology and international expansion plans, while others were related to the country of origin and its effects on perceptions about the product and brand po...Starting at €8.20