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Managing Consumer Touchpoints at Nissan Japan
Teixeira, Thales S.; Sato, Nobuo; Kanno, AkikoCase HBS-516035-EMarketingIn 2015, Nissan was third place in the Japanese auto market, behind Toyota and Honda. The challenge of increasing market share was that 80% of car shoppers who were non-Nissan owners did not consider Nissan during their purchase process. This process involved three main consumer touchpoints: mass media advertising, internet auto websites and the physical dealerships. In the last 5 years, the importance of the dealers in influencing car sales had ...Starting at €8.20
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Kameda Seika: Cracking the US Market
Ofek, Elie; Sato, Nobuo; Kanno, AkikoCase HBS-517095-EMarketingIn spring 2016, Kameda's CEO, Michiyasu Tanaka, is facing difficult questions from board members over the lackluster performance of the company's US subsidiary. Kameda was the leading player in the Japanese rice cracker market and was looking to expand overseas to achieve growth, with the vision of becoming a global food company. Starting in 2008, it had tried to market its best-selling product in Japan, Kakinotane, as well as other types of rice...Starting at €8.20
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Shiseido: Reinvesting in Brand
Avery, Jill; Sato, NobuoCase HBS-519026-EMarketingShiseido was in the midst of a six year corporate turnaround, trying to reverse the effects of decades of under-investment in R&D and marketing which had led to a cycle of declining customer support and brand value. Would the CEO's VISION 2020 plan, centered on four strategies: 1.) increasing R&D spending from 1.8% to 3% of sales, 2.) investing an incremental 120 billion in brand-building marketing, 3.) moving to a "think global-act local" matr...Starting at €8.20