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Kaya Skin Clinic: Creating a Sustainable Competitive Advantage with Customers
Kareem Abdul Waheed; Vimi JhamCase IVEY-9B17A022-EMarketing, StrategyKaya Skin Clinic (Kaya) was started in India in 2002. It expanded its operations to the Middle East in 2003. The company’s value proposition was to provide medical advice from a dermatologist, which formed the basis for product and service recommendations that would dramatically improve customers’ skin. The company had worked hard to position the Kaya brand through defined e-marketing and customer relationship management strategies; however, in 2...Starting at €8.20
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Uber Elevate: The Case For Flying Cars
Ethan Pancer; Kyle Gulliver; Morris MacLeodCase IVEY-9B18A017-EEntrepreneurship, Marketing, StrategyIn 2017, Uber, a ride-hailing application that was recognized as the world's most valuable start-up, was considering launching the world's first “urban air transport” service—Uber Elevate. Uber's chief product officer needed to convince the new chief executive officer and the board that electric Vertical Take-Off and Landing vehicles were the future of Uber, and to articulate a strategy to launch the service. But was it the right time to proceed ...Starting at €8.20
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Wolters Brewery (B): Traditions for the Future
Klaus MeyerCase IVEY-9B12M010-EEntrepreneurship, Marketing, StrategyThis case is a supplement to Wolters Brewery (A): Negotiating Restructuring. It gives a debriefing of the (A) case. It is also an independent case on small- and medium-sized enterprises facing issues of local brand marketing in an industry increasingly dominated by global players, and of developing exports from scratch.Starting at €5.74
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True Fruits: A Juiced-Up Internationalization Strategy
Marc Fetscherin; Patrick SellCase IVEY-9B17A058-EEntrepreneurship, Marketing, StrategyIn 2017, True Fruits, a German smoothie company, was operating in three European markets. The company had developed flash pasteurization, which was an efficient and gentle production process that made their product one of the highest quality smoothies in the world. The company successfully exported its product to premium Austrian and Swiss supermarkets, and was planning further expansion within Europe. True Fruits had strong brand loyalty, and a ...Starting at €8.20
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Brand Israel: Marketing in Crisis
Ilan Alon; Rommey Hassman; Meredith Lohwasser; Jennifer DugoshCase IVEY-9B13A016-EMarketing, StrategyIsrael had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, H...Starting at €8.20
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Israeli Wines in China: Reaching for New Heights
Ilan Alon; Jennifer Dugosh; Meredith LohwasserCase IVEY-9B14M006-EEntrepreneurship, Marketing, StrategyIn 2012, Golan Heights Wines wanted to take advantage of the Chinese market. In recent years, China had demonstrated incredible growth in the wine market. Consumers’ growing interest in wine products had made wineries and vineyards like Golan Heights hungry for entry. The CEO of Golan Heights Winery had gone to China with her products in 2009. She had chosen distributorships as the mode of entry because of their expertise and experience in the Ch...Starting at €8.20
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Wolters Brewery (A): Negotiating Restructuring
Klaus MeyerCase IVEY-9B12M009-EEntrepreneurship, Marketing, StrategyPart (A) of this case series presents the situation of a multinational brewer, InBev, having acquired several breweries in Germany, and wishing to proceed with operational integration and the closure of smaller, less efficient plants. This move triggers resistance not only from the local workforce, but the local community. For InBev, this is a case of corporate restructuring and strategy implementation. Yet for a group of local entrepreneurs, thi...Starting at €8.20
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LIDL: A German Grocer in the United States
Lubna Nafees; Neel Das; Mokhalles MehdiCase IVEY-9B19A007-EMarketing, StrategyIn 2017, the German grocery chain Lidl Stiftung & Co. KG (Lidl) opened its first 20 U.S. stores in the southern states of Virginia, North Carolina, and South Carolina. Key target segments of Lidl were budget-conscious customers, middle-class families with children, and elderly customers on a fixed income. Lidl offered lower prices than its competitors and quickly gained a strong advantage in the marketplace. Despite high early consumer demand, ho...Starting at €8.20
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Otago Museum
Ralph W. Adler; Jing SongCase IVEY-9B10B007-EAccounting and Control, Leadership and People Management, Marketing, StrategyIn existence since 1868, the non-profit Otago Museum in New Zealand had undergone several changes and expansions during its history and was regarded as curator of a broad-based collection of Maori and South Pacific artifacts. In January 2010, the Otago Museum's chief financial officer (CFO) was instructed by the museum's chief executive officer (CEO) to create a balanced scorecard (BSC) for the museum. The current CEO had brought a sense of custo...Starting at €8.20
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Employer branding en Siemens: ¿quién lidera la marca (A)
Oliver, Xavier; Sastre Boquet, IsaacCase M-1368Innovation and Change, Leadership and People Management, MarketingEn 2015, Siemens se enfrentaba a una crisis de reclutamiento. En un momento en que la digitalización y la ciencia de datos eran claves para la ingeniería, se vio compitiendo con empresas como Google, Apple o Microsoft, mucho más atractivas para trabajar. De hecho, una encuesta de la propia compañía reveló que casi todos sus grupos de interés la veían como una empresa anticuada, poco atractiva y conservadora, una imagen que no reflejaba el trabajo...Starting at €8.20