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Case Studies by Pierre Chandon

27 case studies

by Publication Date
published: 28 Feb 2013

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Abstract:
Unilever is a solid leader in the Brazilian detergent powder market with an 81% market share. Laercio Cardoso must decide (1) whether Unilever should divert money from its premium brands to target the lower-margin segment of low-income consumers, (2) whether Unilever can reposition or extend one of its existing brands to avoid launching a new brand, and (3) what price, product, promotion, and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing its own premium brands too heavily.
Instructors can access video interviews with the managers mentioned in the case, television commercials, and PowerPoint presentations to be used in the classroom or as handouts on the dedicated case website using the login and password mentioned in the teaching note.

Pedagogical Objectives:
This case deals with the question of whether marketing and branding create value for really poor consumers. It can therefore be used in an MBA, executive education or undergraduate core course on marketing management to illustrate the value of marketing and the marketing approach, or in a brand management course to explore the frontiers of branding. This case can also be used in a consumer behaviour course to examine the motivations and decision-making process of low-income consumers. Alternatively, it can be used in a global marketing or global strategy and management course to study the way multinational companies adapt their strategy to compete in emerging countries.

Keywords:
Media Support, Branding, Low-Income Consumers, Marketing, Poverty, New Product Introduction, Break-Even Analysis, Advertising, Pricing, Poor, Distribution, Promotion, Product, Powder, Detergent, Guimaraes, Brazil, Unilever

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published: 25 Feb 2013

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Abstract:
Parfums Cacharel, a division of L’Oréal, used to have a dominating position on the European market with both the number one and number two best-selling fragrances: Anaïs Anaïs and Loulou. At the time of the case however, sales were declining at a rate of 15 % per year and Cacharel was a fragance brand in need of a major revitalization. The task assigned to Dimitri Katsachnias, the new general manager of Cacharel, is to turn around the business. But before doing that, he needs to understand the brand.
1. Brand identity decoding • What is Cacharel’s brand identity? What are its conceptual and tangible components? Can it be summarized in less than five words? • Does the Cacharel umbrella brand itself have an identity beyond that of its sub-brands? Which sub-brands are mostly responsible for creating Cacharel’s identity?
2. Brand revitalization • What is the root source of Cacharel’s maturity crisis and how can understanding the brand’s identity help? • Should Kataschnias bring the Cacharel brand closer to where the market is now? Should he focus on meeting the desires of today's consumers or in remaining faithful to the brand’s original identity?
Students can watch the television commercials mentioned in the case on the dedicated case website. On this website, instructors can also access video interviews with the managers mentioned in the case, more recent television commercials, and PowerPoint presentations to be used in the classroom or as handouts using the login and password mentioned in the teaching note.

Pedagogical Objectives:
The primary purpose of this case is to tackle notions of brand identity (the mission of the brand and its tangible elements) The main aim of the case is to involve students in Cacharel’s marketing strategy dilemma. • Make students think more deeply about what brand identity means • How this identity might be decoded by a new brand manager? • The strategic value of the decoding of brand identity in general compared to traditional market research methods. The case discusses the value of the internal brand identity audits versus external surveys of brand image. It shows how understanding a brand’s identity can help charter the brand’s territory, guide new product launches, and help manage the creative process under lying advertising and product design. This website supports the case studies by showing the history of print and television advertisements for all Cacharel brands, which serves for the brand identity audit. The restricted area of this website supports the teaching note and contains video excerpts from an interview with Dimitri Kataschnias as well as the new advertising for the relaunch of Anaïs Anaïs and for the new fragrances of Cacharel, Nemo for men, and the hugely successful Noa for women.

Keywords:
Marketing, Advertising, Branding, Brand Management, Luxury Goods, Cosmetics, Perfumes, Brand Revitalization

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published: 20 Dec 2012

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Abstract:
Parfums Cacharel, a division of L’Oréal, used to have a dominating position on the European market with both the number one and number two best-selling fragrances: Anaïs Anaïs and Loulou. At the time of the case however, sales were declining at a rate of 15 % per year and Cacharel was a fragance brand in need of a major revitalization. The task assigned to Dimitri Katsachnias, the new general manager of Cacharel, is to turn around the business. But before doing that, he needs to understand the brand.
1. Brand identity decoding • What is Cacharel’s brand identity? What are its conceptual and tangible components? Can it be summarized in less than five words? • Does the Cacharel umbrella brand itself have an identity beyond that of its sub-brands? Which sub-brands are mostly responsible for creating Cacharel’s identity?
2. Brand revitalization • What is the root source of Cacharel’s maturity crisis and how can understanding the brand’s identity help? • Should Kataschnias bring the Cacharel brand closer to where the market is now? Should he focus on meeting the desires of today's consumers or in remaining faithful to the brand’s original identity?
Students can watch the television commercials mentioned in the case on the dedicated case website. On this website, instructors can also access video interviews with the managers mentioned in the case, more recent television commercials, and PowerPoint presentations to be used in the classroom or as handouts using the login and password mentioned in the teaching note.

Pedagogical Objectives:
The primary purpose of this case is to tackle notions of brand identity (the mission of the brand and its tangible elements) The main aim of the case is to involve students in Cacharel’s marketing strategy dilemma. • Make students think more deeply about what brand identity means • How this identity might be decoded by a new brand manager? • The strategic value of the decoding of brand identity in general compared to traditional market research methods. The case discusses the value of the internal brand identity audits versus external surveys of brand image. It shows how understanding a brand’s identity can help charter the brand’s territory, guide new product launches, and help manage the creative process under lying advertising and product design. This website supports the case studies by showing the history of print and television advertisements for all Cacharel brands, which serves for the brand identity audit. The restricted area of this website supports the teaching note and contains video excerpts from an interview with Dimitri Kataschnias as well as the new advertising for the relaunch of Anaïs Anaïs and for the new fragrances of Cacharel, Nemo for men, and the hugely successful Noa for women.

Keywords:
Marketing, Advertising, Branding, Brand Management, Luxury Goods, Cosmetics, Perfumes, Brand Revitalization

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published: 26 Nov 2012

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Abstract:
Renova, a Portuguese toilet paper manufacturer, is battling to survive in a stagnant, commoditised market dominated by international giants and private labels. To grow and remain independent, CEO Paulo Pereira da Silva is considering three options: 1) private label manufacturing, 2) new functional innovations, and 3) launching a black toilet paper. What should he do? And how should the chosen strategy be implemented?
Please visit the dedicated case website to access an introductory video and additional teaching material.

Pedagogical Objectives:
In exploring the challenges facing small players in stagnant commodised categories where international giants and private labels dominate, this case provides detailed information on consumer behaviour, competition, and the company (including the brand and previous communication campaigns). It accounts for the success of private labels and explains when it makes sense to produce for a private label. It illustrates the key role of marketing and branding, showing how Renova differentiated on hedonic and symbolic benefits in a category that was thought to be hopelessly commoditized. Renova's solution - the launch of black toilet paper - is not hinted at in the abridged version of the case, and is left for the instructor to reveal.

Keywords:
Marketing, Brand, Private Label, Luxury, Consumer Good, Blue Ocean, Innovation, Advertising, European Competitiveness Initiative, European Competitiveness, Europe, Best Practices

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published: 07 Mar 2012

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Abstract:
Renova, fabricant portugais de papier toilette, se bat pour survivre dans un marché banalisé et stagnant dominé par les géants mondiaux et les marques de distributeurs. Pour grandir et rester indépendant, le PDG Paulo Pereira da Silva envisage trois options : 1/ la fabrication pour les marques de distributeurs, 2) la recherche d’innovations fonctionnelles, et 3) le lancement d’un papier toilette noir. Que devrait-il faire ? Et comment mettre en oeuvre la stratégie choisie ? N’hésitez pas à visiter le site support du cas Renova. Vous y verrez une vidéo d’introduction et une copie d’inspection du cas.

Pedagogical Objectives:
En explorant les défis auxquels sont confrontés les petits acteurs dans les catégories banalisées stagnantes dominées par les géants mondiaux et les marques de distributeurs, le cas fournit une information détaillée sur le comportement du consommateur, la concurrence et la société (notamment la marque et les anciennes campagnes de communication). Il rend compte du succès des marques de distributeurs et explique quand produire pour une marque de distributeur a du sens. Il illustre le rôle clé du marketing et de la marque, montrant comment Renova s’est différenciée sur des avantages hédoniques et symboliques dans une catégorie que l’on pensait irrémédiablement banalisée.

Keywords:
Marketing, Marque, Marque De Distributeur, Luxe, Bien De Consommation, Blue Ocean, Innovation, Publicité, European Competitiveness, Europe, Best Practices

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published: 30 Jan 2012

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Abstract:
Renova, empresa portuguesa fabricante de papel higiénico, está luchando por la supervivencia en un mercado de productos básicos estancado y dominado por gigantes internacionales y marcas blancas. Para crecer y mantener su independencia, su director general, Paulo Pereira da Silva, está considerando tres opciones: 1) fabricar una marca blanca, 2) innovaciones funcionales nuevas, y 3) lanzar un papel higiénico negro. ¿Qué debería hacer? ¿Y cómo debería implementar la estrategia elegida? Visite el sitio web dedicado al caso para ver un vídeo de presentación y una copia del caso para su inspección.

Pedagogical Objectives:
Explorando los retos a los que se enfrentan las pequeñas empresas en categorías de productos básicos estancadas y dominadas por gigantes internacionales y marcas blancas, este caso proporciona información detallada sobre el comportamiento de los consumidores, la competencia, y la empresa (incluyendo la marca y anteriores campañas de comunicación). Analiza el éxito de las marcas blancas y explica cuándo tiene sentido producir para una marca blanca. Ilustra el papel clave del marketing y de la creación de marca, y muestra cómo Renova se diferenció utilizando beneficios hedonistas y simbólicos en una categoría desalentadora como la de productos básicos.

Keywords:
Marketing, Marca, Marca Blanca, Lujo, Bien De Consumo, Océano Azul, Innovación, Publicidad, European Competitiveness, Europe, Best Practices

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published: 29 Nov 2010

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Abstract:
A Renova, um fabricante Português de papel higiénico, luta para sobreviver num mercado em estagnação e generalizado, dominado pelos gigantes internacionais e marcas privadas. Com vista a crescer e permanecer independente, o CEO Paulo Pereira da Silva considera três opções 1) a produção de uma marca privada, 2) novas inovações funcionais e 3) o lançamento de papel higiénico preto. O que deverá ele fazer? E como a estratégia escolhida deverá ser implementada?

Pedagogical Objectives:
Explorando os desafios que os pequenos protagonistas das categorias comerciais estagnadas devem enfrentar, onde os gigantes internacionais e marcas privadas dominam, este caso fornece informações detalhadas sobre o comportamento do consumidor, a concorrência e a empresa (incluindo a marca e as campanhas de comunicação passadas). Justifica o sucesso das marcas privadas e explica quando faz sentido a produção para uma marca privada. Ilustra ainda o papel chave do marketing e branding, mostrando como a Renova se distingue em termos de benefícios hedónicos e simbólicos numa categoria considerada irremediavelmente generalizada.

Keywords:
Marketing, Bem Do Consumidor, Marca, Oceano Azul, Marca Privada, Inovação, Luxo, Publicidade, European Competitiveness, Europe, Best Practices

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published: 18 Oct 2010

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Abstract:
Renzo Rosso, the president and founder of Diesel SpA, the innovative Italian casual wear company famous for its controversial 'For Successful Living' advertising campaign, is pondering how to brand its new upscale line of clothing: StyleLab. The objectives set for StyleLab are: (1) to enter the new and attractive high casual wear market; (2) to create an aura of prestige for the core D-Diesel line; and (3) to provide Diesel's designers with the opportunity to experiment with new cuts and fabrics, which may eventually trickle down to the main D-Diesel brand.
Please visit the dedicated case website to access Diesel's television commercials and PowerPoint presentations of all case exhibits and print advertising campaigns.

Pedagogical Objectives:
The case focuses on the selection of the branding strategy for StyleLab: should it be an independent brand with no link to Diesel, a sub-brand of Diesel, or an independent brand endorsed by Diesel? It can also be used to discuss critical issues in the marketing of fashion and luxury brands. In particular, it illustrates how Diesel has managed to grow without losing its core identity. The main objectives of the case are to develop an understanding of the key issues involved in managing a portfolio of brands and to evaluate alternative branding strategies for launching a new brand using a structured approach and tools. The case also illustrates critical issues in the marketing of fashion and luxury brands, most notably brand extensions. This case has been successfully taught in an MBA course on brand management. It can also be used in a session on branding in a marketing management course. The large corpus of Diesel's controversial print and television advertisements also make the case suitable for an advertising course or the advertising module of a marketing management course. Finally, the case can also be used in a market research course to illustrate the value of experimental methods for studying the effects of branding.

Keywords:
Multimedia, Branding, Marketing, Brand Managmenet, Brand Extension, Fashion, Luxury Goods, Advertising, Logos

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published: 28 Jun 2010

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Abstract:
Renova, a Portuguese toilet paper manufacturer, is battling to survive in a stagnant, commoditised market dominated by international giants and private labels. To grow and remain independent, CEO Paulo Pereira da Silva is considering three options: 1) private label manufacturing, 2) new functional innovations, and 3) launching a black toilet paper. What should he do? And how should the chosen strategy be implemented?
Please visit the dedicated case website to access an introductory video and additional teaching material.

Pedagogical Objectives:
In exploring the challenges facing small players in stagnant commodised categories where international giants and private labels dominate, this case provides detailed information on consumer behaviour, competition, and the company (including the brand and past communication campaigns). It accounts for the success of private labels and explains when it makes sense to produce for a private label. It illustrates the key role of marketing and branding, showing how Renova differentiated on hedonic and symbolic benefits in a category that was thought to be hopelessly commoditized.

Keywords:
Marketing, Brand, Private Label, Luxury, Consumer Good, Blue Ocean, Innovation, Advertising, European Competitiveness Initiative, European Competitiveness, Europe, Best Practices, Disposable Paper

Prizes won:
- 2016 Case Centre Best-selling Case in Marketing
- 2015 Case Centre Best-selling Case in Marketing
- 2013 Case Centre Best Selling Case in Marketing
- 2012 ecch Best Selling Case in Marketing
- Overall Winner of 2012 ecch Case Awards
- 2011 ecch Best Selling Case in Marketing
- 2010 ecch Best-selling Case in Marketing

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published: 14 Jan 2010

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Abstract:
Unilever is a solid leader in the Brazilian detergent powder market with an 81% market share. Laercio Cardoso must decide (1) whether Unilever should divert money from its premium brands to target the lower-margin segment of low-income consumers, (2) whether Unilever can reposition or extend one of its existing brands to avoid launching a new brand, and (3) what price, product, promotion, and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing its own premium brands too heavily.
Instructors can access video interviews with the managers mentioned in the case, television commercials, and PowerPoint presentations to be used in the classroom or as handouts on the dedicated case website using the login and password mentioned in the teaching note.

Pedagogical Objectives:
This case deals with the question of whether marketing and branding create value for really poor consumers. It can therefore be used in an MBA, executive education or undergraduate core course on marketing management to illustrate the value of marketing and the marketing approach, or in a brand management course to explore the frontiers of branding. This case can also be used in a consumer behaviour course to examine the motivations and decision-making process of low-income consumers. Alternatively, it can be used in a global marketing or global strategy and management course to study the way multinational companies adapt their strategy to compete in emerging countries.

Keywords:
Media Support, Branding, Low-Income Consumers, Marketing, Poverty, New Product Introduction, Break-Even Analysis, Advertising, Pricing, Poor, Distribution, Promotion, Product, Powder, Detergent, Guimaraes, Brazil, Unilever

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