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Case Studies by Nicholas Rowell

6 case studies

by Publication Date
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

Related:

published: 30 Nov 2007

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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 fragrance 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

Related:

published: 28 Sep 2007

  • Topic: Strategy
  • Industry: Pharmaceutical/biotechnology
  • Region: Europe

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Abstract:
Luke Petersen, a Swiss banker, faces up to his bank's structural, cyclical and market problems in health investment. This case scrutinises the infrastructure of technology transfer, the implementation of recent projects across different organisations and strategic considerations for the role of technology transfer in the future of European health investment. It provides an up-to-date study of a successful investment fund in the rapidly changing life sciences sector. The study will benefit stakeholders interested in technology transfer, private equity, and innovation management. The case also informs the debate on broader societal issues related to technology transfer, in particular the tension between commercial interests and the public good.

Pedagogical Objectives:
- Managing technology transfer organizations - Valuation of intellectual property - Managing risk across various development stages - Selecting seed stage venture investments - Stakeholder communications

published: 28 Sep 2007

  • Topic: Responsibility
  • Industry: Healthcare Services
  • Region: Europe

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Abstract:
In 1981, David Levi opened a GP (primary care) practice in one of the poorest suburbs of Lyon. Within three years, Levi and his colleague Jean Mersault had created a health network - GT69 - whose long-term impact was felt both on professional practice and national health policy. This case describes the pioneering development of Network GT69 from its beginnings in work with individual drug addicts through to its tackling of the more complex requirements of the strategic implementation of urban health policy. The case charts the pioneering efforts of Levi and Mersault as the network systematically implements a research agenda in practice and looks to the future as the network faces up to difficult choices. Is the network going to be able to continue to develop? Will it even even survive?

Pedagogical Objectives:
Issues are: - Networked healthcare - The creation of community-based health structures - Building multi-disciplinary collaboration in health services - Social action and the role of health professionals - Evidence-based approaches to community-level health interventions - Defining and Implementing Research methodologies in practice

published: 01 Jun 2003

  • Topic: Marketing
  • Industry: Transportation
  • Region: Global

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Abstract:
This case charts the process of the souring of the Acela Express, a joint venture of Alstom and Bombardier with Amtrak, the US rail passenger service. Alstom and Bombardier won the contract to install high-speed rail service between Boston and Washington. Soon after the Acela’s launch, technical problems with the train were severe and Bombardier’s relationship with Amtrak became acrimonious. Both sides in the dispute made legal moves and they continue as of the writing of this case. The case examines the histories of the companies involved, the relationship between the respective parties and presents the technological background to the Acela Express. The goal is to highlight key points in the management of relationships for large-scale projects and to explore a number of issues in technology licensing.

Pedagogical Objectives:
The objective of the case is to focus on the following two issues that are critical in a marketing context: The Importance of a Marketing orientation (from the perspective of Bombardier). To underline the value of a marketing orientation even in Mega-Project Selling. It can be the difference between success and failure. Options for Commercializing Leading-Edge Technology (from the perspective of Alstom). How to maximize profitability from leading edge technology (in this case TGV technology).

Keywords:
Marketing Orientation, Customer Focus, Licensing, Technological Management, Mega Project Marketing, Service Management

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