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Case Studies by Haiyang Yang

5 case studies

by Publication Date
published: 28 Jun 2019

  • Topic: Marketing
  • Region: Asia

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Abstract:
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands. To do so requires a branding strategy that encompasses evolving economic, social, cultural and psychological trends in the vast emerging market, and a strategic approach to compete with the incumbents’ heritage and cachet. Titan must first identify its target customer segment(s) and develop a positioning that can accommodate a portfolio of products and sub-brands, and then devise an implementation plan for product development, advertising/promotion, pricing and distribution.

Pedagogical Objectives:
This case can be taught in a broad range of courses in undergraduate, MBA, EMBA, and executive education programmes. It fits well with courses such as Principles of Marketing, Marketing Management, Marketing Strategy, Brand Management, Branding Strategy, Emerging Markets Strategy, and other strategy-, marketing- and branding-related courses. The case can be used to illustrate: - How strategy flows from insights about customers—how economic, social and cultural changes shape customer psychology and behavior and how brand strategies should fulfil target customers’ needs. - How to craft effective brand positioning and translate this into concrete marketing mix actions. - How a new entrant can successfully compete with existing dominant players by leveraging its strengths and circumventing its weaknesses. - How domestic incumbents can effectively rival major multinationals (and vice versa. - How firms address challenges in rapidly changing emerging market contexts.

Keywords:
Branding, Perfume, Fragrance, India, Emerging Market, Marketing Strategy, Branding Strategy, Strategy, Marketing Management, Brand Management, Market Entry, Luxury, Consumer Psychology, Consumer Behaviour

published: 24 Mar 2016

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Abstract:
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time. Meanwhile, other domestic brands and foreign players are expanding rapidly, aiming to dethrone Peter England as the market leader. To sustain the brand’s dominance, the executive team has to dissect the forces shaping the market and develop a new positioning for the brand, a robust platform that can accommodate its broad portfolio of products and sub-brands. The executive team also has to develop an implementation plan for the brand positioning, entailing product development, advertising, promotions, pricing and distribution.

Pedagogical Objectives:
This case can be used in an undergraduate, MBA or executive education course on marketing, strategy, branding, consumer behavior, international business, emerging markets or other related subjects. It is designed to help students understand the key issues and challenges in creating and sustaining a successful brand in an emerging market like India. It can be used to illustrate the forces that drive market evolution and the type of strategies that empower a brand to thrive in such a fast-moving environment. It also serves to illustrate how to leverage consumer insights to inform development of strategy, how to create a robust brand positioning that can accommodate a wide portfolio of product categories and sub-brands, how to devise and implement an integrated plan that aligns different marketing elements to synergistically support a positioning, how domestic firms in emerging markets can leverage their unique advantages and overcome their weaknesses to compete with large multinational players, as well as how foreign entrants utilize their strengths to achieve success in emerging markets.

Keywords:
Strategy, Marketing, Marketing Management, Marketing Strategy, India, Emerging Markets, Branding, Brand Strategy, Brand Management, Innovation, Fashion, Apparel, Consumer Behaviour, Growth Strategy, Re-Positioning, Purpose-Driven Brand Position, Managing in a Time of Rapid Change

published: 01 Apr 2015

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Abstract:
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer. Stéphane Wilmet and Ronnie Liang, Yue Sai’s marketing director, must reconsider everything from Yue Sai’s value proposition down to its media, price, product, and distribution strategies.
Please visit the dedicated case website to to watch commercials and video interviews.

Pedagogical Objectives:
The case shows the challenges that even very successful multinational firms experience when doing business in China. Specific topics discussed include: 1. Functional vs. emotional branding. Can all brands become “passion” brands? Should they? 2. Effects of country of origin, national pride, traditions and cultural beliefs in today’s China. 3. Marketing “masstige” (affordable luxury) brands. How to leverage brand heritage while staying current and relevant in a fast-moving market.

Keywords:
Marketing, China, Branding, Advertising, Cosmetics, Luxury, Beauty

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published: 28 May 2014

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Abstract:
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer. Stéphane Wilmet and Ronnie Liang, Yue Sai’s marketing director, must reconsider everything from Yue Sai’s value proposition down to its media, price, product, and distribution strategies.
Please visit the dedicated case website to to watch commercials and video interviews.

Pedagogical Objectives:
The case shows the challenges that even very successful multinational firms experience when doing business in China. Specific topics discussed include: 1. Functional vs. emotional branding. Can all brands become “passion” brands? Should they? 2. Effects of country of origin, national pride, traditions and cultural beliefs in today’s China. 3. Marketing “masstige” (affordable luxury) brands. How to leverage brand heritage while staying current and relevant in a fast-moving market.

Keywords:
Marketing, Cosmetics, China, Luxury, Branding, Beauty, Advertising

Related:

published: 07 May 2013

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Abstract:
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer. Stéphane Wilmet and Ronnie Liang, Yue Sai’s marketing director, must reconsider everything from Yue Sai’s value proposition down to its media, price, product, and distribution strategies.
Please visit the dedicated case website to to watch commercials and video interviews.

Pedagogical Objectives:
The case shows the challenges that even very successful multinational firms experience when doing business in China. Specific topics discussed include: 1. Functional vs. emotional branding. Can all brands become “passion” brands? Should they? 2. Effects of country of origin, national pride, traditions and cultural beliefs in today’s China. 3. Marketing “masstige” (affordable luxury) brands. How to leverage brand heritage while staying current and relevant in a fast-moving market.

Keywords:
Marketing, China, Branding, Advertising, Cosmetics, Luxury, Beauty, European Competitiveness, Europe

Prizes won:
- 2016 Best Selling Cases In France
- Overall Winner of 2016 Case Awards, Case Centre
- Best marketing case of 2014 by the CCMP
- 2013 Case Centre Best Selling Case in Marketing

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