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Marketing

by Publication Date
published: 29 Oct 2018

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Abstract:
For over 60 years, Bluebell, a major actor in the luxury B2B ecosystem, has been helping Western luxury brands such as Louis Vuitton, Davidoff, Moschino, Manolo Blahnik or Jimmy Choo enter key Asian markets. However, the luxury industry is experiencing digital disruption and increased competition fuelled by the rise of online e-commerce and international travel, along with increasingly connected consumers. While Bluebell’s role as a link between the brand and the local consumer is still vital, it needs to alter its business model to remain in the game. Its adaptability has been the reason for its success so far, but to add value in the future it needs to evolve from a predominantly transactional role centred around distribution to one with greater connectedness, integrating new channels such as social commerce, and anticipating evolving customer tastes.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case discusses the transformation of B2B intermediaries operating in the luxury, fashion and premium goods industry in response to novel challenges brought by digital gamechangers that have enabled brands to directly reach end-consumers (cutting out the middleman), put power in the consumer’s hands, reduce prices, and increase the number of brands while shortening their lifespan. In a sector characterized by (a) an increasing reliance on digital tools – both as ways to talk about and buy luxury products, and (b) emerging marketplaces (more brands, more tiers, more status products), the case articulates the threats and opportunities associated with these game-changers and the issues Bluebell must address to deliver long-term value to its partners, notably: • How digital disruption challenges B2B ecosystems and traditional business models • How incumbent B2B players respond to and integrate digital game-changers and re-legitimise themselves by redefining where and how they add value • How digital channels redefine the role of curator and require stakeholders to acquire new skills and develop digital capabilities • How to design a digital transformation (where to start and how to prioritize) • The role of digital disruption in shifting the dynamics between brands, retailers and consumers in B2C markets • The evolving role of B2B players between brands and consumers in luxury markets • How luxury brands implement successful strategies to attract the Asian consumer (today and tomorrow)

Keywords:
Luxury, Digital Disruption, Social Media, S-Commerce, Omni-Channel, Marketing, Distributor, Digital Transformation, Brands

published: 31 Aug 2018

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Abstract:
Serial social entrepreneur Andreas Souvaliotis is looking at new ways to achieve his lifelong mission: to improve the health and wellness of his Canadian compatriots. His previous venture, Green Rewards, demonstrated the power of loyalty rewards to promote environmentally-conscious purchases. Andreas is now looking to impact non-commercial habits like walking more, eating less, as well as education. The health and wellness market is growing but hyper competitive, with more than 150,000 apps available on Google Play or on the App Store. B2B or B2C? Fitness, nutrition or mindfulness? Fee, freemium or free? Stand-alone or in collaboration? These are the key questions students must address to help Andreas and his team achieve their goal - and make a profit.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This decision-oriented case examines the health and wellness market and, more generally, the topic of behavior modification. Thanks to close collaboration with Carrot Insight, detailed information about what the team did and why, as well as their future plans, is provided through video interviews available on the case website and in the teaching note.

Keywords:
Food, Marketing, Nutrition, Health, Exercising, Fitness, Loyalty, Government, Incentive, Responsibility, Mobile Commerce, Habits, Branding, Regulation

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Abstract:
The case focuses on AccorHotels’ ambitious digital transformation, aiming to put the customer back at the center of its strategy and operations. Responding to a powerful wave of digital disruptions in the hospitality ecosystem, from the emergence of review websites, online travel agents and active forums to the rise of new competitors such as Airbnb, the transformation entailed: (1) designing and implementing an innovative content marketing strategy (including online content creation or co-creation, curation and dissemination) (2) incorporating e-reputation as a core business objective, and (3) creating and/or adapting organizational structures – from management to operations – to support this new dynamic and maximize value creation. The case starts in Fall 2015, when Olivier Arnoux, SVP Customer Satisfaction at AccorHotels, and his team, are asked to devise an ambitious plan to address the new challenges facing major players in the hotel industry brought about by digital disruptions. It follows the decision-making process step by step, from (1) understanding the nature and impact of online content in the customer journey, to (2) building a strategic plan to integrate online insights into AccorHotels’ core business objectives (in particular the importance of e-reputation), (3) redefining where and how value is created, and creating incentive structures aligned with the new objectives. Participants have multiple opportunities to put themselves in the shoes of the protagonists so as to understand the logic behind the decisions taken. What is novel is the systematic articulation of how digital and social media impact the customer journey, as well as the integration of online content into marketing strategy (i.e., content marketing) and organizational design (i.e., team structure, incentive system), underlining how embracing the digital revolution entails breaking traditional silos between functions such as marketing, strategy, finance and human resources. Detailed information on the consumer, the ecosystem, the firm, marketing and financial indicators is provided. Teaching notes and accompanying PowerPoint presentations suggest appropriate classroom exercises and include supplemental material and databases for group exercises. Videos provide insight on what drove the digital transformation and vividly illustrate its implementation and initial impressive results. They include interviews with Emilie Couton (Vice President Digital Marketing Asia Pacific), a video-recorded session of Olivier Arnoux on the digital transformation at AccorHotels, as well as examples of content created or co-created by AccorHotels. Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case offers a forum to discuss what it means for a company to engage its digital transformation in order to foster customer-centricity. A discussion of the nature and role of online content in shifting consumer behavior in the hoteling industry serves as a basis to explore how companies can create value at different points of the customer journey and what these steps entail. The case also touches on a variety of important strategic, organizational and operational decisions that the company must undertake to fully leverage online content and can be used to address the following broad questions (Specific questions are available in the teaching note): 1) How does online content stemming from digital and social media create value in the hoteling industry? 2) How can a company actively manage online content and implement a content strategy? and 3) What aspects of its organizational design a company need to remodel in order to maximize value creation through digital and social media.

Keywords:
Digital Transformation, Content Marketing, Customer Centricity, Hoteling & Tourism, Social Media Marketing, Customer Journey, Consumer Experiences, Digital Disruptions E-Reputation, Reputation Management, Accorhotels Booking Airbnb, Tripadvisor, Online Reviews, Social Media Listening, Digital Organizational Integration, Corporate Governance, Value Creation, Strategy and Implementation

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published: 25 Jun 2018

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Abstract:
When 3G Capital bought Burger King from TPG, Bain Capital and Goldman in 2010, the fastfood chain was losing momentum. By 2014, the business was back in growth mode but the Burger King brand was still lacking lustre and it was unclear if the celebrity-heavy ad campaign would work. Could new CEO Daniel Schwartz and his team make the brand cool again - on the cheap? Drawing on data from a brand audit, the challenge is to (i) define the brand’s identity and choose among five positioning ideas; (ii) allocate expenses between television, digital and PR, and brand and restaurant redesign. For the digital and PR components, for example, students have to evaluate eight mock-ups created by Burger King’s agency, and come up with their own ideas for Burger King to evaluate.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This decision-oriented case touches on key aspects of brand marketing for quick-service restaurants, a category at the intersection of consumer goods and retailing. Instructors have access to uniquely detailed information about process, actions and outcomes in a 29-page teaching note, 20 exclusive video interviews with the management team, a comprehensive slide deck, as well as high-resolution ads and video footage explaining the success of Burger King’s award-winning campaigns (“Whopper Freakout”, “Proud Whopper”, “The McWhopper Proposal”, and “Google Home of the Whopper”), which won it “Creative Marketer of 2017” , multiplied the value of the brand by 3.7 since its acquisition, and accelerated the company’s growth. Suitable for undergraduates, graduates, and seasoned executives, the case will fit into an introductory course in marketing management as well as specialized courses in marketing strategy, brand management, consumer behavior, digital marketing, or retailing. It can also be taught in a business strategy course on the impact of private equity ownership, or a finance/accounting course on the implementation of zero-based budgeting. For a single session, we suggest instructors make brand positioning an additional pre-discussion reading and focus class discussion on TV advertising, social media, and PR. For a double session, add the brand identity decoding and the positioning decision. With more sessions, the instructor can address design and restaurant image, or dive deeper into each aspect covered.

Keywords:
Marketing, Food, Advertising, Branding, Digital, Design, Packaging, Social Media, Public Relations, Health, Private Equity, Zero-Based Budgeting

published: 06 Jun 2018

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Abstract:
Chocolate candy marketers like Mars, Nestlé, Hershey and Ferrero are under pressure to respond to the stricter nutritional targets set by governments, changing consumer tastes, and competition from healthier brands like Kind or Cliff. Should traditional chocolate makers reformulate their products with less sugar content (and if so, should they announce it)? Should they reduce portion or package sizes (and if so, should they reduce prices)? More generally, is obesity their responsibility? Is collaboration with competitors, researchers and advocacy groups the solution? How can they grow their business without contributing to the obesity epidemic?
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case examines whether food marketing can be a force for good in helping to align business with consumer health and pleasure. It addresses key issues such as how to manage food claims (and perceptions) and downsizing in a category disrupted by start-ups like Kind. A comprehensive teaching note and detailed PowerPoint presentation divulge the latest research findings in this domain – e.g., on the causes and consequences of obesity, health halos, perceptions of portion size, and ‘epicurean nudging’ (or how focusing on pleasure, not health, can make people happier to spend more on food yet eat less).

Keywords:
Food, Marketing, Nutrition, Health, Packaging, Portion Size, Chocolate, Innovation, Retailing, Responsibility, Sustainability, Ethics, Branding, Regulation

Prizes won:
- Third Prize in the Corporate Sustainability track of oikos Case Writing Competition 2018

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

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published: 04 May 2018

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Abstract:
The case describes how Spanish entrepreneurs Daniel González de Vega and Javier Arroyo founded Smartick with the aim of tackling the poor level of math education in their native Spain. Smartick is a self-financed enterprise that combines social impact with profitability. The two entrepreneurs are up against stiff competition, notably from the education giant Khan Academy, who not only has major financial backing but also offers its service free of charge. After two years of developing and testing a mix of the leading offline methods and state-of-the-art web-based technologies, Smartick is ready to make a big push into the after-school math learning space. Javier and Daniel are mulling over three options for their long-term marketing strategy. They are looking to segment the market and find the right segment to implement the strong brand positioning necessary to impact Spain’s math education culture and society. The three options are to focus on B2B through schools, a combination of B2B and B2C, and a B2C-only approach. They must also decide on a pricing model and a communication strategy.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
After the case discussion, students should be able to: - understand the value of a differentiated product, even in the presence of a popular free alternative, - apply a segmentation-targeting-positioning approach to online education specifically, and to any other market or category, - recommend a pricing strategy to match the overall strategy of the company.

Keywords:
Edtech, Online Education, Branding, Marketing, Social Impact, Pricing Models, E-Learning, Entrepreneurship, Segmentation, Targeting, Brand Positioning, Software-As-Service, Brand Identity, Customer Centricity

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published: 04 May 2018

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

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published: 26 Mar 2018

  • Topic: Marketing
  • Industry: Wholesale-Beer, Wine & Distilled Alcoholic Beverages
  • Region: Europe

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Abstract:
The case goes back in time to the ‘golden age’ of Absolut when contemporary artists like Andy Warhol and Keith Haring painted the unusual bottle to the amazement of the global arts community. The nearly accidental collaboration with artists in the glorious years turned the brand into a must-have aspirational drink to be consumed at chic bars and art fairs. Based on the vivid recollections of Vadim Grigorian (INSEAD MBA ‘00J), the case uncovers the awakening of new paradigm, the brand as acultural agent of contemporary art in consumer society. In his retelling of these events, hitherto unknown, the marketing executive recaptures the essence of Absolut during its hey day from the mid-1980s to 2011 in an exquisitely told and unusual account of cultural engagement.

Pedagogical Objectives:
The case can be used by instructors teaching specialized courses in marketing and communication, and marketing research. By focusing on the engagement of Absolut with contemporary art and culture, the case prompts discussion of the role of brands as cultural agents. It draws students into a discovery process, tracing the relationship that Absolut, acquired by the global drinks conglomerate Pernod-Ricard in 2008, developed with young artists, fashion photographers, musicians, and even designers of art bars and cocktail recipes. It can start a conversation about the future of cultural engagement strategies that many brands have embarked on, for example, when a brand needs to move on from a wildly successful personality to a more nuanced image that appeals to a broader customer base. The short case is a page-turner that will satisfy a broad range of intellectual interests.

Keywords:
Absolut, Keith Haring, Vadim Grigorian, Documenta, Venice Biennale, Michel Roux, Spirits, Andy Warhol, Pernod-Ricard, Arts and Culture, Tbwa, Grey Goose, Grey Goose, Bottle

published: 26 Mar 2018

  • Topic: Marketing
  • Industry: Motor vehicles and passenger car bodies
  • Region: Global

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Abstract:
The case looks at the enormous disruption affecting the entire automotive industry through the eyes of a recently hired CRM expert at the British premium car maker Jaguar Land Rover who keeps the marketing team grounded by taking a customer-centric approach. The case provides a clear sense of purpose about the typical customer journey and the touchpoints where the car maker can reach out to the customer with relevant and timely information. The case reveals the way in which JLR collects data and customer intelligence during the product lifecycle in clear and easy-to-understand terms. One of the highlights of the case is the use of ethnographic research to strengthen the relationship between the target customer and the brand. The case also examines the creative use of smart-data analytics for decision making and the innovative deployment of conjoint analysis for simulating output volumes against price points.

Pedagogical Objectives:
The case is designed for marketing professors especially those who teach courses in market research. Written in plain English, the case can be understood by students who are interested in learning how one of the most innovative car makers in Europe leverages market research along every step of the customer journey. Using the case, instructors can expect a lively discussion in the classroom since the British car company in question, Jaguar Land Rover, which is owned by Tata Motors, an Indian family-owned conglomerate, appeals to a wide range of students. Instructors can also demonstrate the role of CRM solutions in being able to leverage data through smart-data analytics in the fast-changing automotive sector.

Keywords:
Jaguar, Land Rover, Porsche, Tata Motors, Ford, Crm, Jlr, Cloudcar, Data Analytics, F-Pace, I-Pace, Range Rover, Defender, Formula E

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