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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: 28 Jun 2019

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Abstract:
In the non-alcoholic beverage industry, barriers to entry are low as production is relatively easy. Although thousands of new drinks flood the market each year, the non-alcoholic segment provides fertile ground for innovative start-ups. In a mass-market dominated by big players, branding is key. Martin Donald Murray created waterdropR a small cube made up of natural aromas, superfood extracts and vitamins that is added to water, to provide a healthy drinking option. He builds the business on a lean budget, but knows that branding will determine the success of his innovation. Since the cubes can easily be sold online, Martin tests the brand on the Austrian market through trial and error. The fact that packaging is 100% recyclable and eliminates plastic bottles (cutting CO2 emissions dramatically) adds an environmentally-friendly dimension. The case follows Martin from the ‘lightbulb moment’ (on a flight with limited drinks options) to the point where his small team is readying to launch what he believes will be a game-changer in the non-alcoholic beverage industry: a microdrink that makes drinking water more appealing.

Pedagogical Objectives:
1) Brand identity and positioning for start-ups: How to… a) Build a strong brand identity with limited resources. b) Leverage market trends and customer intelligence as a start-up. c) Position the brand in the market compared to competitors. 2) The importance of sustainability in today’s world a) Could sustainability be a key point of differentiation in the beverage industry? b) What should a sustainable product look like? c) Should the brand positioning just focus on this aspect? 3) Digital marketing and branding: How to… a) Build a brand across channels with a small budget. b) Create content that is engaging for key target segments. c) Leverage word-of-mouth and community marketing using social media, gamification and mobile strategies. 4) Customer-centric strategies: How to… a) Challenge incumbents by leveraging agile and customer-centric strategies. b) Leverage consumer insights and research for new product ideas at low cost. c) Integrate seamless omni-channel strategies in the early stages of a start-up. 5) Entrepreneurship challenges a) Brand or product – which is more important? b) Where should start-ups invest their resources? c) What advantages (or disadvantages) do start-ups have over incumbents when entering an established industry? 6) International brand extension: a) How to grow brands internationally with limited resources b) How much ‘brand deviation’ can one afford?

Keywords:
Microdrink, Food and Beverage, Digital Disruption, Sutainability, Lean Management, Agile, Entrepreneurship, Brand Identity, Digital Marketing, Digital Branding, Customer Centricity, Health

published: 02 May 2019

  • Topic: Marketing
  • Region: Global

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Abstract:
WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the ‘gig’ economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees. It caters to freelancers and multinationals alike, all members of the ‘co-working’ community, as well as an ecosystem of likeminded entrepreneurs. The case allows discussion of customer-centricity in a B2B service context, and of how companies optimize – digitalize – the customer experiences by leveraging data. WeWork relies on analytics and artificial intelligence (AI) to mine data from its global customer base for insights and deep learning that feed into next-gen office design and usage. Customers perform a job-to-be-done analysis using a means-end ladder to understand how WeWork creates an outstanding customer experience in a competitive, commoditized market. The case offers learning about service blueprinting and customer journey mapping when designing new services and/or improving existing ones. To deliver on its customer promise WeWork integrates the key building blocks of a superior business model, for example, alliances with strategic partners secure unique resources and distinctive competences, achieving cost-effective service excellence. Discussion culminates in future growth avenues following a corporate rebranding and reorganization into three business units under the umbrella “We” brand.

Pedagogical Objectives:
Participants can reflect upon the following: . Disruption and transformation by new business models in a B2B service industry, such as shared office space . Arrive at ‘customer centricity’ by shifting from an inside-out focus (‘We rent office space’) to an outside-in perspective (i.e. ‘Space-as-a-Service’ model) . Turn a ‘data exhaust’ from the customer base into deeper insights and understand the job-to-be-done . Craft value propositions that resonate with different customer segments . Design an outstanding customer experience vs a cookie-cutter experience? (or move “from plain vanilla to wow!”) in a market threatened by commoditization and price competition . Map the critical steps of the customer journey, visualize key customer actions and use service blueprinting to design service processes in such a way that they create a memorable customer experience . Design a service business model around the customer experience to deliver on the customer promise and implement a “service factory” . Leverage acquisitions and strategic alliances to secure unique resources and distinctive competences for better business model execution . Develop the right mindset and culture in an agile, digital world . Instill and maintain an entrepreneurial service-centric startup culture in a organization growing “at warp speed” . The pros and cons of rebranding under the “We” umbrella . What are promising growth avenues for WeWork? . What insights can be applied to customer experiences in other service industries and companies?

Keywords:
Blue Ocean Strategy (bos), Business Model Innovation, Customer Centricity, Customer Experience, Service Design, Service Innovation, Servitization, Customer Insights, Job-To-Be-Done Analysis, Digital Transformation, Artificial Intelligence, Cost-Effective Service Excellence, Umbrella Branding

published: 25 Mar 2019

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Abstract:
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy. First he must unpack the type of relationships that they each have with their core customer segments, and then select approporate digital technology – from AI to big data, social media or robotics – for small, mid-size and large customers respectively. New organizational structure are needed to support the group’s digital transformation, foster agility in a fast-paced environment and and turn Air Liquide into a learning agent.

Pedagogical Objectives:
The following issues can be pursued individually or in combination: 1) How can companies create value through customer-centricity? 2) How can brands create a competitive advantage by aligning their level of digital maturity with that of their customers? 3) How do digital technologies affect the nature of relationships between B2B companies and their customers? 4) How to match digital technologies to specific customers/customer relationships and design a digital strategy to become more customer-centric 5) How large B2B organizations leverage big data to generate new customer insights and achieve a customer-centric transformation.

Keywords:
Digital Strategy, Digital Transformation, Customer Centricity, Customer Digital Maturity, Customer Relationship, Customer Intimacy, Marketing Strategy, Digital Technologies, Social Media, Gamification, Big Data, Competitive Advantage, Digital Organisation, Air Liquide, Industrial Gases

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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.

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: 21 Feb 2019

  • Topic: Marketing

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Abstract:
This case illustrates the challenges for a non-digital player adjusting to digital disruption in the travel and tourism industry. The rise and fall of Kuoni illustrates the ‘boiling frog’ syndrome – i.e., while threats to its business multiplied, there was no ‘wake up’ moment where managers made decisive changes before it was too late.
More generally, the case considers the challenges of digital disruption: leading transformation and change-management skillsets, and the mindset/culture required to embrace new technology. By identifying what Kuoni did and did not do, students understand what it takes to transform into an agile organisation by leveraging digital trends and technologies.

Pedagogical Objectives:
. Understand the growth opportunities and threats of digitalisation for industries and individual companies
. Compare the merits of the incumbent business model (exemplified by Kuoni) with that of digital disruptors (exemplified by Expedia, TripAdvisor, Booking.com, priceline.com)
. Discuss business model adaptation and strategic partnership opportunities in industries facing digital transformation (from an incumbent’s perspective)
. Analyse the factors and parties (internal and external) in Kuoni’s failure to digitalize - and implications for the students’ own industry
. Understand the importance of leadership and culture in an organization’s transformation
. Hindsight teaches us that by insisting on ‘business as usual’ we may fail to heed catalysts for change

Keywords:
Digital Disruption, Digital Transformation, Business Model Innovation, Digital Strategy, Digital Transformation Failure, Customer Centricity, Marketing Strategy, Leadership in an Agile World, Change Management, Culture Change, Ecosystems, Travel

published: 26 Nov 2018

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Abstract:
In this case study, we are analyzing how one of the biggest international telecommunications providers, Telenor, has used this weakness of financial institutions and has successfully launched the first mobile only bank in Serbia – Telenor Banka. The CEO of Telenor Banka is an INSEAD Alumni and is working with us on this case. The Case is illustrating how companies can create a successful business by enhancing traditional (marketing) strategy frameworks with innovative digital approaches and technologies in new, under-developed markets. Telenor has revolutionised the entire customer experience across the most important touchpoints by leveraging digital trends like big data analytics, artificial intelligence, augmented reality or community building through social media marketing. More specifically, the case discusses topics like digital marketing, digital disruption, customer experience strategies, customer segmentation, omni-channel strategies, and brand positioning & architecture strategies. The case also illustrates how digital practices foster business-model innovation that may not only change the competitive landscape but represent a ‘quantum leap’. Finally, the case discusses key enablers that organisations have to put in place to make a digital transformation work: the success of Telenor Bank Serbia was also driven by organisational change, leadership skills, the right vision and new management approaches like design thinking and lean management.

Pedagogical Objectives:
This case will touch upon a variety of important strategic decisions when it comes to marketing & branding in the digital world: . Marketing planning for new product & services in a digital world; . Understand digital trends that are disrupting financial services . Leverage digital trends to generate new or optimize existing products, brands, and content . Understand today's customers and their evolving needs and expectations . Understand why digital should be the default approach to customer engagement and not just a bolt-on . Understand the new rules of competition . Leveraging digital trends to optimize customer experiences; . Brand identity and positioning in a digital world. . Leveraging communities and content to build strong brands in a digital world . Understand key enablers that allow for a digital transformation . Transforming the organization itself is tougher than mastering the technology . Understand the importance of a flexible, agile and collaborative organization

Keywords:
Digital Transformation, Digital Disruption, Digital Marketing, Banking, Mobile Banking, Customer Centricity, Customer Experience, Digital Innovation, Brand Extension, Brand Dilution, Omni-Channel

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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.

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

Prizes won:
- Winner 2018 EFMD Case Writing Competition

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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.

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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