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This case is mainly about the development journey of Tujia, a unicorn in China's accommodations-sharing sector, as well as the development status of the sector. On December 1, 2011, Tujia.com—China's first medium- and high-end vacation apartment booking platform—was formally launched, and it announced the first round of capital injection in less than half a year after its launch. It completed D and D+ round of financing on August 3, 2015, securing $300 million with an estimated value exceeding $1 billion. The completion of this financing round meant that Tujia formally entered the $1 billion club composed of “unicorn” Internet companies. In June 2016, it announced the strategic M&A of Mayi; in October 2016, it announced its strategic agreement with Ctrip.com and Qunar.com for the M&A of their apartment and homestay businesses. The completion of these transactions manifested the matrix with the four major platforms Tujia, Mayi, Ctrip, and Qunar. Since then, Tujia has become the absolute pacesetter in China's online accommodations-sharing sector.

One of the major issues present in this case is whether there is significant industry pressure to internationalize. Yip’s (1989) global strategy drivers are a helpful approach for examining this issue. This case also applies two important marketing concepts – the product life cycle and diffusion of innovation theory – and how differences across international markets impact these concepts. Finally, there are significant cultural issues at play in this case as well. Theoretical models of national culture, such as Hofstede, Hall and others, can be used to examine cultural influences on an industry that is not often associated with culture.

The case is based upon a combination of secondary research and primary research. The lead researcher and a team of graduate students conducted interviews with Louisiana-Pacific Corporation (LP) executives in the USA and Chile in 2017.

This three-part case examines the internationalization of LP into South America. Case A begins in 1999 as LP attempts to decide whether to take its oriented strand board product international. The reader is asked to consider where LP should go in South America. Case B examines the factors LP used to decide to enter Chile and then outlines the key decisions that led to its impressive growth between 2000 and 2015. Case C begins in 2015 as LP now considers whether to expand its markets into Argentina or Colombia.

Given the complexity of issues raised in the case and the need to narrow these issues down to an implementable decision, this case is most appropriate later in the schedule of a graduate or executive-level business course in international business or international marketing.

The case focuses on the importance of the brand-building process, which takes place in B2B companies. Commodity companies focus a lot on the sales and distribution aspect of their marketing strategies but do not emphasize the importance of developing their brands. At the end of the discussion, the participants would be able: to examine the steps involved in conceptualizing the brand identity for an existing product in a highly competitive B2B market, as per Kapferer’s Brand Identity Matrix. To understand the steps involved in the journey of internal and external brand-building processes in B2B. To analyze the various challenges and issues faced by large organizations dealing in the metals and commodity business.

The case discusses a marketing challenge faced by Jindal Steel and Power Limited (JSPL) in launching a new brand of thermomechanical treatment (TMT) products in the market. Traditionally, the company had focused on the sales and distribution aspect of their marketing strategies but did not emphasize the importance of developing their brands. This case is based upon the challenges faced in the creation of a new brand identity for JSPL’s TMT products by the protagonist, Mr Paras Sharma (who is the brand custodian and manager in this case).

Postgraduate/Masters in Business Administration (MBA), Masters in Management Studies, Executive MBA.

Teaching Notes are available for educators only.

CSS 8: Marketing.

This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth strategies; and marketing mix (four ps).

This is modeled as a qualitative study. Primary data were collected through a phone interview with the key informants, and secondary data came from various publications such as government reports, news portals and company websites.

Ghacem was the first cement manufacturing company in Ghana and had enjoyed a monopoly for almost 33 years. The company offered a homogeneous product to an undifferentiated market from 1967 until competition began in 2000. New competitors promote the use of cement grade numbers on their product packaging to signal a better value, which intensified the competition. As the Head of Marketing of the company, Benny was asked to develop a marketing strategy for the company’s newly developed product for the company to remain competitive.

Undergraduate students taking Principles of Marketing.

The learning outcomes of this study are as follows: identify key elements of luxury branding in the context of a new residential real estate brand; select target segment/s and outline the sales pitch for a luxury residential real estate brand; plot the pre-sales stage of the customer journey path (CJP) for a luxury residential real estate brand; and plan a pre-sales customer engagement strategy for a luxury residential real estate brand.

This case enumerates Aldeola de Siolim, Goa’s (ASG) pre-sales promotional challenges. ASG was an upcoming luxury residential property in Goa, India. Venky Infar – the developer of ASG – a family-owned civil construction firm – wanted to diversify into Goa’s vibrant luxury housing market. In India’s housing market, the success of a project often depends on the “pre-sales,” i.e. attracting target customers and maximizing the sales before the construction. V. Rama Rao, the project manager’s task, was challenging because ASG and Venky were new entrants in a mature and competitive market. However, Rao was determined to capture a slice of this lucrative market. The case discusses the following four points to help the students understand the marketing challenges and decision context. First, ASG’s key attractions, second, overview of the Indian real estate market, third, characteristics of Goa’s luxury home market and finally, Customer Journey Path for residential real estate purchase. The case elaborates on the nuances of strategic dilemmas and and presents competitors' practices and emerging consumer trends.

The case will help students analyze and formulate a pre-sales promotional plan for a luxury real estate product. It is suitable for marketing elective courses, e.g. branding, sales management and luxury management.

Teaching notes are available for educators only.

CSS 8: Marketing

Hedge fund Magnetar Capital had returned 25 percent in 2007 with a strategy that posed significantly lower risk to investors than the S&P 500. Magnetar had made more than $1 billion in profit by noticing that the equity tranche of CDOs and CDO-derivative instruments were relatively mispriced. It took advantage of this anomaly by purchasing CDO equity and buying credit default swap (CDS) protection on tranches that were considered less risky. Now it was the job of Alec Litowitz, chairman and chief investment officer, to provide guidance to his team as they planned next year's strategy, evaluate and prioritize their ideas, and generate new ideas of his own. An ocean away, Ron Beller was contemplating some very different issues. Beller's firm, Peloton Partners LLP, had been one of the top-performing hedge funds in 2007, returning in excess of 80 percent. In late January 2008 Beller accepted two prestigious awards at a black-tie EuroHedge ceremony. A month later, his firm was bankrupt. Beller shorted the U.S. housing market before the subprime crisis hit, and was paid handsomely for his bet. After the crisis began, however, he believed that prices for highly rated mortgage securities were being unfairly punished, so he decided to go long AAA-rated securities backed by Alt-A mortgage loans (between prime and subprime), levered 9x. The trade moved against Peloton in a big way on February 14, 2008, causing $17 billion in losses and closure of the firm.

This case analyzes the strategies of the two hedge funds, focusing on how money can be made and lost during a financial crisis. The role of investment banks as lenders to hedge funds such as Peloton is explored, as well as characteristics of the CDO market and an array of both mortgage-related and credit protection-related instruments that were actively used (for better or worse) by hedge funds during the credit crisis of 2007 and 2008.

Paula Hendricks, Director of Marketing for Rapid Reel Lawn Master Company (RRLMC), tasked with developing a plan to exploit the current trend in lawn mower purchasing patterns must craft a strategic proposal for the executive planning committee. RRLMC, a manufacturer of reel mowers, experienced an increase in sales due to a confluence of factors: high gasoline prices, increased concern with the environment, the trend toward smaller yards and a focus on health and exercise. Paula needed to develop a plan for the company to sustain the bonanza and determine whether this trend offered new opportunities for marketing.

The data for the case were collected through examination of a major reel lawn mower manufacturer in the USA, through experience teaching and using the market segmentation process, as well as personal interviews and secondary research on the history of firms within the industry. The results of a literature review have been incorporated to flesh out the discussion.

This case is targeted primarily at undergraduate students in upper-level marketing classes, e.g., Relationship Marketing, Marketing Management and Strategic Marketing. Additionally, it can be used in management classes (e.g. Strategic Management) where industry segmentation is discussed. It would also benefit introductory MBA marketing courses as this case directs students’ attention to the role of products’ perceived benefits and how markets may be segmented in order to assess and select prime segments of the market for targeting.

To write this case, several research methods were used. Most importantly, field interviews were conducted with employees at Banati foundation. The interviews were held with three different employees at different points in time, including the marketing manager, the executive manager and the head teacher working with the girls at the foundation. These interviews helped provide details regarding the foundation’s culture which is hard to get from secondary sources. In addition to this, one of the researchers was a volunteer at the foundation for 6 months before starting this research and so had strong background knowledge on the workings of the entity. Finally, secondary sources were used to provide accurate historical information and numerical statistics. These sources included the foundation’s website and annual reports as well as newspaper interviews with the Banati’s Chairperson.

This case poses the marketing dilemma faced by Banati Foundation, a non-profit organization (NPO) based in Egypt. Banati has offered child protection services to girls at risk since its establishment in 2009. In particular, the case focuses on the foundation’s strategy and operations in 2020. Since its inception, the foundation has been led by the main founder, Dr Hanna Abulghar. Under her leadership, the foundation flourished and won several international awards. The foundation became a home, a school and a support system to the girls who were once homeless. Yet even though Banati succeeded in improving the lives of many girls at risk, the foundation still sought ways to sustain its funds and to empower the girls to thrive after they left the foundation. As the key person responsible for setting the foundation’s direction and strategy, Dr Hanna faced marketing challenges that include overcoming social stigma, diversifying the donor base and increasing fundraising.

This case is suitable for undergraduate and Master’s students who already have an understanding of the basic marketing principles such as the marketing mix (4Ps)/market segmentation and have taken an introductory marketing course previously. Furthermore, the case presents an opportunity to apply marketing concepts such as segmentation, targeting, positioning and promotion within the context of social and NPO marketing. It is ideal for students studying social marketing, NPO marketing strategy, cause marketing, fundraising techniques and social inclusion.

The case was developed from two 2-h interviews with the Chief Operating Officer of A-Basin, Alan Henceroth; there is no CEO of A-Basin. The second interview was recorded on a Zoom call to provide accuracy of quotations and information. A variety of secondary sources were used in terms of better understanding the current state of the ski industry, as well as its history.

Arapahoe Basin (A-Basin) is a historic, moderately sized, ski area with proximity to metropolitan Denver, Colorado. For over 20 years A-Basin partnered with Vail, allowing skiers to use the Vail Epic Pass, for which A-Basin received some revenue from Vail for each skier visit. The Epic Pass allowed pass holders unlimited days of skiing at A-Basin. More and more skiers were buying the Epic Pass, thus increasing the customer traffic to A-Basin. However, the skier experience was compromised due inadequate parking, long lift lines and crowded restaurants. The renewal of the contract with Vail was coming due, and A-Basin had to consider whether to renew the contract with Vail. The case is framed primarily as a strategic marketing case. The authors use Porter’s five forces model to assess the external environment of A-Basin, and the authors use the resource-based view and the VRIO tool to assess A-Basin’s internal strengths. Both frameworks provide useful analysis in terms of deciding whether to continue A-Basin’s arrangement with Vail or end the contract and pursue a different strategy. In 2019, after consultation with the Canadian parent company Dream, A-Basin made the decision to disassociate itself from the Epic Pass and Vail to restore a quality ski experience for A-Basin’s customers. No other partner had ever left its relationship with Vail. An epilogue details some of A-Basin’s actions, as well as the outcomes for the ski area. Generally A-Basin’s decision produced positive results and solidified its competitive position among competitors. Other ski areas have since adopted a similar strategy as A-Basin. A-Basin’s success is reflected in a pending offer from Alterra, Inc., to purchase the ski area.

The A-Basin case can be used in both undergraduate and graduate strategic (or marketing) management courses. It is probably best considered during the middle of an academic term, as the case requires students to apply many of the theoretical concepts of strategy. One of the best books to enable students to use Porter’s five forces is Understanding Michael Porter by Joan Magretta (Boston: Harvard Business Review Press, 2012). Magretta was a colleague of Porter for many years and was an Editor of the Harvard Business Review. For a discussion of the VRIN/VRIO concept, see Chapter 4 of Essentials of Strategic Management by Gamble, Peteraf and Thompson (New York: McGraw-Hill Education, 2019).

This case will enable students to develop an understanding of starting a single proprietorship business focusing on the real estate; understand the possible challenges that an entrepreneur faces in the beginning; apply ethical decision-making frame works when faced in ethically conflicting situation; andlook at the career anchoring theory.

The case study takes a look at the ways and means of starting a small business depending on the owner managers experience, capabilities and skills including networking which are germane to success. It also highlights the ethical issues that small business proprietors have to face in order to make money and grow. The setting of the case is a town in Sindh province of Pakistan, which setting generally represent the arena where such business (Single Proprietorship) develop and get involved in the economic development of a backward area. Finally, the case study highlights the significant but realistic expose of career anchor theory, which stipulates that people normally start with a job but switch jobs over their working life.

Graduate and undergraduate.

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CSS 3: Entrepreneurship.