1) CASE STUDY # 1

Loco Chocolate is a Brazilian- based multinational retail chocolate store. It is currently

located in Brazil, United States of America, Philippines, Israel and Singapore

Management is planning to launch a series of new stores in these markets, as well as

entering the Chinese Market

1,1 Explain how Loco Chocolate stores can use the concepts of standardization versus
customization to plan a global brand strategy across these geographies?

2) CASE STUDY # 2

The Ford Motor company’s growth in the Indian Market appears to have slowed in the
last financial year
The brand is no longer connecting with its target audiences as strongly it once did,
subsequently ford is reviewing its brand strategy. You have been asked by management
to conduct a review of Ford’s brand portfolio and develop a brand management strategy
for the company in India

2.1 Describe and explain the major strategies through which Ford India can adjust its
brand portfolio

3) CASE STUDY # 3

Uniqlo is a Japan Based multinational retailer, designer and manufacturer.

3.1 Explain the advantages to Uniqlo of developing a global marketing program

4) CASE STUDY # 4
Harry Potter: Global Marketing Strategies By July 2005, with six sequels, JK Rowling’s
Harry Potter books had sold 270 million copies worldwide. With translations in 60
languages and a readership base in 130 countries, the success of the Harry Potter books
has been attributed to marketing strategies like word of mouth, public relation events and
other promotional campaigns apart from Rowling’s narrative style of story telling
4.1 Discuss the marketing strategies adopted that helped in the success of the Harry
Potter books

5) CASE STUDY # 5
McDonald’s McCafe: The Reimaging Efforts McDonald’s, the largest fast food
restaurant chain in the world, started witnessing a decline in its sales during the 1980s. To
turn its fortunes around and also to project an upscale image, McDonald’s decided in
1993 to introduce the concept of McCafé. McCafé was a full service premium coffee bar,
located within the premises of a McDonald’s restaurant as an extension or as a stand-
alone restaurant. Although McCafé had proved to be a success for McDonald’s, critics
were sceptical about its continued success.

5.1 Discuss whether McCafé would be able to sustain its success in the future in the face
of increasing competition

6) Barbie vs Bratz Since 2001, Barbie doll, the creation of the world’s largest toy
manufacturer Mattel, was facing stiff competition from Bratz dolls, the creation of
Mattel’s rival company MGA Entertainment. Bratz were targeted at tweens who were
kids (girls) in the age group of 8-12 years. They became an instant hit not only among
tweens but also among the age group of younger girls (6-10 years) which was the core
target age group of Barbie leading to a sharp decline in worldwide market share of
Barbie. The case describes the US toy industry scenario since the time Barbie was born
and that how Barbie grew from a toy into an idol and role model for young girls. She
reigned supreme for over 40 years with Mattel maintaining her image that appealed to
fantasy focused age groups. But Mattel could not foresee that the age compression factor
was gripping the toy industry fast and could pose a threat to their flagship brand Barbie.
This was the time when MGA seizing the opportunity, launched a much hipper doll that
appealed to the girls yearning for maturity. These dolls were fashionable, wore stylish
clothes, and had a multicultural look which attracted the diverse buyers more than Barbie.
Bratz had become the top lifestyle brand for girls aged 7 to 14 years. Amidst declining
popularity and fortunes of Barbie, Mattel reacted aggressively by launching a brand
extension for Barbie targeting tweens, and a me-too line of dolls to compete directly with
Bratz. But these moves were not sufficient to prevent loss of market share. The battle
continues with the increasing popularity of Bratz and its intensified effort to knock off
Barbie and the reaction of Mattel by making major merchandising deals with companies
to reposition Barbie as a doll for girls of all ages.

6.1 Analyze the opportunities and challenges in the tween (girls) toy industry

7) Corporates join the Sudoku bandwagonThe logic and placement puzzle Sudoku which
was designed for the first time in the 1970s became popular worldwide in 2005.
Published in more than 180 newspapers and numerous books worldwide, the puzzle had
become a hot favorite among puzzle solvers. Many newspaper and book publishing
companies claimed that it had been instrumental in increasing readership. Many
companies and forms of media aligned their marketing strategies with Sudoku to benefit
from the burgeoning craze. For fans and industry it had become a global phenomenon
and had revitalised the craze of puzzles. But despite the growing popularity, many
analysts wondered whether Sudoku’s craze would sustain or it would turn out to be a
passing fad.

7.1 Discuss the marketing strategies of various forms of media and companies that were
formulated, centered around Sudoku
8) Fisher Price: Toys Goes Hi-Tech Fisher-Price was one of the subsidiaries of Mattel,
the world’s largest toy making company. Fisher-Price had introduced Play Labs where
the research team observed the manner in which kids played with the toys, such child
research centre was the first of its kind in the toy industry. The company decided to
introduce KidTronics range which it could have launched five years ago but preferred to
wait for the cost to come down to make it durable. Fisher-Price had historic record of
producing durable toys which provided it with a competitive edge in the industry. Fisher
Price dealt in toys for three segments: infant (0-12 months), toddler (12-36 months), and
preschool kids (3-5 years). The company faced challenge due to high cost, huge
investments required in product design and development, and other external factors like
knock offs, competition, etc. It was expected that the market for the electronic toys for
kids will be growing at the rate of 15% per annum. The sales were expected to reach
US$146 billion by 2015. Fisher-Price’s KidTronics products range was in accordance
with the trend in toy market. Fisher-Price differentiated itself by promoting an entire
product range instead of pushing single item in the toy market. Fisher-Price promoted
high tech toys as an aid for the educational tools for a child’s development.
8.1 Would Fisher-Price succeed in its foray over the launch of KidTronics? Would it be
able to sustain its reputation and appeal parents with its new range of electronic toys?

9) Barnes & Noble vs Amazon.com Amazon.com (Amazon) is the world’s largest online
seller of books, music and video products and arch rival Barnes & Noble (B&N), one of
the largest physical retailers of books in the US. Amazon rules the online selling market
and B&N though a well established brand name in physical stores is trying to be the
online market leader as well. The case discusses B&N’s strategies against Amazon. Both
the companies are trying to capture larger market share and increase sales. Will their
respective strategies give them an edge over the other?

9.1 Discuss the different strategies operated by both the companies and the effects on
their market share

10) Acer vs Lenovo: Asian Brands' Global Ambitions On the global personal computer
map, Acer emerged from obscurity to become the third largest PC Company only behind
Dell and HP. But the company wasn't a smash hit over night. Staying true to its South
Asian culture, the company worked up the ladder, rather silently, building brick-by brick.
On its way up, the company worked out many hurdles – ranging from branding problems
to facing near boycott from the then stalwarts in the business – and gradually overtook
much bigger and older companies. The long standing chairman Stan Shih put up a
workman-like effort solving one problem after the other and steering the company in one
of the most competitive industries. All the way through, he stuck to the basics of the
business, focusing on quality, quantity and low costs. Acer's Asian counterpart, Lenovo,
made its mark in the global PC market with a bang by taking over IBM's PC business.
From then on, the rivalry between the two Asian giants caught the attention of industry as
well as academia. The industry is tracking them for remaking the global PC industry
dynamics by challenging the western companies that have practically invented and built
the industry over decades. The academia is observing the theoretical and strategically
underpinnings and is scripting the journey of these two global giants from the developing
world. This case helps the student’s debate on the importance of brand building in the
global PC industry in the back drop of competitive dynamics that are shaping the
industry. This will also help in analyzing the strategies adopted by Acer and Lenovo to
compete in the industry and in concluding which of the two is well placed.

10.1 Analyze which of the two Asian brands is better off amidst fierce competition in the
global PC market