Case Studies - Marketing
This page provides a summary and a link to all Marketing case studies.
The 22 July 2005 meeting was called by the General Manager of Communications to discuss the planned implementation of a CRM solution for the fundraising department. She looked around the boardroom as people left and thought that she might have pushed too hard. ANGLICARE had spent over $400,000 on CRM but had not, in her view, got value for money - at least, not yet. Mrs Dearne Cameron wasn’t alone in holding this opinion. There had been the debacle with the consultant, though, to be fair, that had been some time ago. The charity was now divided over whether CRM had been a wise investment. Dearne Cameron felt that they hadn’t been sufficiently rigorous about fixing the scope of the CRM project, and this had created an environment for overspending. With a clearer scope, project governance could have been tougher. Now Council was asking difficult questions about whether management would have been better spending the money on ‘acts of mercy’ – ANGLICARE’s core service. Too late, mused Cameron - the money had been spent. She knew, however, that people in service delivery felt that the charity’s operations had been impeded rather than helped by what they perceived as wasteful spending.
Francis Buttle
Case 2005-6: IGA and the Coles-Shell Alliance
The Executive Management Group at IGA thought this was a serious problem. It was late-2004, and although they were not fuel retailers themselves, they were facing intense competition for the grocery dollar from two retailer/fuel company alliances - the Woolworths-Caltex alliance and the Coles-Shell alliance.
Franics Buttle and Simon Rushworth
Case 2005-5: CRM at Suntel, Sri Lanka
Suntel Ltd., owned by Telia AB, the national telecom operator of Sweden has consolidated itself in the Sri Lankan telecommunication market as the No 2 fixed telecom operator. Aggressive marketing and sales strategies coupled with rapid network expansion has ensured that Suntel was in a strong position to develop its subscriber base. Suntel believed it had a unique approach to serving telecommunication needs with its total customer focus and proactive and innovative leadership. It became the first fixed telecom provider in Sri Lanka to receive the ISO 9002 quality certification. The ISO 9002 certification suggests Suntel has clear processes and commitment to standards.
Francis Buttle
Case 2003-4: Marketing Strategy For Shanghai New Asia Snack Co. Ltd
Shanghai New Asia Snack Co. Ltd, one of China’s largest fast food restaurant chains, and a creditable competitor of McDonald’s and KFC in Shanghai, has experienced significant growth since its establishment in 1998. Mr. SHEN Gang, General Manager of Shanghai New Asia Snack Co., was contemplating his company’s next move – its long-term marketing strategy to further strengthen New Asia Snacks’ market position in Shanghai. The options currently under consideration include a broadening of its current product range from just offering snacks to offering both snacks and full meal; and further opening of new restaurants to target the anticipated millions of foreign tourists and local visitors to Shanghai and to the World Exhibition to be hosted by Shanghai in 2010. To ensure the success of this long-term marketing strategy, Mr. SHEN must carefully decide on his company’s future primary target market, its positioning strategy, and its effective marketing program.
Yiming Tang and Jinhua Ma
A techniological minno, Napster had beaten all the music industry giants, including Bertelsmann with whom Hilbers had negotiated an alliance, to the punch, by establishing a new standard for digital distribution.
Francis Buttle and Arlette Correia
Case 2002-3: Berri Pure Fruit Juice Market Entry Strategy into Taiwan
Berri Limited, the largest fruit juice producer in Australia, has a very strong presence in the Asia Pacific region. Due to Asia’s financial crisis in 1997, and due to the more recent global economic downturn resulting from the September 11th terrorist attack against USA, Berri’s export sales in the region have been under tremendous pressure. David Cattell, International Manager of Berri Ltd’s export division, was considering the option of defending Berri’s Asia Pacific market position by entering the pure juice market in Taiwan. To ensure Berri’s successful penetration into Taiwan’s fresh juice market, David must select an appropriate international market entry strategy. He must also decide on the key marketing tactics, and properly manage any cross-cultural business issues that are associated with this proposed international market entry.
Yiming Tang
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