Brand

Case Solution for Motor Trike: Building A Brand Community

Complete Case details are given below :

Case Name :      Motor Trike: Building A Brand Community
Authors :           John Cater, Brent D. Beal, Jim Tarter, Krist Swimberghe
Source :             North American Case Research Association (NACRA)
Case ID :            NA0343
Discipline :        Marketing
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Founded in 1994, Motor Trike, Inc. produced kits that transformed a motorcycle into a three-wheeled vehicle or trike, providing increased safety and comfort for the riders. Trikes became increasingly more popular as the baby boomer generation aged. Jacquelyn Moore, marketing director at Motor Trike, faced decisions of whether to start an owners’ group or brand community for the company and then, if so, how to start the group. Jacquelyn had marketing survey data available to help guide the decision making process, but the data needed to be properly analyzed and presented to the owners of the company.
 
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Case Solution for Brand Equity

Complete Case details are given below :

Case Name :      Brand Equity
Authors :           Chris A. Higgins, Jodie Whelan
Source :             Ivey Publishing
Case ID :            910E23
Discipline :        Information Technology
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A marketing company has collected a large dataset on brand equity for the fast-food and travel sectors. They have come up with their way of measuring “brand equity.” Various statistical techniques are used to assess the concept of brand equity. These include descriptive statistics, crosstabs, ANOVA, and MANOVA.
 
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Case Solution for Entrepreneurs at Twitter: Building a Brand, a Social Tool or a Tech Powerhouse?

Complete Case details are given below :
Case Name :      Entrepreneurs at Twitter: Building a Brand, a Social Tool or a Tech Powerhouse?
Authors :           Simon Parker, Ken Mark
Source :             Ivey Publishing
Case ID :            910M28
Discipline :        Entrepreneurship
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Twitter has become an incredibly popular micro-blogging service since its launch in 2006. Its founders have ambitious plans for the service, and are backed by $155 million of venture capital funding, which valued the company at $1 billion in 2009. Twitter seems to attract a diverse audience of users from political organizers looking to disseminate information to their followers; businesses looking to reach out, in real time, to potential customers; and for social networking purposes. The company charges consumers nothing for its service. By 2009, competitors have emerged – some of whom have deep pockets. Yet, it remains unclear – at least to observers – whether the company will ever make money from its service.
 
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Case Solution for Franz Collection, Inc.: The Road From Subcontracting to Brand Marketing

Complete Case details are given below :
Case Name :      Franz Collection, Inc.: The Road From Subcontracting to Brand Marketing
Authors :           Lien-Ti Bei, Shih-Fen Chen
Source :             Ivey Publishing
Case ID :            910M30
Discipline :        Entrepreneurship
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the three-stage transformation of a Taiwanese company – from an original equipment manufacturer (OEM) of small gifts for Western European customers, to an original design manufacturer (ODM) providing design and production of home décor and gifts to customers in Europe and the United States, to an own brand manufacturing (OBM) company launching its brand of porcelain tableware targeted at the global market. The story of Franz Collection is a story of product outsourcing and international cooperation, where OEM subcontractors in Asia have tried to set up their own marketing channels and brand names to bypass their Western clients and appeal directly to consumers. This case describes the managerial dilemmas in establishing a global brand faced by manufacturers in Taiwan and the neighbouring countries.
 
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Case Solution for Onergy: Developing a Social Entrepreneurship Start-up Brand

Complete Case details are given below :
Case Name :      Onergy: Developing a Social Entrepreneurship Start-up Brand
Authors :           Banerjee Saikat, Amit Aneja
Source :             Ivey Publishing
Case ID :            W13576
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
ONergy, a for-profit social enterprise in the renewable-energy-based products industry is poised to scale up its operations – namely, providing electricity to the underserved, bottom-of-pyramid market in India. Creating a brand in this market has proved difficult, as competition comprises many large and small players. However, given the government’s support of renewable-energy-based products, the company expects substantial and continuous growth and aims to carve out a prominent position in this up-and-coming market. ONergy views investment in brand building as a way to ensure better acceptance by consumers and it is exploring innovative branding strategies that may be adopted by start-up social enterprises to create unique brands in a strategically profitable way. The key question now facing ONergy’s founder is how to maintain brand-building momentum and take the brand to the next level.
 
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Case Solution for Mahindra “Rise”: A Brand Architecture Decision

Complete Case details are given below :
Case Name :      Mahindra “Rise”: A Brand Architecture Decision
Authors :           Ashita Aggarwal Sharma, Lulu Raghavan
Source :             Ivey Publishing
Case ID :            W14691
Discipline :        Marketing
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2009, the Mahindra Group, a US$16.3 billion multinational corporation based in Mumbai, India, had introduced a new positioning called “Rise” to provide meaning to its brand and help unite its various businesses under a common umbrella. Successful integration and implementation of the new positioning required the company to re-examine its brand architecture, which was currently a complex, inside‐out arrangement that resulted in a diffused image. Aligning diverse and legacy businesses would be a complex task, and resources were limited. A clear brand architecture would not only help the company to efficiently allocate advertising dollars but could also help in identifying investment opportunities and risks among the different sub-brands. Landor Associates India, a global brand consulting firm, was tasked by the board to suggest a relevant brand architecture model that would be relevant across geographies. Should the Mahindra brand be used by all businesses, products and services? Should the company follow a conglomerate approach and create a “house of brands” as P&G and Unilever had done, or should it follow a hybrid strategy?
 
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Case Solution for Red Brand Canners and Its Supply Chain

Complete Case details are given below :
Case Name :      Red Brand Canners and Its Supply Chain
Authors :           Christoph Haehling von Lanzenauer, Olaf Pohl
Source :             Ivey Publishing
Case ID :            W12126
Discipline :        Operations Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Developed as a companion to the Red Brand Canners (RBC) case, the starting point in this case is the improvement in performance resulting from the optimization approach in the original case. However, RBC’s vice-president of operations is concerned about the quality and quantity mix of the most recent tomato crop received from Greenfield Farms (GF). RBC’s preferred quality and quantity mixes differ significantly from the current harvest. From RBC’s perspective, the issue is how to motivate the supplier to produce a crop more in line with RBC’s needs. Initially, both firms in the B-to-B section of the supply chain try to find a combination that would be mutually beneficial, an attempt that fails because of existing conflicts of interest. RBC’s objective might be accomplished by taking a supply chain approach and modifying the delivery contract by an appropriate pricing scheme. The task is to identify and calibrate a pricing scheme that will realize the supply chain’s maximum performance and lead to a stable win-win solution. The derivation of the supply chain optimal prices is carried out by developing and solving a linear optimization model.
 
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Case Solution for Lake Eola Charter School: Securing the Brand Through Environmental Analysis

Complete Case details are given below :
Case Name :      Lake Eola Charter School: Securing the Brand Through Environmental Analysis
Authors :           Mary Conway Dato-on, Eileen Weisenbach Keller
Source :             Ivey Publishing
Case ID :            910M70
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In late 2009, the principal of the Lake Eola Charter School (LECS) in downtown Orlando, Florida completed a course on nonprofit branding at the Philanthropy & Nonprofit Leadership Center at a local college. She was energized and ready to apply the information she had learned to evaluate the school’s competitive position and to determine its level of mission fulfillment and progress toward goals. Well-suited for running a school, with a doctorate in education administration, the principal had taken the class to shore up her understanding of planning for and managing a nonprofit organization (NPO). In her mind, the key lesson was the need for an environmental analysis to better understand the school’s internal environment and external competitors in order to improve the position of the school vis-a-vis the community’s educational needs. She employed an MBA intern to help her develop tools for an internal and external environmental scan. The intern had just wrapped up the data collection and analysis. The principal was ready to use the summer “down time” to make changes for the 2010 academic year, if only she knew how to proceed. This case is suitable for marketing strategy courses. The detailed treatment of environmental analysis could also make the case useful in business policy and strategy courses. Instructors will find the case particularly well-suited for classes on marketing, strategy and management in the area of public administration and nonprofit organizations.
 
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Case Solution for Right Clients, Right Way: Successes and Challenges of Brand Consultant Tommy Li

Complete Case details are given below :
Case Name :      Right Clients, Right Way: Successes and Challenges of Brand Consultant Tommy Li
Authors :           Kevin Au, Bernard Suen, Na Shen, Justine Tang
Source :             Ivey Publishing
Case ID :            W10006
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Tommy Li was a designer and brand consultant renowned for his black humour and bold visual impact. With business spanning Hong Kong, China, Macau, Japan and Italy, he was one of the few Hong Kong designers to have entered the international market. In his ten years of experience as a design staff member, Li learned that “getting the right client is the key to a successful design consultancy business.” Therefore, Li set up his own company to have full freedom in choosing his own clients, and his “choosing clients strategically” philosophy brought him great success. Consequently, he became a famous Hong Kong designer and brand consultant with reputable local and overseas clients. With international firms many times bigger than Li’s firm entering China, Li saw mounting competitive pressure. Was Li’s stardom an adequate defence against firms composed of multidisciplinary teams equipped with innovation-driven design thinking and processes? Was scale a critical issue in staying competitive? Was proximity to the market an important advantage?The brand consulting industry also faced intense competition from international business consultancies, advertising and public relations agencies. Each camp used a different approach to target the same group of brand-conscious clients. Could Li cope with these challenges?The case was developed to teach designers and design entrepreneurs. It is also suitable for MBA and other executive classes on entrepreneurship and creative business. This case is intended to achieve the following objectives: 1) study how strategic thinking guided Li to develop his design business despite changing market conditions 2) understand how path dependence and dynamic capabilities explain Li’s success and challenges in a changing business environment 3) discuss the best approach to grow a design business – building methodology and processes or becoming a star in new markets.
 
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Case Solution for JH Men’s Apparel: Building a Brand in China

Complete Case details are given below :
Case Name :      JH Men’s Apparel: Building a Brand in China
Authors :           MU Fengli, Chen Xi, Michael Sartor
Source :             Ivey Publishing
Case ID :            W13301
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The president JH Men’s Apparel, a men’s apparel company in China, is considering the options available to his firm in light of the price war initiated by his competitors who are copying his company’s sweater patterns and selling the sweaters at a lower price point. Several of his biggest customers have demanded a price reduction to match the prices being offered by these competitors. In the face of such fierce competition, the president realizes that the multiple options available to his company boil down to a fundamental strategic choice between competing on the basis of cost leadership or of a differentiated, branded product line. He needs to make a decision and start implementing the strategy promptly.
 
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