978-0078028946 Chapter 8 Case

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Chapter 8 Marketing Strategies For New Market Entries

Case: Ford Fiesta Movement: Using Social Media and Viral Marketing to Launch Ford’s

Global Car in the United States

Author(s): Stephen, A.

Publisher: INSEAD

Publication Date: 2010

Reference Number: 510-015-1

Abstract: The Ford Fiesta movement was a social media campaign run by Ford in the US during

2009 to generate buzz for the upcoming launch of the 2011 Fiesta sub-compact car. This case

examines the campaign’s performance and asks what marketers should do thereafter to convert

interested consumers into buyers. The case can be used as an introduction to social media and

viral marketing as tools for launching new products, specifically, to: (1) discuss appropriateness

of different criteria for evaluating campaign performance; and (2) consider what marketers

should do after a campaign to leverage the brand awareness generated and convert sales.

Case: Apple Inc’s iPhone: Can iPhone Maintain Its Initial Momentum?

Author(s): Purkayastha, D.; Faheem, H.

Publisher: IBS Center for Management Research

Publication Date: 2008

Reference Number: 508-117-1

Abstract:

This case is about Apple Inc’s entry into the mobile phone market by launching the iPhone. The

launch of the much hyped iPhone was hailed as the most successful launch of a brand ever by

some analysts. The case also discusses the various challenges faced by Apple shortly after its

launch, including the pricing controversy in the US and the challenges in marketing the iPhone in

Europe.

Case: Patagonia

Author(s): Reinhardt, Forest ; Reinhardt, Forest ; Casadesus – Masanell, Ramon ; Freier, Debbie;

Publisher Harvard Business School

Publication Date: 2003

Reference Number: 9-703-035

Abstract: Patagonia was deeply committed to the environment. This commitment, at times,

conflicted with the company’s goal to create the most innovative products in its industry.

Patagonia’s founder and executives welcomed imitation of both its environmental commitment

and its culture. The question remained whether Patagonia’s model would work well for a wide

range of companies. In 2003, Patagonia executives were considering which products and markets

would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding,

fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff

between alienating its core customers and achieving growth via entry into new product markets.

Case: China’s Home Improvement Market: Should Home Depot Enter Or Will It Have A

Late mover (Dis)Advantage?

Author(s): Chowdary, N; Muthu Kumar, R;

Publisher: ICFAI Business School Case Development Centre

Publication Date: 2006

Reference: ECCH 306-372-1

Abstract: Since the mid-1990s, the home improvement market in China has been growing

rapidly. Besides housing reforms, a rise in peoples’ incomes, purchasing power and property

investment encouraged private home ownership in China. Home ownership in China, which was

non-existent two decades ago, has increased to 70% today. New homeowners have to fit the

basics like flooring, plumbing and furniture, as the houses are unfinished ones. This has

encouraged consumers to engage in do-it-yourself (DIY) and home improvement / decorating

activities. Coupled with huge potential growth and housing reforms, China’s home improvement

market attracted many domestic players and a few foreign home improvement retailers like

IKEA and B&Q. Atlanta-based Home Depot, the world’s largest home improvement retailer, is

weighing its China options: should it enter or not?; and if it decides to enter, should it go it alone

or operate through a joint venture? However, the bigger question doing the rounds is has Home

Depot lost out to early entrants?; is it going to suffer from late-mover disadvantage or is the

delay a blessing in disguise because its learning curve is shortened? The teaching objectives are:

(1) to understand the evolution of China’s economic growth; (2) to debate on the inequalities

between the geographical regions in China; (3) to analyse and understand the housing reforms in

China; (4) to analyse China’s home improvement market industry to understand the opportunities

and challenges for home improvement retailers in China; (5) to debate whether Home Depot

should enter China or not; and (6) to discuss whether Home Depot’s late entry would be an

advantage or a disadvantage.