The work was made by myself while I took the marketing course at Duke 2012 Fall. I collect them all to showcase my skills and innovative thinking ability.

1. Marketing Cases Collection
Jin Hsueh
EGRMGMT.510
Marketing
Dec.21.2012

2. Rosewood Hotels & Resorts:
Branding to Increase Customer
Profitability and Lifetime Value
Jin Hsueh
EGRMGMT.510
Marketing
2012.Sep.23rd

3. The reason why is Rosewood considering a new brand
strategy
• Current brand positioning limits the market.
• Low Brand Awareness
• Low multiproperty cross-selling rates: 5% to 10 %, while corporate-branded
hotels enjoy 10% to 15%.
Pros and Cons for Rosewood adopting the new
branding strategy
Pros
• Increasing cross-selling rate
• Increasing Brand Awareness
Cons
• New Stagey might alienate guests at well-established properties
• Properties Managers have mix feelings to fully support branding strategy.
• Co-op owners are reluctant to be more visible brand.
• Cost marketing expenses.
• Increasing management cost

4. Case study analysis
Without Rosewood
Branding 2003
With Rosewood Corporate
Branding
• IF Rosewood adopt new
Total Number of unique strategy in the 0 year:
115,000 115,000
guests  Marketing expense will
Average Daily Spend 750 750 increase
Number of days average
2 2  Total number of repeat
guests stays
Average gross margin per
guests will increase
32% 32%
room  Retention Rate will
Average number of visits
per year per guest
1.2 1.3 increase
Average marketing
130 138.696
 Gross profit will increase
expense per guest
Average new guest
150 150
acquisition expense
Total number of repeat
19169 26538
guests
of which: total number of
5750 11500
mutliproperty stay guests
Average Guest Retention
16.67% 23.08%
Rate
Average Gross Profit per
672.011687 768
Guest
annual revenues 2100.036522 2400

5. Case study analysis
• After six years…
Years 0 1 2 3 4 5 6
Gross profit
768 814.08 862.92 914.70 969.58 1027.76 1089.42
per guest
Acquisition
150 150 150 150 150 150 150
expense per
Marketing
138.70 142.86 147.14 151.56 156.10 160.79 165.61
expense per
Net profit
11.30 7.14 2.86 -1.56 -6.10 -10.79 -15.61
per guest
Retention
100.00% 23.08% 5.33% 1.23% 0.28% 0.07% 0.02%
Factor
Discount
100% 93% 79% 74% 68% 63% 58%
Factor
618 23.97 -113.51 -141.73 -148.13 -149.58 -149.90
• Total LTV=-60, the value could help Rosewood decide not to take the new
strategy and will make negative impact if they take action in the six
years.
• The retention and revenues cannot offset the increased marketing and
operational cost, so Boulogne should not take the new strategy.

6. American Airlines’ Value
pricing
Jin Hsueh
EGRMGMT.510
Marketing
2012.Oct.1st

7. why did Crandall, CEO of AA, introduce Value pricing
• Given the high fixed cost, the airlines industry was sensitive to
economic downturn. Due to 1. Recession 2. the Gulf war, AA
reported losses of $77 million in 1990 and $165 million in 1991.
• Due to the deregulation of domestic airlines, the market started
growing.
• The air travel is more and more demanding than before.
What is Value Pricing
• There would be only four different fares:
– First class
– Regular coach –AAnytime Fare
– 7-Day discount coach – PlanAAhead Fare
– 21-Day discount coach h -PlanAAhead Fare
• All fares were to be mileage-related

8. Case study analysis
Regular Discounts
Route Old New
Old New
30 Day 21 Day 21 Day
New York-Chicago 854 500 338 355 260
New York-Los Angeles 1504 920 398 549 460
Dallas-Boston 1310 760 418 467 390
Dallas-Denver 780 480 298 345 240
Dallas-Seatle 1264 760 418 467 390
Average price 1142.4 684 374 436.6 348
difference -40.13% -20.29%
After the adoption of value pricing:
• The regular ticket fare goes down 40.13%
• The discount ticket fare goes down 20.29%
• Though the price fare decrease, it could be expected that the volume will
be up and total revenues will increase after the adoption. Please see the
next page.

9. Case study analysis
operating per total
Revenues operating
operating revenue marketing market passenger load
AA passengers available seats expenses yield
revenues passenger expernese shares s grow facrot
Miles CRS cost
miles rate
Before 63,667,000,000 1,046,122,248 8,168,476,100 0.1357 0 8,639,611,900 19.15% 2% 60.86 0.1283
Afert new
63,967,000,000 1,046,122,248 8,468,476,100 0.1347 20,000,000 8,614,611,900 19.65% 4% 61.146773 0.1324
policy
Difference 300,000,000 0 300,000,000 -0.001 20,000,000 25,000,000 0.5% 2%
cos t more
a ddi tiona l a ddi tiona l CRS cos t
remark revenues revenues
ma rketing
s a vi ngs
expens es
With the new policy…
• Company
 AA could gain more operating revenues
 Load factor goes up, Yield goes up
 Market share goes up
• Customer
 Customers get lower ticket fare, more frequent connecting flight via hub.
 Agents will have more chances to sell AA tickets since the system
management become more simple.
• Competitors
 Competitors would possibly follow the same policy, which makes the
competition more fierce.
 AA’s advantage would be they are the first comer.

10. UnME Jeans: Branding in
Web 2.0
Jin Hsueh
EGRMGMT.510
Marketing
2012.Oct.29

11. UnME Jeans product positions
• The brand was designed for woman to forge their own unique identities.
• The product line included fashion-forward jeans and were available in
upscale department stores.
• Girls who wore UnME jeans tended to be social and valued the brand for
unique.
• According to the article, UnMe is now landing in the area of Niche
Marketing. After the investing the ads on socials, Unme is expected
landing in 1 to 1 customers relationships section.
Ability to interact
with customers III IV
individually
database 1to1 Customer With Web 2.0 Ads
Unme
marketing Relationships
Interacting
I II
mass niche
Customers addressed marketing marketing Unme Without Web 2.0 Ads
only in mass media
Standard Tailoring Tailored
products products

12. Phillips Foods, INC. –
Introducing King Crab to the
Trade
Jin Hsueh
EGRMGMT.510
Marketing
2012.Nov.12

13. If Phillips take Trade Advertising Strategy
Readers by sector
Percentage of
monly Numbers of Cost of 1 full distribution/w
publication industry focus foodservice retailing readers involved in
circulation issues per year page color holesaling
seafood buying
Progressive
Food retailing 43,000 14 12,200 13% 65% 4%
Grocer
North American
Seafood
seafood 15,000 12 4,500 32% 37% 21% 90%
Business
Industry
Refrigerated
and Frozen Food retailing 12,000 11 4,400 16% 78% 35%
food retailer
an average of
Target 0.3% of the cost 4,500 for
155.52 Cost 699840
customers foodservices full page
readers called
• If go for a trade adverting, “Seafood Business” has the highest percentage of
readers involved in seafood buying, Phillips might take “Seafood Business”
magazine as the main promotion.
• In passage, it mentioned that an average of 0.3% of the foodservices
readers has responded.
• We could estimate that Phillips could cost 699,840 to post full page color ads
to target 155.52 customers for the whole year.

14. If Phillips take Trade Show Strategy
description Cost mark
description numbers mark Staff numbers Exhibit design 16,000
accommodate Display materials 10,000
total attendance 18,000 2
potential peaks Set-up and tear-down 7,000
target group 65% supportive 2
Transportation and
18,000
Staff to serve freight
among group, looking 10
16% customers show service 27,000
for king crab
1400/per
Travel and lodging 19600
target customers 1872 Total 14 staff
300/per
2. Calculate the total meals entertainment 4200
staff
average interactions 6 mins staff: 14 VIP party 20,000
total customers spent Print adverting and
11232 spcae/sq 2,000
mins in the booth Space mark mailing
feet
10AM to 5PM
for two days collateral materials 2,000
total mins for exhibits 1140 10AM to 3PM
kitchen 350
in total 19 Total cost 125,800
hours
4. Calculate the cost
staff to serve spent
9.852632 round to 10
customers Set-up 250
1. Calculate the Staff needed 4 for 100
10 people space 250
sq feet
3. Calculate the space needed
: 850 sq. feet
• Based on the logic, calculate out the staff, spaces, and cost needed on the Trade
• #533 booth (1000 sq. feet) would fit the needs of Phillips, and they need 14 staff

15. Summary
Target customers Ratio
Summary Cost Pros and cons
to reach (customers/cost)
Trade
Not enough
Advertising 699840 USD 155 0.0002
foodservices readers
Strategy
Trade Show
125,800 USD 1872 0.014 More personal contact
Strategy
• The Customers/Cost Ration of Trade show strategy is much higher than trade
advertising strategy, so going for trade show is recommended
More reasons why should go for the trade show.
• Since Phase I had already been focused on ads, Phillips should go for a
innovative strategy for Phase 2.
• Based on the Exhibit, it’s important to have a face-to-face interaction
during the purchase process, trade show is a good option.
• People would come to trade show mean they have interests on the
products, it means they are the potential customers.
• Through the trade show strategy, Phillips could manage and maintain
vendor and customers relationships and evaluate the product service
• Following up trade show leads could be effective and efficient.

16. Mountain Main Brewing
Company: Brining the Brand to
Light
Jin Hsueh
EGRMGMT.510
Marketing
2012.Nov.19

17. Case background
• Mountain Man Brewing Company (MMBC) Lager was successful could credit to:
 Strong Brand awareness: Smoothness, drinkability
 High customer royalty and retention rate
 Effective grass-roots marking to spread by word of mouth
• MMBC is facing decline due to
 The competition from wine and spirits-based drinks
 The increase in the federal excise tax
 The initiatives encouraging moderation and personal responsibilities
 The increase health concerns.
 The enforcement of Arcane Laws
Suggest Chris run for “Light” and reasons
• The key customer segment for beer is young drinkers, which is match to
the customer segment of “Light” drinkers.
• The growth in the “light’ beer category which had been steadily gaining in
market share.
• If MMBC doesn’t take action at this time, the decline would still go on.
• Light beer would help MMBC gain share, especially on-premise locations.
• It is expected that Light beer market could boost the sales of Lager.
• Please see detail calculation in the next page.

18. Marketing analysis
Description Light Beer remark 2005 2006 2007 Remark
Sales price 103.7971014 100% total "light"
COGS 71.62 69% market 18744303 19494075 20273838 Barrels
Gross margin 32.18 31% consumption
adverting 15000000 TV ads growth rate 0.04 0.04
adverting market share 0 0.0025 0.005
750000 for 6 months MMBC share 0 48735.19 101369.2 Barrels
campaign 2. Project the Light beer of market
Total share in 2 years
total market
15750000 Marketing 2005 2006 2007
expense gross
cost 32.1771 33.46419 34.80275
profit(margin)
SG&A 900000 Fixed Cost
growth rate 4% 4% 4%
breakeven 27970.20115 barrels
retention rate 0.53 0.53 0.53
1. Calculate the gross margin and breakeven discount rate 0.12 0.12 0.12
points
LTV index 1 0.473214 0.223932
Customer life
32.1771 15.83573 7.793442
time value
3. Calculated CTV
• MMBC needs to sell 22790 barrels of beer to breakeven its cost
• According to MMBC’s market share in Light beer, the first year could achieve
the breakeven point.
• CTV are all lager than Zero suggest that MMBC should go for Light beer market

19. 3P’s marketing
• Price: Light beer lands on higher household income than MMBC lager, so it is possible
that MMBC could raise the sale price a little to secure the margin.
• Place: Restaurants and Bars should be the major channel of MMBC to sell. Younger
drinkers and women goes the places frequently.
• Product Positions: To prevent from cannibalization, MMBC should be aware of branding
strategy.
MMBC Lager MMBC Light
• Male • Young drinker and women
Focus group
• 45 to 54 years old • 21 to 27 years old
• $103.79 per barrel • $120 per barrel, slightly higher
Price
• Target to working level • Target to middle level
Major
• Grass-roots marketing • Life-style advertisements
advertising
Package • In a brown bottle • In a light blue bottle
• To maintain its profit • To enter a new market
Strategy
• Defensive marketing • Offensive marketing
Summary
• The sales revenue could cover the cost of launching a new product line in a year since
it’s a extended product, not a whole new one.
• Follow to the table above to execute to strategy to prevent from cannibalization

20. 3 plans comparison
Plan Zwinktopia Facebook YouTube
• One-time charge
• One-time charge
$200,000 • One-time charge
$300,000
• Yearly operation, $350,000
Investments • Brand Channel and
maintenance, and • Ads program for
the in-video ads for
updating for $150,000
$300,000 (CPM $40)
$100,000
• High user
• High user interactions
Benefits • High user interactions
interactions • Exploding social
networking market
• Possibility of
• Age focused are
Risks Negative • High CPMs: $25
little high
impression
• Digital Self
• Social Affiliation • Consumer Co-creation
Focus Features Expression
• Sharing • Sharing
• Sharing
• 25+ group are the
• Age of 25 to 34
Target customers fastest growing • Not specific
using Virtual life
age
KPIs • Hard to evaluate • CPMs • CPMs

21. Plan for UnMe
UnME should go for the FACEBOOK strategy based on the reasons:
 UnME Jeans is a more tailored product that require lots of interaction and
customer feedback which FACEBOOK could provide.
 Peer review is important among young adults, and also affect their intentions
 clicking rates to evaluate to the real ROI on the Ads would be a more
accurate method on FACEBOOK. Only people who interested in UnME will
friend Sasha and click the page.
Suggestion to UnME
 Since UnME is targeting the young adult, it should take out the budget
from tradition TV to FACEBOOK since Young adult are the majority user of
Facebook.
 In Web 2.0, Fashion is important. UnME is right standing in this position.
IF UnME could utilize its branding image would be a good plus.
 On the other hand, the uncertainty of Social Networking would be a risk if
put too much investment on it.
 The best for UnME would be using adjacent strategy which is using both
YOUTUBE and FACEBOOK for their major advertising. The reason is
nowadays SOCIAL are combined with others. Only with the all around
strategy could make the big success.

22. The TATA NANO: The
PEOPLE’S CAR
Jin Hsueh
EGRMGMT.510
Marketing
2012.Nov.26

23. Market investment analysis
description # remark
Please see the caculation left:
Dealers prices $ 2,500
Dealers 1. The price selling to customer is 2,500 (not including
$ 75.00 4%
margain tax).
TATA price to
$ 2,425 2. Tata price to dealers is 2,425.
dealers
COGS $ 557.75 23% 3. The margin is 15%, so Tata earns USD363 to sell each
contribution Nano.
$ 363.75 15%
margin 4. Assume that Tata Nano would take over 10% of the
two and three wheeler market and few percentage of
expeceted to Passengers vehicles, also it might cannibalize to its
$ 7,000,000 assumption
sell unis own share market, we estimated Nano would sell 7
total Gross Millions units .
$ 2,546,250,000
profit 5. There is no any market expenses including here.
new plant at
$ 337,078,652 fixed cost 6. The fixed cost for the new plant would be 337 Millions
Singur
net profit $ 2,209,171,348.31 7. Net profit would be USD 2 billions
The reasons Tata Nano would attract Indian’s middle class
1. the auto ownership in India ranged from 8 to 25 per 1,000 people. It still has the big
potential for middle-class people in India to acquire a new car.
2. The low-cost two-wheelers played a major role in the current market, that showed that
the people in India are price-orientation. Tata Nano could fulfill the demand of low-
price and at the same time cover all the other features that a vehicle could provide.
3. Tata Nano could use its existing channels to sell Nano, it doesn’t have to rebuild a new
channel system that lower the distribution cost a lot.

24. Product segment and positions (including two-
wheelers and vehilcels)
High Maruti Passengers
Udyog Vehicle
TATA Nano
Enfields
Diesel
Bullet
Motor
Speed cycle
Scooter
Two and three
Scooter
wheels segment
Moki ette
ck
Low
Low Price High
• According to the passage, if we put the factor of “Price” and “Speed” as The Indian
automobile market segment, the chart would be like above.
• Tata Nano would be positioned as high-end products in two wheelers market
segments. Comparing to the two-wheelers, Safety and comfort are the key words that
Tata Nano could assure.
• Also it server as a low-end product in the passengers vehicle. Comparing to
passengers vehicle segment, the low price strategy is the market killer to appeal the
middle-class people in India.
`

25. Manufacturing-wise
• IF Tata Nano adopt modular production, there
are many benefits:
– Decrease the time to market since it could lower
the production lead time.
– Decrease the inventory since the modules
variation is low.
– Increase the product quality since the product
complexity is lower than before.
– By adopting the modular production, Tata Nano
could outsource specific modules to the lower
cost-base factory to lower the COGS.
Strategy should be:
• Design by Tata
• Manufacture modules by low cast base factory
• Ship modules by low cost base logistics
company
• Assemble modules at where Nano will be sold
Summary
• By targeting the right customer segment and right product positions, Tata Nano is a
good product and should be launched by Tata.
• By calculating the profit, Tata Nano would earn profit by USD 2 Billion.
• BY modular manufacturing, the quality will be good and cost would be lower.