Format of the Case Analysis:

- Case Summary
- Major problems/opportunities that the protagonist is faced with to make
decisions for

Documentation guidelines for hard copy submission:

- Times New Roman font, 1.5 spaces, max 15 pages for the body part.

Recommended Questions for Case Analysis (*you are free to update the list of
questions)

Group A
Predicting Consumer Tastes with Big Data at GAP
1. Why is Gap doing poorly in 2017?
2. Was Peck correct in firing his creative directors and replacing them with a big data driven
creative process? Why or why not?
3. What do you predict will happen to Gap’s sales going forward as a result of this decision?
4. Does this big data approach work for all three of Gap’s primary brands: Old Navy, Gap,
and Banana Republic? Why or why not? Which brands are better/worse served by this
strategy? Why?
5. What is your assessment of product 3.0? How would you improve it?
6. For which purposes is big data/predictive analytics more or less useful in marketing? As
we move into a world filled with more data, what is the role of art versus science in
marketing?

Group B
Managing Customer Touch Points at Nissan Japan
1. How could Hoshino, the Senior Vice President of Nissan, influence how salespeople
interacted with new, young, and female customers, and improve sales to this group?
2. How the goal - “Nissan power 88” is strategically linked with sales and marketing teams?
3. How would Nissan differentiate itself from competition?
4. How can Nissan adapt itself to the change in information search process of customers?
5. What can Nissan do to improve the impact of the three touch points (ads, websites, and
dealers) on consumers?

Group C
The Pepsi Refresh Project: A Thirst for Change
1. Should the Pepsi brand team continue to fund the Pepsi Refresh Project in 2011? Why
or why not?
2. If the Pepsi team continues to fund Pepsi Refresh in 2011, what changes would you make
to the program to bet er achieve the brand’s objectives?
3. Is the Pepsi brand team focused on the right metrics to measure success? What is the
value of consumer engagement? How should they calculate the value of Facebook fans,
Twitter followers, and the billions of impressions generated by the Pepsi Refresh
Project?
4. Do you agree with Pepsi’s decision to not advertise during the 2010 Super Bowl? Why?
What did they gain and what did they sacrifice by moving marketing dollars from
traditional advertising? Should they advertise the Pepsi Refresh Project on the 2011 Super
Bowl?
5. Is Pepsi the right brand for a cause marketing program like the Pepsi Refresh Project?
Why or why not?

Group D
Chase Sapphire: Creating a Millennial Cult Brand
1. What is your assessment of the Chase Sapphire Reserve card? Is this a good product for
JPMorgan Chase (JPMC)? For the Sapphire brand? Why or why not?
2. Why has Chase Sapphire Reserve been so successful in acquiring customers? Will this
success continue over time? Why or why not? What changes would you make to their
customer acquisition strategy going forward?
3. The behavior of individual adopters of the card will vary in how they pay all of their
charges in full each month, and whether to renew their card annually or not). As noted on
the top of page 3 archetypes were transactors, revolvers, and dormants. Assuming the
following for each type of customer, how can the Chase Sapphire team best design its
product and brand to attract the right customers? Has it done so successfully with the Chase
Sapphire Reserve? Why or why not?
• Transactors/Revolvers:
▪ Both spend $16,000 per year
▪ Credit balance carried: $0 for transactors, 50% of annual spend for revolvers
▪ Interest rate average: 21%
▪ Renew the card at $450 annual fee
• Dormants:
▪ Spend only enough to earn the sign-on bonus
▪ Credit balance carried: $0 for transactors, 50% of annual spend for revolvers
▪ Do not renew card at $450 annual fee
4. If you are a competing credit card provider, how do you respond to the Chase Sapphire
Reserve? How should Chase position itself to be ready for these competitive responses?
5. How successful will Chase be at retaining Chase Sapphire Reserve customers into their
second year? Why? What would you suggest they do to improve their odds of retaining
their customers?

Group E
Rewarding Customers for Recycling Packaging: Kimberly-ClarkSeeks
Shared Value
1. When it comes to meeting Kimberly-Clark’s post-consumer product and packaging waste
goal, what are the critical challenges facing John Opsteen, Daniel Locke, and the company?
2. What challenges are facing retailers and recycling companies?
3. Evaluate Kimberly-Clark’s idea to develop a program to reward consumers for recycling
SLPF packaging. What are the potential benefits? What are the potential downsides?
4. Is a consumer rewards program necessary for Kimberly-Clark to reach its waste and
recycling sustainability goal? Why or why not? Consider the three-step Fogg Method described
on page six?
5. If Kimberly-Clark proceeds with developing a rewards program, what can it do to encourage
other entities in the plastic-film lifecycle to help fund such a program?
6. If Kimberly-Clark does not develop a rewards program, what should it do to meet its waste
and recycling sustainability goal?
Group F
Branding in an Emerging Market: Strategies for Sustaining Market
Dominance of the Largest Apparel Brand in India
1. How often should brands reposition? When and why do brands reposition?
2. What are the pros and cons of each of the repositioning options being considered by Peter
England?
3. How can the chosen new positioning be effectively communicated to the target consumers?
4. What are the pros and cons of having sub-brands? What should Peter England do about its
sub-brands? Should those be trimmed? Or should more be added? Why?
5. What should Peter England do about pricing?
6. What should Peter England do about its bricks-and-mortar distribution?
7. What should Peter England do about its online presence? Should it participate in a
centralized platform along with Aditya Birla’s portfolio of other apparel brands? Should it start
its own independent online distribution? What are the trade-offs?

Group G
Unilever in Brazil (1997-2007): Marketing Strategies for Low-Income
Consumers

1. Should Unilever target the low-income segment of consumers in the Northeast? To answer
this question, examine the short-term financial implications of the decision as well as its long-
term strategic implications.
2. Evaluate Unilever’s current brand portfolio. Is a new brand necessary to serve the low-
income segment or could Unilever reposition one of its existing brands or simply launch a
brand extension? If you judge that a new brand is necessary, write its positioning statement
and choose its name among Unilever’s worldwide brand names.
3. Design the marketing mix. Choose the price, promotion (objectives, message and mix),
product (formulation and packaging), and distribution that will allow Unilever to create—
and capture—value for low-income consumers in the Northeast of Brazil.

Group H
Away: Scaling a DTC Travel Brand
1) What do you make of Rubio and Korey’s aspirations for positioning Away as a lifestyle
brand? What have they done to date to move this aspiration forward and what have they done
to date to hold it back? What remains to be done?
2) How would you assess the brand health of the Away brand? What are its strengths and
weaknesses?
3) Assess Away’s brand management strategy. What would you keep doing and what would
you change? Why? If you were running the brand, on what would you focus? How does your
answer to these questions change if you assess Away’s brand management strategy from a
venture investor’s perspective versus if you assess it from the founder’s perspective?
4) Should Rubio and Korey focus on growing luggage or expand into new categories and
businesses? Why? If yes, which categories do and don’t make sense? If no, does luggage offer
enough growth for them to meet their investors’ needs? What else could drive growth in
luggage?
5) Which consumer clusters offer the most potential for Away to target? Why? What
opportunities and challenges does each offer to the company?
6) Should Away remain a direct-to-consumer seller or should they move to a hybrid system of
distribution that includes wholesale distribution? Why? Should Away expand its physical
footprint or refocus its investments on its e-commerce channels? Why?

Group I
SUPER SHAMPOO PRODUCTS AND THE INDIAN MASS MARKET
 1. What are the cognitive beliefs on the three brands of shampoos? (What are those advertising
elements that match with the cognitive beliefs?)
2. What are the affective aspects reflected by advertisements of the three brands of shampoos?
(What are those advertising elements that match with the affective aspects?)
3. Are there differences between the cognitive and affective beliefs reflected by the
respondents based on their exposure to the ads of the three brands? Why are these differences
being observed?
4. What is the strategic implication of some brands being rated high on cognitive or affective
aspects of the brand(s)?
5. How does each brand score on the cognitive and affective aspects (each brand can be marked
as low, medium or high on each of these components)?
6. How does each brand score on attitude towards the brand?
7. Based on the analysis and the application of concepts, how can a new brand be launched?

Others: Apple Stores

1. What are the real reasons Apple needed its own stores?
2. What benchmark would you recommend Ron Johnson use to evaluate the success of Apple
stores?
3. What is so special about the store elements? Can you improve them?
4. Should Dell open its own stores?
5. What lessons can you extract from the Apple stores idea that might be usefully transferable
to other contexts?