The development of the property industry is currently increasing significantly and provide options to the broader community in choosing the products that they want the property in accordance with the needs , ranging from product apartment , condominium , kiosks , and residential homes

PT Agung Podomoro Land Tbk . is a development company that provides hybrid concept of property through their latest product is the Green Bay Pluit which is a combination of residential properties and shopping centers.

Although with a unique concept which is owned by Green Bay Pluit , there is a phenomenon faced by companies that kiosk sales slowed compared to the sale of apartment and condominium. After observation it was found that the problem of kiosk products that have not been focused target market , positioning is not clear and has not been optimally integrated marketing mix for product kiosk. Therefore, this case study to present to invite participants to analyze and develop marketing strategies with the aim of resolving the problem of Green Bay.

The case describes about the success of the launching Kawasaki Ninja 250R. It’s a power sports motorcycle. Since its first generation, the Kawasaki Ninja had been known to satisfy the passion for a power sports motorcycle, and the launch of the Ninja 250R was to reaffirm that symbol. With developed technology, it was proof of PT. KMI’s consistency in producing quality products.

There are several things that can be learned from cases of Kawasaki Ninja 250. First, this case illustrates how the Kawasaki Ninja been able to capture market opportunities in motor sport. In this market niche has been no single manufacturer who issued the motor sport with a relatively affordable price. Second, Kawasaki managed to exceed even the products that fit market expectations. Consequently on the third point, Kawasaki successfully applied the blue ocean strategy by releasing a product that resulted in competition becomes irrelevant. From this success, the mother brand benefited as leverage by the Kawasaki Ninja 250.

Drizzling rain at that morning had not subsided since last night when Mrs. Wendy Soeweno, director of marketing Blitzmegaplex drove her car into the office parking lot. She walked to her desk and prepared meetings with the marketing team of Blitzmegaplex. That day, two days before the meeting with the board of commissioners and board of directors, in the meeting room located at Jalan Patra Kuningan VII No.14 Jakarta Selatan, Blitzmegaplex marketing team led by Mrs Wendy Soeweno has prepared the data, both internal and external company to determine their future strategy.

Meetings were accompanied by faint sound of rain that lasted a serious but relaxed. The marketing team Blitzmegaplex expressed their own opinions, debate and argue, what company should to do after reporting 21 Cineplex to KPPU on June 5, 2009? Whether the decision was the right action in the face of the major competitors Blitzmegaplex? What was about the rest of their strategy in dealing with counter-attack of 21 Cineplex? No less important was the other competitors either directly or indirectly, which also would influenced the existence Blitzmegaplex in the cinema industry in Indonesia.

Preconceptions about models of housing in Indonesia had begun to emerge since the ancient kingdoms in Indonesia. In each chapter of its history every kingdom had a housing concept that was almost the same, although in the model and style of the building were sometimes different.

Various models and styles of Europe were presented by the Dutch in the development of housing in Indonesia when the Dutch came to power in Indonesia in the 15th century AD. Old patterns that putt Kraton as the center of every things then shifted in the arrangement of the economic center which became the foundation of the city arrangement.

From the two models of housing that exist at the time, was an embryo for the emerging of business and property developers in Indonesia. Then that management is more neatly arranged by the government of Indonesia. This can be seen by the emerged of Perum Perumnas, BTN, and etc. Besides models of the building that existed have more styles and a variety of models.

Until 2009, the population in Jakarta was 7,871,215 peoples, as stated by Abdul Kadir as the Head of the Population and Civil Records of DKI Jakarta. With the rapid development of economic activities and with the creation of new employment fields had attracted workers from outer area, had lead to urbanization problems. Uncontrolled urbanization had caused various problems, including the emergence of imbalances.

With such an imbalance, there arose a variety of other problems such as lack of discipline of life, security, slum areas, homeless, crime, health activities, education, urban transportation and etc. Thus, the rapid population growth was the major problem that was greatly influenced the development of Jakarta, and therefore the need for government to made policies surrounding buffer area of Jakarta, including Tangerang.

This case study examines the effects on the corporate culture of Indocement after Heidelberg Zement acquired the company after the 1998 monetary crisis. The crises ballooned Indocement’s debts and diminished sales due to decreased consumer spending and buying power. As a result, Mr. Kuky Permana, Indocement Core-T team leader, sought investors, and then convinced Heidelberg Zement to buy Indocement shares. At the same time, he had to work to preserve Indocement’s corporate culture.

In this case, participants are to analyze the market situation that affected organizational performance, the corporate cultures of Indocement and Heidelberg Zement, and to choose a culture merger strategy.