The owner of Artotel group comes from the family who own the Marriott Surabaya. Wishing to expand to another market, Artotel was established with the idea of making art available to everyone. The hotel was aimed at marrying the concept of a boutique hotel decorated with art works produced by local artists, resulting in a comfortable and memorable place to stay. Artotel has undergone several changes in its strategic direction. Being an entrepreneurial company, it sees expansion to other businesses and types of accommodation as a way to survive in the turbulent environment. Artotel realizes that its main strength is its ability to have a ‘breathing brand DNA’, i. e. a brand that keeps on evolving depending on its market environment. This case will discuss the different methods that Arotel has employed to gain more market share and maintain its brand DNA.

On September 17, 2018, Path reluctantly announced that they would stop their services. Previously, the internet line was busy with the news that Path would die. Not so long ago Path confirmed that by displaying the announcement on the Path.com page and in the Path application to the user. At the beginning of its presence, Path comes with offering interesting differentiation. Its position as a social media that is very personal is different from its competitors at that time, Facebook and Twitter. This is based on a psychological theory which states that an individual can only be close friends with a limited number of people, namely a maximum of 150 people. Absorbed with momentary popularity, Dave Morin and his team did not provide any innovation when several competitors began to emerge, such as Snapchat and Instagram which had a variety of new and fresh features. With that in mind, will there is a hope for Path to survive even though the news about the closure of their services is clearly spread?

PT New Hope Indonesia (NHI) is foreign domestic investment from China that focused in poultry feed. In China, the company is the biggest poultry feed with the production capacity reached 20 million ton per year. New Hope employed more than 80.000 and 10.000 best professionals in the field. In Indonesia, PT New Hope was opened in 2006 and started the production on 2008. The company saw the market opportunity to produce a Day-Old Chicks (DOC), the baby chicken with 72 hours old, when the yolk sac in the egg runs out. The company saw there is a lack between supply and demand of high quality of DOC in Indonesia. The case study is investigating the customer preference of poultry feed of New Hope  about its consistent quality and the importance. A further objective is to identify the need to produce and sell the DOC in Indonesia. This study also examines the quality and the availability of DOC product of New Hope.

Senior managers at Sampoerna would like to understand the relation between the position of Sampoerna A Mild in the company and the customer perception in the market. They would like to assess whether the campaign of light cigarettes was also consistent with customer perception in determining its segmentation, target and brand positioning. They would like to strengthen their position and if possible move the growth of the “A Mild” from Star to Cash Cow in the BCG quadrant.

For global businesses, the Chinese market is tempting due to the sheer size of the population. According to World Bank data (2018), China has a population of 1.4 billion citizens. However, the Chinese market is notoriously difficult to crack (Stalk & Michael, 2011; Stevenson, 2017; Yongfu, 2014). According to Horowitz (2018), “doing business in China comes with a long list of demands”. Alphabet, the parent group of Google, was listed as having the third largest market value in the world (Statista, 2018), but it has still had its share of ups and downs in the Chinese marketplace. China’s harsh line on censorship has made it impossible for a company whose main raison d’etre is the availability of information on the internet. Having withdrawn from the market in 2010 due to China’s political overreach, what message is Google sending to the world by re-engaging with the nation? Is the quest for global dominance - and the accompanying advertising dollars - enough for Google to capitulate to China and grant them their censorious wishes?

Pokemon Go was launched by Niantic in 2016 and became an overnight success. In just two years, the game has managed to attract approximately 5 million active users globally (businessofapps.com, 2018), raking a total revenue of 268 million USD by August 2017. This case study depicts the game development; starting from the deal that the CEO made with Nintendo and Pokemon Inc which was considered the best deal in the history of the game. Despite its success however, Niantic was still trying hard to figure out how to stay in and ahead of the game, given the competitiveness of the industry and the shifting in gamers’ behaviours. In addition to that, Niantic also needs to start devising strategy to stay ahead of the game, given that other game developers start vying for its position in the market.  Going further, it is believed that Pokemon Go may no longer have the mass appeal which created the hype in the beginning. However, the community features that Niantic developed may allow them some development time to attract casual players. There were also some technical and non-technical related issues that happened during the early stage of the game development, leading to the question of how Niantic can bring forward its most successful game to this date.

In the first few hours of July 12, 2016, the Amazon’s “Prime Day” event went through a computer glitch that did not allow customers to add items in their shopping cart – leaving customers unhappy and dissatisfied. The disgruntled customers brought their retaliation to the social media by complaining, making negative comments, using negative hashtags, mentioning Amazon, etc. A new hashtag was created: #PrimeDayFail!

The Prime Day is a self-made occasion created by Amazon only for its members. By paying annual fee as much as $99, members are promised to have deals and bargains, much like the Black Friday or Cyber Monday event. Launched in 2015, the Prime Day events had never been satisfying for customers. In 2015, despite the revenue success, the 2015 Prime Day still left many customers unhappy with the deals – the deals were either sold out, or considered junks or unwanted products. Customers’ retaliation in social media yielded over 40,000 negative mentions. In 2016, Amazon promised to offer better deals than any other Amazon’s event history – yet problems still occurred. While sales were considered higher than the previous year, Amazon still received bad reps from unhappy customers.

Two consecutive fails of Prime Day seem to contradict with what Amazon believes in: customer experience. Customer experience is not just a strategy to Amazon, it is its purpose. Amazon believes that customer experience is far more important than financial reports. On other domains, Amazon is one of the most successful companies when dealing with customer experience, as indicated by continuously creating innovative and effective ways in delivering products its customers. However, the two service failures of its Prime Day event have tarnished its reputation to some extent.

 

This study investigates the potential ramifications of the implementation of a ‘local content requirement’ (LCR) law for electronic products in Indonesia. The law has been deemed “protectionist policy” by some and possibly in violation of WTO trade agreements. The Government of Indonesia (GOI), however, has maintained that its implementation is necessary to prevent the country simply becoming a market for these products. Indonesia hopes to have a greater stake in the manufacture or research and design of these products.

This study investigates trends of advertising in Indonesia's digital publishers. There has been a marked shift in advertising forms which has changed the business of digital publishers in the country. Digital publishers in Indonesia started about 18 years ago, when Detik.com first went online. To support the publishing, they needed advertisers. They had been using what we now call ‘conventional’ advertising, consisting of banners and pop-up advertising placement. However, as the number of digital publishers keeps growing in Indonesia, this type of advertising is slowly being left behind by the publishers. In order to compete with each other, they needed to create something new in order to advertise, that would both attract the advertisers and their consumers. This was when the concept of ‘native’ advertising started to rise.

In 2014, the Van Gogh Museum (VGM) had hopes to continue its mission to enrich and inspire as many people as possible by giving access to the museum’s entire collection and knowledge on Vincent van Gogh. In order to achieve this mission, the museum had come up with strategies that made use of the ever-growing digital world, through its web strategy and social media. These strategies were aimed to help the museum reach out to as many of its visitors and non-visitors as possible, and develop constant relationship with them by creating dialogue.

However, like any other businesses, threats and challenges were apparent in the way. The reinstated photography ban by the museum might seem to cause certain threat to the way the museum was going. Especially with the trending term of ‘selfie’ in the digital world in that same year, leading to the birth of the ‘Museum Selfie Day’ project, there was high chance the museum’s strategy might suffer.