This case illustrates how Sour Sally’s brand was built. The process of development, including brand positioning, brand formulation, and brand delivery, is presented. This can be used to develop a discussion about brand equity, brand positioning, brand formulation, and brand delivery. In this case, brand positioning was formulated by specifying a Point of Parity (PoP), which is a product category that will be entered and set by the PoD (Point of Difference), which contains the key to brand differentiation by Sour Sally.

At the initial launch, Sour Sally occupied a new category. It was a pioneer in the frozen yogurt category and competed with a nearby cross-category, ice cream. Sour Sally also seeks to provide differentiation by building the perception of USA’s brand, that is, by using the tag line "U.S. Premium" and "Non-Fat" Frozen Yogurt as a way to provide tranquility for the customers to consume this "ice cream" yogurt. Sour Sally's brand positioning was for a target market comprising women within 15 to 45 years of age.

After setting its position, Sour Sally performed brand formulation which contained: name, logo, design, packaging, and the identity of Sally's own figure. Brand delivery was done with an emphasis on public relations and customer relations compared with advertising. PR function was done through various print and online media. Customer relationship was engaged via community marketing through networking websites and members.

While observing the total traffic jam, Wasis Gunarto starts to explore the Internet and clicks jalansutra @yahoogroups.com. As the founding person in this community, it is his daily customary to monitor traffic discourse in the mailing list. His eyes concentrate on the membership number which has already passed 13,000, he mumbles/ this is no joke.  Many different problems start coming up.  Indeed, as it is explained by a certain reference on online community – the higher the number of an online community memberships, the more complicated and complex the problems that appear.

From his blackberry, Wasis sends SMS to the two Jalansutra principal moderators who are still very active accompanying him, they are Gatot Purwoko and Andrew Mulianto.  Jalansutra mailing agent members have known Andrew Mulianto as a tour owner, since he owns a Travel Agency.  So far both of them always have brilliant ideas in developing Jalansutra. Wasis thinks it is necessary to hold a meeting with these two colleagues.

Community assembly is very easy to manage in this era where the Information and Communication Technology (ICT) grows very fast. With Internet, a group of people who possess same interest can be reached in a very short time.

One of the most radiant progresses from vast internet users in Indonesia in the year 2000 is discussion through mailing list. Mailing list in Indonesia is called ‘Milis’. Milis is a place where a group of people with same interest or people coming from the same community can discuss things.

Natural Cooking Club (NCC) is a club that consists of women who likes to cook. It’s one of many online communities that formed lately, that have succeeded in developing its activity. Beside the increasing amount of milis member (more than 7000 at the end of 2008), the members have received tangible and intangible use of this community.

One of NCC’s key of success is the perseverance of its founder in maintaining relationship with the member. “Togetherness” is the motto of this cooking club. Various scheduled offline gathering activities have become the place to gather and bridging virtual communication to face-to-face communication.

NCC existence and exposure is possible because of the help from moderators who have join commitment to develop the community. There are also members who have blog that have become a multiple information channel to society who aren’t aware of this community.

The issue for owner, Fatmah Bahalwan is how to maintain the ‘sense of community’ from its member. With the community’s development and the increasing amount of member, the owner is worried about the decreasing of emotional intensity that has been the core power of NCC.

The growth of local and national TV station (that can be watched without any cost, also known as free to air – FTA) apparently do not followed by the increasing of quality of the program. In other words, although the amount of TV stations and programs are increasing, it was not the case with public’s satisfaction. Most  TV operators offer similar shows

TV viewers feels that they don’t have other choice of program to enjoy, thus they have to follow existing programs. There are many complaints regarding shows that have physical, social and psychological violence, also SARA (harassment toward certain community, child abuse and things that are far from norms, religion and morality) elements. Most of parents are complaining because the TV show are recklessly made and stressing on commercial elements without considering the consequences.

The emerging of Pay TV operators in Indonesia give viewer new alternative for interesting programs. Unfortunately, pay TV’s market has not been developed  thoroughly especially by the market leader, Indovision. Viewers amount is very low compare to its potential.

There are some opinions about conflict of interest between Indovision and the group of company that owned Indovision – MNC, due to their mutual ownership of RCTI and other FTA. If Pay TV penetration is high, it will take the portion of the successful  TV station (RCTI) in the same corporation. Thus, until today, Pay TV’s market in Indonesia is not as big as other developing countries.

Consequently, the emerging of Astro, a new brand of pay TV brought fresh air for pay TV industry. With a strong spirit to penetrate the market, this brand aggressively and continually give customer a clear reason that it is time to have a pay TV.

Astro Nusantara is a pay TV operated by PT Direct Vision since 28 February 2006, a joint venture between Astro All Asia Network plc and PT First Media Tbk, sub company of Lippo Group. There are 48 kinds of channel, including 5 local channels produce and displayed exclusively by Astro, which are: Astro Aruna, Astro Ceria, Astro Awani, Astro Kirana and Astro.

Astro TV’s aggressiveness emerged even more when it controversially get the English Premiere League (EPL) broadcast license. The program that is usually enjoyed freely by every layer of society because it’s broadcasted at FTA TV, now can only be enjoyed by Astro pay TV customers.

Indovision’s respond regarding the emerging of Astro in the market is to make it as a prominent competitor. Indovision’s commercial tries to emphasized on Astro’s insufficiency.  Whereas as a market leader, it’s Indovison’s task to extend market penetration toward FTA despite of fellow pay TV.

Issue that is brought in this case is to resume whether Astro’s strategy to increase customer base with EPL is a positive act for Astro’s brand equity development. The increasing of viewers amount that is not equal to many negative comments about this brand in many kinds of media, especially Internet.

Before the EPL issue resolves, Astro’s management faced other complicated problem, that is conflict between the stockholder which cost the end of Astro pay TV’s operation in Indonesia.

The three years broadcast time is filled by dynamics for Astro. As a new developed brand, it has to be taken from viewers that begin to feel the connection to the brand.

This case study illustrated how J.Co preparation to obtain consumer enthusiasm. The process of product preparation begins with comprehensive research of customer and development of the value concept from J.Co. Johnny, as the owner had a great vision and a keen intuition in seeing the market opportunity.

In the case study, we can learn about how the company formulates the value proposition offering to the market. This discussion can be analyzed through a hierarchy of values, also the product hierarchy. Further, we can learn how J.Co builds differentiation of products and services. After that, we will learn how J.Co delivers its offering toward store ambience and creating customer experience during consumption process.

This case study describes the implementation of CSR Programs since 2003 under Angkasa Pura 1, which were evaluated in 2007. Angkasa Pura is a state-owned enterprise (SOE) that manages public services and acts as an arm of the government in improving social welfare.

In this case, participants can learn how companies perform CSR program in two forms: the Partnership Program and the Environment Program. The Partnership Program is done by providing soft loans to small entrepreneurs as their capital and additional capital for their business development. This program has a great demand among small businesses because the procedure that is used is relatively easier compared to the process of borrowing money from banks. This activity can be categorized as corporate philanthropy.

Activities in the Environment Program provide assistance to communities in improving facilities for daily life. Some examples of activities that have been accomplished are the construction of roads, mosques (Muslim prayer houses), and public bathing facilities. These can be categorized as corporate social marketing.

This case study is about how the company released new products in a market with a very high level of competition. The launching of the Massiv Green product was a big challenge for Mr. Hadi; consumer buying power fell, the number of imitation products grew, and there was no opportunity to enter the Original Equipment Manufacturing (OEM) market because it was dominated by market leaders who have been in partnership with car makers for decades. The fact, that majority of consumers replace their batteries with the same brand that the car had when it was first purchased, made the situation worse. In situations like these, circulation of myths  regarding the existing dominance of these market players is very difficult to penetrate.

In this case participants will learn how companies breakthrough against the dominion of big players who had dominated the market for decades. The process begins with a comprehensive industry analysis, a Marketing Opportunity Analysis (MOA), and the execution of an integrated marketing strategy. We will also learn how a company fills an existing market segment without taking the market of its previous products; critically differentiate products owned by the company to avoid product cannibalism.

Hendrik Setiawan, a young entrepreneur in fresh fruit juice, was preparing for his presentation. He's going to meet potential clients in the next few days. He got various alternatives to promote Mama Roz, a new brand of fresh fruit juice, which displayed some signs of success. Mama Roz was considered as the most saleable fresh fruit juice product in top class supermarkets.

However, he's wondering whether it was appropriate to call his marketing strategy as the blue ocean strategy? His potential client would understand this new concept. And so, he had to be able to present strong evidence that his marketing strategy was indeed blue ocean strategy.

In front of him lies the ethnographic report from Reny Virniati and Nia Kurnianingsih, graduate students of MM Strategic Marketing, Binus Business School. From this report, Hendrik should summarize the evidence from the field, as a resourceful feedback for his marketing strategy.

It was January 2006, when Bambang Asmarabudi turned off his remote control on television set in his room in Pulo Gadung office after seeing 30-second TVC (TV Campaign) of new cub, Yamaha Jupiter developed by Yamaha’s headquarter in Japan. He was fond of this motorcycle. The technology was awesome, it had fantastic design, it comprised shooting technique, good setting; it was flawless design and high product quality.

As Managing Director of Promotions and Motorsports, Bambang was involved in the company for 15 years. He started his career in motorcycle manufacturer. Actually, there was nothing wrong with commercial overall content. But he was not sure that the ad would be received by company target market, regarding taste and education level difference in Japan and Indonesia. He knew exactly what kind of people in Indonesia. And it did not match with TV advertising.

He watched thousand times of the commercial advertising of Yamaha Jupiter. He saw the sales report was plummeted during the first quarter. He was weighing the idea about having another type of advertising. The advertising that was easier to understand, better shaped, and reach the grass root community. So that they did not need to think, did not need to analyze, but the advertising still headed the new technology and design of the cub.

He then picked up his cell phone, rang the Vice President, Dyonisius Beti, asked for a time to discuss the matters that bothered him.

Before the year 2003, Indomie domination (Indofood) in instant noodles market was unbeatable. It succeeded with hardly any competitors. Several attempts to take over the market share of instant noodle market was done by competitors and failed. Instead Indofood succeeded to defeat them. Even multinational company like Unilever which had skill to develop brand and wide distribution network tried to enter the instant noodle market to no avail.  Mie&Mie brand (Unilever) was forced to exit market by Indofood. This also included the failure of Tara Nasiku, an instant rice brand launched by Unilever in 1999, with intention to switch consumer buying behavior from instant noodle to instant rice. Although the production budget and development of Tara Nasiku exceeded boundary of new product launching, consumers still preferred Indomie.

Initially, Indofood did not suspect that Mie Sedaap from Wingsfood would succeed in taking over the market share. Although Wings Group was long enough in toiletries industry, supported by solid marketing team and a wide range of distribution network, Indofood still believed that food business needed special expertise. And Indofood, indeed, did not think that Wingsfood had that. Indofood was not seriously counter the aggressive marketing activities done by Mie Sedaap. It could be said without any obstacles Mie Sedaap glided to the market.

Slowly Indofood’s Indomie domination broke down. Its market share fell. Their 90% market share in 1999 declined to only 70% in 2003. The national instant noodle market itself was worth 8 trillion rupiahs, thus Indofood’s sales decline disturbed the plan to increase their sales in the country.

What super strategies did Wingsfood use with its Mie Sedaap to overpower Indomie’s domination in instant noodle market?   What effort and attempt did Indofood take to regain and restore their lost market? How were the consumers’ perceptions after of this noodle war?