More from the Author

• Case | HBS Case Collection | September 2015 (Revised February 2020)

  Managing Consumer Touchpoints at Nissan Japan

  Thales Teixeira, Nobuo Sato and Akiko Kanno

  In 2015, Nissan was third place in the Japanese auto market, behind Toyota and Honda. The challenge of increasing market share was that 80% of car shoppers who were non-Nissan owners did not consider Nissan during their purchase process. This process involved three main consumer touchpoints: mass media advertising, internet auto websites, and the physical dealerships. In the last five years, the importance of the dealers in influencing car sales had greatly diminished as consumers researched and chose which make and brand of car to buy online, going to the dealer only to negotiate price, purchase, and receive the car. Given this trend, how should Nissan's top marketer make changes in how Nissan manages these three key consumer touchpoints? And how to better integrate them to maximize sales.

  Keywords: Nissan; Automobiles; cars; touch points; digital marketing; Internet; Web Sites; Marketing Channels; Advertising; Auto Industry; Japan;

  Citation:

  Teixeira, Thales, Nobuo Sato, and Akiko Kanno. "Managing Consumer Touchpoints at Nissan Japan." Harvard Business School Case 516-035, September 2015. (Revised February 2020.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | January 2020 (Revised February 2020)

  Rumo: Infrastructure for a Healthier Economy

  Forest L. Reinhardt, Mariana Cal, Ruth Costas and Natalie Kindred

  Brazilian logistics company Rumo operated 13,500 km in railway networks, port terminals, and inland transshipment terminals, connecting major Brazilian ports to the agriculture hubs of Mato Grosso and São Paulo state. Controlled by Cosan, Brazil's leading sugar and ethanol producer, Rumo had been through a turnaround over the last 3 years, including heavy investment in operational improvements, financial deleverage, and taking cash flow generation from a negative $278 million in 2015 to positive $15.3 million in 2018. In 2019, as the company planned its new expansion cycle ($3.4 billion would be invested from 2019 to 2023), Rumo's executives had to find the best way to continue to capture the value created, while preserving its relations with customers and other stakeholders.

  Keywords: Agribusiness; Plant-Based Agribusiness; Customer Relationship Management; Growth and Development Strategy; Logistics; Rail Transportation; Value Creation; Rail Industry; Transportation Industry; Agriculture and Agribusiness Industry; Latin America; Brazil;

  Citation:

  Reinhardt, Forest L., Mariana Cal, Ruth Costas, and Natalie Kindred. "Rumo: Infrastructure for a Healthier Economy." Harvard Business School Case 720-008, January 2020. (Revised February 2020.)  View Details

  CiteView DetailsEducators

  Related

• Case | HBS Case Collection | December 2019

  Mãe Terra and Unilever (A)

  Lynn S. Paine, Ruth Costas and Priscilla Zogbi

  The case concerns the sale of Mae Terra, one of Brazil's leading brands for packaged organic foods, to the consumer goods giant Unilever in 2017. Working with Unilever management, Mae Terra’s CEO Alexandre Borges must determine whether and how to keep Mae Terra's B Certification, which attests to its commitment to having a positive social and environmental impact, and what internal governance mechanisms will enable MaeTerra to maintain its mission, values, and practices even as it is integrated into a large volume-driven multinational whose governance follows standard listed company principles.

  Keywords: Mergers ＆ Acquisitions; brand management; sustainability; Mergers and Acquisitions; Mission and Purpose; Social Enterprise; Corporate Governance; Governing and Advisory Boards; Environmental Sustainability; Organizational Culture; Food and Beverage Industry; Agriculture and Agribusiness Industry; Brazil; Latin America;

  Citation:

  Paine, Lynn S., Ruth Costas, and Priscilla Zogbi. "Mãe Terra and Unilever (A)." Harvard Business School Case 320-075, December 2019.  View Details

  CiteView DetailsEducators

  Related