Paul & Elisabeth Merage Foundation | Andre & Katherine Merage Foundation


Imran Currim, Ph.D.

Imran Currim, Ph.D.

Chancellor’s Professor / Associate Dean, Marketing & Student Relations for Executive MBA Programs

The Paul Merage School of Business / University of California, Irvine

Class Overview

Marketing Strategy 

This module will help Israeli business people understand and develop alternative marketing strategies for U.S. markets. We will focus on organic growth, when companies grow through existing or new products or services in existing or new markets. Discussions will cover securing new markets through expanding geographically and targeting new segments (or customers).  Learning is facilitated through a combination of readings, case discussions, and an assignment.  

Text, Articles, and Cases 

  1. “What High Tech Managers Need to Know About Brands,” Harvard Business Review, July-August 1999.
  2.  Biopure, Harvard Business School Case 9-598-150.
  3.  Invisalign, Kellogg Business School Northwestern University Case KEL032-PDF-ENG

 *I hope you can read items 2 and 3 before my session and briefly write your thoughts on each of the questions on the cases (see below). This is important for the group discussion. Items 1, 2, and 3 can be ordered from (Harvard Business School Publishing).


Monday, October 16

 8.00 – 12.00 Introduction, Alternative Growth Strategies, Honda Motor Car Company

 12.00 – 1.00 Lunch

 1.00 – 2.30  Biopure 

  1. How do you assess Biopure’s potential in the human market? The animal market? 
  1. What are the biggest obstacles to Biopure’s success in the human market? The animal market? 
  1. How might Oxyglobin be a threat to Hemopure? How might it be an asset to Hemopure? 
  1. What should Biopure do regarding the commercial release of Oxyglobin? If they release, what price should they set? How should it be distributed? 

2.45 -5.00 Invisalign 

  1. Diagram Invisalign’s channel structure for the (a) promotion selling cycle and (b) ordering/physical possession cycle. 
  1. What channel functions and flows are performed by each channel member for Invisalign and the traditional braces market? 
  1. Are there any gaps in the channel? Are channel members performing functions that Invisalign intends them to? If not, why not? 
  1. Are channel power sources affecting Invisalign’s success? If so, how? 
  1. What would you do to ramp up conversion from generation of interest to capture?

Tuesday, October 17 

8.00 – 12.00 Customization of Marketing Strategies and Group Discussion 

8:00 – 8:15 We will make a list of Israeli products or services for export. The participants will be divided into groups. Each group will select a product or service offered by a group member firm for export.  

8:15 – 10.00 Dr. Currim will lead a brainstorming session on key questions and methodology for development of export plan 

10.00 – 11.00 Group Develops Marketing Strategy for Israeli Exports to the U.S. 

Each group will come up with: 

(a) key questions to be answered in order to judge the export potential of the product or service, to be summarized on 1-2 transparencies, and 

(b) an outline of a process or methodology for answering the key questions, to be summarized on 1-2 transparencies. 

11:15 – 12:00 Group Presentations and Discussion 

Each group will present the output of the 9.45-10.45 session, followed by a discussion on how the questions and methodology can be enhanced (15-20 minutes per group).