The company had developed a new, high-tech motorcycle accessory. The product mainly appealed to early adopters, but after several years of building its home market, it was time to expand sales internationally…

This new company provided a SaaS service to companies in the oil and gas industry. It quickly built up to about 20,000 customers, but the company was barely profitable…

A provider of ongoing corporate training believed they had the best training content and programs yet did not see the sales success they expected…

The company decided to enter the US market, and despite considerable efforts in marketing, they never managed to get a foothold in the market…

The CEO of a well-known car electronics supplier felt they did not have a solid understanding to develop a go-to-market strategy…

A manufacturer of high-end aluminium components could not command premium prices and consistently lost business to inexpensive imports…

The company was marketing its advanced infrastructure software globally and enjoyed a commanding market share. Not so in the developing world…

The company launched the streaming service at a relatively low price thinking it would generate a high sales volume. However, neither the number of subscribers nor revenues met corporate objectives…

As with all bicycle helmets, once it protect a biker's head at a fall or accident, the product needs to be replaced. The company wants to offer it under a subscription model…