Case-Study Digitalised Repository (CDR)
Real world business scenarios for the classroom
Teaching cases at the Management and Leadership Case Study Centre, Universiti Utara Malaysia, allow students to tackle real-world challenges, honing their skills for the workplace. Specializing in emerging markets, the center aims to increase digital access and usage of its case studies globally, benefiting both local and international educators.
Full Version of Case Studies are available for purchase
RM10.00 (Full case with teaching note - for instructor only)
RM5.00 (Full case only - for student)
For further enquiry, please feel free to contact us
- 04 928 7606/7609 (CDR Secretariat)
- cdr@uum.edu.my
Please use this identifier to cite or link to this item:
http://cdr.uum.edu.my/jspui/handle/123456789/156| Title: | The Brand Journey of Daisy Oaks Cafe Towards Brand Equity Acquisition |
| Authors: | Mijan, Rohana |
| Keywords: | Integrative Media Marketing;Creativity and Strategy in Advertising;Consumer Behaviour;Communication Integrated Marketing;Brand Management |
| Issue Date: | 2020 |
| Abstract: | The birth of Daisy Oaks Café (DOC) began in the 1950s with the different owner of the small exclusive drink distributor and cafe in the United States. With the excellent combination industries and business’s good progress, they met up to open for franchising thus the family name was given to the brand. With hard work, they grew into the largest franchise cafe company and leading quick-service cafe chain in the world. DOC is serving more than 69 million customers daily in over 100 countries and 235,000 employees across the world. In Malaysia, almost 100 per cent are owned and operated by independent Malaysian local businesses. AB Company wholly owns the DOC under the franchise system known as Development Licensee. Through this system the DOC headquarters transferred their ownership rights to Malaysia DOC through the AB Company. The AB company is one of the ABC Group's subsidiaries. The DOC employs more than 12,000 Malaysians across the nation. When comes to Malaysia, they need to evolve in order to tackle society. Besides, they also faced various of crisis along the journey. This condition influenced them to revise some of the brand planning such as innovate the brand strategy. Through the strategizing-based brand equity’s target they are able to manage the crisis and tackle the society. Brand equity become a motivation for them in revising the brand strategy where they remained the brand association to raise awareness and translate the brand vision and mission via perceiving the quality brand. More than four decades in Malaysia has teaches them a bundle of experience in dealing with the market environment. Evolving with the environment is always the best solution in creating brand equity. It started from employees where they build a strong internal foundation to create a branding strategy and transcend the value through various of meaningful activities. Even though the progressive strategy has affected its brand image, but they are able to solve the crisis and gain social trust as their periodic brand equity indicator curving increasingly. |
| URI: | http://cdr.uum.edu.my/jspui/handle/123456789/156 |
| Payment Link: | http://epay.uum.edu.my/go.php?billcode=CDRCASE&productid=TC162-1 |
| Appears in Collections: | Cases in CDR |
Files in This Item:
There are no files associated with this item.
Items in CDR Repository are protected by copyright, with all rights reserved, unless otherwise indicated.