Case Map for Iacobucci MM: Marketing Management … Map for Iacobucci MM: Marketing Management 2nd Edition (Cengage, 2011) This map was prepared by an editor at HBS Publishing, not

Case Map for

Iacobucci MM: Marketing Management

2nd Edition (Cengage, 2011)

This map was prepared by an editor at HBS Publishing, not by a teaching professor. Faculty at Harvard Business School were not involved in analyzing the textbook or selecting the cases and articles. Every case map provides only a partial list of relevant items from HBS Publishing.To explore alternatives, or to get more information on the cases listed below, visit our web site at www.hbsp.harvard.edu/educators and use the searching functions.

PART I: MARKETING STRATEGY

Chapter 1: What is Marketing?

Abstract

Homeless World Cup: George Foster, Jocelyn Hornblower, Norm O’Reilly Type: Stanford case Pub. Date: 06/04/2010 Product #: E367 Length: 26p Teaching Note: E376TN

The case follows Mel Young, Founder and President of Homeless World Cup, a non-profit organization whose mission is to eliminate homelessness around the world. Homeless World Cup organizes annual football (i.e. soccer) tournaments in host cities and through its grassroots partner organizations, recruits and trains homeless people to play in the events. The case highlights the early days of founding and building the organization, including Young's inspiration for the idea, and also covers the importance of branding and marketing and the organization's relationship with Nike. Learning Objective: This case aims to highlight an example of social entrepreneurship and the role of cause marketing. The objective is to guide students through a few of the many challenges that accompany building and marketing a social (entrepreneurial) venture and asks students to put themselves in the leader's shoes to make critical decisions. The goal is to have students better understand the management decision making process.

Chapter 2: Marketing Segmentation Abstract

http://www.hbsp.harvard.edu/educators�

http://cb.hbsp.harvard.edu/cb/product/E367-PDF-ENG�



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Ontela PicDeck (A): Mohanbir Sawhney, Kent Grayson, Patrick Duprss, et al. Type: Kellogg case Pub. Date: 12/01/2009 Product #: KEL450 Length: 7p Teaching Note: KEL452

Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells PicDeck to wireless carriers, who in turn private-label the service to their subscribers. Ontela must decide which customer segments it should target for the service and how to create a positioning strategy and a marketing communication plan to promote it. It must also consider the value proposition of the PicDeck service for wireless carriers (its direct customers), who need to be convinced that the service will lead to higher monthly average revenue per user (ARPU) and/or increased subscriber loyalty. Part A of the case provides qualitative information on customer personae that represent different customer segments. Students are asked to develop a targeting and positioning strategy based on this qualitative information. Part B provides quantitative data on customer preferences that can be used to identify response-based customer segments, as well as demographic and media habits information that can be used to profile the segments. Students are asked to revise their recommendations based on the additional quantitative data. Learning Objective: The case reinforces the principles of data-driven customer segmentation, discusses the appropriate criteria for selecting segments, and provides a deeper understanding of the benefits and drawbacks of different approaches to identifying and evaluating segments. The case illustrates how the results of data-driven segmentation may run counter to approaches that rely on "gut feel" or qualitative information alone.

http://cb.hbsp.harvard.edu/cb/product/KEL450-PDF-ENG�



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Making Waves in Rural Kenya Sebastian Herrmann, Glenn Brophey, Denyse Lafrance-Horning Type: Ivey case Pub. Date: 07/21/2009 Product #: 909A15 Length: 10p Teaching Note: N/A

The developers of a simple, inexpensive, locally produced rain water harvesting system tackle the social marketing issues in the undeveloped market of rural Kenya. The benefits of the product are obvious but the poverty levels and entrenched traditions create significant and unique marketing challenges. Learning Objective: This case is best suited for advanced marketing students. The case setting is unique and challenges students beyond traditional textbook applications of core marketing concepts. In the context of a foreign and undeveloped market, advanced marketing students should explore the following issues: Understanding the unique needs of various possible segments. Appreciating the impact of social influences on the decision-making process. Creating awareness, education and acceptance for new behavior and a new product concept. This case is intended to push students beyond the conventional application of marketing concepts. Students will be introduced to the unique needs of the hardcore poor consumers in rural Kenya and challenged to adapt marketing strategies to this exceptional and undeveloped environment. Truly understanding consumer needs and the various social influences in the problem-solving process are central to this case.

http://cb.hbsp.harvard.edu/cb/product/909A15-PDF-ENG�




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Joyoung Soymilk Maker Yi Qian Type:Kellogg case Pub. Date: 12/31/2008 Product #: KEL386 Length: 4p Teaching Note: N/A

The Joyoung brand was launched in 1994 when a group of recent college graduates invented the world's first automatic hot soymilk-maker home appliance. After some ups and downs, the Joyoung manufacturer founded the Shandong Joyoung Electric Appliances Co., Ltd. in 2002. It was further reorganized to the current Joyoung Company Limited in September 2007. Joyoung's sales grew rapidly from RMB 6 million in 1994 to 120 million in 1999, and this trend has continued into the new century. By the first quarter in 2006, the signature product of Joyoung--the soymilk makers--alone have already surpassed the sales by Philips Home Appliances in the Chinese market. Contrary to its current success, however, Joyoung Soymilk Maker's launch did not go smoothly. When the first model of the automatic soymilk maker was introducted in 1994, people had no idea what this new creature was supposed to do. The first 2,000 units of Joyoung products remaintroducedined stacked in storage for months. Joyoung then decided to conduct some marketing research. Joyoung's repositioning strategies and new product developments based on their marketing research have been evidently successful, and they have defined a new product category in China and in the world. Learning Objective: Teach students how to use cross-tabs and other marketing research tools to identify segmentation descriptors; Teach students how to analyze data and interpret results; Teach students how these research results could guide new product development and positioning strategies in order to effectively target relevant customer segments.

Chapter 3: Targeting Abstract


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Marketing Analysis Toolkit: Customer Lifetime Value Analysis Thomas Steenburgh, Jill Avery Type:HBS Spreadsheet Supplement Pub. Date: 07/28/2010 Product #: 511702 Length: N/A Teaching Note: N/A

Customers are increasingly being viewed as assets that bring value to the firm. Customer lifetime value is a metric which allows managers to understand the overall value of their customer base and relate it to three customer strategies firms employ: asset acquisition - attracting new customers to the firm, asset maximization - maximizing the value the firm extracts from each customer, and asset retention - retaining existing customers for the long term. The note gives students a foundation for analyzing marketing cases, as well as providing an analytical structure and process for completing a marketing plan. The note is accompanied by a free Excel worksheet which contains sample problems, prebuilt Excel models to calculate customer lifetime value, and charts and graphs which help visualize the results. Learning Objective: To provide students with analytical tools that they can use to more rigorously analyze marketing cases and decisions and to develop a strategic marketing plan.

Marketing Analysis Toolkit: Market Size and Market Share Analysis Type:HBS Spreadsheet Supplement Pub. Date: 02/04/2010 Product #: 511714 Length: 7p Teaching Note: N/A

Marketers frequently need to estimate the size of their markets -- both for existing products so that sales forecasts can be developed, and for new products so that market opportunities can be assessed. This toolkit enables students to size a market and generate a sales forecast using a market build-up methodology. Students learn to measure market demand and company demand and calculate market and product penetration rates and market share. The note gives students a foundation for analyzing marketing cases, as well as providing an analytical structure and process for completing a marketing plan. The note is accompanied by a free Excel worksheet (available only to authorized faculty) which contains sample problems, pre-built Excel models to calculate market size, market penetration, and market share, and charts and graphs which help visualize the results. Learning Objective: To provide students with analytical tools that they can use to more rigorously analyze marketing cases and decisions and to develop a strategic marketing plan.

http://cb.hbsp.harvard.edu/cb/product/511702-PDF-ENG�






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NFL UK Elie Ofek, David B. Godes, Peter Wickersham Type:HBS case Pub. Date: 03/17/2010 Product #: 510105 Length: 32p Teaching Note: N/A

The NFL faces a decision on how to continue efforts to grow its fanbase in the UK. The decision needs to take into account lessons learned from previous NFL activities in Europe, market research on the UK sports fan and the implications of any move on the U.S. fan. Moreover, the decision should be couched within the broader context of the NFL's goal to expand internationally. Alistair Kirkwood, head of NFL UK, and Chris Parsons, VP of NFL International, must propose a course of action that the London-based team can both execute and that will receive the approval of the NFL's commissioner and owners. Learning Objective: Examine the consumer and strategic implications of taking a brand with a rich history and tradition in one country/culture and exporting that to another country/culture (how can one "innovate globally with a local tradition?)

Chapter 4: Positioning Abstract

Alpen Bank V. Kasturi Rangan, Sunru Yong Type:HBP Brief Case Pub. Date: 05/19/2010 Product #: 4559 Length: 8p Teaching Note: 4563

In 2006, the country manager for Alpen Bank in Romania, Gregory Carle, considers whether to recommend the launch of a credit card business. The firm rejected the idea several years earlier because of poor economic conditions in Romania. However, Romania is experiencing a period of economic growth after joining the European Union and Carle believes it is time to reconsider the opportunity despite continued skepticism within the company. Carle faces several important decisions before he can present his plan to the head of International Consumer Businesses. He must decide whether to launch a credit card business in Romania, how to position the credit card, and how to acquire new customers most effectively. This case is appropriate for use in the product policy module of a general marketing course, in a new product course, or in a services management course. Students are required to complete a quantitative assignment as part of case analysis. Learning Objective: 1. To expose students to key elements of services marketing, especially target market selection, acquisition cost, and lifetime value of a customer. 2. To introduce students to international marketing issues.



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Mary Kay Inc. (B) John Quelch Type:HBS case Pub. Date: 06/01/2009 Product #: 509067 Length: 1p Teaching Note: N/A

By 2008, over half of Mary Kay Cosmetics' $2.8 billion sales were from outside the USA. Sales from China exceeded $500 million in 2008 through over 450,000 beauty consultants. China was Mary Kay Cosmetics' second most important national market with revenues growing at over 20 percent each year. In contrast, Mary Kay Cosmetics had decided to exit the Japanese market in 2001. Learning Objective: Brand Stretching; Adaptation in Emerging Markets; Strategic Growth in Emerging Markets.

Verne Global Thomas Steenburgh, Nnamdi Okike Type:HBS case Pub. Date: 05/18/2009 Product #: 509063 Length: 28p Teaching Note: N/A

Verne Global, a pioneering startup created to build the first large-scale data center in Iceland, faces critical challenges regarding its green strategy. Verne Co-Founder Isaac Kato is tasked with evaluating how the company can most successfully market and sell the green components of its service offering. Using only renewable energy in its data center facility, Verne can drastically reduce customers' carbon emissions, enabling customers to meet emerging government regulations and to capture the financial benefit of public goodwill arising from green initiatives. But how valuable are Verne's green benefits, and are they sufficient to compel customers to pay a premium for Verne services? Further, how can Verne best integrate its green strategy into its marketing and sales message? Finally, will Verne's green benefits enable the company to overcome obstacles in the sales process, or will they alternatively overcomplicate an already complex sales message? Kato's decision allows discussion of the emerging role of green marketing and sales and helps identify how a product or service which is good for the environment can also be good for the bottom line. Learning Objective: To examine green marketing and sales in-depth, with a focus on identifying the potential financial benefits of a green service offering. This case encompasses a wide range of topics in business marketing, including quantifying a customer value proposition, defining the optimal marketing and sales strategy for an innovative product or service, identifying key decision-makers within the customer organization, and identifying potential obstacles to a successful sale.



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Part II: PRODUCT POSITIONING

Chapter 5: Products – Goods and Services Abstract

Understanding Buyer Choice: The Example of Montessori Private Schools Roger A. More Type:Ivey case Pub. Date: 02/22/2010 Product #: 910A02 Length: 8p Teaching Note: N/A

This note develops a comprehensive new set of concepts to understand buying processes of parents choosing among complex educational services using the example of Montessori private schools.

Understanding Buyer Choice: The Example of Nuclear Power Plants Roger A. More Type:Ivey case Pub. Date: 02/22/2010 Product #: 910A03 Length: 9p Teaching Note: N/A

This note develops a comprehensive new conceptualization of the complex processes that accompany large scale high technology product/service bundles using the example of nuclear power plants.

Understanding Buyer Choice: The Example of Notebook Computers Roger A. More Type:Ivey case Pub. Date: 02/22/2010 Product #: 910A04 Length: 13p Teaching Note: N/A

This note develops a comprehensive new set of concepts to understand buyer behavior for complex high technology consumer products using the example of notebook computers.

Chapter 6:Brands Abstract










Case Map for



The Dannon Company Christopher Marquis, Pooja Shah, Amanda Tolleson, et al. Type:HBS Case Pub. Date: 04/01/2010 Product #: 410121 Length: 22p Teaching Note: N/A

In 2007, Wal-Mart faced challenges to its historically high growth rate. Lagging same-store sales and setbacks overseas led the company to consider strategic shifts. Wal-Mart was the world's largest retailer, but competition had become particularly acute as the company expanded from rural markets, which it had long dominated, into urban and suburban areas. Covers developments in Wal-Mart's merchandising strategy and its approach to store formats; its sometimes controversial

LeBron James Anita Elberse, Jeff McCall Type:HBS Case Pub. Date: 01/31/2009 Product #: 509050 Length: 4p Teaching Note: 510049

In 2005, to the astonishment of many sports industry insiders, superstar basketball player LeBron James fired his agent and established his own firm, LRMR, to handle all aspects of his business ventures and marketing activities and named his childhood friend Maverick Carter as the CEO. LRMR is tasked with turning James into a global icon as well as help him reach his personal goal of becoming basketball's first billionaire. In late 2008, James has entered various lucrative endorsement deals, and is considering three exclusive videogame endorsement opportunities from Electronic Arts, 2K Games, and Xbox Live to add to his portfolio. Allows for a rich discussion about how superstar athletes and other celebrities can create and capture value from their brands as well as what role talent agencies and other intermediaries play in that process. Provides in-depth information on three endorsement opportunities that each represent a common way in which talent can (choose to) get compensated: through a fixed-fee payment, a bonus payment structure, or a revenue-sharing agreement. Learning Objective: To examine marketing issues and, more specifically, celebrity endorsement opportunities in the context of a world-class athlete. To explore ways in which superstars in the creative industries create and capture value from their brands.



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Manchester Products John A. Quelch, Heather Beckam Type:HBP Brief Case Pub. Date: 06/28/2009 Product #: 4043 Length: 11p Teaching Note: 4044

In January of 2005, Manchester Products Inc., a longtime leader in office furniture that only recently entered into the home furniture market, acquired Paul Logan's Furniture Division (PLFD). The acquisition of PLFD made Manchester an instant market leader in household furniture. A key factor in the value of PLFD has been the name of the company founder -- arguably the premiere name in high-end fashion and accessories, and a true lifestyle brand. However, Manchester has acquired rights to use the Paul Logan brand name for only three years. Jason Adams, VP of Marketing for Manchester, is responsible for designing a plan to transition the brand from the Paul Logan name to Manchester. He must develop the optimal timing and sequencing of the brand transition, assess the implications, and establish the appropriate mix of advertising and promotion programs to support the transition. Learning Objective: 1. Evaluate alternative product policies and communications programs for implementing a brand transition. 2. Discuss the horizontal and vertical stretching of a brand name in relation to product line breadth and depth. 3. Evaluate the marketing strategy behind an acquisition, including considerations of product-company and product-market fit. and product-market fit.


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Classic Knitwear and Guardian John A. Quelch, Patricia Girardi Type:HBP Brief Case Pub. Date: 06/18/2009 Product #: 4217 Length: 8p Teaching Note: 4218

Classic Knitwear manufactures and distributes casual apparel, either unbranded or under a private-label brand name. Partly because Classic has no brand recognition with consumers, gross margins are low. To improve margins, the company considers partnering via a licensing agreement with Guardian, a manufacturer of insect repellent that has developed superior repellent technology for clothing. Unlike Classic Knitwear, Guardian is a well-known and well-respected brand in its target market of outdoor enthusiasts, and Classic Knitwear wants to take advantage of this by selling the new clothing line under the Guardian brand. The partnership presents many new opportunities for Classic Knitwear along with many risks. The CEO wants a quick decision in time for the company's upcoming investor call. The case explores challenges in product development, brand management, and consumer marketing. Students are required to complete a breakeven analysis and estimate product demand based on data presented in the case. Learning Objective: To evaluate a new product opportunity in which the firm built exclusively on manufacturing private label and unbranded products enters into a partnership to launch a line of branded "value added" products. To conduct a break-even analysis and to estimate sales potential of a new opportunity.



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Fiat and Chrysler Robert E. Spekman, Jacki Fritz Type:Darden case Pub. Date: 10/06/2009 Product #: UV2975 Length: 21p Teaching Note: N/A

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The case traces the events leading up to the alliance, discusses the early stage issues with which the partners have to deal, addresses some of the governance issues, and examines the past merger between Chrysler and Daimler that ended in a failure. The case presents a normative approach to alliance management and conjectures about the success of the Fiat-Chrysler alliance. We address whether Chrysler is a suitable partner and whether there is a strong enough rationale for the alliance and whether the two partners are compatible. Finally, the case explores the lessons learned and the cautions that might derail the alliance. Learning Objective: 1) Examine an alliance in the automotive industry to see if the rationale for the alliance makes sense; 2) Explore the alliance-formation process to see if the proper steps were taken during the due diligence; 3) See what lessons can be gleaned from previous mergers; 4) Understand better how alliances can be used to gain competitive advantage.

Chapter 7: New Products

Abstract

Ad-Lider Embalagens, SA Rosane Gertner, Dennis Guthery, Richard Ettenson Type:Thunderbird case Pub. Date: 10/18/2009 Product #: TB0141 Length: 21p Teaching Note: TB0142

This case presents market research data concerning the launch of a new drawstring trash bag in Brazil. Ad-lider, one of the leaders in the Brazilian plastic bag industry, has purchased the production machinery for producing the trash bag, and now must decide how the new product should be launched. Data for focus groups and field interviews are included for analysis. The case touches on many areas of marketing, including new product development, marketing research, and creating customer value. Learning Objective: This is appropriate for both undergraduate and graduate marketing classes. It's ideally suited for the marketing research component of a marketing management class. Alternatively, it's also appropriate for the market research session of the new product development course or for a qualitative data session of a marketing research course. The teaching note is useful for all three purposes.

http://cb.hbsp.harvard.edu/cb/product/UV2975-PDF-ENG�

http://cb.hbsp.harvard.edu/cb/product/TB0141-PDF-ENG�

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Geox: Breathing Innovation into Shoes Ali Farhoomand, Havovi Joshi Type:Univ. of Hong Kong case Pub. Date: 06/24/2010 Product #: HKU895 Length: 29p Teaching Note: HKU896

On 28 July 2009, the board of directors of Geox approved the footwear and apparel company's half-year results, which showed consolidated sales of US$653 million. This was a remarkable achievement and recognition for a company that had only been in the business since 1995. In the early 1990s, inventor, entrepreneur and erstwhile winemaker Mario Moretti Polegato, suffering from hot and sweaty feet, used a pocketknife to cut holes in the soles of his sneakers, thereby creating the first pair of "shoes that breathe". Convinced that his creative solution could be transformed into a commercially successful product, Polegato spent several years developing a breathable membrane for shoes that allow the feet to breathe while remaining watertight. When he succeeded in producing the prototype of such a technology in the laboratory, he immediately patented it and began marketing it to existing shoe manufacturers. However, none showed any interest in his product. He thus decided to embark on his own, and commenced manufacturing these "breathing" shoes under the Geox brand name. Since then, Geox's innovative products have continued to carve out a niche for themselves in the global footwear market. By 2002, the company had extended its "breathability" technology to fabric and entered the apparel market. By 2009, after a mere 14 years, Geox had become a global name and was ranked the world's second-largest casual lifestyle footwear sector operator. The company conducted its business in 68 countries around the world through over 10,000 multi-brand points of sale and 997 single-brand Geox shops. By introducing yet another product to the established and intensely competitive shoe industry, Geox had successfully demonstrated the power of innovation. But like any other innovative company, Geox has to fret about sustainability of its competitive advantage. Learning Objective: This case stimulates discussion on creativity and product innovation, and helps students understand how an innovative product can disrupt a mature industry. The teaching objectives of this case are: 1. To analyze how a creative innovation can impact existing industry dynamics 2. To discuss the key principles for a new firm to follow in introducing an innovative product and entering a mature market successfully 3. To discuss the strategy such a firm needs to adopt to maintain its presence in the market.

http://cb.hbsp.harvard.edu/cb/product/HKU895-PDF-ENG�


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Local Motors Michael l. Norton, Jeremy B. Dann Type:HBS case Pub. Date: 02/19/2010 Product #: 510062 Length: 20p Teaching Note: N/A

In the wake of the meltdown among US auto manufacturers in 2009, Jay Rogers - CEO of Local Motors - has a new approach for the automotive industry: Decide which models are produced through online design competitions, and then allow customers to "build their own cars" from the winning designs. The case focuses on two key issues: Can Local Motors build a thriving online design community at a reasonable cost? And can customers be convinced to add their own sweat and labor to the manufacturing process? The case is written from the perspective of a start-up company seeking funding while trying to implement a novel business concept. Learning Objective: This case highlights the promises and pitfalls of two increasingly common marketing tactics. First, the case explores the concept of involving consumers and communities in the design of one's products - inviting a broader discussion of similar initiatives such as open-source collaborative efforts. Second, the case examines the impact of involving customers in the manufacturing of one's products - again part of a broader conversation about the increased push towards allowing consumers to customize product offerings


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Emotiv Systems Inc. Elie Ofek, Jason Riis, Paul Hamilton Type:HBS case Pub. Date: 10/15/2009 Product #: 510050 Length: 28p Teaching Note: N/A

Emotiv is getting ready to launch its innovative brain-computer interfacing (BCI) technology. The company has developed a special headset, called EPOC, and highly sophisticated software that can translate a person's emotions, cognitive thoughts and facial expressions into digital outcomes. Emotiv wants the technology to be adopted by mainstream consumers and is leaning towards the video game market as its primary initial target. However, it needs to decide whether to continue efforts to convince one of the big three console makers (PS3, Xbox 360, Wii) to enable the EPOC on their platform or to settle for the PC gaming market. Alternatively, the company could have chosen a number of different markets to focus on (such as medical, military, market research). A host of additional marketing decisions (pricing, channels, bundling a demo game) need to be made. The case allows students to grapple with the issues of: selecting a target application for the launch of an innovation; determining the importance of having a big name partner for the launch by an unknown start-up; considering the wisdom of taking a B2C rather than B2B approach with a novel technology; using analogous products to forecast demand and sales for a new technology. Learning Objective: To analyze the launch strategy of a completely novel technology: selection of target application and target market; importance of big name partners for consumer adoption; forecasting adoption pattern

Genzyme: The Renvela Launch Decision Tim Calkins, Lynn Harriss Type: Kellogg case Pub. Date: 07/01/2009 Product #: KEL412 Length: 14p Teaching Note: KEL413

Pharmaceutical company Genzyme has created a new drug, Renvela, which is a phosphate binder designed to be used primarily by patients with kidney failure. Renvela is a slightly different version of Genzyme's highly successful Renagel. Company executives must now decide how best to launch Renvela. Should it replace Renagel? Should it be a premium version of Renagel? Is it worth launching the product at all? The case appears rather simple on the surface, but the questions are challenging to work through. Learning Objective: This case, launched with great success in the 2009 Kellogg Biotech and Healthcare Case Competition, can be used to teach growth strategy and new product strategy. It also provides an introduction to the pharmaceutical industry. Students will be given the opportunity to think critically about the role of innovation, risk, and ethics in healthcare-related firms.




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Backchannelmedia Sunil Gupta, Kavita Shulkla, Zach Clayton Type: HBS case Pub. Date: 04/13/2009 Product #: 509026 Length: 19p Teaching Note: N/A

Backchannelmedia (BCM), a three year old start-up, intended to completely disrupt the world of advertising by transforming the way Americans watched television. BCM had developed a technology to make television "clickable," enabling viewers to interact with the content on their television screens. By April 2009, BCM had conducted consumer studies and field tests and the results were very promising. However, the industry was dominated by large players who could impede the introductions of new technologies. BCM's founders would have to make critical decisions about how quickly to roll-out their technology, and to whom. Which industry players were allies? How would BCM monetize the value they would create? Would investors see as much potential in BCM as its founders? And how would the company's cash constraints impact the strategy in the current economic environment? Learning Objective: To understand the adaption of innovations, and the challenges faced by entrepreneurs.

Customer Referencing: Three Programs David B. Godes Type: HBS case Pub. Date: 11/02/2008 Product #: 508101 Length: 22p Teaching Note: N/A

Three different reference programs are presented (IBM, AMdocs, VMware). Students can assess the applicability of each of the approaches to various contexts. This case allows for a discussion of "word of mouth" communication in a B2B setting. For a number of reasons, word of mouth doesn't flow as naturally in these settings as compared with consumer domains. Thus, firms need to manage actively the interactions in their marketplace. Reference programs represent one of the principal ways that B2B firms "engineer" word of mouth about their products. The case demonstrates various tradeoffs inherent in managing word of mouth as well as an underlying motivation for engaging in word of mouth: self-promotion.

PART III: POSITIONING via PRICE, PLACE, PROMOTION

Chapter 8: Pricing Abstract




Case Map for



Marketing Analysis Toolkit: Pricing and Profitability Analysis Thomas Steenburgh, Jill Avery Type: HBS Spreadsheet Supplement Pub. Date: 07/19/2010 Product #: 511701 Length: 22p Teaching Note: N/A

Pricing is one of the most difficult decisions marketers make and the one with the most direct and immediate impact on the firm's financial position. This toolkit will introduce the fundamental terminology and calculations associated with pricing and profitability analysis. Users will learn how to produce and interpret demand curves and calculate the price elasticity of demand. The concepts of revenue, costs, and contribution margin, gross margin, and net income will be introduced to inform profitability analyses. Finally, retailer profitability metrics including retailer margin and penny profit are discussed. The note gives students a foundation for analyzing marketing cases, as well as providing an analytical structure and process for completing a marketing plan. The note is accompanied by a free Excel worksheet which contains sample problems, prebuilt Excel models to calculate demand curves, price elasticity, and profitability metrics for firms and their channel partners, and charts and graphs which help visualize the results. Learning Objective: To provide students with analytical tools that they can use to more rigorously analyze marketing cases and decisions and to develop a strategic marketing plan.

Marketing Analysis Toolkit: Breakeven Analysis, Spreadsheet Supplement Thomas Steenburgh, Jill Avery Type: HBS Spreadsheet Supplement Pub. Date: 02/05/2010 Product #: 510713 Length: N/A Teaching Note: N/A

This Excel worksheet contains sample problems, prebuilt Excel models to run breakeven analyses, and charts and graphs which help visualize the results. It is designed to accompany "Marketing Analysis Toolkit: Breakeven Analysis." Learning Objective: To provide students with analytical tools that they can use to more rigorously analyze marketing cases and decisions and to develop a strategic marketing plan.

http://cb.hbsp.harvard.edu/cb/product/511701-XLS-ENG�






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Better World Books Michael I. Norton, Fiona Wilson, Jill Avery, et al. Type: HBS case Pub. Date: 09/22/2010 Product #: 511057 Length: 24p Teaching Note: N/A

Better World Books, a young start-up, provides a socially-conscious alternative to Amazon, collecting and selling used books to keep them out of the wastestream, while providing a portion of their profits to support global literacy efforts. The case presents an emerging new business model: the for profit "B corporation" designed to combine profits and mission. Founder Xavier Helgesen struggles with how to price his products to capture the value of their social good, how to manage multiple channels of distribution, including selling direct to consumers, and managing negative public perceptions of the social impact of the business once the company turns profitable. Learning Objective: To introduce a new type of business model which combines for-profit and social mission. To explore the challenges and opportunities associated with having a social mission.

Global Wine War 2009 Christopher A. Bartlett Type: HBS case Pub. Date: 08/13/209 Product #: 910405 Length: 23p Teaching Note: 910412

The case contrasts the tradition-bound Old World wine industry with the market-oriented New World producers, the battle for the US market, the most desirable export target in 2009 due to its large, fast-growing, high priced market segments. The case allows analysis of the way in which newcomers can change the rules of competitive engagement in a global industry. It also poses the question of how incumbents can respond, especially when constrained by regulation, tradition, and different capabilities than those demanded by changing consumer tastes and market structures. Learning Objective: To explore global industry analysis and competitive dynamics.

Chapter 9: Channels of Distribution and Business Marketing Networks and Logistics

Abstract



Case Map for



Franz Collection, Inc. Lien-Ti Bei, Shih-Fen Che Type: Ivey case Pub. Date: 05/26/2010 Product #: 910M30 Length: 21p Teaching Note: N/A

The case describes the three-stage transformation of a Taiwanese company - from an original equipment manufacturer (OEM) of small gifts for Western European customers, to an original design manufacturer (ODM) providing design and production of home d cor and gifts to customers in Europe and the United States, to an own brand manufacturing (OBM) company launching its brand of porcelain tableware targeted at the global market. The story of Franz Collection is a story of product outsourcing and international cooperation, where OEM subcontractors in Asia have tried to set up their own marketing channels and brand names to bypass their Western clients and appeal directly to consumers. This case describes the managerial dilemmas in establishing a global brand faced by manufacturers in Taiwan and the neighboring countries.

Nettwerk: Digital Marketing in the Music Industry John Deighton, Leora Kornfeld Type: HBS case Pub. Date: 10/29/2009 Product #: 510055 Length: 20p Teaching Note: 511056

How is music marketed in the digital era? Nettwerk Music Group built on its foundation as a social, grassroots marketer of music and artists, and emerged as a leader in the Internet-enabled social media environment. For most of the past decade Nettwerk CEO Terry McBride let fans consume music on their own terms. He encouraged file-sharing, the remixing of his artists' songs and videos, and an environment in which "the audience is the record company." In the digital marketplace compact discs mattered much less, said McBride. "Digital assets" were the currency, in the form of ad, television, movie, and videogame song placement, ringtones, mixes, and community-created content. But new artist-label contracts were needed if digital assets were going to flow freely. Moving away from the infrastructure of the music business also meant having to do without the financial, logistical, and promotional power of the major labels. To provide an alternative to the muscle of the major labels, the company is launching a venture capital project called "Polyphonic." Learning Objective: The teaching objectives of the case are: - to examine the mechanisms of social marketing in an era of widely available digital tools - to analyze the use of traditional digital media such as the Internet for such activities as ecommerce and promotion, and new media tools such as blogs, YouTube, Facebook, My Space and the collaborative, user/fan-based activities they enable - to examine the 'long tail' argument as it pertains to the digital music marketplace - to compare and contrast the relationship of old media/broadcast media to the mass market with the resonance of new media and fragmented, niche markets

http://cb.hbsp.harvard.edu/cb/product/910M30-PDF-ENG�



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Sony Ericsson: Marketing the Next Music Phone Qui Cheng, Zane Moi Type: Univ. of Hong Kong case Pub. Date: 11/10/2008 Product #: HKU801 Length: 13p Teaching Note: N/A

Coming off its global success of marketing mobile handsets which featured embedded digital cameras, Sony Ericsson planned to launch a new series of handsets which featured digital music playback capabilities in 2005. Beginning in 2004, Sony Ericsson's competitors, such as Motorola and Nokia had begun to develop digital music content delivery and mobile handset strategies, at the same time Sony Ericsson was developing its own. The case illustrates some of the issues that mobile phone, or more broadly, consumer electronics manufacturers and distributors need to take into consideration when developing product management and product marketing strategies for new products in developing categories. The case also attempts to highlight some of the complexities that exist in marketing "convergent" products, where service delivery partnerships and competition with non-traditional handset vendors needs to be taken into consideration. Finally, the case also focuses on the strategic use of cross-product brand extensions where, in reality Sony Ericsson ended up licensing the Sony "Walkman" brand name to promote what has ended up being a successful line of music oriented mobile handsets.

Major League Baseball Advanced Media Anita Elberse, Brett Laffel Type: HBS case Pub. Date: 03/20/2010 Product #: 510092 Length: 24p Teaching Note: 511026

In January 2010, Bob Bowman, chief executive officer of Major League Baseball Advanced Media -- MLB's digital arm -- is facing a number of decisions related to its 'app' for Apple's new iPad. What are the best name, price, and set of features for MLBAM's iPad app? The case describes what is often seen as one of the most successful paid-content businesses in sports and media. Provides in-depth information on MLBAM's four main sources of revenues, and relates those to the league's overall revenues. Describes the company's online and mobile offerings in considerable detail, and outlines the choices facing MLB's offering for Apple's iPad device, enabling a rich discussion of viable marketing strategies. Learning Objective: To understand how sports industries, leagues, and teams are affected by and can capitalize on new forms of digital distribution; to assess viable business models for content owners and distributors in the context of online media.





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Bank of America: Mobile Banking Sunil Gupta, Kerry Herman Type: HBS case Pub. Date: 03/20/2010 Product #: 510063 Length: 22p Teaching Note: 511053

In January 2010, Jen McDonald, head of Bank of America Corporation's (BoA) Digital Marketing group, was discussing the bank's mobile strategy with Douglas Brown, senior vice president, Mobile Product Development. BoA launched mobile banking in 2007 and within three years it had 4 million active customers. This success prompted line-of-business managers to request Jen and Doug to include more functionality in the bank's mobile app that were specific to their businesses such as credit cards and mortgages. Jen and Doug had to decide how to leverage the mobile platform for various businesses of the bank without creating confusion or increasing complexity for the consumers. Recognizing the potential impact mobile technology could have on the entire banking industry, they also had to decide on how to position BoA's mobile banking in the long run.



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Zappos.com: Developing a Supply Chain to Deliver WOW! Michael Marks, Hau Lee, David W. Hoyt Type: Stanford case Pub. Date: 02/13/2009 Product #: GS65 Length: 27p Teaching Note: GS65TN

Zappos was founded in 1999, during the Internet boom, to sell shoes online. The company's founding premise was to provide the ultimate in selection to its customers--all brands, styles, sizes, and colors. Zappos organized all aspects of its business (including recruiting, culture, call center, inventory, website, and supply chain) to provide the best possible service--it wanted to "wow" everyone who interacted with the company, from customers to employees to corporate partners. Zappos grew rapidly, and by 2008 was profitable with net sales (after returns) of about $650 million. The company faced a number of issues as it looked forward. While it had penetrated only about 3 percent of the U.S. market for shoes, Zappos had expanded its product lines to items such as camping gear and video games. It needed to determine those elements of its strategy had contributed to its success in shoes, and whether it would be able to duplicate that success in other product lines. It also needed to determine how it could scale its business--much of the effort it had made to "wow" its customers was labor intensive and expensive--could this be scaled to a company with revenues of tens of billions? Finally, the economic landscape changed dramatically in late 2008, with the financial market collapse and recession. The service-intensive Zappos.com business was based on sales at little to no discount, unlike many websites that relied on selling at the lowest possible price. Would the company need to make changes to respond to the changed economic environment, and if so, what were those changes? The case provides an opportunity to evaluate the core competences of an Internet retailer that has experienced rapid, initial success. The case enables students to consider supply chain issues, which are critical to the company's success, in the broader context of the business: the bases of Zappos' success, its core competencies, culture, and competitive environment. Learning Objective: The case highlights an Internet retailer that has grown rapidly, but faces significant issues, including scope of product offerings, supply chain costs, customer service costs, and scalability. The teaching objective of the case is to examine these issues, and the considerations that the company must make in choosing a way forward.

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eBay Partner Network Benjamin Edelman, Ian I. Larkin Type: HBS case Pub. Date: 09/28/2009 Product #: 910008 Length: 14p Teaching Note: 910025

eBay considers adjustments to the structure and rules of its affiliate marketing program, eBay Partner Network (ePN). In particular, eBay reevaluates affiliate compensation structure, the role of bonuses for especially productive affiliates, and the overall rationale for outsourcing online marketing efforts to independent affiliates. The case presents the history and development of ePN, ePN's importance to eBay, and the mechanics of online affiliate marketing. Learning Objective: Management of commission-based referral systems, including their structure, implementation, and incentives.

Chapter 10: Integrated Marketing Communications: The Advertising Message

Abstract

United Breaks Guitars John Deighton, Leora Kornfeld Type: HBS case Pub. Date: 01/06/2010 Product #: 510057 Length: 13p Teaching Note: 510123

When social media propagate a complaint about poor customer service, an international media event ensues. How do viral videos spread and what can firms do about them? This case dissects an incident in which a disgruntled customer used YouTube and Twitter to spread a music video detailing United's mishandling of his $3,500 guitar and the company's subsequent refusal to compensate him. The song was called "United Breaks Guitars." Within one week it received 3 million views and mainstream news coverage followed, with CNN, The Wall Street Journal, BBC, the CBS Morning Show, and many other print and electronic outlets picking up on the story. The mechanics of viral propagation are uncovered and the limited opportunities for response by the firm are revealed. The case supports the notion of the Internet as an insurgent medium, better at attack than at defense. Learning Objective: To examine the mechanisms of social media and its effects on the perception of a company and its brand. What strategies can companies deploy in order to operate effectively when the power to craft messages and images is shared between marketer and consumer?



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Bank of America Sports Sponsorship Stephen A. Greyser, John L. Teopaco Type: HBS case Pub. Date: 08/12/2009 Product #: 910406 Length: 10p Teaching Note: 910420

A major sports sponsor must decide on new, renewal, or withdrawal from significant relations with teams/leagues/events, using a distinctive approach to assessment. Learning Objective: Decision-making on specific sponsorship situations and understanding of sponsorship.

Giant Consumer Products Neeraj Bharadwaj, Phillip Delurgio Type: HBP Brief Case Pub. Date: 06/15/2009 Product #: 4131 Length: 14p Teaching Note: 4132

This case provides students with an opportunity to become familiar with some major strategic issues that firms face when formulating and implementing a sales promotion, including: cannibalization, brand equity erosion, forward-buying, pass-through, and consumer stockpiling. It also provides them an opportunity to utilize retail scanner purchase data in order to evaluate the historical performance of sales promotions. Based on calculating top-line revenue, marketing margin, and return on marketing investment (ROMI) for prior promotions, students can recommend the most financially and strategically defensible initiative from a choice of several competing sales promotions. The setting is the frozen foods category in the consumer packaged goods industry. Learning Objective: To provide students with a greater appreciation of how such strategic issues as cannibalization, brand equity erosion, forward-buying, pass-through, and consumer stockpiling can factor into decision-making pertaining to sales promotion activity. To provide students with an understanding of the multi-disciplinary nature of brand management. To provide students with some insight into how annual brand plans and sales promotions are developed and implemented. To provide students with exposure to financial analytics, including return on marketing investment (ROMI), commonly utilized by brand managers at consumer packaged goods firms.




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The Power of Persuasion: An Exercise in Creating Persuasive Advertising Michael Parent, Leyland Pitt, Stacy Morrison Type: Ivey Case Pub. Date: 01/08/2009 Product #: 909A01 Length: 1p Teaching Note: 809A01

Do subliminal cues have an effect on behavior? This question is at the heart of many debates in advertising. In this exercise, students can determine, through their own experience, the impact of subconscious cues on their decisions. In this simulation, the instructor places a number of specific cues throughout the building. Students, in turn, are tasked with creating an advertising poster for a chain of children's play centers. Inevitably, their posters incorporate some, and sometimes all, of the cues. The exercise can lead to a deep and constructive discussion on the effect of subconscious cues on consumers. Learning Objective: The goal of this exercise is to allow students to determine for themselves, through their own experience, the impact, if any, of subconscious cues on their cognition. This exercise exposes students, by way of their own susceptibility, to the influence that subliminal visual cues can have on the creative process. Subliminal persuasion is something that has been the subject of controversy in both social psychology and the business world for over 100 years. Psychologists and marketers have been debating whether perception can occur without awareness or consciousness. Specifically, are there things that people experience that influence their actions, despite whether or not they are consciously or knowingly perceived? Using an experiential learning pedagogy, this exercise introduces students to how and why marketers may choose to use this technique and allows for the students to decide for themselves whether they are believers or critics. The experiment can also generate an in-depth discussion on the ethical considerations inherent in marketing and advertising. Teaching about subliminal persuasion in this way will help to emphasize the practical nature of its usage, as well as allow for students to debate the issue in terms of their own experiences with the exercise. Furthermore, knowing what types of elements work in subliminal persuasion will aid in understanding theories in consumer behavior. The case is appropriate for courses in Marketing and Advertising at both the undergraduate and graduate levels.

Chapter 11: Advertising Media and Integrated Marketing Communications

Abstract




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Infineon Raceway (Sears Point Raceway) George Foster, Norm O’Reilly, David W. Hoyt Type: Stanford case Pub. Date: 06/15/2010 Product #: SPM41 Length: 44p Teaching Note: SPM41T

This case describes the history, operations, and economics of Infineon Raceway (Sears Point Raceway) in Sonoma, California, and the challenges facing the racetrack as a result of the economic recession of 2008-9. The racetrack's most important race is a NASCAR Sprint Cup event. It also hosts IndyCar, NHRA drag races, and other events. Speedway Motorsports Inc. purchased the track in 1996, and made substantial a capital investment to improve the spectator experience. The track is heavily dependent, financially, on corporate sponsorship. Its naming rights agreement with Infineon Technologies was expiring in 2012, and many of its other corporate sponsors were cutting back or ending their sponsorships due to economic stress. The case describes the advantages of corporate sponsorship, and the ways in which a company can utilized sponsorship to build its brand, reward and motivate employees, drive retail traffic to stores and distributors, and entertain customers. The case includes a 10 page appendix with background information of the basic types of motor racing and descriptions of major racetracks in California. Learning Objective: This case provides the basis for discussion of marketing in the motorsports industry, particularly as it applies to facilities. The concepts of sponsorship renewal, title sponsorship, activation and sponsorship evaluation are also implicated. If the facility component of the case is emphasized, it could be adapted to a facility management course as well. Finally, the case could be used to supplement material in a sport finance course related to revenue generation through sponsorship.

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Air France Internet Marketing Mark Jeffrey, Lisa Egli, Andy Gieraltowski, et al. Type: Kellogg case Pub. Date: 03/06/2009 Product #: KEL319 Length: 18p Teaching Note: KEL320

Rob Griffin, senior vice president and U.S. director of search for Media Contacts, a communications consulting firm, is faced with the task of optimizing search engine marketing (SEM) for Air France. At the time of the case, SEM had become an advertising phenomenon, with North American advertisers spending $9.4 billion in the SEM channel, up 62% from 2005. Moving forward, Griffin wants to ensure that the team keeps its leading edge and delivers the results Air France requires for optimal Internet sales growth. The case centers upon Air France's and Media Contacts' efforts to find the ideal SEM campaign to provide an optimal amount of ticket sales in response to advertising dollars spent. This optimal search marketing campaign is based on choosing effective allocation of ad dollars across the various search engines, as well as selecting appropriate keywords and bid strategies for placement on the search result page for Internet users. In determining the optimal strategy, the case presents background information on the airline industry as well as the Internet search options available at the time, including Google, Microsoft MSN, Yahoo!, and Kayak. Additionally, background information is provided on SEM and its associated costs and means of measuring the successfulness of each marketing effort. The case illustrates how one must first determine the key performance indicators for the project to guide analysis and enable comparison of various SEM campaigns. Cost per click and probability to produce a sale differ among publishers. Therefore, using a portfolio application model's quadrant positions can be used to determine optimal publisher strategies. Additionally, pivot tables help illustrate campaigns and strategies that have historically been most successful in meeting Air France's target Internet sales. Multiple recommendations on how Media Contacts can assist Air France in improving its SEM strategy can be derived from the data provided. Learning Objective: Students learn how to optimally leverage the Internet in generating customer sales in a cost-effective manner. Students will analyze and manipulate a variety of data using pivot tables to determine optimal strategies for obtaining maximum total online bookings throughthe various online channels available. Using a portfolio application model, students can determine an optimal publisher strategy and complete copy improvement analysis.



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Air France Internet Marketing Mark Jeffrey, Lisa Egli, Andy Gieraltowski, et al. Type: Kellogg spreadsheet supplement Pub. Date: 03/06/2009 Product #: KEL321 Length: N/A Teaching Note: N/A

N/A

Hubspot: Inbound Marketing and Web 2.0 ThomasSteenburgh, Jill Avery, Naseem Dahod Type: HBS case Pub. Date: 05/15/2009 Product #: 509049 Length: 21p Teaching Note: 510043

This case introduces the concept of inbound marketing, pulling customer prospects toward a business through the use of Web 2.0 tools and applications like blogging, search engine optimization, and social media. Students follow the growth of HubSpot, an entrepreneurial venture which, in its quest for growth, faces significant challenges including: developing market segmentation and targeting strategies to decide which customer to serve and which to turn away, configuring pricing strategies to align with the value delivery stream customers experience, and determining whether inbound marketing programs can generate enough scale or whether traditional outbound marketing methods need to be employed to accelerate growth. Learning Objective: To explore the opportunities and challenges presented by an emerging Web 2.0 inbound marketing model of marketing communications pertaining to segmentation and targeting, pricing, and driving growth for an entrepreneurial start-up.

Sony and the JK Wedding Dance ThomasSteenburgh, Jill Avery, Naseem Dahod Type: HBS case Pub. Date: 12/22/2009 Product #: 510064 Length: 9p Teaching Note: 511071

Executives at Sony Music Entertainment faced a dilemma: a user-generated video featuring controversial artist Chris Brown's music was netting millions of views per week on YouTube. Sony held the copyright to the song, and was entitled to issue a takedown notice to the party that uploaded the video. How should Sony act? This case looks at the issues faced by marketers in an environment in which consumers disseminate content without the assistance, or approval, of gatekeepers. Learning Objective: To examine the new opportunities to create value for fans, and in turn companies, that arise in the dynamic social media environment. The role and positioning of the marketer shirts as new consumer attitudes and behaviors are brought about by popular participatory media destinations such as YouTube, blogs, and Twitter.







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Quality in the Eye of the Beholder Debanjan Mitra, Pn Golder, Peter N. Golder Type: HBR article Pub. Date: 04/01/2007 Product #: F0704H Length: 3p Teaching Note: N/A

Consumers are slow to notice positive or negative changes in a product's quality, and that could have important implications for your company's marketing plan.

PART IV: POSITIONING: ASSESSMENT THROUGH THE CUSTOMER LENS

Chapter 12: Customer Evaluations Abstract

Zhejiang Corporation of China Telecom Seungjin Whang Type: Stanford article Pub. Date: 11/20/2008 Product #: GS68 Length: 13p Teaching Note: N/A

China Telecom was a major provider of telecommunication services in China. It was organized into three layers Corporate HQ, Provincial companies, and city branches. Zhejiang Corporation, one of China Telecom's 31 provincial companies, adopted enterprise software to combat rising competition from wireless providers to its fixed line phone services. This case explores how Zhejiang Corp. centralized its database and key transactions to analyze data, create semi-customized promotions, and reach out into non-telephone services. Then, in May 2008, the Chinese government restructured the telecommunications industry, turning China Telecom into a national carrier and removing previous restrictions on its ability to provide mobile phone services. Now that China Telecom could offer full-blown mobile service, it had to develop a new strategy to market its portfolio of products. Learning Objective: To learn how centralization of database, information, and key transactions can serve as a competitive advantage.

http://cb.hbsp.harvard.edu/cb/product/F0704H-PDF-ENG�

http://cb.hbsp.harvard.edu/cb/product/F0704H-PDF-ENG�



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American Well: The Doctor Will E-See You Now Elie Ofek, Ron Laufer Type: HBS case Pub. Date: 03/30/2010 Product #: 510061 Length: 28p Teaching Note: 510125

What is next for healthcare IT provider American Well, whose innovative Online Care technology allows physicians to deliver care to patients online in real time? Using American Well's platform, patients with non-emergency health concerns can communicate with physicians online or by phone and receive advice or even a diagnosis without having to visit the physician's office. American Well's co-founders, Ido Schoenberg and Roy Schoenberg, believe this platform will reduce the cost of care delivery, create new revenue-earning opportunities for providers, and contribute to a more efficient, convenient healthcare delivery system. While the platform could benefit insurers, providers, employers, and patients alike, the company has only marketed to a few health insurance companies to date. In November 2009, three insurers have adopted the technology and American Well expects several more to do so over the next 12 months. As the company plans to accelerate adoption by health insurers, it is also considering other growth options. Is it too early to commit resources to developing and marketing American Well's second-generation product, which facilitates real-time connectivity between primary care physicians and specialists? Should American Well pursue new markets in the U.S., such as hospitals, chains of clinics, and pharmacies, or even expand internationally? In a broader sense, American Well's technology solves the economic obstacle of time and place by connecting excess supply (of physician capacity) with excess demand (for patient care). Could this model be adapted to other industries, such as legal and accounting services? Alternatively, should American Well continue to focus solely only on its primary product and on becoming the leader in the Online Care Industry? Learning Objective: Examine how a novel service, in the context of healthcare, should think about its next-generation offerings and markets.



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Green Hills Market Loyalty Program James Lattin, Meredith P. Jensen Type: Stanford case Pub. Date: 04/20/2009 Product #: M318 Length: 29p Teaching Note: N/A

With the competitive 2007 holiday season approaching, Gary Hawkins (CEO of Green Hills Market, an independent grocery retailer in Syracuse, NY) was looking for a promotional program that would keep his best customers coming to Green Hills for all of their holiday meal shopping. Hawkins knew that his larger competitors (such as Price Chopper, Wegmans, and Wal-Mart) would use their size and buying power to procure products at the lowest possible cost, enabling them to offer rock bottom prices. Hawkins was looking for a program that would take advantage of Green Hills' proprietary systems for tracking customers' buying patterns and shopping preferences. The promotional program under consideration was a continuity program, in which shoppers earned points that could be redeemed for pieces of Arzberg porcelain. Hawkins and his team needed to establish their objectives for the holiday season and decide whether or not the Arzberg promotion was right for Green Hills Market. The case can be accompanied by a data set ("M318 Green Hills Data Set") that captures weekly expenditures by a sample of 1000 households shopping at Green Hills Market before, during, and after the Arzberg promotional program. The students can use these data (and other information available in the case) to examine how well the Arzberg promotion actually worked. "M318 Green Hills Data Set" can be obtained from [email protected] Learning Objective: This case is intended for use in a course on marketing; the focus here is on reward programs and customer loyalty. Students are first asked to consider whether or not a particular promotional program (one in which shoppers earn points that they can redeem for pieces of Arzberg porcelain) is appropriate for Green Hills Market. The students must take into account promotional program costs, savings, expected redemption rates, etc., in making their determination. The case then presents results from the Arzberg program and asks whether or not the promotion was successful.

Chapter 13: Marketing Research Tools Abstract

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Case Map for



Flare Fragrances Company, Inc. John A. Quelch, Lisa D. Donovan Type: HBS case Pub. Date: 05/03/2010 Product #: 4550 Length: 11p Teaching Note: 4551

Flare Fragrances, a manufacturer of perfumes for women, faces a growth challenge in a difficult economic environment. CEO Joely Patterson outlines two growth opportunities for her marketing staff to evaluate. One involves launching a new scent -- and possibly separating it from the trusty "umbrella brand" that comprises Flare's other scents; the other involves deepening Flare's penetration into the drugstore channel. In Patterson's view, the firm can pursue the first opportunity, the second, or both -- but it must do something . In helping Patterson to assess the opportunities, the marketing team must consider a wide range of factors, including brand management, consumer demographics, and positioning and pricing issues. The case requires students to complete a quantitative assignment as part of case analysis.Key topics include product line management, product positioning, and new product launch. Learning Objective: 1. To explore multiple considerations in generating stronger growth from a well-established consumer products business. 2. To develop quantitative skills necessary for systematic analysis and comparison of multiple growth opportunities.

PART V: CAPSTONE

Chapter 14: Marketing Strategy Abstract



Case Map for



Nashville Predators: Marketing Strategy for an NHL Franchise June Cotte, Jamie Duncan Type: Ivey case Pub. Date: 03/12/2009 Product #: 909A06 Length: 30p Teaching Note: 809A06

In summer 2008, the Nashville Predators' management team was considering the strategy behind marketing the team. They thought it prudent to investigate the feasibility of opportunities in other hockey markets throughout North America, should a new owner want to move the team. Management had to consider both financial returns and on-ice success. They needed to create a comprehensive strategy, starting from a recommended location, and moving through specific recommendations on promotions, pricing and customer focus. To help create their strategy, the management team performed the following: developed a comprehensive tactical marketing plan, including income projections; identified the marketing challenges of operating in very different markets; recognized that the choice of a city location largely constrained the remaining decisions and tactics. Using this information, the management team could now identify their next steps, and what future plans should include. Learning Objective: The teaching objectives for this case include the following: To illustrate to students to the creation of a comprehensive tactical marketing plan, including income projections To promote an understanding of the marketing challenges of operating in very different markets To demonstrate the importance of consistency. For example, the choice of a city location largely constrains, and thus determines, the remaining decisions and tactics that are both possible and logical. The case can be successfully used in a marketing management course or in a course on promotion management. The entertainment focus of the firm makes the case suitable for a course on services, leisure and entertainment management. For all applications, this case provides a data-mining exercise: what's happening and what the next steps should be.

Google in China (A) John A. Quelch, Katherine E. Jocz Type: HBS case Pub. Date: 01/21/2010 Product #: 510071 Length: 13p Teaching Note: 510073

In January 2010, Google threatened in a public statement to stop censoring its search results on its google.cn website, as required by Chinese authorities. Should Google exit China? Or attempt a compromise with the Chinese government? Learning Objective: To discuss whether or not to exit a multinational market in response to a crisis in relations with the host government.





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Google in China (B) John A. Quelch, Katherine E. Jocz Type: HBS case Pub. Date: 04/01/2010 Product #: 510110 Length: 1p Teaching Note: 510073

In a January 2010 public statement, Google threatened to stop censoring its search results on its Google.cn website, as required by Chinese authorities. Should Google exit China? Or attempt a compromise with the Chinese government. Learning Objective: To discuss whether or not to exit a multinational market in response to a crisis in relations with the host government.

Paradise Vacations Jonathan Michel, Mark Vandenbosch Type: HBS case Pub. Date: 06/26/2009 Product #: 908A09 Length: 10p Teaching Note: N/A

In February 2008, the president of Vacances Paradis Inc. (Paradise) was assessing his options for the company's competitive strategy for the future. Paradise was Quebec's market leader in the tour operating industry but was facing a significant challenge: FunTours Holidays (FunTours) had stolen a sizeable portion of Ontario's market share in only two years and was planning on conquering the Quebec market for the 2008/09 winter season. FunTours' aggressive strategy was to provide large capacity at low prices, thus creating a price war and decreased margins. The president had to consider how to meet FunTours' threat in the face of several challenges: the tour industry was fundamentally changing as a result of shifting from traditional travel agents towards Internet distribution; limited differentiation in product offering forced competing on price; and a growing customer base as more people could afford travel. Price had emerged as the dominant criteria for travelers and a huge consideration for tour operators. The president wondered which strategy would be best for the company's short- and long-term viability. Learning Objective: The teaching objectives are: To develop a strategic approach to competition and its effects on the industry, the company and the customer; To develop analytical and decision-making skills in the creation of a competitive pricing strategy; To highlight the importance of strategic alliances between competitors and suppliers; To build an understanding for competitive approaches in undifferentiated markets.



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Soren Chemical V. Kasturi Rangan, Sunru Yong Type: HBP Brief Case Pub. Date: 04/09/2010 Product #: 4188 Length: 8p Teaching Note: 4190

Topics include distribution channels, pricing, and new product marketing. Jen Moritz, the marketing manager for Soren Chemical Co. is struggling with the poor sales performance of Coracle, a new clarifier for residential swimming pools. The performance is puzzling because Coracle is chemically similar to another Soren product that has sold well for treatment of larger pools. Soren distributes the other product B2B through "chemical formulators" serving the commercial pools market -- but Soren uses wholesale distributors to sell Coracle. Given the slow start in establishing Coracle as a consumer brand, Moritz suspects that the go-to-market strategy may be flawed, but she is unsure where the problem lies; she examines channel strategy, distribution partners, the Coracle pricing scheme, the threat of competitors' offerings, and other potential problem sources. Learning Objective: 1. Examine the interactive nature of the elements of the marketing mix, i.e. the impact of pricing and branding policy on the incentives of channel partners 2. Evaluate different approaches to pricing, including value pricing, competitive parity pricing, and customer indifference pricing (cannibalization) 3. Understand the trade-offs in new product marketing between an ideal strategy and what is actually feasible and affordable

Natura: Exporting Brazilian Beauty Bruce McKern, Leonardo Yamamoto, Diela Bouissou, et al. Type: Sanford case Pub. Date: 01/20/2010 Product #: IB92 Length: 41p Teaching Note: N/A

This case describes the development and international expansion of Natura, a Brazilian cosmetics company. The company was founded in 1969, and developed products using environmentally sustainable practices, and that were distributed using a direct sales model. The company was highly successful in the Brazil, despite the challenging Brazilian economy. Natura had successfully entered the Mexican and French markets. In 2008, it considered entering the U.S. market. The case describes the company's growth, its principles of environmental and social responsibility, its culture and organization, and its international expansion to 2008. It describes the U.S. market, and the challenges and opportunities that Natura would face if it tried to expand into the U.S. Learning Objective: This case can be used to discuss ways that local factors can be used to create a company well suited to prosper in the local culture. When entering a foreign market, these unique attributes can distinguish the company from its competition, but must be made relevant to the market being entered. The case allows students to learn about Natura's experience in Mexico and France, and evaluate ways in which it may successfully compete in the U.S. market.


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Chapter 15: Marketing Plans Abstract

Marketing Planning at Just Us! Cafes Sara Loudyi, Julia Sagebien, Normand Turgeon et al. Type: Ivey case Pub. Date: 08/26/2009 Product #: 909A14 Length: 21p Teaching Note: 809A14

Jeff and Debra Moore are the founders of Just Us!, a fair trade coffee cooperative, retailer and wholesaler. Just Us!'s mission is to actively promote fair trade and its benefits for producers in developing countries. The Moores have maintained a strong commitment to educating consumers while building strong brand identity and upholding constant growth. To support the main distribution channel in grocery stores, management opened four caf s (two each in Wolfville and Halifax) and distributed products on university campuses. Just Us!'s overall sales continued to grow, but sales were leveling off. In addition, the prevailing economic climate in Canada and increasing competition were worrying the founders. Recently, the Moores hired a new marketing director who was required to incorporate unique knowledge of fair trade practices, ethical purchasing and social entrepreneurship, combine it with typical growth-driven marketing decisions and ultimately propose a marketing plan that would consolidate coffee shop operations. Learning Objective: This case would be best suited for an MBA-level introduction to marketing, marketing strategy or marketing management course. It may also be presented in other marketing courses at the graduate and undergraduate levels. The case provides a great deal of industry and company information and the kind of qualitative analysis that is required to make strategic decisions about the distribution practices of Just Us! products and the consolidation of the coffee shops' operations. It illustrates to students: The concepts of fair trade, ethical purchasing, sustainable and equitable economic development, and cooperatives as a form of ownership. Examples of successful social entrepreneurs and how they manage tensions between values and growth. Some of the requirements of success in the fair trade market such as strong corporate culture, consistent brand equity and clear positioning. Typical marketing decisions of companies that aim to fuel their growth. Students can use the strategic knowledge gained to propose a marketing plan for Just Us! for the year 2009. The goal is to stimulate sales growth, while respecting the values of Just Us! as a cooperative and a promotion agent of fair trade.



Case Map for



GPS-To-GO Takes on Garmin Donald Pillittere Type: Ivey case Pub. Date: 12/11/2009 Product #: 909A27 Length: 9p Teaching Note: 809A27

"GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO's knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO's typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic visionaries. The case includes an Excel spreadsheet with break-even scenarios that professors can use to complement the teaching note. The case is intended for courses in managing new product commercialization, managing technology and innovation, strategic thinking, operations management and leadership." Learning Objective: The potential audience for the GPS-toGO business case is graduate students in MBA, executive MBA and executive education programs taking courses in managing new product commercialization, managing technology and innovation, strategic thinking, operations management and leadership. Juniors and seniors in undergraduate business programs can also benefit from the business case.



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Case Map for Iacobucci MM: Marketing Management … Map for Iacobucci MM: Marketing Management 2nd Edition (Cengage, 2011) This map was prepared by an editor at HBS Publishing, not