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Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
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 search for alternatives, or to get
more information on the cases listed below, visit our web site at www.hbsp.harvard.edu.
PART I: MARKETING STRATEGY
Chapter 1: Why is Marketing
Management Important
Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Hocol
Elsa Margarita Uribe, Roberto Gutierrez, Andres Barragan Type: Social Enterprise Knowledge Network case Pub. Date: March 15, 2009 Product #: SKE141-PDF-ENG Length: 27p Teaching Note: Yes
This business case illustrates how Hocol competed in the exploration
and extraction of oil in Colombia. What distinguished this oil company
was the dynamic construction of a particular business model based on
a deep understanding of the external context, allowing the
simultaneous creation of economic value (profitability) and social value
(promotion of social development). Hocol conceived a business model
based on the conciliation and mutual reinforcement of different forces
that impacted its performance at different moments in its history. The
case describes the ability of Hocol to understand and transform
multiple contextual forces, adverse and convergent, to develop internal
capacities and to apply its business competencies to achieve positive
results in the economic, social and environmental realms. Hocol
designed a business model under the following principle: "the success
of the company is founded on the success of the people and groups
that surround it." While the company claimed "not to have a model," it
was clear that it was one of learning, experimentation and incremental
and permanent adaptation to the demands of its external context. The
conception of a business model with these characteristics redirected
the development of Hocol s activities, in particular the work of the
Government and Community Affairs and Industrial Protection team,
and shaped the activities of the Foundation wherever it operated.
Hocol maintained that to achieve better economic and social results it
needed to understand and manage a variety of pressures that
stemmed from the environment in which it worked. At the same time, it
needed to build internal resources and abilities that would allow it to
convert threats into opportunities and to respond to the expectations of
shareholders, sub-contractors, surrounding communities and other
stakeholders. In sum, Hocol sought to understand the evolution of
needs in the society of which it was a part and to help satisfy these
needs through strengthening community-based organizations and
governmental institutions.
Learning Objective: Business model as a cycle of positive feedback
among different forces that intervene in the creation of value.
Stakeholder management to reach more competitive surroundings and
greater well being. The socio-environmental dimension as part of the
competitive environment of a business. To identify the forces in the
environment and to observe their relationship with and impact on the
internal conditions of an organization. Openness towards the joint
generation of social and economic value, combining philanthropy with
profitability.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Fiat-Chrysler Alliance: Launching the Cinquecento in North America Gary P. Pisano, Phillip Andrews, Alessandro Di Fiore Type: HBS case Pub. Date: May 11, 2011 Product #: 611037-PDF-ENG Length: 24p Teaching Note: N/A
Fiat ended its 27-year absence in the North American automobile market when the first Cinquecento (500)-a very small, iconic Italian car that had strong sales in Europe-was delivered on March 10, 2011. The Italian automaker re-entered the market through an alliance with Chrysler, the American automaker Fiat acquired in April 2009. For Laura Soave, Chrysler Group's head of Fiat Brand North America, the first delivery marked a watershed in a journey that began 12 months before when she first took responsibility for re-launching the Fiat brand in North America. As the first product of the Fiat-Chrysler alliance, the outcome of the Cinquecento launch would indicate how the integration of operations, and in particular the sharing of technology, platforms, components, manufacturing plants, and distribution networks would drive the long-term health of both Fiat and Chrysler. This case looks at the various strategic and operational challenges Soave faced throughout the process. Learning Objective: The case can be used to explore: 1) approaches for new market entry into foreign markets, and the associate challenges of brand positioning 2) strategies for managing and integrating global alliance partnerships 3) leadership issues associated with corporate turnarounds.
TripAdvisor
Sunil Gupta, Kerry Herman Type: HBS case Pub. Date: Jan 24, 2011 Product #: 511004-PDF-ENG Length: 19p Teaching Note: N/A
By 2010, TripAdvisor was the largest travel site in the world operating in 24 countries and 16 languages, with listings for 455,000 hotels, 92,000 attractions and 564,000 restaurants in over 71,000 destinations worldwide. It had over 40 million reviews from 35 million unique monthly visitors who were contributing 21 new reviews every minute. Known for its hotel reviews, TA expanded into flights, vacation rentals and international markets like China. Each of these expansion paths provided unique opportunities as well as new challenges. In August 2010, Stephen Kaufer, CEO, was debating how to prioritize his growth plans for the company. Learning Objective: To understand how user-generated content (UGC) can be leveraged and what are the challenges of replicating that model in different countries (e.g., China) and different categories (e.g., vacation rentals and flights).
Homeless World Cup
George Foster, Jocelyn
Hornblower, Norm O’Reilly
Type: Stanford case
Pub. Date: Jun 04, 2010
Product #: E367
Length: 26p
Teaching Note: Yes
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: Customer
Behavior Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Pillsbury Cookie Challenge Allison Johnson, Natalie Mauro Type: Ivey case Pub. Date: Jan 27, 2011 Product #: W11020-PDF-ENG Length: 14p Teaching Note: Yes
The Canadian Pillsbury ready baked goods cookie line is experiencing less than stellar performance, and the marketing manager is under pressure to make strategic decisions that will help turn around the segment. The marketing manager engages the help of the consumer insight team to conduct market research studies that will shed light on consumers and their attitudes, behaviours and preferences towards the product. The results from the market research studies are in, and the students, assuming the role of the marketing manager, must filter through them to determine how this information can be used to improve the performance of the cookie segment. More specifically, students will need to determine where the greatest opportunities lie, who the team should target, what brand messaging is the most relevant and what type of communication plan would be most effective. Learning Objective: The case highlights a common problem faced by marketers - how to improve the performance of a business. In addition to this aspect, the case focuses on how to attain and interpret consumer information. The following topics are covered in the case: Introduction to consumer insights and market research; Customer segmentation and targeting, and Brand positioning. This case is best suited for an Introduction to Marketing course (either HBA or MBA level) or a course that digs deeper into how firms can employ customer-oriented strategies, such as the Consumers and Customers course. The objectives are to: familiarize students with different types of consumer research and how it can help marketers make better business decisions; develop students' ability to recognize relevant customer insights and to show how these insights can help determine strategies; highlight ways to segment the market, other than by demographics; explore the ways in which marketing managers can improve business performance.
PatientsLikeMe: An Online Community of Patients Sunil Gupta, Jason Riis Type: HBS case Pub. Date: Feb 16, 2011 Product #: 511093-PDF-ENG Length: 22p Teaching Note: Yes
PatientsLikeMe (PLM) is an online community where patients share their personal experiences with a disease, find other patients like them, and learn from each other. The company was founded by Jamie and Ben Heywood when their 29-year-old brother was diagnosed with ALS or Lou Gehrig's disease. In less than five years, PLM has grown to 15 patient communities where over 80,000 patients discuss 19 diseases. In December 2010, PLM is discussing its planned launch of a General Platform that would expand the number of diseases covered from 19 to over 3,500. Is it the right move, and what does PLM need to do to make it a success? Learning Objective: To understand how an online community is built and monetized and to highlight the challenges in growing the platform to a larger scale.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Vestas' World of Wind Thomas Steenburgh, Elena Corsi Type: HBS case Pub. Date: Mar 16, 2011 Product #: 511121-PDF-ENG Length: 38p Teaching Note: N/A
The wind turbine manufacturer Vestas launched the industry's first highly localized and customized new product launch campaigns which used also new tools such as web 2.0 platforms. Used to operate in a market where demand exceeded supply, Vestas had lost contact with its customer base and had a limited marketing budget, mainly used to finance global media advertisement campaigns. The world economic downturn which followed the U.S. credit crunch crisis of 2008 and the increased competition in the wind turbine market had brought about a sudden drop in Vestas orders of new turbines. Vestas thus decided to focus more on marketing and developed a new department, Global Marketing and Customer Insights. Morten Albaek was hired to manage and develop the department and to transform Vestas into the undisputed most customer focused company in the industry by 2012 and among the most customer centric B2B brand by 2015. He tested his new approach for the first time with the launch of their new V112 turbine for which he developed 72 customized campaigns targeting its main existing and potential customers and major stakeholders. Yet, had the campaign been effective in bringing Vestas closer to its customer base? Were they using the right tools? Learning Objective: The case should bring students to think about the importance for B2B companies of customer focused marketing approaches and evaluate the new marketing tools used by the company.
Paydiant Jose B. Alvarez, Elizabeth C. Williamson, James Weber Type: HBS case Pub. Date: Jan 24, 2011 Product #: 511065-PDF-ENG Length: 23p Teaching Note: N/A
Kevin Laracey, founder of Paydiant, needed to figure out how to launch a payment processing company with a new technology based on smart phones. Consumers had increasingly turned to electronic payment methods such as credit cards and debit cards to make purchases. Retailers, however, felt that major credit and debit card issuers had too much market power which was leading to higher costs for retailers to accept such payment forms. Consumers were increasingly adopting smart phones and using those phones to manage their lives. Market watchers believed that consumers would soon demand to use their smart phones to make purchases. Retailers liked this because it increased competition in the payments industry. Paydiant had developed a software-based product that required no new hardware for retailers and enabled consumers to use their smart phones to make purchases. The company needed to decide how to bring this new product to market. The case also describes the existing payment processing market structure, identifies some of its major players, and introduces some other new entrants into the payment industry. Learning Objective: This case will help students understand the difficulties involved in and potential strategies used in entering a retail environment as a supplier. The case is also helpful for students interested in learning about adoption of a technology where multiple players (e.g. retailers, banks, network owners, card issuers, and consumers) must all cooperate in order to allow for adoption.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
The NFL's Digital Media Strategy Anita Elberse, Kelsey Calhoun, Daven Johnson Type: HBS case Pub. Date: Oct 20, 2010 Product #: 511055-PDF-ENG Length: 19p Teaching Note: Yes
In late 2009, Brian Rolapp, senior vice president of media strategy and digital media for the NFL, was faced with the challenge of determining the league's strategic approach to the wireless market - and presenting his views to NFL team owners. What was the league's best strategy for the mobile space? The case describes the antecedents of what is widely regarded as a landmark deal for the NFL, its $780-million, four-year exclusive partnership with Verizon. Provides in-depth information on the NFL's digital media revenues, and relates those to the league's overall media and other revenues. Enables a rich discussion of new distribution opportunities and ensuing marketing and channel-management challenges. 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.
Red Lobster David E. Bell, Jason Riis Type: HBS case Pub. Date: Sep 08, 2010 Product #: 511052-PDF-ENG Length: 26p Teaching Note: Yes
Red Lobster, a 40-year-old chain of seafood restaurants, has just completed some market research revealing an opportunity to shift their target customer segment. The chain is in the final stages of a 10-year plan of rejuvenation under CEO Kim Lopdrup. When he took over as CEO in 2004 the chain was closing restaurants and suffering declining same store sales and declining customer satisfaction. But in 2010, even in a recession, the fortunes of the chain are improving. A recently commissioned market research study has revealed, unexpectedly, that 25% of Red Lobster's customers are "experientials," people coming for a "good evening out" rather than Red Lobster's traditional core customer who came because of a craving for seafood. Should this news cause Lopdrup to do anything differently? Learning Objective: The case was written with three purposes in mind (i) to permit a discussion about segmenting customers (ii) as a general case about the marketing of restaurants and (ii) about the potential of seafood as a source of protein especially in light of the growth of aquaculture as a source.
Chapter 3: Segmentation Abstract
Porsche: The Cayenne Launch John Deighton, Jill Avery, Jeffrey Fear Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511068-PDF-ENG Length: 22p Teaching Note: Yes
Can an online discussion forum supply insight into the evolution of
brand meaning? In 2003 Porsche launched a sport utility vehicle,
dividing Porsche purists from newcomers to the brand. Vocal members
of online and offline Porsche communities ridiculed the Cayenne SUV
and disapproved of the new breed of driver. Some opposed offering
Porsche Club membership to them, and some even refused to extend
the fraternal Porsche "wave" or headlight flashing to them on the road.
Porsche's values of speed, luxury, and a certain masculine zeal
resonated strongly with its devotees, while drivers of the Cayenne
(which came to be known as "the SUV for soccer moms") tended to be
safety-conscious, family-oriented, and conservative. Evolving debates
on forums allow a class to debate whether the brand had strayed too
far from its core values and was at risk.
Learning Objective: To facilitate understanding of the uses and
limitations of online forums as a source of consumer insight.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Fiat-Chrysler Alliance: Launching the Cinquecento in North America Gary P. Pisano, Phillip Andrews, Alessandro Di Fiore Type: HBS case Pub. Date: May 11, 2011 Product #: 611037-PDF-ENG Length: 24p Teaching Note: N/A
Fiat ended its 27-year absence in the North American automobile
market when the first Cinquecento (500)-a very small, iconic Italian car
that had strong sales in Europe-was delivered on March 10, 2011. The
Italian automaker re-entered the market through an alliance with
Chrysler, the American automaker Fiat acquired in April 2009. For
Laura Soave, Chrysler Group's head of Fiat Brand North America, the
first delivery marked a watershed in a journey that began 12 months
before when she first took responsibility for re-launching the Fiat brand
in North America. As the first product of the Fiat-Chrysler alliance, the
outcome of the Cinquecento launch would indicate how the integration
of operations, and in particular the sharing of technology, platforms,
components, manufacturing plants, and distribution networks would
drive the long-term health of both Fiat and Chrysler. This case looks at
the various strategic and operational challenges Soave faced
throughout the process.
Learning Objective: The case can be used to explore: 1) approaches
for new market entry into foreign markets, and the associate
challenges of brand positioning 2) strategies for managing and
integrating global alliance partnerships 3) leadership issues associated
with corporate turnarounds.
Fortis Industries, Inc. (A) Rowland T. Moriarty Jr., David May, Gordon Swartz Type: HBS case Pub. Date: Dec 16, 2011 Product #: 511079-PDF-ENG Length: 18p Teaching Note: N/A
Fortis Industries' packaging division manufactures steel and plastic
strapping. In 2007, the company underwent a leveraged buyout. The
case focuses on the packaging division's need to maintain high
profitability in a declining market for steel strapping. Since 1998, Fortis
has been losing 1% per year of the steel strapping market. Since then,
there has also been significant erosion of prices. The division president
is faced with 1) decreasing price to increase market share, or 2)
maintain/increase cash flow. The specific decision revolves around the
potential adoption of a price-flex system that is designed to authorize
selective discounting by the division's sales personnel.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Ontela PicDeck (A)
Mohanbir Sawhney, Kent
Grayson, Patrick Duprss, et al.
Type: Kellogg case
Pub. Date: Dec 01, 2009
Product #: KEL450
Length: 7p
Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Making Waves in Rural Kenya Sebastian Herrmann, Glenn Brophey, Denyse Lafrance-Horning Type: Ivey case Pub. Date: Jul 21, 2009 Product #: 909A15-PDF-ENG 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.
Chapter 4: Targeting Abstract
The Ford Fiesta John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511117-PDF-ENG Length: 24p Teaching Note: N/A
Executives at Ford wondered if social media could be the marketing
solution for the launch of the youth-oriented 2010 Fiesta. But with
social media came a ceding of control. Some at the company believed
that if Ford was going to move beyond its conservative brand image for
the launch of the new subcompact chances had to be taken. Others
erred on the side of caution. Chantel Lenard, Ford's Group Marketing
Manager for Global Small Car and Midsize Vehicles and Connie
Fontaine, Manager of Brand Content and Alliances championed a new
approach for the new vehicle and set into motion a comprehensive 6-
month social media initiative targeting a younger, ethnically diverse,
and urban-based market, called "The Fiesta Movement". In doing so, a
large portion of the marketing campaign was handed over to 20 and
30-somethings across America, and Ford had to acclimate to a new
way of doing marketing. To what extent should the company guide the
activities and messages of their army of bloggers? The case is set two
months into the Movement, as the team evaluates the metrics from
YouTube, Twitter, Facebook, and their website, and wonder if they're
doing everything they need to do in order to make the Fiesta a success
with a new target market.
Learning Objective: To examine the variety of marketing techniques
in the new social media toolbox; is the ultimate objective to 'go viral', or
are there other metrics to consider when evaluating a social media-
based marketing campaign?
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Nike Football: World Cup 2010 South Africa Elie Ofek, Ryan Johnson Type: HBS case Pub. Date: May 31, 2011 Product #: 511060-PDF-ENG Length: 29p Teaching Note: N/A
Nike's Football division needs to devise a strategy to excel at the 2010
World Cup games in South Africa. Nike has gone from a niche player
in the market for football apparel and footwear in 1994 to a formidable
competitor to Adidas in 2008 (with revenues of over $1 billion for the
sport). The case traces how Nike has gone about making this
transformation and its activities at each of the World Cups since 1994.
For the upcoming World Cup in South Africa, Nike has decided to
change its target market focus and to use digital and social media
platforms to connect more extensively with consumers. In addition,
Nike plans to launch innovative new boots and engage in corporate
social responsibility and sustainability initiatives. The company has to
do so in light of competition from archrival Adidas and the pressure of
succeeding on the biggest stage in football, with billions of people
around the world watching. The case allows students to analyze how a
company can best integrate several value propositions into a cohesive
plan and how it can best communicate with its chosen target market. It
also allows for a rich discussion of the brand image the company
needs to portray to leverage success beyond the World Cup event.
Learning Objective: Devise a marketing strategy and communication
plan to reach a new target market; how to integrate and promote
several value propositions by the same company and use a high
profile event to build brand connection
L'Oreal: Global Brand, Local Knowledge Rebecca Henderson, Ryan Johnson Type: HBS case Pub. Date: Jun 08, 2011 Product #: 311118-PDF-ENG Length: 14p Teaching Note: Yes
Worldwide, and in the U.S. marketplace in particular, the French
cachet of L'Or al was one of its most powerful marketing tools.
However, with the opening up of emerging markets, L'Or al had to
cater to a diverse customer base: an aging population in the West,
ethnic groups, aspiring and younger customers in the East, emerging
markets, and growing interest in health and beauty care among men
all over the world. Employing both traditional and innovative marketing
techniques, L'Or al worked to double its customer base to two billion
by 2020 and increase to half from a third its share of sales from
emerging markets.
Learning Objective: To learn from and analyze the best practices of
L'Or al with regard to marketing. To examine how they use their strong
brand, traditional media, digital media, celebrity endorsements and
interactive marketing contests to reach a diverse array of loyal and
potential consumers. Also to examine how a large company shifts
marketing and messaging efforts around a changing world view and
changing global economics.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Benecol Spread and Media Planning Richard Johnson, Robert I Carraway, Ervin R. Shames, Paul W. Farris Type: Darden case Pub. Date: Dec 03, 2010 Product #: UV2930-PDF-ENG Length: 21p Teaching Note: Yes
Benecol Spread, a cholesterol-lowering margarine, was a product with
unusual media-planning challenges. With a narrow target group and
unproven market potential, Johnson & Johnson needed to get the most
"bang for the buck" from its Benecol advertising. Would a media-
planning model (optimizer) requiring executives to quantify their
judgment on several key inputs be helpful in this process? A
spreadsheet accompanying the case allows students to weight the
target groups and to choose among different advertising vehicles to
form the best possible media plan.
Marketing Analysis Toolkit: Customer Lifetime Value Analysis, Spreadsheet Supplement Thomas Steenburgh, Jill Avery Type: HBS case Pub. Date: Jul 27, 2010 Product #: 511029-PDF-ENG Length: 9p 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 Thomas Steenburgh, Jill Avery Type: HBS case Pub. Date: Feb 04, 2010 Product #: 510081-PDF-ENG 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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
NFL UK Elie Ofek, David B. Godes, Peter Wickersham Type: HBS case Pub. Date: Mar 17, 2010 Product #: 510105-PDF-ENG 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 5: Positioning Abstract
Clean Edge Razor: Splitting Hairs in Product Positioning John A. Quelch, Heather Beckham Type: HBS case Pub. Date: Jan 19, 2011 Product #: 4249-PDF-ENG Length: 10p Teaching Note: Yes
After three years of development, Paramount Health and Beauty
Company is preparing to launch a new technologically advanced
vibrating razor called Clean Edge. The innovative new design of Clean
Edge provides superior performance by stimulating the hair follicles to
lift the hair from the skin, allowing for a closer shave. The company
has already decided to introduce Clean Edge into the men's market
where it has a strong presence. Jackson Randall, the product manager
for Clean Edge, struggles with how best to position the product for the
launch. One strategy is to release Clean Edge as a "niche" product,
targeting the high-end market of fastidious groomers looking for
superior skin care products. Another strategy is to release the product
into the highly competitive mainstream razor market where the product
can be positioned as the most effective razor available. Randall meets
internal resistance to the mainstream strategy from the product
manager for the company's current, but aging, mainstream razor
products and he must consider the effects of cannibalization in his
plan. Randall must recommend an optimal strategy and provide
supporting economic analysis of his decision--not just for Clean Edge,
but for its effect on the entire company.
Learning Objective: Explore issues associated with strategic product
positioning. Review new product development process and understand
the importance of evaluating product-company and product-market fit
in assessing new product opportunities. Understand the importance
and marketing implications of determining whether a new product is a
big breakthrough or a simple line extension.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Porsche: The Cayenne Launch John Deighton, Jill Avery, Jeffrey Fear Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511068-PDF-ENG Length: 22p Teaching Note: Yes
Can an online discussion forum supply insight into the evolution of
brand meaning? In 2003 Porsche launched a sport utility vehicle,
dividing Porsche purists from newcomers to the brand. Vocal members
of online and offline Porsche communities ridiculed the Cayenne SUV
and disapproved of the new breed of driver. Some opposed offering
Porsche Club membership to them, and some even refused to extend
the fraternal Porsche "wave" or headlight flashing to them on the road.
Porsche's values of speed, luxury, and a certain masculine zeal
resonated strongly with its devotees, while drivers of the Cayenne
(which came to be known as "the SUV for soccer moms") tended to be
safety-conscious, family-oriented, and conservative. Evolving debates
on forums allow a class to debate whether the brand had strayed too
far from its core values and was at risk.
Learning Objective: To facilitate understanding of the uses and
limitations of online forums as a source of consumer insight.
The Eleganzia Group Elie Ofek, Elena Corsi, Bharat Sajnani, Sorina Casian-Botez, Francesco Tronci Type: HBS case Pub. Date: Apr 18, 2011 Product #: 511115-PDF-ENG Length: 35p Teaching Note: N/A
Eleganzia Group management faces tough decisions heading into the
summer of 2010. With tourism on the decline due to the global
economic recession, General Manager Giannuzzi must decide how to
set prices at the Forte Village Resort, the Group's most well-known
property. His management team is further divided on whether the
pricing model at the resort should change to being all-inclusive (as
opposed to one where guests are charged for each additional activity
or dining option on a pay-as-you-go basis), and whether to convert a
large number of the 4-star rooms into 5-star suites. Recently acquired
properties, such as the Castel Monastero in Tuscany and the
Maddalena Hotel & Yacht Club in north Sardinia, pose a branding
challenge. Can all the properties, including the Forte Village, be
successfully brought under one umbrella brand, namely, Eleganzia?
Moreover, what should the character of each these new properties be?
Learning Objective: Pricing and Branding strategy in a luxury
consumption setting; balancing short term revenue with long term
brand goals.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Reed Supermarkets: A New Wave of Competitors John A. Quelch, Carole Carlson Type: HBP Brief case Pub. Date: Jun 17, 2011 Product #: 4296-PDF-ENG Length: 12p Teaching Note: Yes
Reed Supermarkets is a high-end supermarket chain with operations
in several Midwestern states. Meredith Collins, vice president of
marketing, visits stores located in Columbus, Ohio, an important region
with the largest market and the greatest impact on revenue growth.
She is concerned about increased competition from dollar stores and
limited-assortment stores offering very low, appealing price points.
Reed's market research shows that as a result of the economic
downturn, customer loyalty is dwindling and consumers are willing to
go to multiple stores to get the best deals. Collins must decide whether
to change the current marketing and positioning plan in an effort to
increase market share to meet challenging corporate targets. Her
options include retreating from price competition and focusing on
quality or embracing more private-label brands and competing more
aggressively on price. She can also maintain the current positioning
and appeal to customers looking for a quality shopping experience.
The case contains an implicit quantitative assignment that instructors
can emphasize to the degree they choose.
Learning Objective: Explore elements of marketing strategy, market
segmentation, product differentiation, and product positioning for a
retail organization. Analyze and differentiate among conflicting
strategic perspectives. Understand the "cycle of retailing," which
suggests that new retail stores naturally evolve from low-price, low-
overhead stores to become upscale retailers offering additional
services and product lines.
Alpen Bank: Launching the Credit Card in Romania (Brief Case) V. Kasturi Rangan, Sunru Yong Type: HBS case Pub. Date: May 19, 2010 Product #: 4559-PDF-ENG Length: 8p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Mary Kay Inc.: Asian Market Entry (B) John A. Quelch Type: HBS case Pub. Date: Jun 01, 2009 Product #: 509067-PDF-ENG 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: Building a Green Data Center in Iceland Thomas Steenburgh, Nnamdi Okike Type: HBS case Pub. Date: May 18, 2009 Product #: 509063-PDF-ENG 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.
PART 2: PRODUCT POSITIONING
Chapter 6: Products: Goods
and Service
Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Marvel Enterprises, Inc. (Abridged) Anita Elberse Type: HBS case Pub. Date: Jan 24, 2011 Product #: 511097-PDF-ENG Length: 10p Teaching Note: Yes
The management team of Marvel Enterprises, known for its universe of
superhero characters that includes Spider-Man, the Hulk, and X-Men,
must reevaluate its marketing strategy. In June 2004, only six years
after the company emerged from bankruptcy, Marvel has amassed a
market value of more than $2 billion. Originally known as a comic book
publisher, the company now also has highly profitable toy, motion
picture, and consumer products licensing operations. However, doubts
about Marvel's business model and its growth potential continue to
exist. Had Marvel's winning streak been just a fluke? Was Marvel's
success dependent on a limited set of blockbuster characters, most
notably Spider-Man, and should Marvel continue to capitalize on those
characters? Or was it time to seek growth in a larger set of lesser
known characters? In exploring growth opportunities, was it wise for
Marvel to venture outside its current business model and move into
more capital-intensive activities? What marketing strategy would allow
Marvel to sustain its success in the coming years?
Learning Objective: To study a best-practice example of an
intellectual property (entertainment) licensing model. Also, to examine
sources of sustainability in industries characterized by products with
relatively short life cycles and explore how companies can build and
manage brand franchises.
Coca-Cola on Facebook John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511110-PDF-ENG Length: 11p Teaching Note: N/A
In late 2008, executives at Coca-Cola had to decide what to do with a
fan-created page on Facebook that had amassed over one million
followers in three months. From a legal point of view the fan-created
page was in violation of Facebook's terms of service, because a non-
copyright holder was using the imagery and logo associated with a
known brand. Facebook contacted Michael Donnelly, Group Director,
Worldwide Interactive Marketing for The Coca-Cola Company, to let
him know that he was in the position to take down the hugely popular
fan-created site or, conversely, he could take it over and make it an
official marketing channel for the company. Coke was already
revisiting its social media policies, with the Diet Coke and Mentos user-
generated video incident fresh in its memory. Those videos, which
featured elaborate geysers with Diet Coke as their main ingredient,
were among the most viewed online videos at the time but were not
initially sanctioned by the company. Donnelly knew that opening up the
brand to creative consumers was necessary, but he and his team had
to figure out how and to what extent they should do so while still
protecting one of the world's most valuable brands.
Learning Objective: To illustrate the changing marketing landscape
as social media evolves as a mass and mainstream marketing
platform.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Porcini's Pronto: "Great Italian cuisine without the wait!" James L. Heskett, Richard Luecke Type: HBS Brief case Pub. Date: Apr 04, 2011Product #: 4277-PDF-ENG Length: 12p Teaching Note: Yes
Porcini's Inc. operates a chain of 23 full-service restaurants located
near shopping malls and downtown areas in the northeastern United
States. Known for providing excellent service, Porcini's serves high-
quality Italian cuisine made from fresh ingredients. Looking for
expansion opportunities, management considers launching a new
chain of lower-cost, limited-menu restaurants called Porcini Pronto.
The new outlets will be located along busy interstate highway exits in
the region and will serve outstanding Italian food at reasonable prices
to both travelers and local residents. Management is concerned that a
poor customer experience at Porcini Pronto could tarnish the
company's well-established and successful restaurant brand. The
management team asks the vice president of marketing to develop the
concept and to create an operating strategy for the new outlets. The
VP must also analyze three alternative expansion strategies before
management will make any commitments to the project. If Porcini's
builds and operates the new restaurants, the company will maintain
complete control of operations and the customer experience but
expansion will take a very long time. Franchising and syndication are
two other options which provide faster expansion but introduce the risk
of losing control of the brand. The VP must analyze the options and
make his final recommendation.
Learning Objective: Describe the role of HR programs and
measurement systems in supporting product and service quality.
Understand how employee selection and training, customer feedback,
product offerings, and other elements of a business concept must work
together to support both the strategy and the customer value
proposition. Identify the implications for product and service quality
associated with different growth alternatives including company
ownership, franchising, and syndication.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Take-Two Interactive Software, Inc. Sunil Gupta, Kerry Herman Type: HBS case Pub. Date: Oct 13, 2010 Product #: 511002-PDF-ENG Length: 20p Teaching Note: N/A
In September 2010, faced with increasing threat from social game
companies such as Zynga, Ben Feder, the CEO of Take-Two
Interactive Software. Inc., had to decide the long-term strategy of his
video-game company. As a publisher of traditional video games for
Xbox 360, PlayStation 3 and Nintendo, Take-Two had several popular
video games, such as Grand Theft Auto, to its credit. However, the
video game industry was undergoing a major transition. In addition to
digital downloading and cloud gaming, casual and social games were
transforming the video game industry. Electronic Arts, one of Take-
Two's major competitors, acquired a social gaming company in
November 2009 for $400 million. In August 2010, Disney bought
another social gaming company for $763 million. Social games were
developed, marketed and monetized very differently from traditional
console games. Should Take-Two follow the lead of its competitors or
continue to focus on its core business?
Learning Objective: To understand how companies navigate through
the digital transition; to understand how development, marketing and
monetization differs across business models; to assess the economics
of traditional and new business models.
Understanding Buyer Choice/Rejection/Experience Processes for Complex Services: The Example of Montessori Private Schools Roger A. More Type: Ivey case Pub. Date: Feb 22, 2010 Product #: 910A02-PDF-ENG 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/Rejection/Experience Processes for Complex Business-to-Business High-Technology Product/Service Bundles: The Example of Nuclear Power Plants Roger A. More Type: Ivey case Pub. Date: Feb 22, 2010 Product #: 910A03-PDF-ENG 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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Understanding Buyer Choice/Rejection/Experience Processes for Complex High-Technology Consumer Products: The Example of Notebook Computers Roger A. More Type: Ivey case Pub. Date: Feb 22, 2010 Product #: 910A04-PDF-ENG Length: 13p Teaching Note: N/A
This note develops a comprehensive new set of concepts to
understand buyer behaviour for complex high technology consumer
products using the example of notebook computers.
Chapter 7: Brands Abstract
Rebranding Gallagher Rohit Deshpande, Keith Chi-ho Wong Type: HBS case Pub. Date: Jan 25, 2011 Product #: 511098-PDF-ENG Length: 12p Teaching Note: N/A
Steve Tucker, the Deputy CEO of Gallagher Group Limited (GGL), the
world's largest electric fence company, was about to present a new
branding strategy to the company's senior managers and Bill
Gallagher, Jr., CEO. After spending more than 18 months with brand
consultants, Tucker devised an umbrella brand strategy that would
instill a uniform brand across all three business units: Animal
Management Systems, Security Management Systems, and Fuel
Pumps, which marketed themselves under the respective brand
names of Gallagher, Cardax, Powerfence, and PEC. However, Tucker
knew that the unit heads believed the differences in their clienteles,
product categories, and distributor relationships made it impractical to
adopt one single brand. GGL's overseas distributors had also raised
concerns about a uniform brand. In many cases, GGL only owned
minority interests in these distributors and retained limited control over
their activities.
Learning Objective: Managing international distributors; managing
global branding.
Barcelo Hotels and Resorts (A) John T. Gourville, Marco Bertini Type: HBS case Pub. Date: Feb 18, 2011 Product #: 511108-PDF-ENG Length: 29p Teaching Note: N/A
Barcelo Hotels and Resorts must decide whether to allow its many
hotels to continue to undertake separate promotional campaigns or to
run, for the first time, a broad corporate-level promotion. Complicating
the decision is the fact that the many hotels in its portfolio vary greatly
in their character, clientele, positioning, and locations.
Learning Objective: Looks at the costs and benefits of a corporate
level branding and price promotion strategy. Also, when used with the
Harrah's case (HBS Case # 502-011), allows for a discussion of
centralized versus decentralized management of a portfolio of service
entities.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Health Care Center for the Homeless: Changing with the Times Mary Conway Dato-on, Eileen Weisenbach Keller Type: Ivey case Pub. Date: Mar 08, 2011 Product #: 910A32-PDF-ENG Length: 12p Teaching Note: Yes
Bakari Burns, CEO of the Health Care Center for the Homeless
(HCCH), located in Orlando, Florida was faced with the daunting task
of rebranding the organization he lead. Burns knew the organization
experienced difficulty with recognition and marketplace distinction,
primarily due to the public's misperceptions about the relationship
between HCCH and the Coalition for the Homeless of Central Florida.
An external consulting team offered several recommendations for
change, including an amended name and redesign of all marketing
materials. This advice and changes in the external environment
provided an excellent opportunity to reposition and refocus the
organization. Recognizing the need for a new strategy and
implementing that strategy were not the same; Burns was not sure
how to lead the organization through the change process.
Learning Objective: The objectives of this case are to: Utilize internal
and external analysis as a means of understanding the current
situation and Burns' need to rebrand the organization; Understand how
brand orientation is critical to strategy for NPOs (nonprofit
organizations); Improve understanding of brand orientation through the
application and analysis of the construct to the subject NPO; Apply
Kotter's change model in order to understand Burns' role in introducing
and leading change toward the acceptance of the new brand image
and orientation; Facilitate discussion of the mission-driven nature of
social service organizations and social issues of homelessness and
health care. This case is suitable for use in undergraduate and first-
year graduate courses in change management and branding. The
detailed treatment of environmental analysis may also make the case
useful in marketing management or strategy courses. The contentious,
socially relevant issues of health care and homelessness make the
case particularly relevant to courses in public administration and
nonprofit management.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Porcini's Pronto: "Great Italian cuisine without the wait!" James L. Heskett, Richard Luecke Type: HBP case Pub. Date: Apr 04, 2011 Product #: 4277-PDF-ENG Length: 12p Teaching Note: Yes
Porcini's Inc. operates a chain of 23 full-service restaurants located
near shopping malls and downtown areas in the northeastern United
States. Known for providing excellent service, Porcini's serves high-
quality Italian cuisine made from fresh ingredients. Looking for
expansion opportunities, management considers launching a new
chain of lower-cost, limited-menu restaurants called Porcini Pronto.
The new outlets will be located along busy interstate highway exits in
the region and will serve outstanding Italian food at reasonable prices
to both travelers and local residents. Management is concerned that a
poor customer experience at Porcini Pronto could tarnish the
company's well-established and successful restaurant brand. The
management team asks the vice president of marketing to develop the
concept and to create an operating strategy for the new outlets. The
VP must also analyze three alternative expansion strategies before
management will make any commitments to the project. If Porcini's
builds and operates the new restaurants, the company will maintain
complete control of operations and the customer experience but
expansion will take a very long time. Franchising and syndication are
two other options which provide faster expansion but introduce the risk
of losing control of the brand. The VP must analyze the options and
make his final recommendation.
Learning Objective: Describe the role of HR programs and
measurement systems in supporting product and service quality.
Understand how employee selection and training, customer feedback,
product offerings, and other elements of a business concept must work
together to support both the strategy and the customer value
proposition. Identify the implications for product and service quality
associated with different growth alternatives including company
ownership, franchising, and syndication.
Procter & Gamble: Marketing Capabilities Rebecca Henderson, Ryan Johnson Type: HBS case Pub. Date: Jun 10, 2011 Product #: 311117-PDF-ENG Length: 17p Teaching Note: Yes
P&G had become known and recognized as a marketing machine. It
was the largest advertiser in the world, with 2010 spending of $8.68
billion. From the company's early exploitation of broadcast media
(radio and television) for its soap products to more recent experiments
in digital media for its men's hygiene brand Old Spice, P&G was a
seasoned marketer with strong consumer research, a powerful
innovation network, and the world's largest financial commitment to
advertising.
Learning Objective: To learn from and analyze the best practices of
P&G the world's largest advertising spender and a renowned marketer
of consumer products. To understand their marketing strategies, where
marketing innovation is developed, how it is applied across different
categories and how marketing shifts with changes in structure and
culture.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Herborist: A Chinese Personal Care Brand Goes Abroad Kevin Zhou, Grace Loo Type: Uni. of Hong Kong case Pub. Date: Jun 13, 2011 Product #: HKU927-PDF-ENG Length: 24p Teaching Note: Yes
Herborist, a high-end Chinese personal care brand, had been steadily
expanding its share in global markets since 2008. The brand
distinguished itself by integrating traditional Chinese medicine with
modern biotechnology and emphasising its green and organic
ingredients. Whereas Chinese were familiar with the concept, how
would Herborist sell it to consumers outside mainland China who were
used to using established Japanese brands, such as Shiseido and SK-
II, or western brands, such as Estee Lauder and Sisley? In 2001,
Herborist chose to enter the Hong Kong market and test its product in
this very competitive market that was dominated by the major
Japanese and western cosmetics brands. The company opened two
Herborist-branded stores in major shopping centres but was forced to
close them down two years later due to bad results. The company tried
again in 2007, this time distributing its products through the Hong Kong
personal health and beauty chain Mannings. In 2008, Herborist
entered the Paris market with the help of the cosmetics chain store
Sephora. Results were mixed; although some of its products became
top sellers, the overall sales figures were not very promising. By 2011,
Herborist was ready for the next step in its international expansion
plan. Which markets should it target and what strategy should it adopt?
Learning Objective: This case provides students with an opportunity
to explore the challenges faced by a personal care brand from an
emerging market in converting to a global brand and requires students
to analyze different markets and as well as different modes of market
entry strategy.
Taj Hotels, Resorts and Palaces Rohit Deshpande, Mona Sinha Type: HBS case Pub. Date: Sep 28, 2010 Product #: 511039-PDF-ENG Length: 16p Teaching Note: N/A
The Taj Hotels, Palaces, and Resorts introduced a new brand
architecture to counter lack of differentiation and confused positioning
of its mixed bag of brands. After launching an economy and an
upscale brand, it dithered over the launch of its upper upscale and
luxury brands. The case illustrates the marketing and organizational
challenges of a hybrid brand extension strategy that lies in between a
'house of brands' and a 'branded house'.
Learning Objective: To develop understanding of how brand
architecture is shaped by corporate growth.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
The Dannon Company: Marketing and Corporate Social Responsibility (A) Christopher Marquis, Pooja Shah, Amanda Tolleson, Bobbi Thomason Type: HBS case Pub. Date: Apr 01, 2010 Product #: 410121-PDF-ENG Length: 23p Teaching Note: Yes
At the end of 2009, The Dannon Company was considering pro
actively communicating its CSR efforts to consumers. With the strong
connection between Dannon's production of health foods and its
commitment to health and nutrition-based CSR activities,
communicating these activities to consumers could enhance the
company's success, but risked tainting its deeply ingrained CSR as a
marketing ploy. Dannon wanted to maintain its holistic approach to
social responsibility and commitment to social values. Dannon's CSR
focused on three areas: Nutrition and Health, People and Nature. The
case follows the perspectives of various stakeholders within the
organization, including members of the Marketing, Human Resources
and Corporate Affairs departments. Some of the specific questions
examined are: Should we communicate Dannon's CSR activities?
What would be the best means to do so? Should it be a corporate or
brand level campaign? How would the parent company, Danone,
respond? Can CSR remain sincere when being leveraged for PR
purposes?
Learning Objective: To discuss how a company develops,
implements and communicates a strategic corporate social
responsibility program that is aligned with the organization's business
operations and commitment to social values.
Classic Knitwear and Guardian: A Perfect Fit? (Brief Case) John A. Quelch, Patricia Girardi Type: HBP Brief case Pub. Date: Jun 18, 2010 Product #: 4217-PDF-ENG Length: 8p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
LeBron James Anita Elberse, Jeff McCall Type: HBS case Pub. Date: Jan 31, 2009 Product #: 509050-PDF-ENG Length: 4p Teaching Note: Yes
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.
Manchester Products: A Brand Transition Challenge John A. Quelch, Heather Beckham Type: HBP Brief case Pub. Date: Jun 28, 2009 Product #: 4043-PDF-ENG Length: 11p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Fiat and Chrysler: Gaining on Global Automakers? Robert E. Spekman, Jacki Fritz Type: Darden case Pub. Date: Oct 06, 2009 Product #: UV2975-PDF-ENG 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 8: New Products Abstract
Serious Materials Thomas Steenburgh, Liz Kind Type: HBS case Pub. Date: Jan 18, 2011 Product #: 511111-PDF-ENG Length: 20p Teaching Note: N/A
Serious Materials is a start up who is moving into clean tech markets.
The company's first product, QuietRock, originated the sound proofing
drywall category and created a steady stream of revenue. It was now
considering how to expand its product line to compete in the rapidly
developing green building markets. How should Serious Materials go
to market when they launch their highly anticipated Serious Windows
and EcoRock product lines? What do they need to do to develop their
brand?
Learning Objective: How to create product line extensions in green
markets.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Clean Edge Razor: Splitting Hairs in Product Positioning John A. Quelch, Heather Beckham Type: HBP Brief case Pub. Date: Jan 19, 2011 Product #: 4249-PDF-ENG Length: 10p Teaching Note: Yes
After three years of development, Paramount Health and Beauty
Company is preparing to launch a new technologically advanced
vibrating razor called Clean Edge. The innovative new design of Clean
Edge provides superior performance by stimulating the hair follicles to
lift the hair from the skin, allowing for a closer shave. The company
has already decided to introduce Clean Edge into the men's market
where it has a strong presence. Jackson Randall, the product manager
for Clean Edge, struggles with how best to position the product for the
launch. One strategy is to release Clean Edge as a "niche" product,
targeting the high-end market of fastidious groomers looking for
superior skin care products. Another strategy is to release the product
into the highly competitive mainstream razor market where the product
can be positioned as the most effective razor available. Randall meets
internal resistance to the mainstream strategy from the product
manager for the company's current, but aging, mainstream razor
products and he must consider the effects of cannibalization in his
plan. Randall must recommend an optimal strategy and provide
supporting economic analysis of his decision--not just for Clean Edge,
but for its effect on the entire company.
Learning Objective: Explore issues associated with strategic product
positioning. Review new product development process and understand
the importance of evaluating product-company and product-market fit
in assessing new product opportunities. Understand the importance
and marketing implications of determining whether a new product is a
big breakthrough or a simple line extension.
Porsche: The Cayenne Launch John Deighton, Jill Avery, Jeffrey Fear Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511068-PDF-ENG Length: 22p Teaching Note: Yes
Can an online discussion forum supply insight into the evolution of
brand meaning? In 2003 Porsche launched a sport utility vehicle,
dividing Porsche purists from newcomers to the brand. Vocal members
of online and offline Porsche communities ridiculed the Cayenne SUV
and disapproved of the new breed of driver. Some opposed offering
Porsche Club membership to them, and some even refused to extend
the fraternal Porsche "wave" or headlight flashing to them on the road.
Porsche's values of speed, luxury, and a certain masculine zeal
resonated strongly with its devotees, while drivers of the Cayenne
(which came to be known as "the SUV for soccer moms") tended to be
safety-conscious, family-oriented, and conservative. Evolving debates
on forums allow a class to debate whether the brand had strayed too
far from its core values and was at risk.
Learning Objective: To facilitate understanding of the uses and
limitations of online forums as a source of consumer insight.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Nanda Home: Preparing for Life After Clocky Elie Ofek, Jill Avery Type: HBS case Pub. Date: May 23, 2011 Product #: 511134-PDF-ENG Length: 27p Teaching Note: N/A
Gauri Nanda, the inventor of Clocky, the alarm clock that rolls off the
bed stand and forces its owner to find it, has to make critical decisions
regarding the future of her nascent company. As sales of Clocky show
signs of declining, she must decide whether to continue her focus on
the alarm clock category or to branch out into new categories. If the
former, the question is which segments to pursue and what features to
develop, and, if the latter, the question is whether the concept of
"humanizing technology" is something consumers would value in other
domains. In addition, Nanda must decide how to continue marketing
Clocky and its successors, given the potential for cannibalization.
Clocky's success was largely attributable to the media's intense
interest and coverage, and it is not clear such attention would carry
over to other new product endeavors. Students are presented with a
number of new product concepts and the findings from both qualitative
and quantitative market research. This allows for a rich discussion of
how managers can think creatively about consumer experiences to
inform their innovation strategies.
Learning Objective: Consider consumer input and market factors to
determine optimal next generation innovation strategies.
Ad-lider Embalagens, SA: Marketing Research for Drawstring Trash Bags in Brazil Rosane Gertner, Dennis Guthery, Richard Ettenson Type: Thunderbird case Pub. Date: Oct 18, 2009 Product #: TB0141-PDF-ENG Length: 21p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Geox: Breathing Innovation into Shoes Ali Farhoomand, Havovi Joshi Type: Uni. Of Hong Kong case Pub. Date: Oct 18, 2009 Product #: HKU895-PDF-ENG Length: 29p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Local Motors: Designed by the Crowd, Built by the Customer Michael I. Norton, Jeremy B. Dann Type: HBS case Pub. Date: Feb 19, 2010 Product #: 510062-PDF-ENG Length: 21p 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.
Emotiv Systems, Inc.: It's the Thoughts that Count Elie Ofek, Jason Riis, Paul Hamilton Type: HBS Premier case Pub. Date: Oct 15, 2009 Product #: 510050-PDF-ENG Length: 28p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Genzyme: The Renvela Launch Decision Tim Calkins, Lynn Harris Type: Kellogg case Pub. Date: Jul 01, 2009 Product #: KEL412-PDF-ENG Length: 14p Teaching Note: Yes
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.
Backchannelmedia: Making Television 'Clickable' Sunil Gupta, Kavita Shukla, Zach Clayton Type: HBS case Pub. Date: Apr 13, 2009 Product #: 509026-PDF-ENG 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.
PART 3: POSITIONING VIA PRICE, PLACE, PROMOTION
Chapter 9: Pricing
Abstract
Barcelo Hotels and Resorts (A) John T. Gourville, Marco Bertini Type: HBS case Pub. Date: Feb 18, 2011 Product #: 511108-PDF-ENG Length: 29p Teaching Note: N/A
Barcelo Hotels and Resorts must decide whether to allow its many
hotels to continue to undertake separate promotional campaigns or to
run, for the first time, a broad corporate-level promotion. Complicating
the decision is the fact that the many hotels in its portfolio vary greatly
in their character, clientele, positioning, and locations.
Learning Objective: Looks at the costs and benefits of a corporate
level branding and price promotion strategy. Also, when used with the
Harrah's case (HBS Case # 502-011), allows for a discussion of
centralized versus decentralized management of a portfolio of service
entities.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
ABICI Mukti Khaire, Elena Corsi, Elisa Farri Type: HBS case Pub. Date: Feb 18, 2011 Product #: 811085-PDF-ENG Length: 21p Teaching Note: N/A
The co-founder of an Italian, design based bicycle manufacturer
evaluates if reducing costs by outsourcing would impact its brand. The
company was founded in 2005 in Italy by three friends and in its first
five years, it had enjoyed steady growth and built a strong reputation
for producing high-quality city bicycles, appreciated for their retro-look
and style. Its country of origin had probably helped them exporting
their products as their bicycles were 100% made in Italy and the Made
in Italy label had a reputation of high quality, craftsmanship and
creativity. Yet their profit margins were relatively low as their
manufacturing costs were very high. Should they outsource their
production? If so, to China or to Eastern Europe? Was there some
other way to improve the profitability of the company?
Learning Objective: To help students understand the importance of
country of origin in export markets, and the challenges of reducing
costs by outsourcing and the impact it might have on a brand. It also
asks them to identify other ways to improve the profitability of a
company.
Groupon Sunil Gupta, Ray Weaver, Dharmishta Rood Type: HBS case Pub. Date: Mar 22, 2011 Product #: 511094-PDF-ENG Length: 23p Teaching Note: N/A
This case is set in early 2011 after a period of incredible customer and
revenue growth for Groupon. Reviewing Groupon's rise, the case
explores whether Groupon promotions are really good for local
merchants, whether Groupon can continue to thrive amid increasingly
intense competition, and the key reasons for the company's
remarkable early success.
Learning Objective: Help students understand the nature of a
blockbuster entrepreneurial success, and to critically evaluate
Groupon's value proposition for merchants and consumers.
The Eleganzia Group Elie Ofek, Elena Corsi, Bharat Sajnani, Sorina Casian-Botez, Francesco Tronci Type: HBS case Pub. Date: Apr 18, 2011 Product #: 511115-PDF-ENG Length: 35p Teaching Note: N/A
Eleganzia Group management faces tough decisions heading into the
summer of 2010. With tourism on the decline due to the global
economic recession, General Manager Giannuzzi must decide how to
set prices at the Forte Village Resort, the Group's most well-known
property. His management team is further divided on whether the
pricing model at the resort should change to being all-inclusive (as
opposed to one where guests are charged for each additional activity
or dining option on a pay-as-you-go basis), and whether to convert a
large number of the 4-star rooms into 5-star suites. Recently acquired
properties, such as the Castel Monastero in Tuscany and the
Maddalena Hotel & Yacht Club in north Sardinia, pose a branding
challenge. Can all the properties, including the Forte Village, be
successfully brought under one umbrella brand, namely, Eleganzia?
Moreover, what should the character of each these new properties be?
Learning Objective: Pricing and Branding strategy in a luxury
consumption setting; balancing short term revenue with long term
brand goals.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Pricing Simulation: Universal Rental Car V2 John T. Gourville, Tom Nagle, John Hogan Type: Simulation Pub. Date: Aug 02, 2011 Product #: 7005-HTM-ENG Length: 120 min. Teaching Note: Yes
At a Florida rental car agency, students assume the role of a district
manager responsible for setting prices for rental cars across three
Florida cities: Miami, Orlando, and Tampa. Over 12 simulated months,
students must analyze price sensitivity between leisure and business
travelers and consider strategies that maximize rentals across
weekdays and weekends in each city. Demand for rental cars can vary
depending on the month and whether the location is more popular with
business or leisure travelers. Unrented cars have associated holding
costs while running out of cars is lost opportunity for profit. Students
can make periodic inventory adjustments among the locations to
match anticipated demand. The market for rental cars in Florida is
intensely competitive and students must also consider the likely
competitive response to their pricing decisions. Ultimately, students
must analyze the economic, seasonal, and competitive forces of the
rental car market and develop a pricing strategy to maximize the
cumulative profit for the firm. Students benefit from running the
simulation multiple times with increasing complexity. This single-player
simulation includes three pre-set scenarios or faculty can design
custom scenarios to meet specific learning objectives The second
release of this popular simulation retains the immersive experience of
the original while streamlining the information available to students and
the debrief tools for faculty.
Learning Objective: Understand the nature and dynamics of
consumer response to price (price elasticity). Account for demand
differences across customer segments and regions. Understand and
plan for seasonal variations in demand. Explore the impact of pricing
decisions on firm profitability. Use pricing strategies to optimize
inventory. Anticipate and understand competitive reactions to pricing
decisions. Understand how price and general economic conditions
affect overall market demand.
Fortis Industries, Inc. (A) Rowland T. Moriarty Jr., David May, Gordon Swartz Type: HBS case Pub. Date: Dec 16, 2010 Product #: 511079-PDF-ENG Length: 18p Teaching Note: N/A
Fortis Industries' packaging division manufactures steel and plastic
strapping. In 2007, the company underwent a leveraged buyout. The
case focuses on the packaging division's need to maintain high
profitability in a declining market for steel strapping. Since 1998, Fortis
has been losing 1% per year of the steel strapping market. Since then,
there has also been significant erosion of prices. The division president
is faced with 1) decreasing price to increase market share, or 2)
maintain/increase cash flow. The specific decision revolves around the
potential adoption of a price-flex system that is designed to authorize
selective discounting by the division's sales personnel.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Marketing Analysis Toolkit: Pricing and Profitability Analysis Thomas Steenburgh, Jill Avery Type: HBS case Pub. Date: Jul 16, 2010 Product #: 511028-PDF-ENG Length: 8p 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 Thomas Steenburgh, Jill Avery Type: HBS case Pub. Date: Feb 04, 2010 Product #: 510080-PDF-ENG Length: 6p Teaching Note: N/A
Marketing managers are often called upon to make recommendations
for or against programs that cost money to implement. Before
expenditures are made, managers want to be sure that they will be
getting a return on their investment. One way of assessing this is by
calculating the breakeven point. In this note, we introduce the concept
of breakeven analysis and show how it is used to guide marketing
decision making. This analysis helps students assess the feasibility of
proposed fixed and variable marketing expenditures, the feasibility of
permanent pricing changes, and the feasibility of a new product
introduction. 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, pre-built
Excel models to calculate breakeven, 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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Better World Books Michael I. Norton, Fiona Wilson, Jill Avery, Thomas Steenburgh Type: HBS case Pub. Date: Oct 21, 2010 Product #: 511057-PDF-ENG 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: New World versus Old Christopher A. Bartlett Type: HBS Premier case Pub. Date: Aug 13, 2009 Product #: 910405-PDF-ENG Length: 23p Teaching Note: Yes
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 10: Channels of
Distribution and Logistics Abstract
WineInStyle Arar Han, George Foster Type: Stanford case Pub. Date: Jan 19, 2011 Product #: E401-PDF-ENG Length: 17p Teaching Note: Yes
Robert Eberhart is an American electronics executive living abroad in
Japan as market president. He's ready to move on to something new
and discovers that the changing distribution laws in Japan may provide
him a chance to upend the supply chain for California wines. Legal,
marketing, operational, and executive management challenges ensue.
Learning Objective: To demonstrate the beginnings and development
of a startup import-export business, and to illustrate management
challenges thereof.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Rebranding Gallagher Rohit Deshpande, Keith Chi-ho Wong Type: HBS case Pub. Date: Jan 25, 2011 Product #: 511098-PDF-ENG Length: 12p Teaching Note: N/A
Steve Tucker, the Deputy CEO of Gallagher Group Limited (GGL), the
world's largest electric fence company, was about to present a new
branding strategy to the company's senior managers and Bill
Gallagher, Jr., CEO. After spending more than 18 months with brand
consultants, Tucker devised an umbrella brand strategy that would
instill a uniform brand across all three business units: Animal
Management Systems, Security Management Systems, and Fuel
Pumps, which marketed themselves under the respective brand
names of Gallagher, Cardax, Powerfence, and PEC. However, Tucker
knew that the unit heads believed the differences in their clienteles,
product categories, and distributor relationships made it impractical to
adopt one single brand. GGL's overseas distributors had also raised
concerns about a uniform brand. In many cases, GGL only owned
minority interests in these distributors and retained limited control over
their activities.
Learning Objective: Managing international distributors; managing
global branding
DBK: The Power of Direct Sales John Deighton, Sarah L. Abbott Type: HBP Brief case Pub. Date: Apr 19, 2011 Product #: 4284-PDF-ENG Length: 10p Teaching Note: Yes
The sales representatives at Designs by Kate (DBK) sell private label
jewelry at hosted parties and through online social media channels.
They are also responsible for recruiting, training, and managing new
sales reps. CEO and founder Kate Creevey designed the commission
plan to encourage sales reps to build teams and become "leaders" for
their teams. The strategy has been very successful over the
company's first five years. Now the CEO is concerned that growth in
top-line revenue is slowing, possibly due to an unwillingness by current
sales representatives to build and manage their own sales teams. A
survey reveals that many sales reps believe their incomes from jewelry
sales decline when they add members to their sales teams due to
increased competition for hosting parties within the same geographic
area. The CEO must revisit the commission structure to determine if it
is still an effective incentive. The case includes a quantitative
assignment that students should complete as part of case analysis.
Learning Objective: 1. Understand the importance of the perceptions
of incentives by sales representatives and the effect these perceptions
can have on company performance. 2. Explore the use of
compensation structure as a motivational tool for maximizing key
financial objectives. 3. Understand the value proposition associated
with a direct sales model.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
The Lao Coffee Industry: Implementing Vertical Integration for a Social Cause at Bolaven Farms Marta K Dowejko, Gilbert Wong Type: Uni. Of Hong Kong case Pub. Date: Jun 09, 2011 Product #: HKU933-PDF-ENG Length: 19p Teaching Note: Yes
Founded in 2007, Bolaven Farms is a coffee business with a social
purpose. Set up in Laos and Hong Kong, Bolaven Farms aims at
providing high-quality coffee to the worldwide public while helping to
alleviate poverty among coffee farmers in Laos. The business model
involves a full integration of the coffee supply chain, from planting the
coffee seed to selling the final branded product to wholesale and retail
customers. Consequently, farmers and the company benefit from
excluding intermediaries from the supply chain and keeping profit
margins for themselves. The company's vision of educating farmers
and providing them with higher income for their work is very compelling
to the public and was quickly picked up by the media. However, the
business model has yet to be tested. For one thing, once the farmers
graduate from the programme, they need employment assurance and
additional land to cultivate. For another, the coffee market is a mature
one, with many players and a multitude of competing and lower-priced
offers to choose from. People find the company's vision very inspiring,
but it is also very difficult to translate into viable actions. The company
has already invested US$4.0 million in the project, but is still a long
way from educating the public and finding customers willing to pay
premium prices for the coffee. Both ends of the supply chain need
further refinement, and Say is not willing to compromise on quality or
price. The case begins with an introduction of the coffee industry and
its practices. A description of Laos as a business environment for
Bolaven Farms follows. The case describes the development and
implementation of a business model that incorporates vertical
integration supported by social networks. It allows for an advanced
analysis of issues related to choosing an appropriate business model
and focuses on the risks related to future expansion and resulting from
the strategic choices of the entrepreneur.
Learning Objective: 1. To understand the role of social capital and a
value network in developing a new venture 2. To uncover Bolaven
Farms' strengths, weaknesses and performance in integrating its value
chain 3. To learn about the strengths and weaknesses of vertical
integration 4. To discuss the types of risks and difficulties that a new
venture faces while implementing its vision and mission.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Nanda Home: Preparing for Life After Clocky Elie Ofek, Jill Avery Type: HBS case Pub. Date: May 23, 2011 Product #: 511134-PDF-ENG Length: 27p Teaching Note: N/A
Gauri Nanda, the inventor of Clocky, the alarm clock that rolls off the
bed stand and forces its owner to find it, has to make critical decisions
regarding the future of her nascent company. As sales of Clocky show
signs of declining, she must decide whether to continue her focus on
the alarm clock category or to branch out into new categories. If the
former, the question is which segments to pursue and what features to
develop, and, if the latter, the question is whether the concept of
"humanizing technology" is something consumers would value in other
domains. In addition, Nanda must decide how to continue marketing
Clocky and its successors, given the potential for cannibalization.
Clocky's success was largely attributable to the media's intense
interest and coverage, and it is not clear such attention would carry
over to other new product endeavors. Students are presented with a
number of new product concepts and the findings from both qualitative
and quantitative market research. This allows for a rich discussion of
how managers can think creatively about consumer experiences to
inform their innovation strategies.
Learning Objective: Consider consumer input and market factors to
determine optimal next generation innovation strategies.
Herborist: A Chinese Personal Care Brand Goes Abroad Kevin Zhou, Grace Loo Type: Univ. of Hong Kong case Pub. Date: May 23, 2011 Product #: HKU927-PDF-ENG Length: 24p Teaching Note: Yes
Herborist, a high-end Chinese personal care brand, had been steadily
expanding its share in global markets since 2008. The brand
distinguished itself by integrating traditional Chinese medicine with
modern biotechnology and emphasising its green and organic
ingredients. Whereas Chinese were familiar with the concept, how
would Herborist sell it to consumers outside mainland China who were
used to using established Japanese brands, such as Shiseido and SK-
II, or western brands, such as Estee Lauder and Sisley? In 2001,
Herborist chose to enter the Hong Kong market and test its product in
this very competitive market that was dominated by the major
Japanese and western cosmetics brands. The company opened two
Herborist-branded stores in major shopping centres but was forced to
close them down two years later due to bad results. The company tried
again in 2007, this time distributing its products through the Hong Kong
personal health and beauty chain Mannings. In 2008, Herborist
entered the Paris market with the help of the cosmetics chain store
Sephora. Results were mixed; although some of its products became
top sellers, the overall sales figures were not very promising. By 2011,
Herborist was ready for the next step in its international expansion
plan. Which markets should it target and what strategy should it adopt?
Learning Objective: This case provides students with an opportunity
to explore the challenges faced by a personal care brand from an
emerging market in converting to a global brand and requires students
to analyze different markets and as well as different modes of market
entry strategy.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Franz Collection, Inc.: The Road From Subcontracting to Brand Marketing Lien-Ti Bei, Shih-Fen Chen Type: Ivey case Pub. Date: May 26, 2010 Product #: 910M30-PDF-ENG Length: 21p Teaching Note: Yes
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
neighbouring countries.
Nettwerk: Digital Marketing in the Music Industry John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Oct 29, 2009 Product #: 510055-PDF-ENG Length: 20p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Major League Baseball Advanced Media: America's Pastime Goes Digital Anita Elberse, Brett Laffel Type: HBS case Pub. Date: Mar 20, 2010 Product #: 510092-PDF-ENG Length: 24p Teaching Note: Yes
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. For example, 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. It also 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.
Bank of America: Mobile Banking Sunil Gupta, Kerry Herman Type: HBS Premier case Pub. Date: Mar 02, 2010 Product #: 510063-PDF-ENG Length: 22p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Zappos.com: Developing a Supply Chain to Deliver WOW! Michael Marks, Hau Lee, David W. Hoyt Type: Stanford case Pub. Date: Feb 13, 2009 Product #: GS65-PDF-ENG Length: 28p Teaching Note: Yes
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.
eBay Partner Network (A) Benjamin Edelman, Ian I. Larkin Type: HBS case Pub. Date: Sep 28, 2009 Product #: 910008-PDF-ENG Length: 14p Teaching Note: Yes
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 11: Advertising
Messages and Marketing
Communications
Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Trip Advisor Sunil Gupta, Kerry Herman Type: HBS case Pub. Date: Jan 24, 2011 Product #: 511004-PDF-ENG Length: 19p Teaching Note: N/A
By 2010, TripAdvisor was the largest travel site in the world operating
in 24 countries and 16 languages, with listings for 455,000 hotels,
92,000 attractions and 564,000 restaurants in over 71,000 destinations
worldwide. It had over 40 million reviews from 35 million unique
monthly visitors who were contributing 21 new reviews every minute.
Known for its hotel reviews, TA expanded into flights, vacation rentals
and international markets like China. Each of these expansion paths
provided unique opportunities as well as new challenges. In August
2010, Stephen Kaufer, CEO, was debating how to prioritize his growth
plans for the company.
Learning Objective: To understand how user-generated content
(UGC) can be leveraged and what are the challenges of replicating
that model in different countries (e.g., China) and different categories
(e.g., vacation rentals and flights).
Procter & Gamble: Marketing Capabilities Rebecca Henderson, Ryan Johnson Type: HBS case Pub. Date: Jun 10, 2011 Product #: 311117-PDF-ENG Length: 17p Teaching Note: Yes
P&G had become known and recognized as a marketing machine. It
was the largest advertiser in the world, with 2010 spending of $8.68
billion. From the company's early exploitation of broadcast media
(radio and television) for its soap products to more recent experiments
in digital media for its men's hygiene brand Old Spice, P&G was a
seasoned marketer with strong consumer research, a powerful
innovation network, and the world's largest financial commitment to
advertising.
Learning Objective: To learn from and analyze the best practices of
P&G the world's largest advertising spender and a renowned marketer
of consumer products. To understand their marketing strategies, where
marketing innovation is developed, how it is applied across different
categories and how marketing shifts with changes in structure and
culture.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Health Care Center for the Homeless: Changing with the Times Mary Conway Dato-on, Eileen Weisenbach Keller Type: Ivey case Pub. Date: Mar 08, 2011 Product #: 910A32-PDF-ENG Length: 12p Teaching Note: Yes
Bakari Burns, CEO of the Health Care Center for the Homeless
(HCCH), located in Orlando, Florida was faced with the daunting task
of rebranding the organization he lead. Burns knew the organization
experienced difficulty with recognition and marketplace distinction,
primarily due to the public's misperceptions about the relationship
between HCCH and the Coalition for the Homeless of Central Florida.
An external consulting team offered several recommendations for
change, including an amended name and redesign of all marketing
materials. This advice and changes in the external environment
provided an excellent opportunity to reposition and refocus the
organization. Recognizing the need for a new strategy and
implementing that strategy were not the same; Burns was not sure
how to lead the organization through the change process.
Learning Objective: The objectives of this case are to: Utilize internal
and external analysis as a means of understanding the current
situation and Burns' need to rebrand the organization; Understand how
brand orientation is critical to strategy for NPOs (nonprofit
organizations); Improve understanding of brand orientation through the
application and analysis of the construct to the subject NPO; Apply
Kotter's change model in order to understand Burns' role in introducing
and leading change toward the acceptance of the new brand image
and orientation; Facilitate discussion of the mission-driven nature of
social service organizations and social issues of homelessness and
health care. This case is suitable for use in undergraduate and first-
year graduate courses in change management and branding. The
detailed treatment of environmental analysis may also make the case
useful in marketing management or strategy courses. The contentious,
socially relevant issues of health care and homelessness make the
case particularly relevant to courses in public administration and
nonprofit management.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
United Breaks Guitars John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Jan 06, 2010 Product #: 510057-PDF-ENG Length: 13p Teaching Note: Yes
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?
Bank of America Sports Sponsorship Stephen A. Greyser, John L. Teopaco Type: HBS case Pub. Date: Aug 12, 2009 Product #: 910406-PDF-ENG Length: 19p Teaching Note: Yes
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: The Sales Promotion Resource Allocation Decision (Brief Case) Neeraj Bharadwaj, Phillip D. Delurgio Type: HBP Brief case Pub. Date: Jun 15, 2009 Product #: 4131-PDF-ENG Length: 14p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
The Power of Persuasion: An Exercise in Creating Persuasive Advertising Michael Parent, Leyland Pitt, Stacey Morrison Type: Ivey case Pub. Date: Jan 08, 2009 Product #: 909A01-PDF-ENG Length: 1p Teaching Note: Yes
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 12: Integrated
Marketing Communications
and Media Choices
Abstract
BBVA Compass: Marketing Resource Allocation Sunil Gupta, Joseph Davies-Gavin Type: HBS case Pub. Date: Jan 27, 2011 Product #: 511096-PDF-ENG Length: 16p Teaching Note: Yes
BBVA Compass, the 15th largest commercial bank in the U.S., is a
part of the BBVA Group of Spain, the second largest bank in Spain
with $755 billion in assets. In December 2010, Frank Sottosanti, Chief
Marketing Officer of BBVA Compass, was reviewing the marketing
performance of the company and deciding how to allocate next year's
marketing budget across various offline and online channels.
Learning Objective: To highlight the challenges involved in allocating
marketing resources between (a) offline and online advertising, (b)
display and search advertising, and (c) various display ad networks.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Vestas' World of Wind Thomas Steenburgh, Elena Corsi Type: HBS case Pub. Date: Mar 16, 2011 Product #: 511121-PDF-ENG Length: 38p Teaching Note: N/A
The wind turbine manufacturer Vestas launched the industry's first
highly localized and customized new product launch campaigns which
used also new tools such as web 2.0 platforms. Used to operate in a
market where demand exceeded supply, Vestas had lost contact with
its customer base and had a limited marketing budget, mainly used to
finance global media advertisement campaigns. The world economic
downturn which followed the U.S. credit crunch crisis of 2008 and the
increased competition in the wind turbine market had brought about a
sudden drop in Vestas orders of new turbines. Vestas thus decided to
focus more on marketing and developed a new department, Global
Marketing and Customer Insights. Morten Albaek was hired to manage
and develop the department and to transform Vestas into the
undisputed most customer focused company in the industry by 2012
and among the most customer centric B2B brand by 2015. He tested
his new approach for the first time with the launch of their new V112
turbine for which he developed 72 customized campaigns targeting its
main existing and potential customers and major stakeholders. Yet,
had the campaign been effective in bringing Vestas closer to its
customer base? Were they using the right tools?
Learning Objective: The case should bring students to think about
the importance for B2B companies of customer focused marketing
approaches and evaluate the new marketing tools used by the
company.
Demand Media John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Mar 17, 2011 Product #: 511043-PDF-ENG Length: 18p Teaching Note: Yes
Google search had helped Demand Media grow to be a $1.9 billion
online publisher. Then, social media and smartphone apps began to
change the way people navigated the Internet. How should Demand
Media respond? The business ran on a radically new model in which a
stable of 10,000 freelance contributors supplied content, the Internet's
search engines brought it 75 million readers each month, and
advertising generated revenue. It took the guesswork out of content
production, with algorithms that indicated which topics were being
searched and created content accordingly. Demand treated its 5,000
online articles published per day as an investment, not a cost, a
reversal of the traditional media model. In addition to being able to
infer consumers' interests with its algorithm, the company had a
formula for estimating the lifetime value of each piece of content. As
the business models of print and broadcast media declined, Demand
had figured out how to leverage digital and social media tools to bring
down the costs of creating content and to find an audience. In spring
2011, executives at the five-year-old company were pleased with the
company's billion dollar IPO, the biggest Internet IPO since Google's,
but changes in consumer behavior on the Internet were obliging a
review of the model. Learning Objective: To examine the new forms
and models of content creation and distribution in the digital publishing
environment.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
DBK: The Power of Direct Sales John Deighton, Sarah L. Abbott Type: HBP Brief case Pub. Date: Apr 19, 2011 Product #: 4284-PDF-ENG Length: 10p Teaching Note: Yes
The sales representatives at Designs by Kate (DBK) sell private label
jewelry at hosted parties and through online social media channels.
They are also responsible for recruiting, training, and managing new
sales reps. CEO and founder Kate Creevey designed the commission
plan to encourage sales reps to build teams and become "leaders" for
their teams. The strategy has been very successful over the
company's first five years. Now the CEO is concerned that growth in
top-line revenue is slowing, possibly due to an unwillingness by current
sales representatives to build and manage their own sales teams. A
survey reveals that many sales reps believe their incomes from jewelry
sales decline when they add members to their sales teams due to
increased competition for hosting parties within the same geographic
area. The CEO must revisit the commission structure to determine if it
is still an effective incentive. The case includes a quantitative
assignment that students should complete as part of case analysis.
Learning Objective: 1. Understand the importance of the perceptions
of incentives by sales representatives and the effect these perceptions
can have on company performance. 2. Explore the use of
compensation structure as a motivational tool for maximizing key
financial objectives. 3. Understand the value proposition associated
with a direct sales model.
The NFL's Digital Media Strategy Anita Elberse, Kelsey Calhoun, Daven Johnson Type: HBS case Pub. Date: Oct 20, 2010 Product #: 511055-PDF-ENG Length: 19p Teaching Note: Yes
In late 2009, Brian Rolapp, senior vice president of media strategy and
digital media for the NFL, was faced with the challenge of determining
the league's strategic approach to the wireless market - and presenting
his views to NFL team owners. What was the league's best strategy for
the mobile space? The case describes the antecedents of what is
widely regarded as a landmark deal for the NFL, its $780-million, four-
year exclusive partnership with Verizon. Provides in-depth information
on the NFL's digital media revenues, and relates those to the league's
overall media and other revenues. Enables a rich discussion of new
distribution opportunities and ensuing marketing and channel-
management challenges.
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.
Benecol Spread and Media Planning Richard Johnson, Robert I Carraway, Ervin R. Shames, Paul W. Farris Type: Darden case Pub. Date: Dec 03, 2010 Product #: UV2930-PDF-ENG Length: 21p Teaching Note: Yes
Benecol Spread, a cholesterol-lowering margarine, was a product with
unusual media-planning challenges. With a narrow target group and
unproven market potential, Johnson & Johnson needed to get the most
"bang for the buck" from its Benecol advertising. Would a media-
planning model (optimizer) requiring executives to quantify their
judgment on several key inputs be helpful in this process? A
spreadsheet accompanying the case allows students to weight the
target groups and to choose among different advertising vehicles to
form the best possible media plan.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Matchstick Inc.: Word of Mouth Marketing (A) Ken Mark, Allison Johnson Type: Ivey case Pub. Date: Sep 17, 2010 Product #: 910A19-PDF-ENG Length: 3p Teaching Note: N/A
Matchstick Inc. (A) case introduces students to how brands are starting
to put in place non-traditional advertising, such as word-of-mouth
campaigns. The founder of Toronto-based Matchstick Inc. is working
on a campaign for the Ketel One vodka brand. Ketel One, managed by
Diageo, a global beverage firm, is trying to increase its awareness and
sales in the Canadian market. Ketel One's brand manager has turned
to Matchstick to generate awareness among its elusive target
audience.
Learning Objective: The cases introduces students to how brands
are starting to put in place non-traditional advertising, such as word-of-
mouth campaigns.
Infineon Raceway (Sears Point Raceway): Marketing in the Motorsports World George Foster, Norm O'Reilly, David W. Hoyt Type: Stanford case Pub. Date: Jun 15, 2010 Product #: SPM41-PDF-ENG Length: 44p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Air France Internet Marketing: Optimizing Google, Yahoo!, MSN, and Kayak Sponsored Search Mark Jeffery, Lisa Egli, Andy Gieraltowski, Jessica Lambert, Jason Miller, Liz Neely, Rakesh Sharma Type: Kellogg case Pub. Date: Mar 06, 2009 Product #: KEL319-PDF-ENG Length: 18p Teaching Note: Yes
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 through the various online channels available. Using a
portfolio application model, students can determine an optimal
publisher strategy and complete copy improvement analysis.
Air France Internet Marketing: Optimizing Google, Yahoo!, MSN, and Kayak Sponsored Search Exhibit Spreadsheet, Spreadsheet Supplement Mark Jeffery, Lisa Egli, Andy Gieraltowski, Jessica Lambert, Jason Miller, Liz Neely, Rakesh Sharma Type: Kellogg case Pub. Date: Mar 06, 2009 Product #: KEL321-XLS-ENG Length: N/A
Subjects Covered: Customer relationship management; Customer
retention; Customer satisfaction; Global business; International
business; Internet; Internet marketing; Marketing communications
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
HubSpot: Inbound Marketing and Web 2.0 Thomas Steenburgh, Jill Avery, Naseem Dahod Type: HBS Premier case Pub. Date: May 15, 2009 Product #: 509049-PDF-ENG Length: 21p Teaching Note: Yes
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 John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Dec 22, 2009 Product #: 510064-PDF-ENG Length: 9p Teaching Note: Yes
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.
Chapter 13: Social Media Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Coca-Cola on Facebook John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511110-PDF-ENG Length: 11p Teaching Note: N/A
In late 2008, executives at Coca-Cola had to decide what to do with a
fan-created page on Facebook that had amassed over one million
followers in three months. From a legal point of view the fan-created
page was in violation of Facebook's terms of service, because a non-
copyright holder was using the imagery and logo associated with a
known brand. Facebook contacted Michael Donnelly, Group Director,
Worldwide Interactive Marketing for The Coca-Cola Company, to let
him know that he was in the position to take down the hugely popular
fan-created site or, conversely, he could take it over and make it an
official marketing channel for the company. Coke was already
revisiting its social media policies, with the Diet Coke and Mentos user-
generated video incident fresh in its memory. Those videos, which
featured elaborate geysers with Diet Coke as their main ingredient,
were among the most viewed online videos at the time but were not
initially sanctioned by the company. Donnelly knew that opening up the
brand to creative consumers was necessary, but he and his team had
to figure out how and to what extent they should do so while still
protecting one of the world's most valuable brands.
Learning Objective: To illustrate the changing marketing landscape
as social media evolves as a mass and mainstream marketing
platform.
The Ford Fiesta John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Feb 15, 2011 Product #: 511117-PDF-ENG Length: 24p Teaching Note: N/A
Executives at Ford wondered if social media could be the marketing
solution for the launch of the youth-oriented 2010 Fiesta. But with
social media came a ceding of control. Some at the company believed
that if Ford was going to move beyond its conservative brand image for
the launch of the new subcompact chances had to be taken. Others
erred on the side of caution. Chantel Lenard, Ford's Group Marketing
Manager for Global Small Car and Midsize Vehicles and Connie
Fontaine, Manager of Brand Content and Alliances championed a new
approach for the new vehicle and set into motion a comprehensive 6-
month social media initiative targeting a younger, ethnically diverse,
and urban-based market, called "The Fiesta Movement". In doing so, a
large portion of the marketing campaign was handed over to 20 and
30-somethings across America, and Ford had to acclimate to a new
way of doing marketing. To what extent should the company guide the
activities and messages of their army of bloggers? The case is set two
months into the Movement, as the team evaluates the metrics from
YouTube, Twitter, Facebook, and their website, and wonder if they're
doing everything they need to do in order to make the Fiesta a success
with a new target market.
Learning Objective: To examine the variety of marketing techniques
in the new social media toolbox; is the ultimate objective to 'go viral', or
are there other metrics to consider when evaluating a social media-
based marketing campaign?
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
PatientsLikeMe: An Online Community of Patients Sunil Gupta, Jason Riis Type: HBS case Pub. Date: Feb 16, 2011 Product #: 511093-PDF-ENG Length: 22p Teaching Note: Yes
PatientsLikeMe (PLM) is an online community where patients share
their personal experiences with a disease, find other patients like them,
and learn from each other. The company was founded by Jamie and
Ben Heywood when their 29-year-old brother was diagnosed with ALS
or Lou Gehrig's disease. In less than five years, PLM has grown to 15
patient communities where over 80,000 patients discuss 19 diseases.
In December 2010, PLM is discussing its planned launch of a General
Platform that would expand the number of diseases covered from 19 to
over 3,500. Is it the right move, and what does PLM need to do to
make it a success?
Learning Objective: To understand how an online community is built
and monetized and to highlight the challenges in growing the platform
to a larger scale.
Groupon Sunil Gupta, Ray Weaver, Dharmishta Rood Type: HBS case Pub. Date: Mar 22, 2011 Product #: 511094-PDF-ENG Length: 23p Teaching Note: N/A
This case is set in early 2011 after a period of incredible customer and
revenue growth for Groupon. Reviewing Groupon's rise, the case
explores whether Groupon promotions are really good for local
merchants, whether Groupon can continue to thrive amid increasingly
intense competition, and the key reasons for the company's
remarkable early success.
Learning Objective: Help students understand the nature of a
blockbuster entrepreneurial success, and to critically evaluate
Groupon's value proposition for merchants and consumers.
EMC2: Delivering Customer Centricity Thomas Steenburgh, Jill Avery Type: HBS case Pub. Date: Apr 04, 2011 Product #: 511124-PDF-ENG Length: 24p Teaching Note: N/A
This case introduces the concept of customer centricity and traces its
development at EMC, the world's leading data storage hardware and
information management software company. EMC's customers had
historically relied on EMC salespeople to guide them through the
complex, consultative buying process. However, with the rise of social
media, prospective customers are getting more of the information they
require earlier in the purchase process online. As they do so, their
physical interactions with EMC salespeople are decreasing, while their
digital interactions are increasing. Given the changing business
environment, BJ Jenkins, senior vice president of Global Marketing,
faces significant challenges as he tries to maintain EMC's culture of
customer centricity. These include 1) translating EMC's platinum
service levels, designed to appeal to the world's largest companies, to
small businesses and B2C customers, 2) understanding how the
replacement of physical interaction with digital interaction in the
consultative selling process affects EMC's business, and 3) managing
a VAR sales model that distances EMC from its customers.
Learning Objective: The case allows students to grapple with the
strategic and tactical decisions that accompany sales management
and customer management strategy in a B2B technology setting. It
also allows them to understand the shifting landscape of social media
and how it enables and constrains customer relationship management
and the practice of customer centricity.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
DBK: The Power of Direct Sales John Deighton, Sarah L. Abbott Type: HBP Brief case Pub. Date: Apr 19, 2011 Product #: 4284-PDF-ENG Length: 10p Teaching Note: Yes
The sales representatives at Designs by Kate (DBK) sell private label
jewelry at hosted parties and through online social media channels.
They are also responsible for recruiting, training, and managing new
sales reps. CEO and founder Kate Creevey designed the commission
plan to encourage sales reps to build teams and become "leaders" for
their teams. The strategy has been very successful over the
company's first five years. Now the CEO is concerned that growth in
top-line revenue is slowing, possibly due to an unwillingness by current
sales representatives to build and manage their own sales teams. A
survey reveals that many sales reps believe their incomes from jewelry
sales decline when they add members to their sales teams due to
increased competition for hosting parties within the same geographic
area. The CEO must revisit the commission structure to determine if it
is still an effective incentive. The case includes a quantitative
assignment that students should complete as part of case analysis.
Learning Objective: 1. Understand the importance of the perceptions
of incentives by sales representatives and the effect these perceptions
can have on company performance. 2. Explore the use of
compensation structure as a motivational tool for maximizing key
financial objectives. 3. Understand the value proposition associated
with a direct sales model.
foursquare Mikolaj Jan Piskorski, Thomas R. Eisenmann, Jeffrey J. Bussgang, David Chen Type: HBS case Pub. Date: Jan 24, 2011 Product #: 711418-PDF-ENG Length: 24p Teaching Note: N/A
The cofounders of foursquare are deciding how to respond to
competitive threats and scale up the organization. Foursquare was a
location-based online service that allowed users to "check in" to a
location using an application on a smartphone. Foursquare kept track
of a user's check-ins, shared them with users' friends, and unlocked
"Specials" that gave users discounts at nearby locations. Within a year
and a half of its founding the company had 45 employees and over 5
million users and was valued in excess of $100 million. However,
many competitors, including Facebook, Twitter, and Yelp, developed
competitive services requiring foursquare to respond.
Learning Objective: To illustrate the promise of geo-location
technologies and examine principles of lean start-up technologies.
Matchstick Inc.: Word of Mouth Marketing (A) Ken Mark, Allison Johnson Type: Ivey case Pub. Date: Sep 17, 2010 Product #: 910A19-PDF-ENG Length: 3p Teaching Note: N/A
Matchstick Inc. (A) case introduces students to how brands are starting
to put in place non-traditional advertising, such as word-of-mouth
campaigns. The founder of Toronto-based Matchstick Inc. is working
on a campaign for the Ketel One vodka brand. Ketel One, managed by
Diageo, a global beverage firm, is trying to increase its awareness and
sales in the Canadian market. Ketel One's brand manager has turned
to Matchstick to generate awareness among its elusive target
audience.
Learning Objective: The cases introduces students to how brands
are starting to put in place non-traditional advertising, such as word-of-
mouth campaigns.
PART 4: POSITIONING: ASSESSMENT THROUGH THE
CUSTOMER LEN
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Chapter 14: Customer
Satisfaction and Customer
Relationships
Abstract
State Bank of India: Transforming a State Owned Giant Rajiv Lal, Rachna Tahilyani Type: HBS case Pub. Date: Mar 28, 2011 Product #: 511114-PDF-ENG Length: 38p Teaching Note: N/A
February 2011: O.P. Bhatt reflected contentedly on his five-year term
as Chairman of State Bank of India (SBI), India's largest commercial
bank. He had led SBI on a journey of transformation from an old,
hierarchical, transaction oriented, government bank to a modern,
customer focused, and technologically advanced universal bank. In
2006, when Bhatt assumed leadership, SBI had been losing market
share for over two decades to private and foreign banks. Analysts and
industry observers had predicted that at the prevailing growth rates
ICICI Bank, a private bank launched in 1994, would overtake SBI in
terms of deposits in four years. However, by 2010, SBI had more than
doubled its profits, deposits and advances; regained market share and
won the Asian Banker Achievement award for the strongest bank in
the Asia Pacific region.
Learning Objective: Demonstrate successful turnaround and
increased revenues by focusing on customer management and
relationships.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
American Well: The Doctor Will E-See You Now Elie Ofek, Ron Laufer Type: HBS case Pub. Date: Mar 30, 2010 Product #: 510061-PDF-ENG Length: 28p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Green Hills Market Loyalty Program James Lattin, Meredith P. Jensen Type: Stanford case Pub. Date: Apr 20, 2009 Product #: M318-PDF-ENG 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 15: Marketing
Research Tools Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Pillsbury Cookie Challenge Allison Johnson, Natalie Mauro Type: Ivey case Pub. Date: Jan 27, 2011 Product #: W11020-PDF-ENG Length: 14p Teaching Note: Yes
The Canadian Pillsbury ready baked goods cookie line is experiencing
less than stellar performance, and the marketing manager is under
pressure to make strategic decisions that will help turn around the
segment. The marketing manager engages the help of the consumer
insight team to conduct market research studies that will shed light on
consumers and their attitudes, behaviours and preferences towards
the product. The results from the market research studies are in, and
the students, assuming the role of the marketing manager, must filter
through them to determine how this information can be used to
improve the performance of the cookie segment. More specifically,
students will need to determine where the greatest opportunities lie,
who the team should target, what brand messaging is the most
relevant and what type of communication plan would be most effective.
Learning Objective: The case highlights a common problem faced by
marketers - how to improve the performance of a business. In addition
to this aspect, the case focuses on how to attain and interpret
consumer information. The following topics are covered in the case:
Introduction to consumer insights and market research; Customer
segmentation and targeting, and Brand positioning. This case is best
suited for an Introduction to Marketing course (either HBA or MBA
level) or a course that digs deeper into how firms can employ
customer-oriented strategies, such as the Consumers and Customers
course. The objectives are to: familiarize students with different types
of consumer research and how it can help marketers make better
business decisions; develop students' ability to recognize relevant
customer insights and to show how these insights can help determine
strategies; highlight ways to segment the market, other than by
demographics; explore the ways in which marketing managers can
improve business performance.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Nanda Home: Preparing for Life After Clocky Elie Ofek, Jill Avery Type: HBS case Pub. Date: May 23, 2011 Product #: 511134-PDF-ENG Length: 27p Teaching Note: N/A
Gauri Nanda, the inventor of Clocky, the alarm clock that rolls off the
bed stand and forces its owner to find it, has to make critical decisions
regarding the future of her nascent company. As sales of Clocky show
signs of declining, she must decide whether to continue her focus on
the alarm clock category or to branch out into new categories. If the
former, the question is which segments to pursue and what features to
develop, and, if the latter, the question is whether the concept of
"humanizing technology" is something consumers would value in other
domains. In addition, Nanda must decide how to continue marketing
Clocky and its successors, given the potential for cannibalization.
Clocky's success was largely attributable to the media's intense
interest and coverage, and it is not clear such attention would carry
over to other new product endeavors. Students are presented with a
number of new product concepts and the findings from both qualitative
and quantitative market research. This allows for a rich discussion of
how managers can think creatively about consumer experiences to
inform their innovation strategies.
Learning Objective: Consider consumer input and market factors to
determine optimal next generation innovation strategies.
Procter & Gamble: Marketing Capabilities Rebecca Henderson, Ryan Johnson Type: HBS case Pub. Date: Jun 10, 2011 Product #: 311117-PDF-ENG Length: 17p Teaching Note: Yes
P&G had become known and recognized as a marketing machine. It
was the largest advertiser in the world, with 2010 spending of $8.68
billion. From the company's early exploitation of broadcast media
(radio and television) for its soap products to more recent experiments
in digital media for its men's hygiene brand Old Spice, P&G was a
seasoned marketer with strong consumer research, a powerful
innovation network, and the world's largest financial commitment to
advertising.
Learning Objective: To learn from and analyze the best practices of
P&G the world's largest advertising spender and a renowned marketer
of consumer products. To understand their marketing strategies, where
marketing innovation is developed, how it is applied across different
categories and how marketing shifts with changes in structure and
culture.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Red Lobster David E. Bell, Jason Riis Type: HBS case Pub. Date: Sep 08, 2010 Product #: 511052-PDF-ENG Length: 26p Teaching Note: Yes
Red Lobster, a 40-year-old chain of seafood restaurants, has just
completed some market research revealing an opportunity to shift their
target customer segment. The chain is in the final stages of a 10-year
plan of rejuvenation under CEO Kim Lopdrup. When he took over as
CEO in 2004 the chain was closing restaurants and suffering declining
same store sales and declining customer satisfaction. But in 2010,
even in a recession, the fortunes of the chain are improving. A recently
commissioned market research study has revealed, unexpectedly, that
25% of Red Lobster's customers are "experientials," people coming for
a "good evening out" rather than Red Lobster's traditional core
customer who came because of a craving for seafood. Should this
news cause Lopdrup to do anything differently?
Learning Objective: The case was written with three purposes in
mind (i) to permit a discussion about segmenting customers (ii) as a
general case about the marketing of restaurants and (ii) about the
potential of seafood as a source of protein especially in light of the
growth of aquaculture as a source.
Flare Fragrances Company, Inc: Analyzing Growth Opportunities (Brief Case) John A. Quelch, Lisa D. Donovan Type: HBP Brief case Pub. Date: Sep 08, 2010 Product #: 4550-PDF-ENG Length: 11p Teaching Note: Yes
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 5: CAPSTONE
Chapter 16: Marketing
Strategy
Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
foursquare Mikolaj Jan Piskorski, Thomas R. Eisenmann, Jeffrey J. Bussgang, David Chen Type: HBS case Pub. Date: Jan 24, 2011 Product #: 711418-PDF-ENG Length: 24p Teaching Note: N/A
The cofounders of foursquare are deciding how to respond to
competitive threats and scale up the organization. Foursquare was a
location-based online service that allowed users to "check in" to a
location using an application on a smartphone. Foursquare kept track
of a user's check-ins, shared them with users' friends, and unlocked
"Specials" that gave users discounts at nearby locations. Within a year
and a half of its founding the company had 45 employees and over 5
million users and was valued in excess of $100 million. However,
many competitors, including Facebook, Twitter, and Yelp, developed
competitive services requiring foursquare to respond.
Learning Objective: To illustrate the promise of geo-location
technologies and examine principles of lean start-up technologies.
The Generics Pharmacy Jim Kayalar Type: Ivey case Pub. Date: Apr 12, 2011 Product #: W11061-PDF-ENG Length: 16p Teaching Note: Yes
The price of pharmaceuticals in the Philippines is second only to Japan
in Asia and one of the highest in the world despite the Philippines
being a less developed country and nearly half of its population living
on US$2 a day. The case illustrates how The Generics Pharmacy a
local pharmaceutical company challenged the existing industry
business model and became the largest pharmaceutical retailer in the
country within a period of only three years. Under the strategic
leadership of CEO Benjamin Liuson, The Generics Pharmacy
succeeded in formulating a superior value proposal by focusing on the
supply and demand side constructs at the bottom of the pyramid and
bringing affordable high quality medicines within reach of low income
individuals. Superior leadership, management and strategic initiative
succeeded in integrating and balancing tenets of corporate social
responsibility, entrepreneurial foresight and resource based strategy to
catapult the company into a leadership position.
Learning Objective: The case can be best positioned for use in a
strategic management/leadership class. The case can be used to
teach the strategic management process, and it utilizes the value
chain, SWOT, life cycle, Ansoff, and scenario planning tools.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Fiat-Chrysler Alliance: Launching the Cinquecento in North America Gary P. Pisano, Phillip Andrews, Alessandro Di Fiore Type: HBS case Pub. Date: May 11, 2011 Product #: 611037-PDF-ENG Length: 24p Teaching Note: N/A
Fiat ended its 27-year absence in the North American automobile
market when the first Cinquecento (500)-a very small, iconic Italian car
that had strong sales in Europe-was delivered on March 10, 2011. The
Italian automaker re-entered the market through an alliance with
Chrysler, the American automaker Fiat acquired in April 2009. For
Laura Soave, Chrysler Group's head of Fiat Brand North America, the
first delivery marked a watershed in a journey that began 12 months
before when she first took responsibility for re-launching the Fiat brand
in North America. As the first product of the Fiat-Chrysler alliance, the
outcome of the Cinquecento launch would indicate how the integration
of operations, and in particular the sharing of technology, platforms,
components, manufacturing plants, and distribution networks would
drive the long-term health of both Fiat and Chrysler. This case looks at
the various strategic and operational challenges Soave faced
throughout the process.
Learning Objective: The case can be used to explore: 1) approaches
for new market entry into foreign markets, and the associate
challenges of brand positioning 2) strategies for managing and
integrating global alliance partnerships 3) leadership issues associated
with corporate turnarounds.
Google in China (A) John A. Quelch, Katherine E. Jocz Type: HBS case Pub. Date: Jan 21, 2010 Product #: 510071-PDF-ENG Length: 13p Teaching Note: Yes
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.
Google in China (B) John A. Quelch Type: HBS case Pub. Date: Apr 01, 2010 Product #: 510110-PDF-ENG Length: 1p Teaching Note: Yes
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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Soren Chemical: Why is the New Swimming Pool Product Sinking? (Brief Case) V. Kasturi Rangan, Sunru Yong Type: HBP Brief case Pub. Date: Apr 09, 2010 Product #: 4188-PDF-ENG Length: 8p Teaching Note: Yes
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, Daniela Bouissou, David W. Hoyt Type: Stanford case Pub. Date: Jan 20, 2010 Product #: IB92-PDF-ENG 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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Paradise Vacations Jonathan Michel, Mark Vandenbosch Type: Ivey case Pub. Date: Jun 26, 2009 Product #: 908A09-PDF-ENG 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.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Nashville Predators: Marketing Strategy for an NHL Franchise June Cotte, Jamie Duncan Type: Ivey case Pub. Date: Mar 12, 2009 Product #: 909A06-PDF-ENG Length: 30p Teaching Note: Yes
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.
Chapter 17: Marketing Plans Abstract
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Marvel Enterprises, Inc. (Abridged) Anita Elberse Type: HBS case Pub. Date: Jan 24, 2011 Product #: 511097-PDF-ENG Length: 10p Teaching Note: Yes
The management team of Marvel Enterprises, known for its universe of
superhero characters that includes Spider-Man, the Hulk, and X-Men,
must reevaluate its marketing strategy. In June 2004, only six years
after the company emerged from bankruptcy, Marvel has amassed a
market value of more than $2 billion. Originally known as a comic book
publisher, the company now also has highly profitable toy, motion
picture, and consumer products licensing operations. However, doubts
about Marvel's business model and its growth potential continue to
exist. Had Marvel's winning streak been just a fluke? Was Marvel's
success dependent on a limited set of blockbuster characters, most
notably Spider-Man, and should Marvel continue to capitalize on those
characters? Or was it time to seek growth in a larger set of lesser
known characters? In exploring growth opportunities, was it wise for
Marvel to venture outside its current business model and move into
more capital-intensive activities? What marketing strategy would allow
Marvel to sustain its success in the coming years?
Learning Objective: To study a best-practice example of an
intellectual property (entertainment) licensing model. Also, to examine
sources of sustainability in industries characterized by products with
relatively short life cycles and explore how companies can build and
manage brand franchises.
BBVA Compass: Marketing Resource Allocation Sunil Gupta, Joseph Davies-Gavin Type: HBS case Pub. Date: Jan 27, 2011 Product #: 511096-PDF-ENG Length: 16p Teaching Note: Yes
BBVA Compass, the 15th largest commercial bank in the U.S., is a
part of the BBVA Group of Spain, the second largest bank in Spain
with $755 billion in assets. In December 2010, Frank Sottosanti, Chief
Marketing Officer of BBVA Compass, was reviewing the marketing
performance of the company and deciding how to allocate next year's
marketing budget across various offline and online channels.
Learning Objective: To highlight the challenges involved in allocating
marketing resources between (a) offline and online advertising, (b)
display and search advertising, and (c) various display ad networks.
Inspiratica Web Services Roger A. More, Rocky Campana Type: Ivey case Pub. Date: Mar 08, 2011 Product #: W11050-PDF-ENG Length: 20p Teaching Note: N/A
Inspiratica Web Services was started by one owner in 2006, and since
then the company was realizing six figure sales, had offices in
downtown London, Ontario, hired six staff and expanded its product
offering to a complete web services package. The owner was just
finishing university and he finally would have time to fully commit to his
business. The purpose of this case is to teach students how to make a
strategic market plan for a company. It focuses on managing a
company's portfolio by looking at opportunities in the market,
determining where competition is in the market and determining a
pricing model that would match the target customer.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
Marketing Planning at Just Us! Cafes Sara Loudyi, Julia Sagebien, Normand Turgeon, Ian McKillop Type: Ivey case Pub. Date: Aug 26, 2009 Product #: 909A14-PDF-ENG Length: 21p Teaching Note: Yes
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 Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013)
GPS-To-Go Takes on Garmin Donald Pillittere Type: Ivey case Pub. Date: Dec 11, 2009 Product #: 909A27-PDF-ENG Length: 9p Teaching Note: N/A
"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.
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. The case has several learning objectives: To discuss specific
challenges faced by corporations in their ability to utilize cross-functional
teams in order to develop and launch new products in unfamiliar markets
that require different skills and order-winning criteria. The case gives
students the opportunity to experience a realistic and difficult business
decision of the sort that today's managers face daily -- a decision that
requires careful analysis with often incomplete information when the
expectation of the receiving audience is for an outcome that is assured; To
give students a realistic understanding of team dynamics, individual
motivations and challenges (technical and human resources) faced by
project teams in successfully commercializing a new product (or service);
To help enhance students' ability to analyze a business problem with both
quantitative and qualitative data, ensure it is in line with the corporate
strategy and gain the team's and management's commitment to proceed.