kotler mm14e im syllabus casepl

Case-Oriented Syllabus

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall 47

Course Background and Syllabus for a Case/Lecture-Oriented Course Background: Case Analysis and Case Selection If you choose to focus on cases and lectures in the course, selecting the appropriate case(s) is (are) important. Recency, popularity, relevance to the topic, availability of teaching notes, as well as other supplements such as video and computer software aids, should be considered. Appropriately chosen, cases not only stimulate the mind but also create an in-depth feel for the application of the course material. The Kotler/Keller text will create sensitivity and awareness for what is critical and important in the case, and the case will reinforce concepts presented in the text. Cases call for a decision and very often with less than perfect information concerning the problem, the environment, the actors, and the consequences of various actions. As such, the case nurtures management skills although the text and the other application-oriented tools discussed above can diffuse perspective and technical knowledge. There are a number of articles that discuss methods for using the case study approach. The following are suggested:

1. “Because Wisdom Can’t Be Told,” (Harvard Note 9-451-005). This article argues for the beneficial effect the case method has on both teachers and students and suggests the proper role of the instructor as a leader of the group.

2. “Learning by the Case Method,” (Harvard Note 9-376-241). This article, prepared for executive education, identifies the issues to be confronted in the course of reaching a decision. It also provides useful guidelines for individual analysis of a case method teaching generally.

3. “Teaching and the Case Method,” (9-387-001), by Roland Christensen. A very useful textbook and instructor’s guide (5-387-010), available through the Harvard Business School. This book includes text, cases, and readings for classes and seminars.

The Harvard Business School Publishing (HBSP) Web site (www.hbsp.com) will provide you with listings of current marketing and marketing management cases, and related materials. HBSP can also package the selected cases to accompany the text. This can also be accomplished by visiting the Pearson Custom Publishing Business Web site at www.pearsoncustom.com. Sample Case Analysis An example of a case analysis follows, that can be utilized early in the course to provide a basis for written cases and class case discussions. If you choose to use cases in the course an example is the O’Hanlon Candy Company that is a medium-size candy company located in the Midwest. In the past two years, its sales and profits have barely held their own. Top management feels that the trouble lies with the sales force because that they do not “work hard or smart enough.” To correct the problem, management plans to introduce a new incentive-compensation system and hire a trainer to educate the sales force in modern merchandising and selling techniques. Before doing this, however, they decide to hire a marketing consultant to carry out a marketing audit. The auditor interviews managers, customers, sales representatives and dealers, and examines various sets of data.



The auditor’s findings are as follows:

The company’s product line consists primarily of 18 products, mostly candy bars. Its two leading brands are mature and account for 76 percent of the company’s total sales. The company has looked at the fast-developing markets of chocolate snacks but has not made any moves yet.

The company recently researched its customer profile. Its products appeal especially to lower-income and older people. Respondents who were asked to assess O’Brien’s chocolate products in relation to competitors’ products described them as “average quality and old-fashioned.”

O’Brien sells its products to candy jobbers and large supermarkets. Its sales force calls on many of the small retailers reached by the candy jobbers, to fortify displays and provide ideas; its sales force also calls on many small retailers not covered by jobbers. O’Brien enjoys good penetration of small retailing, though not in all segments, such as the fast-growing restaurant areas. Its major approach to intermediaries is a “sell-in” strategy discount, exclusive contracts, and stock financing. At the same time, O’Brien has not adequately penetrated the mass-merchandise chains. Its competitors rely more heavily on mass-consumer advertising and in-store merchandising and are more successful with the mass merchandisers.

O’Brien’s marketing budget is set at 15 percent of its total sales, compared with competitors’ budgets of close to 20 percent. Most of the marketing budget supports the sales force, and the remainder supports advertising. Consumer promotions are very limited. The advertising budget is spent primarily in reminder advertising for the company’s two leading products. New products are not developed often, and when they are, they are introduced to retailers via a push strategy.

The marketing organization is headed by a sales vice-president. Reporting to the sales VP is the sales manager, the market research manager, and the advertising manager. Having come up from the ranks, the sales VP is partial to sales-force activities and pays less attention to the other marketing functions. The sales force is assigned to territories headed by area managers.

The marketing auditor concluded that O’Brien’s problems would not be solved by actions taken to improve its sales force. If you were the auditor, what short-term and long-term recommendations would you make to O’Brien’s top management? Short-term recommendations:

Examine the current product line and weed out marginal performers with limited growth potential.

Shift some marketing expenditures from supporting mature products to supporting new products.

Shift the marketing-mix emphasis from direct selling to national advertising, especially for new products.

Conduct a market-profile study of the fastest growing segments of the candy market and develop a plan to break into these areas.



Instruct the sales force to drop some of the smaller outlets and not to take orders for under 20 items. Also, cut out the duplication efforts of sales reps and jobbers calling on the same accounts.

Initiate sales-training programs and an improved compensation plan.

Medium to long-term recommendations:

Hire an experienced marketing VP from the outside.

Set formal and operational marketing objectives.

Introduce the product manager concept into the organization.

Initiate effective new-product development programs.

Develop strong brand names.

Find ways to market its brands to chain stores more effectively.

Increase the level of marketing expenditures to 20 percent of sales.

Reorganize the selling function by specializing sales reps by distribution channels.

Set sales objectives and base sales compensation on gross profit performance.

Note: This analysis is designed to help students recognize some of the marketing and sales management relationships that can occur in case and applied situations. If students apply the type of thinking utilized in this example, they should be able to improve their approaches to this and other marketing cases and related contemporary business analysis settings.

You might suggest that prior to each class students take a few moments to think about the topics covered in each related chapter, using an approach similar to that utilized in this case. Based on this, they can spend 10 to 15 minutes writing down how the case concepts, theories, and applications integrate and complement what she/he has learned. Ask them to be as specific as possible with their analytical notes, bring those notes to class, and be prepared to discuss how they have integrated the specific ideas covered in the text, lectures, and discussions, based on the O’Hanlon case and the auditor’s comments.

In addition, this case and the apparent questions bring up an important point because it may appear that the questions and issues are somewhat vague and lack focus. This is intentional because that is the way things operate in the real world. In previous cases and casework, students likely focused on a specific topic. Here, however, it is up to them to choose a specific focus, reflect on it, show how it relates to what they have already learned or experienced, and examine how they can apply it in the future.

MBA students tend to value this exercise. It gives them a chance to discover relationships between what they read and hear and what they experience at work or in internships. After a few weeks of using this approach, they should be able to identify with the course material and begin to comment on how “good the text is,” that they are actually reading the text, and that there is a



reason why this and other courses are in the business program. Sometimes, the hardest part of the instructor’s job is to cut off the opening class discussion and move on to new material.

This exercise is more difficult for undergraduates because they have had little practical business experience. This activity, however, can still be valuable if you ask the students to apply the concepts to their part-time work experiences, campus clubs, or other applied experiences.

Note to Instructor: It would be useful to bring this case and/or the analysis back into the course occasionally. For example, if students deal with the question occasionally it provides an effective way for them to recall and review prior materials, filter it, and discover new applications.



Matching list of Harvard Business School Publishing cases for Kotler/Keller, MARKETING MANAGEMENT, 14E

Prentice-Hall, 2012 Note: This matching list provides only a partial list of relevant cases from Harvard Business School Publishing. To explore alternatives, or to obtain more information on the cases listed here, please visit our Web site at www.hbsp.harvard.edu and use the searching functions. Case Title Source,

Number, Length, Teaching Note

Geographical and Industry Setting, Company Size, Timeframe

Case Decision Issue

Chapter 1: Defining Marketing for the 21st Century

Comcast Corp. 507080 26 p

Marketing, broadcast networks

To allow for an in-depth discussion of viable marketing strategies in launching a new technology in the media industry that requires participation from content providers. To provide unique, rich insights into the behavior of early adopters of the technology, in particular how consumers act when content is free versus sold on pay-per-view basis, and when viewing is linear versus non-linear.

Marvel Enterprises, Inc.

505001 20p TN 505073

U.S., entertainment, $350 million, 2004

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? Includes color exhibits.

Hasbro Games: POX (A)

505046 19p B case: 505047

U.S., toys, $500 million, 2004

Hasbro's newest toy is so unique it requires a unique launch strategy. Comparing traditional media (TV, print) with a non-traditional viral campaign, Matt Collins must weigh the risks and benefits of doing things the way they've always been done or blazing a new path in the marketing of toys.

BizRate.com 501024 22p TN 501026

California, Internet, 200 employees, 2000

BizRate is a market research firm that collects point-of-purchase customer feedback data from retailing merchants. It then makes its findings available to consumers in the form of “BizRate star ratings” on its Web site. In 1999, the company also introduced several highly successful e-commerce initiatives. The case allows students to explore concepts of consumer trust and merchant credibility; to examine the roles an information intermediary can play in building customer relationships; and to consider the potential of database marketing in the new economy.

Japan Net Bank: Japan's First Internet-Only Bank

U. of Hong Kong HKU178 TN HKU179

Japan, banking, 2000-1

Japan Net Bank (JNB), Japan's first Internet bank without physical branches, opened in October 2000. It attracted mainly young customers looking for round-the-clock bank services with more competitive interest rates and transaction charges than traditional Japanese banks. Its access channels included the mobile Internet service i-mode and fixed-line Internet. JNB relied on flexible, open computer systems and a small, young workforce to minimize operation cost. Its shareholders were all big companies from



different industry sectors. By April 2001, JNB had 130,000 customers. But it needed to resolve a number of issues before it could achieve long-term success. Teaching Purpose: To help students assess the competitiveness of an Internet-only model of retail banking in Japan, study the business potential of alliances, and develop strategies for efficient cooperation. Also helps students understand that e-commerce ventures are prone to bursts in demand and need to develop solutions that could balance investment in IT and the scalability of IT systems.

Sendwine.com 800211 23p TN 801198

Massachusetts, internet retailing, 46 employees, 1999

How should Sendwine.com spend the venture capital money it attracted? Should the company consolidate its niche position in wine gift-giving? Or should it aggressively expand into new gift-giving categories under the "Send.com" name?

VerticalNet (www.verticalnet.com)

500041 25p TN 501060

Philadelphia, PA; Internet B2B; $25 million revenues; 1999

VerticalNet, a leading creator of targeted business-to-business vertical trade communities on the Internet, is trying to expand its model to facilitate e-commerce as well. Mark Walsh, the CEO of VerticalNet, has to decide how far he can extend the firm's business model without affecting his current franchise negatively. Teaching Purpose: To illustrate the various business-to-business e-commerce models that exist today.

Chapter 2: Developing Marketing Strategies And Plans

Product Team Cialis: Getting Ready to Market

505038 27p TN 505060

Lilly and ICOS are preparing for the launch of a new drug, Cialis, to compete against Viagra. To position against the incumbent firm Pfizer, which developed and markets Viagra, and other newcomers into the erectile dysfunction market, they must determine how best to segment the market and which target market to focus on. The marketing plan should take advantage of Cialis's medical profile. In particular, they must pay special attention to the communication strategy to patients,



physicians, and partners. The analysis, plan, and action should take into account extensive market research and recent competitive developments. Includes color exhibits.

Nintendo: The Launch of Game Boy Color

Ivey School/UWO901a13 16p TN 801a13

Canada, electronics, large, 1998

Nintendo Co. Ltd. is a worldwide leader in the retail video game industry. In 1998, the color version of Nintendo Game Boy would be launched simultaneously in North America and Europe and would be one of Nintendo's most important launches. The president of Nintendo, Canada must develop a marketing plan that would generate the most profit.

Edmunds.com 701025 22p

Los Angeles, auto, 2000

Edmund’s began in 1966 as a publisher of new and used vehicle guides and grew into one of the leading third-party automotive Web sites. This case explores how Edmunds.com gained a competitive edge using strategic partnerships and alliances, as well as careful product positioning and strategy implementation.

Matching Dell 799158 31p TN 700084

Global, personal computers, Fortune 500, 1998

This case describes the evolution of the personal computer industry, Dell's “Direct Model” for computer manufacturing, marketing, and distribution, and efforts by competitors to match its strategy. Students must formulate strategic plans of action for Dell and its various rivals.

Oscar Mayer: Strategic Marketing Planning

597051 14p TN 597052

U.S., food, 1995 The marketing director of Oscar Mayer faces a series of strategic marketing options regarding established and new products, including budget and capacity allocation decisions.

Chapter 3: Gathering Information and Forecasting Demand

Agilent Technologies

Ivey/UWO 904A04 29p TN 804A04

U.S., technology, large, 2003

Agilent Technologies was spun off from Hewlett-Packard (HP) in an effort to establish a new brand in the high-tech industry. The senior director of global brand management was reflecting on the company's challenges in focusing its worldwide marketing effort on the multiple business sectors. Agilent was intended to establish itself as a separate



company from HP while still continuing in the HP tradition of excellent customer service and reliability. Now, with smaller advertising and marketing budgets, downsizing of the company, fierce competitive pricing and service, and an evolution from within Agilent Technologies to provide more service and knowledge…

Global Climate Change and BP Amoco

700106 24p

Global, energy, 1997-2000

BP Amoco is the world's third-largest oil firm. Its CEO, Sir John Browne, broke with industry colleagues in 1997 when he publicly declared that global climate change was a serious problem and pledged BP to play a significant role in the search for solutions.

Ciba Consumer Pharmaceuticals’ Acutrim: Challenges and Opportunities in Today’s Diet Industry

795043 20p

U.S., OTC drugs, 1994

Ciba Geigy has to decide what to do with its Acutrim appetite suppressant in view of the changing market for such products.

Chapter 4: Conducting Marketing Research

Sa Sa Cosmetics 502085 31p TN 503027

Hong Kong, $185 million, 1978-2001

Sa Sa Cosmetics has had spectacular success as a low-price retailer of branded cosmetics. But recently, growth has slackened. What are the causes? This case describes recent strategic initiatives and provides market research data to aid the students in diagnosis.

Juice Guys (A) 800122 29p

U.S., food & beverage, 10 employees, 2004 TN 804155

Asks, who are the customers for a new beverage product, what are their desires as customers for this product, and what are their desires when ordering this product from a local specialty store location?

Juice Guys (B) 800123 2004 17p TN 804155



Talbots: A Classic 500082 23p

Massachusetts, retailing, 1997-1999

Talbots has recently recovered from a disastrous 1997 that saw earnings fall from $1.91 per share to $0.18 per share after the company tried to attract a younger customer segment. This case traces why the $1 billion women's clothing retailer decided to attract younger customers, what went wrong, and the actions taken to recover. By the end of 1999, the company has reestablished itself and faces several growth opportunities and must decide on the best course of action. Illustrates the challenges of repositioning a store concept.

Omnitel Pronto Italia

501002 24p

Italy, telecom, 572 employees, 1996

Describes the situation faced by Omnitel soon after launching its mobile telecommunication services in Italy in December 1995. Omnitel has to decide whether to attack a new segment with a new service plan to improve on past performance.

The Coop: Market Research

599113 14p

U.S., quick service restaurant, 1999

Daryl Buckmeister, CEO of The Chicken Coop, must decide whether to invest in market research, how much money to spend, and which programs to fund.

Optical Distortion, Inc. (A)

575072 10p TN 577161

California-Oregon, 1974

Classic case about a startup offering contact lenses for chickens in the egg production industry. The marketing vice president must make certain decisions to complete his marketing plan.

Chapter 5: Creating Long-Term Loyalty Relationships

Nectar: Making Loyalty Pay

505031 15p

Great Britain, retail, 130 million pounds, 2003

Loyalty Management UK (LMUK) manages British supermarket chain Sainsbury's frequent-shopper card program, called Nectar. LMUK uses Sainsbury's sponsorship as the magnet to attract other retailers into a profitable, multisponsor loyalty network. Examines the economics and consumer behavior of retail loyalty programs and allows comparison of the brand-building power of a single-sponsor program to the promotional power of a multisponsor program. Describes the launch of the program and its first 18 months of growth,



at the end of which it is the largest loyalty program in Britain. Illustrates the use of the program to deliver customer-specific promotions to the 13.5 million-member database and how the program evaluates the success or failure of specific promotions.

Starbucks: Delivering Customer Service

504016 20p TN 504089

U.S., coffee, $3.3 billion, 2002

Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would increase the amount of labor in the stores and theoretically increase…

Hilton HHonors Worldwide: Loyalty Wars

501010 19p TN 501059

California, lodging/hotels, 1999

Hilton Hotels regards the frequent guest program as the industry’s most important marketing tool, directing marketing efforts at the heavy user. What should Hilton do when a competitor ups the ante? The case illustrates the economics of loyalty marketing.

Alloy.com: Marketing to Generation Y

500048 14p TN 501043

New York, clothing/retailing, 100 employees, 1999

Alloy.com retails clothing to teens by catalog; it uses a Web site to convert prospects and build community. As a result, the firm has the economics of a direct marketer and the market capitalization of an Internet start-up. Top management must decide whether to partner with AOL or continue with the current mix of customer acquisition methods.

Citibank: Launching the Credit Card in Asia Pacific (A)

595026 25p TN 595104

Singapore, banking, 1989

Citibank’s Asia Pacific Consumer Bank is considering launching a credit card in the Asia Pacific region. Students must make a decision, and if a “go” decision is made, they must work out a comprehensive launch plan. The case introduces the concepts of acquisition cost and lifetime value of a customer.

A Measure of Delight: The Pursuit of Quality at AT&T

694047 23p TN 696073

Jacksonville, FL, credit cards, 2,700 employees, 1989

Dedicated to improving service quality and customer satisfaction, Chief Quality Officer Rob Davis and his Quality Team have designed and put into place an



Universal Card Services (A)

unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily.

Chapter 6: Analyzing Consumer Markets

IKEA Invades America

504094 13p TN 504095

U.S./Sweden, retail furniture, $12.2 billion, 2002

In 2002, the IKEA Group is the world's top furniture retailer, with 154 stores worldwide. In the United States, IKEA operates 14 stores, all of which have been enormously popular despite their self-service requirements. The company's goal is to have 50 stores in operation in the United States by 2013. Explores various options for managing this growth strategy.

Clust.com: Dream More and Pay Less

501047 16p

Paris, France, Internet, 40 employees, 2000

The company had to decide whether to focus on group-buying and good deals vs. consumer creation and exclusives.

TiVo 501038 16p TN 501057

San Jose, CA, TV services, 181 employees, 2000

TiVo is a digital video recorder that allows viewers to watch what they want, when they want to watch it. Fourteen months into the launch, sales are very disappointing. Brodie Keast, VP of marketing and sales, wants to combine a catchy communications campaign, product bundling with satellite television receivers, aggressive pricing, and sales support, in order to boost demand for the new category. One important goal is to position TiVo as a strong brand before the entry of big player Microsoft. TiVo is confronted with the difficulty of selling a new and complex electronics product that is meant to change consumer habits radically. The case can be used to explore issues such as marketing a radical new product; changing consumer habits, privacy, consumer control, and permission-based advertising; relevance of targeting early adopters; creative communications strategy for a small first-mover; integrated marketing plan; and television and the advertising industry.

Heineken N.V.: Global Branding and Advertising

596015 13p TN 598080

Amsterdam/ Netherlands, beer, 1994

Heineken managers are evaluating the results of the research projects designed to identify the values of the Heineken brand



and to translate these into effective advertising messages.

Chapter 7: Analyzing Business Markets

Centra Software 502009 17p TN 503047

U.S., software, $23 million, 2002

Centra is a pioneer in software eLearning. It is debating how to modify its go-to-market strategy, adding telesales to improve sales force productivity. At the same time, its market is evolving, and management thinks it may be about to "cross the chasm" in Geoffrey Moore's terminology. Should it "fish where the fish are biting" or should it concentrate on the enterprise customer and exclude small and mid-size corporations? If a shakeout is coming, how can Centra ensure that it either survives or is acquired by one of the survivors?

KONE: The MonoSpace Launch in Germany

501070 21p TN 503068

Germany, elevators, $2 billion, 2005

Focuses on the launch of a new elevator product in Germany. In 1996, global construction slumps and low differentiation among competitive offerings has led to significant price competition and margin erosion in the elevator industry. In these circumstances, KONE, one of the global players in this industry, has developed the Monospace elevator product that uses revolutionary technologies. This new product is expected to have a significant impact on the current product lines of KONE and its competitors. The firm has test marketed the product in three European country markets to varying degrees of success. The firm is now planning to launch the new product in Germany, the largest country market in Europe and vital to KONE's overall success. With little room for error and the future of the firm at stake, KONE's German subsidiary needs to develop a detailed launch plan for Monospace in Germany.

VerticalNet 500041 25p TN 501060

U.S., Internet, 7,300 employees, 1999

VerticalNet, a leading creator of targeted business-to-business vertical trade communities on the Internet, is trying to expand its model to facilitate e-commerce



as well. CEO Mark Walsh must decide how far he can extend the firm’s business model without adversely affecting his current franchise.

Arrow Electronics 598022 21p TN 500111

North America, electronic parts, 8,000 employees, 1997

Deals with the issue of cross-selling and managing a portfolio of products and services in business markets. Management must decide whether to pursue an opportunity to sell its products through a new e-commerce site, which could threaten the viability of its overall business model.

Optical Distortion, Inc. (A)

575072 10p TN 577161

California-Oregon, 1974

Classic case about a startup offering contact lenses for chickens in the egg production industry. The marketing vice president must make certain decisions to complete his marketing plan.

Spend a Day in the Life of Your Customers

HBR Reprint 94103 10p

n/a A senior executive's instinctive capacity to empathize with and gain insights from customers is the single most important skill he or she can use to direct a company's strategic posture. Yet most top managers at industrial companies consider customer contact the bailiwick of sales and marketing staff. Such approaches are dangerous. To get a true sense of the market, senior executives should consider the wants and needs of every step in the distribution chain. Another danger is that senior executives at industrial concerns often confuse information with knowledge. Finally, unless senior executives make market focus a strategic priority, they will not be motivated to initiate organizational change.

Chapter 8: Identifying Market Segments and Targets

Fenix: Diversified Niche Marketing in the Lifestyle Business

Univ. of Hong Kong HKU283 8p TN HKU284

n/a Fenix Group's business spans from general merchandise retailing to Italian fashion. The diversity stems from the management's multiniche marketing strategy. Looks at the journeys of two entrepreneurs who started out with a tiny garment trading company and, in the span of 30 years, expanded into a multinational network of manufacturing and retailing



with $230 million annual turnover. How did Fenix identify and tap into niches in different markets? What does it take to be successful in niche markets? Also analyzes Fenix's strategy and discusses the critical success factors of its multiniche marketing strategy.

Vans: Skating on Air

502077 22p TN 502077

U.S., footwear, $350 million, 2002

Vans is best known for selling footwear and apparel to skateboarders, surfers, and other alternative sports athletes. In April 2002, Gary Schoenfeld, the CEO, is facing a number of challenges. With respect to footwear, he must decide what to do about two product lines that are struggling—the outdoor line of hiking shoes and the women's collection. More broadly, Vans is currently embarking on a number of new ventures, some which the company has little experience with. For example, Vans is in the process of promoting a full-length movie, creating its own record label, and working with video-game developers to develop games based on its sporting events. Traces the up-and-down history of a niche fashion brand in a market in which consumers are notoriously fickle. In recent years, the CEO appears to have revived the brand; however, it is unclear whether the company is in danger of losing its hardcore customer base as it ventures into the consumer mainstream.

Omnitel Pronto Italia

501002 24p TN 501075

Italy, telecom, $400 million, 1996

Describes the situation faced by Omnitel soon after launching its mobile telecommunication services in Italy in December 1995. Competing against the Italian monopoly, TIM, Omnitel had positioned its services to be better on the quality dimension. However, sales were significantly below expectations. In order to develop a new strategy, Omnitel conducted extensive marketing research. This research identified the varying needs of different customer segments. Omnitel now had to decide whether to attack a new segment with a new service plan,



"LIBERO," to improve on past performance.

Eastman Kodak Co.: Funtime Film

594111 5p TN 597080

U.S., photography, Fortune 500, 1994

Eastman Kodak has suffered significant declines in film market share at the hands of lower-priced branded producers and private label products. The case presents Kodak’s proposal to launch a new, economy brand of film to combat these rivals.

Chapter 9: Creating Brand Equity

Building Brand Community on the Harley-Davidson Posse Ride

501015 37p TN 501052

Milwaukee WI, motorcycles, large, 1999

The second Harley-Davidson Posse Ride, a grueling 2,300 mile, 10-day trek from South Padre Island, Tex., to the Canadian Border is billed "for serious riders only." Harley Owner's Group (H.O.G.) Director Mike Keefe must decide whether this rolling rally deserves a place in the H.O.G. product line, and if so, what philosophy and tactics to adopt in future design. This case helps students get inside one of the world's strongest brands to consider issues of brand loyalty, close-to-the-customer philosophy, the cultivation of brand community, and the day-to-day execution of relationship marketing programs. What benefits accrue from relationship programs such as this? Can brand community be built? How? What is the role of the marketer in this process? Is it better to develop customer intimacy or empathy when executing close-to-the-customer goals? Can management really balance apparently disparate subcultures such as retired bikers, Yuppie Weekend Warriors, and serious outlaws within one community? Includes color exhibits.



Martha Stewart Living Omnimedia (A)

501080 32p TN 502003

U.S., media, 2000 Martha Stewart Living Omnimedia (MSLO), a branded and integrated content and media company dedicated to "elevating the role of the homemaker," went public on October 19, 1999, creating a company with a market value of $1.73 billion, and a stake for Stewart worth $1.2 billion. Aretha Jackson, president of a private investment firm, must counsel a client on whether to invest in MSLO--a precarious prospect in light of the steady downward plunge in MSLO stock performance since the IPO. Risks outlined in the company's S-1 filing also highlighted special concerns specific to the management of the "Person-Brand." Could the company outlive Stewart? What if Stewart's reputation or image was tarnished? How, exactly, did the reputation of Stewart affect the value of the brand? Jackson must understand what meanings Martha Stewart claimed, and for whom, while also coming to grips with the meaning-management principles that applied in "managing Martha," the person and the brand.

Steinway & Sons: Buying a Legend (A)

500028 23p B case 500045 TN 500104

Global, pianos, $100 million, 1995

It is 1995 and Steinway & Sons has just been purchased by two young entrepreneurs. For 140 years, Steinway has held the reputation for making the finest quality grand pianos in the world. The past 25 years have proven to be a challenge, however. First, the company has changed hands several times and product quality has become a concern. Second, the worldwide market for pianos has been in a steady decline, and competition for high-end grand pianos has increased. Finally in 1992, Steinway took the questionable steps of introducing a mid-priced line of grand pianos under the brand name "Boston." Designed by Steinway, but manufactured by a Japanese piano maker, the Boston line represented a major shift in strategy for the company. Within this context, what do two young



entrepreneurs (with little or no experience in the piano industry) hope to accomplish in buying Steinway? In particular, what value do they bring to the company and what decisions should they make?

Chapter 10: Crafting the Brand Positioning

Grey Worldwide: Strategic Repositioning Through CRM

U. of Hong Kong HKU164 18p TN HKU165

Hong Kong, communications

Discusses how Grey Worldwide Hong Kong and China (Grey WW-HK/China) is repositioning itself through defined e-marketing and CRM strategies for the Asian market. Examines how integral its customer relationship group is in building a CRM strategy to deliver client value proposition. Grey WW-HK/China has very strong umbrella brand equity, but the brand capital has to be invigorated through a renewed e-marketing focus.

BET.com 800283 26p TN 801196

Washington, DC, Internet, 1999-2000

Black Entertainment Television, a leading cable programmer, is launching BET.com, an Internet portal targeted toward African-Americans. This case examines the challenges facing BET management as it defines its service offerings and target customer segments in a fast-moving, highly competitive environment. BET.com faces two decisions: 1) whether to bundle Internet access service with its ethnic portal; and 2) whether to strictly target African-Americans or also pursue the “urban market,” a young, cross-racial segment that is part of the core audience for BET’s cable programming.

Autobytel.com 500015 21p TN 500076

Irvine, CA, Internet, automotive, 200 employees, 1999

Autobytel enjoys first-mover advantage in the Internet new car buying space. According to a number of metrics, it is the online leader in this category. However, a number of competitors have emerged, raising questions about the long-term viability of Autobytel's purchase referral model. In addition, Autobytel is struggling



to accelerate revenue growth.

The Brita Products Co.

500024 18p TN 501067

United States, packaged goods, 1989-1999

Clorox’s Brita skillfully exploited a tide of water safety concerns, growing a home water filtration business from inception to a 15% U.S. household penetration in 10 years. As the period of increasing returns seems to be drawing to a close, management must use its legacy, an installed base, and strong brand equity to take the business forward into a less friendly environment.

Snapple 599126 17p

New York, beverages, $500 million, 1972-1997

Tells the story of Snapple's rise and fall, and poses the question "Can it recover?" Many soft-drink brands flourished in the 1980s serving New York's Yuppies, but only Snapple made the big time. It went from local to national success and was poised to go international when the founders sold out to Quaker. The brand proved harder to manage than Quaker anticipated and in 1997 was sold for a fraction of its acquisition price. The case presents factors accounting for the growth and decline and provides a qualitative study of the brand. What action should the new owners take?

MedSim 599020 22p

Global, medical, 25 employees, 1998

An Israeli high-tech start-up has developed an innovative simulator that makes possible non-patient training in medical ultrasound. It now must choose a strategy for growth.

Chapter 11: Competitive Dynamics

Siebel Systems: Anatomy of a Sale, Part 1

503021 9p 503087 Part 2: 5 Part 3: 5

New York and Boston, software, $2 billion, 1998-99

How does a $2 million software sale happen? This case traces efforts by Siebel Systems to sell lead management software to discount broker Quick & Reilly. The buying process is mapped out over four years. Covers in detail the last six months—from Siebel's initial involvement to a challenge from competitor Oracle to the climax. The structure of Quick & Reilly's buying center is mapped, as is the



role of its parent, Fleet Bank. The fortunes of the sale rise and fall as the Siebel account manager faces one obstacle after another. Presented in three parts, with opportunities to debate the account manager's choices and actions at each stage. Part 1 describes the start of the sale from the seller's perspective.

eBay, Inc. 700007 27p

San Jose, CA, e-commerce, 300 employees, 1999

eBay was the world’s largest and most popular person-to-person trading community on the Internet. However, in early 1999, Amazon.com announced that it was entering the online auction arena. What should eBay do in light of the entry of its most recent and serious competitor to date?

Robert Mondavi: Competitive Strategy

799125 23p

Global, wine, 1,100 employees, 1999

Describes the competitive situation facing Robert Mondavi, the leading premium California winery. Mondavi has to cope with growing domestic competition as well as market share growth by wineries from Chile and Australia.

Matching Dell 799158 31p TN 700-084

Global, personal computers, Fortune 500, 1998

This case describes the evolution of the personal computer industry, Dell's “Direct Model” for computer manufacturing, marketing, and distribution, and efforts by competitors to match its strategy. Students must formulate strategic plans of action for Dell and its various rivals.

Skil Corp. 389005 20p TN 389021

U.S., power tools, 1979

This classic case focuses on the Skil Corp., the third-largest U.S. competitor, in 1979, in the U.S. portable electric power tool market. Skil, acquired by Emerson Electric in 1979, faced intense competition from Black & Decker and emerging foreign competitors.

Chapter 12: Setting Product Strategy

Launching the New MINI HBS Multimedia Case on CD

505020 Approx 2 hrs TN 505040

U.S., automobile, $400 million, 2003

Focuses on how strategy is transformed into creative branding materials. Reports on the development of a wide variety of brand communication materials produced to support the MINI launch in the United States. MINI USA executives worked with their ad agency Crispin Porter & Bogusky to develop these materials to



address a variety of challenging strategic issues. Asks students to reverse-engineer the brand strategy from these documents.

Monster.com 801145 26p

Maynard, MA, online job site, 2000

Jeff Taylor, founder and CEO of Monster.com, ponders how his online site, the leading career site on the web, can continue its dominance (60% share in 1999) and growth on the Internet. Monster.com had just launched a nationwide branding campaign on television and entered a four-year deal with AOL.

Abgenix and the XenoMouse

501061 14p

California, biotechnology, 150 employees, 2000

In early 2000, Abgenix’s cancer drug has performed well in animal testing and is moving to early-stage human testing. The firm must decide whether to sell the product development program to a large pharmaceutical company or to enter into a joint venture to push the product ahead. This case introduces students to produce line planning in largely uncertain environments.

Net.Genesis, Inc. 500009 18p TN 501062

U.S., Internet software, 70 employees, 1999

Net.Genesis needs to plan a strategy for the developing Internet market. In particular, it is creating the category of e-business intelligence and striving to be the brand leader in it.

Aladdin Knowledge Systems

598018 19p TN 598071

Israel, Germany, U.S., software piracy, 80, 1996

Following an acquisition, the management team has to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm's two overlapping software security product lines.

Chapter 13: Designing and Managing Services

Starbucks: Delivering Customer Service

9-504-016 , revised 2006, 20p TN 5-504-089, 19p

U.S., coffee, $3.3 billion revenues, 60,000 employees

Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would increase the amount of labor in the stores and theoretically increase speed-of-



service. However, the impact of the plan (which would cost $40 million annually) on the company’s bottom line is unclear. To explore the various meanings of the concept of “service” in the context of a company that is evolving in terms of both size and the composition of its customer base and to look at the links between “customer satisfaction” and a company’s sales and profitability.

Gateway: Moving Beyond the Box

601038 18p

San Diego, CA, computers, 21,000 employees, 2000

Gateway must balance the cost efficiencies of its direct channels with its increased ability to sell in its physical channels. This challenge occurs while Gateway is trying to move away from dependence on PC revenue streams to the PC solutions revenue stream, which includes Internet access, computer training, content, financing, and other related activities.

Four Seasons Hotels and Resorts

800385 26p TN 801048

Canada, hotels and resorts, 2,000 employees, 2000

This case explores how a leading service firm delivers high tech/high touch, including its progressive human resource strategy.

RadioShack 500081 24p TN 500106

United States, consumer electronics retailing, 2000

Outlines the transformation of RadioShack from a parts and accessories business to a provider of high-bandwidth Internet access. Is this new retail strategy viable?

First USA and Internet Marketing

500043 20p

Delaware, financial services, 10,000 employees, 1999

Explores First USA’s decision to use the Internet for acquiring customers. The case highlights issues related to marketing on the Internet and tradeoffs involved in allocating resources in online vs. off-line marketing options.

Xerox Corp.: The Customer Satisfaction Program

591055 23p TN 593027

U.S., copiers/office equipment, Fortune 500, 1990

This classic case focuses on analyzing the strategic role of Xerox’s customer satisfaction program. To increase customer satisfaction, top management believes that the firm should offer a service guarantee. What type of guarantee would work best?



Chapter 14: Developing Pricing Strategies and Programs

Virgin Mobile USA: Pricing for the Very First Time

504028 19p TN 504108

U.S., cellular, 2003

Dan Schulman, the CEO of Virgin Mobile USA, must develop a pricing strategy for a new wireless phone service targeted toward consumers in their teens and twenties, many of whom are believed to have poor credit quality and uneven usage patterns. Contrary to conventional industry wisdom, Schulman is convinced that he can build a profitable business based on this underrepresented target segment. The key is pricing. Schulman is currently debating three pricing options: 1) adopting a pricing structure that is roughly equivalent to the major carriers, 2) adopting a similar pricing structure, but with actual prices below the major carriers, or 3) coming up with a radically different pricing structure. With respect to the third option, Schulman is considering various alternatives, including a reliance on prepaid (as opposed to post-paid) plans and the total elimination of contracts. Includes color exhibits.

Priceline.com 500070 12p TN 501046

Stamford CT, Internet, $500 million, 1999

Priceline.com is a new concept shifting the setting of price from sellers to buyers. The company aspires to use its patented process of advertising units of demand at named prices to suppliers in many categories. This case focuses on its initial use in the airline industry.

InPart 898213 24p

Silicon Valley CA, CAD software, 30 employees, 1997-1998

The case examines issues involving the organization of the salesforce and the pricing of the product.

Becton Dickinson & Company: VACUTAINER Systems Division (Condensed)

592037 17p TN 595084

U.S., pharmaceuticals, 500 employees, 1985

Becton Dickinson, a phenomenally successful company with an 80% market share in the blood collection needles and syringes market, faces a change in the customer buying environment (cost containment pressures at hospitals).

Cumberland Metal Industries: Engineered

580104 16p TN 585115

U.S., construction equipment, 1980

The classic case on value pricing. Cumberland Metal Industries has developed a new product to help



Products Division – 1980

contractors drive piles faster, and must decide how to price it.

Chapter 15: Designing and Managing Integrated Marketing Channels

The Passion of the Christ (A)

505025 17p B case 505026

U.S., entertainment, $400 million, 2003-04

Bob Berney, president of Newmarket Films, must decide on a distribution and marketing strategy for Mel Gibson's controversial new movie, The Passion of the Christ. Fueled by Gibson's star power as well as an extensive prescreening campaign among Christian leaders and others representing likely target audiences in the summer of 2003, the religious movie had started to generate publicity in mainstream media. Five months prior to the film's scheduled opening on February 25, 2004, Berney has to choose whether to continue with the prescreening campaign to stimulate further word-of-mouth among core audiences or switch to a mainstream media advertising campaign more commonly used to promote new movies. He also has to determine the appropriate distribution strategy, in particular whether to opt for a wide or limited release and whether to change the timing of the release.

Raymond James Financial

504027 24p 504083

U.S., financial services, $1.5 billion, 2002

Raymond James Financial (RJF) currently sells financial services through two channels. It is considering adding a third in the "middle" of the other two. The current strategy has one channel with employees and another with independent contractors. These attract very different financial advisers with various interests. The new proposal would create a "quasi" employee who would have some of the benefits of being an employee, but enjoy a lot more freedom than a traditional employee in running his or her own business. Raises many important issues at a general level as well as those specific to service industries.



CVS: The Web Strategy

500008 16p TN 501064

New England, drug retailing

How should America’s second-largest pharmacy chain respond to the challenge from online drugstores? What threat does the Web pose to bricks-and-mortar distribution of prescription drugs and the other items that make up 50% of a drugstore’s sales? This case describes the purchase of Soma.com by CVS and its integration into the corporation.

Goodyear: The Aquatred Launch (Condensed)

500039 13p TN 500044

Akron, OH, tires, Fortune 500 company, 1992

Goodyear is planning to launch an innovative new tire in a price-sensitive and highly competitive category. The case deals with channel conflicts and management issues arising in mature product categories.

Arrow Electronics 598022 21p TN 500111

North America, electronic parts, 8,000 employees, 1997

Deals with the issue of cross-selling and managing a portfolio of products and services in business markets. Management must decide whether to pursue an opportunity to sell its products through a new e-commerce site, which could threaten the viability of its overall business model.

Becton Dickinson & Company: VACUTAINER Systems Division (Condensed)

592037 17p TN 595084

U.S., pharmaceuticals, 500 employees, 1985

Becton Dickinson, a phenomenally successful company with an 80% market share in the blood collection needles and syringes market, faces a change in the customer buying environment (cost containment pressures at hospitals).

Chapter 16: Managing Retailing, Wholesaling, and Logistics

7-Eleven, Inc. 504057 30p TN 505067

Japan + U.S., retail, $10 billion, 2003

Can 7-Eleven United States replicate the successful experience of 7-Eleven Japan in selling fresh foods through convenience stores? Describes the Japanese system and shows the steps the company is taking to try to achieve the same success in the United States.



Wal-Mart Stores in 2003

704430 32p

U.S., retail, $245 billion, 1965-2003

Examines Wal-Mart's development over three decades and provides financial and descriptive detail of its domestic operations. In 2003, Wal-Mart's Supercenter business has surpassed its domestic business as the largest generator of revenues. Its international operation seems poised to become the next growth driver for the company as it marches toward the trillion dollar sales mark. But problems are starting to surface even as the company is winning recognition as the number one company in the Fortune 500—unions keep pressuring its minimum-wage employees and allegations of gender discrimination are alleged. Teaching purpose: To introduce students to creating a competitive advantage.

RadioShack 500081 24p TN 500106

U.S., consumer electronics retailing, 2000

Outlines the transformation of RadioShack from a parts and accessories business to a provider of high-bandwidth Internet access. Is this new retail strategy viable?

Staples.com 800305 10p TN 800412

Massachusetts, office supplies retailing, 46,000 employees, 2000

Staples.com, the online unit of the U.S. office supply retailing chain Staples, faces a range of strategic and organizational issues as it accelerates its growth. Should it pursue only existing Staples customers, or consumers who do not shop in Staples stores? How quickly should it add services to its product offering? Which operating functions should be shared between the online units and the core business?

Costco Companies, Inc.

599041 21p TN 599088

U.S., retail/membership clubs, 55,000 employees, 1998

Costco Companies, a major player in the wholesale club industry, has developed a new class of membership that offers discounted services in exchange for a higher annual fee. How should the new membership be marketed, to whom, and how much should be spent on the effort? What are the potential risks and benefits for Costco?



Body Shop International

392032 19p TN 395148

United Kingdom, retailing, 2,000 employees, 1991

This classic case describes the start-up and rapid growth of Body Shop International. After profiling founder Anita Roddick, the case describes her anti-mainstream approach to building her highly successful business (no advertising, simple packaging, non-traditional R&D). Can the business survive as Roddick steps back?

Chapter 17: Designing and Managing Integrated Marketing Communications

yesmail.com HBS 500092 15p TN 501028

Chicago, IL, Internet/advertising 71 employees, 1999

Yesmail sends clients’ promotional e-mail messages to targeted consumers who said “yes” when asked whether they wished to receive promotional offers in certain categories of interest. The company’s CEO must decide how best to build a large membership base quickly. The case highlights trends in marketing communications, with a focus on permission marketing.

Hunter Business Group: TeamTBA

500030 16p TN 502066

Milwaukee, direct marketing, 30 employees, 2004

The Hunter Business Group (HBG) is a direct marketing consulting firm specializing in reorganizing the sales and marketing efforts of industrial firms. The firm uses integrated customer contact technologies (e.g., field sales, telephone, and mail), and believes that a seller’s communications provide genuine value to a customer. This case highlights HBG's implementation of its approach for Star Oil's tire, battery, and accessory (TBA) business that has been facing declining market share and profitability in the face of ever-increasing competition.

Bronner Slosberg Humphrey

598136 22p TN 598141

U.S., direct marketing/ advertising, 700 employees, 1998

Bronner Slosberg Humphrey has succeeded by providing integrated direct marketing solutions for major service companies such as AT&T, American Express, and FedEx. A new CEO takes over for the company’s founder and is wondering how to grow the company. Options include selling individual services and/or opening global offices.

Heineken N.V.: Global Branding

596015 13p

Amsterdam, Netherlands; beer,

Heineken managers are evaluating the results of the research projects designed to



and Advertising TN 598080 1994 identify the values of the Heineken brand and to translate these into effective advertising messages.

Cunard Line Ltd.: Managing Integrated Marketing Communications

594046 25p TN 595028

U.S., cruise lines, 1992

Cunard, the world’s oldest luxury line company, is confronted with several key issues involving its marketing and marketing communications strategy. One concerns the balance between image/positioning advertising and short-term promotional advertising/communications on behalf of each Cunard ship (i.e., pull vs. push communications). Related to this is the overall mix of marketing communications tools used by Cunard – media advertising, direct marketing, etc.

Chapter 18: Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations

Cofidis 501055 19p TN 501084

France, consumer credit, 1,452 employees, 2000

An offspring of French catalog marketer 3 Suisses, and a popular sponsor of Tour de France, Cofidis sells consumer credit over the phone, defying conventional banking with a product policy and a communication strategy that perfectly fits the company's comparative (dis)advantages. This case describes: 1) Cofidis' product and value proposition; 2) the evolving competitive context and cultural complexity of the European credit market; 3) the adaptive marketing strategy of the company, which evolved from bundling with the 3 Suisse catalog, to direct mail, to print advertising in TV guides, to bicycling sponsorship, 4) the results of the strategy; and 5) the challenge and opportunities posed by the Internet. Based on the lessons of the past, can we advise Michel Guillois, CEO of Cofidis, on the best way for him to preserve Cofidis' competitive edge?

Autobytel.com 500015 21p TN 500076

Irvine, CA, Internet, automotive, 200 employees, 1999

Autobytel enjoys first-mover advantage in the Internet new car buying space. According to a number of metrics, it is the online leader in this category. However, a



number of competitors have emerged, raising questions about the long-term viability of Autobytel's purchase referral model. In addition, Autobytel is struggling to accelerate revenue growth.

Dewar’s (A): Brand Repositioning in the 1990s

596076 29p

U.S., distilled spirits, 400 employees, 1993-1995

Dewar's, the U.S. leader in the Scotch category with a 15% market share, faced a declining market among traditional consumers of distilled spirits. Given the growing societal, legal, and regulatory opposition to drinking in the U.S., the marketing options were limited. In addition, drinking preferences had shifted away from distilled spirits to lighter, lower alcohol beverages like wine, wine coolers, and beer. In early 1993, Dewar's U.S. importer, Schieffelin and Somerset, in cooperation with the brand's longstanding advertising agency, Leo Burnett, began to explore the opportunities for repositioning Dewar's to younger adults. Repositioning Dewar's was a necessity for the brand to remain viable in the long term. The brand manager faces the decision of planning the strategy for a repositioning or "recruitment" campaign for the brand.

Heineken N.V.: Global Branding and Advertising

596015 13p TN 598080

Amsterdam/ Netherlands, beer, 1994

Heineken managers are evaluating the results of the research projects designed to identify the values of the Heineken brand and to translate these into effective advertising messages.

Intel’s Pentium: When the Chips are Down (A)

595058 3p TN 595089

U.S., computer chips, 1994

Intel, the largest-selling manufacturer of microprocessor computer chips, finds itself in a brand-threatening situation when a flaw is revealed in its top-of-the-line Pentium chip. The story is front-page news for weeks. The company invested tens of millions of dollars in advertising its branded Pentium chip as a high-quality component via the campaign slogan "Intel Inside." Issues include salience of the problem, when Intel knew of the problem, how it was revealed, and what actions should be undertaken.



Warner-Lambert Ireland: Niconil

593008 16p TN 594062

Ireland, pharmaceuticals, 1989

The company’s launch of “the patch” was impending. Declan Dixon must decide on a sales forecast, pricing, and an advertising strategy for the launch.

Calyx & Corolla 592035 31p TN 596116

U.S., new firm, mail order flowers, 1991

Calyx and Corolla has successfully penetrated the retail flower industry, shipping cut flowers via FedEx directly from growers to consumers. Now it has to decide how to grow.

Chapter 19: Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth, and Personal Selling

Marketing James Patterson

505029 18p 505033

U.S., book publishing, $120 million, 2004

Can a successful novelist use direct-to-consumer marketing to grow his brand? The author, who in a previous career ran a major advertising agency, uses advertising with great success to build his stature as a crime fiction writer. Further, he applies his experience at managing the advertising creative process to employ co-authors on a "literary assembly line," turning out more product than any other best-selling author. Now he considers whether book clubs can be used to systematically build buzz for his new releases. Is it time for a shift to direct mail and one-to-one marketing, or is fame in the book business only won in the limelight of publicity and broadcast marketing?

Centra Software 502009 17p

U.S., software, $23 million revenues, 2001

Centra is a pioneer in software eLearning. It is debating how to modify its go-to-market strategy, adding telesales to improve sales force productivity. At the same time, its market is evolving, and management thinks it may be about to "cross the chasm" in Geoffrey Moore's terminology. Should it "fish where the fish are biting" or should it concentrate on the enterprise customer and exclude small and mid-size corporations? If a shakeout is coming, how can Centra ensure that it either survives or is acquired by one of the survivors? Teaching Purpose: Design of go-to-market strategy, how to manage conflict between field sales and telephone sales, how to manage rapid growth



markets, and competition between best-of-breed collaborators and single-source vendors.

Siebel Systems: Anatomy of a Sale, Part 1

503021 9p 503087 Part 2 503022 Part 3 503023

New York and Boston, software, $2 billion, 1998-99

How does a $2 million software sale happen? This case traces efforts by Siebel Systems to sell lead management software to discount broker Quick & Reilly. The buying process is mapped out over four years. Covers in detail the last six months—from Siebel's initial involvement to a challenge from competitor Oracle to the climax. The structure of Quick & Reilly's buying center is mapped, as is the role of its parent, Fleet Bank. The fortunes of the sale rise and fall as the Siebel account manager faces one obstacle after another. Presented in three parts, with opportunities to debate the account manager's choices and actions at each stage. Part 1 describes the start of the sale from the seller's perspective.

Hewlett-Packard – Computer Systems Organization: Selling to Enterprise Customers

500064 23p

Computers, high-technology, Fortune 500, 1996

HP’s current customer management approach, though successful, involved structural changes that forced a deep-rooted overhaul of HP’s traditional regional sales approach. The new recommendations would necessitate another round of drastic changes in the way HP manages relationships with its large enterprise customers.

Bronner Slosberg Humphrey

598136 22p TN 598141

U.S., direct marketing / advertising, 700 employees, 1998

Bronner Slosberg Humphrey has succeeded by providing integrated direct marketing solutions for major service companies such as AT&T, American Express, and FedEx. A new CEO takes over for the company’s founder and is wondering how to grow the company. Options include selling individual services and/or opening global offices.



Chapter 20: Introducing New Market Offerings Henkel Group: Umbrella Branding and Globalization Decisions (A) (B) 585100

585185 17p TN 587164 6p TN (B) 592056

U.S. and Germany, 1985

Henkel’s adhesive group is considering a major change in the international selling of its two major adhesives products for households.

Precise Software Solutions

503064 18p TN 504084

U.S., software, $10 million, 2004

When and how should a firm introduce an innovative new product? Introduce too early and functionality may not be there, too late and strong competition might appear. Precise Software Solutions, headquartered in Westwood, MA, is a small, growing company with a successful—albeit narrowly targeted—software product for database performance management. In 1999, it had the beginnings of a new product with radically broader functionality and market appeal. However, this new product would potentially appeal to a different "audience" within the client's IT organization. Once management decides when to introduce the product, it must also decide how to do so. Specifically, should this product be sold through the same sales force as other successful products? Teaching Purpose: Examines sales organization, sales strategy, and new product introduction.

TiVo in 2002: Consumer Behavior

502062 14p

San Jose, television services, $19 million, 1999

Brodie Keast is anxious to understand the sharp contrast between the inertia of prospects and the deep emotional response shown by converted users of TiVo. After an overview of the company's situation and problems, the case focuses on different kinds of data (sales results, satisfaction and usage data, purchase influence, demographics, attitude data, and behavioral data) and explains how that data emerged over time as the company was more and more pressured to



explore the essence of its value proposition.

Abgenix and the XenoMouse

501061 14p

California, biotechnology, 150 employees, 2000

In early 2000, Abgenix’s cancer drug has performed well in animal testing and is moving to early-stage human testing. The firm must decide whether to sell the product development program to a large pharmaceutical company or to enter into a joint venture to push the product ahead.

Oscar Mayer: Strategic Marketing Planning

597051 14p TN 597052

U.S., food, 1995 The marketing director of Oscar Mayer faces a series of strategic marketing options regarding established and new products, including budget and capacity allocation decisions.

Colgate-Palmolive Company: The Precision Toothbrush

593064 24p TN 595025

U.S., consumer products, 1992

Brand manager Susan Steinberg has to develop a marketing mix and pro forma profit-and-loss in preparation for the launch of a new and superior toothbrush.

Chapter 21: Tapping into Global Markets

Samsung Electronics Co.: Global Marketing Operations

504051 32p TN 505022

Korea, consumer electronics, $20 billion, 2003

Samsung's global marketing director is assessing how to build the global brand reputation of the company further and upgrade the company's worldwide brand image. To show how to build a global brand.

Hewlett-Packard’s Home Products Division in Europe – 1996-2000

501053 17p

Europe, computers, 2000

By the end of 2000, Hewlett-Packard’s Home Products Division (HPD) had been selling its Pavilion line of PCs in Europe for almost five years. During that time, HPD had entered and exited Germany, struggled in France and the United Kingdom, and significantly reorganized its European operations twice. Students must evaluate how well the firm is prepared by 2001 to compete in the European home PC market.

Supermercados Disco: Regional Strategy

599127 24p TN 501008

South America, retailing, 1998

The Disco supermarket chain has pursued a successful local niche strategy in Argentina to compete with multinational chains. Now, Disco considers options for expanding its regional strength.



Vietnam: Market Entry Decisions

597020 13p TN 598081

Vietnam, adhesives/athletic footwear/toys, 1996

Three U.S. multinationals must decide whether to enter the Vietnam market and, if so, how.

Gillette Indonesia 597009 15p TN 598086

Indonesia, consumer products, 1996

The country manager of Gillette Indonesia is reviewing his 1996 marketing plan and considering whether the pace of market development and mix of product sales can be impacted by the level and type of Gillette expenditures in the market.

May Kay Cosmetics: Asian Market Entry

594023 35p TN 595073

Japan/China, cosmetics, 1993

Executives at Mary Kay Cosmetics are evaluating opportunities to enter the Japanese and/or Chinese markets. The comparative opportunities must be assessed and guidelines for entry strategies must be determined.

Chapter 22: Managing a Holistic Marketing Organization

WingspanBank. com (A)

600035 21p

Wilmington, DE, financial services, 1999

Describes the new product development process for WingspanBank.com, an Internet-only financial services infomediary created by a team from Bank One's First USA division.

Wells Fargo Online Financial Services (A)

198146 18p TN 199058

California, banking, 1997

Describes how Wells Fargo, the industry leader in electronic banking, implemented a Balanced Scorecard in its online financial services (OFS) group to track and measure performance.

Jeanne Lewis at Staples, Inc. (A) (Abridged)

400065 14p

Boston, office supplies, 30,000 employees, 1997

Staples’ new senior vice president of marketing, Jeanne Lewis, must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market.

Cunard Line Ltd.: Managing Integrated Marketing Communications

594046 25p TN 595028

U.S., cruise lines, 1992

Cunard, the world’s oldest luxury line company, is confronted with several key issues involving its marketing and marketing communications strategy. One concerns the balance between image/positioning advertising and short-term promotional advertising/communications on behalf of each Cunard ship (i.e., pull vs. push communications). Related to this is the



overall mix of marketing communications tools used by Cunard—media advertising, direct marketing, etc.



MARKETING MANAGEMENT FALL SEMESTER

Instructor: Email: Web Site: Campus:

OFFICE HOURS Or by Appointment at Either Location Course Credits: 3 (Three) Class:

REQUIRED MATERIALS Marketing Management, 14th edition, by Kotler/Keller, Prentice-Hall 2012, ISBN 0-13-600998-0 and The Marketing Plan Handbook with Marketing Plan Pro, by Wood, Prentice-Hall 2008, 0-13-513628-8.

COURSE PREREQUISITES:

COURSE DESCRIPTION The characteristics and management of markets are described in topics that include the marketing environment, components of the marketing mix, market segmentation, and planning.

COURSE PERSPECTIVE

The course focuses on formulating and implementing marketing management strategies and policies, a task undertaken in most companies at the strategic business unit level. The marketing management process is important at all levels of the organization, regardless of the title applied to the activity. Typically, it is called corporate marketing, strategic marketing, or marketing management. For our purposes they all involve essentially the same process, even though the actors and activities may differ. The course will provide you with a systematic framework for understanding marketing management and strategy.



Accordingly, the course emphasizes the following:

Primary and changing perspectives on marketing management in the New Economy.

The impact of interactive media on marketing management.

Applied marketing management and strategy, domestic and global.

An international focus in developing marketing management and strategy.

The course is intended for:

Marketing concentration students who wish to deepen their understanding of marketing management in a strategy-planning context.

Non-marketing concentration students who desire a course in marketing strategy, with a management and planning orientation.

COURSE GOALS To further disseminate and develop the knowledge and skills in the essential aspects of marketing management, marketing strategy, and emerging New Economy marketing applications, with a focus on the development and execution of programs, audits, and plans.

COURSE OBJECTIVES This course is concerned with the development, evaluation, and implementation of marketing management in complex environments. The course deals primarily with an in-depth analysis of a variety of concepts, theories, facts, analytical procedures, techniques, and models. The course addresses strategic issues such as:

What business should we be in? What are our long-term objectives? What is our sustainable marketing competitive advantage? Should we diversify? How should marketing resources be allocated? What marketing opportunities and threats do we face? What are our marketing organizational strengths and weaknesses? What are our marketing strategic alternatives?

To ensure that students have a solid foundation of the fundamental marketing decision-making tools and management of all of the elements of the marketing plan. Through this in-depth semester-long project, students will be provided the opportunity to apply those marketing planning and decision-making skills. We will be building upon these principles



throughout this course especially those principles that you have learned in Marketing MAR XXX.

LEARNING OBJECTIVES To become familiar with the range of decisions implicit in strategic marketing management and planning. In addition, to develop skill in using a variety of analytical frameworks for making such decisions. To develop an understanding of how markets contrast in terms of:

Their “enduring characteristics.”

Their stage of development and how the nature of competition in such markets is impacted.

To develop skills in planning a variety of marketing management tools, ranging from new product entry strategy to international market product life cycle management and strategy.

To develop skill in organizing for effective strategic marketing and in implementing the market planning process.

COURSE STRUCTURE Semester-Long Marketing Plan Project An effective way to help students learn about marketing management is the actual creation of a marketing plan for a product or service. This project is designed to accomplish such a task. The class will be divided into groups (five students maximum per group), each group will decide on a “fictional” consumer product or service they wish to bring to market. During the course of the semester each of the elements of the marketing plan, coordinating with the text chapter, will be due for my review. See the attached schedule for when the specific information is due to me. I will review each submission and suggest areas for improvement, for more detailed study, or if acceptable, allow the students to proceed to the next phase in development.

Students can use the computer program Marketing Plan Pro in creating their proposals and submissions and in their final presentation(s). At the end of the semester, each group is to present their entire marketing plan to the class.

Chapter Material Exams In addition to the semester long marketing plan project, we will have two exams (see schedule). Students are responsible for all of the material covered from the textbook, lectures, outside speakers, and any videos/DVDs shown.



METHOD OF INSTRUCTION The course is highly interactive between the class and the instructor. Through case studies/presentations, problems, and specific company client activities, students will have the opportunity to use the concepts, ideas, and strategies presented in class. Problem-solving sessions occur in both individual (primarily) and team (occasionally) settings. This upper level undergraduate course will incorporate a lecture and project-based approach to marketing management. The textbook used in this course will be used as a reference point for the discussion(s) of the marketing management project. Students are encouraged to read and inculcate the major principles found in the textbook. To ensure compliance with the University’s policy on academic performance, during examination periods, once one student completes his/her exam, no additional student(s) will be allowed to enter the classroom to take the exam.

Cell phones, calculator watches, and/or PDAs cannot be used as calculators during exams. Students must have a separate business calculator.

Note that occasionally, changes in the schedule of the course, or in the assignments, are announced during class. It is your responsibility to ensure that you have received all of the changes and you will still be responsible for this information.

The University is committed to a policy of honesty in academics. Conduct, which compromises a breach of this policy, may result in academic and/or disciplinary action. Cheating is a violation of student academic behavior standards. Any student who violates or knowingly helps another student violate academic behavior standards will be pursued through the Office of the Dean of the College of Business Administration and through the Dean of Students at ____________. Please note that the sharing of information with other class members or with other sections of the course is considered cheating. I will make all the necessary accommodations for class members with disabilities. Those students who require or who wish to request special accommodations are encouraged to contact the instructor after the first class of the semester and Student Disability Services immediately.

EVALUATION Evaluation will be based on two examinations, the submission of all of the marketing plan material and your final group oral and written presentation. Exams # 2 and # 3 (the final exam) will consist of: 50–75 multiple choice, true/false, and short-answer questions. You will need a Brown Scantron and a University ID card or driver’s license. The weightings for the individual components are as follows:

1) Exam # 2 @ 100 points 100 points



2) Exam # 3 @ 100 points 100 points 3) Submitted marketing plan projects

(due at time stated in schedule) 150 points 4) Oral marketing plan presentations 100 points 5) Written marketing plan submission 150 points

Total: 600 points

Grading for this course is as follows:

Numerical Grade Letter Equivalent 540 – 600 points

A

450 – 539 points

B

360 – 449 points

C

270 – 359 points

D

Below 270 points

F

NOTE: Grades of C- or lower do not count toward a Business Degree.



MARKETING PLAN PRESENTATION’S WRITTEN FORMAT Your marketing plan is to be submitted using Marketing Plan Pro’s format and all exhibits and spreadsheet reports, double-spaced, with 1-inch margins on all sides of the paper, using 12 point Times New Roman font. This written report is worth 150 points.

Page # 1: Executive Cover Memo Pages # 2–4: Situation Assessment and Analysis Pages # 3–6: Market Summary Pages # 7–9: Marketing Strategy Pages # 10–13: Financials Page # 14: Controls

There is no limit as to the number of pages to be submitted; completeness of your marketing plan is what is important for your overall grade. Some “hints” to use in writing an Executive Cover Memo:

Do not use terms such as “increase,” “decrease,” implement as soon as possible,” and other non-specific and non-analytical language; use very specific language when preparing your case analyses.

Do not use transitory phrases in your report. Cite numbers ($ or % increase; market share growth) and attach all pertinent documents

to your report. Do not just state, “Exhibit A shows our growth rate” without first stating the growth rate

in your paragraph. Before submitting your document, ask yourself the question, “Does this memo contain all

of the information my boss needs to make a decision in my favor?” If not, revise your memo.

See the example of an Executive Cover Memo in this syllabus for the format to be used.



Executive Cover Memo Format (1 Page Limit)

To: From: (list your name and/or the names of all members of your student group. Initial in pen) Subject: (list the case name) Date: (class date) (Your wording for each of these sections will vary according to the case but you must use these headings and a limit of one page.) This is to recommend the immediate construction of two additional campus-parking garages that will benefit from very fast economic paybacks to the University. BACKGROUND Currently, the University campus has an enrollment of 32,000 with an annual growth rate of approximately 30 percent. Projected university-wide enrollment in the 2004-2005 academic year could approach 48,000+ students. With only three parking garages now at 100 percent capacity and only yyyyyy total parking spaces currently available, there is an immediate need for additional parking facilities at the main campus. Undeveloped land exists in relative abundance throughout the grounds for this use. RECOMMENDATION A fourth and fifth parking garage should be constructed in sufficient time to be online for the 2004-2005 academic years. At a completed, turnkey cost of $3.5 million and with a capacity of 2,500 vehicles each, the facilities will have a payback period of 6 years based upon the current student decal rate of $111.00/year. This payback timeline is sufficiently short for obtaining the highest safety rating possible for the revenue bonds that would finance the recommended construction. NEXT STEPS The same engineering/architecture plans will be employed as were used with the first three garage facilities. Serial revenue bonds will be issued as soon as approved. Site locations will be finalized by November 2001. Construction will commence in January 2005 with fast-track completion achieved by August 2005. Management (President and Board of Trustees) approval is needed by September 28, 2004.

EXAMPLE ONLY



CASE PRESENTATION’S ORAL PRESENTATION RUBRIC Individual presentations will be graded based upon the following set of criteria: Content (45 possible points)

Included here is whether the student has substantially and fully examined all of the issues, problems, and understands all aspects of the facts of the case. Does the student fully understand the dynamics of the case and have they presented realistic alternatives, realistic objectives, and sound implementation strategies.

Presentation Itself (30 possible points)

Included here are the layout, content, and readability of the slides or other forms for electronically presenting the material. Encompasses the applicable Excel® slides, a situation analysis, problem definitions, alternatives, and recommendations. And takes into account the professionalism of the presenters.

Completeness (25 possible points)

Includes the correctness of answering questions from the instructor and/or audience members, as well as preparation by the student member to all of the relevant facts, figures, assumptions, recommendations, and strategies of the student.



TENTATIVE COURSE SCHEDULE MARKETING MANAGEMENT

FALL SEMESTER Class Period/ Date

Read Chapter

Chapter Topic Assignment Due Beginning of Class

1 1 Defining Marketing for the 21st Century

Group formation and begin the process of selecting the product or service.

2 2 Developing Marketing Strategies and Plans

Formation of groups; first presentation of “product” for approval.

3 3 Collecting Information and Forecasting Demand

Competitive information and environmental scanning project(s) completed and presented.

4 4 Conducting Marketing Research Initial marketing research parameters completed; demand forecasted and target market selections defined due.

5 5 Creating Long-Term Loyalty Relationships

Value proposition for the fictional product, defined how they will deliver satisfaction and maintain customer loyalty due.

6 6 Analyzing Consumer Markets Definitive data on the consumer for the product/ service including all demographic and other pertinent information obtained due.

7 7 Analyzing Business Markets Exam # 1

No report due for this chapter. Exam # 1 covers chapters 1– 7 inclusive.

8 8 Identifying Market Segments and Targets

Specific market segmentation, targeting, and positioning statements due.



9 9 Creating Brand Equity “Branding” strategy developed due.

10 10 Crafting the Brand Positioning Student projects should be completed to include the fictional product or service’s brand positioning.

11 11 Competitive Dynamics Competitive analysis due.

12 12 Setting Product Strategy The group’s project product or service strategy due.

13 13 Designing and Managing Services Those students who have selected a “service” idea for the marketing plan must submit their offering. Students whose project is a “product based” component do not have anything to submit for this chapter.

14 14 Developing Pricing Strategies and Programs

Pricing strategy decisions for the fictional product/service due.

15 15 Designing and Managing Value Networks and Channels

The channel decisions for getting their product or service to the consumer due.

16 16 Managing Retailing, Wholesaling, and Logistics

The retailing, wholesaling, and logistical marketing plans for the product or service due. Those students who are acting in the role of providing a new “service” should include here their plans for locations, hours of operations, and how their “service” plan is managing demand and capacity issues.



17 17 Designing and Managing Integrated

Marketing Communications Integrated marketing communications matrix due.

18 18 Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations

The group’s advertising program complete with objectives, budget, advertising message, creative strategy, media decisions, sales, and promotional materials due.

19 19 Managing Personal Communications: Direct Marketing, Word of Mouth, and Personal Selling

Direct market channels analysis due. All other groups must decide at this point if they will use a direct sales force and if so they need to outline the specifics (including financials) for this option.

20 20 Introducing New Market Offerings A brief write up by the students as to the consumer-adoption process for their new product is due.

21 21 Tapping into Global Markets If the project is to be exported to another country, then students’ submissions regarding how the product is to be distributed should be included here, otherwise this begins the presentation phase of the project. Student groups should begin their presentations to the class.

22 22 Managing a Holistic Marketing Organization Final Exam

Second phase of the presentations of the project. Students should ensure that their marketing plans contain a holistic view of the marketing process. Final exam chapters 8–22 inclusive.

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