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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     CaseLink for Mullins-Walker: Marketing Management: A Strategic Decision-Making Appoach, Seventh Edition To include an item in your complimentary custom book, click the item's Add link. If there is a View link next to an item, you can view the pages by clicking on the link. To review the list of items you have selected so far, click on the word Review in the progress bar above.    Front Matter   Add   View  4 pp.  Preface   Add   View  2 pp.  Walkthrough    I. The Role of Marketing in Developing Successful Business Strategies   Add   View  1 pp.  Introduction   Add   View  28 pp.  1. The Marketing Management Process   Add   View  23 pp.  Case — Sendwine.com Eisenmann, Thomas; Ess, Charmaine; O’Hara, Ann Sendwine.com, an online retailer of premium gifts of wine by the bottle, faced decisions about its growth strategy in mid-1999. Mike Lannon, president and founder, had established his company as a prominent player in an increasingly crowded field. But with success came a difficult choice: How should Sendwine.com spend the venture capital money it subsequently had 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? Teaching Purpose: To illustrate the strategic and organizational challenges facing an early stage Internet venture, especially the challenge of building consumer trust and the decision about whether to diversify. HBS Number: 9-800-211 Type: Case (Field) Publication Date: 12/3/1999 Geographic Setting: Massachusetts Industry Setting: Internet retailing Number of Employees: 46 Event Year Start: 1999 Event Year End: 1999 Subjects: Beverages; Diversification; Electronic commerce; Entrepreneurial management; Growth strategy; Internet; Service management   Add   View  32 pp.  Case — CBS Evening News Jeffrey F. Rayport ; Carrie L. Ardito ; Michelle Toth ; Dickson L. Louie The CBS Evening News looks for options for growth of the franchise. This case discusses CBS’s main competitors and their positioning in the evening news market, as well as the history and operations of the CBS Evening News. Teaching Purpose: To illustrate the challenges of managing customer relationships through technology-mediated interfaces HBS Number: 9-898-086 Type: Case (Field) Subjects: Broadcasting industry; Customer relations; Information technology; Marketing strategy; Service management   Add   View  20 pp.  Case — Arrow Electronics, Inc. Author(s): Narayandas, Das Publication Date: 04/20/1998 Revision Date: 01/24/2007 Product Type: Case (Field) HBS Number: 9-598-022 Geographic Setting: North America Industry Setting: Electronics industry Number of Employees: 8,000 Gross Revenues: $7.5 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Customer relations; Distribution; Electronic commerce; Electronics; Industrial markets; Internet; Marketing strategy; Product portfolio management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-500-111), 18p, by Das Narayandas Product Description: Deals with the issue of cross-selling and managing a portfolio of products and services in business markets. Arrow/Schweber (A/S), a subsidiary of electronic parts distributor Arrow Electronics, has a portfolio of products that differ in the amount of value added by A/S. A/S uses value-added items such as programmable logic chips as “loss leaders” in order to acquire and retain a customer. It makes money when it sells the so-called “commodity” or low value-added products to the same customer. An Internet-based distributor is now offering Arrow a chance to sell commodity products through its e-commerce site. This new channel can threaten Arrow’s overall business model if a large portion of its existing customers switch their purchases of the commodity products to this new distribution channel. Arrow needs to decide how it should respond to this challenge.   Add   View  39 pp.  2. The Marketing Implications of Corporate and Business Strategies   Add   View  2 pp.  Case — Black & Decker Corp. (C): “Operation Sudden Impact” Results — 1992-94 Author(s): Dolan, Robert J. Publication Date: 03/30/1995 Product Type: Supplement (Field) Product Description: Describes the initial results of Black & Decker’s strategy in the United States. Teaching Purpose: Allows exploration of issues of brand equity, product positioning, and competitive strategy in the context of international competition. Must be used with: (9-595-057) The Black & Decker Corp. (A): Power Tools Division. HBS Number: 9-595-061 Subjects: Brands; Competition; International marketing; Marketing strategy; Product introduction; Tools Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-598-106), 22p, by Robert J. Dolan    II. Market Opportunity Analysis   Add   View  1 pp.  Introduction   Add   View  27 pp.  3. Understanding Market Opportunities   Add   View  20 pp.  Case — Competition in the Bottled Water Industry in 2004 Author(s): Gamble, John E. Publication Date: 2006 Case Description: This freshly updated case is a splendid follow-on to your coverage of the tools of industry and competitive analysis. Students have ample information for doing a thorough 5-forces analysis, identifying driving forces and industry key success factors, drawing a strategic group map, and recommending what moves such competitors as PepsiCo, Coca-Cola, and DS Waters should make to strengthen their position against industry leader Nestlé . Geographic Setting: International Industry Setting: Beverages Courses: Business Policy/Marketing Course Sequence: Business Strategy Event Year Start: 1990 Event Year End: 2004 Subjects: Business Policy; Market Analysis; Industry Analysis; Market Segmentation; Distribution Channels Supplements: Teaching Note/Video Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition   Add   View  31 pp.  Case — Microsoft Carpoint Jeffrey F. Rayport ; Avnish Bajaj ; Steffan Haithcox ; Michael Kadyan CarPoint.com was Microsoft’s Web-based entry into on-line automobile retailing. While CarPoint could not, in fact, "sell" or deliver any cars, it could shift much of consumer search, comparison, and decision-making, including pricing, from the physical platform of the traditional car dealer to the virtual world of the Web. This shift in buying behavior from marketplace to marketspace was significant in its implications for consumers and dealers; it gave consumers a wealth of information that they previously did not have along with no-negotiation pricing of cars, while it challenged dealers to change their approaches to these newly empowered and better informed consumers. CarPoint, however, was a late entrant, and it faced competition from category first-movers AutoByTel.com, AutoWeb.com, and AutoVantage.com. As a result, the case deals with larger issues of channel and consumer behavior change as well as tactical issues pertaining to competitive positioning in a competitive market both on-line and off-line. Teaching Purpose: To challenge students to analyze the complexity of managing consumer services in a category that explicitly requires integration of on-line and off-line sales and service activities. CarPoint and its HBS Number: 9-898-280 Type: Case (Field) Subjects: Automobile industry; Information services; Information technology; Internet; Service management; World Wide Web   Add   View  16 pp.  Case — Dollar General and the Extreme Value Retailing Industry Cullars, Sue A., & Vitucci, S. Stephen Does Dollar General have a good strategy? Is the company well-positioned to continue to be successful? A versatile case that is good for drilling students in industry and competitive analysis and company situation analysis. Ethical issues play a prominent role as well. Publication Date: 2003 Geographic Setting: U.S. Industry Setting: Retailing Event Year Start: 1955 Event Year End: 2003 Courses: Business Policy; Marketing Course Sequence: Business Strategy Subjects: Business Policy; Marketing Management; Marketing Strategy; Retail Stores; Retailing Supplements: Teaching Note   Added   View  26 pp.  Case — Electronic Arts and the Global Video Game Industry Author(s): Thompson, A.A., Jr. Publication Date: 2006 Case Description: Is Electronic Arts well-positioned to continue as the global leader in developing video games? This case drills students in using the tools of industry and competitive analysis and company situation analysis to arrive at supportable recommendations. There’s a wealth of information about the video game industry, the industry value chain, and select video game developers. Geographic Setting: International Industry Setting: Video Game Courses: Business Policy Course Sequence: Business Strategy Event Year Start: 1985 Event Year End: 2004 Subjects: Business Policy; Product Development; Industry Analysis Supplements: Teaching Note Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition   Add   View  25 pp.  4. Understanding Consumer Buying Behavior   Added   View  21 pp.  Case — Competition in the Golf Equipment Industry in 2005 John E. Gamble, University of South Alabama Description: A terrific case for drilling students in five-forces analysis, driving forces analysis, strategic group mapping, key success factor identification, and competitive strength assessment. Students are challenged to use the results of their analysis to propose what strategic moves that Callaway Golf, TaylorMade, and Fortune Brands (the parent of Titleist and Cobra) should make to improve their competitive positions in what has become a high-tech marketplace where product innovation rules. Publication Date: 2007 Geographic Setting: Global Industry Setting: Golf Equipment Event Year Start: 1980 Event Year End: 2005 Courses: Business Policy; Marketing Course Sequence: Lead Off; Business Strategy Subjects: Business Policy; Market Analysis; Industry Analysis Supplements: Teaching Note   Add   View  29 pp.  Case — Cannondale Corporation Stone, Romuald; Gamble, John E. One of the world’s leading makers of high-performance bicycles, Cannondale is facing mounting competitive pressures from other global producers, a potential slowdown in mountain bike sales, and flat sales and earnings. Is the company‘s planned entry into odirt bikeso the key to a turnaround in Cannondale's prospects? Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1991 Event Year End: 2000 Courses: Business Policy; Entrepreneurship; Marketing Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis; Product Development; Market Positioning Supplementary Material: Teaching Note   Add   View  16 pp.  Case — TiVo Author(s): Wathieu, Luc; Zoglio, Michael Publication Date: 11/22/2000 Revision Date: 10/14/2005 Product Type: Case (Field) Product Description: 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. Moreover, the impact of TiVo on the television and advertising industries is ambiguous, and TiVo needs to demonstrate that it can play a constructive role in the future media landscape. May be used with: (9-502-062) TiVo in 2002: Consumer Behavior. HBS Number: 9-501-038 Geographic Setting: San Jose, CA Industry Setting: Television Number of Employees: 181 Gross Revenues: $200,000 revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Advertising; Consumer behavior; Marketing planning; New product marketing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-501-057), 11p, by Luc Wathieu, Michael Zoglio   Added   View  13 pp.  Case — Heineken N.V.: Global Branding and Advertising Author(s): Quelch, John A. Publication Date: 10/11/1995 Revision Date: 01/05/1998 Product Type: Case (Field) Product Description: 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. HBS Number: 9-596-015 Geographic Setting: Amsterdam/Netherlands Industry Setting: beer Event Year Start: 1994 Event Year End: 1994 Subjects: Advertising; Beverages; Brands; Consumer behavior; International marketing; Market segmentation Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-598-080), 8p, by John A. Quelch   Add   View  20 pp.  Case — Ciba Consumer Pharmaceuticals’ Acutrim: Challenges and Opportunities in Today‘s Koehn, Nancy; Voorheis, Rebecca Since its introduction in 1983, Acutrim has been a major player in the U.S. appetite suppressant market and in the broader diet industry. This case focuses on the strategic, regulatory, marketing, and financial challenges this product and the rapidly changing diet industry pose for Ciba Consumer Pharmaceuticals as part of a large public corporation. Within this context, the case is intended to introduce students to the $33 billion diet industry and to elucidate some of the economic, cultural, and psychological factors that help shape the market for diet products, low-fat and health entrees, and a wide variety of foods in prosperous economies. HBS Number: 9-795-043 Type: Case (Field) Publication Date: 12/2/1994 Revision Date: 3/28/1996 Geographic Setting: United States Industry Setting: pharmaceuticals (OTC)/diet products Company Size: Fortune 500 Gross Revenues: $12.2 billion revenues Event Year Start: 1984 Event Year End: 1994 Subjects: Consumer behavior; Corporate strategy; Government & business; Marketing strategy; Pharmaceuticals   Add   View  23 pp.  5. Understanding Organizational Markets and Buying Behavior   Add   View  25 pp.  Case — VerticalNet (www.verticalnet.com) Author(s): Narayandas, Das Publication Date: 11/02/1999 Revision Date: 06/27/2000 Product Type: Case (Field) Product Description: 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. HBS Number: 9-500-041 Geographic Setting: Philadelphia, PA Industry Setting: Internet Number of Employees: 7,300 Gross Revenues: $25 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Business models; Business to business; Electronic commerce; Internet; Online information services Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-501-060), 13p, by Das Narayandas   Add   View  20 pp.  Case — FreeMarkets OnLine Author(s): Rangan, V. Kasturi Publication Date: 02/27/1998 Revision Date: 02/26/1999 Product Type: Case (Field) Product Description: Describes the marketing strategy of an entrepreneurial start-up engaged in electronic purchasing for large manufacturers. By creating an electronic bidding platform, the company has been able to cut down procurement costs by about 15%. The case question concerns how this company should now go to scale. Teaching Purpose: To understand the business challenge of entering electronic commerce. HBS Number: 9-598-109 Geographic Setting: United States Industry Setting: industrial components Company Size: start-up Number of Employees: 35 Gross Revenues: $2 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Distribution channels; Electronic commerce; Industrial goods; Industrial markets; Marketing strategy; Purchasing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-599-130), 9p, by V. Kasturi Rangan   Added   View  17 pp.  Case — Becton Dickinson & Co.: VACUTAINER Systems Division (Condensed) Author(s): Cespedes, Frank V.; Rangan, V. Kasturi Publication Date: 10/01/1991 Revision Date: 08/16/2000 Product Type: Case (Field) Product Description: 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). This forces a reevaluation of the company’s highly successful product policy and channel strategy. One of the company‘s largest customers threatens to leave them for refusing their “low-price” request. It is obvious to students that giving in to this customer's threat would compromise the company's “value-added'' thrust, yet the potential business at stake makes it difficult to be inflexible. HBS Number: 9-592-037 Geographic Setting: United States Industry Setting: pharmaceuticals Company Size: Fortune 500 Gross Revenues: $150 million revenues Event Year Start: 1985 Event Year End: 1985 Subjects: Distribution; Marketing implementation; Marketing management; Marketing organization; Medical supplies; Negotiations; Pricing; Sales management Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-595-084), 4p, by V. Kasturi Rangan   Add   View  30 pp.  6. Measuring Market Opportunities: Forecasting and Market Knowledge   Add   View  11 pp.  Case — Optical Distortion, Inc. (A) Author(s): Clarke, Darrel G.; Wise, Randall E. Publication Date: 01/01/1975 Revision Date: 01/08/1999 Product Type: Case (Field) HBS Number: 9-575-072 Geographic Setting: California Industry Setting: Poultry & egg production Event Year Start: 1974 Event Year End: 1974 Subjects: Agriculture; Entrepreneurship; Marketing strategy; Pricing strategy; Product introduction; Sales promotions Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-577-161), 11p, by Christopher H. Lovelock Product Description: A new product, contact lenses for chickens, is to be introduced by a small firm formed to market the product. An entry strategy must be planned including price, sales force, size, and location. Allows data for computation of economic benefit to farmers. Includes state-by-state chicken population data for planning a rollout sales program. Software for this case is available (9-588-539). May be used with: (9-588-539) Optical Distortion, Inc. (A), Master Diskette; (9-589-011) Optical Distortion, Inc. (C): The 1988 Reintroduction.   Add   View  21 pp.  7. Targeting Attractive Market Segments   Added   View  28 pp.  Case — Starbucks’ Global Quest in 2006: Is the Best Yet to Come? Arthur A. Thompson, Jr., The University of Alabama, Amit J. Shah, Frostburg State University, Thomas F. Hawk, Frostburg State University Description: This freshly revamped and updated case details Starbucks’ evolving strategy, management‘s wide-ranging efforts to build a company with soul and make Starbucks a great place to work, the culture that has emerged, and the company's blossoming social responsibility initiatives. Is Starbucks on track to achieve management's twin goals of 30,000 locations worldwide by 2013 and establishing Starbucks as the most recognized and respected brand in the world? Accompanying video available. Publication Date: 2007 Geographic Setting: Global Industry Setting: Restaurant Event Year Start: 1971 Event Year End: 2005 Courses: Business Policy; Marketing; Entrepreneurship; International Course Sequence: Business Strategy; Ethics, Strategy, and Social Responsibility; International; Implementation Subjects: Business Policy; CEO; Implementation; Leadership; International Supplements: Teaching Note   Add   View  23 pp.  Case — LVMH’s Diversification Strategy into Luxury Goods Gamble, John E. In 2002 LVMH Mo?t Hennessy Louis Vuitton was the world’s largest luxury products company with annual sales of 12.2 billion euros and a business portfolio that included some of the most prestigious brand names in wines and champagnes, fashion, watches and jewelry, and perfumes and cosmetics. Does the company‘s ??star brand” diversification strategy make sense? Are there good strategic fits among the company many businesses? Why is the company's performance so weak? What should be done to boost performance? Publication Date: 2004 Geographic Setting: International Industry Setting: Fashion/Spirits/Retailing/Luxury Goods Event Year Start: 1989 Event Year End: 2002 Courses: Business Policy; International; Marketing Course Sequence: Diversification Subjects: Acquistions; Business Policy; Corporate Strategy; Market Positioning; Retailing; Product Portfolio Management Supplements: Teaching Note   Added   View  26 pp.  Case — Whole Foods Market in 2006: Mission, Core Values, and Strategy Arthur A. Thompson, Jr., The University of Alabama Description: Whole Foods is the world’s largest supermarket retailer of natural and health foods, with 180 stores and 2005 revenues of $4.7 billion. It is rapidly making a name for itself as a skilled and savvy merchandiser with a product line that awes shoppers. An excellent leadoff case that focuses on the mission-driven and value-driven nature of the company and how it pursues superior profitability while operating in an ethical and socially responsible manner. Publication Date: 2007 Geographic Setting: U.S. Industry Setting: Retail Grocery Event Year Start: 1980 Event Year End: 2006 Courses: Business Policy; Marketing Course Sequence: Lead Off; Business Strategy Subjects: Business Policy; Market Positioning; Retailing; Customer Service Supplements: Teaching Note; Video   Add   View  16 pp.  Case — Azalea Seafood Gumbo Shoppe in 2004 Gamble, John E. Azalea Seafood illustrates how a small enterprise employing a focused differentiation strategy can compete successfully in an industry of multi-brand food giants, plus it emphasizes the importance of an entrepreneur’s steadfast commitment to growing the business and continuously searching for new opportunities and the constraints of inadequate financial resources. A terrific small business case that works nicely in the first third of the course. Publication Date: 2004 Geographic Setting: Alabama Industry Setting: Packaged Foods Event Year Start: 1991 Event Year End: 2004 Courses: Business Policy; Entrepreneurship Course Sequence: Business Strategy Subjects: Business Policy; Entrepreneurship; Industry Analysis; Small Business Supplements: Teaching Note   Add   View  21 pp.  Case — Granny’s Goodies, Inc. Narayandas, Das; Korman, Kathy The young entrepreneurs of Granny’s Goodies, Inc., a corporate gift package specialist, face the challenge of finding ways to create consistent revenue streams and reduce sales costs. Outside of a few long-term contracts, the two found HBS Number: 9-500-049 Type: Case (Field) Publication Date: 11/25/1999 Revision Date: 02/09/2000 Geographic Setting: Unspecified Industry Setting: marketing promotion material Company Size: start-up Number of Employees: 10 Gross Revenues: $2 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Entrepreneurial management; Market segmentation; Marketing strategy   Add   View  26 pp.  Case — Vistakon: 1 Day Acuvue Disposable Contact Lenses Author(s): Silk, Alvin J.; Isaacson, Bruce; Bell, Mar Publication Date: 03/05/1996 Revision Date: 02/01/1999 Product Type: Case (Field) Product Description: Vistakon, an independent and entrepreneurial subsidiary of Johnson & Johnson, pioneered the production and marketing of disposable contact lenses with the 1987 launch of Acuvue, the first disposable extended-wear lens—a soft contact lens that patients wear for a period of less than two weeks and then abandon. By 1993, Acuvue was the leading brand of soft contact lens in the United States. In March 1994, Gary Kunkle, president of Vistakon, was presented with the test market results for an addition to the firm’s product line, 1 Day Acuvue, the world‘s first daily disposable contact lens. The test market results raised a number of strategic issues relating to: 1) the positioning and pricing of the new daily wear disposable product; 2) cannibalization of the firm's existing extended-wear disposable lens; and 3) the mix of push and pull components required for the introductory marketing campaign to be effective in generating and coordinating demand from both eye-care professionals and consumers. In deciding how to proceed, Kunkle must evalute the risks associated with commencing an immediate launch with an unproven strategy as opposed to extending the test market. HBS Number: 9-596-087 Geographic Setting: United States Industry Setting: health care products Number of Employees: 2,500 Gross Revenues: $300 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Brands; Consumer goods; Market analysis; Marketing implementation; Marketing mixes; Marketing strategy; Product positioning Academic Discipline: Marketing   Added   View  5 pp.  Case — Eastman Kodak Co.: Funtime Film Author(s): Dolan, Robert J. Publication Date: 02/25/1994 Revision Date: 05/08/1995 Product Type: Case (Library) Product Description: 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. Teaching Purpose: To allow students to consider issues of market segmentation, positioning, and pricing as mechanisms for dealing with declining differentiation of goods in an industry. HBS Number: 9-594-111 Geographic Setting: United States Industry Setting: photography Company Size: Fortune 500 Gross Revenues: $20 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Brands; Consumer goods; Market segmentation; Marketing management; Pricing strategy; Product lines Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-597-080), 17p, by Robert J. Dolan   Add   View  23 pp.  Case — Dell Computer Corp. Author(s): Narayandas, Das; Rangan, V. Kasturi Publication Date: 10/17/1995 Revision Date: 09/25/1996 Product Type: Case (Field) Product Description: Traces the evolution of the personal computer industry over the last 20 years and uses this as a backdrop to look at how Dell Computer Corp. grew from a small start-up to a multi-billion-dollar company in a decade. Dell is now faced with a set of decisions on the product markets it needs to serve in order to sustain its growth profitably into the future. Teaching Purpose: To give students an appreciation of developing strategy in a dynamic and rapidly evolving market. HBS Number: 9-596-058 Geographic Setting: Global Industry Setting: personal computers Gross Revenues: $4 billion revenues Event Year Start: 1978 Event Year End: 1994 Subjects: Computer industry; Direct marketing; Marketing strategy Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-596-098), 19p, by Das Narayandas   Add   View  23 pp.  8. Differentiation and Brand Positioning   Add   View  23 pp.  Case — LVMH’s Diversification Strategy into Luxury Goods Gamble, John E. In 2002 LVMH Mo?t Hennessy Louis Vuitton was the world’s largest luxury products company with annual sales of 12.2 billion euros and a business portfolio that included some of the most prestigious brand names in wines and champagnes, fashion, watches and jewelry, and perfumes and cosmetics. Does the company‘s ??star brand” diversification strategy make sense? Are there good strategic fits among the company many businesses? Why is the company's performance so weak? What should be done to boost performance? Publication Date: 2004 Geographic Setting: International Industry Setting: Fashion/Spirits/Retailing/Luxury Goods Event Year Start: 1989 Event Year End: 2002 Courses: Business Policy; International; Marketing Course Sequence: Diversification Subjects: Acquistions; Business Policy; Corporate Strategy; Market Positioning; Retailing; Product Portfolio Management Supplements: Teaching Note   Added   View  21 pp.  Case — Competition in the Golf Equipment Industry in 2005 John E. Gamble, University of South Alabama Description: A terrific case for drilling students in five-forces analysis, driving forces analysis, strategic group mapping, key success factor identification, and competitive strength assessment. Students are challenged to use the results of their analysis to propose what strategic moves that Callaway Golf, TaylorMade, and Fortune Brands (the parent of Titleist and Cobra) should make to improve their competitive positions in what has become a high-tech marketplace where product innovation rules. Publication Date: 2007 Geographic Setting: Global Industry Setting: Golf Equipment Event Year Start: 1980 Event Year End: 2005 Courses: Business Policy; Marketing Course Sequence: Lead Off; Business Strategy Subjects: Business Policy; Market Analysis; Industry Analysis Supplements: Teaching Note   Add   View  29 pp.  Case — Cannondale Corporation Stone, Romuald; Gamble, John E. One of the world’s leading makers of high-performance bicycles, Cannondale is facing mounting competitive pressures from other global producers, a potential slowdown in mountain bike sales, and flat sales and earnings. Is the company‘s planned entry into odirt bikeso the key to a turnaround in Cannondale's prospects? Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1991 Event Year End: 2000 Courses: Business Policy; Entrepreneurship; Marketing Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis; Product Development; Market Positioning Supplementary Material: Teaching Note   Add   View  25 pp.  Case — BET.com Eisenmann, Thomas; Fischer, Pauline 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 (aged 15-24), cross-racial segment with distinctive tastes in music and fashion, and part of the core audience for BET’s cable programming. Teaching Purpose: To illustrate the economics and strategy issues facing an Internet content provider and to explore the tradeoff between focus and growth in launching Internet businesses. HBS Number: 9-800-283 Type: Case (Field) Publication Date: 2/2/2000 Revision Date: 6/19/2000 Geographic Setting: Washington, DC Industry Setting: Internet Event Year Start: 1999 Event Year End: 2000 Subjects: African Americans; Business policy; Electronic commerce; Entertainment industry; Growth strategy; Internet; Market positioning   Add   View  21 pp.  Case — Autobytel.com Author(s): Moon, Youngme Publication Date: 10/20/1999 Revision Date: 10/12/2005 Product Type: Case (Field) Product Description: 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 sprung up, raising questions about the long-term viability of Autobytel’s purchase referral model. In addition, Autobytel is struggling to accelerate revenue growth. The company has launched several new services and is now seeking to reposition itself in the market. HBS Number: 9-500-015 Geographic Setting: Irvine, CA Industry Setting: Internet & online services industries; Automotive industry Number of Employees: 200 Gross Revenues: $36 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Automobiles; Distribution channels; Electronic commerce; Internet Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-500-076), 13p, by Youngme Moon   Add   View  18 pp.  Case — Net.Genesis, Inc. Dolan, Robert J.; Lal, Rajiv; Fagan, Perry L. Net.Genesis is planning 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. Teaching Purpose: To discuss marketing issues in a developing market. HBS Number: 9-500-009 Type: Case (Field) Publication Date: 11/15/1999 Geographic Setting: United States Industry Setting: Internet software Number of Employees: 70 Gross Revenues: $5 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Brands; Communication; Internet; Marketing management; Product planning & policy   Added   View  18 pp.  Case — Brita Products Co Author(s): Deighton, John Publication Date: 08/30/1999 Revision Date: 01/15/2002 Product Type: Case (Field) Product Description: Describes a race for installed base, with increasing returns to scale and a delicate acquisition versus retention balance. Clorox’s Brita skillfully exploits a tide of water safety concerns, growing a home water filtration business from inception to a 15% U.S. household penetration in ten years. The decision in the case arises as the period of increasing returns seems to be drawing to a close, and management must use its legacy, an installed based and a strong brand equity, to take the business forward into a less friendly environment. Students can model the relation between the primary demand for pitchers and the derived demand for filters to decide where they want to put future investments. Teaching Purpose: The economics of acquisition and retention, installed base marketing, and lifetime customer value calculation. HBS Number: 9-500-024 Geographic Setting: United States Industry Setting: packaged goods Gross Revenues: $200 million revenues Event Year Start: 1989 Event Year End: 1999 Subjects: Household products; Marketing management; New product marketing; Product life cycle; Test markets; Water pollution Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-501-067), 12p, by John Deighton   Add   View  19 pp.  Case — Aladdin Knowledge Systems Quelch, John A.; Root, Robin The founder, president, and CEO of a leading software security company has just announced the $5.1 million cash acquisition of a key competitor. As a result, his company becomes the market share leader in Europe and number two in the United States. But now, he and the rest of the management team have to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm’s two overlapping software security product lines. HBS Number: 9-598-018 Type: Case (Field) Publication Date: 07/14/1997 Revision Date: 02/24/1998 Geographic Setting: Israel, Germany, United States Industry Setting: software piracy Number of Employees: 80 Gross Revenues: $20 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Acquisitions; International marketing; Marketing management; Software Supplementary Materials: Teaching Note, (5-598-071), 10p, by Das Narayandas    III. Developing Strategic Marketing Programs   Add   View  1 pp.  Introduction   Add   View  24 pp.  9. Business Strategies: A Foundation for Marketing Program Decisions   Added   View  28 pp.  Case — Starbucks’ Global Quest in 2006: Is the Best Yet to Come? Arthur A. Thompson, Jr., The University of Alabama, Amit J. Shah, Frostburg State University, Thomas F. Hawk, Frostburg State University Description: This freshly revamped and updated case details Starbucks’ evolving strategy, management‘s wide-ranging efforts to build a company with soul and make Starbucks a great place to work, the culture that has emerged, and the company's blossoming social responsibility initiatives. Is Starbucks on track to achieve management's twin goals of 30,000 locations worldwide by 2013 and establishing Starbucks as the most recognized and respected brand in the world? Accompanying video available. Publication Date: 2007 Geographic Setting: Global Industry Setting: Restaurant Event Year Start: 1971 Event Year End: 2005 Courses: Business Policy; Marketing; Entrepreneurship; International Course Sequence: Business Strategy; Ethics, Strategy, and Social Responsibility; International; Implementation Subjects: Business Policy; CEO; Implementation; Leadership; International Supplements: Teaching Note   Add   View  23 pp.  Case — LVMH’s Diversification Strategy into Luxury Goods Gamble, John E. In 2002 LVMH Mo?t Hennessy Louis Vuitton was the world’s largest luxury products company with annual sales of 12.2 billion euros and a business portfolio that included some of the most prestigious brand names in wines and champagnes, fashion, watches and jewelry, and perfumes and cosmetics. Does the company‘s ??star brand” diversification strategy make sense? Are there good strategic fits among the company many businesses? Why is the company's performance so weak? What should be done to boost performance? Publication Date: 2004 Geographic Setting: International Industry Setting: Fashion/Spirits/Retailing/Luxury Goods Event Year Start: 1989 Event Year End: 2002 Courses: Business Policy; International; Marketing Course Sequence: Diversification Subjects: Acquistions; Business Policy; Corporate Strategy; Market Positioning; Retailing; Product Portfolio Management Supplements: Teaching Note   Add   View  31 pp.  Case — Matching Dell Author(s): Rivkin, Jan W.; Porter, Michael E. Publication Date: 06/06/1999 Product Type: Case (Library) Product Description: After years of success with its vaunted “Direct Model” for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell’s strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell‘s approach. Students are called on to formulate strategic plans of action for Dell and its various rivals. Teaching Purpose: Designed to be taught in any of several places in an MBA course on competitive strategy. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis, the evolution of industry structure, and relative cost analysis. HBS Number: 9-799-158 Geographic Setting: Global Industry Setting: personal computers Company Size: Fortune 500 Gross Revenues: $19 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Competition; Computer industry; Cost analysis; Industry structure; Personal computers; Strategic planning Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-700-084), 24p, by Jan W. Rivkin   Added   View  20 pp.  Case — Harley-Davidson in 2004 John E. Gamble, Roger Schäfer, both of University of South Alabama Description: This case explores the appeal of Harley-Davidson’s outlaw image and quality touring and custom motorcycles with baby boomers in the U.S., Asia, and Europe, and its success competing in the heavyweight segment of the motorcycle industry in various international markets. It illustrates cross-country differences in buyer preferences and market conditions, strategy options for entering and competing in international markets, and multi-country versus global competition. The case also provides an opportunity to critique the offensive and defensive strategies that Harley-Davidson has used in building market share in the U.S. and in international markets. Accompanying video available. Publication Date: 2007 Geographic Setting: Global Industry Setting: Motorcycle Event Year Start: 1903 Event Year End: 2004 Courses: Business Policy; International; Marketing Course Sequence: Business Strategy; International Subjects: Business Policy; Industry Analysis; International; Market Analysis Supplements: Teaching Note; Video   Added   View  26 pp.  Case — Krispy Kreme Doughnuts in 2006: Is a Turnaround Possible? Arthur A. Thompson, The University of Alabama, Amit J. Shah, Frostburg State University Description: This freshly updated case calls for students to explore how a company firing on all cylinders can go so wrong so quickly. Besieged with declining doughnut sales, failing franchises, and problems with false and misleading financial statements over the past 20 months, can the company be salvaged? Is a turnaround possible? How does a company with a tarnished reputation put the luster back on its product and reignite rapid growth? Accompanying video available. Publication Date: 2007 Geographic Setting: U.S. Industry Setting: Restaurant Event Year Start: 1992 Event Year End: 2006 Courses: Business Policy; Marketing Course Sequence: Business Strategy; Ethics, Strategy, and Social Responsibility Subjects: Business Policy; Industry Analysis; Retail Stores; Marketing Strategy; Business and Society; Business Ethics Supplements: Teaching Note; Video   Added   View  23 pp.  Case — Jollibee Foods Corp. (A): International Expansion Author(s): Bartlett, Christopher A.; O’Connell, Jami Publication Date: 07/07/1998 Revision Date: 12/17/2001 Product Type: Case (Field) Product Description: Noli Tingzon, newly-appointed international division VP at Jollibee, the Philippines-based hamburger chain, is faced with the challenge of expanding fast food operations in Asia in the face of stiff competition. The case describes Jollibee‘s six-year international expansion history and the lessons the company has learned. Against this background, Noli must decide among expansion opportunities in New Guinea, Hong Kong, and California. Teaching Purpose: To illustrate the motivations and means of international expansion strategies, particularly highlighting the organizational capabilities required. HBS Number: 9-399-007 Geographic Setting: Philippines, Asia/Pacific Industry Setting: fast food Gross Revenues: $250 million revenues Event Year Start: 1987 Event Year End: 1997 Subjects: Business policy; Expansion; Fast food industry; International business; Marketing implementation; Multinational corporations; Organization; Southeast Asia; Strategy implementation Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-399-113), 3p, by Christopher A. Bartlett; Teaching Note, (5-399-146), 12p, by Christopher A. Bartlett; Case Video, (9-300-501), 14 min, by Christopher A. Bartlett   Add   View  32 pp.  10. Product Decisions   Added   View  26 pp.  Case — Krispy Kreme Doughnuts in 2006: Is a Turnaround Possible? Arthur A. Thompson, The University of Alabama, Amit J. Shah, Frostburg State University Description: This freshly updated case calls for students to explore how a company firing on all cylinders can go so wrong so quickly. Besieged with declining doughnut sales, failing franchises, and problems with false and misleading financial statements over the past 20 months, can the company be salvaged? Is a turnaround possible? How does a company with a tarnished reputation put the luster back on its product and reignite rapid growth? Accompanying video available. Publication Date: 2007 Geographic Setting: U.S. Industry Setting: Restaurant Event Year Start: 1992 Event Year End: 2006 Courses: Business Policy; Marketing Course Sequence: Business Strategy; Ethics, Strategy, and Social Responsibility Subjects: Business Policy; Industry Analysis; Retail Stores; Marketing Strategy; Business and Society; Business Ethics Supplements: Teaching Note; Video   Add   View  35 pp.  Case — PepsiCo’s Acquisition of Quaker Oats Gamble, John E. What is your evaluation of PepsiCo’s “new” corporate strategy? Do Quaker‘s businesses have good strategic fit and resource fit with PepsiCo's businesses? Student familiarity with all the Quaker and PepsiCo products make this case work well in class. Very suitable for a written case or oral team presentations. Publication Date: 2002 Geographic Setting: International Industry Setting: Beverages/Packaged Foods Event Year Start: 2000 Event Year End: 2001 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Acquisitions; Corporate Strategy; Marketing Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Add   View  23 pp.  Case — The Black & Decker Corporation in 2000 Gamble, John E.; Thompson, Arthur A. Jr. A splendid case for illustrating the perils of unrelated diversification and making acquisitions that stretch a company’s financial resources too thin. Students will need to evaluate strategic fit and resource fit and draw an attractiveness; strength matrix in deciding what moves B&D should make to improve the performance of its portfolio. Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1984 Event Year End: 2000 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Corporate Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Add   View  31 pp.  Case — Campbell Soup Company in 2000 Gamble, John E.; Thompson, Arthur A. Jr. After just two years on the job, Campbell Soup’s new CEO has just resigned, having failed to light a fire under the company‘s sales and profits. The company's many attempts to diversify have produced lackluster results for most of the past 15 years. Students have to decide “now what does Campbell do to get good performance out of its portfolio of products and businesses?” Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Packaged Foods Event Year Start: 1980 Event Year End: 2000 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Corporate Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Added   View  27 pp.  Case — Dell Inc. in 2006: Can Rivals Beat Its Strategy? Arthur A. Thompson, Jr., The University of Alabama, John E. Gamble, University of South Alabama Description: Can Dell leverage its competencies and competitive capabilities into global market leadership in PCs, low-end servers, and select other IT products and services? A terrific case for illustrating how astute management of a company’s value chain can translate into global low-cost leadership and sustainable competitive advantage. This is a “must use” case that teaches exceptionally well, and Dell is a company that ‘’wows‘' students. Publication Date: 2007 Geographic Setting: Global Industry Setting: Computers Event Year Start: 1984 Event Year End: 2005 Courses: Business Policy; e-Commerce Course Sequence: Business Strategy; e-Commerce; Implementation Subjects: Business Policy; CEO; Implementation; Leadership; e-Commerce Supplements: Teaching Note   Add   View  26 pp.  Case — Smucker’s Acquisitions of Jif and Crisco Gamble, John E. Will the acquisition of Jif and Crisco allow J. M. Smucker to ultimately grow to $3 billion through a “three legged” growth strategy that included organic sales growth of existing brands, new product introductions, and further strategic acquisitions that fit within the company’s vision of owning and marketing number-one ‘’center of store‘' food brands, with an emphasis on North America? Smucker must compete with such global food giants as Nestl?, Kraft Foods, General Mills, Unilever, and Campbell Soup which had a much stronger portfolio of brands, thus giving them more negotiating power with large supermarket chains. Publication Date: 2004 Geographic Setting: U.S. Industry Setting: Packaged Foods Event Year Start: 2001 Event Year End: 2002 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Acquistions; Business Policy; Corporate Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Add   View  14 pp.  Case — Oscar Mayer: Strategic Marketing Planning Author(s): Quelch, John A.; Kotchen, Dan; Drane, Robe Publication Date: 01/22/1997 Revision Date: 03/20/1998 Product Type: Case (Field) Product Description: The marketing director of Oscar Mayer faces a series of strategic marketing options regarding established and new products, including budget and capacity allocation decisions. Teaching Purpose: To highlight the dynamics of marketing planning and budgeting, and to illustrate the need to consider inputs from other functions in the planning process. HBS Number: 9-597-051 Geographic Setting: United States Industry Setting: food Gross Revenues: $1.9 billion revenues Subjects: Food; New product marketing; Product development; Product planning & policy Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-597-052), 6p, by John A. Quelch, Dan Kotchen, Robert Drane   Added   View  24 pp.  Case — Colgate-Palmolive Co.: The Precision Toothbrush Author(s): Quelch, John A.; Laidler, Nathalie Publication Date: 04/23/1993 Revision Date: 04/20/2006 Product Type: Case (Field) Product Description: Colgate-Palmolive Co. is considering how to position its new technological toothbrush, Precision. The case explores issues concerned with new product launches and requires students to do profitability analyses of different positioning alternatives. HBS Number: 9-593-064 Geographic Setting: United States Industry Setting: Dental industry Company Size: Fortune 500 Event Year Start: 1992 Event Year End: 1992 Subjects: New product marketing; Product positioning; Profitability analysis Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-595-025), 11p, by John A. Quelch   Add   View  27 pp.  11. Pricing Decisions   Added   View  15 pp.  Case — Cumberland Metal Industries: Engineered Products Division—1980 Author(s): Shapiro, Benson P.; Sherman, Jeffrey J. Publication Date: 01/01/1980 Revision Date: 08/16/1985 Product Type: Case (Field) Product Description: Cumberland Metal Industries has developed a new product to help contractors drive piles faster. They are trying to decide how to price it. Provides substantial information on the industry, competition, etc. Students must decide what factors are relevant in making an industrial pricing decision. Decisions must also be made about promotion and distribution channels. Software for this case is available (9-589-528). HBS Number: 9-580-104 Geographic Setting: United States Industry Setting: Construction industry Company Size: small Gross Revenues: $18 million sales Event Year Start: 1980 Event Year End: 1980 Subjects: Competition; Distribution channels; Industrial goods; Industrial markets; Industry analysis; Market entry; New product marketing; Pricing strategy; Product management Academic Discipline: Marketing Supplementary Materials: Master Diskette, (9-589-528), , by Patrick J. Kaufmann; Teaching Note, (5-585-115), 12p, by Robert J. Dolan   Add   View  33 pp.  12. Distribution Channel Decisions   Add   View  25 pp.  Case — Andrea Jung and Avon Products in 2003: Accelerating the Transformation Gamble, John E. Just how good a CEO is Andrea Jung? What do you think of the moves she has made to accelerate Avon’s transformation? Is the cosmetics, fragrances, and toiletries (CFT) industry attractive and does Avon have the resources and competitive capabilities to succeed in this industry, in light of the prevailing competitive pressures and the forces that are driving industry change? Publication Date: 2004 Geographic Setting: International Industry Setting: Cosmetics Event Year Start: 1999 Event Year End: 2003 Courses: Business Policy; Marketing Course Sequence: Lead-Off/Business Strategy/Implementation Subjects: Business Policy; Implementation; CEO; Leadership; Retailing; Marketing Strategy; Consumer Goods; Women Executives Supplements: Teaching Note/Video   Added   View  27 pp.  Case — Dell Inc. in 2006: Can Rivals Beat Its Strategy? Arthur A. Thompson, Jr., The University of Alabama, John E. Gamble, University of South Alabama Description: Can Dell leverage its competencies and competitive capabilities into global market leadership in PCs, low-end servers, and select other IT products and services? A terrific case for illustrating how astute management of a company’s value chain can translate into global low-cost leadership and sustainable competitive advantage. This is a “must use” case that teaches exceptionally well, and Dell is a company that ‘’wows‘' students. Publication Date: 2007 Geographic Setting: Global Industry Setting: Computers Event Year Start: 1984 Event Year End: 2005 Courses: Business Policy; e-Commerce Course Sequence: Business Strategy; e-Commerce; Implementation Subjects: Business Policy; CEO; Implementation; Leadership; e-Commerce Supplements: Teaching Note   Add   View  22 pp.  Case — MedSim Arnold, David J.; Brachfeld, Dov An Israeli high-tech start-up has developed an innovative simulator which makes possible non-patient training in medical ultrasound. The marketing function moves to the United States, the largest market, while other functions remain in Israel. The case describes a number of options for further growth. Teaching Purpose: To explore the challenges facing start-up businesses in global markets. HBS Number: 9-599-020 Type: Case (Field) Publication Date: 11/02/1998 Revision Date: 06/01/1999 Geographic Setting: Global Industry Setting: medical Number of Employees: 25 Gross Revenues: $2 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Entrepreneurial management; International marketing; Marketing strategy   Add   View  13 pp.  Case — Goodyear: The Aquatred Launch (Condensed) Author(s): Chun, Samuel Publication Date: 11/03/1999 Revision Date: 11/09/1999 Product Type: Case (Field) Product Description: 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. HBS Number: 9-500-039 Geographic Setting: Akron, OH Industry Setting: tires Company Size: Fortune 500 Gross Revenues: $2 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Distribution channels; Distribution planning; Marketing implementation; Marketing management; Marketing strategy; New product marketing; Tire industry Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-500-044), 9p, by Samuel Chun   Add   View  24 pp.  Case — MathSoft, Inc. (A) Author(s): Rangan, V. Kasturi; Swartz, Gordon Publication Date: 04/30/1993 Revision Date: 07/18/1994 Product Type: Case (Field) Product Description: MathSoft’s VP of sales has doubled the size of the company‘s direct field sales force to support the launch of a new, high-end workstation software product priced at almost $9,000. However, sales of the new product are far below plan. At the same time, the VP of marketing is calling for increased magazine advertising to support sales of the company's $349 personal computer software product, which has been marketed through a combination of distributors, retailers, telephone sales, and direct mail. The president of this entrepreneurial company must determine the appropriate channel structure and communications programs for MathSoft's current product line and future growth. Illustrates the close linkages and trade-offs between industrial marketing channels and communications methods and traces the evolution of one company's hybrid marketing channels. Also introduces students to the use of advertising and direct marketing in selling complex, industrial products. For students who have had a quantitative modeling course, the case includes the output of a market response model developed from MathSoft's advertising and sales data. HBS Number: 9-593-094 Geographic Setting: Massachusetts Industry Setting: computer software Company Size: small Number of Employees: 45 Gross Revenues: $3 million revenues Event Year Start: 1988 Event Year End: 1990 Subjects: Advertising; Communication strategy; Direct marketing; Distribution channels; Distribution planning; Industrial markets; Software Academic Discipline: Marketing Supplementary Materials: Supplement (Field), (9-593-095), 3p, by V. Kasturi Rangan, Gordon Swartz; Case Video, (9-593-518), 17 min, by Mathsoft   Add   View  28 pp.  13. Integrated Promotion Decisions   Add   View  19 pp.  Case — Cofidis Luc Wathieu 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. HBS Number: 9-501-055 Type: Case (Field) Publication Date: 1/22/2001 Revision Date: 6/15/2002 Geographic Setting: Lille, France Industry Setting: consumer credit Gross Revenues: $450 million Subjects: Advertising, Advertising ethics, Brands, Business policy, Communication strategy, Consumer credit, Direct marketing, Distribution, Ethics, Europe, Finance, France, General management, International business, International marketing, Product management   Add   View  31 pp.  Case — Calyx & Corolla Author(s): Salmon, Walter J.; Wylie, David Publication Date: 11/01/1991 Revision Date: 10/06/1995 Product Type: Case (Field) Product Description: Describes a new entry into the $8 billion flower industry in the United States. Combining the use of overnight air freight (Federal Express), information technology, an 800 number, and a catalog, Calyx & Corolla was changing the way flowers had traditionally been distributed, bypassing three layers of distribution, and providing very fresh flowers directly from the growers to consumers. Frames the question of how this start-up venture should grow. HBS Number: 9-592-035 Geographic Setting: United States Industry Setting: Mail order; Retail industry; Floral industry Company Size: start-up Number of Employees: 30 Gross Revenues: $10 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Agribusiness; Distribution planning; Information systems; Information technology Academic Discipline: Marketing Supplementary Materials: Case Video, (9-592-509), 3 min, by KGO TV; Teaching Note, (5-596-116), 10p, by Walter J. Salmon, Judith Maas   Add   View  15 pp.  Case — Warner-Lambert Ireland: Niconil Author(s): Quelch, John A.; Smith, Susan P. Publication Date: 01/18/1993 Revision Date: 11/05/1993 Product Type: Case (Field) Product Description: The marketing director of Warner-Lambert’s Irish subsidiary is completing the marketing plan for the launch of Niconil, a transdermal skin patch to facilitate smoking cessation. HBS Number: 9-593-008 Geographic Setting: Ireland Industry Setting: pharmaceuticals Gross Revenues: $50 million revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Marketing planning; New product marketing; Pharmaceuticals; Pricing; Product lines; Sales forecasting Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-594-062), 11p, by John A. Quelch    IV. Strategic Marketing Programs for Selected Situations   Add   View  1 pp.  Introduction   Add   View  30 pp.  14. Marketing Strategies for the New Economy   Added   View  26 pp.  Case — eBay: Facing the Challenge of Global Growth Lou Marino, The University of Alabama, Patrick Kreiser, Ohio University Description: This case focuses on the data and strategic issues that eBay’s managers must address as the company moves beyond the traditional auction niche that it now dominates largely unchallenged and as the company drives to continue its phenomenal growth by expanding into international markets. How can the company maintain its stellar growth rates? What strategic changes may be needed? Accompanying video available. Publication Date: 2007 Geographic Setting: Global Industry Setting: Auctioning Event Year Start: 1996 Event Year End: 2005 Courses: Business Policy; e-Commerce Course Sequence: Business Strategy; e-Commerce Subjects: Business Policy; e-Commerce Supplements: Teaching Note; Video   Add   View  19 pp.  Case — Artemis Images: Providing Content in the Digital Age Bell, Joseph R.; Winn, Joan Artemis Images appeared poised to succeed in offering images and products on the World Wide Web. But two months after initial startup, the company is on the verge of collapse because the search and purchase engine behind the website failed to work. What went wrong? Can things be turned around quickly, given that the initial start-up capital has been exhausted? A surprising epilogue — despite an apparently hopeless situation, the answer is YES!!! Publication Date: 2004 Geographic Setting: U.S. Industry Setting: e-Commerce Event Year Start: 1999 Event Year End: 2001 Courses: Business Policy; e-Commerce; Entrepreneurship Course Sequence: Business Strategy; e-Commerce Subjects: Business Policy; Electronic Commerce; Small Business; Entrepreneurship Supplementary Material: Teaching Note   Add   View  22 pp.  Case — Peapod, Inc., and the Online Grocery Business Eisner, Alan B.; Belmont, Nicole Peapod’s losses are increasing and it is burning through its cash reserves at an alarming rate. Sales growth is far below projections and better-financed competitors with attractive strategies are entering the market. Peapod‘s new CEO has a plateful of issues and must take decisive action for Peapod to survive. Publication Date: 2000 Geographic Setting: U.S. Industry Setting: e-Commerce Event Year Start: 1989 Event Year End: 1999 Courses: Business Policy; e-Commerce Course Sequence: e-Commerce Subjects: Business Policy; Electronic Commerce; Industry Analysis Supplementary Material: Teaching Note   Add   View  20 pp.  Case — drkoop.com Herskowitz, Nicole; Howard, Fred; Iverson, Michael; Mehlhop, Janet; Speer, Pilar Can this struggling dot-com company survive? Does it have a viable strategy and business model to be a leading provider and source of medical information to consumers? A great case for illustrating the problems facing many hastily-conceived “first-generation” e-commerce firms. Recommended for the 2nd half of your business strategy module. Publication Date: 1999 Geographic Setting: U.S. Industry Setting: e-Commerce Event Year Start: 1997 Event Year End: 1998 Courses: Business Policy; e-Commerce Course Sequence: e-Commerce Subjects: Business Policy; Industry Analysis; Electronic Commerce Supplementary Material: Teaching Note   Added   View  16 pp.  Case — CVS: The Web Strategy Author(s): Deighton, John; Shah, Anjali Publication Date: 12/02/1999 Revision Date: 02/02/2001 Product Type: Case (Field) Product Description: 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. A number of tactical questions remain to be answered, and then there is the larger strategic question—why do this at all? Teaching purpose: Issues in the integration of traditional retailing with online channels. HBS Number: 9-500-008 Geographic Setting: New England Industry Setting: drug retailing Gross Revenues: $15 billion revenues Subjects: Distribution channels; Electronic commerce; Internet; Marketing management; Pharmaceuticals industry; Retailing Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-501-064), 9p, by John Deighton   Add   View  35 pp.  15. Strategies for New and Growing Markets   Added   View  18 pp.  Case — Outback Steakhouse Sarah June Gauntlett, The University of Alabama Description: Outback has diversified its line-up of restaurant formats to include Carrabba’s, Lee Roy Selmon‘s, Cheeseburger in Paradise, Bonefish Grill, Fleming's Prime Steakhouse, Paul Lee's Chinese Kitchen and Roy's. A set of Principles and Beliefs has long underpinned the company's culture and operating practices. A new CEO has come on board. What needs to be changed/improved and what needs to be continued in the quest for operational excellence? Publication Date: 2007 Geographic Setting: U.S. Industry Setting: Restaurant Event Year Start: 1987 Event Year End: 2004 Courses: Business Policy Course Sequence: Implementation Subjects: Business Policy; Implementation Supplements: Teaching Note   Add   View  20 pp.  Case — Competition in the Bottled Water Industry in 2004 Author(s): Gamble, John E. Publication Date: 2006 Case Description: This freshly updated case is a splendid follow-on to your coverage of the tools of industry and competitive analysis. Students have ample information for doing a thorough 5-forces analysis, identifying driving forces and industry key success factors, drawing a strategic group map, and recommending what moves such competitors as PepsiCo, Coca-Cola, and DS Waters should make to strengthen their position against industry leader Nestlé . Geographic Setting: International Industry Setting: Beverages Courses: Business Policy/Marketing Course Sequence: Business Strategy Event Year Start: 1990 Event Year End: 2004 Subjects: Business Policy; Market Analysis; Industry Analysis; Market Segmentation; Distribution Channels Supplements: Teaching Note/Video Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition   Add   View  30 pp.  16. Strategies for Mature and Declining Markets   Add   View  22 pp.  Case — McDonald’s: Polishing the Golden Arches Marino, Lou & Jackson, Katy Beth Can McDonald’s revive its growth and adapt to changing consumer preferences? What strategy and menu changes are needed? Are the recently launched initiatives of a new CEO going to produce the desired results? Are more actions needed? Publication Date: 2004 Geographic Setting: International Industry Setting: Restaurants Event Year Start: 1955 Event Year End: 2003 Courses: Business Policy Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis Supplements: Teaching Note/Video   Added   View  25 pp.  Case — Callaway Golf Company: Sustaining Advantage in a Changing Industry Gamble, John E. This thoroughly updated case describes competition in the golf equipment industry and Callaway Golf’s strategy in building and sustaining competitive advantage in the industry. But the golf industry is now growing slowly and Callaway is running out of innovations to sustain its growth. Is the era of rapid growth over? What can Callaway do to rejuvenate its business? What strategic options make the most sense? Publication Date: 2004 Geographic Setting: International Industry Setting: Golf Equipment Event Year Start: 1984 Event Year End: 2002 Courses: Business Policy; Marketing Course Sequence: Business Strategy Subjects: Business Policy; Competitive Advantage; Market Positioning; Product Development Supplementary Material: Teaching Note   Add   View  29 pp.  Case — Cannondale Corporation Stone, Romuald; Gamble, John E. One of the world’s leading makers of high-performance bicycles, Cannondale is facing mounting competitive pressures from other global producers, a potential slowdown in mountain bike sales, and flat sales and earnings. Is the company‘s planned entry into odirt bikeso the key to a turnaround in Cannondale's prospects? Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1991 Event Year End: 2000 Courses: Business Policy; Entrepreneurship; Marketing Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis; Product Development; Market Positioning Supplementary Material: Teaching Note   Add   View  26 pp.  Case — Smucker’s Acquisitions of Jif and Crisco Gamble, John E. Will the acquisition of Jif and Crisco allow J. M. Smucker to ultimately grow to $3 billion through a “three legged” growth strategy that included organic sales growth of existing brands, new product introductions, and further strategic acquisitions that fit within the company’s vision of owning and marketing number-one ‘’center of store‘' food brands, with an emphasis on North America? Smucker must compete with such global food giants as Nestl?, Kraft Foods, General Mills, Unilever, and Campbell Soup which had a much stronger portfolio of brands, thus giving them more negotiating power with large supermarket chains. Publication Date: 2004 Geographic Setting: U.S. Industry Setting: Packaged Foods Event Year Start: 2001 Event Year End: 2002 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Acquistions; Business Policy; Corporate Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Added   View  30 pp.  Case — Unilever’s Path to Growth Strategy: Is It Working? Thompson, A.A., Jr. Does it make strategic sense for Unilever to reshape its brand/product/business lineup from one that consisted largely of local and regional brands to one which is more strongly focused on global brands sold in most all country markets? Are there good strategic fits among the various parts of Unilever’s businesses/brands? Did Unilever pay too rich a price for its SlimFast, Ben and Jerry‘s, and Bestfoods acquisitions? Should we expect the three acquired businesses to perform better as part of Unilever than they would likely perform as standalone enterprises? What comes after the Path to Growth Strategy? What should Unilever's game plan be for the next 5 years? Publication Date: 2004 Geographic Setting: International Industry Setting: Processed Foods Event Year Start: 1999 Event Year End: 2003 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Acquisitions; Corporate Strategy; Product Portfolio Management Supplements: Teaching Note   Add   View  35 pp.  Case — PepsiCo’s Acquisition of Quaker Oats Gamble, John E. What is your evaluation of PepsiCo’s “new” corporate strategy? Do Quaker‘s businesses have good strategic fit and resource fit with PepsiCo's businesses? Student familiarity with all the Quaker and PepsiCo products make this case work well in class. Very suitable for a written case or oral team presentations. Publication Date: 2002 Geographic Setting: International Industry Setting: Beverages/Packaged Foods Event Year Start: 2000 Event Year End: 2001 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Acquisitions; Corporate Strategy; Marketing Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Add   View  23 pp.  Case — The Black & Decker Corporation in 2000 Gamble, John E.; Thompson, Arthur A. Jr. A splendid case for illustrating the perils of unrelated diversification and making acquisitions that stretch a company’s financial resources too thin. Students will need to evaluate strategic fit and resource fit and draw an attractiveness; strength matrix in deciding what moves B&D should make to improve the performance of its portfolio. Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1984 Event Year End: 2000 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Corporate Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Add   View  31 pp.  Case — Campbell Soup Company in 2000 Gamble, John E.; Thompson, Arthur A. Jr. After just two years on the job, Campbell Soup’s new CEO has just resigned, having failed to light a fire under the company‘s sales and profits. The company's many attempts to diversify have produced lackluster results for most of the past 15 years. Students have to decide “now what does Campbell do to get good performance out of its portfolio of products and businesses?” Publication Date: 2000 Geographic Setting: U.S. Industry Setting: Packaged Foods Event Year Start: 1980 Event Year End: 2000 Courses: Business Policy; Marketing Course Sequence: Diversification Subjects: Business Policy; Corporate Strategy; Product Portfolio Management Supplementary Material: Teaching Note   Add   View  26 pp.  Case — Sharp Corp.: Technology Strategy Author(s): Collis, David J.; Noda, Tsutomu Publication Date: 02/16/1993 Revision Date: 04/03/1995 Product Type: Case (Field) Product Description: Teaches the evolution of the corporate strategy of Sharp Corp., Japan. Sharp Corp., a second-tier assembler of TV sets and home appliances, gradually and consistently improved performance by developing expertise in electronic device technologies such as specialized ICs and LCDs and used these technologies to develop innovative end products. As a result, the company was regarded as a world leader in opto-electronics and was becoming a premier comprehensive electronics company. Teaching Objectives: Explores how the company identified, developed, and leveraged its lay technologies. Also discusses how the company coordinated across multiple businesses, and its organizational capabilities. HBS Number: 9-793-064 Geographic Setting: Japan Industry Setting: Electronics industry Company Size: large Number of Employees: 41,800 Gross Revenues: $11.5 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Corporate strategy; Diversification; Electronics; Leadership; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-794-025), 16p, by David J. Collis   Add   View  14 pp.  Case — R.R. Donnelley: Expanding into Eastern Europe Kennedy, Robert E. Examines several market entry options for R.R. Donnelley’s expansion into Eastern Europe. Used as an introduction to a Harvard Business School course titled "New Opportunities in Emerging Markets." Asks students to consider the following issues: 1) the impact of macroeconomics and political instability on project profitability, 2) market research in an emerging market, 3) choice of a joint venture partner, 4) geographic versus industry diversification, and 5) capital structure. HBS Number: 9-799-083 Type: Case (Field) Publication Date: 12/21/1998 Revision Date: 3/13/1999 Geographic Setting: Central Europe Industry Setting: commercial printing Number of Employees: 34,000 Gross Revenues: $4.2 billion revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Corporate strategy; Eastern Europe; Emerging markets; Foreign investment; Macroeconomics   Add   View  24 pp.  Case — Sears, Roebuck and Co. Lal, Rajiv; Sood, Sanjay Arthur C. Martinez, newly appointed CEO of Sears Merchandise Group, must decide how to turn around Sears’ slumping retail sales performance. After decades of dominance, Sears had lost its top retailing position to Wal-Mart. Martinez‘s task is to determine whether Sears should expand its most successful product lines, switch to higher-margin lines, or tout its strength as the last true one-stop-shopping department store. HBS Number: M278 Type: Case (Field) Publication Date: 01/02/1997 Revision Date: 10/01/1997 Geographic Setting: Chicago, IL Industry Setting: retail merchandising Number of Employees: 335,000 Gross Revenues: $30, 518 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Advertising campaigns; Branches; Capital investments; Clothing; Consumer behavior; Discount department stores; Distribution channels; Industry analysis; Retailing Publisher: Stanford University    V. Implementing and Controlling Marketing Programs   Add   View  1 pp.  Introduction   Add   View  26 pp.  17. Organizing and Planning for Effective Implementation   Added   View  26 pp.  Case — Wal-Mart Stores Inc.: Combating Critics and Sustaining Growth Arthur A. Thompson, Jr., The University of Alabama Description: A superb case for illustrating all that needs to be done to successfully execute a low-cost leadership strategy. The case details the strategy that Sam Walton fashioned and the company’s strategy execution approaches. But Wal-Mart‘s phenomenal growth and success has spawned a host of critics whose agenda is to reform the ways Wal-Mart does business. Can CEO Lee Scott's new “charm offensive” quell the Wal-Mart bashing and allow the company to continue policies and practices that have been responsible for the company's success? Accompanying video available. Publication Date: 2007 Geographic Setting: U.S. Industry Setting: Discount Retailing Event Year Start: 1962 Event Year End: 2005 Courses: Business Policy; Marketing Course Sequence: Business Strategy; Implementation Subjects: Business Policy; Implementation; Marketing Management; Marketing Strategy; Retail Stores; Retailing; Distribution; Culture Supplements: Teaching Note; Video   Add   View  20 pp.  Case — Kmart: Striving for a Comeback Gamble, John E. The case profiles Kmart’s strategy, store operation practices, corporate culture, allocation of resources, and other implementation efforts under five CEOs, the company‘s eventual fall into bankruptcy, and the efforts of recent CEOs to reverse Kmart's declining fortunes in its struggle against Wal-Mart. Publication Date: 2004 Geographic Setting: U.S. Industry Setting: Retailing Event Year Start: 1987 Event Year End: 2003 Courses: Business Policy; Marketing Course Sequence: Business Strategy/Implementation/Ethics, Strategy, and Social Responsibility Subjects: Business Policy; Implementation; Marketing Management; Marketing Strategy; Retail Stores; Retailing; Executive Compensation Supplements: Teaching Note/Video   Add   View  20 pp.  Case — Acer America: Development of the Aspire Author(s): Bartlett, Christopher A.; St. George, Ant Publication Date: 12/30/1998 Revision Date: 04/09/2001 Product Type: Case (Field) Product Description: Follows the development, national launch, and global rollout of the Aspire, Acer’s first new product developed outside Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical “fast food” business concept and his “client server‘' organization model? Teaching Purpose: To discuss the development and implementation of global strategy, to explore new models of global organization, and to examine the management of headquarter-subsidiary relations. May be used with: (9-399-010) Acer, Inc.: Taiwan's Rampaging Dragon. HBS Number: 9-399-011 Geographic Setting: United States, Taiwan, Global Industry Setting: computers Number of Employees: 600 Gross Revenues: $1.1 billion revenues Event Year Start: 1995 Event Year End: 1998 Subjects: International business; Marketing implementation; Matrix organization; Multinational corporations; Product development; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-300-035), 12p, by Christopher A. Bartlett; Case Video, (9-301-805), 14 min, by Christopher A. Bartlett   Add   View  26 pp.  18. Measuring and Delivering Marketing Performance   Add   View  18 pp.  Case — Wells Fargo Online Financial Services (A) Author(s): Kaplan, Robert S.; Tempest, Nicole Publication Date: 06/12/1998 Revision Date: 08/21/2001 Product Type: Case (Field) HBS Number: 9-198-146 Geographic Setting: California Industry Setting: banking Event Year Start: 1997 Event Year End: 1997 Subjects: Balanced scorecard; Banking; California Research Center; Electronic commerce; Entrepreneurship; Internet; Performance measurement Academic Discipline: Accounting & control Supplementary Materials: Teaching Note, (5-199-058), 16p, by Robert S. Kaplan Product Description: Describes how Wells Fargo, the industry leader in electronic banking, implemented a Balanced Scorecard in its online financial services group (OFS) to track and measure performance. The OFS group develops and supports services that allow existing and future banking customers to transact via the Internet. The new division faces rapid change and must invest heavily in new technology and in the development of innovative products and services. OFS was finding it difficult to balance the need for a clearly articulated strategy and measurable objectives with the flexibility required in its dynamic environment. Wells Fargo had a culture that embraced financial metrics. Yet OFS management believed that its business could not be measured and evaluated on the basis of financial metrics alone. For example, the group was not yet profitable, yet it provided a critical component to the bank’s long-term strategy. The OFS group believed that the Balanced Scorecard would allow them to develop a set of integrated, multidimensional measures to assess performance against its goals and to communicate and update its strategy in a rapidly changing environment. With an extensive description of the operations and economic drivers of the online financial services business, the case asks students to use this information to develop a Balanced Scorecard fo   Add   View  23 pp.  Case — Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A) Author(s): Shapiro, Roy D.; Watkins, Michael D.; Rose Publication Date: 10/25/1993 Revision Date: 07/03/1997 Product Type: Case (Field) Product Description: AT&T’s Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, Chief Quality Officer Rob Davis and his Quality Team have designed and put into place an unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily. Teaching Purpose: Links performance measurement and compensation policies to precepts of quality management. HBS Number: 9-694-047 Geographic Setting: Jacksonville, FL Industry Setting: credit cards Number of Employees: 2,700 Event Year Start: 1989 Event Year End: 1989 Subjects: Customer relations; Employee compensation; Employee empowerment; Performance measurement; Service management; Total quality Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-694-077), 3p, by Roy D. Shapiro, Michael D. Watkins, Susan Rosegrant; Teaching Note, (5-696-073), 11p, by Robert H. Hayes   Add   View  20 pp.  Case — LifeSpan Inc.: Abbott Northwestern Hospital Menezes, Melvyn A.J. Raises the powerful issues of measuring marketing performance in a not-for-profit services setting. Also raises several interesting ethical issues. LifeSpan Inc., a Minneapolis based not-for-profit organization is the parent holding company of three hospitals and several health services corporations. Abbott Northwestern, LifeSpan’s premier hospital, adopted a very market oriented approach to increase its share of a business that was both shrinking in size and becoming increasingly competitive. The company initiated a telemarketing advertising campaign which resulted in a flood of inquiries. The marketing group would like to nearly double the advertising budget; the board of directors would like some evidence that advertising, phone calls, inquiries, and other programs lead to filled beds and increased business. HBS Number: 9-587-104 Type: Case (Field) Publication Date: 12/30/1986 Revision Date: 08/31/1988 Geographic Setting: Minnesota Industry Setting: health care Company Size: mid-size Gross Revenues: $211 million revenues Event Year Start: 1986 Event Year End: 1986 Subjects: Advertising; Ethics; Health services; Marketing planning; Nonprofit organizations; Performance measurement; Productivity; Social enterprise Supplementary Materials: Teaching Note, (5-589-047), 26p, by Melvyn A.J. Menezes    Back Matter   Add   View  29 pp.  Index  Privacy Notice    The McGraw-Hill Companies    McGraw-Hill Higher Education    McGraw-Hill Custom Publishing   2008 copyright reserved