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CaseLink for
Peter-Donnelly: Marketing Management: Knowledge and Skills, Ninth Edition
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 Front Matter
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| 4 pp.
| Preface
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| I. Essentials of Marketing Management
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| 1 pp.
| Introduction
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| I. Introduction
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| 1 pp.
| Part A: Introduction
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| 25 pp.
| 1. Strategic Planning and the Marketing Management Process
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| 1 pp.
| Part B: Marketing Information, Research, and Understanding the Target Market
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| 15 pp.
| Case — A Crack in the Mug: Can Starbucks Mend It?
Author(s): Michael Herriman; Motohiro Wanikawa; Ryoko Ichinose; Shobhana Darak; Yumana Chaivan
Publication Date: 11/28/2008
Product Type: Case (Library)
Teaching Note: 8B08A16
Ivey ID: 9B08A016
Geographic Setting: United States Industry Setting: Eating and Drinking Places Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management Decisions; Market Strategy; Licensing; Operations Management; Expansion
Major Disciplines: International; Marketing
Product Description: After 20 years of rapid expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits. Its share price was hovering around $19 to $20. By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent, and in January 2008, it announced the closing of 100 U.S. stores. In July, the number was increased to 600. The case was written to encourage classroom discussion and research into the company policy and marketing practices in order to discover the means for a possible turnaround of the company.
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| 9 pp.
| Case — KIDS MARKET CONSULTING
Author(s): Beamish PW; Taylor S; Vynogradov O
Publication Date: 11/23/2004 Revision Date: 4/8/2005
Product Type: Case
Ivey ID: 9B04M065
Geographic Setting: Ukraine Industry Setting: Business Services Size: Small organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: Strategic Planning; Strategic Change; Strategy Development; Market Analysis
Functional Area: General Management
Product Description: The founder of Kids Market Consulting, a market research firm dedicated to kids, tweens and teens segment, is faced with increasing competition and slowing revenue, and was exploring a variety of possibilities for the future strategic direction ofthe business. In particular, she must formulate the best plan for protecting the niche market and decide how aggressively to pursue expansion. In addition, there was the existing relationship with her business partner and Kids Market Consulting waspart of his group of marketing firms. Any changes the founder chose had to respect this relationship and she was therefore restricted to a limited number of options. The over-arching corporate objective for the company was to defend the market fromlarger businesses who were trying to increase their share of the market research industry.
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| 15 pp.
| Case — CARVEL ICE CREAM - DEVELOPING THE BEIJING MARKET
Author(s): Mark B. Vandenbosch; Tom Gleave
Ivey ID: 9A99A017
Publication Date: 8/5/1999 Revision Date: 1/12/2010
Product Type: Case
Teaching Note: 8A99A17
Geographic Setting: China Industry Setting: Food and Kindred Products Size: Medium Year of Event: 1998 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Marketing communication; Pricing strategy; Product concept; Distribution
Major Disciplines: International; Marketing
Product Description: The manager of business development for Carvel Asia Limited is trying to determine how best to increase ice cream cake sales in Beijing. In doing so, he needs to develop a complete marketing program which includes decisions about product offerings, pricing, placement (distribution) and promotion - "the 4 Ps". Carvel Asia was a 50-50 joint venture between Carvel (USA) and China’s Ministry of Agriculture.
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| 12 pp.
| 2. Marketing Research: Process and Systems for Decision Making
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| 21 pp.
| Case — Vincor: Project Twist
Author(s): Niraj Dawar; Eric Singer
Publication Date: 1/31/2008
Product Type: Case (Field)
Ivey ID: 9B08A002
Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: New Product Development; Positioning and Differentiation; Brand Management
Major Disciplines: Marketing
Product Description: The alcohol cooler (refreshment) market in Canada was already crowded, but the marketing manager at Vincor believed there was still room for a new entrant, provided it was sufficiently differentiated. The case provides market research information on which the decision-maker relies to develop a product positioning. Trade-offs need to be made between various positioning options and costs. The case deals with marketing issues from the perspective of the brand manager launching a new product.
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| 10 pp.
| Case — ONTARIO MACHINERY RING (A) — PROBLEM DEFINITION
Author(s): Funk T
Publication Date: 11/23/2004
Industry: Agricultural Services
Abstract: The Ontario Machinery Ring is a cooperative set up to perform a matchmaking service for farmers who want to have custom work done and farmers who want to do custom work. This concept is widespread in Europe but has not been tried in North America. The general manager of the organization has set up a prototype operation and is looking at expansion opportunities. Expansion will take more funds than are available and the general manager has sought financial assistance from the provincialMinistry of Agriculture and Food. Before committing funds to this project, the ministry requires marketing research to measure demand for the machinery ring concept. Supplemental cases, Ontario Machinery Ring (B) and (C), product 9B04A022 and9B04A023 look at questionnaire development and data analysis.
Ivey Number: 9B04A021
Geographic Location: Canada Company Size: Small organization Year of Event: 2000 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Marketing Research; Marketing Planning; Data Analysis; Sales Forecasting
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| 4 pp.
| Case — ONTARIO MACHINERY RING (B) — RESEARCH DESIGN
Author(s): Funk T
Publication Date: 11/23/2004
Industry: Agricultural Services
Abstract: The general manager of Ontario Machinery Ring - a cooperative developed to match farmers with someone to do custom work - must develop a marketing research proposal and design a questionnaire to determine the demand of machinery ring concept. Thisis a supplement to Ontario Machinery Ring (A) - Problem Definition, product 9B04A021.
Ivey Number: 9B04A022
Geographic Location: Canada Company Size: Small organization Year of Event: 2000 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Marketing Research; Marketing Planning; Data Analysis; Sales Forecasting
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| 14 pp.
| Case — ONTARIO MACHINERY RING (C) — DATA ANALYSIS AND INTERPRETATION
Author(s): Funk T
Publication Date: 11/23/2004
Industry: Agricultural Services
Abstract: The general manager of Ontario Machinery Ring is looking at expansion opportunities but limited funding requires him to obtain financial assistance from the Ministry of Agriculture and Food. The ministry requires an assessment of the demand for thismarketing concept before they will provide any funding. He had developed a questionnaire and now must analyze the data that has been collected to prepare the marketing research proposal. This is a supplement to Ontario Machinery Ring (A) - Problem Definition, product 9B04A021. Data file is available, product 7B04A023.
Ivey Number: 9B04A023
Geographic Location: Canada Company Size: Small organization Year of Event: 2000 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Marketing Research; Marketing Planning; Data Analysis; Sales Forecasting
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| 13 pp.
| 3. Consumer Behavior
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| 22 pp.
| Case — HSBC Credit Card Rewards Program
Author(s): Robert J. Fisher
Publication Date: 9/18/2008
Product Type: Case (Field)
Teaching Note: 8B08A17
Ivey ID: 9B08A017
Geographic Setting: Hong Kong Industry Setting: Banking Size: Large Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Consumer Marketing; Promotion Policy; Marketing Management; Market Analysis
Major Disciplines: International; Marketing
Product Description: Around 1994, competition in the credit card market was based on price (i.e., interest rates and annual fees). After Chase and American Express launched bonus point programs in 1993, HSBC was forced to follow in 1994. The original program was targeted at high-income consumers as with luxury brand redemption items. Competition reacted and consumers quickly learned to expect a points program as a standard feature. Again, HSBC differentiated their credit card products by adding a wider range of redemption items, and lowering redemptions levels. Problems emerged in 1997-1998 as the program became a source of complaints because of operational difficulties in fulfillment and a lack of competitive advantage in the marketplace. In 1999, HBSC’s credit card was rated poorly, largely because of the problems with the bonus point system. Research was used to understand consumers and revitalize the program. Significant changes were made in the features, improved operations and an improved selection of redemption items. By 2002, the program was rated as one of the best in the industry. The challenge is, "Where does HSBC go from here?"
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| 17 pp.
| Case — DEXIT — A MARKETING OPPORTUNITY
Author(s): Ritchie R; Lalani S
Publication Date: 2/21/2005 Revision Date: 4/4/2005
Industry: Business Services
Abstract: Dexit is a new electronic payment system that offers a convenient alternative to cash for small-value retail transactions. The chief executive officer is faced with some critical target market and marketing mix decisions as she prepares for launch. The situation is complicated by the fact that action is needed on two fronts: Dexit must not only recruit end-consumers to use the service, it also has to convince merchants to install the payment terminals. Since paying with cash is free, thecompany will need to persuade both groups that the added convenience of Dexit justifies a transaction fee. Although the concept appears to have good potential, the recent test market failures of two similar offerings suggest that success is far fromguaranteed. The case reinforces the importance of solid consumer analysis when selecting a target market, demonstrates the concept of value to the customer, and provides a basis for discussing push versus pull marketing strategies.
Ivey Number: 9B05A002
Geographic Location: Canada Company Size: Small organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Marketing Management; New Products; Consumer Behaviour; Target Marketing
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| 27 pp.
| Case — TOYOTA: DRIVING THE MAINSTREAM MARKET TO PURCHASE HYBRID ELECTRIC VEHICLES
Author(s): Saperstein J; Nelson J
Description: Toyota is a large, international automobile manufacturer, with plans to become the largest worldwide automaker, striving for 15 per cent of global sales. Toyota is committing itself to be the leader of the hybrid-electric automotive industry, and isrelying on changes in the industry and customer perceptions to bring its plan to fruition. Toyota’s challenge is to develop consumer attitude and purchase intent, from an early adopter, niche market model into universal mainstream acceptance
Ivey Number: 9B04A003
Publication Date: 1/16/2004
Geographic Setting: United States
Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 2003
Subjects: Consumer Behaviour; Product Design/Development; Marketing Management; Multinational
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 20 pp.
| Case — PACIFIC WESTERN BREWING COMPANY - GOING ORGANIC
Kennedy JR; Gleave T
The president of Canadian-based Pacific Western Brewing Co. Ltd. is preparing a Japan market entry strategy for the company’s newly developed organic beer. Although she has considerable experience in Japan, several factors are at play which makethis product entry particularly challenging. First, the product is unlike any other in the market. Second, Japanese consumer behaviour is undergoing a revolution. Third, the company‘s last product launch in Japan failed. Therefore, there is ahigher than normal level of risk associated with the product launch. Industry: Food and Kindred Products Issues: Consumer Behaviour, Distribution, Pricing Location: Canada/Japan Size: Medium organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A99A006
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| 11 pp.
| 4. Business, Government, and Institutional Buying
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| 1 pp.
| Part C: The Marketing Mix
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| 12 pp.
| Case — BRITISH COLUMBIA BOX LIMITED (REVISED)
Author(s): Kenneth G. Hardy; J. Brock Smith
Ivey ID: 9A99A021
Publication Date: 10/8/1999 Revision Date: 1/12/2010
Product Type: Case
Teaching Note: 8A99A21
Geographic Setting: Canada Industry Setting: Paper and Allied Products Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sales strategy; Industrial marketing; Consumer behaviour; Capital investment
Major Disciplines: Marketing
Product Description: The Vancouver plant manager of British Columbia Box Limited was about to make a half-million dollar decision. The plant required a new $500,000 machine, and the manager must decide which manufacturer will get the order. The case illustrates many concepts in industrial buying.
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| 13 pp.
| 5. Market Segmentation
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| 11 pp.
| Case — VARTANA: THE CREATION OF A BANK FOR CANADA’S CIVIL SOCIETY SECTOR
Author(s): Hardy KG; Little R
Publication Date: 3/17/2006
Product Type: Case
Ivey ID: 9B06A012
Geographic Setting: Canada Size: Small organization
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: Social Entrepreneurship, Public Relations, Market Segmentation, Marketing Communication
Functional Area: Marketing
Product Description: A social entrepreneur undertakes to launch a bank with charitable status itself that could provide financial services to up to 161,000 charities. He has quietly arranged support from major for-profit banks and government officials. The day beforehis press conference to tell all stakeholders about this new bank, he is still struggling with the key words to describe the bank so that it conveys it purposes, but offends as few stakeholders as possible. Students must evaluate his proposed threekey words and propose other descriptors.
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| 21 pp.
| Case — SHANGHAI COS SOFTWARE LTD.
Author(s): Hardy KG; Zhang B; Zhu P
Publication Date: 11/5/2003
Industry: Business Services
Abstract: Shanghai COS Software Ltd. designs and develops smart card operating systems. The company’s marketing manager must decide the best basis for segmenting the burgeoning market for smart cards for wireless devices in China. She has excellent data onthis duopoly market, the segments and their buying criteria. In fact, she already has received significant orders for low-end cards from each of the two large customers. However, she and the senior management team must decide on a marketpositioning for this young high-tech start up. She must select one of the two major customers whose size, structure and procedures are quite different. She must also decide whether the company should market low margin/high volume or high margin/lowvolume products. Both products seem to have a very short life expectancy in the face of rapidly changing customer expectations. The investors in the company want it to achieve profitability fairly quickly and still adopt sustainable positioning inthe marketplace.
Ivey Number: 9B03A031
Geographic Location: China Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Market Segmentation; Segmentation; Positioning; Product Life Cycle
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| 16 pp.
| 6. Product and Brand Strategy
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| 14 pp.
| Case — Trouble Brews at Starbucks
Author(s): Lauranne Buchanan; Carolyn J. Simmons
Publication Date: 2/9/2009
Product Type: Case (Library)
Teaching Note: 8B09A02
Ivey ID: 9B09A002
Geographic Setting: United States Industry Setting: Eating and Drinking Places Size: Large Year of Event: 1992-2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Branding; Retailing; Product Design/Development; Growth Strategy
Major Disciplines: Marketing
Product Description: After going public in 1992, Starbucks? strong balance sheet and double-digit growth made it a hot growth stock. The Starbucks vision was coffee culture as community, the Third Place between work and home, where friends shared the experience and exotic language of gourmet coffee. Its growth was fueled by rapid expansion in the number of stores both in the United States and in foreign markets, the addition of drive-through service, its own music label that promoted and sold CDs in stores and other add-on sales, including pastries and sandwiches. In an amazingly short time, Starbucks became a wildly successful global brand. But in 2007, Starbucks’ performance slipped; the company reported its first-ever decline in customer visits to U.S. stores, which led to a 50 per cent drop in its share price. In January 2008, the board ousted CEO Jim Donald and brought back Howard Schultz - Starbucks‘ visionary leader and CEO from 1987 to 2000 and current chairman and chief global strategist - to re-take the helm. Starbucks' growth strategies have been widely reported and analyzed, but rarely with an eye to their impact on the brand. This case offers a compelling example of how “non-brand” managerial decisions - such as store locations, licensing arrangements and drive-through service - can make sense on financial criteria at one point in time, yet erode brand positioning and equity in the longer term. Examining the growth decisions mad
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| 11 pp.
| Case — Air Miles Canada: Rebranding the Air Miles Rewards Program
Author(s): Niraj Dawar; Ramasastry Chandrasekhar
Publication Date: 11/21/2007 Revision Date: 4/3/2008
Product Type: Case
Teaching Note: 8B07A09
Ivey ID: 9B07A009
Geographic Setting: Canada Industry Setting: Miscellaneous Retail Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Advertising; Customer Loyalty; Brand Repositioning; Data-driven Marketing
Major Disciplines: Marketing
Product Description: Air Miles, the largest third party loyalty program in Canada, has more than nine million subscribers. Competition in the loyalty card market is heating up with the entry of Aeroplan and the myriad of proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for a data-driven company focused on influencing consumers individually, Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers, and just as importantly, to re-energize internally.
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| 17 pp.
| Case — Yunnan Baiyao: Traditional Medicine Meets Product/Market Diversification
Author(s): Paul W. Beamish; George Peng
Publication Date: 1/23/2007 Revision Date: 8/27/2008
Product Type: Case
Teaching Note: 8B06M88
Ivey ID: 9B06M088
Geographic Setting: China Industry Setting: Health Services Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Internationalization; Brand Extension; Alliances; Product Diversification
Major Disciplines: Entrepreneurship; General Management; International
Product Description: In 2003, 3M initiated contact with Yunnan Baiyao Group Co., Ltd. to discuss potential cooperation opportunities in the area of transdermal pharmaceutical products. Yunnan Baiyao (YB), was a household brand in China for its unique traditional herbal medicines. In recent years, the company had been engaged in a series of corporate reforms and product/market diversification strategies to respond to the change in the Chinese pharmaceutical industry and competition at a global level. By 2003, YB was already a vertically integrated, product-diversified group company with an ambition to become an international player. The proposed cooperation with 3M was attractive to YB, not only as an opportunity for domestic product diversification, but also for international diversification. YB had been attempting to internationalize its products and an overseas department had been established in 2002 specifically for this purpose. On the other hand, YB had also been considering another option namely, whether to extend its brand to toothpaste and other healthcare products. YB had to make decisions about which of the two options to pursue and whether it was feasible to pursue both.
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| 21 pp.
| Case — PRODUCT PORTFOLIO PLANNING AT ESTONIA’S SAKU BREWERY
Author(s): Michael R. Pearce; Jordan Mitchell
Ivey ID: 9B05A028
Publication Date: 11/28/2005 Revision Date: 2/18/2010
Product Type: Case
Teaching Note: 8B05A28
Geographic Setting: Estonia Industry Setting: Food and Kindred Products Size: Medium Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Consumer marketing; Global product; Portfolio management; Marketing planning
Major Disciplines: International; Marketing
Product Description: The chief executive officer and the marketing director of Saku Olletehase AS of Estonia must decide on the company’s product portfolio plan. Saku enjoyed market leadership in Estonia with its brand Saku Originaal; however, the strength in market share has weakened in recent years due to increasing competition and greater marketing acumen from other domestic producers. While domestic beer sales have fallen, the company has experienced increases in other product lines such as alcoholic long drinks, cider and non-alcoholic beverages, which compliment its existing agreement to sell Pepsi and 7Up. For the last three years, the company has had the exclusive right to resell three well-known international beer brands (Guinness, Kilkenny and Carlsberg) in Estonia. With so many options and finite marketing resources, the company needs to decide where to focus its effort.
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| 25 pp.
| Case — FORD WINDSTAR
Author(s): Fisher RJ; Sharp DJ; Jha S
Publication Date: 5/1/2003 Revision Date: 1/31/2006
Product Type: Case
Ivey ID: 9B03A005
Geographic Setting: Canada Industry Setting: Transportation Equipment Size: Large organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: Costs; Product Management; Product Strategy; Advertising
Functional Area: Marketing
Product Description: Ford of Canada is a division of the Ford Motor Company - one of the "Big Three" automobile manufacturers in North America. The brand manager of the Windstar was concerned that its only brand in the minivan category would not meet its annual salestarget. Since the Windstar’s launch in the early 1990s, it had become one of the largest selling auto brands in Canada and was synonymous with safety and family travel. During the past few years, the popularity of purchasing a Windstar had declinedwith the minivan market becoming very competitive, the recession, quality problems and several product recalls. The brand manager must create a promotional strategy that will maintain Windstar sales and profitability and attempt to maintain thebrand image. (Also available is the video, Ford Windstar product # 7B03A005.)
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| 13 pp.
| 7. New Product Planning and Development
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| 26 pp.
| Case — The Wii: Nintendo’s Video Game Revolution
Author(s): Gloria Barczak; David T.A. Wesley
Ivey ID: 9B08A004
Publication Date: 1/31/2008 Revision Date: 2/26/2010
Product Type: Case
Teaching Note: 8B08A04
Geographic Setting: United States Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Market strategy; New products; Generating profit from new technology; Product design/Development
Major Disciplines: Marketing
Product Description: In 2007, Nintendo’s inexpensive and quirky Wii video game console had become all the rage. Despite its underpowered processor and comparatively basic graphics, it outsold both the Sony PlayStation 3 and the Microsoft Xbox 360. Nintendo‘s handheld system, known as the DS, also outsold Sony's more advanced PlayStation Portable. Nintendo's products were so successful, retail stores in North America and Japan quickly sold out whenever new shipments arrived, and many consumers were forced to pay premium prices on the grey market. The case examines the characteristics of a successful new product launch, particularly product features, brand loyalty, content availability, third-party support, and adherence to industry standards. The case also considers how radical innovations can be used to win market share from technically superior products focused on incremental innovations. Finally, a 4P marketing analysis is used to compare video game systems offered by Sony, Microsoft and Nintendo. The case may be used with "The Launch of the Sony PlayStation 3" (Ivey Case 9B07A014) and "A Note on Video and Computer Games" (Ivey Case 9B07A013).
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| 18 pp.
| Case — Launch of the Sony PlayStation 3
Author(s): Gloria Barczak; David T.A. Wesley
Ivey ID: 9B07A014
Publication Date: 8/3/2007 Revision Date: 2/24/2010
Product Type: Case
Teaching Note: 8B07A14
Geographic Setting: United States; United Kingdom Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Generating profit from new technology; Market strategy; Product design/Development; New products
Major Disciplines: International; Marketing
Product Description: The PlayStation 3 (PS3) was the successor of the acclaimed PlayStation 2 (PS2), recognized as the world’s best-selling video game console with more than 100 million units sold. The unprecedented display of enthusiasm for the PS3 suggested that Sony had another winner on its hands. The company projected sales of six million PS3 consoles worldwide between November 2006 and March 2007, a level that the PS2 took almost a year to reach. Sony‘s initial euphoria was short-lived. By February 2007, more than a third of PS3 consoles remained unsold, while some retailers reported a higher number of returns than sales. Consumers said they felt let down by Sony. The PS3 looked no better than Microsoft's Xbox 360, they complained, even though the Xbox 360 had already been on the market for more than a year, and sold for $200 less than the PS3. Customers also lamented the PS3's lack of interesting games, spotty support for PlayStation 2 games, and uninspiring online capabilities. Meanwhile, Nintendo's inexpensive and quirky Wii console had become all the rage, despite its underpowered processor and comparatively basic graphics. The case examines the characteristics of a successful new product launch, particularly product features, brand loyalty, content availability, third-party support, and adherence to industry standards. The case also considers how radica
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| 12 pp.
| Case — LOGITECH: LAUNCHING A DIGITAL PEN
Author(s): Vandenbosch M; Mark K
Description: Logitech is an international company that designs and manufactures computer peripheral products. The retail pointing devices unit director is thinking about the development of the next generation of his device, the Logitech io Digital Pen. Thedigital pen is about to be launched in less than two months, and he is still unsure which features were valuable to potential users, who these potential users were and for which applications the digital pen could be used.
Ivey Number: 9B03A002
Publication Date: 5/28/2003
Geographic Setting: United States
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2002
Subjects: New Products; Consumer Analysis
Level of Difficulty: Undergraduate/MBA
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| 16 pp.
| Case — NINTENDO - THE LAUNCH OF GAME BOY COLOR
Author(s): Robert J. Fisher; Adrian B. Ryans
Publication Date: 10/18/2001 Revision Date: 2/4/2008
Product Type: Case
Teaching Note: 8B01A13
Ivey ID: 9B01A013
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Market Strategy; New Products; Marketing Management; Marketing Mix
Major Disciplines: Marketing
Product Description: 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.
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| 22 pp.
| Case — LAUNCH OF MBANX
Barclay DW
From a strategic perspective, the Bank of Montreal, a major Canadian bank, has committed to entering the ’virtual banking‘ marketplace in Canada. There is also the potential to launch later in the USA and Mexico. They plan to do this in apreemptive fashion to gain first mover advantage. This means no extensive pilots and a short time to launch. The decision makers are charged with developing a complete launch strategy. They have two years of tentative ideas to work with, but anumber of major decisions on product line, pricing, communications, salesforce, etc. are still to be made.The purpose of the case is to introduce students to the entire scope of marketing decisions to be made in such a situation, including fundamental decisions around targeting and positioning. It also drives students to make decisions in the face ofincomplete information and short time horizons. To date, the case has been successfully used to set the stage for marketing management courses, and to kick off marketing management modules in executive development programs. (A nine-minute video canbe purchased with this case, video 7A98A025.)
Ivey Number: 9A98A025
Publication Date: 23/09/1998
Geographic Setting: Canada Industry Setting: Banking
Company Size: Large organization
Event Year Start: 1996
Subjects: Consumer Marketing, New Products, Market Strategy, Market Entry
Functional Area: Marketing
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| 19 pp.
| 8. Integrated Marketing Communications: Advertising, Sales Promotion, Public Relations, and Direct Marketing
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| 1 pp.
| Case — The Power of Persuasion: An Exercise in Creating Persuasive Advertising
Author(s): Michael Parent; Leyland Pitt; Stacey Morrison
Publication Date: 1/14/2009
Product Type: Case (Gen Exp)
Teaching Note: 8B09A01
Ivey ID: 9B09A001
Industry Setting: Personal Services Size: Small Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Marketing Communication; Ethical Issues; Consumer Behaviour; Advertising Effectiveness
Major Disciplines: Marketing
Product Description: Do subliminal cues have an effect on behaviour? This question is at the heart of many debates in advertising. In this exercise, students can determine, through their own experience, the impact of subconscious cues on their decisions. In this simulation, the instructor places a number of specific cues throughout the building. Students, in turn, are tasked with creating an advertising poster for a chain of children’s play centres. Inevitably, their posters incorporate some, and sometimes all, of the cues. The exercise can lead to a deep and constructive discussion on the effect of subconscious cues on consumers.
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| 13 pp.
| Case — Molson Canada: Social Media Marketing
Author(s): Deborah Compeau; Israr Qureshi
Publication Date: 10/23/2008
Product Type: Case (Library)
Teaching Note: 8B08A14
Ivey ID: 9B08A014
Geographic Setting: Canada Industry Setting: Food and Kindred Products Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Privacy Issues; Internet; Internet Culture; Management Information Systems
Major Disciplines: Marketing
Product Description: This case describes Molson’s experiment with social media for creating brand awareness. It illustrates issues involved in social media marketing. Molson was faced with the challenge of how quickly the contents of social media could spread to various constituencies. There was a real danger of the situation getting out of hand if Molson did not respond quickly. The case encourages readers to ponder whether Molson‘s action was the only option available and to consider what its next steps might be.
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| 24 pp.
| Case — NOTE ON DATABASE MARKETING
Author(s): Pearce MR; Yuen F
Description: Data-driven marketing is not an entirely new concept or practice. With advances in information technology, many aspects of marketing operations have become informationalized. This note provides technical information about database marketing. Theintent is to familiarize readers with database technologies, including data mining from a marketing perspective, databases, data warehouses, and decision support systems.
Ivey Number: 9B02A030
Publication Date: 4/2/2003
Event Year Start: 2002
Subjects: Database Marketing; Data mining
Level of Difficulty: Undergraduate/MBA
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| 19 pp.
| Case — MOLSON CANADIAN - THE RANT
Fisher RJ; Walker S
Molson Canada produced Molson Canadian, Canada’s best selling beer. Canadian‘s previous advertising campaign “The Rant” had been incredibly popular making it one of the most successful ads for Molson in a long time, and winning numerousinternational and domestic advertising awards. The marketing team for Molson Canadian had to find the theme for the next advertising campaign, and must decide whether to move towards more traditional beer advertising or maintain the non-traditionalthem of The Rant.
Ivey Number: 9B01A025
Publication Date: 28/03/2002
Geographic Setting: Canada Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 2000
Subjects: Advertising Effectiveness, Advertising Strategy, Marketing Planning, Advertising Media
Functional Area: Marketing
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| 15 pp.
| 9. Personal Selling, Relationship Building, and Sales Management
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| 13 pp.
| Case — Personal Shoppers at Sears: The Elf Initiative
Author(s): Kyle Murray; Ramasastry Chandrasekhar
Publication Date: 1/31/2008
Product Type: Case (Field)
Teaching Note: 8B07A19
Ivey ID: 9B07A019
Geographic Setting: Canada Industry Setting: General Merchandise Stores Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Customer Satisfaction; Customer Loyalty; Customer Service; Competitive Advantage
Major Disciplines: Marketing
Product Description: The senior vice-president of Corporate Store Sales, Sears Canada (Sears), was reviewing a new retailing initiative scheduled to launch within a month in all full-line Sears department stores across Canada. For the holiday season, Sears would offer the services of an elf, the equivalent of a personal shopper, to its customers. Although personal shoppers were common in upscale department stores, especially in the United States, this concept had not been tried in Sears stores. Taylor wondered how customers would respond to this novel concept in Canadian retailing.
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| 11 pp.
| Case — CANDYM ENTERPRISES: FALLING SALES IN TERRITORY #61
Author(s): Cotte J; McCrae M
Publication Date: 9/20/2004
Industry: Wholesale Trade - Non-Durable Goods
Abstract: Candym Enterprises is a wholesaler specializing in producing, importing and exporting giftware, and selling these items through independent sales representatives. The president and founder has discovered that performance in one territory is falling.A major trade-show is approaching, and changes need to be made in the territory quickly. The president feels he has several options, including replacing an independent sales rep with a company sales rep, which would be a new strategy for thecompany. Learning objectives include understanding the pros and cons of salary-based relationship building, the importance of excellent customer relationship management, and recognizing that using distributors/independent sales reps has some risk.
Ivey Number: 9B04A014
Geographic Location: Canada Company Size: Small organization Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Sales Management; Sales Organization; Sales Strategy; Compensation
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| 25 pp.
| Case — NOTE ON CUSTOMER RELATIONSHIP MANAGEMENT
Pearce MR; Mahieu Y
The concept of customer relationship management (CRM) and why it is important is examined in this note. It also examines the implementation process: corporate culture and strategy, software providers, technology and ways to measure the success of aCRM program. Many traditional bricks-and-mortar businesses are creating electronic commerce operations, therefore traditional CRM has expanded to include doing business on the Internet and this note looks at electronic customer relationshipmanagement (eCRM) as well. Also included are some examples of companies that have successfully implemented a CRM program, a list of CRM software vendors and examples of CRM software solutions.
Ivey Number: 9B02A001
Publication Date: 12/2/2002
Geographic Setting: North America
Subjects: Relationship Management, Internet Software, Corporate Strategy, Information Technology
Functional Area: Marketing
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| 16 pp.
| 10. Distribution Strategy
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| 1 pp.
| Part D: Marketing in Special Fields
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| 16 pp.
| Case — Louis Vuitton in India
Author(s): Shih-Fen Chen; Ramasastry Chandrasekhar
Publication Date: 12/23/2008
Product Type: Case (Library)
Ivey ID: 9B08A020
Geographic Setting: India Industry Setting: Apparel and Accessory Stores Size: Large Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Store Formats; Retail Marketing; Marketing Channels; International Marketing
Major Disciplines: International; Marketing
Product Description: The case portrays a subtle situation in international marketing — the marketing of a high-end brand into a low-income nation, or the expansion of Louis Vuitton into India. This luxury good marketer faced practical problems in India, such as the challenge of identifying potential customers, the lack of media to build its brand, and the absence of high streets to open stores. In Europe and the U.S., luxury goods are often sold through company-owned stores that cluster in a particular area of the city (i.e., luxury retail cluster). After opening a store each in New Delhi and Mumbai inside two luxury hotels, Louis Vuitton teamed up with other western brands to develop a shopping mall. The case is designed to explore the possibility of using a luxury mall as a replacement of luxury retail clusters.
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| 22 pp.
| Case — Synnex International: Transforming Distribution of High-tech Products
Author(s): Shih-Fen Chen; Lien-Ti Bei
Ivey ID: 9B08A019
Publication Date: 12/1/2008 Revision Date: 3/11/2010
Product Type: Case
Teaching Note: 8B08A19
Geographic Setting: Taiwan Industry Setting: Electric & Electronic Equipment Supplies Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Marketing channels; Logistics; Distribution channels; Supply chain management
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: The case describes how Synnex Technology International Corporation (Synnex) in Taiwan transformed itself from a local distributor of electronic components into a global logistic conglomerate of communication and information products between 1985 and 2007. The case analyzes the channel structure of electronic product distribution and explains how Synnex introduced innovative practices to transform its operation. The case is designed for MBA students to grasp some fundamental issues related to distribution channel design and supply chain management in a marketing or logistic management course.
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| 17 pp.
| Case — GINO SA: DISTRIBUTION CHANNEL MANAGEMENT
Deutscher TH; Young A
Gino SA is a manufacturer of burner units that are sold through exclusive contracts with distributors. As a result, the three distributors have significant bargaining power with Gino.A leading boiler manufacturer, who is currently purchasing through a distributor, has approached Gino to receive OEM treatment (a further discount by purchasing the burners direct from the manufacturer, in return for a commitment to purchase apercentage of their burners from Gino). In deciding whether or not to pursue the company’s first direct OEM relationship, the marketing manager must consider the impact of his decision on the distributors, the competition and the company‘s corporatemanagement.
Ivey Number: 9B02A013
Publication Date: 25/04/2002 Revision Date: 22/05/2002
Geographic Setting: China Industry Setting: Fabricated Metal Products
Company Size: Medium organization
Event Year Start: 2000
Subjects: Distribution, Marketing Channels, Emerging Markets, Market Strategy
Functional Area: Marketing
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| 18 pp.
| Case — ROUGEMONT FRUIT NECTAR: DISTRIBUTING IN CHINA
Author(s): Paul W. Beamish; Tom Gleave
Ivey ID: 9A99A016
Publication Date: 7/20/1999 Revision Date: 1/12/2010
Product Type: Case
Teaching Note: 8A99A16
Geographic Setting: China Industry Setting: Food and Kindred Products Size: Small Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Distribution; Pricing; Promotion policy; Market segmentation
Major Disciplines: International; Marketing
Product Description: Gervais Lavoie, managing director of the Canadian-Chinese joint venture, Beijing Oasis High Nutrition Food Co., needs to decide what means of distribution is most appropriate for the company’s newly-developed fruit nectars. The decision is complicated by the fact that different means of distribution have different implications for the ultimate pricing and promotion of the products.
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| 10 pp.
| 11. Pricing Strategy
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| 5 pp.
| Case — HAYWARD & GUZMAN: DISPOSABLE CONTACT LENSES
Author(s): Dawar N; Dolansky E
Description: Hayward & Guzman researches and develops contact lens products and has recently developed a new disposable contact lens. Two segments with different price sensitivity have been identified. In order to reach these segments, the products will need tobe packaged and sold differently. A marketing representative for Hayward & Guzman must develop a marketing mix for the two segments and determine pricing for each product.
Ivey Number: 9B03A020
Publication Date: 6/26/2003
Geographic Setting: Canada
Industry Setting: Measuring & Analyzing Instruments
Company Size: Small organization
Event Year Start: 2002
Subjects: Pricing; Marketing Mix; Market Segmentation; Ethical Issues
Level of Difficulty: MBA
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| 10 pp.
| Case — INTELLIBYTE INC.’S EUROLOADER SOFTWARE
Dawar N; Bramwell C
As cable operators across Europe go digital, they will require a means of remotely upgrading the applications software on subscribers’ digital set-top boxes, using some kind of loader software to do so. Intellibyte Inc., a small Canadian softwarefirm, has developed the only remote loader software that currently meets the specifications of the European Cable Communications Association. However, it must sell the software to manufacturers of set-top boxes before cable operators can use it.The competition is no more than two years behind. The president must decide among several pricing and positioning alternatives for intellectual property products in a complex industry.
Ivey Number: 9B00A023
Publication Date: 26/09/2000
Geographic Setting: Europe/Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 2000
Subjects: Pricing, New Products, Intellectual Properties, Market Strategy
Functional Area: Marketing
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| 26 pp.
| Case — MAVESA’S NELLY BRAND: PRICING TO GAIN MARKET CONTROL
Dawar N; Ebanks N
The economy segment in the market for mayonnaise in Venezuela has become extremely competitive. Mavesa, Venezuela’s largest and most professional consumer goods firm, finds its pioneer Nelly brand under assault from large players such as Kraft, andsmall nimble regional players such as Albeca. In this competitive scenario, Nelly‘s managers decide to cut price on the brand. The managers must analyze the implications of cutting price, including both the profitability impact of a pricingdecision, as well as strategic competitive considerations.
Ivey Number: 9B00A008
Publication Date: 19/06/2000 Revision Date: 30/01/2002
Geographic Setting: Venezuela Industry Setting: Food and Kindred Products
Company Size: Medium organization
Event Year Start: 1999
Subjects: Pricing, Brand Management, Competitiveness, Emerging Markets
Functional Area: Marketing
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| 15 pp.
| 12. The Marketing of Services
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| 9 pp.
| Case — MMI Product Placement, Inc.
Author(s): Ritchie, Robin; Chandrasekhar, Ramasastry
Publication Date: 04/02/2007
Ivey Number: 9B07A006
Level of Difficulty: Undergraduate/MBA
Subjects: Advertising; Marketing communication; Brand positioning
Product Description: The president of a national placement agency is preparing to make a final pitch to sign Greyhound Canada as a client. Greyhound wants to reposition its brand as a mainstream travel option, particularly for suburban commuters, and needs cost-effective ways to get its message to consumers. The company views product placement as a viable tool for building brand awareness, but worries about losing control over its brand image. Even more serious are concerns about the absence of reliable metrics to assess the overall effectiveness of product placement. The case covers fundamentals of product placement, particularly with respect to strengths and weaknesses, and provides an excellent basis for discussing its value as part of an overall marketing communications strategy.
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| 10 pp.
| Case — PRAEDA MANAGEMENT SYSTEMS INC.
Author(s): Hardy KG
Publication Date: 1/13/2006
Product Type: Case
Ivey ID: 9B06A003
Geographic Setting: Canada Industry Setting: Business Services Size: Small organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: Consumer Behaviour; Growth Strategy; Market Strategy; Marketing Planning
Functional Area: Marketing
Product Description: A venture fund has approached an entrepreneur to sell one of its poorly performing holdings, or if there is no reasonable sale opportunity, turn the company around. He finds no acceptable offers for the company. He searches to find more informationon how buyers purchase and use the product, which is a software system for police and courts to lay charges and manage them across the court process. The case illustrates the leverage available from understanding customer budgeting and buyingprocesses, and fitting the service to meet the mind of the customer.
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| 11 pp.
| Case — ALARMFORCE: THE LAUNCH OF ALARMFOG
Author(s): Cotte J; Singer D
Description: AlarmForce Industries Inc. is a developer and sales provider of home security systems with offices throughout Canada. Since the company’s inception, it had become one of the leaders in the Canadian home security market and had established areputation for being a technological innovator in the industry. The president and chief executive officer of the company must decide whether or not to launch their new product, AlarmFog, which the president believed represented the future of thehome security market. The case focuses on past strategic decisions made by the company in differentiating itself in a mature market. The potential folly of making tactical product launch decisions without a solid analysis of underlying strategicissues can be discussed.
Ivey Number: 9B03A010
Publication Date: 8/6/2003
Geographic Setting: Canada
Industry Setting: Miscellaneous Services
Company Size: Medium organization
Event Year Start: 2002
Subjects: New Products; Marketing Management; Market Segmentation; Market Analysis
Level of Difficulty: Undergraduate/MBA
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| 23 pp.
| Case — TELUS MOBILITY — WHAT TO DO WITH MIKE
Author(s): Barclay DW; Wong J
Description: TELUS Corporation is a leading telecommunications company. The vice-president of sales and marketing has reviewed the company’s existing strategy for Mike (an enhanced specialized mobile radio system based on integrated digital enhanced network).As a unique digital wireless network, Mike offered users the traditional features of personal communication services, plus the added functionality of a digital two-way radio. However, technological advantages do not always translate into marketadvantages. In light of the dynamic changes in the wireless industry (such as the emergence of new technologies), the vice-president is faced with the challenge of defining a market strategy to grow TELUS‘s Mike business.
Ivey Number: 9B02A010
Publication Date: 7/23/2002 Revision Date: 5/25/2004
Geographic Setting: Canada
Industry Setting: Communications
Company Size: Large organization
Event Year Start: 2001
Subjects: Market Strategy; Marketing Planning; High Technology Products; Telecommunication Technology
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 16 pp.
| 13. Global Marketing
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| 8 pp.
| Case — Ruth’s Chris: The High Stakes of International Expansion
Author(s): Ilan Alon; Allen H. Kupetz
Publication Date: 1/9/2007
Product Type: Case (Field)
Ivey ID: 9B06A034
Geographic Setting: United States; Global Industry Setting: Eating and Drinking Places Size: Medium
Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Strategy; Market Entry; Market Strategy; International Business
Major Disciplines: International; Marketing
Product Description: In 2006, Ruth’s Chris Steak House was fresh off of a sizzling initial public offering and was now interested in growing their business internationally. With restaurants in just four countries outside the United States, a model to identify and rank new international markets was needed. This case provides a practical example for students to take quantitative and non-quantitative variables to create a short list of potential new markets.
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| 19 pp.
| Case — STELLA ARTOIS IN THE U.K.
Beamish PW; Goerzen A
Stella Artois, Interbrew company’s flagship brand of beer, has experienced phenomenal success on the international market. The United Kingdom market has played a critical role in that success, and Interbrew needs to assess the reasons for this.Interbrew‘s managing director and its chief marketing officer are meeting to have a discussion about how to proceed in developing the Stella Artois brand. First, they need to understand what part of the company's success was due to expert marketing practices and what part might possibly be due to being in the right place at the right time. As well, they want to assess what possible steps might be taken to spread these practices across the corporation for use in the company's global marketingstrategy.
Ivey Number: 9B01A017
Publication Date: 6/12/2001 Revision Date: 22/01/2002
Geographic Setting: United Kingdom Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 2000
Subjects: Brand Management, Consumer Marketing, Product Strategy, European Market
Functional Area: Marketing
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| 23 pp.
| Case — GLOBAL BRANDING OF STELLA ARTOIS
Author(s): Paul W. Beamish; Anthony Goerzen
Publication Date: 10/19/2000 Revision Date: 8/29/2006
Product Type: Case
Ivey ID: 9B00A019
Geographic Setting: Western Europe/Asia Pacific Industry Setting: Food and Kindred Products Size: Large
Year of Event: 2000 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Brands; International Business; International Marketing; Global Product
Major Disciplines: Marketing; International
Product Description: Interbrew had developed into the world’s fourth largest brewer by acquiring and managing a large portfolio of national and regional beer brands in markets around the world. Recently, senior management had decided to develop one of thei
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| 22 pp.
| Case — BEN & JERRY’S - JAPAN
Hagen JM
The CEO of Ben & Jerry’s Homemade, Inc. needed to give sales and profits a serious boost; despite the company‘s excellent brand equity, it was losing market share and struggling to make a profit. The company's product was on store shelves in allU.S. states, but efforts to enter foreign markets had only been haphazard with non-U.S. sales accounting for just three per cent of total sales. The CEO needed to focus serious attention on entering the world's second largest ice cream market,Japan. An objective of Ben & Jerry's was to use the excess manufacturing capacity it had in the U.S., and it found that exporting ice cream from Vermont to Japan was feasible from a logistics and cost perspective. The company identified two leadingpartnering options. One was to give a Japanese convenience store chain exclusive rights to the product for a limited time. The other was to give long-term rights for all sales of the product in Japan to a Japanese-American who would build thebrand. For the company to enter Japan in time for the upcoming summer season, it would have to be through one of these two partnering arrangements.
Ivey Number: 9A99A037
Publication Date: 13/04/2000 Revision Date: 31/10/2001
Geographic Setting: Japan/USA Industry Setting: Food and Kindred Products
Company Size: Medium organization
Event Year Start: 1997
Subjects: Market Entry, Corporate Strategy, International Marketing, Strategic Alliances
Functional Area: Marketing
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| Back Matter
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| 7 pp.
| Chapter Notes
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| 21 pp.
| Index
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| 2008 copyright reserved |
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