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CaseLink for
Peter-Donnelly: A Preface to Marketing Management, 11th Edition
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 Front Matter
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| 2 pp.
| Preface
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| I. Essentials of Marketing Management
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| 1 pp.
| A. Introduction
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| 25 pp.
| 1. Strategic Planning and the Marketing Management Process
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| 1 pp.
| B. Marketing Information, Research, and Understanding the Target Market
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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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| 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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| 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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| 27 pp.
| Case — COMPAQ COMPUTER CORPORATION 1995
Ryans AB; Vandenbosch M
This case describes the evaluation of Compaq’s marketing strategy in the personal computer industry from its founding in 1982 to 1995. The market environment and the strategies of key competitors and Intel are discussed. Compaq management mustdecide how to respond to the changing market and competitive environment. Industry: Machinery except Electrical Issues: Market Strategy, Corporate Strategy, Strategic Planning, Management of Technology Location: International Size: Large organization Year of event: 1995 Level: Undergraduate/MBA Revised: 31/12/1997 Ivey #: 9A95A011
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| 12 pp.
| 2. Marketing Research: Process and Systems for Decision Making
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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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| 8 pp.
| Case — FUTURE SHOP: RETAIL CUSTOMER RESEARCH
Pearce MR; Alidina A; Ivers M; Kay R
Future Shop is a large retail store chain that specializes in audio, video, computer equipment and software, and appliances. A student group has conducted a research study of Future Shop customers’ perception of the strengths and weaknesses of thechain and submitted their findings.
Ivey Number: 9B01A018
Publication Date: 10/12/2001
Geographic Setting: Canada Industry Setting: Furniture, Home and Equipment Stores
Company Size: Large organization
Event Year Start: 2000
Subjects: Retail Marketing, Retailing, Marketing Research, Consumer Satisfaction
Functional Area: Marketing
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| 13 pp.
| 3. Consumer Behavior
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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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| 23 pp.
| Case — PROSOFT SYSTEMS CANADA (A)
Author(s): Deutscher TH; O’Neil E
Description: Prosoft Canada is a major competitor in the enterprise software business. The company is planning to bid on a large contract with the city of Winnipeg. Prosoft is considering bidding on the project in a partnership with a major systems integrator,but the company has just been approached by two other partners about including them in their bidding process. Prosoft must decide whether to bid independently or in one or more alliances. The complexity of forming and managing alliances in theenterprise software business is explored. The supplement Prosoft Systems (B), product 9B03A003, poses the issue of developing an alliance policy for guiding similar decisions.
Ivey Number: 9B03A001
Publication Date: 6/26/2003 Revision Date: 1/5/2004
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2001
Subjects: Alliances; Market Strategy; Sales Strategy; Industrial Marketing
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 2 pp.
| Case — PROSOFT SYSTEMS CANADA (B)
Author(s): Deutscher TH; O’Neil E
Description: This is a supplement to Prosoft System (A), product 9B03A001. A few months after the bidding alliance decision, the newly-appointed director of alliances at Prosoft must review the bid in an effort to develop an alliance policy for the business.
Ivey Number: 9B03A003
Publication Date: 6/26/2003
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2001
Subjects: Alliances; Market Strategy; Sales Strategy; Industrial Marketing
Level of Difficulty: Undergraduate/MBA
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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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| C. The Marketing Mix
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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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| 20 pp.
| Case — FIRSTCARIBBEAN INTERNATIONAL BANK: THE MARKETING AND BRANDING CHALLENGES OF A START-UP
Author(s): Chen G; Deslandes D
Publication Date: 6/22/2005
Product Type: Case
Ivey ID: 9B05A012
Geographic Setting: Barbados Industry Setting: Banking Size: Large organization
Year of Event: 2002 Level of Difficulty: Undergraduate/MBA
Subjects: Brand Management; Brand Positioning; Market Strategy; Marketing Planning
Functional Area: Marketing
Product Description: FirstCaribbean International Bank was the new banking entity created from the combination of the Caribbean operations of two foreign banks, Barclays Bank plc of the United Kingdom and headquarters in London, England and CIBC - formally the CanadianImperial Bank of Commerce - of Canada and headquartered in Toronto, Ontario. A marketing team was formed with the specific responsibility of developing the marketing function and the brand strategy, as well as guiding the branding process of the newentity. The head of the marketing team has a number of concerns: Would geography, history and commercial practices support or mitigate against a single, centralized marketing strategy for the entire region, what should the new brand be and how should it be articulated, should the new brand reflect one or both ofthe heritage banks or should the new brand break with the past and reflect a totally new identity, and how quickly could the new brand be rolled out?This case may be taught on a stand alone basis or in combination with any of the five additional Cross-Enterprise cases that deal with various functional issues associated with the merger: Human Resources - Harmonization of Compensation and Benefitsfor FirstCaribbean International Bank, product 9B04C053; Information Systems - Information Systems at FirstCaribbean, product 9B04E032: Choosing a Standard Operating Environment; General Management - CIBC-Barclays: Should Their Caribbean OperationsBe Merged?, product 9B04M067; Accounting and Financ
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| 17 pp.
| Case — LEVI STRAUSS CANADA HOLDING AN EMBER: THE GWG BRAND
Author(s): Pearce MR; Mark K; Mitchell J
Publication Date: 10/13/2004 Revision Date: 3/29/2005
Industry: Apparel and other Finished Products
Abstract: The director of marketing for Levi Strauss Canada needs to decide the future fate of the GWG brand, a fallen giant in the Canadian jeans market. For the last three years, GWG had been licensed to a small manufacturer, who has failed to meet therequirements in the license agreement. While the director is keen to use some of the latent brand equity in GWG, she know that Levi’s and Dockers brands come first and that she can not divert marketing dollars towards the brand‘s revival. As well,she must be careful to manage her small but powerful portfolio of brands in the five main channels without cannibalizing the already declining volumes of the Levi's brand.
Ivey Number: 9B04A007
Geographic Location: Canada Company Size: Large organization Year of Event: 2002 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Brand Management; Marketing Channels; Market Segmentation; Licensing
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| 12 pp.
| Case — MCDONALD’S AND THE HOTEL INDUSTRY
Author(s): Vandenbosch M; Mark K
Description: McDonald’s, one of the world‘s strongest and most recognizable brands, intends to extend its "world's best quick service restaurant experience" brand into the hotel industry by launching a hotel in Illinois. An industry observer examines the hotelventure's positioning options and the McDonald's brand extension into a different product class.
Ivey Number: 9B02A021
Publication Date: 1/9/2003 Revision Date: 1/5/2004
Geographic Setting: United States
Industry Setting: Eating and Drinking Places
Company Size: Large organization
Event Year Start: 2002
Subjects: Brand Extension; Brand Management; Market Analysis
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 13 pp.
| 7. New Product Planning and Development
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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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| 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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| 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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| 18 pp.
| 8. Integrated Marketing Communications: Advertising, Sales Promotion, Public Relations, and Direct Marketing
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| 1 pp.
| Appendix: Major Federal Agencies Involved in Control of Advertising
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| 25 pp.
| Case — BRAND IN THE HAND: MOBILE MARKETING AT ADIDAS
Author(s): Rohm A; Sultan F; Wesley DTA
Publication Date: 9/26/2005 Revision Date: 7/11/2005
Product Type: Case
Ivey ID: 9B05A024
Geographic Setting: USA/UK/European Union Industry Setting: Apparel and other Finished Products Size: Large organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: International Marketing; Marketing Channels; Marketing Communication; Telecommunication Technology
Functional Area: Marketing
Product Description: The Global Media manager for adidas International is responsible for developing and championing a new marketing strategy at adidas called "brand in the hand" that is based on the convergence of cell phones and wireless Internet. The case presentscompany background information, data on the penetration of mobile devices such as cell phones, the growth of global mobile marketing practices, and several mobile marketing communications campaigns that adidas launched in 2004, such as a mobile newsticker for the 2004 European soccer championship. The case then introduces a specific campaign - Respect M.E. - featuring Missy Elliott, a popular female hip-hop artist, and discusses the company’s mobile marketing strategy to support MissyElliott‘s new line of sportswear. This case can be used to highlight the role of new technology in overall marketing strategy and integrated marketing communications.
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| 13 pp.
| Case — BOOTS: HAIR-CARE SALES PROMOTION
Author(s): Robert J. Fisher; Murray J. Bryant; Pankaj Shandilya
Publication Date: 9/1/2005 Revision Date: 3/20/2008
Product Type: Case
Teaching Note: 8B05A22
Ivey ID: 9B05A022
Geographic Setting: United Kingdom Industry Setting: General Merchandise Stores Size: Large Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sales Promotion; Brands; Advertising Management
Major Disciplines: International; Marketing
Product Description: Boots Group PLC, one of the best known and respected retail names in the United Kingdom, provided health and beauty products and advice that enhanced personal well being. The marketing manager at Boots was planning his sales promotion strategy for a line of professional hair-care products. The professional hair-care line consisted primarily of shampoos, conditioners and styling products (gels, wax, mousse, etc.) developed in collaboration with United Kingdom’s top celebrity hairdressers. The marketing manager‘s challenge was to select one of three promotional alternatives - get three for the price of two, receive a gift with purchase or an on-pack coupon - for the Christmas season. He realized that the alternative he selected would have both immediate effects on costs and sales, but also long-term implications for the brands involved. His primary objective was to drive sales volumes and trade-up consumers from lower-value brands, while retaining or building brand equity.
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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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| 24 pp.
| Case — NIKE INC.: DEVELOPING AN EFFECTIVE PUBLIC RELATIONS STRATEGY
Slaughter KE; Everatt D
It had been almost a decade since the first article surfaced in the media alleging that factories sub-contracted by Nike in China and Indonesia were forcing workers to work long hours for low pay, and for physically and verbally abusive managers.The article was the seed of a media campaign that created a public relations nightmare for the company. A financial crisis in Asia and intense competition in the domestic market contributed to a decline in Nike’s revenue and market share after threeyears of record performance. Though no direct correlation could be proven between the consumer‘s negative perceptions of Nike and the company's decline in market share and stock, it certainly did not help in their efforts to establish themselves asthe global leader in a hotly competitive industry. A linear overview of the adverse publicity that Nike received, and the perspectives of Nike senior management, demonstrates to students the importance and elements of the timely development of an effective media and consumer relations campaign.
Ivey Number: 9A99C034
Publication Date: 29/05/2000 Revision Date: 4/7/2000
Geographic Setting: US/China/Indonesia Industry Setting: Apparel and other Finished Products
Company Size: Large organization
Event Year Start: 1998
Subjects: Consumer Relations, Corporate Responsibility, Management Philosophy, Public Relations
Functional Area: Human Resource Management
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| 15 pp.
| 9. Personal Selling, Relationship Building, and Sales Management
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| 19 pp.
| Case — GLOBAL SOURCE HEALTHCARE: ALLOCATING SALES RESOURCES
Author(s): Barclay DW; Siddiqi S
Publication Date: 9/1/2005
Product Type: Case
Ivey ID: 9B05A021
Geographic Setting: United States Industry Setting: Health Services Size: Small organization
Year of Event: 2003 Level of Difficulty: Undergraduate/MBA
Subjects: Sales Strategy; Services; Growth Strategy; Startups
Functional Area: Marketing
Product Description: The founder and chief executive officer of Global Source Healthcare was struggling with how to allocate sales resources among acquiring new accounts, penetrating existing accounts and up-selling existing accounts. Global Source Healthcare provideddomestic and international staffing services to healthcare facilities. The company had been operational for a year and growth had been considerably slower than expected. What made this decision especially important was that the healthcare staffingmarket was experiencing a substantial downturn. Consolidation was occurring in the industry. Given the limited sales and financial resources of the company, this decision was critical to ensure the very survival of Global Source. Other issues thatmay be raised include understanding the sales strategy in the business and marketing strategy, motivating a sales force in a difficult, limited-resource environment, and understanding the trade-off between the length of the sales cycle and the sizeof the potential account.
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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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| 17 pp.
| Case — SALES TEAMS AT LEXMARK CANADA INC.
Barclay DW; Boehnke K
Lexmark Canada is the Canadian arm of Lexmark Inc., the global manufacturer of computer printers and related products. Lexmark Canada had reorganized its salesforce into teams of salespeople to manage regions of Canada. This was a fairly dramaticshift from an individual-based structure and compensation system. There was mixed reaction to the change with the Quebec team recently losing two of its three team members. The case addresses salesforce organization and deployment issues, and the factors that need to be considered in making these decisions. It also demonstrates the linkages between sales management decisions, since in this situation reward andrecognition, recruitment and selection, and training all needed to be revisited. Finally, it highlights the current shift to team selling in many industries.
Ivey Number: 9A98A027
Publication Date: 30/10/1998
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1997
Subjects: Sales Management, Industrial Marketing, Sales Organization, Relationship Management
Functional Area: Marketing
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| 16 pp.
| 10. Distribution Strategy
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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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| 1 pp.
| D. Marketing in Special Fields
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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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| 8 pp.
| Case — PROVINCIAL FURNITURE LTD.
Ryans AB; Burgoyne DG
The office managing partner of a major international accounting/professional services firm must decide what price to bid for an audit of Provincial Furniture. In order to do this, he must analyze the short and long term benefits of taking on thisaccount and weigh them against the firm’s desire to capture new business and its profit goals.
Ivey Number: 9B00A017
Publication Date: 6/7/2000
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2000
Subjects: Bidding, Professional Firms, Pricing, Competition
Functional Area: Marketing
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| 21 pp.
| Case — ADVANCED BOOK EXCHANGE, INC.: PRICING AS AN INFOMEDIATOR
Grant RA
One of the business partners of Advanced Book Exchange, Inc. was reviewing the company’s revenue projections. He knew that the company left money on the table every time it dealt with a bookseller - the prices just didn‘t reflect the value hisdatabase service provided. He had little doubt the fees could be raised. He just wondered how much, and how fast. He and his three partners were still debating how many different categories they should have and what the fees should be in eachcategory. Were there better options they hadn't considered? Every day they delayed the decision represented lost revenue, so he was anxious to resolve the issue and move on. This case can be used with Advanced Book Exchange, Inc.: TheBarnesandnoble.com Partnership (9B00E001).
Ivey Number: 9B00A001
Publication Date: 16/02/2000
Geographic Setting: Canada Industry Setting: Miscellaneous Retail
Company Size: Small organization
Event Year Start: 1998
Subjects: Virtual Business, Small Business, Internet, Pricing Strategy
Functional Area: Marketing
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| 2 pp.
| Case — LIFTRIGHT LIMITED
Author(s): Kenneth G. Hardy; Mark B. Vandenbosch
Ivey ID: 9A99A019
Publication Date: 8/31/1999 Revision Date: 1/12/2010
Product Type: Case
Geographic Setting: Australia Industry Setting: Miscellaneous Manufacturing Industries Size: Small Year of Event: 1999 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Pricing strategy; Pricing; Competition
Major Disciplines: International; Marketing
Product Description: The president of LiftRight, a gardening tools manufacturer in Australia, is facing a difficult competitive pricing situation. A competing manufacturer has reduced factory prices three times in one year, lowering the price almost below LiftRight’s total production cost. The president must decide whether to match the new prices.
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| 7 pp.
| Case — MARKETING NUMBERS: SHORT PROBLEMS
Pearce MR; Grey L
This series of 14 exercises is intended to provide practice in the typical arithmetic challenges faced by marketers. Each exercise focuses on different calculations, including margin calculations, contribution analysis, profit analysis, pricecalculations and break-even calculations.
Ivey Number: 9A99A028
Publication Date: 2/5/2000 Industry Setting: Miscellaneous Manufacturing Industries
Subjects: Commodity Pricing, Cost Accounting, Pricing Strategy, Pricing
Functional Area: Marketing
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| 15 pp.
| 12. The Marketing of Services
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| 13 pp.
| Case — Jill’s Table: Set to Serve
Author(s): Kyle Murray, Ken Mark
Publication Date: 2/6/2006
The founder and owner of Jill’s Table, a specialty food and housewares store is thinking about the challenges ahead of her. As a small business operating in the same arena as the mass merchandising chains, she has to decide how to position her service offerings so as to survive and even thrive in a highly competitive environment. As a Retailer of the Year award winner (2004 Canadian Gift and Tableware Association, Housewares and Gourmet Division), she knows that her challenges go beyond competition and touch on areas such as customer service, associate training, buying and finance.
Disciplines: Marketing, Entrepreneurship
Issue(s): Leadership, Marketing Management, Services, Small Business
Industry: General Merchandise Stores
Setting: Canada, Small organization, 2005
Difficulty: 4 - Undergraduate/MBA
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| 19 pp.
| Case — INVESTMENT FUNDS INSTITUTE OF CANADA
Author(s): Fisher RJ; Cavanagh CA; Foerster SR; Chandrasekhar R
Publication Date: 11/23/2004
Industry: Non-Profit Organizations
Abstract: The vice-president of regulation at the Investment Funds Institute of Canada is reviewing the monthly statistics. It shows the continuance of three trends, prevalent during the last 12 months in the Canadian mutual funds industry. Net sales ofmutual funds were declining, fund redemptions were rising and the rate of growth in mutual fund assets had been marginal. The vice-president must determine how the Investment Funds Institute, as the industry trade association for mutual funds, caninfluence these trends. He must decide on the message, who he should target with the message and the media through which he should reach his target audience, and present his plan at the next executive committee meeting.
Ivey Number: 9B04A008
Geographic Location: Canada Year of Event: 2003 Level of Difficulty: Undergraduate/MBA Functional Area: Marketing
Subjects: Market Segmentation; Services; Marketing Management; Investment Funds
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| 25 pp.
| Case — MICROSOFT ASIA: LAUNCHING SIMPLIFIED CHINESE WINDOWS 95 IN THE PEOPLE’S REPUBLIC
Author(s): John S. Hulland; Mark B. Vandenbosch; David Ager
Ivey ID: 9A99A025
Publication Date: 11/30/1999 Revision Date: 1/13/2010
Product Type: Case
Geographic Setting: China Industry Setting: Business Services Size: Large Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Market entry; Global product; Marketing planning; International marketing
Major Disciplines: International; Marketing
Product Description: Microsoft’s vice president of the Far East had recently announced that China was a strategic market for Microsoft. The objective of the recently appointed director of the End User Customer Unit for China and Hong Kong was to establish Chinese Windows 95, slated for release in March 1996, as the new standard for operating systems in China. With the launch date only four months away, she realized that she needed to initiate a sales and marketing campaign immediately. Her first step would be to develop a marketing plan which would ensure the rapid adoption of Chinese Windows 95, and which would create a permanent distribution channel for future Microsoft applications software products.
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| 16 pp.
| 13. Global Marketing
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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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| II. Analyzing Marketing Problems and Cases
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| 14 pp.
| Text
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| III. Financial Analysis for Marketing Decisions
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| 10 pp.
| Text
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| IV. Developing Marketing Plans
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| 12 pp.
| Text
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| Back Matter
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| 7 pp.
| Chapter Notes
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| 8 pp.
| Index
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| 2008 copyright reserved |
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