CaseLink for
Walker-Mullins-Boyd: Marketing Strategy: A Decision-Focused Approach, Sixth Edition
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 Front Matter
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| 5 pp.
| Preface
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| 2 pp.
| Walkthrough
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| I. Introduction to Strategy
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| 1 pp.
| Introduction
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| 28 pp.
| 1. Market-Oriented Perspectives Underlie Successful Corporate, Business, and Marketing Strategies
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| 23 pp.
| Case — Sendwine.com
Eisenmann, Thomas; Ess, Charmaine; O’Hara, Ann
Sendwine.com, an online retailer of premium gifts of wine by the bottle, faced decisions about its growth strategy in mid-1999. Mike Lannon, president and founder, had established his company as a prominent player in an increasingly crowded field. But with success came a difficult choice: How should Sendwine.com spend the venture capital money it subsequently had attracted? Should the company consolidate its niche position in wine gift-giving? Or should it aggressively expand into new gift-giving categories under the "Send.com" name? Teaching Purpose: To illustrate the strategic and organizational challenges facing an early stage Internet venture, especially the challenge of building consumer trust and the decision about whether to diversify.
HBS Number: 9-800-211 Type: Case (Field)
Publication Date: 12/3/1999
Geographic Setting: Massachusetts Industry Setting: Internet retailing Number of Employees: 46
Event Year Start: 1999 Event Year End: 1999
Subjects: Beverages; Diversification; Electronic commerce; Entrepreneurial management; Growth strategy; Internet; Service management
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| 26 pp.
| 2. Corporate Strategy Decisions and Their Marketing Implications
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| 18 pp.
| Case — Brewing Change at Breckenridge Brewery
John W. Mullins; Sarah Sittig; Gregory D. Leidich
Richard Squire had started Breckenridge Brewery in 1989. Now, in 1997, despite its modern and efficient brewery and its eight brewpubs in Colorado and elsewhere, his company found itself growing fast, but losing money. Richard and his partner, Ed Cerkovnik, both felt the company still enjoyed extraordinary potential, but they had begun to doubt that they possessed the right mix of managerial skills to ensure that its potential would be realized. The question was what they should do about this problem. Did the company need new leadership? If so, what sort of person should be added to the team, and in what role? Were these even the right questions to be focused on at all?
Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 1
Subjects: Entrepreneurship, Leadership, Stages of Growth, Managing Change
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| 9 pp.
| Case — GROWTH, STRATEGY AND SLOTTING AT NO PUDGE! FOODS, INC.
Author(s): Chris Robertson
Ivey ID: 9B03M033
Publication Date: 8/6/2003 Revision Date: 10/22/2009
Product Type: Case
Teaching Note: 8B03M33
Geographic Setting: United States Industry Setting: Food and Kindred Products Size: Small Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Growth Strategy; Food and Drug; Market Strategy; Women in Management
Major Disciplines: General Management
Product Description: The health and fitness trend that started in the 1980s and became a staple of American lifestyle in the 1990s created numerous opportunities for new firms to introduce niche products. The founder of No Pudge! Brownies worked with a consultant to develop a fat-free brownie mix. She then designed a lean organization where production, distribution and Internet orders were all outsourced. Immediately she is faced with her "Achilles heel," the slotting fees required by supermarkets to obtain shelf space. After two years of negotiating with supermarkets, an important grocery chain finally agrees to carry her product without any slotting fees. By 1997 sales totaled a meager $250,000. Aggressive lobbying with the National Food Distributors Association and a multi-pronged strategy for dealing with slotting eventually pushed sales above the $2 million mark. No Pudge! is at a major decision point. New growth opportunities, such as muffin mix and fast-food distribution of pre-made brownies are abundant. Slotting continues to be a source of frustration for the firm, and No Pudge! is now on the radar screen as a possible acquisition target by major food purveyors.
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| 13 pp.
| Case — Black & Decker Corp. (A): Power Tools Division
Author(s): Dolan, Robert J.
Publication Date: 03/30/1995 Revision Date: 03/30/2001
Product Type: Case (Field)
Product Description: Presents Black & Decker’s performance against a Japanese competitor and others in the power tools market. Black & Decker is anxious to regain its market share leadership in particular segments of the market. Teaching Purpose: Allows exploration of issues of brand equity, product positioning, and competitive strategy in the context of international competition.
HBS Number: 9-595-057
Geographic Setting: United States Industry Setting: power tools
Company Size: Fortune 500 Gross Revenues: $4 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Brands; Competition; International marketing; Marketing strategy; Product introduction; Tools
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-595-060), 6p, by Robert J. Dolan; Supplement (Field), (9-595-061), 2p, by Robert J. Dolan; Supplement (Field), (9-595-062), 3p, by Robert J. Dolan; Teaching Note, (5-598-106), 22p, by Robert J. Dolan
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| 31 pp.
| Case — Matching Dell
Author(s): Rivkin, Jan W.; Porter, Michael E.
Publication Date: 06/06/1999
Product Type: Case (Library)
Product Description: After years of success with its vaunted “Direct Model” for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell’s strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell‘s approach. Students are called on to formulate strategic plans of action for Dell and its various rivals. Teaching Purpose: Designed to be taught in any of several places in an MBA course on competitive strategy. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis, the evolution of industry structure, and relative cost analysis.
HBS Number: 9-799-158
Geographic Setting: Global Industry Setting: personal computers
Company Size: Fortune 500 Gross Revenues: $19 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Competition; Computer industry; Cost analysis; Industry structure; Personal computers; Strategic planning
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-700-084), 24p, by Jan W. Rivkin
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| 19 pp.
| Case — BONNY DOON VINEYARDS
Hillman AJ; Keim G; Glasgow K
A small, founder-centered business, increasingly facing competitive imitation of their core activities, is at a crossroads. Expansion opportunities for the winery include branching into retail, expanding its offerings of wines made to theirspecifications in Europe, and expanding their direct sales network of end customers to include non-Bonny Doon wines. In considering these options, the core competencies of Bonny Doon as well as the interests of its dynamic founder and leader, arecritical.
Ivey Number: 9B00A018
Publication Date: 26/07/2000
Geographic Setting: United States Industry Setting: Food and Kindred Products
Company Size: Small organization
Event Year Start: 2000
Subjects: Expansion, Entrepreneurship, Diversification, Growth Strategy
Functional Area: Marketing
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| 22 pp.
| Case — Toyota Motor Corp.: Launching Prius
Author(s): Reinhardt, Forest L.; Yao, Dennis A.; Egawa, Masako
Publication Date: 01/13/2006 Revision Date: 12/07/2006
Product Type: Case (Field)
HBS Number: 9-706-458
Geographic Setting: Global Industry Setting: Automotive industry Gross Revenues: $95 billion revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Competitive advantage; Green marketing; Leadership; Market structure; Pollution control; Product development; Product introduction; Social responsibility; Strategy formulation; Technology
Academic Discipline: Competitive strategy
Product Description: In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius — an automobile that incorporates Toyota’s new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota‘s overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics.
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| 24 pp.
| 3. Business Strategies and Their Marketing Implications
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| 18 pp.
| Case — Brewing Change at Breckenridge Brewery
John W. Mullins; Sarah Sittig; Gregory D. Leidich
Richard Squire had started Breckenridge Brewery in 1989. Now, in 1997, despite its modern and efficient brewery and its eight brewpubs in Colorado and elsewhere, his company found itself growing fast, but losing money. Richard and his partner, Ed Cerkovnik, both felt the company still enjoyed extraordinary potential, but they had begun to doubt that they possessed the right mix of managerial skills to ensure that its potential would be realized. The question was what they should do about this problem. Did the company need new leadership? If so, what sort of person should be added to the team, and in what role? Were these even the right questions to be focused on at all?
Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 1
Subjects: Entrepreneurship, Leadership, Stages of Growth, Managing Change
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| 9 pp.
| Case — GROWTH, STRATEGY AND SLOTTING AT NO PUDGE! FOODS, INC.
Author(s): Chris Robertson
Ivey ID: 9B03M033
Publication Date: 8/6/2003 Revision Date: 10/22/2009
Product Type: Case
Teaching Note: 8B03M33
Geographic Setting: United States Industry Setting: Food and Kindred Products Size: Small Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Growth Strategy; Food and Drug; Market Strategy; Women in Management
Major Disciplines: General Management
Product Description: The health and fitness trend that started in the 1980s and became a staple of American lifestyle in the 1990s created numerous opportunities for new firms to introduce niche products. The founder of No Pudge! Brownies worked with a consultant to develop a fat-free brownie mix. She then designed a lean organization where production, distribution and Internet orders were all outsourced. Immediately she is faced with her "Achilles heel," the slotting fees required by supermarkets to obtain shelf space. After two years of negotiating with supermarkets, an important grocery chain finally agrees to carry her product without any slotting fees. By 1997 sales totaled a meager $250,000. Aggressive lobbying with the National Food Distributors Association and a multi-pronged strategy for dealing with slotting eventually pushed sales above the $2 million mark. No Pudge! is at a major decision point. New growth opportunities, such as muffin mix and fast-food distribution of pre-made brownies are abundant. Slotting continues to be a source of frustration for the firm, and No Pudge! is now on the radar screen as a possible acquisition target by major food purveyors.
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| 13 pp.
| Case — Black & Decker Corp. (A): Power Tools Division
Author(s): Dolan, Robert J.
Publication Date: 03/30/1995 Revision Date: 03/30/2001
Product Type: Case (Field)
Product Description: Presents Black & Decker’s performance against a Japanese competitor and others in the power tools market. Black & Decker is anxious to regain its market share leadership in particular segments of the market. Teaching Purpose: Allows exploration of issues of brand equity, product positioning, and competitive strategy in the context of international competition.
HBS Number: 9-595-057
Geographic Setting: United States Industry Setting: power tools
Company Size: Fortune 500 Gross Revenues: $4 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Brands; Competition; International marketing; Marketing strategy; Product introduction; Tools
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-595-060), 6p, by Robert J. Dolan; Supplement (Field), (9-595-061), 2p, by Robert J. Dolan; Supplement (Field), (9-595-062), 3p, by Robert J. Dolan; Teaching Note, (5-598-106), 22p, by Robert J. Dolan
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| 31 pp.
| Case — Matching Dell
Author(s): Rivkin, Jan W.; Porter, Michael E.
Publication Date: 06/06/1999
Product Type: Case (Library)
Product Description: After years of success with its vaunted “Direct Model” for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell’s strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell‘s approach. Students are called on to formulate strategic plans of action for Dell and its various rivals. Teaching Purpose: Designed to be taught in any of several places in an MBA course on competitive strategy. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis, the evolution of industry structure, and relative cost analysis.
HBS Number: 9-799-158
Geographic Setting: Global Industry Setting: personal computers
Company Size: Fortune 500 Gross Revenues: $19 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Competition; Computer industry; Cost analysis; Industry structure; Personal computers; Strategic planning
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-700-084), 24p, by Jan W. Rivkin
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| 19 pp.
| Case — BONNY DOON VINEYARDS
Hillman AJ; Keim G; Glasgow K
A small, founder-centered business, increasingly facing competitive imitation of their core activities, is at a crossroads. Expansion opportunities for the winery include branching into retail, expanding its offerings of wines made to theirspecifications in Europe, and expanding their direct sales network of end customers to include non-Bonny Doon wines. In considering these options, the core competencies of Bonny Doon as well as the interests of its dynamic founder and leader, arecritical.
Ivey Number: 9B00A018
Publication Date: 26/07/2000
Geographic Setting: United States Industry Setting: Food and Kindred Products
Company Size: Small organization
Event Year Start: 2000
Subjects: Expansion, Entrepreneurship, Diversification, Growth Strategy
Functional Area: Marketing
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| 22 pp.
| Case — Toyota Motor Corp.: Launching Prius
Author(s): Reinhardt, Forest L.; Yao, Dennis A.; Egawa, Masako
Publication Date: 01/13/2006 Revision Date: 12/07/2006
Product Type: Case (Field)
HBS Number: 9-706-458
Geographic Setting: Global Industry Setting: Automotive industry Gross Revenues: $95 billion revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Competitive advantage; Green marketing; Leadership; Market structure; Pollution control; Product development; Product introduction; Social responsibility; Strategy formulation; Technology
Academic Discipline: Competitive strategy
Product Description: In 1995, Hiroshi Okuda, president of Toyota Motor Corp., considers whether to push for a more aggressive launch of the Toyota Prius — an automobile that incorporates Toyota’s new and technically advanced hybrid power train. This launch decision allows discussion of the importance of the Prius in Toyota‘s overall product strategy and explores issues ranging from market structure to competitive advantage and competitive dynamics.
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| II. Opportunity Analysis
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| 1 pp.
| Introduction
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| 25 pp.
| 4. Understanding Market Opportunities
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| 31 pp.
| Case — Microsoft Carpoint
Jeffrey F. Rayport ; Avnish Bajaj ; Steffan Haithcox ; Michael Kadyan
CarPoint.com was Microsoft’s Web-based entry into on-line automobile retailing. While CarPoint could not, in fact, "sell" or deliver any cars, it could shift much of consumer search, comparison, and decision-making, including pricing, from the physical platform of the traditional car dealer to the virtual world of the Web. This shift in buying behavior from marketplace to marketspace was significant in its implications for consumers and dealers; it gave consumers a wealth of information that they previously did not have along with no-negotiation pricing of cars, while it challenged dealers to change their approaches to these newly empowered and better informed consumers. CarPoint, however, was a late entrant, and it faced competition from category first-movers AutoByTel.com, AutoWeb.com, and AutoVantage.com. As a result, the case deals with larger issues of channel and consumer behavior change as well as tactical issues pertaining to competitive positioning in a competitive market both on-line and off-line. Teaching Purpose: To challenge students to analyze the complexity of managing consumer services in a category that explicitly requires integration of on-line and off-line sales and service activities. CarPoint and its
HBS Number: 9-898-280 Type: Case (Field)
Subjects: Automobile industry; Information services; Information technology; Internet; Service management; World Wide Web
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| 22 pp.
| Case — TelePizza
Author(s): Kuemmerle, Walter; Ellis, Chad; Roure, Juan
Publication Date: 03/11/1999 Revision Date: 04/06/2004
Product Type: Case (Field)
Product Description: Describes TelePizza, Spain’s leading chain of pizza restaurants and delivery services. TelePizza has experienced rapid growth to 500 stores since its creation in 1987. The company went public on the Spanish stock market in late 1996. Franchising played an important role in the firm‘s expansion to date. For further growth, the founder and CEO is contemplating three strategies: further expansion in Spain, international expansion, or the creation of new restaurant concepts. Teaching Purpose: permits a rich discussion of growth strategies and of growth rates implied in a firm's stock market valuation.
HBS Number: 9-899-080
Geographic Setting: Spain Industry Setting: restaurants Gross Revenues: $250 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Entrepreneurial finance; Europe; Franchising; Growth strategy; International business; International entrprnl finance; Restaurants; Valuation
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-803-076), 23p, by Walter Kuemmerle, Alexander Berson
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| 21 pp.
| Case — Boston Duck Tours—1996: Has Boston Gone Quackers?
Hart, Myra; Dodson, Stephanie
While on vacation in Memphis, former investment manager Andy Wilson discovers a unique "tour bus" that travels over land and through water. He decides to transplant the concept to Boston and to add both historical and theatrical featur
HBS Number: 9-898-189 Type: Case (Field)
Publication Date: 3/9/1998 Revision Date: 7/1/1998
Geographic Setting: Boston, MA Industry Setting: entertainment/tourism Number of Employees: 30 Gross Revenues: $3.3 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Entrepreneurship; Financing; Partnerships; Regulated industries; Tourism
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| 20 pp.
| 5. Measuring Market Opportunities: Forecasting and Market Knowledge
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| 36 pp.
| Case — Nestle Refrigerated Foods: Contadina Pasta & Pizza (A)
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 10/28/1994 Revision Date: 01/30/1997
Product Type: Case (Field)
Product Description: Nestle Co.’s Refrigerated Foods Division has very successfully launched its Contadina brand pasta and sauces. The new product has achieved nearly $100 million in sales in three years. The division is now considering an extension into the pizza line. This case provides a detailed look at the use of simulated test markets to forecast a new product‘s potential. Teaching Purpose: Intended to provide students with an in-depth understanding of new product forecasting in consumer packaged goods. Also raises the understanding of marketing research in pasta and pizza launch commercials.
HBS Number: 9-595-035
Geographic Setting: United States Industry Setting: food Gross Revenues: $150 million revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Brands; Consumer marketing; Food; Market research; New product marketing
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-596-068), 4p, by V. Kasturi Rangan, Marie Bell; Teaching Note, (5-596-009), 11p, by V. Kasturi Rangan, Marie Bell
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| 11 pp.
| Case — Optical Distortion, Inc. (A)
Author(s): Clarke, Darrel G.; Wise, Randall E.
Publication Date: 01/01/1975 Revision Date: 01/08/1999
Product Type: Case (Field)
HBS Number: 9-575-072
Geographic Setting: California Industry Setting: Poultry & egg production
Event Year Start: 1974 Event Year End: 1974
Subjects: Agriculture; Entrepreneurship; Marketing strategy; Pricing strategy; Product introduction; Sales promotions
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-577-161), 11p, by Christopher H. Lovelock
Product Description: A new product, contact lenses for chickens, is to be introduced by a small firm formed to market the product. An entry strategy must be planned including price, sales force, size, and location. Allows data for computation of economic benefit to farmers. Includes state-by-state chicken population data for planning a rollout sales program. Software for this case is available (9-588-539). May be used with: (9-588-539) Optical Distortion, Inc. (A), Master Diskette; (9-589-011) Optical Distortion, Inc. (C): The 1988 Reintroduction.
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| 27 pp.
| Case — Juice Guys (A)
Author(s): Lassiter, Joseph B., III; Fox, Sharon; Rushmore, Cindy
Publication Date: 09/16/1999 Revision Date: 07/17/2006
Product Type: Case (Field)
HBS Number: 9-800-122
Geographic Setting: United States Industry Setting: Food & beverage industries Number of Employees: 10 Gross Revenues: $227,000 revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Beverages; Entrepreneurship; Market research; Market selection; Marketing management; Product planning & policy; Product positioning
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-804-155), 16p, by Joseph B. Lassiter III
Product Description: The case explores who the customers are for a new beverage product, their desires as customers for this product, and their desires when ordering this product from a local specialty store location. May be used with: (9-800-123) Juice Guys (B).
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| 19 pp.
| 6. Targeting Attractive Market Segments
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| 21 pp.
| Case — Granny’s Goodies, Inc.
Narayandas, Das; Korman, Kathy
The young entrepreneurs of Granny’s Goodies, Inc., a corporate gift package specialist, face the challenge of finding ways to create consistent revenue streams and reduce sales costs. Outside of a few long-term contracts, the two found
HBS Number: 9-500-049 Type: Case (Field)
Publication Date: 11/25/1999 Revision Date: 02/09/2000
Geographic Setting: Unspecified Industry Setting: marketing promotion material
Company Size: start-up Number of Employees: 10 Gross Revenues: $2 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Entrepreneurial management; Market segmentation; Marketing strategy
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| 26 pp.
| Case — Vistakon: 1 Day Acuvue Disposable Contact Lenses
Author(s): Silk, Alvin J.; Isaacson, Bruce; Bell, Mar
Publication Date: 03/05/1996 Revision Date: 02/01/1999
Product Type: Case (Field)
Product Description: Vistakon, an independent and entrepreneurial subsidiary of Johnson & Johnson, pioneered the production and marketing of disposable contact lenses with the 1987 launch of Acuvue, the first disposable extended-wear lens—a soft contact lens that patients wear for a period of less than two weeks and then abandon. By 1993, Acuvue was the leading brand of soft contact lens in the United States. In March 1994, Gary Kunkle, president of Vistakon, was presented with the test market results for an addition to the firm’s product line, 1 Day Acuvue, the world‘s first daily disposable contact lens. The test market results raised a number of strategic issues relating to: 1) the positioning and pricing of the new daily wear disposable product; 2) cannibalization of the firm's existing extended-wear disposable lens; and 3) the mix of push and pull components required for the introductory marketing campaign to be effective in generating and coordinating demand from both eye-care professionals and consumers. In deciding how to proceed, Kunkle must evalute the risks associated with commencing an immediate launch with an unproven strategy as opposed to extending the test market.
HBS Number: 9-596-087
Geographic Setting: United States Industry Setting: health care products Number of Employees: 2,500 Gross Revenues: $300 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Brands; Consumer goods; Market analysis; Marketing implementation; Marketing mixes; Marketing strategy; Product positioning
Academic Discipline: Marketing
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| 20 pp.
| 7. Differentiation and Positioning
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| 39 pp.
| Case — Tanishq: Positioning to Capture the Indian Woman’s Heart
Author(s): Narayandas, Das; Herman, Kerry
Publication Date: 08/29/2006 Revision Date: 02/22/2007
Product Type: Color Case
HBS Number: 9-507-025
Geographic Setting: India Industry Setting: Jewelry industry; Watch industry
Event Year Start: 2006 Event Year End: 2006
Subjects: Brands; International marketing; Positioning; Strategic management; Strategy alignment; Target markets
Academic Discipline: Competitive strategy
Supplementary Materials: Case Video, DVD, (9-507-707), 14 min, by Das Narayandas; Case Video, (9-507-708), 14 min, by Das Narayandas
Product Description: The firm has to choose between an established brand, Tanishq, and a new skunkworks brand, GoldPlus, to go after the Indian plain gold jewelry market: Tanishq, initially targeted at a western customer, has undergone strategic retooling and has currently been repositioned to serve the “traditional yet modern” Indian woman. The brand still carries some baggage from its past. GoldPlus, on the other hand, is a new brand that is positioned to serve the plain gold wedding jewelry market. A variety of strategic, economic, organizational and brand investment reasons make the decision an important one.
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| 25 pp.
| Case — BET.com
Eisenmann, Thomas; Fischer, Pauline
Black Entertainment Television, a leading cable programmer, is launching BET.com, an Internet portal targeted toward African-Americans. This case examines the challenges facing BET management as it defines its service offerings and target customer segments in a fast-moving, highly competitive environment. BET.com faces two decisions: 1) whether to bundle Internet access service with its ethnic portal; and 2) whether to strictly target African-Americans, or also pursue the "urban market," a young (aged 15-24), cross-racial segment with distinctive tastes in music and fashion, and part of the core audience for BET’s cable programming. Teaching Purpose: To illustrate the economics and strategy issues facing an Internet content provider and to explore the tradeoff between focus and growth in launching Internet businesses.
HBS Number: 9-800-283 Type: Case (Field)
Publication Date: 2/2/2000 Revision Date: 6/19/2000
Geographic Setting: Washington, DC Industry Setting: Internet
Event Year Start: 1999 Event Year End: 2000
Subjects: African Americans; Business policy; Electronic commerce; Entertainment industry; Growth strategy; Internet; Market positioning
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| 21 pp.
| Case — Autobytel.com
Author(s): Moon, Youngme
Publication Date: 10/20/1999 Revision Date: 10/12/2005
Product Type: Case (Field)
Product Description: Autobytel enjoys first-mover advantage in the Internet new car buying space. According to a number of metrics, it is the online leader in this category. However, a number of competitors have sprung up, raising questions about the long-term viability of Autobytel’s purchase referral model. In addition, Autobytel is struggling to accelerate revenue growth. The company has launched several new services and is now seeking to reposition itself in the market.
HBS Number: 9-500-015
Geographic Setting: Irvine, CA Industry Setting: Internet & online services industries; Automotive industry Number of Employees: 200 Gross Revenues: $36 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Automobiles; Distribution channels; Electronic commerce; Internet
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-500-076), 13p, by Youngme Moon
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| 19 pp.
| Case — Aladdin Knowledge Systems
Quelch, John A.; Root, Robin
The founder, president, and CEO of a leading software security company has just announced the $5.1 million cash acquisition of a key competitor. As a result, his company becomes the market share leader in Europe and number two in the United States. But now, he and the rest of the management team have to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm’s two overlapping software security product lines.
HBS Number: 9-598-018 Type: Case (Field)
Publication Date: 07/14/1997 Revision Date: 02/24/1998
Geographic Setting: Israel, Germany, United States Industry Setting: software piracy Number of Employees: 80 Gross Revenues: $20 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Acquisitions; International marketing; Marketing management; Software
Supplementary Materials: Teaching Note, (5-598-071), 10p, by Das Narayandas
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| III. Formulating Marketing Strategies
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| 1 pp.
| Introduction
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| 27 pp.
| 8. Marketing Strategies for New Market Entries
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| 24 pp.
| 9. Strategies for Growth Markets
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| 20 pp.
| Case — Icebreaker: The China Entry Decision
Author(s): Lassiter, Joseph B., III; Heath, Dan
Publication Date: 05/02/2006 Revision Date: 06/16/2006
Product Type: Color Case
HBS Number: 9-806-195
Geographic Setting: China; New Zealand Industry Setting: Apparel industry Number of Employees: 50 Gross Revenues: $50 million revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Brands; Consumer marketing; Distribution; Entrepreneurial finance; Market entry; New product marketing; Product development
Academic Discipline: Marketing
Product Description: Jeremy Moon, CEO of Icebreaker, maker of merino-fiber activewear, thinks about the strengths and weaknesses of staying focused on his rapidly expanding U.S. and European markets vs. broadening his attack to include China. If he enters China, should he continue his current strategy of pushing the technical merits of the merino fabric, or should he go the inherently subjective fashion route, given that the technical apparel market in China is virtually nonexistent.
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| 31 pp.
| 10. Strategies for Mature and Declining Markets
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| 23 pp.
| Case — Kinko’s
Author(s): McGovern, Gail; Schulman, Seth
Publication Date: 10/05/2005
Product Type: Color Case
Product Description: Over the decades, Kinko’s had forged a deep emotional bond with consumers by easing their anxiety and helping them solve pressing document processing problems. By 2003, however, consumer research revealed that a confusing retail experience had eroded some of this good will. Challenged to increase revenues for this segment and the company as a whole, Kinko‘s CEO and president faced a momentous decision: Should he radically overhaul the retail business, or should he shift resources to Kinko's healthier commercial business, “harvesting” the retail business for short-term profit?
HBS Number: 9-506-024
Geographic Setting: United States Industry Setting: Printing industry Number of Employees: 21,000 Gross Revenues: $2 billion revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Consumer marketing; Customer retention; Customer satisfaction; Customer service; Market positioning; Marketing strategy; Retail stores
Academic Discipline: Marketing
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| 27 pp.
| 11. Marketing Strategies for the New Economy
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| 18 pp.
| Case — Brita Products Co
Author(s): Deighton, John
Publication Date: 08/30/1999 Revision Date: 01/15/2002
Product Type: Case (Field)
Product Description: Describes a race for installed base, with increasing returns to scale and a delicate acquisition versus retention balance. Clorox’s Brita skillfully exploits a tide of water safety concerns, growing a home water filtration business from inception to a 15% U.S. household penetration in ten years. The decision in the case arises as the period of increasing returns seems to be drawing to a close, and management must use its legacy, an installed based and a strong brand equity, to take the business forward into a less friendly environment. Students can model the relation between the primary demand for pitchers and the derived demand for filters to decide where they want to put future investments. Teaching Purpose: The economics of acquisition and retention, installed base marketing, and lifetime customer value calculation.
HBS Number: 9-500-024
Geographic Setting: United States Industry Setting: packaged goods Gross Revenues: $200 million revenues
Event Year Start: 1989 Event Year End: 1999
Subjects: Household products; Marketing management; New product marketing; Product life cycle; Test markets; Water pollution
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-501-067), 12p, by John Deighton
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| 16 pp.
| Case — CVS: The Web Strategy
Author(s): Deighton, John; Shah, Anjali
Publication Date: 12/02/1999 Revision Date: 02/02/2001
Product Type: Case (Field)
Product Description: How should America’s second-largest pharmacy chain respond to the challenge from online drugstores? What threat does the web pose to bricks and mortar distribution of prescription drugs and the other items that make up 50% of a drugstore‘s sales? This case describes the purchase of Soma.com by CVS, and its integration into the corporation. A number of tactical questions remain to be answered, and then there is the larger strategic question—why do this at all? Teaching purpose: Issues in the integration of traditional retailing with online channels.
HBS Number: 9-500-008
Geographic Setting: New England Industry Setting: drug retailing Gross Revenues: $15 billion revenues
Subjects: Distribution channels; Electronic commerce; Internet; Marketing management; Pharmaceuticals industry; Retailing
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-501-064), 9p, by John Deighton
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| IV. Implementation and Control
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| 1 pp.
| Introduction
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| 25 pp.
| 12. Organizing and Planning for Effective Implementation
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| 20 pp.
| Case — Acer America: Development of the Aspire
Author(s): Bartlett, Christopher A.; St. George, Ant
Publication Date: 12/30/1998 Revision Date: 04/09/2001
Product Type: Case (Field)
Product Description: Follows the development, national launch, and global rollout of the Aspire, Acer’s first new product developed outside Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical “fast food” business concept and his “client server‘' organization model? Teaching Purpose: To discuss the development and implementation of global strategy, to explore new models of global organization, and to examine the management of headquarter-subsidiary relations. May be used with: (9-399-010) Acer, Inc.: Taiwan's Rampaging Dragon.
HBS Number: 9-399-011
Geographic Setting: United States, Taiwan, Global Industry Setting: computers Number of Employees: 600 Gross Revenues: $1.1 billion revenues
Event Year Start: 1995 Event Year End: 1998
Subjects: International business; Marketing implementation; Matrix organization; Multinational corporations; Product development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-300-035), 12p, by Christopher A. Bartlett; Case Video, (9-301-805), 14 min, by Christopher A. Bartlett
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| 26 pp.
| 13. Measuring and Delivering Marketing Performance
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| 18 pp.
| Case — Wells Fargo Online Financial Services (A)
Author(s): Kaplan, Robert S.; Tempest, Nicole
Publication Date: 06/12/1998 Revision Date: 08/21/2001
Product Type: Case (Field)
HBS Number: 9-198-146
Geographic Setting: California Industry Setting: banking
Event Year Start: 1997 Event Year End: 1997
Subjects: Balanced scorecard; Banking; California Research Center; Electronic commerce; Entrepreneurship; Internet; Performance measurement
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-199-058), 16p, by Robert S. Kaplan
Product Description: Describes how Wells Fargo, the industry leader in electronic banking, implemented a Balanced Scorecard in its online financial services group (OFS) to track and measure performance. The OFS group develops and supports services that allow existing and future banking customers to transact via the Internet. The new division faces rapid change and must invest heavily in new technology and in the development of innovative products and services. OFS was finding it difficult to balance the need for a clearly articulated strategy and measurable objectives with the flexibility required in its dynamic environment. Wells Fargo had a culture that embraced financial metrics. Yet OFS management believed that its business could not be measured and evaluated on the basis of financial metrics alone. For example, the group was not yet profitable, yet it provided a critical component to the bank’s long-term strategy. The OFS group believed that the Balanced Scorecard would allow them to develop a set of integrated, multidimensional measures to assess performance against its goals and to communicate and update its strategy in a rapidly changing environment. With an extensive description of the operations and economic drivers of the online financial services business, the case asks students to use this information to develop a Balanced Scorecard fo
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| 23 pp.
| Case — Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)
Author(s): Shapiro, Roy D.; Watkins, Michael D.; Rose
Publication Date: 10/25/1993 Revision Date: 07/03/1997
Product Type: Case (Field)
Product Description: AT&T’s Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, Chief Quality Officer Rob Davis and his Quality Team have designed and put into place an unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily. Teaching Purpose: Links performance measurement and compensation policies to precepts of quality management.
HBS Number: 9-694-047
Geographic Setting: Jacksonville, FL Industry Setting: credit cards Number of Employees: 2,700
Event Year Start: 1989 Event Year End: 1989
Subjects: Customer relations; Employee compensation; Employee empowerment; Performance measurement; Service management; Total quality
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-694-077), 3p, by Roy D. Shapiro, Michael D. Watkins, Susan Rosegrant; Teaching Note, (5-696-073), 11p, by Robert H. Hayes
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| Back Matter
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| 4 pp.
| Name Index
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| 6 pp.
| Subject Index
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