 Front Matter
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| 7 pp.
| Preface
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| 6 pp.
| List of Boxes
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| I. Foundations for Services Marketing
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| 1 pp.
| Introduction
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| 29 pp.
| 1. Introduction to Services
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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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| 18 pp.
| Case — GREY CHINA
Author(s): John S. Hulland; Donna Everatt
Ivey ID: 9A99A014
Publication Date: 10/28/1999 Revision Date: 1/12/2010
Product Type: Case
Teaching Note: 8A99A14
Geographic Setting: Hong Kong/China Industry Setting: Business Services Size: Medium Year of Event: 1999 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Market analysis; Marketing mix; Corporate strategy; Advertising
Major Disciplines: International; Marketing
Product Description: Grey China is a subsidiary of Grey Advertising, based in New York. Established in 1917, Grey Advertising offered a variety of marketing and corporate services through its 377 branches in 88 countries, which employed 10,000 people. The case provides an overview of how an advertising agency functions, as well as illustrating timely advertising industry issues such as specialization and globalization. The CEO of Grey China must decide whether or not to launch an interactive services department to capitalize on the potential for a first mover advantage. Many marketing managers in Hong Kong and China were unaware of how interactive marketing could be integrated into their marketing communications programs. Grey China had the daunting task of building primary market demand for interactive marketing communications.
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| 16 pp.
| 2. Conceptual Framework of the Book: The Gaps Model of Service Quality
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| 31 pp.
| Case — MICROSOFT CANADA: MARKETING XBOX
Author(s): Pearce MR; Mark T
Description: The group product manager for Xbox Canada was working on his marketing plan for the product’s second year in the Canadian market. Xbox is a video game console and trailed Sony‘s PlayStation 2 in the marketplace. The group product manager mustpresent his plan at the Microsoft Global Briefing. He knew the gaming market was turbulent and fickle and he wondered what he might do as an encore to the Xbox launch program.
Ivey Number: 9B03A023
Publication Date: 10/11/2003
Geographic Setting: Canada
Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 2003
Subjects: Marketing Planning; Consumer Analysis; Competitor Analysis; Consumer Marketing
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 35 pp.
| Case — IKAROS PROJECT
Hardy KG; Matheacakis G
Two young university graduates evaluate the possibility of introducing a new room reservation system for tourists in Greece, replacing some of the unreliable existing methods. Recent improvements in the telecommunications grid and the emergence of several Internet service providers across Greece, coupled with existing hardware and software technology, paved the way to a window of opportunity for their “Ikaros Project,” acollection of transactional interactive networked kiosks. The kiosks would allow customers to obtain real-time information on hotel room availability and make their reservations. Convinced that the system would be accepted by the tourists, therewere still many considerations to be researched and resolved: acceptance of the system by the hoteliers, connection costs, system capacity, pricing and the system architecture.
Ivey Number: 9B00A030
Publication Date: 31/10/2000 Revision Date: 2/8/2001
Geographic Setting: Greece Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 1999
Subjects: Market Analysis, Product Design/Development, Market Strategy, Technology
Functional Area: Marketing
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| II. Focus on the Customer
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| 1 pp.
| Introduction
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| 26 pp.
| 3. Consumer Behavior in Services
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| 10 pp.
| Case — General De La Rey and the Blue Bulls
Author(s): Michael Goldman
Publication Date: 8/18/2008 Revision Date: 1/29/2009
Product Type: Case
Teaching Note: 8B08A10
Ivey ID: 9B08A010
Geographic Setting: South Africa Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2007 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Brand Positioning; Sports Marketing; Political Environment; Consumer Behaviour
Major Disciplines: International; Marketing
Product Description: The Blue Bulls rugby team enjoyed a fanatical fan base and had been performing well in local and international competitions recently. As a leading South African rugby franchise, the Blue Bulls faced a social and political environment that emphasised racial transformation.
An up-and-coming Afrikaans musician had become best-seller with his De La Rey song, which was about a Boer soldier who calls on General De La Rey to lead the Afrikaner people to victory in the second South Africa War between the Boer Republic and colonial Britain. Given the emotive theme of the song and the response by some to view it as a reassertion of Afrikaner nationalism, the song had attracted significant media coverage and controversy.
As part of the entertainment at the Vodacom Super 14 rugby game between Western Force and the Vodacom Blue Bulls, De La Rey was played over the stadium loudspeakers. This delighted most of the mainly White Afrikaans spectators. As the evening progressed, the acting head of the Blue Bulls Company, the organization that managed the Blue Bulls rugby team and the Loftus Versveld stadium, received a number of complaints from supporters about the playing of the De La Rey song and thus decided to remove the song from the official stadium playlist. By Monday morning, a media frenzy had erupted about this decision and the acting head was faced with a number of options of how to respond.
The ca
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| 10 pp.
| Case — PRAEDA MANAGEMENT SYSTEMS INC.
Author(s): Hardy KG
Publication Date: 1/13/2006
Product Type: Case
Ivey ID: 9B06A003
Geographic Setting: Canada Industry Setting: Business Services Size: Small organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: Consumer Behaviour; Growth Strategy; Market Strategy; Marketing Planning
Functional Area: Marketing
Product Description: A venture fund has approached an entrepreneur to sell one of its poorly performing holdings, or if there is no reasonable sale opportunity, turn the company around. He finds no acceptable offers for the company. He searches to find more informationon how buyers purchase and use the product, which is a software system for police and courts to lay charges and manage them across the court process. The case illustrates the leverage available from understanding customer budgeting and buyingprocesses, and fitting the service to meet the mind of the customer.
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| 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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| 29 pp.
| Case — CITIBANK ARGENTINA
Author(s): Bodo B. Schlegelmilch; Kussai El-Chichakli
Ivey ID: 9A99A031
Publication Date: 2/16/2000 Revision Date: 1/13/2010
Product Type: Case
Teaching Note: 8A99A31
Geographic Setting: Argentina Industry Setting: Banking Size: Large Year of Event: 1996 Level of Difficulty: 5 - MBA/Postgraduate
Subjects: Credit card business; Strategy development; Marketing defense strategies; Industry analysis
Major Disciplines: International; Marketing
Product Description: Citibank Argentina faces a number of questions on how to develop its future strategy in its credit card business. Citibank is the most successful foreign bank in Argentina and is number one in the country’s credit card business. To defend its position as leader, Citibank has to maintain its role as driver of the business, since aggressive competition from American Express and others can be expected. However, intensifying competition involves increasing pressure on margins, and the need to tap new (and less secure) market segments to achieve the growth target.
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| 26 pp.
| 4. Customer Expectations of Service
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| 10 pp.
| Case — Critical Mass: The IT Creativity Challenge
Author(s): Malcolm Munro; Sid L. Huff
Publication Date: 11/4/2008
Product Type: Case (Field)
Teaching Note: 8B08E10
Ivey ID: 9B08E010
Geographic Setting: Alberta, Canada Industry Setting: Business Services Size: Medium Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Internet Marketing; Management Information Systems; Management of Technology; Corporate Culture
Major Disciplines: Management Science and Information Systems
Product Description: Critical Mass was a highly successful Internet marketing services firm with a blue chip client list. The rapidly changing Internet environment demanded continuous innovation and an exceptional level of creativity from the Technology Group. The company invested substantial resources in a creative-friendly physical environment and organized an array of activities intended to "keep creativity bubbling." The company was ready to embark on a significant expansion in its customer base and management had decided to review and reassess these activities to determine if they were having the desired effect and if corrective changes were required.
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| 23 pp.
| Case — ING BANK OF CANADA (A): LAUNCH OF A DIRECT BANK
Author(s): Adrian B. Ryans
Ivey ID: 9A99A010
Publication Date: 8/25/1999 Revision Date: 1/12/2010
Product Type: Case
Teaching Note: 8A99A10
Geographic Setting: Canada Industry Setting: Banking Size: Small Year of Event: 1997 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Financial institutions; Market entry; Market strategy; Product strategy
Major Disciplines: Entrepreneurship; Marketing
Product Description: The management team at ING Bank of Canada was preparing to launch Canada’s first discount bank. Initially, the bank planned to serve its customers using mail and telephone. Later, it planned to supplement the telephone banking service with an interactive voice response system and an Internet-based service. ING hoped to attract customers by offering significantly higher interest rates on its savings products than any of its competitors. There was some skepticism about the viability of the proposed business model. At the time of the case, the president and CEO of ING Bank was reviewing the proposed launch strategy.
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| 36 pp.
| 5. Customer Perceptions of Service
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| 23 pp.
| Case — BLUE MOUNTAIN RESORTS: THE QUALITY SERVICE JOURNEY
Johnson PF; Sheppard M
Blue Mountain Resorts had been driving its business with a service quality program for several years, which the vice-president of human resources was responsible for coordinating. With a new ski season underway, and the critical Christmas seasonapproaching, he wanted to continue progress of the program by introducing a new set of initiatives. He had recently gathered together a team of Blue Mountain Resort managers, from a variety of different areas in the company, to identifyopportunities to improve service quality. The group provided three proposals that he felt warranted consideration. At the upcoming executive team meeting, he would be expected to set the priorities for the coming year and recommend what action, ifany, should be taken for each. He had to decide which programs made the most sense for immediate action and which ones required additional study and analysis. Each of the proposals affected different parts of the organization, so he also needed tobe concerned about who else in the company should be involved in further evaluation and implementation.
Ivey Number: 9B00D016
Publication Date: 20/10/2000
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services
Company Size: Medium organization
Event Year Start: 1999
Subjects: Service Quality, Service Operations, Continuous Improvement, Cost/Benefit Analysis
Functional Area: Production/Operations Management
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| III. Understanding Customer Requirements
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| 2 pp.
| Introduction
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| 34 pp.
| 6. Listening to Customers through Research
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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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| 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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| 38 pp.
| 7. Building Customer Relationships
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| 15 pp.
| Case — Arts & Crafts
Author(s): Mark B. Vandenbosch; Nick Kuzyk
Publication Date: 8/14/2008
Product Type: Case (Field)
Teaching Note: 8B08A11
Ivey ID: 9B08A011
Geographic Setting: Canada Industry Setting: Amusement and Recreation Services Size: Small Year of Event: 2008 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Operations Management; Marketing Management; Market Analysis; Consumer Marketing
Major Disciplines: Entrepreneurship; Marketing
Product Description: The vice-president of marketing at Arts & Crafts was reflecting on the company?s extremely successful year in the music business. New artists had been added to the company?s roster, experiments with digital releases and marketing campaigns had been successful, and plenty of international licensing opportunities were emerging. In addition, one of the company’s artists, Leslie Feist, had received multiple music awards. On the other hand, the music industry was facing some difficulties and most analysts predicted nothing but doom and gloom. The vice-president of marketing had to consider the future strategy of Arts & Crafts while considering the overall health of the industry.
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| 25 pp.
| Case — PENNZOIL-QUAKER STATE CANADA: THE ONE-TO-ONE DECISION (A)
Author(s): Deutscher TH; Spalding C
Description: The director of Lubricants business for Pennzoil-Quaker State Canada is faced with a significant challenge — overcoming the apathy that many consumers had about changing their motor oil. Increasing the frequency of oil changes and improvingretention of its customers was critical for the financial success of the company. In response to this challenge, the director had to make a recommendation on adoption and implementation of a major new promotional program. The program, calledOne-to-One, was designed to create closer relationships among consumers, retailers and Pennzoil-Quaker State. Making the program work required active cooperation from the retail installers who actually performed the oil changes. The supplementPennzoil-Quaker State Canada: The One-To-One Decision (B), product 9B04A011, focuses on the 240-day field trial of the program.
Ivey Number: 9B04A010
Publication Date: 5/14/2004
Geographic Setting: Canada
Industry Setting: Automotive Dealers & Gas Service
Company Size: Medium organization
Event Year Start: 2002
Subjects: Marketing Communication; Consumer Marketing; Sales Promotion; Retail Marketing
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 4 pp.
| Case — PENNZOIL-QUAKER STATE CANADA: THE ONE-TO-ONE DECISION (B)
Author(s): Deutscher TH; Spalding C
Description: This supplement to Pennzoil-Quaker State Canada: The One-To-One Decision (A), product 9B04A010 looks at the 240-day field trail of a program designed to build loyalty among consumers, and to increase frequency of oil changes.
Ivey Number: 9B04A011
Publication Date: 5/14/2004
Geographic Setting: Canada
Industry Setting: Automotive Dealers & Gas Service
Company Size: Medium organization
Event Year Start: 2002
Subjects: Marketing Communication; Consumer Marketing; Sales Promotion; Retail Marketing
Level of Difficulty: Undergraduate/MBA
Functional Area: Marketing
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| 36 pp.
| 8. Service Recovery
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| 8 pp.
| Case — NATIONAL HOCKEY LEAGUE COLLECTIVE BARGAINING AGREEMENT
Author(s): Michael Sider; Jeremy Yip; Phil Ward; Steve Dempsey
Publication Date: 2/21/2005 Revision Date: 1/22/2007
Product Type: Case
Ivey ID: 9B05C001
Geographic Setting: Canada/United States Industry Setting: Amusement and Recreation Services Size: Large
Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sports; Negotiation; Communications
Major Disciplines: Human Resource Management
Product Description: The National Hockey League’s collective bargaining agreement was due to expire on September 15, 2004. As executive director of the National Hockey League Players‘ Association, it is Bob Goodenow's responsibility to negotiate a new agreement in the players' best interests. The NHL has demanded that a salary cap be imposed in the next collective bargaining agreement and has threatened a lockout by owners if the players' association does not agree. The NHL has implemented a successful communications strategy and gained public support. Goodenow must decide how to proceed in order to gain a favorable position going into the negotiations and retain the loyalty of the fans on which the sport depends.
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| 7 pp.
| Case — WESTJET: SEPTEMBER 11TH, 2001
Author(s): Christine Pearson; Ken Mark
Ivey ID: 9B03C026
Publication Date: 5/28/2003 Revision Date: 10/17/2009
Product Type: Case
Teaching Note: 8B03C26
Geographic Setting: Canada Industry Setting: Air Transportation Size: Medium Year of Event: 2001 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Crisis Management; Stakeholder Analysis; Uncertainty
Major Disciplines: Human Resource Management
Product Description: WestJet is a regional airline service. During the early afternoon of September 11, 2001, the director of customer service is on her way to an emergency meeting. For the first time ever, all civilian airline flights across North American airspace are suspended. WestJet guests and employees are stranded across the country without any indication as to when flights will resume. In addition, there are grounded employees that are dealing with a tremendous amount of anxiety; the airline industry is tightly knit and rumors run rampant across airlines. The director of customer service must decide what should be done first.
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| 7 pp.
| Case — EURO-AIR (A)
Beamish PW
A North America-based representative of a major European airline has just received a letter from an unhappy customer detailing a very large number of service problems. A quick check had revealed that this premium-paying customer’s complaints were allvalid. A meeting is planned with the customer. Before this, the airline representative must decide (A) what to say in response, and (B) what, if any, compensation should be offered. Internally, there was a need (C) to resolve what their organizationshould learn from this experience, both from a subsidiary and parent company perspective, and the implications on their participation in the "Crown Alliance". This case raises many important questions regarding service recovery, communications, andnon-equity alliances. Industry: Air Transportation Issues: Service Quality, Communications, Alliances, Compensation Location: Europe/Canada Size: Large organization Year of event: 1999 Level: Undergraduate/MBA Revised: 17/01/2000 Ivey #: 9A99M015
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| 2 pp.
| Case — EURO-AIR (B): TRAVEL TO HONG KONG
Beamish PW
This supplement to the Euro-Air (A) case, 9A99M015, serves to contrast what competitor airlines do with respect to service recovery and communication. The larger issue relates to our ability to use these two short cases to explore the nature andlimitations of certain non-equity international alliances. Industry: Air Transportation Issues: Service Quality, Communications, Alliances, Compensation Location: Canada/Hong Kong Size: Large organization Year of event: 1999 Level: Undergraduate/MBA Revised: Ivey #: 9A99M044
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| IV. Aligning Service Design and Standards
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| 1 pp.
| Introduction
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| 35 pp.
| 9. Service Innovation and Design
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| 14 pp.
| Case — Anduro Marketing: Internet Services vs. Software Sales
Author(s): Malcolm Munro; Sid L. Huff
Publication Date: 10/1/2007
Product Type: Case (Field)
Ivey ID: 9B07A018
Geographic Setting: Canada Industry Setting: Business Services Size: Small
Year of Event: 2007 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Corporate strategy; Internet marketing; Internet software; Search engines
Major Disciplines: Entrepreneurship; International; Management Science and Information Systems; Marketing
Product Description: Anduro Marketing is a Canadian company that sells technical services to companies wanting to improve their search engine website rankings. Though small, Anduro has attracted several major clients in both Canada and the United States, and expects steady profitability and growth. Anduro believes it can generate substantial additional profit by developing and selling a suite of software products that automate its technical service offerings. Anduro’s managers must decide whether Anduro is better off staying with its current safe and profitable strategy or if Anduro should instead pursue a riskier but potentially more profitable software sales model. Several tough questions must be answered to determine whether the risk is worth the reward. The Anduro case provides an interesting description of an Internet technical/marketing services business and contrasts this with software sales.
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| 24 pp.
| Case — WIND TO ENERGY: W2E
Author(s): Kenneth G. Hardy; Ken Mark; Jordan Mitchell
Publication Date: 1/31/2005 Revision Date: 7/31/2006
Product Type: Case
Ivey ID: 9B05A004
Geographic Setting: United States/Canada Industry Setting: Electric, Gas and Sanitary Services Size: Small
Year of Event: 2004 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Market Strategy; Market Entry; Vendor Selection; Visioning
Major Disciplines: Marketing; Entrepreneurship; International
Product Description: An engineer for Wind to Energy has led the creation of the North American division of a German start-up company that designs wind-energy electric power generation units - wind turbines. The engineer and his fellow engineers have licens
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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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| 28 pp.
| 10. Customer-Defined Service Standards
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| 7 pp.
| Case — COUNTRY PAWS BOARDING INC.
Author(s): Menor L; Cho J
Description: The owners of Country Paws Boarding Inc., a large boarding facility for dogs, customarily took every opportunity to get to know each dog’s likes, dislikes, behaviors and tendencies in order to minimize separation trauma. This required ongoing dialogwith each dog owner and observation of each canine. The owners were always eager to chat with those boarding their dogs at Country Paws in the hope of identifying potential new services and improving existing offerings. In response to dog ownerexpectations for canine socialization and recreation, new offering being considered was the community playground. They must determine how this offering would fit with their current line of services and what other services were worth considering.
Ivey Number: 9B03D007
Publication Date: 9/25/2003
Geographic Setting: Canada
Industry Setting: Personal Services
Company Size: Small organization
Event Year Start: 1999
Subjects: Services; Product Design/Development; Process Design/Change; Small Business
Level of Difficulty: Undergraduate/MBA
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| 6 pp.
| Case — DEERE & COMPANY WORLDWIDE LOGISTICS
Johnson PF
As a manufacturer and distributor of agriculture equipment, as well as a broad range of construction and forestry equipment, Deere & Company had a lot riding on the smooth flow of its logistics function. FedEx Logistics provided out-sourcedtransportation services to 11 Deere facilities across North America. But with each of Deer’s individual business units responsible for its own logistics activities, and with each unit negotiating a separate service agreement with the FedEx facility,costs and services tended to differ across the units.Deere‘s manager of logistics design asked a summer intern student to evaluate the company's logistics agreement with FedEx, with a view to identifying opportunities for standardizing costs and services across the business units. The logisticsmanager is expecting a report containing details of each operation's work flow and cost information, as well as some recommendations for updating Deere's out-sourcing arrangements with FedEx Logistics.
Ivey Number: 9B01D013
Publication Date: 23/05/2002
Geographic Setting: United States Industry Setting: Machinery except Electrical
Company Size: Large organization
Event Year Start: 2001
Subjects: Logistics, Procurement, Outsourcing, Organizational Structure
Functional Area: Production/Operations Management
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| 33 pp.
| 11. Physical Evidence and the Servicescape
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| 16 pp.
| Case — RBC ROYAL BANK: SERVICE PLATFORM IMPLEMENTATION
Author(s): Deborah Compeau; Phoebe Tsai
Ivey ID: 9B05E001
Publication Date: 1/31/2005 Revision Date: 9/28/2009
Product Type: Case
Teaching Note: 8B05E01
Geographic Setting: Canada Industry Setting: Banking Size: Large Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Management Information Systems; Computer System Implementation
Major Disciplines: Management Science and Information Systems
Product Description: The vice-president - RBC Banking business & information solutions must develop an implementation plan for the bank’s new paperless transaction system. The new system will reduce costs in proof processing and will facilitate the role of the customer service representatives, allowing the CSRs to shift from transactional to sales oriented roles. The system must be implemented across the company within 12 months. Challenges concerning the timing of installation, sequence of rollout, scope management and prioritization must be addressed.
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| V. Delivering and Performing Service
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| 2 pp.
| Introduction
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| 37 pp.
| 12. Employees’ Roles in Service Delivery
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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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| 19 pp.
| Case — A.T. KEARNEY AND THE NEW "DEFINING ENTITY"
Barclay DW; Carter M
The acquisition of A.T. Kearney Ltd., an international management consulting firm, by Electronic Data Systems (EDS), an information systems company, raised many issues. Among these was the issue of how to leverage the merger in terms of providingstrategic consulting and information systems solutions to clients. Should the two firms cross-sell each other’s services? Should A.T. Kearney call on existing EDS clients and vice-versa? Should the two firms work together to secure new clients?The case focuses on the chairman of A.T. Kearney Ltd. in Canada as he prepares to deal with the above issue. Once this issue has been worked through, there is an opportunity to deal with sales management issues arising from this decision. Forexample, if cross-selling is to be encouraged, what incentive scheme might be appropriate? The purpose of the case is to show how sales management decisions must be driven by marketing strategy and the desired customer interface that marketingstrategy implies.
Ivey Number: 9A98A002
Publication Date: 2/2/1998 Revision Date: 30/09/1998
Geographic Setting: Canada Industry Setting: Business Services
Company Size: Large organization
Event Year Start: 1996
Subjects: Relationship Management, Sales Strategy, Consulting, Consolidations and Mergers
Functional Area: Marketing
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| 31 pp.
| 13. Customers’ Roles in Service Delivery
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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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| 26 pp.
| 14. Delivering Service through Intermediaries and Electronic Channels
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| 34 pp.
| 15. Managing Demand and Capacity
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| 7 pp.
| Case — YIELD MANAGEMENT AT AMERICAN AIRLINES
Johnson PF; Klassen R; Haywood-Farmer JS
American Airlines is a widely cited leader in the development and implementation of yield management practices. This case is based on a training exercise used at American Airlines to introduce managers to their yield management system. Participantsare given the responsibility for a single flight from Dallas-Fort Worth, Texas to Miami, Florida and are required to make a series of sequential booking decisions in real time. The objective of the exercise is to maximize total revenue for theflight, after taking into account no-shows and penalties. De-briefing following the exercise provides an opportunity to discuss both the strategic and tactical issues that arise when applying yield management systems in service firms.The case is designed for use in a service management elective course or in a service operations course and is intended to expose students to yield management by giving them hands-on experience managing bookings for a flight. The game takesapproximately 50 minutes to play, leaving approximately 30 minutes for class discussion. Ideally, a supplemental reading dealing with yield management should be assigned with the case in order to provide background theory on yield management and to describe the complexities of a yield management system.
Ivey Number: 9B00D003
Publication Date: 29/03/2000 Revision Date: 29/01/2002
Geographic Setting: United States Industry Setting: Air Transportation
Company Size: Large organization
Subjects: Services, Planning, Capacity Analysis, Pricing Strategy
Functional Area: Production/Operations Management
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| 9 pp.
| Case — MONGOLIAN GRILL
Haywood-Farmer JS; Silk T
The Mongolian Grill is a “concept” restaurant faced with a decision of whether to expand its capacity. The manager’s objective is to optimize the restaurant‘s profitability without compromising the dining experience of its customers. This case isintended to introduce students to operations issues in a service environment (as opposed to a manufacturing environment). The concept of line balancing is central to the case. The case is also intended to explore capacity expansion issues and todemonstrate how expansion options can affect capacity, profitability and service quality. The case requires students to conduct a quantitative analysis of capacity and profitability while evaluating possible negative effects on service quality.
Ivey Number: 9A99D013
Publication Date: 1/12/1999
Geographic Setting: Canada Industry Setting: Eating and Drinking Places
Company Size: Small organization
Event Year Start: 1997
Subjects: Capacity Analysis, Service Operations, Service Quality, Bottlenecks
Functional Area: Production/Operations Management
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| VI. Managing Service Promises
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| 2 pp.
| Introduction
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| 34 pp.
| 16. Integrated Services Marketing Communications
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| 9 pp.
| Case — MMI Product Placement, Inc.
Author(s): Ritchie, Robin; Chandrasekhar, Ramasastry
Publication Date: 04/02/2007
Ivey Number: 9B07A006
Level of Difficulty: Undergraduate/MBA
Subjects: Advertising; Marketing communication; Brand positioning
Product Description: The president of a national placement agency is preparing to make a final pitch to sign Greyhound Canada as a client. Greyhound wants to reposition its brand as a mainstream travel option, particularly for suburban commuters, and needs cost-effective ways to get its message to consumers. The company views product placement as a viable tool for building brand awareness, but worries about losing control over its brand image. Even more serious are concerns about the absence of reliable metrics to assess the overall effectiveness of product placement. The case covers fundamentals of product placement, particularly with respect to strengths and weaknesses, and provides an excellent basis for discussing its value as part of an overall marketing communications strategy.
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| 29 pp.
| 17. Pricing of Services
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| 10 pp.
| Case — INTELLIBYTE INC.’S EUROLOADER SOFTWARE
Dawar N; Bramwell C
As cable operators across Europe go digital, they will require a means of remotely upgrading the applications software on subscribers’ digital set-top boxes, using some kind of loader software to do so. Intellibyte Inc., a small Canadian softwarefirm, has developed the only remote loader software that currently meets the specifications of the European Cable Communications Association. However, it must sell the software to manufacturers of set-top boxes before cable operators can use it.The competition is no more than two years behind. The president must decide among several pricing and positioning alternatives for intellectual property products in a complex industry.
Ivey Number: 9B00A023
Publication Date: 26/09/2000
Geographic Setting: Europe/Canada Industry Setting: Business Services
Company Size: Small organization
Event Year Start: 2000
Subjects: Pricing, New Products, Intellectual Properties, Market Strategy
Functional Area: Marketing
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| VII. Service and the Bottom Line
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| 1 pp.
| Introduction
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| 27 pp.
| 18. The Financial and Economic Impact of Service
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| 29 pp.
| Case — E-LOAN: A BETTER WAY TO GET A LOAN
Author(s): Louie D; Rayport J
Description: E-Loan is a leading online mortgage provider. Its success is built on its key strategies of building a nationally recognized brand and providing superior customer service. Despite its strong market standing, the company was anxious to repositionitself as a provider of all consumer loans, not solely a mortgage lender. In order to meet this goal, E-Loan’s president identified four strategic challenges: leveraging technology to provide further efficiencies, expanding its selection ofproducts to meet consumer needs, continuing to build a strong brand presence and expanding internationally.The company‘s co-founder recognized that one of the greatest challenges would be to maintain the company's successful culture that they had worked so carefully to establish, while at the same time, achieving the broader goals.
Ivey Number: 9B01A028
Publication Date: 2/14/2002
Geographic Setting: United States
Industry Setting: Banking
Company Size: Medium organization
Event Year Start: 2000
Subjects: Brand Positioning; Market Strategy; E-Commerce
Level of Difficulty: Undergraduate/MBA
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| 28 pp.
| Case — IVILLAGE.COM
Author(s): Choquette M; Louie D; Rayport J
Description: iVillage.com was a successful Web site that served as a point of entry to numerous sites (or channels) targeted to a female audience. With a solid strategic vision and a network structure that provided consistency and control of the customerexperience, the founders were rewarded by the site’s favorable online presence.The company‘s business strategy relied on creating revenue through sponsorship and advertising. As the marketing industry had identified women as their single largest target category, iVillage.com had little difficulty in successfully pursuinginnovative sponsorships and creative advertising. The pursuit for women's buying power also meant, however, that iVillage.com faced competition — for both audience numbers and advertising dollars -- from numerous online and offline businesses.More women were accessing information online, driving the demand for more sophisticated Web sites. At the same time, iVillage.com needed to capture the audience that was currently offline and those who were about to move online. The founders mustdetermine how to proceed in the face of increased competition, and how to achieve profitability.
Ivey Number: 9B01A023
Publication Date: 2/15/2002
Geographic Setting: United States
Industry Setting: Personal Services
Company Size: Small organization
Event Year Start: 2000
Subjects: E-Commerce; Market Strategy
Level of Difficulty: Undergraduate/MBA
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| 15 pp.
| Case — LONDON LIFE: GROUP RETIREMENT SERVICES AND THE BALANCED SCORECARD (A)
Lanfranconi CP; Theobalds M
Group Retirement Services (GRS) is a division of London Life Insurance Company in London, Ontario. The vice president of GRS implemented the balanced scorecard in his division in 1994. Since that time, the industry and London Life have experienced significant change. Although the scorecard was not yet complete (after three years), the real issue here is whether the scorecard has been useful to GRS and whether the scorecard could be improved to assist the department in the future. Industry: Insurance and Pension Funds Issues: Planning, Insurance, Performance Measurement, Management Accounting Location: Canada Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: 2/2/00 Ivey #: 9A98B007
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| Back Matter
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| 2 pp.
| Credits
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| 15 pp.
| Index
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