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Dwyer-Tanner: Business Marketing: Connecting Strategy, Relationships, and Learning, Fourth Edition
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 Front Matter
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| 5 pp.
| Preface
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| I. Business Markets and Business Marketing
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| 2 pp.
| Introduction
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| 24 pp.
| 1. Introduction to Business Marketing
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| 33 pp.
| 2. The Character of Business Marketing
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| 21 pp.
| Case — KONE: The MonoSpace Launch in Germany
Author(s): Narayandas, Das; Swartz, Gordon
Publication Date: 05/21/2001 Revision Date: 02/25/2005
Product Type: Case (Field)
Product Description: Focuses on the launch of a new elevator product in Germany. In 1996, global construction slumps and low differentiation among competitive offerings has led to significant price competition and margin erosion in the elevator industry. In these circumstances, KONE, one of the global players in this industry, has developed the Monospace elevator product that uses revolutionary technologies. This new product is expected to have a significant impact on the current product lines of KONE and its competitors. The firm has test marketed the product in three European country markets to varying degrees of success. The firm is now planning to launch the new product in Germany, the largest country market in Europe and vital to KONE’s overall success. With little room for error and the future of the firm at stake, KONE‘s German subsidiary needs to develop a detailed launch plan for Monospace in Germany.
HBS Number: 9-501-070
Geographic Setting: Germany, EuropeIndustry Setting: elevatorsNumber of Employees: 20,000Gross Revenues: $2 billion revenues
Event Year Start: 1996Event Year End: 1996
Subjects: Business marketing; Europe; Germany; Marketing planning; Marketing strategy; New product marketing; Product management; Scandinavia
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-503-068), 22p, by Das Narayandas
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| 32 pp.
| 3. The Purchasing Function
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| 22 pp.
| 4. Organizational Buyer Behavior
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| II. Foundations for Creating Value
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| 2 pp.
| Introduction
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| 37 pp.
| 5. Market Opportunities
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| 19 pp.
| Case — Barco Projection Systems (A): Worldwide Niche Marketing
Author(s): Moriarty, Rowland T., Jr.; McQuade, Krist
Publication Date: 06/10/1991 Revision Date: 05/09/2002
Product Type: Case (Field)
Product Description: Deals with the issue of niche marketing in a worldwide market. Barco Projection Systems makes video, data, and graphics projectors for the industrial market. They have traditionally been the performance leader. In August 1989, Sony Corp. introduced a higher performance graphics projector at a considerably lower price than Barco’s existing projector. As a result, Barco is faced with being preempted in their fastest growing segment by a competitor with much larger resources. Deals with how a small niche player deals with considerably larger competitors in a global environment.
HBS Number: 9-591-133
Geographic Setting: Global/Belgium Industry Setting: industrial projectors
Company Size: mid-size Gross Revenues: $50 million revenues
Event Year Start: 1989 Event Year End: 1990
Subjects: Industrial markets; International marketing; Marketing strategy; Product development; Product lines
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-591-134), 1p, by Rowland T. Moriarty Jr., Krista McQuade; Supplement (Field), (9-591-135), 2p, by Rowland T. Moriarty Jr., Krista McQuade; Supplement (Field), (9-591-136), 2p, by Rowland T. Moriarty Jr., Krista McQuade; Teaching Note, (5-592-098), 12p, by Robert J. Dolan; Case Video, (IMD501), 243 min, by Jean-Philippe Deschamps, Nirmalya Kumar
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| 36 pp.
| 6. Marketing Strategy
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| 14 pp.
| Case — Abgenix and the XenoMouse
Author(s): Dolan, Robert J.
Publication Date: 01/09/2001
Product Type: Case (Field)
Product Description: Abgenix has a unique method for generating antibodies useful in treating a number of diseases, including cancer. In early 2000, the company’s cancer drug has performed very well in animal testing and is moving to early stage human testing. Abgenix must decide whether to sell the product development program to a large pharmaceutical company or to enter into a joint venture to push the product ahead. Teaching Purpose: To introduce the issue of deciding whether to define your product as access to a technology, a developing program for defining a product based on the technology, or a finished program and marketable product. Exposes students to product line planning in largely uncertain environments.
HBS Number: 9-501-061
Geographic Setting: California Industry Setting: biotechnology Number of Employees: 150 Gross Revenues: $12 million revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Alliances; Biotechnology; Innovation; Marketing strategy; New product marketing; Product planning & policy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-503-046), 14p, by John Gourville
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| 27 pp.
| Case — Advanced Elastomer Systems: Market Strategy for a new, Technical Product
Jon M. Hawes; Deborah L. Owens
Advanced Elastomer Systems has developed a new technical product, a nylon-bondable Santoprene rubber. The marketing manager outlined several potential strategies for distributing and marketing this product to industrial customers. The advantages and disadvantages of each strategy must be analyzed, a strategy must be selected, and support for the chosen alternative must be provided. The appropriate marketing tactics to support the strategy must also be selected, described, and justified. This task was complicated by the changing external environment within the plastics industry as well as by the firm’s increased internal focus on finding and developing new markets. Further pressure was placed on the situation by leading competitors who were in the process of developing similar products.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1
Subjects: Marketing Strategy, Business-to-Business Marketing, New Product Introduction, Marketing Communications
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| 27 pp.
| 7. Weaving into the Fabric of the Firm
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| III. Business Marketing Programming
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| 2 pp.
| Introduction
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| 28 pp.
| 8. Developing and Managing Offerings
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| 21 pp.
| Case — IDEO Product Development
Author(s): Thomke, Stefan; Nimgade, Ashok
Publication Date: 06/22/2000 Revision Date: 04/26/2007
Product Type: Color Case
HBS Number: 9-600-143
Geographic Setting: California Industry Setting: Service industries Number of Employees: 300 Gross Revenues: $50 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Creativity; Organizational management; Outsourcing; Product design; Product development; Prototypes
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-060), 16p, by Stefan Thomke
Product Description: Describes IDEO, the world’s leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO‘s legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits. May be used with: (R0102D) Enlightened Experimentation: The New Imperative for Innovation.
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| 34 pp.
| 9. Business Marketing Channels
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| 17 pp.
| Case — 3M Canada: Industrial Business Division
Author(s): Terry H. Deutscher; Ramasastry Chandrasekhar
Publication Date: 10/12/2006
Product Type: Case (Field)
Ivey ID: 9B06A025
Geographic Setting: Canada Industry Setting: Miscellaneous Manufacturing Industries Size: Large
Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Sales Strategy; Marketing Channels; Channel Conflict; Distribution Channels
Major Disciplines: Marketing
Product Description: Senior management at 3M Canada’s Industrial Business Division (IBD), which manufactures abrasive and adhesive products, faces a dilemma. In the light of a 2006 directive from corporate headquarters, which calls for top line growth, IBD has a goal of essentially tripling its annual rate of sales gain from its current level of three to four per cent to 10 per cent within two years. In IBD‘s markets, 3M as a product-driven company with strong research and development focus, has historically concentrated on original equipment manufacturers and specialty distributors, but a new channel to market has emerged. Several national distributors of items used in general repair and maintenance are growing at a rapid pace. If 3M Canada wants to participate in the growth, it must seriously reconsider how it goes to market, particularly in sales and logistics. Dealing with this situation demands analysis of the requirements of the new channel, and an assessment of fit with IBD's capabilities and strengths. Significant changes will be necessary for IBD if it is to gain and sustain business in the emergent segment.
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| 30 pp.
| 10. Creating Customer Dialogue
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| 15 pp.
| Case — Tellme Networks
Author(s): Rachleff, Andrew
Publication Date: 05/10/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: E249
Geographic Setting: Silicon Valley Industry Setting: Telecommunications industry
Subjects: Quantitative analysis; Sales & marketing; Start-ups; Telecommunications
Academic Discipline: Marketing
Product Description: In early 2001, following a lackluster consumer service launch, Tellme Networks made the decision to bet its future on a customer support operator elimination application aimed at enterprise companies. Unfortunately, sales associated with the new strategy were not ramping. Tellme board advisor Bill Campbell, chairman and former CEO of Intuit, grew frustrated with the small amount of information on which strategic decisions were being made and challenged David Weiden, VP Marketing, to develop a plan that could help determine the problem with the new strategy. Weiden embarked on developing a model, Project Rifle, to answer these questions. Rifle was a methodology to choose markets and customers most likely to buy the Tellme’s services in large quantities. Rifle seemed to reveal prospects that were far different from the management team‘s intuition. If Tellme implemented Rifle, the sales team would not have much of a say with regard to potential customers to target. In other words, sales people would be chosen for their sales ability rather than their relationships or contacts. Sales people who did not buy into the process would likely leave.
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| 26 pp.
| 11. Communicating via Advertising, Trade Shows, and PR
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| 24 pp.
| 12. The One-to-One Media
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| 16 pp.
| Case — Hunter Business Group: TeamTBA
Author(s): Narayandas, Das; Caputo, Elizabeth
Publication Date: 12/01/1999 Revision Date: 03/08/2002
Product Type: Case (Field)
Product Description: The Hunter Business Group (HBG), a direct marketing consulting firm specializing in reorganizing the sales and marketing efforts of industrial firms, uses integrated customer contact technologies (including field sales, telephone, and mail) as a means of “revolutionizing the face of business-to-business (b2b) direct marketing.” The firm operates under the theory that a seller’s communications provide genuine value to a customer, and that successful direct marketing programs result in solid relationships, high retention rates, and increased profitability for the customer. This case highlights, in detail, HBG‘s implementation of its approach for Star Oil's tire, battery, and accessory (TBA) business that has been facing declining market share and profitability in the face of ever-increasing competition.
HBS Number: 9-500-030
Geographic Setting: Milwaukee, WI Industry Setting: direct marketing Number of Employees: 30 Gross Revenues: $20 million revenues
Event Year Start: 1990 Event Year End: 1994
Subjects: Business to business; Communication; Customer relations; Direct marketing; Marketing strategy; Service management
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-502-066), 13p, by Das Narayandas
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| 33 pp.
| 13. Sales and Sales Management
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| 17 pp.
| Case — Sales Force Integration at FedEx (A)
Author(s): Godes, David B.
Publication Date: 10/14/2005 Revision Date: 02/14/2008
Product Type: Case (Field)
HBS Number: 506029
Geographic Setting: United States Industry Setting: Express delivery Number of Employees: 250,000 Gross Revenues: $18 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Business to business; Corporate culture; Incentives; Integration planning; Mergers & Acquisitions; Sales compensation; Sales management; Sales strategy; Services
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (506030), 3p, by David B. Godes; Supplement (Field), (506031), 3p, by David B. Godes; Supplement (Field), (506032), 2p, by David B. Godes; Supplement (Field), (506033), 2p, by David B. Godes; Teaching Note, (508073), 17p, by David Godes
Product Description: Federal Express’ (FedEx) recent acquisition of RPS — a ground delivery firm — gave the firm the potential to offer a single source for a client‘s delivery needs. However, to deliver on this potential, the firm needed to deliver the integrated solution through a single sales force. This integration required the solution of many issues, none more important than the formulation of a new compensation plan that not only determined the sales force's effort but also served as a medium through which FedEx communicated its expectations to the salespeople. Jerry Beyl headed the committee charged with making recommendations on the compensation and training the new sales force. The compensation plan needed to encourage salespeople to sell both products. Complicating matters was the fact that the two organizations' cultures were radically different.
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| 33 pp.
| Case — Terumo (A)
Author(s): Egawa, Masako; Godes, David; Yamazaki, Mayuka
Publication Date: 02/11/2008 Revision Date: 03/21/2008
Product Type: Color Case
HBS Number: 508068
Number of Employees: 9,600 Gross Revenues: $2 billion
Event Year Start: 2005 Event Year End: 2005
Subjects: Compensation; Direct sales; Global business; Marketing; Marketing strategy; Sales force management
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (508069), 3p, by Masako Egawa, David Godes, Mayuka Yamazaki
Product Description: Terumo faces two challenges: how to sell its catheter products in the U.S. and its new “Solution Pack” in its domestic market, Japan. The case provides rich detail on the firm’s evolution from a manufacturer of thermometers to a seller of commodity products like syringes to a diversified firm offering a range of advanced products — catheters and graphs, for example — in addition to commodity products. It describes how the firm‘s sales strategy — including changes in structure and compensation — changed as its overall product line evolve. The case also offers an interesting contrast for students studying sales forces, in terms of how this Japanese model differs in the way, for example, the firm compensates — and views — salespeople. May be used with: (508070) Terumo (C).
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| 21 pp.
| Case — EFI, Inc. (A)
Author(s): Godes, David; Barley, Lauren
Publication Date: 02/06/2008
Product Type: Case
HBS Number: 508044
Number of Employees: 1,700 Gross Revenues: $500 million
Subjects: Employee compensation; Sales compensation; Sales force management; Sales forces; Sales management; Sales strategy
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (508045), 2p, by David Godes, Lauren Barley; Supplement (Library), (508046), 5p, by David Godes, Lauren Barley
Product Description: EFI has a unique sales compensation challenge. They cannot allocate sales credit for their core product to individual salespeople. So, they’ve historically paid the sales force as a team. This has worked out fine, since they‘ve been a near-monopoly seller of a single product category. However, this has changed. Not only are they facing new competition in their core product but they also have diversified into other products that allow them to identify sales by salesperson. Should they pay people individually on these newer products while maintaining the team-pay approach on the core? If so, it would raise a potential problem with shirking on the core product. However, not doing so would perhaps limit the sales of the new products. The case allows for a deep discussion of the bases for variable compensation in sales, including observability of effort and outcome, risk aversion, team vs. individual pay and the marginal impact of effort. the context is also an interesting and important one for sales management: OEM sales.
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| 2 pp.
| Case — EFI, Inc. (B)
Author(s): Godes, David; Barley, Lauren
Publication Date: 02/06/2008
Product Type: Supplement (Field)
HBS Number: 508045
Subjects: Employee compensation; Sales compensation; Sales force management; Sales forces; Sales management; Sales strategy
Academic Discipline: Marketing
Product Description: An abstract is not available for this product. Must be used with: (508044) EFI, Inc. (A).
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| 5 pp.
| Case — EFI, Inc. (C)
Author(s): Godes, David; Barley, Lauren
Publication Date: 02/06/2008
Product Type: Supplement (Library)
HBS Number: 508046
Subjects: Employee compensation; Sales compensation; Sales force management; Sales forces; Sales management; Sales strategy
Academic Discipline: Marketing
Product Description: An abstract is not available for this product. Must be used with: (508044) EFI, Inc. (A).
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| 35 pp.
| 14. Pricing and Negotiating for Value
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| 29 pp.
| Case — Imedia Corp.: The Pricing Decision
Kosnik, Thomas J.; Kempel, Doron
Efi Arazi, the president of a start-up called Imedia, must determine an appropriate pricing strategy for an innovation that will change the basis of competition in the cable TV industry. Teaching Purpose: To give students experience with value-based pricing in a high tech, entrepreneurial company where no precedents for pricing exist.
HBS Number: 9-598-005 Type: Case (Field)
Publication Date: 08/11/1997 Revision Date: 09/25/1997
Geographic Setting: San Francisco, CA Industry Setting: cable/satellite
Company Size: start-up Number of Employees: 9
Event Year Start: 1996 Event Year End: 1996
Subjects: Communications industry; Entrepreneurship; Marketing strategy; Pricing strategy
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| 24 pp.
| Case — Polyphonic HMI: Mixing Music and Math
Author(s): Elberse, Anita; Eliashberg, Jehoshua; Villanueva, Julian
Publication Date: 08/24/2005 Revision Date: 09/07/2005
Product Type: Case (Field)
HBS Number: 9-506-009
Geographic Setting: Barcelona; Europe; United States Industry Setting: Entertainment industry; Music industry Number of Employees: 20 Gross Revenues: $100,000 revenues
Event Year Start: 2003 Event Year End: 2003
Subjects: Artificial intelligence; Forecasting; Innovation; Market selection; Marketing plans; Marketing strategy; Mathematical programming; Pricing policies; Product positioning; Resistance; Target markets; Value creation
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-506-081), 19p, by Anita Elberse
Product Description: In 2003, Mike McCready, CEO of Barcelona-based Polyphonic HMI, was preparing to launch an artificial intelligence tool that could create significant value for music businesses. The technology, referred to as Hit Song Science (HSS), analyzed the mathematical characteristics of music and compared them to characteristics of past music hits, making it possible to determine a new song’s hit potential. McCready must decide on a target market — record companies, producers, or unsigned artists — and develop a marketing plan that helps overcome the likely resistance against adoption.
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| IV. Managing Programs and Customers
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| 2 pp.
| Introduction
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| 33 pp.
| 15. Evaluating Marketing Efforts
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| 33 pp.
| 16. Customer Retention and Maximization
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| Cases
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| 3 pp.
| Blue Track Sourcing
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| 8 pp.
| Calox Machinery Corporation (A)
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| 3 pp.
| Calox Machinery Corporation (B)
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| 4 pp.
| Daynor Chemical Company
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| 4 pp.
| ExhibitsPlus: A Change in a Customer’s Paradigm for Buying
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| 5 pp.
| Fleury Equipment de Batiment
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| 9 pp.
| JC Decaux
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| 3 pp.
| JEWELMART.COM
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| 14 pp.
| Lafarge-Aget Heracles
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| 8 pp.
| Li & Fung Limited
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| 7 pp.
| Little Tikes Commercial Play Systems
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| 4 pp.
| Materials Engineering and Testing Laboratories
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| 6 pp.
| Outdoor Sporting Products, Inc.
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| 9 pp.
| Pfizer Inc. Animal Health Products (A) Market Segmentation and Industry Changes
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| 9 pp.
| Pfizer Inc. Animal Health Products (B) Downturns and Marketing Strategy
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| 6 pp.
| Planktos Inc.
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| 4 pp.
| Strategic Marketing Insights
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| 6 pp.
| SPC Products Company — Project Pops
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| 18 pp.
| Three Rivers Optical
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| 3 pp.
| Whole Tree Energy
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| Back Matter
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| 14 pp.
| Glossary
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| 9 pp.
| Endnotes
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| 17 pp.
| Index
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