CaseLink for
Marshall-Johnston: Marketing Management
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 Front Matter
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| 10 pp.
| Preface
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| I. Introduction to Marketing Management
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| 1 pp.
| Introduction
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| 25 pp.
| 1. Marketing in Today’s Business Milieu
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| 24 pp.
| Case — Brioni
Author(s): Bell, David E.
Publication Date: 02/11/2003 Revision Date: 04/15/2003
Product Type: Case
Publisher: Harvard Business School
HBS Number: 503057
Geographic Setting: Italy Gross Revenue: $150 million revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Marketing strategy; Market positioning; Brand equity; Brand management
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (503089), 8p, by David E. Bell
Product Description: To maximize their effectiveness, color cases should be printed in color. Should Brioni, an internationally known, exclusive men’s suit manufacturer and retailer extend its line to include women‘s apparel? The opportunity is to enter a much larger and profitable market. The dangers are: 1) compromising the existing image, and 2) failing to recognize the quite different organizational demands of the women's fashion business. Includes color exhibits.
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| 19 pp.
| Case — Fiyta — The Case of a Chinese Watch Company
Author(s): Abrami, Regina ; Abrami, Regina ; Kirby, William C.; Kirby, William C.; McFarlan, F. Warren; McFarlan, F. Warren; Wathieu, Luc ; Wathieu, Luc ; Wang, Gao ; Li, Fei ; Manty, Tracy Yuen
Publication Date: 08/09/2007 Revision Date: 03/07/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 308025
Geographic Setting: China Gross Revenue: $6 billion revenues
Event Year Start: 2007 Event Year End: 2007
Subjects: Marketing; Marketing management; Brand management
Academic Discipline: Marketing
Product Description: Fiyta had long been on of China’s foremost watch brands. However, as China‘s economy began to improve and the livelihood of many Chinese rose with it, their tastes began to change. Exposed to more luxurious foreign brands, many Chinese strived to purchase a Swiss or Japanese watch. How could Fiyta build up its brand image to a more sophisticated Chinese consumer? What marketing activities should it undertake to reinvigorate its brand? Is it meeting the needs of all segments of Chinese consumers? Should it?
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| 16 pp.
| Case — Ti-Tech (A)
Author(s): Shapiro, Benson P.; Gourville, John T.; Cline, Craig E.
Publication Date: 04/25/2008
Product Type: Case (Field)
HBS Number: 508095
Geographic Setting: United States Industry Setting: Chemicals Gross Revenues: $60 million sales
Event Year Start: 2006 Event Year End: 2006
Subjects: Business to business; Competitive bidding; Efficient markets; Market analysis; Market structure; Marketing strategy; Order processing; Pricing; Production scheduling
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (508096), 2p, by Benson P. Shapiro, John T. Gourville
Product Description: This case concerns the selection and scheduling of orders by a small industrial titanium fabricator that recently has been plagued by poor deliveries and a lack of capacity. At the time of the case, Ti-Tech must decide which of four orders to accept, with capacity making it impossible to accept all four. Each order represents a different mix of labor, revenues, and potential future work. The case forces the student to choose among the four orders, given limited capacity available, other business likely to come along, and the requirements of each order. The case is an updated version of Fabtek (A).
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| 27 pp.
| 2. Elements of Marketing Strategy and Planning
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| 7 pp.
| Appendix: Cloudcab Small Jet Taxi Service
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| 30 pp.
| Case — Alltech . . . naturally
Author(s): Bell, David E.; Shelman, Mary
Publication Date: 12/12/2007
Product Type: Case (Field)
HBS Number: 9-508-033
Number of Employees: 1900
Event Year Start: 2007 Event Year End: 2007
Subjects: Corporate strategy; Entrepreneurship; Innovation
Academic Discipline: Marketing
Product Description: Entrepreneur Pearse Lyons had built Alltech into the fastest growing company in the global animal health industry through innovative technology, creative marketing, and strong branding. Sel-Plex, a proprietary Alltech product, had shown important health benefits for animals and humans. Although numerous branded selenium-enriched products were being sold in supermarkets around the world, the company’s current business model (selling Sel-Plex as an ingredient) did not allow it to participate in the value created. Lyons and Alltech‘s directors must choose between three different options for Sel-Plex, which include continuing with the current strategy, partnering with animal producers, or marketing Sel-Plex directly to consumers in tablet form.
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| 11 pp.
| Case — L. Londell McMillan (A)
Author(s): Bagley, Constance E.; Williams, DD
Publication Date: 02/22/2005
Product Type: Case (Field)
Product Description: On the plane back to New York City, L. Londell McMillan focused on the music on his headphones, the latest offering from his friend and long-time client, Prince Rogers Nelson — the artist known as “Prince.” McMillan and Prince had spent several days contemplating a strategy for the release of Musicology, Prince’s newest album-length recording. As McMillan reflected on their discussions, the infectious music on his headphones underscored the enormous commercial potential of this project. To realize the full value of that potential, however, McMillan would have to work with Prince to craft and execute a carefully developed plan to market and distribute the album.
HBS Number: 9-805-084
Geographic Setting: New York, NY Industry Setting: Entertainment industry Number of Employees: 20
Event Year Start: 2002 Event Year End: 2002
Subjects: Contracts; Distribution planning; Entertainment; Legal aspects of business; Marketing planning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-806-144), 6p, by Constance E. Bagley
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| 23 pp.
| Case — The American Express Card
Author(s): Labatt-Randle, Jacquie; Quelch, John A.
Publication Date: 09/19/2008
Product Type: Case (Field)
HBS Number: 509027
Geographic Setting: New York Number of Employees: >19,000 Gross Revenues: $15 billion
Event Year Start: 2008 Event Year End: 2008
Subjects: Finance; Marketing; Marketing communications; Strategy
Academic Discipline: Marketing
Product Description: Senior executives at American Express are reviewing the company’s marketing strategy for charge and credit cards in the United States. A variety of growth options exist for students to consider including further penetration of existing markets and the opening of new markets. Historical background information in the case enables instructors to analyze the phases of American Express‘s card strategy over the past fifty years.
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| 23 pp.
| Case — Sony EyeToy
Author(s): Elberse, Anita; Moon, Youngme
Publication Date: 07/28/2004 Revision Date: 03/08/2007
Product Type: Case (Field)
HBS Number: 505024
Geographic Setting: Europe Industry Setting: Videogame Number of Employees: 162,000 Gross Revenues: $62 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Brand management; Communication strategy; Consumer marketing; Innovation; Market positioning; Market segmentation; Marketing strategy; Product development
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (505074), 19p, by Youngme Moon, Anita Elberse
Product Description: In early 2004, less than a year after its launch, Sony’s EyeToy, a unique video gaming concept, had become a tremendous success across Europe. Developed for use with Sony‘s PlayStation 2 console, the revolutionary technology allowed users standing in front of a small camera to interact with game objects appearing on a television screen just by moving their bodies. Sales for the first EyeToy product (“Play”), a bundle of the camera and software, exceeded all expectations. However, sales for the second product (“Groove”) were disappointing. Was it time for the EyeToy team to rethink its product development and marketing strategy? How could the team sustain EyeToy's initial success and prove that the concept was not a fad?
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| 33 pp.
| 3. Understanding the Global Marketplace: Marketing Without Borders
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| 28 pp.
| Case — BBC Worldwide: Global Strategy
Author(s): Quelch, John A.; Knoop, Carin-Isabel
Publication Date: 06/28/2007 Revision Date: 01/11/2008
Product Type: Case (Field)
HBS Number: 9-507-034
Geographic Setting: Europe; Global Industry Setting: Broadcasting industry; Entertainment industry Number of Employees: 25,000 Gross Revenues: 784 Million, British Pounds
Event Year Start: 2007 Event Year End: 2007
Subjects: Brand management; Distribution channels; Emerging technologies; Entertainment; Marketing; Strategy
Academic Discipline: Marketing
Product Description: In January, 2007, John Smith, chief executive officer of BBC Worldwide (BBC WW), the commercial arm of the British Broadcasting Corporation (BBC), was preparing to meet with his senior managers to discuss BBC WW’s global strategy options. BBC WW exploited and exported BBC branded content around the globe through all formats, including magazines, television, books, DVDs, audio books, merchandise, mobile phones, downloads, and other emerging digital media (such as Internet Protocol TV). BBC WW delivered its profits back to the BBC. Since 2004, BBC WW profits had more than doubled.
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| 30 pp.
| Case — Colgate Max Fresh: Global Brand Roll-Out
Author(s): Quelch, John A.; Labatt-Randle, Jacquie
Publication Date: 10/23/2007
Product Type: Case
Publisher: Harvard Business School
HBS Number: 508009
Number of Employees: 34,700 Gross Revenue: $12,238 million revenues
Event Year Start: 2004 Event Year End: 2005
Subjects: Global business; International business; International marketing; Marketing strategy; Branding
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (508020), 9p, by John A. Quelch
Product Description: To maximize their effectiveness, color cases should be printed in color. In February 2005, Nigel Burton, in his third year as president of global oral care at Colgate-Palmolive Company (CP), had every reason to feel optimistic. Worldwide market shares were strong and Colgate Max Fresh (CMF), a new toothpaste that had helped drive Colgate to a record value share in the important U.S. market, was in the global pipeline for 2005. Burton had on his desk the proposed marketing launch plans for CMF in China and Mexico. Each plan sought to maximize the business potential in the local market. Burton had to assess the plans from a global perspective.
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| 19 pp.
| Case — Louis Vuitton Moet Hennessy: Expanding Brand Dominance in Asia
Author(s): Pan, Yigang; McCauley, Marissa
Publication Date: 01/26/2005 Revision Date: 08/01/2007
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU368
Geographic Setting: Asia Industry Setting: Luxury goods
Event Year Start: 2004 Event Year End: 2004
Subjects: Brand management; Business models; Competitive advantage; Distribution channels; Expansion; International business; Marketing strategy; Pricing
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (HKU369), 12p, by Yigang Pan, Marissa McCauley
Product Description: Explores the predicament Louis Vuitton Moet Hennessy (LVMH), one of the world’s leading luxury products makers, faces with respect to brand management while expanding operations in China. LVMH, a $13 billion group of companies with operations across the world — 1,500 retail stores in about 60 countries — had conquered the luxury goods market successfully in Europe, the United States, and some parts of Asia. In the early 1990s, LVMH decided to expand its operations in China and South Korea. A decade later, LVMH made its entry into India. In 2004, Asia accounted for about 40% of the sales of LVMH. LVMH is determined to capture the growing Asian market. However, it faces several challenges in its expansion plans in Asia; one of its major concerns is protecting its brand against dilution. Although China is a huge market, phony branding is endemic there. In addition, LVMH‘s expansion plans in Asia introduced the issue of private ownership vs. franchising with regard to the profitability of companies in the luxury goods industry.
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| 23 pp.
| Case — Russian Standard
Author(s): Deshpande, Rohit; Schulman, Seth
Publication Date: 11/27/2007 Revision Date: 04/11/2008
Product Type: Case (Field)
HBS Number: 508053
Geographic Setting: Russia; United States Industry Setting: Liquor
Event Year Start: 2006 Event Year End: 2006
Subjects: Advertising; Brand management; Brands; Cross cultural relations; Internationalization; Media relations
Academic Discipline: Marketing
Product Description: In September 2006, Russian billionaire Roustam Tariko, founder and owner of Russian Standard, needed to develop a strategy for introducing Russia’s most popular brand of premium vodka (RSO) to American consumers. In the past year, he had introduced Imperia, the firm‘s flagship ultra-premium vodka, in the U.S. market; lined up American importation and distribution partners for Russian Standard; and had worked hard to build excitement for the brand. Beyond establishing RSO's stylishness, Tariko needed to carve out a space for the brand in the crowded American market. Imperia's marketing had emphasized two attributes, superior quality and Russian-ness. In articulating RSO's advertising strategy and tagline, Tariko would need to decide once and for all which attribute to emphasize. He would also need to decide how to articulate this attribute so as to develop discrete identities for each of the two brands. Would Americans respond better to a claim of authenticity, or to a claim of unparalleled purity? And which were RSO and Imperia best equipped to exploit?
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| II. Information Drives Marketing Decision Making
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| 1 pp.
| Introduction
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| 20 pp.
| 4. Perspectives on Customer Relationship Management
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| 16 pp.
| Case — Bancaja: Developing Customer Intelligence (A)
Author(s): Martinez-Jerez, F. Asis; Miller, Katherine
Publication Date: 02/14/2007 Revision Date: 05/14/2008
Product Type: Case (Field)
HBS Number: 107055
Geographic Setting: Spain Industry Setting: Banking industry
Event Year Start: 1996 Event Year End: 1997
Subjects: Change management; Credit cards; Customer affinity; Customer data integration; Customer feedback; Customer relationship management
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (107066), 7p, by F. Asis Martinez-Jerez, Katherine Miller
Product Description: In 1996, CEO Fernando Garcia Checa wanted to make customer analytics a part of Bancaja’s new strategy. Bancaja, a savings bank based in Valencia, Spain, was expanding and wanted to exploit customer information to increase commercial effectiveness. At the same time, it was pushing for innovation in the nascent Spanish credit card market. To avoid the considerable investments of time and money that a large-scale customer relationship management (CRM) project would require, the bank decided to explore its benefits with a smaller pilot project. It appointed a CRM project team to design and implement a project focused on credit cards. Describes the challenges of the Spanish credit card market at the time, the methods for profiling credit card customers, and the variables involved in designing an optimal credit card. Concludes with a consideration of the decisions the CRM team had to make in designing the project, including whether to use conjoint analysis or implement a mini campaign.
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| 19 pp.
| Case — Cabo San Viejo: Rewarding Loyalty
Author(s): Moon, Youngme; McGovern, Gail J.; Schulman, Seth
Publication Date: 03/10/2006
Product Type: Case (Gen Exp)
Product Description: In 2005, Cabo San Viejo, a premier health and fitness spa resort located in Palm Springs, California, is debating whether to introduce a Customer Rewards Program. Describes the customer management challenges the firm is facing and outlines the various ways in which a rewards program might be structured to help address those challenges.
HBS Number: 9-506-060
Geographic Setting: United States Industry Setting: Fitness industry Gross Revenues: $50-100 million revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Customer relationship management; Customer retention; Loyalty programs; Marketing; Risk management; Services
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-506-061), 12p, by Youngme Moon
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| 13 pp.
| Case — Rosewood Hotels and Resorts: Branding to Increase Customer Profitability and Lifetime Value
Author(s): Dev, Chekitan S.; Stroock, Laure Mougeot
Publication Date: 06/15/2007
Product Type: Case
Publisher: Harvard Business School Publishing
HBS Number: 2087
Subjects: Quantitative analysis; Customer retention; Brands; Brand management
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (2088), 16p, by Chekitan S. Dev,Laure Mougeot Stroock; Spreadsheet Supplement, (2286), 0p, by Chekitan S. Dev,Laure Mougeot Stroock
Product Description: Brief Case from HBSP Rosewood Hotels & Resorts, a small luxury private hotel management firm running a collection of 12 individually branded hotels and resorts in multiple countries, was wondering how to foster customer retention and loyalty and capture the maximum value from its 115,000 guests. Rosewood had always allowed each hotel to stand as its own individual brand, with the Rosewood name presented as a muted sub-brand, if at all. Now Rosewood’s new leadership was contemplating whether the firm should significantly increase the prominence of the corporate identity, making Rosewood a corporate brand. The main challenge that Rosewood‘s executives face is to assess whether the potential economic benefits from increased guest retention can outweigh the $1,000,000 marketing investment needed to implement the corporate branding strategy. The central focus is a quantitative assignment that asks students to calculate how customer lifetime value would be affected by a shift from individual branding to corporate branding.
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| 32 pp.
| 5. Managing Marketing Information
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| 27 pp.
| Case — Freeport Studio
Author(s): Lal, Rajiv; Weber, James B.
Publication Date: 09/05/2000 Revision Date: 02/14/2007
Product Type: Color Case
HBS Number: 501021
Geographic Setting: Freeport, ME Industry Setting: Catalog industry; Retail industry Number of Employees: 4,000 Gross Revenues: $1 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Catalogs; Demand analysis; Direct marketing; Market research; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (502087), 9p, by Rajiv Lal
Product Description: Describes the start-up and first-year difficulties of Freeport Studio, a unit of L.L. Bean, founded in 1998 to sell women’s clothing by catalog. First-year sales were far below plan, and projected profits did not materialize. Fran Philip must identify the problems and plan what must be done to make the unit profitable by year two. Includes color exhibits.
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| 28 pp.
| Case — SKOLAR, M.D.: Is There a Business for Web-Based Information for Doctors?
Author(s): Draganska, Michaela; Hoyt, David W.
Publication Date: 02/02/2006
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: M309
Geographic Setting: United States Industry Setting: Health care industry
Subjects: Entrepreneurship; Health care; Internet; Knowledge management; Market analysis; Market research; Market selection; Online learning; Strategic market planning
Academic Discipline: Marketing
Product Description: In March 2000, Paul Lippe, CEO of SKOLAR, faced several decisions that could determine the fate of his young company. SKOLAR had developed a Web-based information resource for doctors. The site was in beta-test at the Stanford School of Medicine, with commercial release planned for September. Lippe had just received a market study prepared by McKinsey & Company describing the potential market for the SKOLAR product. He studied the report, thought about the company’s experience to date, and the decisions he had to make. Did he have the information needed to make good decisions? If not, what other information did he need, and how could he get it? Includes the McKinsey report, as well as information about the SKOLAR product and proposed business model, and other sources of medical information for doctors in 2000.
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| 33 pp.
| Case — The Harvard Graduate Student Housing Survey
Author(s): Wathieu, Luc
Publication Date: 01/25/2005 Revision Date: 06/13/2005
Product Type: Case (Field)
Product Description: Harvard Real Estate Services executives need to design the 2005 Graduate Student Housing Survey for maximum impact in anticipation of Harvard’s long-term expansion project in Allston. Students are challenged to help executives in charge to (1) draw the lessons from their earlier survey experience: what survey data had most — or least -- impact and why? and (2) imagine what survey data -- accounting for the power and limits of survey research -- could be most useful for the Allston initiative. Provides a complete template for survey research, while at the same time raises critical issues -- technical issues as well as more managerial questions related to the proactive management of market research in organizations.
HBS Number: 9-505-059
Geographic Setting: Massachusetts Industry Setting: Education industry
Subjects: Colleges & universities; Consumer behavior; Demand analysis; Education; Housing; Market research; Nonprofit marketing
Academic Discipline: Marketing
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| 21 pp.
| Teaching Note — XM Satellite Radio (A)
Author(s): Godes, David B.; Ofek, Elie
Publication Date: 04/07/2004
Product Type: Teaching Note
Product Description: Teaching Note to (9-504-009) and (9-504-065). Must be used with: (9-504-009) XM Satellite Radio (A); (9-504-065) XM Satellite Radio (B).
HBS Number: 5-504-082
>Academic Discipline: Marketing
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| 24 pp.
| 6. Understanding Competitors: Analysis to Action
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| 8 pp.
| Case — A.1. Steak Sauce: Lawry’s Defense
Author(s): Calkins, Timothy
Publication Date: 01/01/2004
Product Type: Case (Pub Mat)
HBS Number: KEL010
Geographic Setting: United States Industry Setting: Food industry Gross Revenues: $100 million annual sales
Event Year Start: 2003 Event Year End: 2003
Subjects: Competition, Competitive strategy, Marketing, New product marketing, Product introduction
Academic Discipline: Marketing
Product Description: Chuck Smith, senior brand manager of A.1. Steak Sauce, learns that Lawry’s will soon be launching a steak sauce product. He has to determine whether A.1. should defend its business and, if so, what A.1. should do. In formulating the recommendation, he has to consider competitive dynamics and work through the financial implications.
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| 24 pp.
| Case — Corona Beer (A)
Author(s): Deshpande, Rohit
Publication Date: 11/29/2001 Revision Date: 06/30/2004
Product Type: Case
Publisher: Harvard Business School
HBS Number: 502023
Geographic Setting: United States; Mexico
Event Year Start: 1997 Event Year End: 1997
Subjects: Marketing strategy; Brands
Academic Discipline: Marketing
Supplementary Materials: Supplement, (503037), 2p, by Rohit Deshpande, Gustavo A. Herrero
Product Description: To maximize their effectiveness, color cases should be printed in color. In early June 1997, the CEO and vice chairman of Grupo Modelo were reviewing the performance of Corona beer in the U.S. market. Despite a much higher sales volume growth rate, Corona still trailed Heineken, the #1 imported beer brand in the U.S. market. Could Corona overtake Heineken and, if so, what marketing strategy changes needed to be made? Includes color exhibits.
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| 6 pp.
| Teaching Note — Rediscovering Market Niches in a Traditional Industry
For use with HKU249
HBS Number: HKU250
Subjects: Brands; China; Competition; Consumer goods; Market positioning; Market segmentation; Marketing strategy
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| 36 pp.
| 7. Understanding Customers: Business-to-Consumer Markets
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| 20 pp.
| Case — mixi
Author(s): Piskorski, Mikolaj Jan; Nomura, Masaru; Miyoshi, Kanako
Publication Date: 07/22/2008
Product Type: Case (Field)
HBS Number: 9-709-413
Geographic Setting: Japan Gross Revenues: $70 million
Event Year Start: 2007 Event Year End: 2007
Subjects: Adjacency expansion; Business to business; Business to consumer; Competitive advantage; Information management; Information systems; Networks; Strategic positioning; Technology management; Value propositions
Academic Discipline: Competitive strategy
Product Description: Kasahara, the founder and CEO of mixi, the most successful Japanese on-line social network, is deciding between two strategic options: (i) B2C or (ii) C2C, to leverage the power of the social network. In the B2C option, mixi would become a portal for on-line shopping for both digital content and tangible goods and charge the business sellers a fee. In the C2C option, mixi would facilitate exchanges between mixi’s members through on-line flea markets or auctions and charge the members for successful transactions. In choosing between the two options he has to consider other upstart networks, particularly in the field of mobile social networking.
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| 27 pp.
| Case — Burt’s Bees: Leaving the Hive
Author(s): Wathieu, Luc R.; Winig, Laura
Publication Date: 03/02/2007 Revision Date: 03/19/2007
Product Type: Case (Field)
HBS Number: 9-507-017
Geographic Setting: United States Industry Setting: Natural resources; Retail industry Number of Employees: 400 Gross Revenues: $100 million revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Branding; Consumer behavior; Consumer goods; Distribution; Growth strategy; Marketing; Marketing strategy; Product management
Academic Discipline: Marketing
Product Description: Rapid growth is pushing Burt’s Bees‘ natural personal care products into mass distribution channels, with products and brand elements that are less quirky, more commercial than they used to be. Indeed, CEO John Replogle believes that by focusing on efficacious, natural, and unique ingredients, and also by promoting earth-friendly production processes, Burt's Bees will impose superior product expectations and win over the mainstream personal care category. Can Burt's Bees become the “Starbucks of personal care” without distancing itself too much from the people, values, and narratives that have made the brand successful thus far?
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| 10 pp.
| Case — Multichannel Marketing: Mindset and Program Development
Author(s): Weinberg, Bruce D.; Parise, Salvatore; Guinan, Patricia J.
Publication Date: 09/15/2007
Product Type: Case (Field)
Publisher: Business Horizons/Indiana University
HBS Number: BH246
Industry Setting: Internet & online services industries; IT industry; Retail industry
Subjects: Business to consumer; Internet; Marketing channels
Academic Discipline: Marketing
Product Description: Individual consumers have quickly embraced the practice of using a variety of channels through which to make their purchases, as evidenced by the current multichannel shopping average of 65-70%. Indeed, multichannel shoppers (defined as those who utilize a variety of different purchasing channels, including bricks-and-mortar stores, the telephone, and the Internet) are now in the majority, and spend significantly more than single-channel shoppers. Given this reality, it is critical that organizations adopt a multichannel mindset and effectively employ a multichannel marketing program, as they can enhance profitability, the customer experience, and customer satisfaction. Provides firms with guidance in developing an effective multichannel mindset, and in designing a multichannel marketing program for serving end-consumers in Business-to-Consumer (B2C) situations.
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| 27 pp.
| 8. Understanding Customers: Business-to-Business Markets
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| 9 pp.
| Case — Jewellworld.com: A Jewellery Industry B2B Portal
Author(s): Yim, Bennett; Lee, Andrew
Publication Date: 02/14/2006
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU562
Geographic Setting: Hong Kong Industry Setting: IT industry; Retail store
Subjects: Business to business; Competitive advantage; Information technology; International trade; Strategic market planning; Wholesaling
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (HKU563), 8p, by Bennett Yim, Andrew Lee
Product Description: Jewellworld.com was established in April 2000 to take advantage of the business opportunity presented by the Internet. Participating in Jewellworld.com’s B2B platform was like participating in a virtual Jewelry trade fair, through which sellers could showcase their products to buyers online and buyers could contact sellers and even place orders online. However, Jewellworld.com quickly realized that Hong Kong‘s jewelry industry was by no means at the forefront of information technology. Facilitates discussion around a strategic/marketing planning process, which involves: sizing up the business environment, sizing up the company, identifying and generating strategic options, and assessing the options. May be used with: (HKU352) Jewellworld.com: Leading Web-Based IT Development in the Jewellery Industry.
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| 21 pp.
| Case — Rockwell Automation: The Channel Challenge
Author(s): Sawhney, Mohanbir; Biddlecom, Michael; Day, Robert; Franke, Patrick; Lee-Tin, John; Leonard, Robert; Poger, Brian
Publication Date: 01/01/2004
Product Type: Case (Field)
HBS Number: KEL163
Industry Setting: E-commerce
Subjects: Automation; Business process automation; Business to business
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (KEL164), 7 min, by Mohanbir Sawhney, Michael Biddlecom, Robert Day, Patrick Franke, John Lee-Tin, Robert Leonard, Brian Poger
Product Description: Rockwell Automation’s Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for its industrial automation products. National distributors were consolidating the MRO distribution channel, offering national account customers an integrated multichannel solution for their MRO needs. Allen-Bradley had traditionally served its customers through high-touch, high-value-added local distributors, but this channel was inadequate for the demands of large MRO customers. An effort by Allen-Bradley and other manufacturers to create an industry-wide electronic sourcing consortium called SourceAlliance.com had failed. Now the company had to choose between redesigning its traditional channel by creating a virtual network of local distributors, striking an alliance with a national distributor, or withdrawing from the MRO market. It had to contend with difficult channel conflict issues in choosing a channel strategy.
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| 14 pp.
| Teaching Note — TradeCard: Expanding into China
For use with HKU273
HBS Number: HKU274
Subjects: Asia; Business conditions; Business to business; China; Exports; Imports; International business; International trade; Market entry; Marketing strategy
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| III. Developing the Value Offering
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| 1 pp.
| Introduction
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| 32 pp.
| 9. Segmentation, Target Marketing, and Positioning
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| 4 pp.
| Case — Angels and Devils: Best Buy’s New Customer Approach (B)
Author(s): Elberse, Anita; Gourville, John T.; Narayandas, Das
Publication Date: 09/23/2005 Revision Date: 02/01/2007
Product Type: Supplement (Library)
HBS Number: 9-506-008
Subjects: Customer profitability; Customer relationship management; Customer satisfaction; Marketing strategy; Target markets
Academic Discipline: Marketing
Product Description: An abstract is not available for this product. Must be used with: (9-506-007) Angels and Devils: Best Buy’s New Customer Approach (A).
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| 26 pp.
| Case — Brocade: Launching the Multiprotocol Router
Author(s): Ofek, Elie; Hamid, Mamoon
Publication Date: 03/11/2005 Revision Date: 08/16/2007
Product Type: Case (Field)
HBS Number: 9-505-064
Geographic Setting: Silicon Valley Gross Revenues: $525 million revenues
Event Year Start: 2003 Event Year End: 2004
Subjects: High technology; Innovation; Market segmentation; New product marketing; Pricing; Product introduction; Technological change
Academic Discipline: Marketing
Product Description: Brocade management is preparing for the launch of a new technology for data storage. The multiprotocol router improves on existing technology and has the potential to change the way firms design their data storage networks. Students must determine the target market for the router, how to leverage the OEM partners in convincing end customers to adopt it, and how to price the router. Forces students to understand the traditional segmentation of the data storage market and whether firms should concentrate on specific segments, as in the past. Also forces students to grapple with the willingness of end customers to adopt new solutions in the high-tech realm.
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| 16 pp.
| Case — Color Kinetics, Inc. (A)
Author(s): Narayandas, Das; Caravella, Mary Neuner
Publication Date: 03/30/2001 Revision Date: 08/02/2001
Product Type: Case (Field)
Product Description: Two-year-old start-up Color Kinetics has developed unique colored lighting technology using digitally controlled LEDs, and has developed that technology into a successful line of products for its first targeted market of "retailtainment." Now in November 1999, the management team is evaluating how to best extend this success into other markets and/or strategic initiatives and achieve the growth it has targeted internally and with investors. Teaching Purpose: To introduce the concept of horizontal and vertical product/market selection in business markets.
HBS Number: 9-501-077
Geographic Setting: Boston, MAIndustry Setting: high techCompany Size: start-upNumber of Employees: 40
Event Year Start: 1999Event Year End: 1999
Subjects: Business marketing; Entrepreneurs; High technology; Market selection
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-501-078), 4p, by Das Narayandas, Mary Neuner Caravella
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| 33 pp.
| 10. The Product Experience: Product Strategy
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| 20 pp.
| Case — Burberry
Author(s): Moon, Youngme; Herman, Kerry; Kussmann, Erika; Penick, Emma; Wojewoda, Susan
Publication Date: 10/01/2003 Revision Date: 04/05/2004
Product Type: Color Case
Product Description: In 2003, Rose Marie Bravo, Burberry’s CEO, is debating how to maintain the currency and cachet of the brand across its broad customer base, while entering new product categories and expanding distribution. In the past five years, the brand has become one of the hottest luxury brands in the world. But Bravo now faces a number of key decisions, including (1) which new product categories to enter, (2) how to deal with the appropriation of the brand by nontarget customers, and (3) how prominent the company‘s famed "check" pattern should be in its advertising and clothing. Teaching Purpose: To explore the nature of fashion. Specifically, to investigate the ways in which fashion-related product categories differ from traditional packaged goods categories and the implications this has on product line strategy, promotional strategy, and distribution. Includes color exhibits.
HBS Number: 9-504-048
Geographic Setting: United Kingdom Industry Setting: fashion
Event Year Start: 2002 Event Year End: 2003
Subjects: Advertising; Brand management; Fashion; Market positioning; Market segmentation; Marketing strategy; Process analysis; Target markets
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-505-007), 19p, by Youngme Moon
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| 15 pp.
| Teaching Note — Tangarine Concepts Corporation: MasterCard MyCard
Author(s): Elizabeth M.A. Grasby; Andrew Smith
Publication Date: 1/9/2007 Revision Date: 6/4/2008
Product Type: Teaching Note
Ivey ID: 8B06A29
Product Description: Teaching note for product 9B06A029.
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| 23 pp.
| Case — Vipp A/S
Author(s): Austin, Robert D.; Beyersdorfer, Daniela
Publication Date: 12/19/2006
Product Type: Case (Field)
HBS Number: 9-607-052
Geographic Setting: Denmark Industry Setting: Fashion industry Number of Employees: 35 Gross Revenues: $50 million revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Brand management; Creativity; Family-owned businesses; Product design; Product development; Product differentiation; Product positioning; Prototypes
Academic Discipline: Marketing
Product Description: Rapidly growing Vipp sells highly differentiated (and expensive) “designer” versions of a product that most buyers think about in purely functional terms: Trash bins. Examines how the company successfully produces and positions a trash bin so that it is regarded as an “art object” (and which has been displayed as such as the Paris Louvre). Though it is a tangible product, a Vipp bin’s price cannot be even remotely justified by its functional features; customers, rather, pay dearly for the intangible aspects of the product, which the firm works very hard to keep integrated with the physical product. Deals with a range of issues confronting creative economy companies, such as how to produce products with very important intangible components, how to assure and manage the design integrity of a family of products, how far to extend a brand, how to manage creative employees, and where to source creative work.
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| 26 pp.
| 11. The Product Experience: Building the Brand
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| 17 pp.
| Case — Braun: The Syncro Shaver (B)
Author(s): Freeze, Karen J.
Publication Date: 03/24/2006
Product Type: Case (Field)
Publisher: Design Management Institute
HBS Number: DMI018
Geographic Setting: Germany; Global; United States Industry Setting: Consumer electronics
Subjects: Branding; Consumer electronics; Consumer marketing; International marketing; Market research; Positioning
Academic Discipline: Marketing
Supplementary Materials: Supplement, (DMI020), 5p, by Karen J. Freeze; Teaching Note, (DMI019), 5p, by Karen J. Freeze
Product Description: Two years later, Braun has a revolutionary new shaving system and is struggling over how to communicate its benefits to the market. Its novel feature, an automatic cleaning center, is not quite yet debugged, which adds to the concerns of those who believe that the new shaver, outstanding in itself, should be launched solo, leaving the cleaning center as an attractive accessory. Others believe that Braun needs to offer more than “just” a new shaver at a time of declining market share. How they launch and market this new product around the world may determine the fate of the Braun brand into the 21st century. For a company whose new “brand promise” is “Designed to Make a Difference,” a critical challenge is how to position the radically new product both to gain new, convenience-oriented consumers and to keep loyal, conservative customers who want “only a closer and more comfortable shave.”
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| 21 pp.
| Case — G.I. JOE: Marketing an Icon
Author(s): McGovern, Gail
Publication Date: 09/20/2004 Revision Date: 03/08/2007
Product Type: Color Case
HBS Number: 505030
Geographic Setting: Providence, RI Industry Setting: Toy industry
Subjects: Brand management; Brands; Marketing strategy; Product positioning
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (506012), 15p, by Gail McGovern
Product Description: In the winter of 2003, Billy Lagor, the Hasbro toy company’s brand manager for G.I. JOE, faced a set of decisions that would ultimately determine the 2004 marketing plan for the G.I. JOE brand. Under consideration were three different ways to market the military action figure: use traditional media: supplement traditional media with a short, animated DVD; or rely entirely on nontraditional marketing. In evaluating these options, Lagor grappled with a more basic question: What is the nature of the G.I. JOE and Hasbro brands? Should he market G.I. JOE as a short-term fad or as a marquee property akin to the Barbie franchise? Includes color exhibits.
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| 23 pp.
| Case — ViniBrasil: New Latitude Wines
Author(s): Bell, David E.; Shelman, Mary; Neves, Marcos Fava; Thome e Castro, Luciano
Publication Date: 12/11/2008
Product Type: Case (Compilation)
HBS Number: 9-509-003
Geographic Setting: Brazil Industry Setting: Agribusiness; Agriculture industry; Forestry, fishing & hunting; Liquor Number of Employees: 110 Gross Revenues: $1.3 million
Event Year Start: 2008 Event Year End: 2008
Subjects: Brand management; Brands
Academic Discipline: Marketing
Product Description: ViniBrasil is small wine venture in Brazil started by a top Portuguese wine company, Dao Sul. ViniBrasil grows its grapes in a novel environment (close to the equator) using innovative management practices such as controlled irrigation and year-round harvesting. ViniBrasil ’Rio Sol‘ wines, which have received several awards, are sold mainly in Brazil where per capita wine consumption is low and there is strong competition from inexpensive imports. Dao Sul must decide how to expand the Brazilian market and also if there is international potential for the new Brazilian wines.
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| 23 pp.
| 12. The Product Experience: New-Product Development
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| 20 pp.
| Teaching Note — Aqualisa Quartz: Simply a Better Shower
For use with 9-502-030
HBS Number: 5-503-058
Subjects: Consumer behavior; Consumer marketing; Distribution channels; Market entry; Market positioning; Marketing strategy; Product development; Product introduction; Product positioning; United Kingdom
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| 28 pp.
| Case — Eli Lilly: Developing Cymbalta
Author(s): Ofek, Elie
Publication Date: 11/27/2006 Revision Date: 07/30/2008
Product Type: Color Case
HBS Number: 507044
Geographic Setting: United States Industry Setting: Pharmaceutical industry Number of Employees: 40,000 Gross Revenues: $10.8 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Barriers to entry; Differentiation; Innovation; New product marketing; Product development; Strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (508061), 23p, by Elie Ofek
Product Description: Anticipating the expiration of its Prozac patent, Eli Lilly has to make tough decisions regarding the development of its next-generation antidepressant drug. In particular, the company needs to decide whether to first establish that once-a-day dosing for Cymbalta (Duloxetine) is effective in treating major depressive disorder and only after launch get FDA approval for treating painful physical symptoms, or to first establish efficacy in treating pain and later get FDA approval for once-a-day dosing. The decision needs to take into account how Cymbalta can be differentiated in the marketplace vis-a-vis other antidepressants and the marketing challenges to getting adoption that the new drug will face. Lilly’s new antidepressant team making this decision has several market research inputs on physicians and patients at its disposal.
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| 16 pp.
| Teaching Note — IDEO Product Development
For use with 9-600-143
HBS Number: 5-602-060
Subjects: Computer industry; Creativity; Organizational management; Outsourcing; Product design; Product development; Prototypes
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| 24 pp.
| Case — Marketing the “$100 Laptop” (A)
Author(s): Quelch, John A.
Publication Date: 08/13/2007 Revision Date: 07/10/2008
Product Type: Case
HBS Number: 508024
Subjects: Global business; Global economy; International marketing; Product development; Product evolution; Product innovation; Information technology; Management of information systems; Technology management; Collaboration
Academic Discipline: Marketing
Product Description: In 2002, Professor Nicholas Negroponte, a successful venture capitalist, author, and co-founder and chairman emeritus of the Massachusetts Institute of Technology (MIT) Media Lab, announced his intention to build a PC so cheap as to make it possible to provide Internet- and multimedia-capable machines to millions of children in developing countries. The concept — subsequently often referred to as the “$100 PC” — was launched at the Media Lab in 2003 before being spun into a separate nonprofit association, One Laptop Per Child (OLPC), founded by Negroponte in January 2005. At the time skeptics, including technology industry leaders, argued that it simply could not be done. Through innovative design and technology, Negroponte and his team proved them wrong but struggled to sell the concept and the machines to the world’s education ministries, who would be purchasing the laptops for their school age children. Furthermore, by 2007, many other low-cost PC options had emerged and OLPC had not started shipping yet, leading some observers to wonder if the non-profit should reconsider its strategy and options.
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| 30 pp.
| 13. Service as the Core Offering
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| 26 pp.
| Case — Comcast Corp.
Author(s): Elberse, Anita; Schreiber, Jason
Publication Date: 06/05/2007 Revision Date: 04/16/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 507080
Geographic Setting: United States Number of Employees: 80,000 Gross Revenue: $25 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Advertising; Consumer behavior; Market planning strategy
Academic Discipline: Marketing
Product Description: In October 2006, Comcast executives had entered negotiations with broadcast networks to broaden the selection of free network content distributed via its video-on-demand (VOD) service. The major broadcast networks, however, were unsure of the effect it would have on regular “linear” viewership of programs airing every evening at their scheduled times, and feared that if television audiences migrated to VOD, their revenues from selling advertising time would decrease. How could Burke and Roberts convince the networks to team up with Comcast and distribute their content via On Demand free of charge? Or was it time for Comcast to rethink its push for “free” content, and craft a different business model?
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| 17 pp.
| Teaching Note — ENSR International
For use with 9-503-075
HBS Number: 5-503-094
Subjects: Consulting; Professional services; Sales management; Sales organization; Sales strategy; Service management
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| 17 pp.
| Teaching Note — Suburban Hotel Development: Choosing A Franchise Brand
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| 27 pp.
| 14. Managing Pricing Decisions
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| 10 pp.
| Teaching Note — Atlantic Computer: A Bundle of Pricing Options
HBS Number: 2079
Product Description: For use with 2078.
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| 25 pp.
| Case — Flying J
Author(s): Deshpande, Rohit; Barley, Lauren
Publication Date: 04/25/2008
Product Type: Case (Field)
HBS Number: 508074
Geographic Setting: United States Industry Setting: Food services Gross Revenues: $11.4 billion
Event Year Start: 2008 Event Year End: 2008
Subjects: Distribution; Distribution planning; Family-owned businesses; Growth strategy; Pricing policies; Pricing strategy
Academic Discipline: Marketing
Product Description: The largest retailer of diesel fuel in the U.S., Flying J, is rethinking its growth strategy as the economy goes into a recession. Its major customer base, owner-operated truck drivers, are facing increasing costs of doing business. Yet Flying J is considering whether to increase its price of diesel fuel.
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| 19 pp.
| Case — Virgin Mobile USA: Pricing for the Very First Time
Author(s): McGovern, Gail
Publication Date: 09/08/2003 Revision Date: 06/11/2007
Product Type: Color Case
HBS Number: 9-504-028
Geographic Setting: United States Industry Setting: Telephone industry Number of Employees: 200 Gross Revenues: $5.2 billion revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Market segmentation; Pricing; Pricing strategy; Target markets; Telecommunications
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-504-108), 20p, by Gail McGovern
Product Description: Dan Schulman, the CEO of Virgin Mobile USA, must develop a pricing strategy for a new wireless phone service targeted toward consumers in their teens and twenties, many of whom are believed to have poor credit quality and uneven usage patterns. Contrary to conventional industry wisdom, Schulman is convinced that he can build a profitable business based on this underrepresented target segment. The key is pricing. Schulman is currently debating three pricing options: 1) adopting a pricing structure that is roughly equivalent to the major carriers, 2) adopting a similar pricing structure, but with actual prices below the major carriers, or 3) coming up with a radically different pricing structure. With respect to the third option, Schulman is considering various alternatives, including a reliance on prepaid (as opposed to post-paid) plans and the total elimination of contracts. Includes color exhibits.
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| IV. Communicating and Delivering the Value Offering
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| 1 pp.
| Introduction
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| 24 pp.
| 15. Managing Marketing Channels and the Supply Chain
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| 15 pp.
| Case — Alessi: Evolution of an Italian Design Factory (A)
Author(s): Moon, Youngme; Dessain, Vincent; Sjoman, Anders
Publication Date: 09/02/2003 Revision Date: 01/29/2004
Product Type: Color Case
HBS Number: 504018
Geographic Setting: Italy Industry Setting: Consumer products Number of Employees: 400 Gross Revenues: $100 million eurodollars
Event Year Start: 2003 Event Year End: 2003
Subjects: Brands; Consumer marketing; Design management; Distribution channels; Family owned businesses; Product development; Sales strategy
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (504020), 9p, by Youngme Moon, Vincent Dessain, Anders Sjoman; Supplement (Field), (504022), 3p, by Youngme Moon, Vincent Dessain, Anders Sjoman; Color Case, (504019), 6p, by Youngme Moon, Vincent Dessain, Anders Sjoman; Teaching Note, (506057), 11p, by Youngme Moon
Product Description: Alessio Alessi, head of distribution at family-run Alessi S.p.A., is facing price and brand confusion among customers and is considering reorganizing Alessi’s worldwide network of distributors. By describing the challenges facing Alessi, an internationally acclaimed design and manufacturing company of household objects for the table and kitchen, the case examines consumer marketing and distribution in general, as applied in the niche market of highly designed household goods for an Italian design factory. Includes color exhibits.
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| 17 pp.
| Case — BMW’s Project Switch (A): Importers vs. National Sales Companies
Author(s): Herman, Kerry; Narayandas, Das
Publication Date: 09/17/2008 Revision Date: 02/09/2009
Product Type: Case (Field)
HBS Number: 509023
Geographic Setting: Europe Industry Setting: Automotive industry
Event Year Start: 2003 Event Year End: 2003
Subjects: Distribution; EU; International marketing; Marketing; Strategy
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (509024), 7p, by Kerry Herman, Das Narayandas, Laura Winig
Product Description: BMW is faced with potential channel conflicts across several EU country markets. The case highlights BMW’s approach to redesigning its channel in Greece. The case provides details on both headquarter and country head perspective on BMW‘s channel strategy.
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| 20 pp.
| Case — Cisco Systems: Managing the Go-to-Market Evolution
Author(s): Rangan, V. Kasturi
Publication Date: 03/24/2005 Revision Date: 05/18/2006
Product Type: Case (Field)
Product Description: With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new business strategy. Describes those changes and poses new channel management challenges in light of Cisco’s entry into new markets and technologies.
HBS Number: 9-505-006
Geographic Setting: United States Gross Revenues: $18 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Distribution channels; Market entry; Marketing strategy
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-506-065), 14p, by V. Kasturi Rangan
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| 28 pp.
| 16. Points of Customer Interface: Bricks and Clicks
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| 15 pp.
| Case — Avon.com (A)
Author(s): Godes, David B.
Publication Date: 07/23/2002 Revision Date: 03/03/2003
Product Type: Color Case
HBS Number: 503016
Geographic Setting: United States Industry Setting: Cosmetic Number of Employees: 43,000 Gross Revenues: $5.7 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Marketing management; Personal selling; Sales compensation; Sales management; Sales organization; Sales strategy
Academic Discipline: Marketing
Supplementary Materials: Supplement (Library), (503041), 2p, by David B. Godes; Teaching Note, (503093), 14p, by David B. Godes
Product Description: Avon has always sold its products through a large independent direct-selling organization. However, it is now considering whether it should sell directly to the consumer. The company’s independent representatives number 500,000 in the United States alone. Yet, there seems to be potential for Avon to grow their business on the web in new and different ways. What benefits might Avon reap from using the Web to improve its relationship with its customers, with its representatives, and between the representatives and their customers. Includes color exhibits.
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| 25 pp.
| Case — Chapters.ca
Author(s): Roberts, Michael J.; Lal, Rajiv; Salmon, W
Publication Date: 09/20/2000 Revision Date: 07/10/2001
Product Type: Case (Field)
Product Description: Describes the challenges facing the on-line site associated with Canada’s largest bricks-and-mortar bookseller. Presents a variety of lenses for examining the economic model of the on-line versus traditional book selling business, and asks students to identify the marketing levers that can drive the business model. Teaching Purpose: To understand the economics of on-line versus traditional bookselling and marketing synergies/conflicts/issues between the two.
HBS Number: 9-801-158
Geographic Setting: CanadaIndustry Setting: retailing/booksNumber of Employees: 50Gross Revenues: $2 million revenues
Event Year Start: 1999Event Year End: 1999
Subjects: Canada; Center for Case Development; Electronic commerce; Marketing management; Retailing
Academic Discipline: Marketing
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| 39 pp.
| 17. Integrated Marketing Communications: Promotional Strategy, Advertising, Sales Promotion, and Public Relations
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| 26 pp.
| Case — BMWFilms
Author(s): Moon, Youngme; Herman, Kerry
Publication Date: 02/11/2002 Revision Date: 10/12/2005
Product Type: Case (Field)
Product Description: Jim McDowell, VP of marketing at BMW North America, is debating how to follow up the success of his latest marketing campaign, “BMWFilms.” This campaign features five short films for the Internet, directed by some of the hottest young directors in Hollywood. By all indications, the nontraditional campaign has been a huge success. Now the question is, what to do for an encore?
HBS Number: 9-502-046
Geographic Setting: North America Industry Setting: Automotive industry Number of Employees: 97,725 Gross Revenues: $32,693 million revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Advertising; Automobiles; Brands; Communication strategy; Consumer behavior
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-503-073), 39p, by Youngme Moon
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| 18 pp.
| Case — Charles Schwab & Co., Inc.: The “Talk to Chuck” Advertising Campaign
Author(s): Quelch, John A.; Winig, Laura
Publication Date: 01/16/2007 Revision Date: 01/11/2008
Product Type: Case (Field)
HBS Number: 9-507-005
Geographic Setting: United States Industry Setting: Financial services
Event Year Start: 2006 Event Year End: 2006
Subjects: Advertising; Advertising campaigns; Advertising strategy; Brand management
Academic Discipline: Marketing
Product Description: Schwab management is evaluating the success of the recently launched “Talk to Chuck” advertising campaign. This campaign aims to differentiate Schwab in the cluttered financial services marketplace. Test market results facilitate discussion of advertising objectives, message strategy, media selection, and performance measures.
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| 24 pp.
| Case — Eyeblaster: Enabling the Next Generation of Online Advertising
Author(s): Ofek, Elie
Publication Date: 09/05/2003 Revision Date: 05/22/2006
Product Type: Case (Field)
Product Description: Eyeblaster management has to decide on the best course of action to sustain its momentum from enabling online rich media advertising. Pressure from competitors is forcing the company to re-evaluate its previous marketing strategy that focused primarily on getting advertising agencies to advocate use of Eyeblaster’s rich media ad management product. Alternatively, more Eyeblaster sales effort, product improvements, and pricing incentives could be diverted to Web site publishers or even to advertisers. CEO Gal Trifon has to decide whether to give the green light to entering two new markets. Such a move would require the company to position itself somewhat differently in the marketplace and offer different pricing schemes. Includes color exhibits.
HBS Number: 9-504-005
Geographic Setting: United States Industry Setting: Internet & online services industries; Advertising industry
Event Year Start: 2002 Event Year End: 2002
Subjects: Advertising; Business growth; Competition; Internet; Market entry; Market positioning; Marketing strategy; Pricing; Technology
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-504-091), 23p, by Elie Ofek
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| 21 pp.
| Case — SK-II: Damage Control in China
Author(s): Hung, Kineta; Farmer, Richard
Publication Date: 01/11/2008
Product Type: Case (Field)
Publisher: University of Hong Kong
HBS Number: HKU697
Geographic Setting: China Industry Setting: Personal care products
Subjects: Brand equity; Crisis management; Marketing; Public opinion; Public relations; Reputations
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (HKU698), 10p, by Kineta Hung, Richard Farmer
Product Description: In 2006, SK-II, a skin care brand, was close to becoming a billion-dollar brand for Proctor and Gamble (“P&G”) and China was seen as a key source of future growth and is soon to be the largest market in the world. On 14 September 2006, Chinese authorities banned the sale of some of P&G’s skin care products in the SK-II line. P&G feared that public protests against these products could spread and infect the brand equity of its other products in the country. Everything that P&G tried to resolve the scandal failed, leaving the media, consumers and government feeling enraged. P&G pronounced confidence in its SK-II products in China, saying it would work with government agencies to resolve the problems, but repeatedly botched public relations and was accused of “arrogance” toward consumers. Although P&G had experience in defending its SK-II products in court due to a lawsuit the previous year, the company seemed to have learned nothing about preparing for a future crisis. P&G, one of the most trusted corporate brands in the world, was close to losing Chinese consumers‘ faith in SK-II and perhaps in P&G as well just by the poor way it handled the crisis. Many analysts claim that doing business in China is significantly different from doing business in developed markets. When it comes to public relations, how can the rules be so different that even experienced country managers repeatedly get it wrong?
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| 33 pp.
| 18. Integrated Marketing Communications: Personal Selling, Direct Marketing, and Interactive Marketing
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| 51 pp.
| Case — Blogging at BzzAgent
Author(s): Godes, David B.
Publication Date: 04/14/2008 Revision Date: 05/15/2008
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 508102
Number of Employees: 75
Event Year Start: 2008 Subjects: Advertising; Marketing; Advertising media; Marketing strategy; Word-of-mouth marketing; Strategy
Academic Discipline: Marketing
Supplementary Materials: Case Teaching Note, (508118), 17p, by David B. Godes
Product Description: To maximize their effectiveness, color cases should be printed in color. BzzAgent is a word-of-mouth marketing firm. The founder, Dave Balter, sees blogs as an important way to communicate BzzAgent’s unique positioning: transparency. He sees the firm‘s blog — the BeeLog — as a way for the firm to participate in conversations with clients, employees, and “agents.” However, he has been unhappy with the level of interaction the blog has been generating, and is considering shutting it down. The case provides a context for a discussion about word of mouth marketing and social media, as well as about blogs specifically. It also provides examples of other corporate blogs, and allows for students to weigh the benefits and drawbacks of this potentially-important form of communication.
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| 9 pp.
| Case — Buzz Marketing for Movies
Author(s): Mohr, Iris
Publication Date: 09/15/2007
Product Type: Case (Field)
Publisher: Business Horizons/Indiana University
HBS Number: BH247
Industry Setting: Movie studio
Subjects: Buzzwords; Films; Marketing
Academic Discipline: Marketing
Product Description: In today’s dynamic entertainment environment, movies are struggling to stay afloat and remain profitable. Challenges such as piracy, digital theft, competition, overlapping movie campaigns, media fragmentation, and audience saturation are forcing marketers to stretch their film budgets and make every dollar as effective as possible. With more and more entertainment options crowding peoples‘ lives, marketers must search for innovative ways to reach movie audiences. By breaking through the daily clutter and noise, and capturing peoples' attention to the point that talking about a movie becomes an enjoyable experience to share, buzz marketing is one such promotional posture that drives audiences to theaters. In order to achieve success with buzz marketing, however, marketers must recognize the role it plays in the context of movie differentiation strategies to support the company's overall approach. Analyzes buzz marketing as it pertains to six movie differentiation strategies (differentiation with cosmetic movie features, differentiation to reach market segments, growing a movie segment, positioning to support the movie image, positioning to extend the movie image, and differentiation via non-traditional channels) and offers steps for its successful implementation.
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| 27 pp.
| Case — Vancouver 2010 Olympics
Author(s): Elberse, Anita; Anthony, Catherine; Callahan, Joshua
Publication Date: 03/21/2007 Revision Date: 10/05/2007
Product Type: Case (Field)
HBS Number: 9-507-049
Geographic Setting: Canada Industry Setting: Sports industry Gross Revenues: $1.5 billion Canadian revenues
Event Year Start: 2004 Event Year End: 2010
Subjects: Entertainment; Global business; Global economy; Government; Marketing; Social marketing; Sports; Strategic market planning
Academic Discipline: Marketing
Product Description: It is February 2007, exactly three years before Vancouver hosts the 2010 Winter Olympics. Judy Rogers, City Manager for the City of Vancouver and a member of the Board of Directors for Vancouver’s Organizing Committee (VANOC), is keen to ensure the Games will have a lasting positive impact on the city and on Canada. However, a recent event reveals that significant social tensions could negatively effect the event and Vancouver‘s image across the globe, and Rogers will have to find a way to address the growing concerns. More pressingly, Rogers and her team are faced with the task of creating an Olympic Legacy Reserve Fund that could enable the city to achieve its sustainability goals, but involves a significant tax increase for Vancouver's residents and businesses. With the world watching and the clock ticking, there is a lot at stake. How should Rogers respond to these challenges? Allows for an in-depth examination of critical social marketing issues in the context of one of the world's biggest sports events. Provides rich data on the possible benefits and drawbacks for a variety of constituents, including the International Olympic Committee, the host country and city, its businesses, and local residents, and can serve to illustrate the key tensions as well as best practices in social marketing initiatives.
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| 31 pp.
| 19. The Marketing Dashboard: Metrics for Measuring Marketing Performance
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| 22 pp.
| Case — Intelliseek
Author(s): Wathieu, Luc; Friedman, Allan
Publication Date: 02/15/2005 Revision Date: 05/09/2005
Product Type: Case (Field)
Product Description: Intelliseek harvests, filters, and mines the content of messages posted by consumers online and on discussion boards and blogs. For any specified consumer product brand, Intelliseek measures the volume of work-of-mouth and its valence (proportion of positive and negative comments) and produces organized sets of quotes in the manner of a focus group report. This “marketing intelligence” company has been successful selling its reports to the car industry, but finds it difficult to achieve client retention in other areas. New initiatives are suggested: (1) to arrange data in problem-specific templates so that it is more “actionable” and (2) to develop industry benchmark metrics against which the metrics can be compared in a more informative manner. The CEO of the company believes that the key to success is a streamlined, standardized approach to the metrics developed for client brands. The CMO believes that Intelliseek should go much further to capitalize on the opportunity to understand customers emerging from what he calls “consumer-generated media.”
HBS Number: 9-505-061
Geographic Setting: Ohio Number of Employees: 60 Gross Revenues: $7 million
Event Year Start: 2004 Event Year End: 2004
Subjects: Consumer marketing; Knowledge management; Market research
Academic Discipline: Marketing
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| 29 pp.
| Case — Nutricia Middle East: Measuring Sales Force Effectiveness
Author(s): Martinez-Jerez, F. Asis; Sha, Rachel
Publication Date: 04/06/2006
Product Type: Case (Field)
HBS Number: 9-106-063
Geographic Setting: Africa; Middle East Industry Setting: Health services Number of Employees: 11,000 Gross Revenues: $2.5 billion revenues
Event Year Start: 2005 Event Year End: 2005
Subjects: Customer relations; Health; Information management; International management; Performance measurement; Sales agents; Sales strategy; Strategy implementation
Academic Discipline: Marketing
Product Description: Nutricia’s Middle East and African region is transitioning from a trading to a customer focus. CEO Ernest Vandenbussche must decide how to market infant milk formula most effectively in a region where the information environment is much less rich than in other countries/sectors and in which managers are concerned about measuring the effectiveness of their commercial actions. Among the most immediate decisions they need to make is the size of the salesforce — a decision that must be made in the context of a commercial strategy that is not yet fully defined. As Nutricia defines its strategy, it also has to define the strategic control systems it will use to monitor and fine-tune the strategy moving forward.
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| 18 pp.
| Case — Sony-FIFA Partnership Marketing Program: The Value of Sponsorship
Author(s): Jeffery, Mark; Mishra, Saurabh
Publication Date: 06/01/2006
Product Type: Case (Field)
HBS Number: KEL195
Geographic Setting: Global Industry Setting: Consumer electronics; Sports industry
Subjects: Internet marketing; Marketing; Metrics; Return on investment; Sponsorships; Strategy
Academic Discipline: Marketing
Product Description: On April 6, 2005, Sony Corporation announced the signing of a global partnership program contract with the Federation Internationale de Football Association (FIFA) and the organizer of the FIFA World Cup. The contract, which represented the first global marketing and communications platform for the Sony Group, would run from 2007 to 2014 with a contract value (excluding services and product leases) of 33.0 billion yen (approximately $305 million). This was a very significant marketing investment for Sony, since the cost of event sponsorship with advertising was typically two or three times the cost of the sponsorship rights; hence, Sony was potentially investing a billion dollars or more on FIFA-related marketing campaigns over the next several years. Many Sony senior executives were questioning the return on investment (ROI) of the FIFA sponsorship opportunity.
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| Back Matter
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| 16 pp.
| Glossary
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| 28 pp.
| Endnotes
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| 2 pp.
| Photo Credits
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| 5 pp.
| Company Index
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| 12 pp.
| Name Index
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| 15 pp.
| Subject Index
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