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Case Author(s): Beyersdorfer, Daniela; Austin, Robert D. Publication Date: 09/01/2006 Revision Date: 09/05/2007 Product Type: Case (Field) HBS Number: 9-607-016 Geographic Setting: Denmark; Global Industry Setting: Consumer electronics Number of Employees: 2,300 Gross Revenues: $600 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Change management; Creativity; Design; Innovation; Management of professionals; Product design; Product development; Product differentiation Academic Discipline: Operations management Product Description: A successful company, recognized worldwide for exquisite design of consumer electronics products, strives to better integrate software design into its traditional physical product design processes to meet the demands of a post-iPod world. Details the Bang & Olufsen “design driven innovation” process, that works very differently than many companies’ product development processes, but allows this company to produce very high profit margin products that retain their margins for a very long time in an industry in which products come and go very quickly. The case helps students understand processes and practices that support the creation of highly differentiated products. It also deals with issues of change in an already successful context, and of managing highly creative staff who are vital to a company‘s business model.
Enhancing Customer Equity Through Add-On Selling Author(s): Blattberg, Robert C.; Getz, Gary; Thomas, Jacquelyn S. Publication Date: 05/23/2001 Product Type: HBS Press Chapter HBS Number: 2726BC Subjects: Marketing; Marketing mixes; Product differentiation; Product life cycle; Product positioning; Resource allocation; Sales strategy Academic Discipline: Marketing Product Description: Add-on selling offers a significant growth opportunity, but resources must be allocated carefully and may include marketing communications, database marketing tools, and outsourcing. Tools included here help evaluate which products provide an add-on opportunity, configure how best to market them, and circumnavigate common pitfalls. May be used with: (253XBC) From Marketing as a Function to Marketing as a Transformational Engine; (2548BC) The Marketing Mix; (267XBC) From Brand Acquisitions to Brand Rationalization; (2661BC) From Market Segments to Strategic Segments; (270XBC) Managing Customer Acquisitions; (2718BC) Managing Customer Retention; (2734BC) Simply Better, Chapter Five: Caution: Inside the Box Advertising Doesn’t Work; (2750BC) Market Research: Listen and Learn; (2688BC) From Declining to Growing Distribution Channels; (2696BC) From Branded Bulldozers to Global Distribution Partners.
Case Author(s): Applegate, Lynda M.; Valacich, Joseph S.; Vatz, Mara E.; Schneider, Christoph Publication Date: 07/12/2006 Product Type: Case (Field) HBS Number: 9-807-011 Geographic Setting: Seattle, WA Industry Setting: Aerospace industry; Airline industry Number of Employees: 159,000 Gross Revenues: $52.5 billion revenues Event Year Start: 2003 Event Year End: 2005 Subjects: Entrepreneurship; Networks; Product differentiation; Services; Strategy formulation; Strategy implementation; Technological change Academic Discipline: Competitive strategy Product Description: Examines Boeing’s new strategy of offering services to regain market dominance and help its struggling airline customers improve efficiency and profitability.
Case Author(s): Applegate, Lynda M.; Valacich, Joseph S.; Vatz, Mara E.; Schneider, Christoph Publication Date: 07/12/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 807011 Geographic Setting: Washington Number of Employees: 159,000 Gross Revenue: $52.5 billion revenues Event Year Start: 2003 Event Year End: 2005 Subjects: Entrepreneurship; Technological change; Product differentiation; Strategy formulation; Networks; Implementing strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (809083), 4p, by Lynda M. Applegate Product Description: Examines Boeing’s new strategy of offering services to regain market dominance and help its struggling airline customers improve efficiency and profitability.
Case Burgers, W P; Zhu, M Publisher: China Europe International Business School Distributor: ecch (www.ecch.com) Reference: 502-040-1 Language: English Category: Marketing Data source: Field research Product Year: 2002 Geo location: China Industry: Energy Size: US$39 million Timing: 1997-1998 Topics: Marketing concept; Market analysis; Market segmentation; Product differentiation; Distribution management; Strategic marketing; China; International marketing Abstract: This is the second of a three-case series (502-039-1 to 502-041-1). On 1 April 1997 BP Fujian Ltd, a joint venture between British Petroleum and the Fuzhou Municipal Coal Gas Company, opened for business in Fuzhou (the capital of Fujian province) with its LPG filling and distribution operation. Demand is brisk and dealers are signed up to distribute bottled gas throughout Fuzhou and its surrounding counties. But soon the dealers start filling BP bottles not with BP gas but with cheaper, lower quality gas from alternative sources. Losses mount and the company must decide to either close down or radically redesign its business model. The case illustrates a variety of concepts and issues, including: (1) the strategic implications of defining a product by the needs which it satisfies; (2) the use of market segmentation as a strategic weapon; (3) the application of Michael Porter’s five forces model; and (4) the design and management of a distribution network.
Case Author(s): Martinez-Jerez, F. Asis; Bellin, Joshua; Winkler, Carole Publication Date: 03/22/2006 Revision Date: 09/24/2008 Product Type: Case (Field) HBS Number: 106065 Geographic Setting: Egypt Industry Setting: Building materials industries Event Year Start: 2002 Event Year End: 2005 Subjects: Brand management; Distribution; Marketing implementation; Performance; Pricing strategy; Product differentiation; Rewards; Sales strategy Academic Discipline: Marketing Supplementary Materials: Supplement (Spreadsheet), (107709), 0p, by F. Asis Martinez-Jerez; Teaching Note, (107079), 28p, by F. Asis Martinez-Jerez Product Description: CEMEX has pursued an aggressive decommoditization strategy focused on its relationship with small Egyptian retailers. In particular, the strategic role and effectiveness of the Rewards Program, a tournament that rewarded the sales performance of the retailers, was called into question by Assiut Cement’s management based on the results of its first two rounds.
Case Author(s): Martinez-Jerez, F. Asis; Bellin, Joshua; Winkler, Carole Publication Date: 03/22/2006 Revision Date: 07/17/2007 Product Type: Case (Field) HBS Number: 9-106-065 Geographic Setting: Egypt Industry Setting: Building materials industries Event Year Start: 2002 Event Year End: 2005 Subjects: Brand management; Distribution; Marketing implementation; Performance; Pricing strategy; Product differentiation; Rewards; Sales strategy Academic Discipline: Marketing Supplementary Materials: Supplement (Spreadsheet), (9-107-709), 0p, by F. Asis Martinez-Jerez; Teaching Note, (5-107-079), 28p, by F. Asis Martinez-Jerez Product Description: CEMEX has pursued an aggressive decommoditization strategy focused on its relationship with small Egyptian retailers. In particular, the strategic role and effectiveness of the Rewards Program, a tournament that rewarded the sales performance of the retailers, was called into question by Assiut Cement’s management based on the results of its first two rounds.
Case Morosini, P — EPFL Ecole Polytechnique Federale de Lausanne Huber, H — ESMT European School of Management & Technology GmbH Khandpur, D — ESMT European School of Management & Technology GmbH Linguri, S — ESMT European School of Management & Technology GmbH Distributor: ecch (www.ecch.com) Reference: ESMT-305-0040-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2005 Geo location: Global Industry: Construction equipment Size: $4 billion Timing: 1990-2000 Topics: Product differentiation; Worldwide reorganisation; Multiple brands; Map alignment; Acquisitions; Joint ventures; Alliances; Product portfolio; Agricultural equipment; Fiat; Hitachi; New Holland; Crenstein and Koppel; Dealer network; Kobelco Abstract: This is the second of a two-case series (ESMT-305-0039-1 and ESMT-305-0040-1). Fiat’s construction equipment (CE) business was extremely weak during the 1990s, and it had considered divesting the entire division (CNH Global, which was then called Fiat New Holland). With very little US market share, no heavy excavators (which accounted for 50% of the total CE market) and no hydraulics technology (crucial for excavators), Fiat‘s CE business appeared dismal. Ten years later, CNH Global had become one of the world's leading CE manufacturers, with nearly $4 billion in annual revenues and a complete CE product portfolio, ranking first in light and medium CE, and third in heavy excavators, and was number three in overall market share. It had achieved growth through a series of global acquisitions, joint ventures and alliances on a major scale, involving players on the European, North American and Japanese markets. This enabled it to leverage synergies with its agricultural equipment business, access to key hydraulics technology, an improved market position in Europe and the US, Source: ecch
Case Author(s): Hagiu, Andrei; Edelman, Benjamin Publication Date: 08/10/2008 Revision Date: 05/12/2009 Product Type: Case (Library) HBS Number: 9-909-007 Geographic Setting: Japan Event Year Start: 2008 Event Year End: 2008 Subjects: Alliances; Financial management; Platforms; Product differentiation; Purchasing; Strategic alliances; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-909-039), 21p, by Andrei Hagiu, Benjamin Edelman Product Description: In 2008, the Japanese consumer payments landscape featured ongoing widespread use of cash, limited use of credit cards and rapid rise of e-money systems based on contactless technology embedded in cards and especially mobile phones. The case details the alliances that created new products, as well as the regulations that sometimes stood in the way. Throughout, the case identifies incentives for both consumers and merchants, including direct costs, efficiency benefits, rebates, and treatment in case of loss or fraud. May be used with: (9-909-006) Consumer Payment Systems - United States.
Case Author(s): Hagiu, Andrei; Edelman, Benjamin Publication Date: 08/07/2008 Revision Date: 06/22/2009 Product Type: Case (Library) HBS Number: 9-909-006 Geographic Setting: United States Event Year Start: 2008 Event Year End: 2008 Subjects: Alliances; Financial management; Platforms; Product differentiation; Product liability; Purchasing; Strategic alliances; Technology Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-909-039), 21p, by Andrei Hagiu, Benjamin Edelman Product Description: In 2008, the U.S. consumer payments landscape was characterized by the ongoing prevalence of credit and debit card networks, the decline of checks, the rise of stored value cards, and the growth of new payment methods such as PayPal, Bill Me Later and decoupled debit. This case presents the structure of these payment methods, focusing on incentives for both consumers and merchants, including direct costs, efficiency benefits, rebates, and treatment in case of loss or fraud. May be used with: (9-909-007) Consumer Payment Systems — Japan.
Case Author(s): Edelman, Benjamin ; Hagiu, Andrei Publication Date: 08/10/2008 Revision Date: 05/12/2009 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 909007 Geographic Setting: Japan Event Year Start: 2008 Subjects: Financial management; Technology; Product differentiation; Alliances; Strategic alliances; Purchasing; Platforms Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (909039), 21p, by Benjamin Edelman,Andrei Hagiu Product Description: In 2008, the Japanese consumer payments landscape featured ongoing widespread use of cash, limited use of credit cards and rapid rise of e-money systems based on contactless technology embedded in cards and especially mobile phones. The case details the alliances that created new products, as well as the regulations that sometimes stood in the way. Throughout, the case identifies incentives for both consumers and merchants, including direct costs, efficiency benefits, rebates, and treatment in case of loss or fraud.
Case Author(s): Austin, Robert D.; Friis, Silje Kamille; Sullivan, Erin E. Publication Date: 10/20/2006 Revision Date: 05/16/2007 Product Type: Note HBS Number: 9-607-026 Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Product design; Product development; Product differentiation Academic Discipline: General management Product Description: This introduction to the Design industry includes definitions, and industry statistics, as well as descriptions of geographic clustering, design education, organizational roles of designers, how designers work and get paid, and the growing role of design in management.
Case Haghirian, P — Sophia University Hauschild, S — Sophia University Distributor: ecch (www.ecch.com) Reference: 307-235-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2007 Geo location: Global, but focus on China and India Industry: Computer industry Size: Fortune 500, rank 34 (2007) Timing: 2005-2006 Topics: Strategy; Diversification; Product differentiation; China; India; Computer industry; Lenovo; IBM (International Business Machines Corporation); Hewlett-Packard (HP); Acquisition; Supply chain management; Logistics and operations; Innovations; Inventory management Abstract: This strategic management case study deals with the recent problems of the computer manufacturer Dell. For decades the company established one record after another. However, recent headlines relating to Dell are somewhat different: declining growth, disappointing earnings, the missing of financial targets, executive departures, customer satisfaction problems, the largest safety recall in the history of consumer electronics, heavy stock price plunges and the repeated assumption that Dell lost its once awesome cost advantage to name just a few. After a short introduction of the computer industry, the business strategy of Dell is described. This section deals with the company’s direct customer relationships, its supply chain management, its product diversification strategy and especially its regional diversification strategy. The main focus here lies on Dell‘s entry into China and India. The intentions the personal computer (PC) maker had and what strategy the company followed to enter these completely different markets are presented. Finally Dell's main competitors Hewlett-Packard and Lenovo are examined and how they are now or how they can become a threat for Dell is discussed. The aim of this case study is to sh Source: ecch
Case Author(s): Austin, Robert D.; O’Donnell, Shannon; Friis, Silje Kamille Publication Date: 06/22/2006 Revision Date: 01/17/2007 Product Type: Color Case HBS Number: 9-606-118 Geographic Setting: Denmark Number of Employees: 20 Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Design; Innovation; Knowledge workers; Management of professionals; Product design; Product differentiation; Strategy implementation Academic Discipline: General management Product Description: A successful young design firm faces a difficult decision: whether to compromise its creative values to win a big job. The client brief is very conservative. The company is pretty sure it can win the design competition, but the design staff hates what they think they will have to do to win it. Business managers and “creatives” disagree on the appropriate course of action. In debating the decision, staff members confront fundamental issues about who they want to be as a firm and how firms that rely on creative talent should be managed.
Case Author(s): Austin, Robert D.; O’Donnell, Shannon; Friis, Silje Kamille Publication Date: 06/22/2006 Revision Date: 01/17/2007 Product Type: Color Case HBS Number: 606118 Geographic Setting: Denmark Number of Employees: 20 Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Design; Innovation; Knowledge workers; Management of professionals; Product design; Product differentiation; Strategy implementation Academic Discipline: General management Supplementary Materials: Teaching Note, (5-609-108), 10p, by Robert D. Austin Product Description: A successful young design firm faces a difficult decision: whether to compromise its creative values to win a big job. The client brief is very conservative. The company is pretty sure it can win the design competition, but the design staff hates what they think they will have to do to win it. Business managers and “creatives” disagree on the appropriate course of action. In debating the decision, staff members confront fundamental issues about who they want to be as a firm and how firms that rely on creative talent should be managed.
Case Author(s): Besanko, David; Stori, Christopher Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL190 Geographic Setting: Europe Industry Setting: Transportation industry Subjects: Competitive strategy; Economics; Pricing strategy; Product differentiation; Strategy Academic Discipline: Competitive strategy Product Description: Considers the competitive strategy of the Channel Tunnel just prior to the time it opened for business in 1994. Focusing specifically on the tunnel’s Le Shuttle service for freight and passenger traffic, gives students an opportunity to explore whether Le Shuttle should follow a premium pricing strategy relative to the cross-channel ferries, match the ferries‘ prices, or undercut the ferries' prices. Following a section on the history of the tunnel's construction, provides an in-depth discussion of the cross-channel ferry business and the Le Shuttle services. Concludes by posing the question: What pricing strategy should Le Shuttle follow?
Competitive Analysis: Understand Your Opponents Publication Date: 11/21/2005 Product Type: HBS Press Chapter HBS Number: 2572BC Subjects: Competitive advantage; Competitive environment; Market entry; Market positioning; Market research; Marketing; Product differentiation Academic Discipline: Marketing Product Description: Effective marketing must involve a thorough analysis of the overall competitive arena and the competitors that battle within it. Competitive analysis determines whether firms decide to fight head-on with like products or maneuver a sneak attack with differentiation. This chapter introduces direction and provides the tools for conducting such research. It concludes with Michael Porter’s “five forces” that shape positioning strategy. May be used with: (2556BC) Marketing Strategy: How it Fits with Business Strategy; (2564BC) Creating a Marketing Plan: An Overview; (2580BC) Market Customization: Market Segmentation, Targeting, and Positioning; (2599BC) Developing New Products and Services: The Marketer‘s Role; (2602BC) Branding: Differentiation that Customers Value; (2610BC) The Right Customers: Acquisition, Retention, and Development; (2629BC) Pricing It Right: Strategies, Applications, and Pitfalls; (2637BC) Integrated Marketing Communications: Creativity, Consistency, and Effective Resource Allocation; (2645BC) Interactive Marketing: New Channel, New Challenge; (2653BC) Marketing Across Borders: It's a Big, Big World.
Strategic Moves: The Mechanisms of Success Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5566BC Subjects: Competitive advantage; Market positioning; Process innovation; Product differentiation; Strategic market planning; Strategic planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: A military analogy suggests that a business strategy must reckon with the realities of the market and the existence of competing firms, some of which will have greater market power and resources. Competitive strategy then means that one must strike in an area of competitor weakness or where the competitor is unlikely to fight back or will fail to fight back effectively. This chapter offers a number of strategic moves that can be used to enter and build defensible positions in the marketplace. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.
Article Author(s): Austin, Robert D. Publication Date: 01/01/2008 Product Type: Harvard Business Review Article HBS Number: F0801C Geographic Setting: Scandanavia Industry Setting: Retail industry Subjects: Brands; Margins; Product differentiation Academic Discipline: Competitive strategy Product Description: The key to selling well-designed, well-crafted products at high margins is the aesthetic coherence of the company and its goods. Embodying that ideal isn’t easy, but it‘s possible if you avoid three temptations.
Case Author(s): Farhoomand, Ali; Ng, Pauline; Chan, Yuen-ming Publication Date: 11/20/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU735 Geographic Setting: Hong Kong Industry Setting: Media; Publishing industry; Telecommunications industry Subjects: Diversity; Finance; Growth strategy; Models; Product differentiation Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (HKU736), 12p, by Ali Farhoomand, Pauline Ng, Yuen-ming Chan Product Description: Founded in 1988 and chaired by Lawrence Fung, the Hong Kong Economic Times Group (“HKET Group”) started off as a publisher of Hong Kong Economics Times (HKET) — the first Chinese-language financial newspaper in Hong Kong. Launched when the city’s economy was booming, the newspaper set out to be the Chinese-language equivalent of the Financial Times and to become one of the pre-eminent financial and business information and service providers in Greater China. Widely recognized for its quality content and leading market status, Hong Kong Economic Times has evolved closely with the economic and business environment of the city, catering to the changing needs of the local business community, such as the addition of a property section during the rise of the property market in the early 1990s and an IT section during the dotcom bubble in the mid- to late 1990s. In the face of new challenges to traditional newspaper industry like the proliferation of the Internet, the HKET Group responds by focusing on two fundamental driving forces that have become the pillars to its success: diversification and differentiation. With a vision to becoming a diversified media group, HKET has branched out to book publishing, multimedia services, electronic information services, recruitment advertising and training. Set in 2006, this case addresses the changes faced Source: Harvard
Article Maruca, Regina Fazio Companies facing attacks from competitors with copycat products often find they have little legal recourse. Two researchers suggest preemptive measures for protecting brand identity. HBS Number: F99602 Type: Harvard Business Review Article Publication Date: 11/1/99 Subjects: Brand equity; Brands; Intellectual property; Legal aspects of business; Product differentiation
Case Haghirian, P — WU Wien-Institute for International Marketing & Management Distributor: ecch (www.ecch.com) Reference: 502-032-1 Language: English Category: Marketing Data source: Published sources Product Year: 2002 Geo location: Japan Industry: Telecommunications Topics: Telecommunication; Strategy; Internet; Japan; International marketing; Product differentiation; J-Phone; NTT DoCoMo Abstract: This case focuses on the position of J-Phone, Japan’s number two in the mobile telecommunication market, and its future strategies to combat the industry leader. Since the introduction of mobile communication in Japan, the market has been dominated by one major company, NTT DoCoMo, a spin-off from the formerly state controlled NTT. In February 1999, DoCoMo launched a wireless mobile internet service on the Japanese market, which turned out to be the most successful implementations of wireless communication ever. J-Phone is trying to compete with DoCoMo‘s network. J-Phone sees itself as a leader, challenger and first mover, offering innovations to suit the mobile lifestyle of young people rather than technology for technology's sake. J-Phone also has a reputation of being first to market with key advances in mobile technology. This case asks students to analyse and evaluate various strategies which J-Phone could apply to compete with the dominant industry leader.
Article Author(s): Ger, Guliz Publication Date: 07/01/1999 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR156 Subjects: Globalization; International marketing; Product differentiation; Product positioning Academic Discipline: Business & government Product Description: Local firms can compete with transnational firms if their actions are firmly based in the local culture, and if they move from local strengths while being equipped with an in-depth understanding of global production and consumption dynamics. Three domains where local firms can offer alternatives to standard global products are products grounded in local culture, information goods, and products for similar local conditions and the poor worldwide. Local firms must develop an innovative perspective, a global and local vision, self-crafted rather than transferred and imitated marketing skills and practices, partnerships and alliances, and a supportive political environment. Such firms can successfully travel on their alternative road within the global arena.
Subjects: Brand equity; Brand management; Brands; Innovation; Marketing strategy; Product differentiation; Product positioning Academic Discipline: Competitive strategy Product Description: Consumer-product consultants have analyzed the revenue growth of more than 500 major national brands and conclude that any brand, regardless of its competitive position, can outperform the average for its category through aggressive innovation and promotion.
Case Author(s): Tripsas, Mary Publication Date: 12/04/2007 Revision Date: 07/16/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 808087 Gross Revenue: 18 million Event Year Start: 2007 Event Year End: 2007 Subjects: Entrepreneurship; Innovation; Market segmentation; Market definition; Product differentiation; Strategy Academic Discipline: Entrepreneurship Product Description: Montague has developed a major innovation that creates a new sub-category in the bicycle industry: a full-sized, high-quality bicycle that folds. In contrast to existing small-wheeled folding bicycles that are portable, but with inferior performance characteristics, the Montague folding bicycle has the look, feel, and performance of a standard bicycle. However, while the firm has experienced notable success since its founding, it has yet to achieve widespread adoption of its innovation. What should the firm do to increase penetration? How can Montague overcome the reputation of folding bicycles as inferior performers and convince consumers, dealers, and others of its bicycle’s quality? How can the firm get consumers to even notice the innovation when the bicycle looks just like a regular bicycle? In other words, how can Montague balance the need to look like a regular bicycle in order to achieve legitimacy with the need to signal value by looking different? What market segment should Montague be targeting - customers looking specifically for a folding bicycle, or consumers interested in a full-sized bicycle but for whom the folding feature might add value? Finally, should Montague license its technology to one of the leading mainstream bicycle manufacturers in order to increase adoption, vs. continuing to go it alone in the product market?
Case Author(s): O’Donnell, Shannon; Austin, Robert D.; Krogh, Dorte Publication Date: 06/29/2009 Revision Date: 07/06/2009 Product Type: Color Case HBS Number: 9-609-106 Geographic Setting: Norway Number of Employees: 25 Gross Revenues: $14 million Event Year Start: 2009 Event Year End: 2009 Subjects: Brand management; Creativity; Design; Entrepreneurial management; Innovation; Product development; Product differentiation; Product introduction; Product positioning Academic Discipline: Entrepreneurship Product Description: Describes a young fashion company competing in a variety of unconventional ways, many “experience economy” related. Moods fronts their brand with the “boy band” images of its three founders and designs eccentric features into their clothes as a way of gaining mindshare among customers even though they cannot spend on marketing the way their competitors do. The case invites students to explore an unusual business model in both concept and execution.
Case Author(s): Abelli, Heide Publication Date: 05/28/2007 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 2069 Geographic Setting: West Virginia Subjects: Present value; Breakeven analysis; Forecasting; Quantitative analysis; Marketing; Consumer marketing; Demographics; Product differentiation; Brand equity; Brand management; Margins; Metrics Academic Discipline: Marketing Supplementary Materials: Case Teaching Note, (2072), 19p, by James Kindley, Heide Abelli, Indra Reinbergs; Spreadsheet Supplement, (2293), 0p, by James Kindley, Heide Abelli, Indra Reinbergs Product Description: Brief Case from HBSP Chris Prangel, a recent MBA graduate, has returned home to West Virginia to manage the marketing operations of the Mountain Man Beer Company, a family-owned business he stands to inherit in five years. Mountain Man brews just one beer, Mountain Man Lager, also known as “West Virginia’s beer” and popular among blue-collar workers. Due to changes in beer drinkers‘ taste preferences, the company is now experiencing declining sales for the first time in its history. In response, Chris wants to launch Mountain Man Light, a “light beer” formulation of Mountain Man Lager, in the hope of attracting younger drinkers to the brand. However, he encounters resistance from senior managers. Mountain Man Lager's brand equity is a key asset for Mountain Man Brewing Company. The question is whether Mountain Man Light will enhance it, detract from it, or irreversibly damage it.
Case Haghirian, P — Sophia University Taylor, G — Sophia University Distributor: ecch (www.ecch.com) Reference: 308-041-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2008 Geo location: Kyoto, Japan, Redmond Washington Industry: Video game industry Size: Large Timing: 2000-2007 Topics: Video games; Nintendo; SEGA; Sony Playstation; XBox; Product differentiation; Competitive rivalry; Loss leader; Marketing; Innovation; Wii; Nintendo DS; Touch Generations; Japan Abstract: In 1990, the word ’Nintendo‘ was synonymous with video games, yet by 2000 it was Sony's 'Playstation' that held that honour. This case covers the strategic changes made at Nintendo to reclaim its former market-leader position. By innovating the game experience and developing products to expand the market (by reaching out to 'non-traditional' gamers), Nintendo was able to disprove its sceptics and rebuild its gaming empire. This new strategy is exemplified by its two console systems, the 'Wii' and the 'DS', along with the software brand 'Touch Generations'.
Case Author(s): Reinhardt, Forest ; Reinhardt, Forest ; Casadesus - Masanell, Ramon ; Freier, Debbie Publication Date: 03/18/2003 Revision Date: 01/20/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 703035 Geographic Setting: United States Number of Employees: 1,000 Gross Revenue: $223 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Vertical integration; Models; Environmental protection; Innovation; Organizational culture; Product differentiation; Product lines; Corporate strategy Academic Discipline: Competitive strategy Supplementary Materials: Case Teaching Note, (705028), 21p, by Forest Reinhardt, Ramon Casadesus - Masanell Product Description: Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company’s goal to create the most innovative products in its industry. Patagonia‘s founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating its core customers and achieving growth via entry into new product markets.
Case Author(s): Reinhardt, Forest; Casadesus-Masanell, Ramon; Freier, Debbie Publication Date: 03/18/2003 Revision Date: 12/14/2004 Product Type: Case (Field) Product Description: Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company’s goal to create the most innovative products in its industry. Patagonia‘s founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating their core customers and achieving growth via entry into new product markets. Teaching Purpose: To engage students in discussion over private/market provision of public goods and questions related to product scope. HBS Number: 9-703-035 Geographic Setting: United States, GlobalIndustry Setting: outdoor apparelNumber of Employees: 1,000Gross Revenues: $223 million revenues Event Year Start: 2003Event Year End: 2003 Subjects: Corporate culture; Corporate strategy; Environmental protection; Growth strategy; Innovation; Models; Product differentiation; Product lines; Vertical integration Academic Discipline: Competitive strategy Supplementary Materials: Teaching Note, (5-705-028), 21p, by Forest Reinhardt, Ramon Casadesus-Masanell
Case Author(s): Moore, Kate Publication Date: 06/15/2007 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 2085 Geographic Setting: Ohio Subjects: Market research; Consumer behavior; Focus groups; Product positioning; Product differentiation; Branding Academic Discipline: Marketing Supplementary Materials: Case Teaching Note, (2086), 15p, by Kate Moore, Diane Badame Product Description: Brief Case from HBSP Saxonville Sausage, a $1.5 billion manufacturer of pork sausage products, is experiencing financial stress because its leading product lines have lately produced declining revenues in product categories that are realizing no growth. However, one product line, an Italian sausage brand named Vivio, has recently experienced a significant increase in revenues, as has the entire Italian sausage category nationwide. Unfortunately, Vivio represents only 5% of the company’s total revenues. Ann Banks, a seasoned marketing director, has been hired to expand Vivio, currently distributed in a few cities, especially in the northeastern U.S, into a powerful national brand. Depicts the sequence of steps Ann takes to determine the best positioning for the brand. These steps include analyzing and employing specific techniques for researching customers‘ needs, preferences, and values; using the learning from research to develop a motivation-centered characterization of the target consumer; eliciting tactical ideas from a cross-departmental team of colleagues for product “alterations,” packaging, and other contributory elements in the branding program; and finally, choosing between two positionings that seem equally valid.
Case Author(s): Tripsas, Mary; Silverman, Brian S. Publication Date: 12/04/2007 Revision Date: 06/09/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 808082 Geographic Setting: Canada Number of Employees: 1 Event Year Start: 2005 Event Year End: 2005 Subjects: Entrepreneurship; Innovation; Marketing; Consumer marketing; Product differentiation Academic Discipline: Entrepreneurship Product Description: To maximize effectiveness, color cases should be printed on color. An abstract is not available for this product.
Case Author(s): Conley, James G.; Orozco M., David Publication Date: 08/01/2007 Product Type: Note Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL104 Geographic Setting: United States Subjects: Intellectual capital; Patents; Innovation Academic Discipline: General management Product Description: The patent system is introduced to the non-legal professional by reviewing the historical justification for having a patent system and the foundations of the U.S. patent system, contrasting patents with trade secrets, exploring invention requirements for obtaining a patent, and reviewing the patent application process, international patent protection, and the elements of infringement, validity, and enforcement through litigation.
Case Dussauge, P — HEC Paris Garrette, B — HEC Paris Dumont, A — HEC Paris Distributor: ecch (www.ecch.com) Reference: 397-025-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 1997 Geo location: France, Europe Industry: Automobile Size: Renault 100,000 employees, Matra-auto 4,000 employees Timing: 1996 Topics: Competitive advantage; Product differentiation; Alliance negotiation; Alliance strategy; Innovation Abstract: The Matra-Renault ’Espace‘ Alliance case is a business strategy case. It is primarily aimed at discussing the competitive advantage of the Renault Espace minivan, namely a significant product differentiation, gained through technological and organisational innovation. A second step in the case discussion is to question the sustainability of this competitive advantage, now that several powerful competitors (Fiat and PSA on the one hand, and Volkswagen and Ford on the other hand) have teamed up in order to produce and market direct rivals to the Espace people carrier. The case also addresses a third topic, which is the strategic management of alliances uniting competing firms, and the likely outcomes of such partnerships. It is accompanied by a video 'Matra-Automobile and the Espace Adventure' (F397-025-3) featuring the most important characters of the story: the CEOs of Matra-Automobile and Renault, as well as the Renault Espace and its competitors. This is in French, with English subtitles and introduction.
Article Author(s): Keller, Kevin L.; Sternthal, Brian; Tybout Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Product Description: Traditionally, the people responsible for positioning brands have concentrated on the differences that set each brand apart from the competition. But emphasizing differences isn’t enough to sustain a brand against competitors. Managers should also consider the frame of reference within which the brand works and the features the brand shares with other products. Asking three questions about your brand can help: Have we established a frame? A frame of reference signals to consumers the goal they can expect to achieve by using a brand. Are we leveraging our points of parity? Certain points of parity must be met if consumers are to perceive your product as a legitimate player within its frame of reference. Are the points of difference compelling? A distinguishing characteristic that consumers find both relevant and believable can become a strong, favorable, unique brand association, capable of distinguishing the brand from others in the same frame of reference. Subjects: Brand equity; Brand management; Brands; Marketing strategy; Product differentiation; Product positioning Academic Discipline: Marketing
Article Author(s): Keller, Kevin L.; Sternthal, Brian; Tybout Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Product Description: Traditionally, the people responsible for positioning brands have concentrated on the differences that set each brand apart from the competition. But emphasizing differences isn’t enough to sustain a brand against competitors. Managers should also consider the frame of reference within which the brand works and the features the brand shares with other products. Asking three questions about your brand can help: Have we established a frame? A frame of reference signals to consumers the goal they can expect to achieve by using a brand. Are we leveraging our points of parity? Certain points of parity must be met if consumers are to perceive your product as a legitimate player within its frame of reference. Are the points of difference compelling? A distinguishing characteristic that consumers find both relevant and believable can become a strong, favorable, unique brand association, capable of distinguishing the brand from others in the same frame of reference. HBS Number: R0209F Subjects: Brand equity; Brand management; Brands; Marketing strategy; Product differentiation; Product positioning Academic Discipline: Marketing
Case Author(s): Noble, Charles H.; Kumar, Minu Publication Date: 09/15/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH296 Subjects: Customer relationship management; Emotions; Manufacturing; Marketing; Product design; Product differentiation; Tools; Value creation Academic Discipline: Marketing Product Description: Historically, product design has most often been considered a process for creating functional differentiation through added features, superior performance, and so forth. However, with the advent of more design-oriented companies, such as Apple, Dyson, and others, design is increasingly being seen as an important strategic tool in creating preference and deeper emotional value for the consumer. In this research, we show how different design elements may be used strategically to create two very different outcome chains from a consumer’s perspective. This work shows that certain design elements are more likely to create functional product differentiation and transactional consumer outcomes, while other design strategies tap a more emotional form of value creation. As we show, an emotional focus in value creation is more likely to create desired and powerful outcomes such as loyalty, joy of use, and even passion. Given current business trends towards relationship-based customer management, this emphasis on emotional value creation through product design is particularly relevant. In order to make these ideas actionable, we offer specific product design strategies that managers can use to enhance the transactional and relational value of their customer relationships.
Case 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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