Kotler Mm14e Im Syllabus Casepl

Case-Oriented Syllabus
Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall 47

Course Background and Syllabus for a Case/Lecture-Oriented Course

Background: Case Analysis and Case Selection

If you choose to focus on cases and lectures in the course, selecting the appropriate case(s) is
(are) important. Recency, popularity, relevance to the topic, availability of teaching notes, as
well as other supplements such as video and computer software aids, should be considered.
Appropriately chosen, cases not only stimulate the mind but also create an in-depth feel for the
application of the course material. The Kotler/Keller text will create sensitivity and awareness
for what is critical and important in the case, and the case will reinforce concepts presented in the
text. Cases call for a decision and very often with less than perfect information concerning the
problem, the environment, the actors, and the consequences of various actions. As such, the case
nurtures management skills although the text and the other application-oriented tools discussed
above can diffuse perspective and technical knowledge. There are a number of articles that
discuss methods for using the case study approach. The following are suggested:

1. Because Wisdom Cant Be Told, (Harvard Note 9-451-005). This article argues for the
beneficial effect the case method has on both teachers and students and suggests the
proper role of the instructor as a leader of the group.
2. Learning by the Case Method, (Harvard Note 9-376-241). This article, prepared for
executive education, identifies the issues to be confronted in the course of reaching a
decision. It also provides useful guidelines for individual analysis of a case method
teaching generally.
3. Teaching and the Case Method, (9-387-001), by Roland Christensen. A very useful
textbook and instructors guide (5-387-010), available through the Harvard Business
School. This book includes text, cases, and readings for classes and seminars.
The Harvard Business School Publishing (HBSP) Web site (www.hbsp.com) will provide you
with listings of current marketing and marketing management cases, and related materials. HBSP
can also package the selected cases to accompany the text. This can also be accomplished by
visiting the Pearson Custom Publishing Business Web site at www.pearsoncustom.com.

Sample Case Analysis

An example of a case analysis follows, that can be utilized early in the course to provide a basis
for written cases and class case discussions. If you choose to use cases in the course an example
is the OHanlon Candy Company that is a medium-size candy company located in the Midwest.
In the past two years, its sales and profits have barely held their own. Top management feels that
the trouble lies with the sales force because that they do not work hard or smart enough. To
correct the problem, management plans to introduce a new incentive-compensation system and
hire a trainer to educate the sales force in modern merchandising and selling techniques. Before
doing this, however, they decide to hire a marketing consultant to carry out a marketing audit.
The auditor interviews managers, customers, sales representatives and dealers, and examines
various sets of data.


The auditors findings are as follows:

The companys product line consists primarily of 18 products, mostly candy bars. Its two
leading brands are mature and account for 76 percent of the companys total sales. The
company has looked at the fast-developing markets of chocolate snacks but has not made
any moves yet.
The company recently researched its customer profile. Its products appeal especially to
lower-income and older people. Respondents who were asked to assess OBriens
chocolate products in relation to competitors products described them as average
quality and old-fashioned.
OBrien sells its products to candy jobbers and large supermarkets. Its sales force calls on
many of the small retailers reached by the candy jobbers, to fortify displays and provide
ideas; its sales force also calls on many small retailers not covered by jobbers. OBrien
enjoys good penetration of small retailing, though not in all segments, such as the fast-
growing restaurant areas. Its major approach to intermediaries is a sell-in strategy
discount, exclusive contracts, and stock financing. At the same time, OBrien has not
adequately penetrated the mass-merchandise chains. Its competitors rely more heavily on
mass-consumer advertising and in-store merchandising and are more successful with the
mass merchandisers.
OBriens marketing budget is set at 15 percent of its total sales, compared with
competitors budgets of close to 20 percent. Most of the marketing budget supports the
sales force, and the remainder supports advertising. Consumer promotions are very
limited. The advertising budget is spent primarily in reminder advertising for the
companys two leading products. New products are not developed often, and when they
are, they are introduced to retailers via a push strategy.
The marketing organization is headed by a sales vice-president. Reporting to the sales VP
is the sales manager, the market research manager, and the advertising manager. Having
come up from the ranks, the sales VP is partial to sales-force activities and pays less
attention to the other marketing functions. The sales force is assigned to territories headed
by area managers.

The marketing auditor concluded that OBriens problems would not be solved by actions taken
to improve its sales force. If you were the auditor, what short-term and long-term
recommendations would you make to OBriens top management?

Short-term recommendations:

Examine the current product line and weed out marginal performers with limited growth
potential.
Shift some marketing expenditures from supporting mature products to supporting new
products.
Shift the marketing-mix emphasis from direct selling to national advertising, especially
for new products.
Conduct a market-profile study of the fastest growing segments of the candy market and
develop a plan to break into these areas.

Instruct the sales force to drop some of the smaller outlets and not to take orders for
under 20 items. Also, cut out the duplication efforts of sales reps and jobbers calling on
the same accounts.
Initiate sales-training programs and an improved compensation plan.

Medium to long-term recommendations:

Hire an experienced marketing VP from the outside.
Set formal and operational marketing objectives.
Introduce the product manager concept into the organization.
Initiate effective new-product development programs.
Develop strong brand names.
Find ways to market its brands to chain stores more effectively.
Increase the level of marketing expenditures to 20 percent of sales.
Reorganize the selling function by specializing sales reps by distribution channels.
Set sales objectives and base sales compensation on gross profit performance.

Note: This analysis is designed to help students recognize some of the marketing
and sales management relationships that can occur in case and applied
situations. If students apply the type of thinking utilized in this example, they
should be able to improve their approaches to this and other marketing cases and
related contemporary business analysis settings.

You might suggest that prior to each class students take a few moments to think about the topics
covered in each related chapter, using an approach similar to that utilized in this case. Based on
this, they can spend 10 to 15 minutes writing down how the case concepts, theories, and
applications integrate and complement what she/he has learned. Ask them to be as specific as
possible with their analytical notes, bring those notes to class, and be prepared to discuss how
they have integrated the specific ideas covered in the text, lectures, and discussions, based on the
OHanlon case and the auditors comments.
In addition, this case and the apparent questions bring up an important point because it may
appear that the questions and issues are somewhat vague and lack focus. This is intentional
because that is the way things operate in the real world. In previous cases and casework, students
likely focused on a specific topic. Here, however, it is up to them to choose a specific focus,
reflect on it, show how it relates to what they have already learned or experienced, and examine
how they can apply it in the future.
MBA students tend to value this exercise. It gives them a chance to discover relationships
between what they read and hear and what they experience at work or in internships. After a few
weeks of using this approach, they should be able to identify with the course material and begin
to comment on how good the text is, that they are actually reading the text, and that there is a

reason why this and other courses are in the business program. Sometimes, the hardest part of the
instructors job is to cut off the opening class discussion and move on to new material.
This exercise is more difficult for undergraduates because they have had little practical business
experience. This activity, however, can still be valuable if you ask the students to apply the
concepts to their part-time work experiences, campus clubs, or other applied experiences.
Note to Instructor: It would be useful to bring this case and/or the analysis back into the course
occasionally. For example, if students deal with the question occasionally it provides an effective
way for them to recall and review prior materials, filter it, and discover new applications.

Matching list of Harvard Business School Publishing cases for
Kotler/Keller, MARKETING MANAGEMENT, 14E
Prentice-Hall, 2012

Note: This matching list provides only a partial list of relevant cases from Harvard
Business School Publishing. To explore alternatives, or to obtain more information on the
cases listed here, please visit our Web site at www.hbsp.harvard.edu and use the searching
functions.

Case Title Source,
Number,
Length,
Teaching Note
Geographical and
Industry Setting,
Company Size,
Timeframe
Case Decision Issue

Chapter 1: Defining Marketing for the 21st Century

Comcast Corp. 507080
26 p
Marketing,
broadcast
networks
To allow for an in-depth discussion of
viable marketing strategies in launching a
new technology in the media industry that
requires participation from content
providers. To provide unique, rich
insights into the behavior of early
adopters of the technology, in particular
how consumers act when content is free
versus sold on pay-per-view basis, and
when viewing is linear versus non-linear.
Marvel
Enterprises, Inc.
505001
20p
TN 505073
U.S.,
entertainment,
$350 million, 2004
The management team of Marvel
Enterprises, known for its universe of
superhero characters that includes Spider-
Man, the Hulk, and X-Men, must
reevaluate its marketing strategy. In J une
2004, only six years after the company
emerged from bankruptcy, Marvel has
amassed a market value of more than $2
billion. Originally known as a comic book
publisher, the company now also has
highly profitable toy, motion picture, and
consumer products licensing operations.
However, doubts about Marvel's business
model and its growth potential continue to
exist. Had Marvel's winning streak been
just a fluke? Was Marvel's success
dependent on a limited set of blockbuster
characters, most notably Spider-Man, and
should Marvel continue to capitalize on
those characters? Or was it time to seek

growth in a larger set of lesser known
characters? In exploring growth
opportunities, was it wise for Marvel to
venture outside its current business model
and move into more capital-intensive
activities? What marketing strategy would
allow Marvel to sustain its success in the
coming years? Includes color exhibits.
Hasbro Games:
POX (A)
505046
19p
B case: 505047
U.S., toys, $500
million, 2004
Hasbro's newest toy is so unique it
requires a unique launch strategy.
Comparing traditional media (TV, print)
with a non-traditional viral campaign,
Matt Collins must weigh the risks and
benefits of doing things the way they've
always been done or blazing a new path in
the marketing of toys.
BizRate.com 501024
22p
TN 501026
California,
Internet, 200
employees, 2000
BizRate is a market research firm that
collects point-of-purchase customer
feedback data from retailing merchants. It
then makes its findings available to
consumers in the form of BizRate star
ratings on its Web site. In 1999, the
company also introduced several highly
successful e-commerce initiatives. The
case allows students to explore concepts
of consumer trust and merchant
credibility; to examine the roles an
information intermediary can play in
building customer relationships; and to
consider the potential of database
marketing in the new economy.
J apan Net Bank:
J apan's First
Internet-Only
Bank

U. of Hong
Kong
HKU178
TN HKU179
J apan, banking,
2000-1
J apan Net Bank (J NB), J apan's first
Internet bank without physical branches,
opened in October 2000. It attracted
mainly young customers looking for
round-the-clock bank services with more
competitive interest rates and transaction
charges than traditional Japanese banks.
Its access channels included the mobile
Internet service i-mode and fixed-line
Internet. J NB relied on flexible, open
computer systems and a small, young
workforce to minimize operation cost. Its
shareholders were all big companies from

different industry sectors. By April 2001,
J NB had 130,000 customers. But it
needed to resolve a number of issues
before it could achieve long-term success.
Teaching Purpose: To help students assess
the competitiveness of an Internet-only
model of retail banking in J apan, study the
business potential of alliances, and
develop strategies for efficient
cooperation. Also helps students
understand that e-commerce ventures are
prone to bursts in demand and need to
develop solutions that could balance
investment in IT and the scalability of IT
systems.
Sendwine.com 800211
23p
TN 801198
Massachusetts,
internet retailing,
46 employees,
1999
How should Sendwine.com spend the
venture capital money it attracted? Should
the company consolidate its niche position
in wine gift-giving? Or should it
aggressively expand into new gift-giving
categories under the "Send.com" name?
VerticalNet
(www.verticalnet.
com)

500041
25p
TN 501060
Philadelphia, PA;
Internet B2B; $25
million revenues;
1999
VerticalNet, a leading creator of targeted
business-to-business vertical trade
communities on the Internet, is trying to
expand its model to facilitate e-commerce
as well. Mark Walsh, the CEO of
VerticalNet, has to decide how far he can
extend the firm's business model without
affecting his current franchise negatively.
Teaching Purpose: To illustrate the
various business-to-business e-commerce
models that exist today.
Chapter 2: Developing
Marketing Strategies And Plans

Product Team
Cialis: Getting
Ready to Market
505038
27p
TN 505060
Lilly and ICOS are preparing for the
launch of a new drug, Cialis, to compete
against Viagra. To position against the
incumbent firm Pfizer, which developed
and markets Viagra, and other newcomers
into the erectile dysfunction market, they
must determine how best to segment the
market and which target market to focus
on. The marketing plan should take
advantage of Cialis's medical profile. In
particular, they must pay special attention
to the communication strategy to patients,

physicians, and partners. The analysis,
plan, and action should take into account
extensive market research and recent
competitive developments. Includes color
exhibits.
Nintendo: The
Launch of Game
Boy Color
Ivey
School/UWO9
01a13
16p
TN 801a13
Canada,
electronics, large,
1998
Nintendo Co. Ltd. is a worldwide leader
in the retail video game industry. In 1998,
the color version of Nintendo Game Boy
would be launched simultaneously in
North America and Europe and would be
one of Nintendo's most important
launches. The president of Nintendo,
Canada must develop a marketing plan
that would generate the most profit.
Edmunds.com 701025
22p
Los Angeles, auto,
2000
Edmunds began in 1966 as a publisher of
new and used vehicle guides and grew
into one of the leading third-party
automotive Web sites. This case explores
how Edmunds.com gained a competitive
edge using strategic partnerships and
alliances, as well as careful product
positioning and strategy implementation.
Matching Dell 799158
31p
TN 700084
Global, personal
computers,
Fortune 500, 1998
This case describes the evolution of the
personal computer industry, Dell's Direct
Model for computer manufacturing,
marketing, and distribution, and efforts by
competitors to match its strategy.
Students must formulate strategic plans of
action for Dell and its various rivals.
Oscar Mayer:
Strategic
Marketing
Planning
597051
14p
TN 597052
U.S., food, 1995 The marketing director of Oscar Mayer
faces a series of strategic marketing
options regarding established and new
products, including budget and capacity
allocation decisions.
Chapter 3: Gathering Information and Forecasting
Demand

Agilent
Technologies
Ivey/UWO
904A04
29p
TN 804A04
U.S., technology,
large, 2003
Agilent Technologies was spun off from
Hewlett-Packard (HP) in an effort to
establish a new brand in the high-tech
industry. The senior director of global
brand management was reflecting on the
company's challenges in focusing its
worldwide marketing effort on the
multiple business sectors. Agilent was
intended to establish itself as a separate

company from HP while still continuing
in the HP tradition of excellent customer
service and reliability. Now, with smaller
advertising and marketing budgets,
downsizing of the company, fierce
competitive pricing and service, and an
evolution from within Agilent
Technologies to provide more service and
knowledge
Global Climate
Change and BP
Amoco
700106
24p
Global, energy,
1997-2000
BP Amoco is the world's third-largest oil
firm. Its CEO, Sir J ohn Browne, broke
with industry colleagues in 1997 when he
publicly declared that global climate
change was a serious problem and
pledged BP to play a significant role in
the search for solutions.
Ciba Consumer
Pharmaceuticals
Acutrim:
Challenges and
Opportunities in
Todays Diet
Industry
795043
20p
U.S., OTC drugs,
1994
Ciba Geigy has to decide what to do with
its Acutrim appetite suppressant in view
of the changing market for such products.
Chapter 4: Conducting Marketing Research

Sa Sa Cosmetics 502085
31p
TN 503027
Hong Kong, $185
million, 1978-2001
Sa Sa Cosmetics has had spectacular
success as a low-price retailer of branded
cosmetics. But recently, growth has
slackened. What are the causes? This case
describes recent strategic initiatives and
provides market research data to aid the
students in diagnosis.
J uice Guys (A) 800122
29p
U.S., food &
beverage, 10
employees, 2004
TN 804155
Asks, who are the customers for a new
beverage product, what are their desires as
customers for this product, and what are
their desires when ordering this product
from a local specialty store location?
J uice Guys (B) 800123 2004
17p
TN 804155


Talbots: A Classic 500082
23p
Massachusetts,
retailing, 1997-
1999
Talbots has recently recovered from a
disastrous 1997 that saw earnings fall
from $1.91 per share to $0.18 per share
after the company tried to attract a
younger customer segment. This case
traces why the $1 billion women's
clothing retailer decided to attract younger
customers, what went wrong, and the
actions taken to recover. By the end of
1999, the company has reestablished itself
and faces several growth opportunities
and must decide on the best course of
action. Illustrates the challenges of
repositioning a store concept.
Omnitel Pronto
Italia
501002
24p
Italy, telecom, 572
employees, 1996
Describes the situation faced by Omnitel
soon after launching its mobile
telecommunication services in Italy in
December 1995. Omnitel has to decide
whether to attack a new segment with a
new service plan to improve on past
performance.
The Coop: Market
Research
599113
14p
U.S., quick service
restaurant, 1999
Daryl Buckmeister, CEO of The Chicken
Coop, must decide whether to invest in
market research, how much money to
spend, and which programs to fund.
Optical
Distortion, Inc.
(A)
575072
10p
TN 577161
California-Oregon,
1974
Classic case about a startup offering
contact lenses for chickens in the egg
production industry. The marketing vice
president must make certain decisions to
complete his marketing plan.
Chapter 5: Creating Long-Term Loyalty
Relationships

Nectar: Making
Loyalty Pay
505031
15p
Great Britain,
retail, 130 million
pounds, 2003
Loyalty Management UK (LMUK)
manages British supermarket chain
Sainsbury's frequent-shopper card
program, called Nectar. LMUK uses
Sainsbury's sponsorship as the magnet to
attract other retailers into a profitable,
multisponsor loyalty network. Examines
the economics and consumer behavior of
retail loyalty programs and allows
comparison of the brand-building power
of a single-sponsor program to the
promotional power of a multisponsor
program. Describes the launch of the
program and its first 18 months of growth,

at the end of which it is the largest loyalty
program in Britain. Illustrates the use of
the program to deliver customer-specific
promotions to the 13.5 million-member
database and how the program evaluates
the success or failure of specific
promotions.
Starbucks:
Delivering
Customer Service
504016
20p
TN 504089
U.S., coffee, $3.3
billion, 2002
Starbucks, the dominant specialty-coffee
brand in North America, must respond to
recent market research indicating that the
company is not meeting customer
expectations in terms of service. To
increase customer satisfaction, the
company is debating a plan that would
increase the amount of labor in the stores
and theoretically increase
Hilton HHonors
Worldwide:
Loyalty Wars
501010
19p
TN 501059
California,
lodging/hotels,
1999
Hilton Hotels regards the frequent guest
program as the industrys most important
marketing tool, directing marketing efforts
at the heavy user. What should Hilton do
when a competitor ups the ante? The case
illustrates the economics of loyalty
marketing.
Alloy.com:
Marketing to
Generation Y
500048
14p
TN 501043
New York,
clothing/retailing,
100 employees,
1999
Alloy.com retails clothing to teens by
catalog; it uses a Web site to convert
prospects and build community. As a
result, the firm has the economics of a
direct marketer and the market
capitalization of an Internet start-up. Top
management must decide whether to
partner with AOL or continue with the
current mix of customer acquisition
methods.
Citibank:
Launching the
Credit Card in
Asia Pacific (A)
595026
25p
TN 595104
Singapore,
banking, 1989
Citibanks Asia Pacific Consumer Bank is
considering launching a credit card in the
Asia Pacific region. Students must make
a decision, and if a go decision is made,
they must work out a comprehensive
launch plan. The case introduces the
concepts of acquisition cost and lifetime
value of a customer.
A Measure of
Delight: The
Pursuit of Quality
at AT&T
694047
23p
TN 696073
J acksonville, FL,
credit cards, 2,700
employees, 1989
Dedicated to improving service quality
and customer satisfaction, Chief Quality
Officer Rob Davis and his Quality Team
have designed and put into place an

Universal Card
Services (A)
unusual measurement and compensation
system based on more than 100
performance measures monitored and
communicated daily.

Chapter 6: Analyzing Consumer Markets

IKEA Invades
America
504094
13p
TN 504095
U.S./Sweden,
retail furniture,
$12.2 billion, 2002
In 2002, the IKEA Group is the world's
top furniture retailer, with 154 stores
worldwide. In the United States, IKEA
operates 14 stores, all of which have been
enormously popular despite their self-
service requirements. The company's goal
is to have 50 stores in operation in the
United States by 2013. Explores various
options for managing this growth strategy.
Clust.com: Dream
More and Pay
Less
501047
16p
Paris, France,
Internet, 40
employees, 2000
The company had to decide whether to
focus on group-buying and good deals vs.
consumer creation and exclusives.
TiVo 501038
16p
TN 501057
San J ose, CA, TV
services, 181
employees, 2000
TiVo is a digital video recorder that
allows viewers to watch what they want,
when they want to watch it. Fourteen
months into the launch, sales are very
disappointing. Brodie Keast, VP of
marketing and sales, wants to combine a
catchy communications campaign,
product bundling with satellite television
receivers, aggressive pricing, and sales
support, in order to boost demand for the
new category. One important goal is to
position TiVo as a strong brand before the
entry of big player Microsoft. TiVo is
confronted with the difficulty of selling a
new and complex electronics product that
is meant to change consumer habits
radically. The case can be used to explore
issues such as marketing a radical new
product; changing consumer habits,
privacy, consumer control, and
permission-based advertising; relevance
of targeting early adopters; creative
communications strategy for a small first-
mover; integrated marketing plan; and
television and the advertising industry.
Heineken N.V.:
Global Branding
and Advertising
596015
13p
TN 598080
Amsterdam/
Netherlands, beer,
1994
Heineken managers are evaluating the
results of the research projects designed to
identify the values of the Heineken brand

and to translate these into effective
advertising messages.

Chapter 7: Analyzing Business Markets

Centra Software 502009
17p
TN 503047
U.S., software, $23
million, 2002
Centra is a pioneer in software eLearning.
It is debating how to modify its go-to-
market strategy, adding telesales to
improve sales force productivity. At the
same time, its market is evolving, and
management thinks it may be about to
"cross the chasm" in Geoffrey Moore's
terminology. Should it "fish where the
fish are biting" or should it concentrate on
the enterprise customer and exclude small
and mid-size corporations? If a shakeout
is coming, how can Centra ensure that it
either survives or is acquired by one of the
survivors?
KONE: The
MonoSpace
Launch in
Germany
501070
21p
TN 503068
Germany,
elevators, $2
billion, 2005
Focuses on the launch of a new elevator
product in Germany. In 1996, global
construction slumps and low
differentiation among competitive
offerings has led to significant price
competition and margin erosion in the
elevator industry. In these circumstances,
KONE, one of the global players in this
industry, has developed the Monospace
elevator product that uses revolutionary
technologies. This new product is
expected to have a significant impact on
the current product lines of KONE and its
competitors. The firm has test marketed
the product in three European country
markets to varying degrees of success.
The firm is now planning to launch the
new product in Germany, the largest
country market in Europe and vital to
KONE's overall success. With little room
for error and the future of the firm at
stake, KONE's German subsidiary needs
to develop a detailed launch plan for
Monospace in Germany.
VerticalNet 500041
25p
TN 501060
U.S., Internet,
7,300 employees,
1999
VerticalNet, a leading creator of targeted
business-to-business vertical trade
communities on the Internet, is trying to
expand its model to facilitate e-commerce

as well. CEO Mark Walsh must decide
how far he can extend the firms business
model without adversely affecting his
current franchise.
Arrow Electronics 598022
21p
TN 500111
North America,
electronic parts,
8,000 employees,
1997
Deals with the issue of cross-selling and
managing a portfolio of products and
services in business markets. Management
must decide whether to pursue an
opportunity to sell its products through a
new e-commerce site, which could
threaten the viability of its overall
business model.
Optical
Distortion, Inc.
(A)
575072
10p
TN 577161
California-Oregon,
1974
Classic case about a startup offering
contact lenses for chickens in the egg
production industry. The marketing vice
president must make certain decisions to
complete his marketing plan.
Spend a Day in
the Life of Your
Customers
HBR Reprint
94103
10p
n/a A senior executive's instinctive capacity to
empathize with and gain insights from
customers is the single most important
skill he or she can use to direct a
company's strategic posture. Yet most top
managers at industrial companies consider
customer contact the bailiwick of sales
and marketing staff. Such approaches are
dangerous. To get a true sense of the
market, senior executives should consider
the wants and needs of every step in the
distribution chain. Another danger is that
senior executives at industrial concerns
often confuse information with
knowledge. Finally, unless senior
executives make market focus a strategic
priority, they will not be motivated to
initiate organizational change.

Chapter 8: Identifying Market Segments and Targets

Fenix: Diversified
Niche Marketing
in the Lifestyle
Business
Univ. of Hong
Kong
HKU283
8p
TN HKU284
n/a Fenix Group's business spans from
general merchandise retailing to Italian
fashion. The diversity stems from the
management's multiniche marketing
strategy. Looks at the journeys of two
entrepreneurs who started out with a tiny
garment trading company and, in the span
of 30 years, expanded into a multinational
network of manufacturing and retailing

with $230 million annual turnover. How
did Fenix identify and tap into niches in
different markets? What does it take to be
successful in niche markets? Also
analyzes Fenix's strategy and discusses the
critical success factors of its multiniche
marketing strategy.
Vans: Skating on
Air
502077
22p
TN 502077
U.S., footwear,
$350 million, 2002
Vans is best known for selling footwear
and apparel to skateboarders, surfers, and
other alternative sports athletes. In April
2002, Gary Schoenfeld, the CEO, is
facing a number of challenges. With
respect to footwear, he must decide what
to do about two product lines that are
strugglingthe outdoor line of hiking
shoes and the women's collection. More
broadly, Vans is currently embarking on a
number of new ventures, some which the
company has little experience with. For
example, Vans is in the process of
promoting a full-length movie, creating its
own record label, and working with video-
game developers to develop games based
on its sporting events. Traces the up-and-
down history of a niche fashion brand in a
market in which consumers are
notoriously fickle. In recent years, the
CEO appears to have revived the brand;
however, it is unclear whether the
company is in danger of losing its
hardcore customer base as it ventures into
the consumer mainstream.
Omnitel Pronto
Italia
501002
24p
TN 501075
Italy, telecom,
$400 million, 1996
Describes the situation faced by Omnitel
soon after launching its mobile
telecommunication services in Italy in
December 1995. Competing against the
Italian monopoly, TIM, Omnitel had
positioned its services to be better on the
quality dimension. However, sales were
significantly below expectations. In order
to develop a new strategy, Omnitel
conducted extensive marketing research.
This research identified the varying needs
of different customer segments. Omnitel
now had to decide whether to attack a new
segment with a new service plan,

"LIBERO," to improve on past
performance.
Eastman Kodak
Co.: Funtime Film
594111
5p
TN 597080

U.S., photography,
Fortune 500, 1994
Eastman Kodak has suffered significant
declines in film market share at the hands
of lower-priced branded producers and
private label products. The case presents
Kodaks proposal to launch a new,
economy brand of film to combat these
rivals.

Chapter 9: Creating Brand Equity

Building Brand
Community on
the Harley-
Davidson Posse
Ride
501015
37p
TN 501052
Milwaukee WI,
motorcycles, large,
1999
The second Harley-Davidson Posse Ride,
a grueling 2,300 mile, 10-day trek from
South Padre Island, Tex., to the Canadian
Border is billed "for serious riders only."
Harley Owner's Group (H.O.G.) Director
Mike Keefe must decide whether this
rolling rally deserves a place in the
H.O.G. product line, and if so, what
philosophy and tactics to adopt in future
design. This case helps students get inside
one of the world's strongest brands to
consider issues of brand loyalty, close-to-
the-customer philosophy, the cultivation
of brand community, and the day-to-day
execution of relationship marketing
programs. What benefits accrue from
relationship programs such as this? Can
brand community be built? How? What is
the role of the marketer in this process? Is
it better to develop customer intimacy or
empathy when executing close-to-the-
customer goals? Can management really
balance apparently disparate subcultures
such as retired bikers, Yuppie Weekend
Warriors, and serious outlaws within one
community? Includes color exhibits.

Martha Stewart
Living
Omnimedia (A)
501080
32p
TN 502003
U.S., media, 2000 Martha Stewart Living Omnimedia
(MSLO), a branded and integrated content
and media company dedicated to
"elevating the role of the homemaker,"
went public on October 19, 1999, creating
a company with a market value of $1.73
billion, and a stake for Stewart worth $1.2
billion. Aretha J ackson, president of a
private investment firm, must counsel a
client on whether to invest in MSLO--a
precarious prospect in light of the steady
downward plunge in MSLO stock
performance since the IPO. Risks outlined
in the company's S-1 filing also
highlighted special concerns specific to
the management of the "Person-Brand."
Could the company outlive Stewart? What
if Stewart's reputation or image was
tarnished? How, exactly, did the
reputation of Stewart affect the value of
the brand? J ackson must understand what
meanings Martha Stewart claimed, and for
whom, while also coming to grips with
the meaning-management principles that
applied in "managing Martha," the person
and the brand.
Steinway & Sons:
Buying a Legend
(A)
500028
23p
B case 500045
TN 500104
Global, pianos,
$100 million, 1995
It is 1995 and Steinway & Sons has just
been purchased by two young
entrepreneurs. For 140 years, Steinway
has held the reputation for making the
finest quality grand pianos in the world.
The past 25 years have proven to be a
challenge, however. First, the company
has changed hands several times and
product quality has become a concern.
Second, the worldwide market for pianos
has been in a steady decline, and
competition for high-end grand pianos has
increased. Finally in 1992, Steinway took
the questionable steps of introducing a
mid-priced line of grand pianos under the
brand name "Boston." Designed by
Steinway, but manufactured by a J apanese
piano maker, the Boston line represented a
major shift in strategy for the company.
Within this context, what do two young

entrepreneurs (with little or no experience
in the piano industry) hope to accomplish
in buying Steinway? In particular, what
value do they bring to the company and
what decisions should they make?

Chapter 10: Crafting the Brand Positioning

Grey Worldwide:
Strategic
Repositioning
Through CRM
U. of Hong
Kong
HKU164
18p
TN HKU165
Hong Kong,
communications
Discusses how Grey Worldwide Hong
Kong and China (Grey WW-HK/China) is
repositioning itself through defined e-
marketing and CRM strategies for the
Asian market. Examines how integral its
customer relationship group is in building
a CRM strategy to deliver client value
proposition. Grey WW-HK/China has
very strong umbrella brand equity, but the
brand capital has to be invigorated
through a renewed e-marketing focus.
BET.com 800283
26p
TN 801196
Washington, DC,
Internet, 1999-
2000
Black Entertainment Television, a leading
cable programmer, is launching BET.com,
an Internet portal targeted toward African-
Americans. This case examines the
challenges facing BET management as it
defines its service offerings and target
customer segments in a fast-moving,
highly competitive environment.
BET.com faces two decisions: 1) whether
to bundle Internet access service with its
ethnic portal; and 2) whether to strictly
target African-Americans or also pursue
the urban market, a young, cross-racial
segment that is part of the core audience
for BETs cable programming.
Autobytel.com 500015
21p
TN 500076
Irvine, CA,
Internet,
automotive, 200
employees, 1999
Autobytel enjoys first-mover advantage in
the Internet new car buying space.
According to a number of metrics, it is the
online leader in this category. However, a
number of competitors have emerged,
raising questions about the long-term
viability of Autobytel's purchase referral
model. In addition, Autobytel is struggling

to accelerate revenue growth.
The Brita
Products Co.
500024
18p
TN 501067
United States,
packaged goods,
1989-1999
Cloroxs Brita skillfully exploited a tide
of water safety concerns, growing a home
water filtration business from inception to
a 15% U.S. household penetration in 10
years. As the period of increasing returns
seems to be drawing to a close,
management must use its legacy, an
installed base, and strong brand equity to
take the business forward into a less
friendly environment.
Snapple 599126
17p
New York,
beverages, $500
million, 1972-1997
Tells the story of Snapple's rise and fall,
and poses the question "Can it recover?"
Many soft-drink brands flourished in the
1980s serving New York's Yuppies, but
only Snapple made the big time. It went
from local to national success and was
poised to go international when the
founders sold out to Quaker. The brand
proved harder to manage than Quaker
anticipated and in 1997 was sold for a
fraction of its acquisition price. The case
presents factors accounting for the growth
and decline and provides a qualitative
study of the brand. What action should the
new owners take?
MedSim 599020
22p
Global, medical,
25 employees,
1998
An Israeli high-tech start-up has
developed an innovative simulator that
makes possible non-patient training in
medical ultrasound. It now must choose a
strategy for growth.

Chapter 11: Competitive Dynamics

Siebel Systems:
Anatomy of a
Sale, Part 1
503021
9p
503087
Part 2: 5
Part 3: 5
New York and
Boston, software,
$2 billion, 1998-99
How does a $2 million software sale
happen? This case traces efforts by Siebel
Systems to sell lead management software
to discount broker Quick & Reilly. The
buying process is mapped out over four
years. Covers in detail the last six
monthsfrom Siebel's initial involvement
to a challenge from competitor Oracle to
the climax. The structure of Quick &
Reilly's buying center is mapped, as is the

role of its parent, Fleet Bank. The fortunes
of the sale rise and fall as the Siebel
account manager faces one obstacle after
another. Presented in three parts, with
opportunities to debate the account
manager's choices and actions at each
stage. Part 1 describes the start of the sale
from the seller's perspective.
eBay, Inc. 700007
27p
San J ose, CA, e-
commerce, 300
employees, 1999
eBay was the worlds largest and most
popular person-to-person trading
community on the Internet. However, in
early 1999, Amazon.com announced that
it was entering the online auction arena.
What should eBay do in light of the entry
of its most recent and serious competitor
to date?
Robert Mondavi:
Competitive
Strategy
799125
23p
Global, wine,
1,100 employees,
1999
Describes the competitive situation facing
Robert Mondavi, the leading premium
California winery. Mondavi has to cope
with growing domestic competition as
well as market share growth by wineries
from Chile and Australia.
Matching Dell 799158
31p
TN 700-084
Global, personal
computers,
Fortune 500, 1998
This case describes the evolution of the
personal computer industry, Dell's Direct
Model for computer manufacturing,
marketing, and distribution, and efforts by
competitors to match its strategy.
Students must formulate strategic plans of
action for Dell and its various rivals.
Skil Corp. 389005
20p
TN 389021
U.S., power tools,
1979
This classic case focuses on the Skil
Corp., the third-largest U.S. competitor, in
1979, in the U.S. portable electric power
tool market. Skil, acquired by Emerson
Electric in 1979, faced intense
competition from Black & Decker and
emerging foreign competitors.

Chapter 12: Setting Product Strategy

Launching the
New MINI
HBS Multimedia
Case on CD
505020
Approx 2 hrs
TN 505040
U.S., automobile,
$400 million, 2003
Focuses on how strategy is transformed
into creative branding materials. Reports
on the development of a wide variety of
brand communication materials produced
to support the MINI launch in the United
States. MINI USA executives worked
with their ad agency Crispin Porter &
Bogusky to develop these materials to

address a variety of challenging strategic
issues. Asks students to reverse-engineer
the brand strategy from these documents.
Monster.com 801145
26p
Maynard, MA,
online job site,
2000
J eff Taylor, founder and CEO of
Monster.com, ponders how his online site,
the leading career site on the web, can
continue its dominance (60% share in
1999) and growth on the Internet.
Monster.com had just launched a
nationwide branding campaign on
television and entered a four-year deal
with AOL.
Abgenix and the
XenoMouse
501061
14p
California,
biotechnology, 150
employees, 2000
In early 2000, Abgenixs cancer drug has
performed well in animal testing and is
moving to early-stage human testing. The
firm must decide whether to sell the
product development program to a large
pharmaceutical company or to enter into a
joint venture to push the product ahead.
This case introduces students to produce
line planning in largely uncertain
environments.
Net.Genesis, Inc. 500009
18p
TN 501062
U.S., Internet
software, 70
employees, 1999
Net.Genesis needs to plan a strategy for
the developing Internet market. In
particular, it is creating the category of e-
business intelligence and striving to be the
brand leader in it.
Aladdin
Knowledge
Systems
598018
19p
TN 598071
Israel, Germany,
U.S., software
piracy, 80, 1996
Following an acquisition, the management
team has to determine whether and how to
integrate the worldwide marketing, sales,
and distribution of the firm's two
overlapping software security product
lines.

Chapter 13: Designing and Managing Services

Starbucks:
Delivering
Customer Service
9-504-016 ,
revised 2006,
20p
TN 5-504-089,
19p
U.S., coffee, $3.3
billion revenues,
60,000 employees
Starbucks, the dominant specialty-coffee
brand in North America, must respond to
recent market research indicating that the
company is not meeting customer
expectations in terms of service. To
increase customer satisfaction, the
company is debating a plan that would
increase the amount of labor in the stores
and theoretically increase speed-of-

service. However, the impact of the plan
(which would cost $40 million annually)
on the companys bottom line is unclear.
To explore the various meanings of the
concept of service in the context of a
company that is evolving in terms of both
size and the composition of its customer
base and to look at the links between
customer satisfaction and a companys
sales and profitability.
Gateway: Moving
Beyond the Box
601038
18p
San Diego, CA,
computers, 21,000
employees, 2000
Gateway must balance the cost
efficiencies of its direct channels with its
increased ability to sell in its physical
channels. This challenge occurs while
Gateway is trying to move away from
dependence on PC revenue streams to the
PC solutions revenue stream, which
includes Internet access, computer
training, content, financing, and other
related activities.
Four Seasons
Hotels and
Resorts
800385
26p
TN 801048
Canada, hotels and
resorts, 2,000
employees, 2000
This case explores how a leading service
firm delivers high tech/high touch,
including its progressive human resource
strategy.
RadioShack 500081
24p
TN 500106
United States,
consumer
electronics
retailing, 2000
Outlines the transformation of
RadioShack from a parts and accessories
business to a provider of high-bandwidth
Internet access. Is this new retail strategy
viable?
First USA and
Internet
Marketing
500043
20p
Delaware,
financial services,
10,000 employees,
1999
Explores First USAs decision to use the
Internet for acquiring customers. The case
highlights issues related to marketing on
the Internet and tradeoffs involved in
allocating resources in online vs. off-line
marketing options.
Xerox Corp.: The
Customer
Satisfaction
Program
591055
23p
TN 593027
U.S.,
copiers/office
equipment,
Fortune 500, 1990
This classic case focuses on analyzing the
strategic role of Xeroxs customer
satisfaction program. To increase
customer satisfaction, top management
believes that the firm should offer a
service guarantee. What type of guarantee
would work best?

Chapter 14: Developing Pricing Strategies
and Programs

Virgin Mobile
USA: Pricing for
the Very First
Time
504028
19p
TN 504108
U.S., cellular,
2003
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.
Priceline.com 500070
12p
TN 501046
Stamford CT,
Internet, $500
million, 1999
Priceline.com is a new concept shifting
the setting of price from sellers to buyers.
The company aspires to use its patented
process of advertising units of demand at
named prices to suppliers in many
categories. This case focuses on its initial
use in the airline industry.
InPart 898213
24p
Silicon Valley CA,
CAD software, 30
employees, 1997-
1998
The case examines issues involving the
organization of the salesforce and the
pricing of the product.
Becton Dickinson
& Company:
VACUTAINER
Systems Division
(Condensed)
592037
17p
TN 595084
U.S.,
pharmaceuticals,
500 employees,
1985
Becton Dickinson, a phenomenally
successful company with an 80% market
share in the blood collection needles and
syringes market, faces a change in the
customer buying environment (cost
containment pressures at hospitals).
Cumberland
Metal Industries:
Engineered
580104
16p
TN 585115
U.S., construction
equipment, 1980
The classic case on value pricing.
Cumberland Metal Industries has
developed a new product to help

Products Division
1980
contractors drive piles faster, and must
decide how to price it.

Chapter 15: Designing and Managing Integrated
Marketing Channels

The Passion of the
Christ (A)
505025
17p
B case 505026
U.S.,
entertainment,
$400 million,
2003-04
Bob Berney, president of Newmarket
Films, must decide on a distribution and
marketing strategy for Mel Gibson's
controversial new movie, The Passion of
the Christ. Fueled by Gibson's star power
as well as an extensive prescreening
campaign among Christian leaders and
others representing likely target audiences
in the summer of 2003, the religious
movie had started to generate publicity in
mainstream media. Five months prior to
the film's scheduled opening on February
25, 2004, Berney has to choose whether to
continue with the prescreening campaign
to stimulate further word-of-mouth among
core audiences or switch to a mainstream
media advertising campaign more
commonly used to promote new movies.
He also has to determine the appropriate
distribution strategy, in particular whether
to opt for a wide or limited release and
whether to change the timing of the
release.
Raymond J ames
Financial
504027
24p
504083
U.S., financial
services, $1.5
billion, 2002
Raymond J ames Financial (RJ F) currently
sells financial services through two
channels. It is considering adding a third
in the "middle" of the other two. The
current strategy has one channel with
employees and another with independent
contractors. These attract very different
financial advisers with various interests.
The new proposal would create a "quasi"
employee who would have some of the
benefits of being an employee, but enjoy a
lot more freedom than a traditional
employee in running his or her own
business. Raises many important issues at
a general level as well as those specific to
service industries.

CVS: The Web
Strategy
500008
16p
TN 501064
New England,
drug retailing
How should Americas second-largest
pharmacy chain respond to the challenge
from online drugstores? What threat does
the Web pose to bricks-and-mortar
distribution of prescription drugs and the
other items that make up 50% of a
drugstores sales? This case describes the
purchase of Soma.com by CVS and its
integration into the corporation.
Goodyear: The
Aquatred Launch
(Condensed)
500039
13p
TN 500044
Akron, OH, tires,
Fortune 500
company, 1992
Goodyear is planning to launch an
innovative new tire in a price-sensitive
and highly competitive category. The case
deals with channel conflicts and
management issues arising in mature
product categories.
Arrow Electronics 598022
21p
TN 500111

North America,
electronic parts,
8,000 employees,
1997
Deals with the issue of cross-selling and
managing a portfolio of products and
services in business markets. Management
must decide whether to pursue an
opportunity to sell its products through a
new e-commerce site, which could
threaten the viability of its overall
business model.
Becton Dickinson
& Company:
VACUTAINER
Systems Division
(Condensed)
592037
17p
TN 595084
U.S.,
pharmaceuticals,
500 employees,
1985
Becton Dickinson, a phenomenally
successful company with an 80% market
share in the blood collection needles and
syringes market, faces a change in the
customer buying environment (cost
containment pressures at hospitals).

Chapter 16: Managing Retailing, Wholesaling,
and Logistics

7-Eleven, Inc. 504057
30p
TN 505067
J apan +U.S.,
retail, $10 billion,
2003
Can 7-Eleven United States replicate the
successful experience of 7-Eleven J apan
in selling fresh foods through convenience
stores? Describes the J apanese system and
shows the steps the company is taking to
try to achieve the same success in the
United States.

Wal-Mart Stores
in 2003
704430
32p

U.S., retail, $245
billion, 1965-2003
Examines Wal-Mart's development over
three decades and provides financial and
descriptive detail of its domestic
operations. In 2003, Wal-Mart's
Supercenter business has surpassed its
domestic business as the largest generator
of revenues. Its international operation
seems poised to become the next growth
driver for the company as it marches
toward the trillion dollar sales mark. But
problems are starting to surface even as
the company is winning recognition as the
number one company in the Fortune
500unions keep pressuring its
minimum-wage employees and
allegations of gender discrimination are
alleged. Teaching purpose: To introduce
students to creating a competitive
advantage.
RadioShack 500081
24p
TN 500106
U.S., consumer
electronics
retailing, 2000
Outlines the transformation of
RadioShack from a parts and accessories
business to a provider of high-bandwidth
Internet access. Is this new retail strategy
viable?
Staples.com 800305
10p
TN 800412
Massachusetts,
office supplies
retailing, 46,000
employees, 2000

Staples.com, the online unit of the U.S.
office supply retailing chain Staples, faces
a range of strategic and organizational
issues as it accelerates its growth. Should
it pursue only existing Staples customers,
or consumers who do not shop in Staples
stores? How quickly should it add
services to its product offering? Which
operating functions should be shared
between the online units and the core
business?
Costco
Companies, Inc.
599041
21p
TN 599088
U.S.,
retail/membership
clubs, 55,000
employees, 1998
Costco Companies, a major player in the
wholesale club industry, has developed a
new class of membership that offers
discounted services in exchange for a
higher annual fee. How should the new
membership be marketed, to whom, and
how much should be spent on the effort?
What are the potential risks and benefits
for Costco?

Body Shop
International
392032
19p
TN 395148
United Kingdom,
retailing, 2,000
employees, 1991
This classic case describes the start-up
and rapid growth of Body Shop
International. After profiling founder
Anita Roddick, the case describes her
anti-mainstream approach to building her
highly successful business (no advertising,
simple packaging, non-traditional R&D).
Can the business survive as Roddick steps
back?
Chapter 17: Designing and Managing Integrated
Marketing Communications

yesmail.com HBS
500092
15p
TN 501028
Chicago, IL,
Internet/advertisin
g
71 employees,
1999
Yesmail sends clients promotional e-mail
messages to targeted consumers who said
yes when asked whether they wished to
receive promotional offers in certain
categories of interest. The companys
CEO must decide how best to build a
large membership base quickly. The case
highlights trends in marketing
communications, with a focus on
permission marketing.
Hunter Business
Group: TeamTBA
500030
16p
TN 502066
Milwaukee, direct
marketing, 30
employees, 2004

The Hunter Business Group (HBG) is a
direct marketing consulting firm
specializing in reorganizing the sales and
marketing efforts of industrial firms. The
firm uses integrated customer contact
technologies (e.g., field sales, telephone,
and mail), and believes that a sellers
communications provide genuine value to
a customer. This case highlights HBG's
implementation of its approach for Star
Oil's tire, battery, and accessory (TBA)
business that has been facing declining
market share and profitability in the face
of ever-increasing competition.
Bronner Slosberg
Humphrey
598136
22p
TN 598141
U.S., direct
marketing/
advertising, 700
employees, 1998
Bronner Slosberg Humphrey has
succeeded by providing integrated direct
marketing solutions for major service
companies such as AT&T, American
Express, and FedEx. A new CEO takes
over for the companys founder and is
wondering how to grow the company.
Options include selling individual services
and/or opening global offices.
Heineken N.V.:
Global Branding
596015
13p
Amsterdam,
Netherlands; beer,

and Advertising TN 598080 1994 identify the values of the Heineken brand
Cunard Line Ltd.:
Managing
Integrated
Marketing
Communications
594046
25p
TN 595028
U.S., cruise lines,
1992
Cunard, the worlds oldest luxury line
company, is confronted with several key
issues involving its marketing and
marketing communications strategy. One
concerns the balance between
image/positioning advertising and short-
term promotional
advertising/communications on behalf of
each Cunard ship (i.e., pull vs. push
communications). Related to this is the
overall mix of marketing communications
tools used by Cunard media advertising,
direct marketing, etc.

Chapter 18: Managing Mass Communications:
Advertising, Sales Promotions, Events and
Experiences, and Public Relations

Cofidis 501055
19p
TN 501084
France, consumer
credit, 1,452
employees, 2000
An offspring of French catalog marketer 3
Suisses, and a popular sponsor of Tour de
France, Cofidis sells consumer credit over
the phone, defying conventional banking
with a product policy and a
communication strategy that perfectly fits
the company's comparative
(dis)advantages. This case describes: 1)
Cofidis' product and value proposition; 2)
the evolving competitive context and
cultural complexity of the European credit
market; 3) the adaptive marketing strategy
of the company, which evolved from
bundling with the 3 Suisse catalog, to
direct mail, to print advertising in TV
guides, to bicycling sponsorship, 4) the
results of the strategy; and 5) the
challenge and opportunities posed by the
Internet. Based on the lessons of the past,
can we advise Michel Guillois, CEO of
Cofidis, on the best way for him to
preserve Cofidis' competitive edge?
Autobytel.com 500015
21p
TN 500076
Irvine, CA,
Internet,
automotive, 200
employees, 1999
Autobytel enjoys first-mover advantage in
the Internet new car buying space.
According to a number of metrics, it is the
online leader in this category. However, a

number of competitors have emerged,
raising questions about the long-term
viability of Autobytel's purchase referral
model. In addition, Autobytel is struggling
to accelerate revenue growth.
Dewars (A):
Brand
Repositioning in
the 1990s
596076
29p
U.S., distilled
spirits, 400
employees, 1993-
1995
Dewar's, the U.S. leader in the Scotch
category with a 15% market share, faced a
declining market among traditional
consumers of distilled spirits. Given the
growing societal, legal, and regulatory
opposition to drinking in the U.S., the
marketing options were limited. In
addition, drinking preferences had shifted
away from distilled spirits to lighter,
lower alcohol beverages like wine, wine
coolers, and beer. In early 1993, Dewar's
U.S. importer, Schieffelin and Somerset,
in cooperation with the brand's
longstanding advertising agency, Leo
Burnett, began to explore the
opportunities for repositioning Dewar's to
younger adults. Repositioning Dewar's
was a necessity for the brand to remain
viable in the long term. The brand
manager faces the decision of planning
the strategy for a repositioning or
"recruitment" campaign for the brand.
Heineken N.V.:
Global Branding
and Advertising
596015
13p
TN 598080
Amsterdam/
Netherlands, beer,
1994
identify the values of the Heineken brand
Intels Pentium:
When the Chips
are Down (A)
595058
3p
TN 595089
U.S., computer
chips, 1994
Intel, the largest-selling manufacturer of
microprocessor computer chips, finds
itself in a brand-threatening situation
when a flaw is revealed in its top-of-the-
line Pentium chip. The story is front-page
news for weeks. The company invested
tens of millions of dollars in advertising
its branded Pentium chip as a high-quality
component via the campaign slogan "Intel
Inside." Issues include salience of the
problem, when Intel knew of the problem,
how it was revealed, and what actions
should be undertaken.

Warner-Lambert
Ireland: Niconil
593008
16p
TN 594062
Ireland,
pharmaceuticals,
1989
The companys launch of the patch was
impending. Declan Dixon must decide on
a sales forecast, pricing, and an
advertising strategy for the launch.
Calyx & Corolla 592035
31p
TN 596116
U.S., new firm,
mail order flowers,
1991
Calyx and Corolla has successfully
penetrated the retail flower industry,
shipping cut flowers via FedEx directly
from growers to consumers. Now it has to
decide how to grow.
Chapter 19: Managing Personal Communications:
Direct and Interactive Marketing, Word of Mouth,
and Personal Selling

Marketing J ames
Patterson
505029
18p
505033
U.S., book
publishing, $120
million, 2004
Can a successful novelist use direct-to-
consumer marketing to grow his brand?
The author, who in a previous career ran a
major advertising agency, uses advertising
with great success to build his stature as a
crime fiction writer. Further, he applies
his experience at managing the advertising
creative process to employ co-authors on
a "literary assembly line," turning out
more product than any other best-selling
author. Now he considers whether book
clubs can be used to systematically build
buzz for his new releases. Is it time for a
shift to direct mail and one-to-one
marketing, or is fame in the book business
only won in the limelight of publicity and
broadcast marketing?
Centra Software 502009
17p
U.S., software, $23
million revenues,
2001
Centra is a pioneer in software eLearning.
It is debating how to modify its go-to-
market strategy, adding telesales to
improve sales force productivity. At the
same time, its market is evolving, and
management thinks it may be about to
"cross the chasm" in Geoffrey Moore's
terminology. Should it "fish where the
fish are biting" or should it concentrate on
the enterprise customer and exclude small
and mid-size corporations? If a shakeout
is coming, how can Centra ensure that it
either survives or is acquired by one of the
survivors? Teaching Purpose: Design of
go-to-market strategy, how to manage
conflict between field sales and telephone
sales, how to manage rapid growth

markets, and competition between best-of-
breed collaborators and single-source
vendors.
Siebel Systems:
Anatomy of a
Sale, Part 1
503021
9p
503087
Part 2 503022
Part 3 503023
New York and
Boston, software,
$2 billion, 1998-99
How does a $2 million software sale
happen? This case traces efforts by Siebel
Systems to sell lead management software
to discount broker Quick & Reilly. The
buying process is mapped out over four
years. Covers in detail the last six
monthsfrom Siebel's initial involvement
to a challenge from competitor Oracle to
the climax. The structure of Quick &
Reilly's buying center is mapped, as is the
role of its parent, Fleet Bank. The fortunes
of the sale rise and fall as the Siebel
account manager faces one obstacle after
another. Presented in three parts, with
opportunities to debate the account
manager's choices and actions at each
stage. Part 1 describes the start of the sale
from the seller's perspective.
Hewlett-Packard
Computer
Systems
Organization:
Selling to
Enterprise
Customers
500064
23p
Computers, high-
technology,
Fortune 500, 1996
HPs current customer management
approach, though successful, involved
structural changes that forced a deep-
rooted overhaul of HPs traditional
regional sales approach. The new
recommendations would necessitate
another round of drastic changes in the
way HP manages relationships with its
large enterprise customers.
Bronner Slosberg
Humphrey
598136
22p
TN 598141
U.S., direct
marketing /
advertising, 700
employees, 1998
Bronner Slosberg Humphrey has
succeeded by providing integrated direct
marketing solutions for major service
companies such as AT&T, American
Express, and FedEx. A new CEO takes
over for the companys founder and is
wondering how to grow the company.
Options include selling individual services
and/or opening global offices.

Chapter 20: Introducing New Market Offerings
Henkel Group:
Umbrella
Branding and
Globalization
Decisions (A)
(B) 585100
585185
17p
TN 587164
6p TN (B)
592056
U.S. and Germany,
1985
Henkels adhesive group is considering a
major change in the international selling
of its two major adhesives products for
households.
Precise Software
Solutions
503064
18p
TN 504084
U.S., software, $10
million, 2004
When and how should a firm introduce an
innovative new product? Introduce too
early and functionality may not be there,
too late and strong competition might
appear. Precise Software Solutions,
headquartered in Westwood, MA, is a
small, growing company with a
successfulalbeit narrowly targeted
software product for database
performance management. In 1999, it had
the beginnings of a new product with
radically broader functionality and market
appeal. However, this new product would
potentially appeal to a different
"audience" within the client's IT
organization. Once management decides
when to introduce the product, it must
also decide how to do so. Specifically,
should this product be sold through the
same sales force as other successful
products? Teaching Purpose: Examines
sales organization, sales strategy, and new
product introduction.
TiVo in 2002:
Consumer
Behavior
502062
14p
San J ose,
television services,
$19 million, 1999
Brodie Keast is anxious to understand the
sharp contrast between the inertia of
prospects and the deep emotional response
shown by converted users of TiVo. After
an overview of the company's situation
and problems, the case focuses on
different kinds of data (sales results,
satisfaction and usage data, purchase
influence, demographics, attitude data,
and behavioral data) and explains how
that data emerged over time as the
company was more and more pressured to

explore the essence of its value
proposition.
Abgenix and the
XenoMouse
501061
14p
California,
biotechnology, 150
employees, 2000
In early 2000, Abgenixs cancer drug has
performed well in animal testing and is
moving to early-stage human testing. The
firm must decide whether to sell the
product development program to a large
pharmaceutical company or to enter into a
joint venture to push the product ahead.
Oscar Mayer:
Strategic
Marketing
Planning
597051
14p
TN 597052
U.S., food, 1995 The marketing director of Oscar Mayer
faces a series of strategic marketing
options regarding established and new
products, including budget and capacity
allocation decisions.
Colgate-
Palmolive
Company: The
Precision
Toothbrush
593064
24p
TN 595025
U.S., consumer
products, 1992
Brand manager Susan Steinberg has to
develop a marketing mix and pro forma
profit-and-loss in preparation for the
launch of a new and superior toothbrush.

Chapter 21: Tapping into Global Markets

Samsung
Electronics Co.:
Global Marketing
Operations
504051
32p
TN 505022
Korea, consumer
electronics, $20
billion, 2003
Samsung's global marketing director is
assessing how to build the global brand
reputation of the company further and
upgrade the company's worldwide brand
image. To show how to build a global
brand.
Hewlett-
Packards Home
Products Division
in Europe
1996-2000
501053
17p
Europe,
computers, 2000
By the end of 2000, Hewlett-Packards
Home Products Division (HPD) had been
selling its Pavilion line of PCs in Europe
for almost five years. During that time,
HPD had entered and exited Germany,
struggled in France and the United
Kingdom, and significantly reorganized
its European operations twice. Students
must evaluate how well the firm is
prepared by 2001 to compete in the
European home PC market.
Supermercados
Disco: Regional
Strategy
599127
24p
TN 501008
South America,
retailing, 1998
The Disco supermarket chain has pursued
a successful local niche strategy in
Argentina to compete with multinational
chains. Now, Disco considers options for
expanding its regional strength.

Vietnam: Market
Entry Decisions
597020
13p
TN 598081
Vietnam,
adhesives/athletic
footwear/toys,
1996
Three U.S. multinationals must decide
whether to enter the Vietnam market and,
if so, how.
Gillette Indonesia 597009
15p
TN 598086
Indonesia,
consumer
products, 1996
The country manager of Gillette Indonesia
is reviewing his 1996 marketing plan and
considering whether the pace of market
development and mix of product sales can
be impacted by the level and type of
Gillette expenditures in the market.
May Kay
Cosmetics: Asian
Market Entry
594023
35p
TN 595073
J apan/China,
cosmetics, 1993
Executives at Mary Kay Cosmetics are
evaluating opportunities to enter the
J apanese and/or Chinese markets. The
comparative opportunities must be
assessed and guidelines for entry
strategies must be determined.

Chapter 22: Managing a Holistic
Marketing Organization

WingspanBank.
com (A)
600035
21p
Wilmington, DE,
financial services,
1999
Describes the new product development
process for WingspanBank.com, an
Internet-only financial services
infomediary created by a team from Bank
One's First USA division.
Wells Fargo
Online Financial
Services (A)
198146
18p
TN 199058
California,
banking, 1997
Describes how Wells Fargo, the industry
leader in electronic banking, implemented
a Balanced Scorecard in its online
financial services (OFS) group to track
and measure performance.
J eanne Lewis at
Staples, Inc. (A)
(Abridged)
400065
14p
Boston, office
supplies, 30,000
employees, 1997
Staples new senior vice president of
marketing, Jeanne Lewis, must determine
how the marketing department can most
effectively and efficiently help the
company maintain its competitive edge in
an increasingly competitive and complex
market.
Cunard Line Ltd.:
Managing
Integrated
Marketing
Communications
594046
25p
TN 595028
U.S., cruise lines,
1992
Cunard, the worlds oldest luxury line
company, is confronted with several key
issues involving its marketing and
marketing communications strategy. One
concerns the balance between
image/positioning advertising and short-
term promotional
advertising/communications on behalf of
each Cunard ship (i.e., pull vs. push
communications). Related to this is the

overall mix of marketing communications
tools used by Cunardmedia advertising,
direct marketing, etc.


MARKETING MANAGEMENT
FALL SEMESTER

Instructor:

Email: Web Site:

Campus:

OFFICE HOURS

Or by Appointment at Either Location

Course Credits: 3 (Three)

Class:

REQUIRED MATERIALS

Marketing Management, 14
th
edition, by Kotler/Keller, Prentice-Hall 2012, ISBN 0-13-
600998-0 and The Marketing Plan Handbook with Marketing Plan Pro, by Wood, Prentice-
Hall 2008, 0-13-513628-8.

COURSE PREREQUISITES:

COURSE DESCRIPTION

The characteristics and management of markets are described in topics that include the
marketing environment, components of the marketing mix, market segmentation, and planning.

COURSE PERSPECTIVE

The course focuses on formulating and implementing marketing management strategies and
policies, a task undertaken in most companies at the strategic business unit level. The marketing
management process is important at all levels of the organization, regardless of the title applied
to the activity. Typically, it is called corporate marketing, strategic marketing, or marketing
management. For our purposes they all involve essentially the same process, even though the
actors and activities may differ. The course will provide you with a systematic framework for
understanding marketing management and strategy.

Accordingly, the course emphasizes the following:

Primary and changing perspectives on marketing management in the New Economy.
The impact of interactive media on marketing management.
Applied marketing management and strategy, domestic and global.
An international focus in developing marketing management and strategy.

The course is intended for:

Marketing concentration students who wish to deepen their understanding of marketing
management in a strategy-planning context.
Non-marketing concentration students who desire a course in marketing strategy, with a
management and planning orientation.

COURSE GOALS

To further disseminate and develop the knowledge and skills in the essential aspects of
marketing management, marketing strategy, and emerging New Economy marketing
applications, with a focus on the development and execution of programs, audits, and plans.

COURSE OBJECTIVES

This course is concerned with the development, evaluation, and implementation of marketing
management in complex environments. The course deals primarily with an in-depth analysis of a
variety of concepts, theories, facts, analytical procedures, techniques, and models. The course
addresses strategic issues such as:

What business should we be in?
What are our long-term objectives?
What is our sustainable marketing competitive advantage?
Should we diversify?
How should marketing resources be allocated?
What marketing opportunities and threats do we face?
What are our marketing organizational strengths and weaknesses?
What are our marketing strategic alternatives?

To ensure that students have a solid foundation of the fundamental marketing decision-making
tools and management of all of the elements of the marketing plan.

Through this in-depth semester-long project, students will be provided the opportunity to apply
those marketing planning and decision-making skills. We will be building upon these principles

throughout this course especially those principles that you have learned in Marketing MAR
XXX.

LEARNING OBJECTIVES

To become familiar with the range of decisions implicit in strategic marketing management and
planning. In addition, to develop skill in using a variety of analytical frameworks for making
such decisions. To develop an understanding of how markets contrast in terms of:

Their enduring characteristics.
Their stage of development and how the nature of competition in such markets is
impacted.

To develop skills in planning a variety of marketing management tools, ranging from new
product entry strategy to international market product life cycle management and strategy.

To develop skill in organizing for effective strategic marketing and in implementing the market
planning process.

COURSE STRUCTURE

Semester-Long Marketing Plan Project
An effective way to help students learn about marketing management is the actual creation of a
marketing plan for a product or service. This project is designed to accomplish such a task.

The class will be divided into groups (five students maximum per group), each group will decide
on a fictional consumer product or service they wish to bring to market. During the course of
the semester each of the elements of the marketing plan, coordinating with the text chapter, will
be due for my review. See the attached schedule for when the specific information is due to me.

I will review each submission and suggest areas for improvement, for more detailed study, or if
acceptable, allow the students to proceed to the next phase in development.

Students can use the computer program Marketing Plan Pro in creating their proposals and
submissions and in their final presentation(s). At the end of the semester, each group is to present
their entire marketing plan to the class.

Chapter Material Exams
In addition to the semester long marketing plan project, we will have two exams (see schedule).
Students are responsible for all of the material covered from the textbook, lectures, outside
speakers, and any videos/DVDs shown.


METHOD OF INSTRUCTION

The course is highly interactive between the class and the instructor. Through case
studies/presentations, problems, and specific company client activities, students will have the
opportunity to use the concepts, ideas, and strategies presented in class. Problem-solving
sessions occur in both individual (primarily) and team (occasionally) settings.

This upper level undergraduate course will incorporate a lecture and project-based approach to
marketing management. The textbook used in this course will be used as a reference point for the
discussion(s) of the marketing management project. Students are encouraged to read and
inculcate the major principles found in the textbook.

To ensure compliance with the Universitys policy on academic performance, during
examination periods, once one student completes his/her exam, no additional student(s) will be
allowed to enter the classroom to take the exam.

Cell phones, calculator watches, and/or PDAs cannot be used as calculators
during exams. Students must have a separate business calculator.

Note that occasionally, changes in the schedule of the course, or in the assignments, are
announced during class. It is your responsibility to ensure that you have received all of the
changes and you will still be responsible for this information.

The University is committed to a policy of honesty in academics. Conduct, which compromises a
breach of this policy, may result in academic and/or disciplinary action. Cheating is a violation
of student academic behavior standards. Any student who violates or knowingly helps another
student violate academic behavior standards will be pursued through the Office of the Dean of
the College of Business Administration and through the Dean of Students at ____________.
Please note that the sharing of information with other class members or with other sections of the
course is considered cheating.

I will make all the necessary accommodations for class members with disabilities. Those
students who require or who wish to request special accommodations are encouraged to contact
the instructor after the first class of the semester and Student Disability Services immediately.

EVALUATION

Evaluation will be based on two examinations, the submission of all of the marketing plan
material and your final group oral and written presentation. Exams #2 and #3 (the final exam)
will consist of: 5075 multiple choice, true/false, and short-answer questions. You will need a
Brown Scantron and a University ID card or drivers license.

The weightings for the individual components are as follows:
1) Exam # 2 @ 100 points 100 points

2) Exam # 3 @ 100 points 100 points
3) Submitted marketing plan projects
(due at time stated in schedule) 150 points
4) Oral marketing plan presentations 100 points
5) Written marketing plan submission 150 points

Total: 600 points

Grading for this course is as follows:

Numerical Grade Letter Equivalent

540 600 points

A

450 539 points

B

360 449 points

C

270 359 points

D

Below 270 points

F

NOTE: Grades of C- or lower do not count toward a Business Degree.


MARKETING PLAN PRESENTATIONS WRITTEN FORMAT

Your marketing plan is to be submitted using Marketing Plan Pros format and all exhibits and
spreadsheet reports, double-spaced, with 1-inch margins on all sides of the paper, using 12 point
Times New Roman font. This written report is worth 150 points.

Page # 1: Executive Cover Memo
Pages # 24: Situation Assessment and Analysis
Pages # 36: Market Summary
Pages # 79: Marketing Strategy
Pages # 1013: Financials
Page # 14: Controls

There is no limit as to the number of pages to be submitted; completeness of your
marketing plan is what is important for your overall grade.

Some hints to use in writing an Executive Cover Memo:

Do not use terms such as increase, decrease, implement as soon as possible, and
other non-specific and non-analytical language; use very specific language when
preparing your case analyses.
Do not use transitory phrases in your report.
Cite numbers ($ or % increase; market share growth) and attach all pertinent documents
to your report.
Do not just state, Exhibit A shows our growth rate without first stating the growth rate
in your paragraph.
Before submitting your document, ask yourself the question, Does this memo contain all
of the information my boss needs to make a decision in my favor? If not, revise your
memo.

See the example of an Executive Cover Memo in this syllabus for the format to be used.

Executive Cover Memo Format (1 Page Limit)

To:
From: (list your name and/or the names of all members of your student group. Initial in pen)
Subject: (list the case name)
Date: (class date)

(Your wording for each of these sections will vary according to the case but you must use these
headings and a limit of one page.)

This is to recommend the immediate construction of two additional campus-parking garages that
will benefit from very fast economic paybacks to the University.

BACKGROUND
Currently, the University campus has an enrollment of 32,000 with an annual growth rate of
approximately 30 percent. Projected university-wide enrollment in the 2004-2005 academic year
could approach 48,000+students. With only three parking garages now at 100 percent capacity
and only yyyyyy total parking spaces currently available, there is an immediate need for
additional parking facilities at the main campus. Undeveloped land exists in relative abundance
throughout the grounds for this use.

RECOMMENDATION
A fourth and fifth parking garage should be constructed in sufficient time to be online for the
2004-2005 academic years. At a completed, turnkey cost of $3.5 million and with a capacity of
2,500 vehicles each, the facilities will have a payback period of 6 years based upon the current
student decal rate of $111.00/year. This payback timeline is sufficiently short for obtaining the
highest safety rating possible for the revenue bonds that would finance the recommended
construction.

NEXT STEPS
The same engineering/architecture plans will be employed as were used with the first three
garage facilities. Serial revenue bonds will be issued as soon as approved. Site locations will be
finalized by November 2001. Construction will commence in J anuary 2005 with fast-track
completion achieved by August 2005. Management (President and Board of Trustees) approval
is needed by September 28, 2004.

EXAMPLE ONLY

CASE PRESENTATIONS ORAL PRESENTATION RUBRIC

Individual presentations will be graded based upon the following set of criteria:

Content (45 possible points)
Included here is whether the student has substantially and fully examined all of the issues,
problems, and understands all aspects of the facts of the case. Does the student fully
understand the dynamics of the case and have they presented realistic alternatives, realistic
objectives, and sound implementation strategies.

Presentation Itself (30 possible points)
Included here are the layout, content, and readability of the slides or other forms for
electronically presenting the material. Encompasses the applicable Excelslides, a situation
analysis, problem definitions, alternatives, and recommendations. And takes into account the
professionalism of the presenters.

Completeness (25 possible points)
Includes the correctness of answering questions from the instructor and/or audience
members, as well as preparation by the student member to all of the relevant facts, figures,
assumptions, recommendations, and strategies of the student.

TENTATIVE COURSE SCHEDULE
MARKETING MANAGEMENT
FALL SEMESTER

Class
Period/
Date
Read
Chapter
Chapter Topic Assignment Due
Beginning of Class
1 1 Defining Marketing for the 21
st

Century
Group formation and begin the
process of selecting the
product or service.

2 2 Developing Marketing Strategies and
Plans
Formation of groups; first
presentation of product for
approval.

3 3 Collecting Information and
Forecasting Demand

Competitive information and
environmental scanning
project(s) completed and
presented.

4 4 Conducting Marketing Research Initial marketing research
parameters completed; demand
forecasted and target market
selections defined due.
5 5 Creating Long-Term Loyalty
Relationships

Value proposition for the
fictional product, defined how
they will deliver satisfaction
and maintain customer loyalty
due.

6 6 Analyzing Consumer Markets Definitive data on the
consumer for the product/
service including all
demographic and other
pertinent information obtained
due.

7 7 Analyzing Business Markets
Exam # 1
No report due for this chapter.
Exam # 1 covers chapters 1
7 inclusive.

8 8 Identifying Market Segments and
Targets
Specific market segmentation,
targeting, and positioning
statements due.


9 9 Creating Brand Equity Branding strategy developed
due.

10 10 Crafting the Brand Positioning Student projects should be
completed to include the
fictional product or services
brand positioning.

11 11 Competitive Dynamics Competitive analysis due.
12 12 Setting Product Strategy The groups project product or
service strategy due.

13 13 Designing and Managing Services Those students who have
selected a service idea for
the marketing plan must
submit their offering. Students
whose project is a product
based component do not have
anything to submit for this
chapter.

14 14 Developing Pricing Strategies and
Programs
Pricing strategy decisions for
the fictional product/service
due.

15 15 Designing and Managing Value
Networks and Channels
The channel decisions for
getting their product or service
to the consumer due.

16 16 Managing Retailing, Wholesaling, and
Logistics
The retailing, wholesaling, and
logistical marketing plans for
the product or service due.
Those students who are acting
in the role of providing a new
service should include here
their plans for locations, hours
of operations, and how their
service plan is managing
demand and capacity issues.


17 17 Designing and Managing Integrated
Marketing Communications
Integrated marketing
communications matrix due.

18 18 Managing Mass Communications:
Advertising, Sales Promotions, Events
and Experiences, and Public Relations
The groups advertising
program complete with
objectives, budget, advertising
message, creative strategy,
media decisions, sales, and
promotional materials due.

19 19 Managing Personal Communications:
Direct Marketing, Word of Mouth,
and Personal Selling
Direct market channels
analysis due. All other groups
must decide at this point if
they will use a direct sales
force and if so they need to
outline the specifics (including
financials) for this option.

20 20 Introducing New Market Offerings A brief write up by the
students as to the consumer-
adoption process for their new
product is due.
21 21 Tapping into Global Markets If the project is to be exported
to another country, then
students submissions
regarding how the product is to
be distributed should be
included here, otherwise this
begins the presentation phase
of the project. Student groups
should begin their
presentations to the class.

22 22 Managing a Holistic Marketing
Organization
Final Exam
Second phase of the
presentations of the project.
Students should ensure that
their marketing plans contain a
holistic view of the marketing
process.
Final exam chapters 822
inclusive.

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