Ivey Publishing

A Preface to Marketing Management

Peter, J.P., Donnelly Jr., J.H., Vandenbosch, M.B.,11/e (United States, McGraw-Hill Irwin, 2008)
Prepared By Fabrizio Di Muro, Ph.D. Student (Marketing)
Chapter and Title Chapter Matches: Case Information
Chapter 2:
Marketing Research: Process and Systems for Decision-Making

ONTARIO MACHINERY RING (A) - PROBLEM DEFINITION
Thomas Funk

Product Number: 9B04A021
Publication Date: 11/23/2004
Revision Date: 10/7/2009
Length: 9 pages

The Ontario Machinery Ring is a cooperative set up to perform a matchmaking service for farmers who want to have custom work done and farmers who want to do custom work. This concept is widespread in Europe but has not been tried in North America. The general manager of the organization has set up a prototype operation and is looking at expansion opportunities. Expansion will take more funds than are available and the general manager has sought financial assistance from the provincial Ministry of Agriculture and Food. Before committing funds to this project, the ministry requires marketing research to measure demand for the machinery ring concept. Supplemental cases, Ontario Machinery Ring (B) and (C), product 9B04A022 and 9B04A023 look at questionnaire development and data analysis.

Teaching Note: 8B04A21 (7 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Marketing Planning; Data Analysis; Sales Forecasting; Marketing Research
Difficulty: 4 - Undergraduate/MBA



ONTARIO MACHINERY RING (B) - RESEARCH DESIGN
Thomas Funk

Product Number: 9B04A022
Publication Date: 11/23/2004
Revision Date: 10/7/2009
Length: 3 pages

The general manager of Ontario Machinery Ring - a cooperative developed to match farmers with someone to do custom work - must develop a marketing research proposal and design a questionnaire to determine the demand of machinery ring concept. This is a supplement to Ontario Machinery Ring (A) - Problem Definition, product 9B04A021.

Teaching Note: 8B04A21 (7 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Marketing Research; Data Analysis; Sales Forecasting; Marketing Planning
Difficulty: 4 - Undergraduate/MBA



ONTARIO MACHINERY RING (C) - DATA ANALYSIS AND INTERPRETATION
Thomas Funk

Product Number: 9B04A023
Publication Date: 11/23/2004
Revision Date: 10/7/2009
Length: 15 pages

The general manager of Ontario Machinery Ring is looking at expansion opportunities but limited funding requires him to obtain financial assistance from the Ministry of Agriculture and Food. The ministry requires an assessment of the demand for this marketing concept before they will provide any funding. He had developed a questionnaire and now must analyze the data that has been collected to prepare the marketing research proposal. This is a supplement to Ontario Machinery Ring (A) - Problem Definition, product 9B04A021. Data file is available, product 7B04A023.

Teaching Note: 8B04A21 (7 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Marketing Planning; Marketing Research; Data Analysis; Sales Forecasting
Difficulty: 4 - Undergraduate/MBA



FUTURE SHOP: RETAIL CUSTOMER RESEARCH
Michael R. Pearce, Alykhan Alidina, Morley Ivers, Rachel Kay

Product Number: 9B01A018
Publication Date: 12/10/2001
Revision Date: 12/4/2009
Length: 7 pages

Future Shop is a large retail store chain that specializes in audio, video, computer equipment and software, and appliances. A student group has conducted a research study of Future Shop customers' perception of the strengths and weaknesses of the chain and submitted their findings.

Teaching Note: 8B01A18 (9 pages)
Industry: Retail Trade
Issues: Marketing Research; Consumer Satisfaction; Retail Marketing; Retailing
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Consumer Behavior

DEXIT - A MARKETING OPPORTUNITY
Robin Ritchie, Sohail Lalani

Product Number: 9B05A002
Publication Date: 2/21/2005
Revision Date: 9/24/2009
Length: 15 pages

Dexit is a new electronic payment system that offers a convenient alternative to cash for small-value retail transactions. The chief executive officer is faced with some critical target market and marketing mix decisions as she prepares for launch. The situation is complicated by the fact that action is needed on two fronts: Dexit must not only recruit end-consumers to use the service, it also has to convince merchants to install the payment terminals. Since paying with cash is free, the company will need to persuade both groups that the added convenience of Dexit justifies a transaction fee. Although the concept appears to have good potential, the recent test market failures of two similar offerings suggest that success is far from guaranteed. The case reinforces the importance of solid consumer analysis when selecting a target market, demonstrates the concept of value to the customer, and provides a basis for discussing push versus pull marketing strategies.

Teaching Note: 8B05A02 (16 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Target Marketing; New Products; Marketing Management; Consumer Behaviour
Difficulty: 4 - Undergraduate/MBA



TOYOTA: DRIVING THE MAINSTREAM MARKET TO PURCHASE HYBRID ELECTRIC VEHICLES
Jeff Saperstein, Jennifer Nelson

Product Number: 9B04A003
Publication Date: 1/16/2004
Revision Date: 5/24/2017
Length: 23 pages

Toyota is a large, international automobile manufacturer headquartered in Japan, with plans to become the largest worldwide automaker, striving for 15 per cent of global sales. Toyota is committing itself to be the leader of the hybrid-electric automotive industry, and is relying on changes in the industry and customer perceptions to bring its plan to fruition. Toyota's challenge is to develop consumer attitude and purchase intent, from an early adopter, niche market model into universal mainstream acceptance.

Teaching Note: 8B04A03 (9 pages)
Industry: Manufacturing
Issues: Consumer Behaviour; Product Design/Development; Multinational; Marketing Management
Difficulty: 4 - Undergraduate/MBA



PACIFIC WESTERN BREWING COMPANY - GOING ORGANIC
John R. Kennedy, Tom Gleave

Product Number: 9A99A006
Publication Date: 3/31/1999
Length: 20 pages

The president of Canadian-based Pacific Western Brewing Co. Ltd. is preparing a Japan market entry strategy for the company's newly developed organic beer. Although she has considerable experience in Japan, several factors are at play which make this product entry particularly challenging. First, the product is unlike any other in the market. Second, Japanese consumer behaviour is undergoing a revolution. Third, the company's last product launch in Japan failed. Therefore, there is a higher than normal level of risk associated with the product launch.

Teaching Note: 8A99A06 (15 pages)
Industry: Manufacturing
Issues: Consumer Behaviour; Pricing; Distribution
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Business, Government & Industrial Buying

PROSOFT SYSTEMS CANADA (A)
Terry H. Deutscher, Elizabeth O'Neil

Product Number: 9B03A001
Publication Date: 6/26/2003
Revision Date: 10/15/2009
Length: 20 pages

Prosoft Canada is a major competitor in the enterprise software business. The company is planning to bid on a large contract with the city of Winnipeg. Prosoft is considering bidding on the project in a partnership with a major systems integrator, but the company has just been approached by two other partners about including them in their bidding process. Prosoft must decide whether to bid independently or in one or more alliances. The complexity of forming and managing alliances in the enterprise software business is explored. The supplement Prosoft Systems (B), product 9B03A003, poses the issue of developing an alliance policy for guiding similar decisions.

Teaching Note: 8B03A01 (16 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Alliances; Market Strategy; Sales Strategy; Industrial Marketing
Difficulty: 4 - Undergraduate/MBA



PROSOFT SYSTEMS CANADA (B)
Terry H. Deutscher, Elizabeth O'Neil

Product Number: 9B03A003
Publication Date: 6/26/2003
Revision Date: 10/15/2009
Length: 2 pages

This is a supplement to Prosoft Systems Canada (A), product 9B03A001. A few months after the bidding alliance decision, the newly-appointed director of alliances at Prosoft must review the bid in an effort to develop an alliance policy for the business.

Teaching Note: 8B03A01 (16 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Industrial Marketing; Alliances; Sales Strategy; Market Strategy
Difficulty: 4 - Undergraduate/MBA



BRITISH COLUMBIA BOX LIMITED (REVISED)
Kenneth G. Hardy, J. Brock Smith

Product Number: 9A99A021
Publication Date: 10/8/1999
Revision Date: 1/12/2010
Length: 10 pages

The Vancouver plant manager of British Columbia Box Limited was about to make a half-million dollar decision. The plant required a new $500,000 machine, and the manager must decide which manufacturer will get the order. The case illustrates many concepts in industrial buying.

Teaching Note: 8A99A21 (8 pages)
Industry: Manufacturing
Issues: Capital Investment; Sales Strategy; Industrial Marketing; Consumer Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Market Segmentation

SHANGHAI COS SOFTWARE LTD.
Kenneth G. Hardy, Bin Zhang, Patrick Zhu

Product Number: 9B03A031
Publication Date: 11/5/2003
Revision Date: 10/15/2009
Length: 19 pages

Shanghai COS Software Ltd. designs and develops smart card operating systems. The company's marketing manager must decide the best basis for segmenting the burgeoning market for smart cards for wireless devices in China. She has excellent data on this duopoly market, the segments and their buying criteria. In fact, she already has received significant orders for low-end cards from each of the two large customers. However, she and the senior management team must decide on a market positioning for this young high-tech start up. She must select one of the two major customers whose size, structure and procedures are quite different. She must also decide whether the company should market low margin/high volume or high margin/low volume products. Both products seem to have a very short life expectancy in the face of rapidly changing customer expectations. The investors in the company want it to achieve profitability fairly quickly and still adopt sustainable positioning in the marketplace.

Teaching Note: 8B03A31 (12 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Market Segmentation; Segmentation; Positioning; Product Life Cycle
Difficulty: 4 - Undergraduate/MBA



LIQUOR CONTROL BOARD OF ONTARIO (A): MARKET SEGMENTATION
Michael R. Pearce, Brad Hause

Product Number: 9B00A020
Publication Date: 8/28/2002
Revision Date: 1/7/2009
Length: 29 pages

The project manager for the Liquor Control Board of Ontario faces store network decisions in southeast Toronto. The Liquor Control Board of Ontario has developed a new five-year strategy in which all of their stores will be revamped into one of the four new formats, which has led to a review of every one of their nearly 600 retail locations. With a store within five minutes of 86% of the population of Ontario, the project manager's task is not about expanding coverage but rather improving the performance of the retail network. The (A) case focuses on what to do about a particular store in the area. The Liquor Control Board of Ontario (B): Market Segmentation, product 9B00A021 is a short follow-up about further decisions on store layout and merchandising. (A higher price applies to this case due to color exhibits.)

Teaching Note: 8B00A20 (14 pages)
Industry: Retail Trade
Issues: Consumer Analysis; Retailing; Market Segmentation
Difficulty: 4 - Undergraduate/MBA



LIQUOR CONTROL BOARD OF ONTARIO (B): MARKET SEGMENTATION
Michael R. Pearce, Brad Hause

Product Number: 9B00A021
Publication Date: 8/28/2002
Revision Date: 1/7/2010
Length: 3 pages

This supplement to Liquor Control Board of Ontario (A): Market Segmentation, product 9B00A020 looks at the decisions the project manager must make on store layout and merchandising.

Teaching Note: 8B00A20 (14 pages)
Industry: Retail Trade
Issues: Consumer Analysis; Retailing; Market Segmentation
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Product Strategy

FIRSTCARIBBEAN INTERNATIONAL BANK: THE MARKETING AND BRANDING CHALLENGES OF A START-UP
Gavin Chen, Derrick Deslandes

Product Number: 9B05A012
Publication Date: 6/22/2005
Revision Date: 9/24/2009
Length: 17 pages

FirstCaribbean International Bank was the new banking entity created from the combination of the Caribbean operations of two foreign banks, Barclays Bank plc of the United Kingdom and headquarters in London, England and CIBC - formally the Canadian Imperial Bank of Commerce - of Canada and headquartered in Toronto, Ontario. A marketing team was formed with the specific responsibility of developing the marketing function and the brand strategy, as well as guiding the branding process of the new entity. The head of the marketing team has a number of concerns: Would geography, history and commercial practices support or mitigate against a single, centralized marketing strategy for the entire region, what should the new brand be and how should it be articulated, should the new brand reflect one or both of the heritage banks or should the new brand break with the past and reflect a totally new identity, and how quickly could the new brand be rolled out? This case may be taught on a stand alone basis or in combination with any of the five additional Cross-Enterprise cases that deal with various functional issues associated with the eventual merger: Human Resources - Harmonization of Compensation and Benefits for FirstCaribbean, product 9B04C053; Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032; General Management - CIBC-Barclays: Should Their Caribbean Operations Be Merged?, product 9B04M067; Accounting and Finance - CIBC-Barclays: Accounting For Their Merger, product 9B04B022; FirstCaribbean International Bank: The Marketing and Branding Challenges for a Start-up, product 9B05A012; and technical note - Note on Banking in the Caribbean, product 9B05M015.

Teaching Note: 8B05A12 (7 pages)
Industry: Finance and Insurance
Issues: Brand Management; Brand Positioning; Market Strategy; Marketing Planning; University of West Indies
Difficulty: 4 - Undergraduate/MBA



LEVI STRAUSS CANADA HOLDING AN EMBER: THE GWG BRAND
Michael R. Pearce, Ken Mark, Jordan Mitchell

Product Number: 9B04A007
Publication Date: 10/13/2004
Revision Date: 10/7/2009
Length: 16 pages

The director of marketing for Levi Strauss Canada needs to decide the future fate of the GWG brand, a fallen giant in the Canadian jeans market. For the last three years, GWG had been licensed to a small manufacturer, who has failed to meet the requirements in the license agreement. While the director is keen to use some of the latent brand equity in GWG, she know that Levi's and Dockers brands come first and that she can not divert marketing dollars towards the brand's revival. As well, she must be careful to manage her small but powerful portfolio of brands in the five main channels without cannibalizing the already declining volumes of the Levi's brand.

Teaching Note: 8B04A07 (16 pages)
Industry: Manufacturing
Issues: Brand Management; Licensing; Marketing Channels; Market Segmentation
Difficulty: 4 - Undergraduate/MBA



MCDONALD'S AND THE HOTEL INDUSTRY
Mark B. Vandenbosch, Ken Mark

Product Number: 9B02A021
Publication Date: 1/9/2003
Revision Date: 1/5/2004
Length: 12 pages

McDonald's, one of the world's strongest and most recognizable brands, intends to extend its world's best quick service restaurant experience brand into the hotel industry by launching a hotel in Illinois. An industry observer examines the hotel venture's positioning options and the McDonald's brand extension into a different product class.

Teaching Note: 8B02A21 (8 pages)
Industry: Accommodation & Food Services
Issues: Brand Management; Brand Extension; Market Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
New Product Planning & Development

ALARMFORCE: THE LAUNCH OF ALARMFOG
June Cotte, David Singer

Product Number: 9B03A010
Publication Date: 8/6/2003
Revision Date: 10/15/2009
Length: 9 pages

AlarmForce Industries Inc. is a developer and sales provider of home security systems with offices throughout Canada. Since the company's inception, it had become one of the leaders in the Canadian home security market and had established a reputation for being a technological innovator in the industry. The president and chief executive officer of the company must decide whether or not to launch their new product, AlarmFog, which the president believed represented the future of the home security market. The case focuses on past strategic decisions made by the company in differentiating itself in a mature market. The potential folly of making tactical product launch decisions without a solid analysis of underlying strategic issues can be discussed.

Teaching Note: 8B03A10 (6 pages)8B03A10B (16 pages)
Industry: Other Services
Issues: Marketing Management; New Products; Market Analysis; Market Segmentation
Difficulty: 4 - Undergraduate/MBA



LOGITECH: LAUNCHING A DIGITAL PEN
Mark B. Vandenbosch, Ken Mark

Product Number: 9B03A002
Publication Date: 5/28/2003
Revision Date: 10/15/2009
Length: 10 pages

Logitech is an international company that designs and manufactures computer peripheral products. The retail pointing devices unit director is thinking about the development of the next generation of his device, the Logitech io Digital Pen. The digital pen is about to be launched in less than two months, and he is still unsure which features were valuable to potential users, who these potential users were and for which applications the digital pen could be used.

Teaching Note: 8B03A02 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Consumer Analysis; New Products
Difficulty: 4 - Undergraduate/MBA



LAUNCH OF MBANX
Donald W. Barclay

Product Number: 9A98A025
Publication Date: 9/23/1998
Revision Date: 1/22/2010
Length: 19 pages

From a strategic perspective, the Bank of Montreal, a major Canadian bank, has committed to entering the 'virtual banking' marketplace in Canada. There is also the potential to launch later in the USA and Mexico. They plan to do this in a preemptive fashion to gain first mover advantage. This means no extensive pilots and a short time to launch. The decision makers are charged with developing a complete launch strategy. They have two years of tentative ideas to work with, but a number of major decisions on product line, pricing, communications, salesforce, etc. are still to be made. The purpose of the case is to introduce students to the entire scope of marketing decisions to be made in such a situation, including fundamental decisions around targeting and positioning. It also drives students to make decisions in the face of incomplete information and short time horizons. To date, the case has been successfully used to set the stage for marketing management courses, and to kick off marketing management modules in executive development programs. (A nine-minute video can be purchased with this case, video 7A98A025.)

Teaching Note: 8A98A25 (11 pages)
Industry: Finance and Insurance
Issues: Consumer Marketing; Market Entry; Market Strategy; New Products
Difficulty: 5 - MBA/Postgraduate


Chapter 8:
Integrated Marketing Communications: Advertising, Sales Promotion, Public Relations and Direct Marketing

BRAND IN THE HAND: MOBILE MARKETING AT ADIDAS
Andy Rohm, Fareena Sultan, David T.A. Wesley

Product Number: 9B05A024
Publication Date: 9/26/2005
Revision Date: 5/23/2017
Length: 22 pages

The Global Media manager for adidas International is responsible for developing and championing a new marketing strategy at adidas called brand in the hand that is based on the convergence of cell phones and wireless Internet. The case presents company background information, data on the penetration of mobile devices such as cell phones, the growth of global mobile marketing practices, and several mobile marketing communications campaigns that adidas launched in 2004, such as a mobile newsticker for the 2004 European soccer championship. The case then introduces a specific campaign - Respect M.E. - featuring Missy Elliott, a popular female hip-hop artist, and discusses the company's mobile marketing strategy to support MissyElliott's new line of sportswear. This case can be used to highlight the role of new technology in overall marketing strategy and integrated marketing communications.

Teaching Note: 8B05A24 (13 pages)
Industry: Manufacturing
Issues: Marketing Channels; Marketing Communication; International Marketing; Telecommunication Technology; Northeastern
Difficulty: 4 - Undergraduate/MBA



BOOTS: HAIR-CARE SALES PROMOTION
Robert J. Fisher, Murray J. Bryant, Pankaj Shandilya

Product Number: 9B05A022
Publication Date: 9/1/2005
Revision Date: 9/24/2009
Length: 11 pages

Boots Group PLC, one of the best known and respected retail names in the United Kingdom, provided health and beauty products and advice that enhanced personal well being. The marketing manager at Boots was planning his sales promotion strategy for a line of professional hair-care products. The professional hair-care line consisted primarily of shampoos, conditioners and styling products (gels, wax, mousse, etc.) developed in collaboration with United Kingdom's top celebrity hairdressers. The marketing manager's challenge was to select one of three promotional alternatives - get three for the price of two, receive a gift with purchase or an on-pack coupon - for the Christmas season. He realized that the alternative he selected would have both immediate effects on costs and sales, but also long-term implications for the brands involved. His primary objective was to drive sales volumes and trade-up consumers from lower-value brands, while retaining or building brand equity.

Teaching Note: 8B05A22 (6 pages)
Industry: Retail Trade
Issues: Sales Promotion; Advertising Management; Brands
Difficulty: 4 - Undergraduate/MBA



LONDON JETS
Michael R. Pearce, Joel Bycraft, Chad Hensler

Product Number: 9B02A022
Publication Date: 11/29/2002
Revision Date: 10/28/2009
Length: 11 pages

The marketing manager for a hockey team has been told by senior management that revenues for the next season must increase or the franchise will be sold. The previous year's high-budget advertising campaign did not bring in the single-ticket sales results he expected. A database of past ticket holders is available and the question arises how to use this database. Using pivot tables, and recency, frequency and monetary value analyses, he must determine how to increase the return on the marketing investment. An Excel spreadsheet, product 7B02A022, is also available.

Teaching Note: 8B02A22 (26 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Database Marketing; Sports Marketing; Analysis; Direct Marketing
Difficulty: 4 - Undergraduate/MBA



NOTE ON DATABASE MARKETING
Michael R. Pearce, Francis Yuen

Product Number: 9B02A030
Publication Date: 4/2/2003
Revision Date: 10/29/2009
Length: 20 pages

Data-driven marketing is not an entirely new concept or practice. With advances in information technology, many aspects of marketing operations have become informationalized. This note provides technical information about database marketing. The intent is to familiarize readers with database technologies, including data mining from a marketing perspective, databases, data warehouses, and decision support systems.

Issues: Data Mining; Database Marketing
Difficulty: 4 - Undergraduate/MBA



2001 CANADA SUMMER GAMES
Robert J. Fisher, Karen Bong

Product Number: 9B02A029
Publication Date: 2/6/2003
Length: 27 pages

The Canada Summer Games is a national, premier amateur sports event held biannually. The 2001 Summer Games in London, Ontario faced a challenge in generating revenue by selling spectator tickets to various events. Early sales did not meet expectations and the marketing strategy was revised halfway through the advertising campaign. The marketing manager must determine the impact revising the marketing campaign had on sales and prepare a report with recommendations that could be used by future host cities.

Teaching Note: 8B02A29 (9 pages)
Industry: Social Advocacy Organizations
Issues: Advertising Management; Sports; Advertising Strategy; Advertising Effectiveness
Difficulty: 4 - Undergraduate/MBA



NIKE INC.: DEVELOPING AN EFFECTIVE PUBLIC RELATIONS STRATEGY
Kathleen E. Slaughter, Donna Everatt

Product Number: 9A99C034
Publication Date: 5/29/2000
Revision Date: 1/14/2010
Length: 20 pages

It had been almost a decade since the first article surfaced in the media alleging that factories sub-contracted by Nike in China and Indonesia were forcing workers to work long hours for low pay, and for physically and verbally abusive managers. The article was the seed of a media campaign that created a public relations nightmare for the company. A financial crisis in Asia and intense competition in the domestic market contributed to a decline in Nike's revenue and market share after three years of record performance. Though no direct correlation could be proven between the consumer's negative perceptions of Nike and the company's decline in market share and stock, it certainly did not help in their efforts to establish themselves as the global leader in a hotly competitive industry. A linear overview of the adverse publicity that Nike received, and the perspectives of Nike senior management, demonstrates to students the importance and elements of the timely development of an effective media and consumer relations campaign.

Teaching Note: 8A99C34 (14 pages)
Industry: Manufacturing
Issues: China; Public Relations; Consumer Relations; Management Philosophy; Corporate Responsibility
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Personal Selling, Relationship Building & Sales Management

GLOBAL SOURCE HEALTHCARE: ALLOCATING SALES RESOURCES
Donald W. Barclay, Shamail Siddiqi

Product Number: 9B05A021
Publication Date: 9/1/2005
Revision Date: 9/24/2009
Length: 16 pages

The founder and chief executive officer of Global Source Healthcare was struggling with how to allocate sales resources among acquiring new accounts, penetrating existing accounts and up-selling existing accounts. Global Source Healthcare provided domestic and international staffing services to healthcare facilities. The company had been operational for a year and growth had been considerably slower than expected. What made this decision especially important was that the healthcare staffing market was experiencing a substantial downturn. Consolidation was occurring in the industry. Given the limited sales and financial resources of the company, this decision was critical to ensure the very survival of Global Source. Other issues that may be raised include understanding the sales strategy in the business and marketing strategy, motivating a sales force in a difficult, limited-resource environment, and understanding the trade-off between the length of the sales cycle and the size of the potential account.

Teaching Note: 8B05A21 (10 pages)
Industry: Health Care Services
Issues: Growth Strategy; Startups; Sales Strategy; Services
Difficulty: 4 - Undergraduate/MBA



CANDYM ENTERPRISES: FALLING SALES IN TERRITORY #61
June Cotte, Megan McCrae

Product Number: 9B04A014
Publication Date: 9/20/2004
Revision Date: 10/7/2009
Length: 9 pages

Candym Enterprises is a wholesaler specializing in producing, importing and exporting giftware, and selling these items through independent sales representatives. The president and founder has discovered that performance in one territory is falling. A major trade-show is approaching, and changes need to be made in the territory quickly. The president feels he has several options, including replacing an independent sales rep with a company sales rep, which would be a new strategy for the company. Learning objectives include understanding the pros and cons of salary-based relationship building, the importance of excellent customer relationship management, and recognizing that using distributors/independent sales reps has some risk.

Teaching Note: 8B04A14 (5 pages)
Industry: Wholesale Trade
Issues: Sales Organization; Sales Strategy; Compensation; Sales Management
Difficulty: 4 - Undergraduate/MBA



NOTE ON CUSTOMER RELATIONSHIP MANAGEMENT
Michael R. Pearce, Yvette Mahieu

Product Number: 9B02A001
Publication Date: 2/12/2002
Revision Date: 10/28/2009
Length: 23 pages

The concept of customer relationship management (CRM) and why it is important is examined in this note. It also examines the implementation process: corporate culture and strategy, software providers, technology and ways to measure the success of a CRM program. Many traditional bricks-and-mortar businesses are creating electronic commerce operations, therefore traditional CRM has expanded to include doing business on the Internet and this note looks at electronic customer relationship management (eCRM) as well. Also included are some examples of companies that have successfully implemented a CRM program, a list of CRM software vendors and examples of CRM software solutions.

Issues: Corporate Strategy; Relationship Management; Information Technology; Internet Software; Customer Relationship Management
Difficulty: 4 - Undergraduate/MBA



SALES TEAMS AT LEXMARK CANADA INC.
Donald W. Barclay, Karen Boehnke

Product Number: 9A98A027
Publication Date: 10/30/1998
Revision Date: 1/22/2010
Length: 14 pages

Lexmark Canada is the Canadian arm of Lexmark Inc., the global manufacturer of computer printers and related products. Lexmark Canada had reorganized its salesforce into teams of salespeople to manage regions of Canada. This was a fairly dramatic shift from an individual-based structure and compensation system. There was mixed reaction to the change with the Quebec team recently losing two of its three team members. The case addresses salesforce organization and deployment issues, and the factors that need to be considered in making these decisions. It also demonstrates the linkages between sales management decisions, since in this situation reward and recognition, recruitment and selection, and training all needed to be revisited. Finally, it highlights the current shift to team selling in many industries.

Teaching Note: 8A98A27 (7 pages)
Industry: Manufacturing
Issues: Industrial Marketing; Relationship Management; Sales Organization; Sales Management
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Distribution Strategy

GINO SA: DISTRIBUTION CHANNEL MANAGEMENT
Terry H. Deutscher, Alan (Wenchu) Yang

Product Number: 9B02A013
Publication Date: 4/25/2002
Revision Date: 10/28/2009
Length: 15 pages

Gino SA was a major European-based manufacturer of burner units that are sold in China through exclusive contracts with three distributors. As a result, the three Chinese distributors have significant bargaining power with Gino. A leading boiler manufacturer, who is currently purchasing through a distributor, has approached Gino to receive OEM treatment (a further discount by purchasing the burners direct from the manufacturer, in return for a commitment to purchase a percentage of their burners from Gino). In deciding whether or not to pursue the company's first direct OEM relationship, the marketing manager must consider the impact of his decision on the distributors, the competition and the company's corporate management.

Teaching Note: 8B02A13 (15 pages)
Industry: Manufacturing
Issues: China; Distribution; Emerging Markets; Marketing Channels; Market Strategy
Difficulty: 4 - Undergraduate/MBA



ROUGEMONT FRUIT NECTAR: DISTRIBUTING IN CHINA
Paul W. Beamish, Tom Gleave

Product Number: 9A99A016
Publication Date: 7/20/1999
Revision Date: 1/12/2010
Length: 14 pages

Gervais Lavoie, managing director of the Canadian-Chinese joint venture, Beijing Oasis High Nutrition Food Co., needs to decide what means of distribution is most appropriate for the company's newly-developed fruit nectars. The decision is complicated by the fact that different means of distribution have different implications for the ultimate pricing and promotion of the products.

Teaching Note: 8A99A16 (14 pages)
Industry: Manufacturing
Issues: China; Distribution; Pricing; Promotion Policy; Market Segmentation
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Pricing Strategy

HAYWARD & GUZMAN: DISPOSABLE CONTACT LENSES
Niraj Dawar, Eric Dolansky

Product Number: 9B03A020
Publication Date: 6/26/2003
Revision Date: 10/15/2009
Length: 4 pages

Hayward & Guzman researches and develops contact lens products and has recently developed a new disposable contact lens. Two segments with different price sensitivity have been identified. In order to reach these segments, the products will need to be packaged and sold differently. A marketing representative for Hayward & Guzman must develop a marketing mix for the two segments and determine pricing for each product.

Teaching Note: 8B03A20 (5 pages)
Industry: Manufacturing
Issues: Market Segmentation; Ethical Issues; Pricing; Marketing Mix
Difficulty: 5 - MBA/Postgraduate



PROVINCIAL FURNITURE LTD.
Adrian B. Ryans, David G. Burgoyne

Product Number: 9B00A017
Publication Date: 7/6/2000
Revision Date: 1/6/2010
Length: 7 pages

The office managing partner of a major international accounting/professional services firm must decide what price to bid for an audit of Provincial Furniture. In order to do this, he must analyze the short and long term benefits of taking on this account and weigh them against the firm's desire to capture new business and its profit goals.

Teaching Note: 8B00A17 (9 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Bidding; Professional Firms; Pricing; Competition
Difficulty: 4 - Undergraduate/MBA



ADVANCED BOOK EXCHANGE, INC.: PRICING AS AN INFOMEDIATOR
Rebecca A. Grant

Product Number: 9B00A001
Publication Date: 2/16/2000
Revision Date: 1/5/2010
Length: 18 pages

One of the business partners of Advanced Book Exchange, Inc. was reviewing the company's revenue projections. He knew that the company left money on the table every time it dealt with a bookseller - the prices just didn't reflect the value his database service provided. He had little doubt the fees could be raised. He just wondered how much, and how fast. He and his three partners were still debating how many different categories they should have and what the fees should be in each category. Were there better options they hadn't considered? Every day they delayed the decision represented lost revenue, so he was anxious to resolve the issue and move on. This case can be used with Advanced Book Exchange, Inc.: The Barnesandnoble.com Partnership (9B00E001).

Teaching Note: 8B00E01 (5 pages)
Industry: Retail Trade
Issues: Pricing Strategy; Virtual Business; Internet; Small Business
Difficulty: 4 - Undergraduate/MBA



LIFTRIGHT LIMITED
Kenneth G. Hardy, Mark B. Vandenbosch

Product Number: 9A99A019
Publication Date: 8/31/1999
Revision Date: 1/12/2010
Length: 2 pages

The president of LiftRight, a gardening tools manufacturer in Australia, is facing a difficult competitive pricing situation. A competing manufacturer has reduced factory prices three times in one year, lowering the price almost below LiftRight's total production cost. The president must decide whether to match the new prices.

Industry: Manufacturing
Issues: Pricing Strategy; Pricing; Competition
Difficulty: 5 - MBA/Postgraduate



MARKETING NUMBERS: SHORT PROBLEMS
Michael R. Pearce, Liz Gray

Product Number: 9A99A028
Publication Date: 5/2/2000
Length: 6 pages

This series of 14 exercises is intended to provide practice in the typical arithmetic challenges faced by marketers. Each exercise focuses on different calculations, including margin calculations, contribution analysis, profit analysis, price calculations and break-even calculations.

Teaching Note: 8A99A28 (13 pages)
Industry: Manufacturing
Issues: Commodity Pricing; Pricing; Pricing Strategy; Cost Accounting
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
The Marketing of Services

JILL'S TABLE: SET TO SERVE
Kyle Murray, Ken Mark

Product Number: 9B06A001
Publication Date: 2/6/2006
Revision Date: 9/8/2009
Length: 11 pages

The founder and owner of Jill's Table, a specialty food and housewares store is thinking about the challenges ahead of her. As a small business operating in the same arena as the mass merchandising chains, she has to decide how to position her service offerings so as to survive and even thrive in a highly competitive environment. As a Retailer of the Year award winner (2004 Canadian Gift and Tableware Association, Housewares and Gourmet Division), she knows that her challenges go beyond competition and touch on areas such as customer service, associate training, buying and finance.

Teaching Note: 8B06A01 (9 pages)
Industry: Retail Trade
Issues: Marketing Management; Leadership; Small Business; Services
Difficulty: 4 - Undergraduate/MBA



INVESTMENT FUNDS INSTITUTE OF CANADA
Robert J. Fisher, Christina A. Cavanagh, Stephen R. Foerster, Ramasastry Chandrasekhar

Product Number: 9B04A008
Publication Date: 11/23/2004
Revision Date: 10/7/2009
Length: 16 pages

The vice-president of regulation at the Investment Funds Institute of Canada is reviewing the monthly statistics. It shows the continuance of three trends, prevalent during the last 12 months in the Canadian mutual funds industry. Net sales of mutual funds were declining, fund redemptions were rising and the rate of growth in mutual fund assets had been marginal. The vice-president must determine how the Investment Funds Institute, as the industry trade association for mutual funds, can influence these trends. He must decide on the message, who he should target with the message and the media through which he should reach his target audience, and present his plan at the next executive committee meeting.

Teaching Note: 8B04A08 (5 pages)
Industry: Social Advocacy Organizations
Issues: Services; Marketing Management; Market Segmentation; Investment Funds
Difficulty: 4 - Undergraduate/MBA



MICROSOFT ASIA: LAUNCHING SIMPLIFIED CHINESE WINDOWS 95 IN THE PEOPLE'S REPUBLIC OF CHINA
John S. Hulland, Mark B. Vandenbosch, David Ager

Product Number: 9A99A025
Publication Date: 11/30/1999
Revision Date: 1/13/2010
Length: 21 pages

Microsoft's vice president of the Far East had recently announced that China was a strategic market for Microsoft. The objective of the recently appointed director of the End User Customer Unit for China and Hong Kong was to establish Chinese Windows 95, slated for release in March 1996, as the new standard for operating systems in China. With the launch date only four months away, she realized that she needed to initiate a sales and marketing campaign immediately. Her first step would be to develop a marketing plan which would ensure the rapid adoption of Chinese Windows 95, and which would create a permanent distribution channel for future Microsoft applications software products.

Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Marketing Planning; Market Entry; Global Product; International Marketing
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Global Marketing

STELLA ARTOIS IN THE U.K.
Paul W. Beamish, Anthony Goerzen

Product Number: 9B01A017
Publication Date: 12/6/2001
Revision Date: 12/4/2009
Length: 15 pages

Stella Artois, Interbrew company's flagship brand of beer, has experienced phenomenal success on the international market. The United Kingdom market has played a critical role in that success, and Interbrew needs to assess the reasons for this. Interbrew's managing director and its chief marketing officer are meeting to have a discussion about how to proceed in developing the Stella Artois brand. First, they need to understand what part of the company's success was due to expert marketing practices and what part might possibly be due to being in the right place at the right time. As well, they want to assess what possible steps might be taken to spread these practices across the corporation for use in the company's global marketing strategy.

Teaching Note: 8B01A17 (8 pages)
Industry: Manufacturing
Issues: Brand Management; European Market; Product Strategy; Consumer Marketing
Difficulty: 4 - Undergraduate/MBA



GLOBAL BRANDING OF STELLA ARTOIS
Paul W. Beamish, Anthony Goerzen

Product Number: 9B00A019
Publication Date: 10/19/2000
Revision Date: 5/23/2017
Length: 19 pages

Interbrew had developed into the world's fourth largest brewer by acquiring and managing a large portfolio of national and regional beer brands in markets around the world. Recently, senior management had decided to develop one of their premium beers, Stella Artois, as a global brand. The early stages of Interbrew's global branding strategy and tactics are examined, enabling students to consider these concepts in the context of a fragmented but consolidating industry. It is suitable for use in courses in consumer marketing, international marketing and international business.

Teaching Note: 8B00A19 (10 pages)
Industry: Manufacturing
Issues: Global Product; International Business; International Marketing; Brands
Difficulty: 4 - Undergraduate/MBA



BEN & JERRY'S - JAPAN
James M. Hagen

Product Number: 9A99A037
Publication Date: 4/13/2000
Revision Date: 5/23/2017
Length: 17 pages

The CEO of Ben & Jerry's Homemade, Inc. needed to give sales and profits a serious boost; despite the company's excellent brand equity, it was losing market share and struggling to make a profit. The company's product was on store shelves in all U.S. states, but efforts to enter foreign markets had only been haphazard with non-U.S. sales accounting for just three per cent of total sales. The CEO needed to focus serious attention on entering the world's second largest ice cream market, Japan. An objective of Ben & Jerry's was to use the excess manufacturing capacity it had in the U.S., and it found that exporting ice cream from Vermont to Japan was feasible from a logistics and cost perspective. The company identified two leading partnering options. One was to give a Japanese convenience store chain exclusive rights to the product for a limited time. The other was to give long-term rights for all sales of the product in Japan to a Japanese-American who would build the brand. For the company to enter Japan in time for the upcoming summer season, it would have to be through one of these two partnering arrangements.

Teaching Note: 8A99A37 (6 pages)
Industry: Manufacturing
Issues: Strategic Alliances; Market Entry; International Marketing; Corporate Strategy
Difficulty: 4 - Undergraduate/MBA