Ivey Publishing

Entertainment Marketing & Communication: Selling, Branded Performance, People, and Places

Sayre, S. (United States, Pearson, 2008)
Prepared By Fabrizio Di Muro, Ph.D. Candidate (Marketing)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
And Leisure Begot Entertainment

CARIBBEAN INTERNET CAFE
Murray J. Bryant, Michelle Theobalds

Product Number: 9A98B002
Publication Date: 3/19/1998
Revision Date: 9/9/2009
Length: 5 pages

An entrepreneur is hoping to open Caribbean Internet Cafe in Kingston, Jamaica. He has gathered data on all the relevant costs: equipment, rent, labor, etc. He has also found a partner in the local telephone company, Jamaica Telecommunications Limited (JTL). JTL has provided equity and a long-term loan at favourable interest rates. He is now faced with the task of analyzing fixed, variable and start-up costs, contribution margin, and the concept of break-even to guide his decision.

Teaching Note: 8A98B02 (7 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Costs; Contribution Analysis; Break-Even Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 1:
Our Merged, Merged World

ASIASPORTS: HOCKEY NIGHT IN HONG KONG
Andrew Karl Delios

Product Number: 9A99M014
Publication Date: 7/20/1999
Revision Date: 1/18/2010
Length: 16 pages

Tom Barnes, executive director of Asiasports Ltd., was evaluating several options for growth for the sports management company. Asiasports principal sports properties were the South China Ice Hockey League and the World Ice Hockey 5's tournament, both based in Hong Kong. Among the alternatives available: Barnes could develop hockey in other countries in Southeast Asia; he could acquire new sports properties; or he could expand into in-line hockey promotion in Hong Kong.

Teaching Note: 8A99M14 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Strategic Planning; Sports; International Business
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Characterizing Our Experience Culture

HONG KONG DISNEYLAND
Michael N. Young, Dong Liu

Product Number: 9B07M013
Publication Date: 10/4/2007
Revision Date: 5/23/2017
Length: 16 pages

Disney began internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney attempted to replicate this success in France, which is the largest consumer of Disney products outside of the United States. In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney's efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the particular problems that were encountered during the first year of operations. The stage is set for students to discuss whether Disney's strategic assets have a good semantic fit with Chinese culture.

Teaching Note: 8B07M13 (5 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Industry Positioning; Cross Cultural Management; International Expansion; Competitive Dynamics
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Venue Economics and Servicescapes

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


Chapter 5:
Audiences, Culture and Subculture
Chapter 6:
Segmenting Entertainment Audiences

GUEST-TEK INTERACTIVE ENTERTAINMENT: INTERNATIONAL SALES
Laurie Milton, Nigel Goodwin

Product Number: 9B06M067
Publication Date: 7/27/2006
Revision Date: 9/21/2009
Length: 17 pages

The chief executive officer of Calgary-based Guest-Tek Interactive Entertainment Ltd., a leading provider of high-speed Internet access to the hotel industry, must consider whether and how his company should grow its business overseas. Ninety-seven per cent of Guest-Tek's fiscal year 2003 revenue was derived from North American hotels - a market he knew would eventually become saturated. Guest-Tek had listed publicly in January 2004. Both internal and external investors now demanded results. Other geographic markets held the promise of new growth and competitors were already pursuing those opportunities.

Teaching Note: 8B06M67 (9 pages)
Industry: Information, Media & Telecommunications
Issues: International Marketing; Industry Globalization; Telecommunication Technology; Decision Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Researching and Measuring Entertainment Audiences

SNOW MOUNTAIN
Michael R. Pearce

Product Number: 9A97A009
Publication Date: 10/24/1997
Revision Date: 2/2/2010
Length: 1 pages

Snow Mountain, a highly-rated North American ski resort, has been enjoying tremendous success, but faces fierce competition. Management wants to learn more about individual customer needs to maximize their loyalty and provide a higher level of customer service. Management has to decide what information to collect, how and where to collect it, and how to utilize this information to obtain the company's objectives.

Industry: Arts, Entertainment, Sports and Recreation
Issues: Consumer Marketing; Consumer Relations; Marketing Planning
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Entertainment Marketing Mix, Branding and Communication

STREETBALL 3-ON-3 BASKETBALL
Michael R. Pearce, Neil Chapman

Product Number: 9A95A010
Publication Date: 10/30/1995
Revision Date: 2/11/2010
Length: 16 pages

In January of 1995, Mr. John Wintermeyer was considering how best to expand the national tour of Streetball 3-on-3 Basketball. He planned to expand the current tour from nine cities in 1994 to 20 cities in 1997. While logistics, scheduling and staffing were also an issue, Mr. Wintermeyer was most concerned with financing this intended plan. He required sponsorship which would support the company through to the 1997 summer tour. Such an expansion would also entail increased numbers of participating players, and increased marketing and promotion costs to attract new players in the new cities.

Industry: Arts, Entertainment, Sports and Recreation
Issues: Funding; Marketing Communication; Sports; Marketing Planning
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Integrated and Convergent Promotional Communications

LIVING ARTS CENTRE OF MISSISSAUGA: CONDENSED VERSION
Michael R. Pearce

Product Number: 9B02A027
Publication Date: 2/6/2003
Revision Date: 10/29/2009
Length: 21 pages

The marketing director of a major multicultural arts and entertainment complex is reviewing many different market studies. His challenge lies in how to distinguish the centre's services from other discretionary purchases. He must resolve positioning, programming, communications, and fundraising issues prior to the upcoming launch. (A higher price applies to this case due to colour exhibits.)

Teaching Note: 8A96A01 (4 pages)
Industry: Arts, Entertainment, Sports and Recreation
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Campaign Planning

NATIONAL HOCKEY LEAGUE COLLECTIVE BARGAINING AGREEMENT
Michael Sider, Jeremy Yip, Phil Ward, Steve Dempsey

Product Number: 9B05C001
Publication Date: 2/21/2005
Revision Date: 5/27/2011
Length: 7 pages

The National Hockey League's collective bargaining agreement was due to expire on September 15, 2004. As executive director of the National Hockey League Players' Association, it is Bob Goodenow's responsibility to negotiate a new agreement in the players' best interests. The NHL has demanded that a salary cap be imposed in the next collective bargaining agreement and has threatened a lockout by owners if the players' association does not agree. The NHL has implemented a successful communications strategy and gained public support. Goodenow must decide how to proceed in order to gain a favorable position going into the negotiations and retain the loyalty of the fans on which the sport depends.

Teaching Note: 8B05C01 (4 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Sports; Negotiation; Communications
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Live Performance and Events

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


Chapter 12:
Destinations and Tourist Services

FAIRMONT CHATEAU LAKE LOUISE
Robin Ritchie, Paul Artiuch

Product Number: 9B03A032
Publication Date: 11/28/2003
Revision Date: 10/15/2009
Length: 20 pages

An historic hotel faces the twin challenges of seasonal demand and a decline in its most important market. The hotel's general manager is considering several expansion/renovation proposals to address these problems, each of which implies a different strategic focus. The decision is complicated by the fact that the hotel is located in world-renowned Banff National Park, an environmentally sensitive area administered by the Canadian government. Growing public concern over development in national parks implies that an overly ambitious expansion plan is likely to be rejected, yet this may be the hotel's last chance to add significant capacity for the long-term. The case demonstrates the role of social and political forces in business decisions, while underscoring the interdependency of target market, positioning and marketing mix decisions.

Teaching Note: 8B03A32 (14 pages)
Industry: Accommodation & Food Services
Issues: Market Analysis; Marketing Management; Sustainable Development; Tourism
Difficulty: 4 - Undergraduate/MBA



EURO-AIR (A)
Paul W. Beamish

Product Number: 9A99M015
Publication Date: 6/24/1999
Revision Date: 1/18/2010
Length: 7 pages

A North America-based representative of a major European airline has just received a letter from an unhappy customer detailing a very large number of service problems. A quick check had revealed that this premium-paying customer's complaints were all valid. A meeting is planned with the customer. Before this, the airline representative must decide (A) what to say in response, and (B) what, if any, compensation should be offered. Internally, there was a need (C) to resolve what their organization should learn from this experience, both from a subsidiary and parent company perspective, and the implications on their participation in the Crown Alliance. This case raises many important questions regarding service recovery, communications, and non-equity alliances.

Teaching Note: 8A99M15 (11 pages)
Industry: Transportation and Warehousing
Issues: Alliances; Service Quality; Compensation; Communications
Difficulty: 4 - Undergraduate/MBA



EURO-AIR (B): TRAVEL TO HONG KONG
Paul W. Beamish

Product Number: 9A99M044
Publication Date: 12/17/1999
Revision Date: 1/18/2010
Length: 2 pages

This supplement to the Euro-Air (A) case, 9A99M015, serves to contrast what competitor airlines do with respect to service recovery and communication. The larger issue relates to our ability to use these two short cases to explore the nature and limitations of certain non-equity international alliances.

Teaching Note: 8A99M15 (11 pages)
Industry: Transportation and Warehousing
Issues: Alliances; Service Quality; Communications; Compensation
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Attractions and Themed Spaces

PLACE YOUR "BET" ON INTERNET GAMING
Michael R. Pearce, Kevin Dennis

Product Number: 9B02A024
Publication Date: 11/29/2002
Revision Date: 10/28/2009
Length: 14 pages

Casino gaming companies such as MGM Mirage, Harrah's and Park Place Entertainment, in addition to their traditional land-based casino properties, must consider the potential impact of Internet gambling on their existing operations. It appears that several Internet gaming companies have been quite successful and that the global market potential could be significant. Each of the United States gaming companies has taken very conservative approaches to Internet gaming in an effort to maintain their long-standing relationships with their respective state gaming authority. However, non-traditional casino companies have developed off-shore Internet gaming operations to circumvent traditional land-based gaming regulations. Going forward, traditional gaming companies will need to consider the possible legalization of Internet gaming on a large scale and how they would respond.

Teaching Note: 8B02A24 (19 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Gambling; E-Business; Internet Marketing; Retailing
Difficulty: 4 - Undergraduate/MBA



SAMSUNG AND THE THEME PARK INDUSTRY IN KOREA
Paul W. Beamish, Charles Dhanaraj, Young Soo Kim

Product Number: 9A96M006
Publication Date: 11/1/1996
Revision Date: 11/22/2002
Length: 20 pages

The management of the Samsung Group has to decide whether to enter the Korean theme park industry. The case focuses on three main issues in the context of the entry decision:
  • The underlying forces that shape industry structure, competitive interaction, and profits.
  • The impact of globalization on industry structure.
  • The relationship between a firm’s resources and its strategy.
Porter’s Five Forces model is used to analyze the impact of the competitive forces on profitability. A 15-minute video, product # 7A96M006, can be purchased for this case.


Teaching Note: 8A96M06 (19 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Strategy and Resources; Industry Globalization; Industry Analysis; Diversification
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Mediated Entertainment

THE 2006 WORLD CUP: MOBILE MARKETING AT ADIDAS (A)
Andy Rohm, Fareena Sultan, David T.A. Wesley

Product Number: 9B07A016
Publication Date: 10/4/2007
Revision Date: 2/26/2010
Length: 14 pages

The manager of Mobile Media for adidas International is debating what to do, given the sparse amount of traffic to date at the adidas FIFA World Cup mobile portal. By February, there had been only 3,000 visits to the mobile site, compared to the one million visits predicted earlier based on the previous success of a Lucas Films Star Wars mobile campaign. Given that the World Cup is a global event viewed by millions of people in person and more than one billion TV viewers worldwide, it represents a global stage for adidas to promote its brand and communicate its continued involvement and leadership in the sport of football. The manager of Mobile Media is worried that the brand's mobile efforts for this major event could fail miserably.

Teaching Note: 8B07A16 (7 pages)
Industry: Manufacturing
Issues: China; International Marketing; Telecommunication Technology; Marketing Communication; Marketing Channels; Northeastern
Difficulty: 4 - Undergraduate/MBA



THE 2006 WORLD CUP: MOBILE MARKETING AT ADIDAS (B)
Andy Rohm, Fareena Sultan, David T.A. Wesley

Product Number: 9B07A017
Publication Date: 10/4/2007
Revision Date: 2/26/2010
Length: 3 pages

The manager of Mobile Media for adidas International is debating what to do, given the sparse amount of traffic to date at the adidas FIFA World Cup mobile portal. The (B) case describes the results of a new effort to use a popular portal to advertise the adidas World Cup mobile site. The case can be used to discuss the impact of using different media channels to deliver marketing communications.

Teaching Note: 8B07A16 (7 pages)
Industry: Manufacturing
Issues: China; Northeastern
Difficulty: 4 - Undergraduate/MBA


Chapter 15:
Stars and Celebrities

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