Ivey Publishing

A Framework For Marketing Management

Kotler, P., & Keller, K.,5/e (Canada, Prentice Education, 2012)
Prepared By Melissa Leithwood, PhD Student
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Defining Marketing for the 21st Century

CANADIAN BLOOD SERVICES
Ron Mulholland

Product Number: 9B11A046
Publication Date: 11/25/2011
Length: 13 pages

The marketing manager for Canadian Blood Services (CBS) is concerned about a growing demand for blood — two per cent per year — driven by a number of factors, including the decrease of wait times in local hospitals, new operating procedures, and increased use or requirements of an aging population. Peak demand seasons coincide with low supply seasons, such as summer and winter holidays. Two issues require attention: the first involves increasing the absolute number of donors, currently in the 400,000 range. Indications are that the percentage of Canadians who donate blood (four per cent) is lower than other countries such as Sweden (five per cent). The second need is to retain more donors and increase the number of donations per donor each year. The CBS still faces issues stemming from the tainted blood scandal of the 1980s and the subsequent Krever inquiry. It is working to rebuild the trust of the public. The crux of the issue is understanding consumer behaviour toward blood donation. The manager needs to understand the consumer decision process, examine segments, determine a target segment, and develop communications to increase both the absolute number of donors and the repeat donations of identified donors.

Teaching Note: 8B11A046 (15 pages)
Industry: Health Care Services
Issues: Consumer Behaviour; Marketing Strategy; Marketing Communication; Blood Donations; Health Care; Canada
Difficulty: 4 - Undergraduate/MBA



DECATHLON CHINA: USING SOCIAL MEDIA TO PENETRATE THE INTERNET MARKET
Nicole R.D. Haggerty, Raymond Pirouz, Grace Geng

Product Number: 9B11A043
Publication Date: 11/16/2011
Length: 14 pages

After successfully establishing more than 33 retail stores in large cities across China, Decathlon, a large French sporting goods manufacturer and retailer, planned to open its official online shopping website in China. The marketing department head of Decathlon China had experimented with several new social media platforms in China in order to increase the brand awareness among online shoppers. At the upcoming executive meeting, the marketing department head wanted to persuade the chief executive officer to dedicate more resources to social media to both increase online sales in the short term and market share in the long term.

Teaching Note: 8B11A043 (6 pages)
Industry: Information, Media & Telecommunications
Issues: Social Media Strategy; Retail Marketing Strategy; Emerging Technology; France; China
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Developing Marketing Strategies and Plans

STRATEGIC PLANNING AT APPLE INC.
Kyle Murray, Miranda R. Goode, Fabrizio Di Muro

Product Number: 9B09A026
Publication Date: 1/11/2010
Length: 12 pages

Apple Inc. is one of the world's most successful and most recognizable companies. Over its 30 year existence, the company had seen a lot of changes in the computer industry. What would the future hold for the computer giant in a rapidly changing world? How should the company allocate resources between its more traditional offerings (computers) and its newer products (iPods, iPhones, Apple TV, etc.) in order to maintain and improve its market position. Also, how should Apple's unique retail strategy be used to support the company's product decisions, and by capitalizing on new and emerging trends thus further maintaining its competitive advantage.

Teaching Note: 8B09A26 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Competitive Advantage; Strategic Planning; Retailing; New Products
Difficulty: 4 - Undergraduate/MBA



A CRACK IN THE MUG: CAN STARBUCKS MEND IT?
Michael Herriman, Motohiro Wanikawa, Ryoko Ichinose, Shobhana Darak, Yumana Chaivan

Product Number: 9B08A016
Publication Date: 11/28/2008
Revision Date: 5/4/2017
Length: 15 pages

After 20 years of rapid expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits. Its share price was hovering around $19 to $20. By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent, and in January 2008, it announced the closing of 100 U.S. stores. In July, the number was increased to 600. The case was written to encourage classroom discussion and research into the company policy and marketing practices in order to discover the means for a possible turnaround of the company.

Teaching Note: 8B08A16 (22 pages)
Industry: Accommodation & Food Services
Issues: Operations Management; Expansion; Management Decisions; Licensing; Market Strategy
Difficulty: 4 - Undergraduate/MBA



RUTH'S CHRIS: THE HIGH STAKES OF INTERNATIONAL EXPANSION
Ilan Alon, Allen H. Kupetz

Product Number: 9B06A034
Publication Date: 1/9/2007
Revision Date: 5/18/2017
Length: 8 pages

In 2006, Ruth's Chris Steak House was fresh off of a sizzling initial public offering and was now interested in growing their business internationally. With restaurants in just four countries outside the United States, a model to identify and rank new international markets was needed. This case provides a practical example for students to take quantitative and non-quantitative variables to create a short list of potential new markets.

Teaching Note: 8B06A34 (6 pages)
Industry: Accommodation & Food Services
Issues: Market Strategy; International Business; International Strategy; Market Entry
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Collecting Information and Forecasting Demand

CAMPBELL SOUP: GAINING CUSTOMER INSIGHTS THROUGH MARKETING RESEARCH
Dante Pirouz, Ramasastry Chandrasekhar

Product Number: 9B11A029
Publication Date: 10/11/2011
Revision Date: 8/15/2016
Length: 14 pages

In early 2008, Campbell Soup Company, a global food and beverage enterprise, is experimenting with a new way of understanding the mindset of its consumers. This has been prompted by the stagnation in sales of its soup products in the United States, its home market, where the soups category has matured. For decades, the company’s focus in marketing research has been on tracking how the end users, having bought its soup products at stores, consume them at home. But now, it is keen on tracking the shoppers while they are searching the retail aisles. The company is planning to deploy the techniques of consumer neuroscience, a relatively new discipline, for this purpose.

Teaching Note: 8B11A029 (9 pages)
Issues: Consumer Neuroscience; Packaged Goods Marketing; Consumer Insights; Merchandising and Retailing; United States
Difficulty: 4 - Undergraduate/MBA



HIMALAYA HERBAL TOOTHPASTE: CATEGORY AND BRAND INVOLVEMENT IN AN EMERGING MARKET
S. Ramesh Kumar, Nitya Guruvayurappan

Product Number: 9B11A032
Publication Date: 10/25/2011
Revision Date: 1/30/2012
Length: 16 pages

Ramesh Kumar was curious to determine whether consumers were loyal to toothpaste brands. Himalaya Herbal Toothpaste had herbal offerings in the retail and prescription segments, affording him the opportunity to conduct research. Were consumers loyal to a particular brand of toothpaste? Did they remember the functional brand benefits? Were consumers buying brands due to the social benefits reflected in ads? Did consumers continue to buy particular brands without switching? Were consumers interested in herbal toothpastes? How should Himalaya be perceived by consumers? This series of issues presented an opportunity to conceptualize consumer behaviour in the Indian context.

The concept of product involvement differentiates consumer segments based on the degrees of personal interest expressed by consumers with regard to products and services. High-involvement categories require consumers to be involved in extensive buying behaviour that leads to one or more of the following: risk reduction, enhancement of self-image, and gratification in having achieved an optimal choice after examining the alternatives. Low-involvement categories are those that are bought in a routine manner by consumers, with a lower degree of personal interest. Marketers always face competitive challenges in enhancing the degree of involvement even in low-involvement categories through appropriate branding initiatives, including in the toothpaste category.


Teaching Note: 8B11A032 (11 pages)
Industry: Health Care Services, Retail Trade
Issues: Consumer Behaviour; Emerging Markets; Consumer Analysis; Consumer Research; Dental; India; IIM-Bangalore/Ivey
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Creating Long-term Loyalty Relationships

CINEPLEX ENTERTAINMENT: THE LOYALTY PROGRAM
Kenneth G. Hardy, Renee Zatzman

Product Number: 9B08A008
Publication Date: 4/1/2008
Revision Date: 5/15/2009
Length: 17 pages

In 2007, the marketing director for Cineplex Entertainment is trying to decide whether or not to proceed with a loyalty program that would provide incentives for customers to see more movies and events, and spend more on concessions. An important by-product would be the collection of detailed customer buying data. She has crafted four possible combinations of rewards and received proposals from three suppliers with experience in managing customer data banks. She must decide the structure and richness of the program, the supplier, the likely response rate to determine financial feasibility, and whether to launch regionally or nationally.

Teaching Note: 8B08A08 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: New Product Launch; Customer Relationship Management; Loyalty Programs
Difficulty: 4 - Undergraduate/MBA



PERSONAL SHOPPERS AT SEARS: THE ELF INITIATIVE
Kyle Murray, Ramasastry Chandrasekhar

Product Number: 9B07A019
Publication Date: 1/31/2008
Length: 14 pages

The senior vice-president of Corporate Store Sales, Sears Canada, was reviewing a new retailing initiative scheduled to launch within a month in all full-line Sears department stores across Canada. For the holiday season, Sears would offer the services of an elf, the equivalent of a personal shopper, to its customers. Although personal shoppers were common in upscale department stores, especially in the United States, this concept had not been tried in Sears stores. Taylor wondered how customers would respond to this novel concept in Canadian retailing.

Teaching Note: 8B07A19 (5 pages)
Industry: Retail Trade
Issues: Competitive Advantage; Customer Satisfaction; Customer Loyalty; Customer Service
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Analyzing Consumer Markets

PRINCESSA BEAUTY PRODUCTS
Christopher A. Ross

Product Number: 9B10A018
Publication Date: 10/20/2010
Length: 14 pages

Canada is becoming increasingly multi-ethnic and many members of these groups start small retail businesses. This case is an example of one such situation. Princessa sold beauty products to the English speaking black community in Montreal. In 2005 and 2006, sales were flat and, in 2007, sales fell by about 16 per cent. The owner was concerned and wondered what action, if any, he should take. While the issues were clearly marketing oriented, recommendations and their implementation were constrained by limited human and financial resources.

Demographic information and maps for Montreal are provided. The case is designed to familiarize students with issues related to marketing to ethnic groups, dealing with secondary data, defining a retail market and developing a strategic plan for a small business operating under severe resource constrictions.


Teaching Note: 8B10A18 (11 pages)
Industry: Retail Trade
Issues: Market Analysis; Marketing Planning; Marketing Defense Strategies; Retail Marketing; Small Business
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


Chapter 6:
Analyzing Business Markets

FIRST CLASS TRADING CORPORATION
Christopher A. Ross

Product Number: 9B11A037
Publication Date: 10/13/2011
Length: 13 pages

First Class Trading Corporation, a Montreal-based company, had two partners: Jeff Morahan, the founder of the company, and David Sciacca. After evaluating the school supplies industry, Morahan had identified an opportunity to market a fully stocked school bag to schools and parents. The bag was filled with various items that a child needed as determined by a given teacher’s requirements. The strategy of the company was to target elementary and secondary private schools in the greater Montreal area, with elementary schools as the initial target. To date, the partners had generated a disappointing level of sales through cold calls and sales visits to schools. They had drawn up a strategic plan with objectives, positioning, and a marketing mix and were now wondering if they were on the right track. Had they missed something? Should they seek additional advice? Should they move ahead? The situation was complicated because of the stakeholders (school directors, teachers, parents, and students) involved in the marketing process.

Teaching Note: 8B11A037 (10 pages)
Industry: Educational Services
Issues: Breakeven Analysis; Customer Analysis; Market Analysis; Small Business; B2B Marketing; Schools; Education; Quebec, Canada
Difficulty: 4 - Undergraduate/MBA



ZHONGDA OPTICAL CABLE ENGINEERING
Terry H. Deutscher, Alan (Wenchu) Yang

Product Number: 9B03A008
Publication Date: 6/26/2003
Revision Date: 10/15/2009
Length: 16 pages

Zhongda Optical Cable Engineering Company is a small company that provides optical cable engineering services to contractors who are installing intranet applications in a province in China. As an early entrant in the market and a high quality service provider, the company had been able to charge premium prices, however, the market has changed. There are now many competitors who provide similar services. Furthermore, contractors - and sometimes end-users - were learning how to do Zhongda's major task, optical cable welding, for themselves. Zhongda has three options: aggressively target end-user accounts; retreat from cable engineering services and focus on distributing cable components or start manufacturing optical cable welding machines. None of these is a perfect match for Zhongda's capabilities, but the prospects for continued prosperity in its current role are bleak.

Teaching Note: 8B03A08 (13 pages)
Industry: Information, Media & Telecommunications
Issues: China; Marketing Channels; Market Strategy; Marketing Management; Industrial Marketing
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Identifying Market Segments and Targets

WWW.DHONUK.COM - MARKETING ART IN AN EMERGING MARKET
S. Ramesh Kumar, Shamit Bagchi

Product Number: 9B11A019
Publication Date: 6/8/2011
Length: 18 pages

Shamit Bagchi, owner of the online art company Dhonuk, recognized that art was a niche market in India. He wanted to utilize psychographics in order to better understand art buyers and properly position his company, so he undertook a survey of art consumers’ behaviour. He believed that through selecting the appropriate demographic segments, analyzing his competition, and using the behavioural insights of the survey, he could create the proper platform for his art company.

Teaching Note: 8B11A019 (12 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Segmentation; Consumer Behaviour; Lifestyle Analysis; Market Strategy; Positioning; Art Market; India
Difficulty: 5 - MBA/Postgraduate



SHINY PROVISION STORE: RETAILING CHALLENGES IN THE INDIAN CONTEXT
S. Ramesh Kumar, Radhika Vishvas

Product Number: 9B10A017
Publication Date: 10/5/2010
Revision Date: 10/13/2010
Length: 13 pages

India has millions of kirana (small stores) but modern retail outlets are emerging. The case illustrates the challenges confronting the shop owner of Shiny Provision Store, a kirana in the suburbs of Bangalore, India. A customer, who is a market researcher, decides to explore how a small retailer in the food and groceries business can survive in an environment that is getting increasingly sophisticated in terms of professional techniques being applied to modern retailing. Data on retail images of small shops and modern outlets as well as lifestyle information on consumers is presented.

Teaching Note: 8B10A17 (9 pages)
Industry: Retail Trade
Issues: Retailing; Small Business; Target Segment; Market Strategy; Market Segmentation; Competitive Strategy; Image Management; IIM-Bangalore/Ivey
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Creating Brand Equity

POP SHOPPE (A)
Matthew Thomson, Kendra Hart

Product Number: 9B11A024
Publication Date: 7/26/2011
Length: 11 pages

The Pop Shoppe was once a leading player in the Canadian soft drinks market, but changing market conditions and corporate mismanagement drove the company into bankruptcy in the early 1980s. In 2003, an entrepreneur purchased the rights to the brand, and was considering reintroducing it in the market. The entrepreneur suspected that many Canadians would be as fond of the Pop Shoppe as he was. However, he had little experience in the beverage industry and consumer habits had changed in the many years since the brand died. Looking at the market, the entrepreneur wondered if there was an attractive space for Pop Shoppe. His instincts told him that older consumers would embrace the reintroduction of the old brand, but it was difficult to know if they were a sustainable market segment. Would older consumers be able to turn their children onto the brand? With little experience and limited funds, he knew that if he proceeded with the idea, he could not afford to make many mistakes. If he chose to reintroduce the Pop Shoppe, he questioned how true he should stay to the original concept. Could a new Pop Shoppe compete in the current market? Despite the entrepreneur’s love for the old brand, he wondered how he could raise enough consumer and retailer interest to make the brand succeed.

Teaching Note: 8B11A024 (8 pages)
Industry: Manufacturing
Issues: Brand Management; Market Entry; Brand Positioning; Soft Drinks; Canada
Difficulty: 4 - Undergraduate/MBA



BRAND EQUITY
Chris A. Higgins, Jodie Whelan

Product Number: 9B10E023
Publication Date: 2/1/2011
Length: 3 pages

A market research company has collected a large dataset on brand equity for the fast food and travel sectors. It has come up with a way of measuring brand equity. Various statistical techniques are used to assess the concept of brand equity. These include descriptive statistics, crosstabs, ANOVA, and MANOVA.

Teaching Note: 8B10E023 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation, Manufacturing
Issues: ANOVA/MANOVA; Brand Equity; Measuring Intangible Constructs
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Crafting the Brand Positioning and Competing Effectively

VERTU: NOKIA’S LUXURY MOBILE PHONE FOR THE URBAN RICH
Ken Kwong-Kay Wong

Product Number: 9B11A040
Publication Date: 9/28/2011
Revision Date: 12/1/2011
Length: 22 pages

Nokia, headquartered in Finland, was a global telecommunications equipment manufacturer. It operated Vertu, a luxury mobile phone brand that had pioneered the luxury mobile phone market in the late 1990s by using precious materials such as diamonds, sapphires, titanium, and exotic leather for phone production. The company had enjoyed impressive growth in almost 70 countries and had sold hundreds of thousands of phones in the eight years since its launch. On February 11, 2011, Stephen Elop, the new CEO of Nokia, announced a new mobile strategy to adopt Microsoft’s new but unproven Windows Phone as its primary smartphone operating system. The market reacted poorly, and the company’s share price took a 14 per cent dive on the day of announcement. How should Vertu respond to this new Nokia mobile strategy? Was Vertu well positioned to take the brand forward under the new Nokia? Should this U.K.-based wholly owned subsidiary be left alone and continue to be managed at arm’s length from Nokia? Changes to Vertu were inevitable — it was not a matter of if, but when.

Teaching Note: 8B11A040 (9 pages)
Industry: Manufacturing
Issues: Brand Positioning; Market Segmentation; Product Design; Telecommunications; Luxury Goods; United Kingdom; Finland
Difficulty: 4 - Undergraduate/MBA



ENTREPRENEURS AT TWITTER: BUILDING A BRAND, A SOCIAL TOOL OR A TECH POWERHOUSE?
Simon Parker, Ken Mark

Product Number: 9B10M028
Publication Date: 3/22/2010
Revision Date: 5/4/2017
Length: 10 pages

Twitter has become an incredibly popular micro-blogging service since its launch in 2006. Its founders have ambitious plans for the service, and are backed by hundreds of millions of dollars of venture capital funding, which values the company at $3.7 billion in 2011. Twitter seems to attract a diverse audience of users, such as political organizers looking to disseminate information to their followers; businesses looking to reach out, in real time, to potential customers; and social users. The company charges consumers nothing for its service. By 2011, competitors have emerged, some of whom are financially strong. It remains unclear - at least to some observers - whether the company will ever make money from its service.

Teaching Note: 8B10M28 (10 pages)
Industry: Other Services
Issues: Social Networking Media; Strategic Positioning; New Venture
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Setting Product Strategy and Marketing Through the Life Cycle

CCM HOCKEY: THE RE-LAUNCH OF THE U+ PRO SKATE
Christopher A. Ross

Product Number: 9B11A038
Publication Date: 11/18/2011
Length: 18 pages

CCM Hockey had been losing market share to competitors in the hockey skate business. In order to counter this trend, in March 2008 the most innovative pair of hockey skates ever developed by CCM was made available to customers. Soon after the launch, however, some quality issues developed. In 2009, new and improved skates were put on the market but they looked identical to the previous model. Buyers were skeptical and, as a result, sales were poor. Both the trade and individual consumers had lost confidence in the brand. CCM returned to the drawing board and redesigned the skates but also decided to launch them in fall 2010, instead of the normal industry cycle time of spring 2010. The decision was complicated by a stagnant market and indistinct consumer segments. The brand manager and his assistant were faced with developing a strong launch strategy because the future of the CCM skate brand depended on it.

Teaching Note: 8B11A038 (12 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Brand Management; Integrated Marketing Communications; Product Positioning; Competitor Analysis; Product Management; Customer Analysis; Ice Hockey
Difficulty: 4 - Undergraduate/MBA



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


Chapter 11:
Designing and Managing Services

ARAVIND EYE CARE SYSTEM: PROVIDING TOTAL EYE CARE TO THE RURAL POPULATION
Sanal Kumar Velayudhan, R. Meenakshi Sundaram, R.D. Thulasiraj

Product Number: 9B11A028
Publication Date: 9/29/2011
Length: 17 pages

The case deals with poor acceptance of Aravind’s eye care service by the rural population in the South Indian state of Tamil Nadu. One of the factors causing poor acceptance is the lack of awareness among the rural population that many cases of blindness are curable. Fear of surgery and cost are the other major barriers to acceptance by these consumers. Aravind is the largest eye care provider in the world and has pioneered many process innovations that have reduced the cost of eye treatment substantially. The company has a culture that encourages responsive service by a trained and motivated staff. It has experimented with a number of options to educate and provide eye care service to rural consumers. The manager must examine options in the areas of promotion and service delivery to enhance the acceptance of eye care service by rural consumers.

Teaching Note: 8B11A028 (12 pages)
Industry: Health Care Services
Issues: Emerging Markets; Services Marketing; Rural Marketing; Health Care; Eye Care; Distribution; Tamil Nadu, India
Difficulty: 4 - Undergraduate/MBA



TEKSAVVY SOLUTIONS INCORPORATED
Kenneth G. Hardy, Eric Janssen

Product Number: 9B10A028
Publication Date: 12/13/2010
Length: 13 pages

The founder and chief executive officer (CEO) of Teksavvy Solutions Inc. has achieved sales of $18 million in just more than 10 years as an Internet service provider (ISP) across Canada but he must decide whether to distribute his service via cable carriers, telecom carriers or both, or even integrate forward into laying fiber-optic cable in homes and businesses himself. If he invests in last mile connections to homes, he will need a great deal more funds and he will need a healthy uptake by the new customers, most of whom would be located in smaller cities and towns. The added investment for this option would require him to look seriously at bringing in a venture capital company for major investment but he would have to sell it some equity and live under its covenants and guidance until some type of liquidity event would buy out the venture funder.

Teaching Note: 8B10A28 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Service Mix; Target Segment; Vertical Integration; Venture Capital
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Developing Pricing Strategies and Programs

HANSON PRODUCTION: PRICING FOR OPENING DAY
June Cotte, Peter Famiglietti

Product Number: 9B10A011
Publication Date: 5/21/2010
Length: 14 pages

The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.

Teaching Note: 8B10A11 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Sales Forecasting; Pricing; Pricing Strategy
Difficulty: 4 - Undergraduate/MBA



PARLE-G
Miranda R. Goode, Ramasastry Chandrasekhar

Product Number: 9B10A022
Publication Date: 11/1/2010
Length: 16 pages

In 2009, Parle Products Pvt. Limited (Parle), a leading Indian biscuit manufacturer, had the distinction of producing the largest selling glucose biscuit brand by volume in the world, the Parle-G. Parle-G biscuits sold for approximately US$1 per kilogram and as very few processed and ready-to-eat foods were available at this price point, Parle-G was strongly associated with offering value for money (VFM). A looming problem in this brand category for Parle was that the input prices of two major raw materials for the Parle-G biscuits (which together accounted for 55 per cent of their input costs) had risen enough in the past 18 months to decrease margins from 15 per cent to less than 10 per cent. Pressure to restore margins led Parle to consider a price increase yet a previous attempt had caused dramatic reduction in sales. Parle subsequently addressed rising input costs by reducing the weight of the package, franchising production, reducing supply chain costs and reducing packaging costs. Parle could not ignore the deeply entrenched perception of VFM when devising both short- and long-term marketing plans to retain Parle-G's success in the marketplace. These plans needed to address segmentation, positioning and changing Indian demographics when considering a potential price increase for Parle-G biscuits.

Teaching Note: 8B10A22 (6 pages)
Industry: Manufacturing
Issues: Marketing Planning; International Business; Positioning; Market Strategy; Pricing
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Designing and Managing Integrated Marketing Channels

NETFLIX IN CANADA: ENTERING THE FRAY
Neil Bendle, Ken Mark

Product Number: 9B11A020
Publication Date: 8/22/2011
Revision Date: 9/26/2012
Length: 14 pages

Netflix, Inc. was a fast-growing U.S. DVD-rental and video-streaming service that had just entered the Canadian market. This case covers the period immediately following its entry into Canada with a low-price monthly subscription service through which viewers could get video content streamed to their TVs or multimedia devices. Netflix’s entry threatened to change the way video content was viewed in Canada and, as such, it had the potential to heavily impact a number of incumbents in Canada, such as Blockbuster. Netflix’s streaming-only model in Canada created a new service for customers that was not necessarily as strong as the offering in the United States; for instance, the range of titles was relatively limited. The Netflix entry also provided potential benefits for some players, such as Rogers, who could profit from increased Internet usage. This meant that the reaction from players was not immediately obvious.

Teaching Note: 8B11A020 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Competition; Strategy Implementation; Strategic Positioning; Competitor Analysis; Video Rental; Canada
Difficulty: 4 - Undergraduate/MBA



ORGANICKIDZ: MARKETING STRATEGY
Matthew Thomson, Ken Mark

Product Number: 9B10A023
Publication Date: 11/1/2010
Length: 6 pages

The founder of organicKidz is trying to create a plan to grow her start-up manufacturing firm. Calgary-based organicKidz is a manufacturer of stainless steel baby bottles and is sold in more than five countries. The founder's challenge is how to convey the superior benefits of her product and manage her retail channels given her limited resources. The setting of the case is at the September 2009 juvenile products tradeshow in the United States where organicKidz has to make a few key decisions about product promotion. All the key buyers from the retail organizations the founder is targeting will be at the show. In particular, the buyer from Costco, a large warehouse club chain, is interested in carrying her bottles and the founder wonders how she should respond.

Teaching Note: 8B10A023 (5 pages)
Industry: Manufacturing
Issues: Marketing Channels; Customer Relations; Decision Analysis
Difficulty: 4 - Undergraduate/MBA



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


Chapter 14:
Managing Retailing, Wholesaling, and Logistics

FUTURE GROUP — BRANDING PRIVATE LABELS
Niraj Dawar, Ramasastry Chandrasekhar

Product Number: 9B11A004
Publication Date: 3/30/2011
Length: 24 pages

India’s largest domestic retail group, the Future Group, is pursuing a novel private-label strategy. In a country dominated by small-scale retailers, it is using its scale to launch private-label brands in several product categories. It is planning to delink these new offerings from the store brand and make them available through other retailers. Future Group hopes to derive most of its growth over the next few years from this initiative.

The case enables students to take on the role of the group’s brand advisor, and deal with some important questions: Will private-label brands erode customer loyalty or build it? Will they increase traffic to stores or cannibalize it? Will they add to the complexity of retailing or simplify it? More fundamentally, is the private-label brand strategy sustainable in the long run in the highly competitive Indian retail market?


Teaching Note: 8B11A004 (9 pages)
Industry: Manufacturing
Issues: Private Labels; Private Brands; Retailing; Customer Loyalty; Brand Management; India
Difficulty: 4 - Undergraduate/MBA



TROUBLE BREWS AT STARBUCKS
Lauranne Buchanan, Carolyn J. Simmons

Product Number: 9B09A002
Publication Date: 2/9/2009
Revision Date: 5/3/2017
Length: 14 pages

After going public in 1992, Starbucks' strong balance sheet and double-digit growth made it a hot growth stock. The Starbucks vision was coffee culture as community, the Third Place between work and home, where friends shared the experience and exotic language of gourmet coffee. Its growth was fueled by rapid expansion in the number of stores both in the United States and in foreign markets, the addition of drive-through service, its own music label that promoted and sold CDs in stores and other add-on sales, including pastries and sandwiches. In an amazingly short time, Starbucks became a wildly successful global brand. But in 2007, Starbucks' performance slipped; the company reported its first-ever decline in customer visits to U.S. stores, which led to a 50 per cent drop in its share price. In January 2008, the board ousted CEO Jim Donald and brought back Howard Schultz - Starbucks' visionary leader and CEO from 1987 to 2000 and current chairman and chief global strategist - to re-take the helm. Starbucks' growth strategies have been widely reported and analyzed, but rarely with an eye to their impact on the brand. This case offers a compelling example of how non-brand managerial decisions - such as store locations, licensing arrangements and drive-through service - can make sense on financial criteria at one point in time, yet erode brand positioning and equity in the longer term. Examining the growth decisions made in the United States provides a rich context in which to examine both the promise and drawback of further foreign expansion.

Teaching Note: 8B09A02 (15 pages)
Industry: Accommodation & Food Services
Issues: Branding; Retailing; Product Design/Development; Growth Strategy
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


Chapter 15:
Designing and Managing Integrated Marketing Communications

EXPERIENCE CHINA: A NATIONAL IMAGE CAMPAIGN IN THE UNITED STATES
William Wei, Yuanfang Lin, Mei Qin Kok

Product Number: 9B11A033
Publication Date: 10/6/2011
Revision Date: 7/26/2017
Length: 8 pages

The China national image film “People Chapter” — officially a sub-series of the “Experience China” campaign — was launched by the Chinese government to coincide with President Hu Jintao’s visit to the United States in mid-January 2011. The one-minute promotional video was played on six giant electronic screens about 300 times per day, and had appeared approximately 8,400 times when the broadcast ended on February 14, 2011. The video showed a series of Chinese people, ranging from ordinary citizens to celebrities. It was a publicity effort aimed at promoting a truer image of China abroad, and signalling that China was opening to embrace the world. However, reactions from both Chinese and overseas audiences had been fairly mixed since the initial release of the promotional film. Experts from China and abroad were skeptical of the effectiveness of the campaign in promoting the national image of modern China to the world. This case presents the opportunity to examine the basic elements in the marketing communication process, analyze how decisions in marketing design affect outcomes, and understand the differences between nation and product promotion.

Teaching Note: 8B11A033 (6 pages)
Industry: Information, Media & Telecommunications
Issues: Advertising Strategy; Advertising Media; Cultural Sensitivity; Public Relations; Target Market; China and United States
Difficulty: 4 - Undergraduate/MBA



FIJI WATER AND CORPORATE SOCIAL RESPONSIBILITY - GREEN MAKEOVER OR "GREENWASHING"?
James McMaster, Jan Nowak

Product Number: 9B09A008
Publication Date: 5/13/2009
Revision Date: 5/10/2017
Length: 21 pages

This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy.

Teaching Note: 8B09A08 (11 pages)
Industry: Manufacturing
Issues: Environment; Corporate Responsibility; Marketing Communication; Transfer Pricing; International Marketing; Greenwashing; Green Marketing; Brand Positioning
Difficulty: 4 - Undergraduate/MBA


Chapter 16:
Managing Mass Communications: Advertising, Sales, Promotions, Events, Experiences, and Public Relations

THE TIM HORTONS BRIER
Matthew Thomson, Jason Melhuish

Product Number: 9B11A041
Publication Date: 10/7/2011
Revision Date: 10/27/2011
Length: 16 pages

The Tim Hortons Brier is the annual Canadian men’s national curling championship. In the case, students will assume the role of Peter Inch, chair of the 2011 Brier Host Committee, to create and finalize the promotional plan for the 2011 Brier, to be held in London, Ontario. Inch’s objectives are two-fold: i) create interest for the event and the sport of curling and ii) execute a safe and profitable event.

Teaching Note: 8B11A041 (4 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Promotion; Advertising; Sports Marketing; Event Planning; Target Marketing; Pricing; Canada
Difficulty: 4 - Undergraduate/MBA



CAPITAL ONE: LAUNCHING A MASS MEDIA CAMPAIGN
Robert J. Fisher, Ken Mark

Product Number: 9B06A005
Publication Date: 4/11/2006
Revision Date: 9/9/2009
Length: 18 pages

The senior Brand Manager for Capital One Canada is developing the firm's strategy for its first mass media advertising campaign in Canada. He had been provided with a menu of U.S. and U.K. advertisements - with test results for each - which he can adapt for a Canadian audience. The key decisions the Senior Brand Manager faces includes which customer segment to focus on, what value proposition to signal to this segment, what advertisements should be used to deliver these messages, and what customization efforts are necessary. He has a presentation to Capital One's senior management team and needs to back up his recommendations with numbers and logic.

Teaching Note: 8B06A05 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Brand Management; Advertising Media; Advertising Strategy; Consumer Marketing
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


Chapter 17:
Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth, and Personal Selling

BUNNY BUTCHER: PETA PROTESTS DONNA KARAN NEW YORK
Michael Sider, Paul Bigus

Product Number: 9B11M095
Publication Date: 10/7/2011
Revision Date: 8/13/2012
Length: 8 pages

November 29, 2010, was “Cyber Monday,” one of the busiest online shopping days of the year, with the potential to approach $1 billion in online sales in North America. The chief designer of fashion company Donna Karan New York (DKNY) was facing a difficult situation. On this particular Cyber Monday, activists for the animal rights group People for the Ethical Treatment of Animals (PETA) had posted simultaneous messages on DKNY’s Facebook page. Anyone viewing the page could not fail to discern the “DK Bunny Butcher” message. This action by PETA was the culmination of several years, beginning in 2005, of attempting to convince DKNY to stop using fur in its collections. This November 29 message was a sharp reminder to both DKNY and its Cyber Monday customers that, up to this point, the company had refused to stop using fur. It was available to be viewed by DKNY’s over 200,000 Facebook fans as well as millions of online Cyber Monday shoppers. The chief designer was unsure how to respond: on one hand was the desire to clearly explain the use of fur, but on the other was the desire to avoid escalating the publicity surrounding the matter. She needed an immediate strategy that would retain her brand’s image and protect future sales.

Teaching Note: 8B11M095 (8 pages)
Industry: Retail Trade
Issues: Ethical Issues; Social Media; Online Retail; Non-Profit Organizations; Management Communication; Fashion Industry
Difficulty: 4 - Undergraduate/MBA



MATCHSTICK INC.: WORD-OF-MOUTH MARKETING (A)
Allison Johnson, Ken Mark

Product Number: 9B10A019
Publication Date: 9/24/2010
Revision Date: 6/13/2017
Length: 9 pages

Matchstick Inc. (A) case introduces students to how brands are starting to put in place non-traditional advertising, such as word-of-mouth campaigns. The founder of Toronto-based Matchstick Inc. is working on a campaign for the Ketel One vodka brand. Ketel One, managed by Diageo, a global beverage firm, is trying to increase its awareness and sales in the Canadian market. Ketel One's brand manager has turned to Matchstick to generate awareness among its elusive target audience.

Teaching Note: 8B10A019 (11 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Marketing Communication; Marketing Research; Market Segmentation; Marketing Management
Difficulty: 4 - Undergraduate/MBA



MOLSON CANADA: SOCIAL MEDIA MARKETING
Deborah Compeau, Israr Qureshi

Product Number: 9B08A014
Publication Date: 10/23/2008
Revision Date: 5/4/2017
Length: 13 pages

This case describes Molson’s experiment with social media for creating brand awareness. In November 2007, Molson, part of the Molson Coors Brewing Company, ended a social media promotion after facing criticism that it promoted binge drinking. Molson was faced with the difficulty of how quickly the contents of social media could spread to various audiences. The case encourages readers to ponder whether Molson’s action was the only option available and to consider what its next steps might be.

Teaching Note: 8B08A14 (4 pages)
Industry: Manufacturing
Issues: Privacy Issues; Internet Culture; Management Information Systems; Social Media; Facebook; Breweries
Difficulty: 4 - Undergraduate/MBA


Chapter 18:
Managing Marketing in the Global Economy

WAL-MART PUERTO RICO: PROMOTING DEVELOPMENT THROUGH A PUBLIC-PRIVATE PARTNERSHIP
Myrna Comas, Julia Sagebien

Product Number: 9B10M024
Publication Date: 5/5/2010
Length: 14 pages

Sowing the Development of the Country (SDC) was a public-private partnership between Wal-Mart Puerto Rico (Wal-Mart PR), the island's Department of Agriculture as well as its Economic Development Bank (EDB), two NGOs Caborroje's Pro Salud y Ambiente (Caborroje's Pro Health and Environment) and ConectaRSE (a corporate social responsibility (CSR) promotion non-governmental organization(NGO)), and a group of local farmers. The objective of the project was to promote sustainable development on the island by encouraging farmers to become entrepreneurs by developing small agro-businesses. Wal-Mart acted as the primary buyer. The project faced many challenges, such as farmers' difficulties in meeting quality standards and delivery schedules, the lack of an existing vehicle through which to access funding from the EDB, and, most importantly, changes in the political party in power. Project partners had to develop a position from which to negotiate a new alliance with the incoming government administration. Since Wal-Mart was determined to guarantee the continuity and expansion of the SDC project, Wal-Mart had to step into the project champion role.

Teaching Note: 8B10M24 (9 pages)
Industry: Agriculture, Forestry, Fishing and Hunting, Retail Trade, Wholesale Trade
Issues: Government and Business; Corporate Social Responsibility; Developing Countries; Partnership; Public Administration
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