Ivey Publishing

Business Marketing Management: B2B

Hutt, M.D.; Speh, T.W.,11e (United States, Cengage Learning, 2013)
Prepared By CaseMate Editor,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
A Business Marketing Perspective

June Cotte, Ramasastry Chandrasekhar

Product Number: 9B13A025
Publication Date: 8/29/2013
Revision Date: 8/29/2013
Length: 12 pages

Clearwater Seafoods, a Canadian shellfish enterprise, has four decades of experience in business-to-business (B2B) marketing. It harvests seafood, processes it and markets it in bulk to large restaurant chains worldwide. The company wants to pursue growth by marketing seafood directly to individual consumers (B2C) in China. The transition from B2B to B2C raises three fundamental questions. How can the company develop and deploy a go-to-market business model with Chinese grocery retailers? How can it balance its focus on margins with the Chinese retailers’ focus on revenues? How can Clearwater establish differentiation as a source of competitive advantage in seafood retailing in China?

Teaching Note: 8B13A025 (4 pages)
Industry: Retail Trade
Issues: Retailing; consumer marketing; operations; strategy; go-to-market planning; China
Difficulty: 5 - MBA/Postgraduate

Sreeram Sivaramakrishnan

Product Number: 9B13A036
Publication Date: 1/10/2014
Revision Date: 1/9/2014
Length: 13 pages

In 2012, Asclepius Consulting is one of the many small software companies in India that have aspirations to become product companies as opposed to being services companies. Asclepius Consulting deals in hospital management information systems and has a product and service offering that is competitive and well received by customers. However, due to lack of capital, the company has been unable to invest in a sales force, and this has created a problem of reach. It is currently selling through a combination of resellers (external parties contracted to sell the software) and an inside sales force. Now, one of its three co-founders, whose expertise is in business process restructuring and business planning and strategy, is looking at revisiting the sales and marketing model in this complex marketplace.

Teaching Note: 8B13A036 (14 pages)
Industry: Health Care Services
Issues: Sales management; sales organization; business-to-business marketing; channel management; India
Difficulty: 5 - MBA/Postgraduate

Dante Pirouz, Ramasastry Chandrasekhar

Product Number: 9B12A005
Publication Date: 2/21/2012
Revision Date: 2/17/2012
Length: 12 pages

In May 2010, the “chief pain officer” of SalesBrain, a neuroscience-based marketing research and coaching company located in California, has been approached for advice by the marketing head of Digital Technology International (DTI), a Utah-based provider of technology solutions for the global publishing industry. DTI has been struggling with communicating the core value proposition of its offerings to customers, including leading newspaper publishers. Its frontline people are delivering messages that are technical, jargon-filled, and complex. Publisher-customers are unable to understand quickly how the technology solutions being offered by DTI can help them become competitive. The sales messages are also not consistent.

SalesBrain is suggesting a three-step process wherein it will identify the “pain points” being experienced by the publisher-customers of DTI; create a compelling set of claims that DTI could offer about its technology products; and guide its frontline salespersons towards developing appropriate sales scripts that they could use with prospective clients. SalesBrain is deploying the cutting-edge tools of neuroscience marketing in each of the three processes. The chief pain officer must choose between Layered Voice Analysis and Facial Action Coding System as a medium to serve the needs of DTI.

Teaching Note: 8B12A005 (4 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Business to Business Marketing; Marketing Research; Sales Management; Newspapers; Consumer Neuroscience; United States
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Organizational Buying Behaviour

Michael Taylor

Product Number: 9B12A021
Publication Date: 6/22/2012
Revision Date: 6/18/2012
Length: 2 pages

This B2B role-play case, with its six supplements, is a six part interaction between competing Original Equipment Manufacturers, Distributors and End Users, each with their own business priorities. It is an excellent case to explore organizational buying behaviour, the discipline of the selling process, and the management of sales resources (time) as an asset. It can be included in an introductory marketing course at the MBA or undergraduate level. It is equally effective for executive development. It also fits in a B2B marketing course to explore organizational buying behaviour, or in the introduction module of a sales management course.

Teaching Note: 8B12A021 (6 pages)
Industry: Manufacturing
Issues: Sales Force Resource Management; Selling Process; Channel Management; North America
Difficulty: 4 - Undergraduate/MBA

Michael Taylor

Product Number: 9B12A008
Publication Date: 3/9/2012
Revision Date: 6/11/2015
Length: 13 pages

A senior account manager at Boise Automation Canada Ltd. was disappointed with the news that he had just lost the $1.2 million order with Northern Paper Inc. (Northern), a paper mill. The opportunity was to design, supply, and install an automated control system for Northern’s wood-chip handling system. He had over 20 years’ experience selling automation systems in heavy industry, and had he won the order it would have easily put him over his target quota for 2011 and significantly boosted his incentive payout. Now, with less than three months before the end of the year, he was unlikely to meet his target for the year. The senior account manager wanted to understand what had gone wrong, and to learn from the experience in order to avoid repeating it. What should he have done differently? See supplement 9B15A029.

Teaching Note: 8B12A008 (11 pages)
Industry: Manufacturing
Issues: Selling process; sales force resource management; organizational buying behaviour; Canada
Difficulty: 4 - Undergraduate/MBA

S. Ramesh Kumar, Mohan Kuruvilla

Product Number: 9B01A011
Publication Date: 3/11/2002
Revision Date: 4/26/2011
Length: 11 pages

Tinplate Company of India is a leading manufacturer of tin packaging for food and beverage products and batteries. Changes in government policy on importing materials, new types of packaging products and customer dissatisfaction present challenges for the company. The company must decide whether to continue with its current market strategy, determine how it can compete with foreign companies or determine if they are missing other strategic opportunities based on organizational buying behaviours.

Teaching Note: 8B01A11 (7 pages)
Industry: Manufacturing
Issues: Market Segmentation; Competitiveness; Market Strategy; Product Management
Difficulty: 5 - MBA/Postgraduate

Chapter 3:
Customer Relationship Management Strategies for Business Markets

Justin Paul, Parul Gupta, Shruti Gupta

Product Number: 9B11M115
Publication Date: 1/25/2012
Revision Date: 6/12/2013
Length: 18 pages

This case deals with an exporting challenge faced by Ferro Industries, a small enterprise within the steel industry in India. The company’s manufacturing facility was located in the National Capital Region of Delhi. Ferro’s main products were roll-forming machines, cut-to-length lines, and slitting lines; the company was one of only three firms in the Indian sub-continent catering to the market for such products. This case raises two basic questions in relation to Ferro’s role as an exporter. Firstly, at what stage should an importer have to pay an exporter? Secondly, should the exporter release consignment to the importer before receiving payment? The case illustrates the challenges of exporting and international entrepreneurship for a small firm, taking into account payment risk, product pricing, deal-making strategies, promotional strategy, and client-management strategies. It also addresses the complexities involved in the decision-making process while exporting, as well as outlining various conflict-resolution techniques for closing a deal effectively while considering the appropriateness of taking risks.

Teaching Note: 8B11M115 (8 pages)
Industry: Manufacturing
Issues: Exports; Trade Finance; International Trade Logistics; Global Supply Chain Management; Saudi Arabia; India
Difficulty: 5 - MBA/Postgraduate

Terry H. Deutscher, Kaiser Islam

Product Number: 9B04A030
Publication Date: 10/13/2004
Revision Date: 10/7/2009
Length: 17 pages

Eastern Bank Limited has taken over the Bangladesh operations of the Bank of Credit and Commerce International after its collapse. The new chief executive officer of Eastern Bank must make decisions about which corporate banking clients to target, how to develop and position the Eastern Bank brand, what products to emphasize, in what price structure and whether to centralize or decentralize the bank's operations. The supplement Eastern Bank Limited (B), product 9B04A031 updates the situation. This case provides a good vehicle for discussing relationship management in a complex service analysis of market segments and the present and future profitability, so that the marketing strategy decisions are customer driven.

Industry: Finance and Insurance
Issues: Relationship Management; Market Strategy; Marketing Planning; Market Segmentation
Difficulty: 4 - Undergraduate/MBA

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

Chapter 4:
Segmenting the Business Market and Estimating Segment Demand

Jaydeep Mukherjee, Rahul Seth

Product Number: 9B13A012
Publication Date: 7/11/2013
Revision Date: 9/20/2016
Length: 15 pages

AWARD WINNING CASE - Best case in the Marketing category, 2012 ISB-Ivey Global Case Competition. In 2012, HCL Infosystems Ltd. is a reputable computer hardware firm and a major player in the Indian desktop market. Due to changes in consumer behaviour, the desktop market is shrinking and demand is shifting towards laptops, where HCL has a miniscule presence. At the same time, the desktop market is witnessing the emergence of a new form of devices called all-in-ones (AIOs). HCL needs a significant presence in AIOs to retain its position in the Indian PC market. The company was an early entrant in the Indian AIO market in 2007 and sought to capture a niche market for its premium range, but did not succeed and withdrew its product line. The category has, in the last four years, grown in the mass market segment and HCL needs a successful relaunch of the HCL Beanstalk AIO in the face of intense competition from multinational competitors who have a head start. The problem is compounded by the fact that the HCL brand is losing market share and that the company lacks the financial resources to invest heavily in brand building. HCL’s management believes that the Beanstalk needs to capture eight per cent of the retail segment of the Indian AIO market in order to be able to gain the same share in the business-to-business market, which is slower to adopt new technologies.

Teaching Note: 8B13A012 (14 pages)
Industry: Information, Media & Telecommunications
Issues: New product launch; product relaunch; marketing plan; computer market; India
Difficulty: 5 - MBA/Postgraduate

Niraj Dawar, Ramasastry Chandrasekhar

Product Number: 9B12A001
Publication Date: 2/17/2012
Revision Date: 2/17/2012
Length: 13 pages

In September 2011, the CEO of First Energy Private Ltd, a start-up enterprise in the alternative energy industry in India, is at a critical juncture. The company has commercialized the technology of biomass cook stoves and has been providing, since 2007, clean and affordable cooking solutions to customers in rural India. A marginal rise in the price of biomass fuel in early 2011 has, however, led to a steep fall in demand, making the continuance in the rural household market unsustainable. The company is at a disadvantage in the household segment because the competing product, liquid petroleum gas (LPG), enjoys a price subsidy provided by the federal government. First Energy has been quick to target a niche in the urban commercial market consisting of restaurants, eateries, and hostels. While the margins are high in this segment, the volumes are low. The company must therefore build scale to be able to service the investments in plant capacity, which is under-utilized. The case enables students to come up with strategies for the CEO for market expansion. They will also decide whether to exit from or hold on to the household segment, where the margins are low but the volumes, considering the imminent de-subsidization of LPG, will be high.

Industry: Utilities
Issues: Sustainability; Alternative Energy; Business to Business Marketing; Customer Segmentation; Household Appliances; India
Difficulty: 4 - Undergraduate/MBA

Terry H. Deutscher, Dana Gruber

Product Number: 9B02A023
Publication Date: 12/9/2002
Revision Date: 10/28/2009
Length: 14 pages

Global Healthcare Exchange Canada is a business-to-business exchange that connects hospitals and their major suppliers through an electronic procurement process. Founded as a subsidiary of its global parent, the exchange has become the leading health-care exchange in the country, but it is still far short of break-even. It must develop a compelling value proposition if it is going to drive adoption among hospitals and suppliers to the target levels. To do so, it must overcome considerable inertia among hospitals that are often very reluctant to change from frequently inefficient purchasing processes. Although there are major benefits to be realized from automating supply chain operations in the industry, the adoption decision process among hospitals is highly complex, but very idiosyncratic. In confronting these challenges, the exchange must also re-examine its own business model, in particular its pricing strategy for both suppliers and hospitals.

Teaching Note: 8B02A23 (15 pages)
Industry: Health Care Services
Issues: E-Business; Market Strategy; Purchasing; Marketing Planning
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Business Marketing Planning: Strategic Perspectives

Dante Pirouz, Ramasastry Chandrasekhar

Product Number: 9B13A022
Publication Date: 8/2/2013
Revision Date: 7/7/2016
Length: 14 pages

Cargill Inc., a U.S.-based multinational company, is known for its skills in business-to-business (B2B) marketing. It processes food products and markets them in bulk to large institutional buyers with whom it has a strong customer orientation. However, the head of the refined edible oils business at Cargill India, the company’s fully owned subsidiary, is facing a problem with the parent company's value proposition around B2B. While developing the annual marketing plans for the next financial year, he finds that the volatility of commodity price movements has made the task of revenue forecasts at Cargill India difficult. This volatility is compounded by frequent changes introduced by the federal government to official regulations governing the edible oil business in India. In order to gain control over the two variables, he is examining the prospect of moving into the business-to-consumer (B2C) space in India. This is a new strategic direction not only for the Indian subsidiary but also for Cargill Inc. Can he achieve buy-in not only from the parent company but also from his own managers? Will he be able to attract marketing professionals who can promote his new brands successfully to the Indian consumer?

Teaching Note: 8B13A022 (6 pages)
Industry: Retail Trade
Issues: Retailing; Consumer Marketing; Operations; Strategy; Go-To-Market Planning; India
Difficulty: 5 - MBA/Postgraduate

Kenneth G. Hardy, Meredith Lamb

Product Number: 9B06A006
Publication Date: 2/6/2006
Revision Date: 9/9/2009
Length: 11 pages

Two business partners must decide whether or not the accept an order for a large website project from a telecom just after they had accepted an even larger order from a key pharmaceutical company. Not only will the telecom order fall outside their pharmaceutical industry boundaries, it may require doubling the number of employees from 45 to 90 in this early stage entrepreneurial company. Serving the large pharmaceutical company could jeopardize the larger order and the company's reputation, to say nothing of the company's cozy 'family' culture. The supplement Infinet Communications Inc. (B), product #9B06A007, looks at the havoc that rapid expansion and subsequent shrinking wreaks on the employees. In the supplement Infinet Communications Inc. (C), product #9B06A008, describes what the company did in hiring and organizing employees and new systems that better tracked its project work.

Teaching Note: 8B06A06 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Marketing Planning; Customer Relations; Corporate Culture; Corporate Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Business Marketing Strategies for Global Markets

Mark B. Vandenbosch, Alina Nastasoiu

Product Number: 9B14A010
Publication Date: 5/7/2014
Revision Date: 5/14/2014
Length: 12 pages

After the successful launch of their virtual grocery stores in South Korean metro stations, Tesco UK is trying to determine whether the virtual grocery store concept should be launched in their home market. In order to make this decision, Tesco needs to determine the role of the virtual store(s), the location(s) of the store(s) and the product range. At the same time, Tesco needs to compare the Korean and U.K. markets in order to determine whether the virtual store concept is viable.

Teaching Note: 8B14A010 (5 pages)
Industry: Retail Trade
Issues: Online retailing; marketing strategy; Internet marketing; United Kingdom
Difficulty: 4 - Undergraduate/MBA

Donald A. Pillittere

Product Number: 9B09M059
Publication Date: 10/14/2009
Length: 7 pages

Georginelli Dental Research (GDR) has transitioned from an agile entrepreneurial company to one that has become overly cautious as its high-margin film sales have eroded. Even though the phases-and-gates process in place at GDR provides guidance to projects, the spirit that led the company to past success has been removed from the organization. The two main characters of the case want to bring back that can-do spirit as they attempt to rapidly commercialize the Bart scanner and extend the life of film. The issues in the case concern: a) entrepreneurial companies and their business strategies and processes for managing new product development b) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees c) the role people can play in pushing through corporate processes and culture to improve time-to-market. The case focuses on the ways individuals might overcome internal company resistance or roadblocks by partnering with an OEM partner that possesses complementary capabilities. When seeking a strategic partner, most think in terms of technical skills; however, the culture or DNA of a partner is just as important. The case is intended for use in courses in managing new product commercialization, managing technology and innovation, strategic thinking, international business and leadership.

Teaching Note: 8B09M59 (6 pages)
Issues: International Business; Corporate Culture; Corporate Strategy; Product Design/Development; Organizational Change; Operations Management; International Joint Venture; Product Development Alliances; Technological Change
Difficulty: 4 - Undergraduate/MBA

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

Kenneth G. Hardy

Product Number: 9B00A004
Publication Date: 5/3/2000
Revision Date: 6/10/2010
Length: 19 pages

The vice-president of an American logistics services provider considers establishing this service in Mexico where the logistics market is controlled by the banks and is very underdeveloped. He must decide whether to establish a greenfield operation or enter a joint venture. Issues of target segments and positioning also needed resolution.

Industry: Transportation and Warehousing
Issues: Logistics; Market Analysis; Strategic Alliances; Market Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Managing Products for Business Markets

Raymond Pirouz, Emily Chen-Bendle

Product Number: 9B12A057
Publication Date: 12/3/2012
Revision Date: 12/3/2012
Length: 12 pages

This case explores social media marketing as both business to business (B2B) and business to consumer (B2C) strategies. In spite of a challenging real estate environment, Better Homes and Gardens Real Estate (BHGRE) was launched in 2008 by Realogy Corporation, the largest franchisor of real estate brands in the world, to maintain and grow market share with a new type of real estate company centered around lifestyle. BHGRE has grown rapidly and has experienced tremendous success with its B2B social media efforts. Now, several years after the formation of the company, the president and chief executive officer must decide how to leverage what she has learned from the B2B effort to create a B2C social media program. Additional factors include a concurrent Canadian market entry.

Teaching Note: 8B12A057 (8 pages)
Industry: Real Estate and Rental and Leasing
Issues: New Media; Social Media; Online Marketing; Internet; United States
Difficulty: 4 - Undergraduate/MBA

Michael Taylor, Maggie Hao

Product Number: 9B12A020
Publication Date: 6/8/2012
Revision Date: 6/8/2012
Length: 8 pages

Datavast Inc., a product designer and manufacturer based in China, had just launched its new private cloud storage product, the Data Security Box. The general manager of Datavast was faced with the dilemma of who to sell this product to. He determined that segmenting by size was the most effective method, as customers in different industries and regions did not have very different needs or buying characteristics. However, SMEs (companies with 200-500 computers) and large companies (companies with 1,000+ computers) exhibited vastly different needs and purchasing behaviour. The general manager had limited resources, so he faced the decision of focusing on either SMEs or large companies. Although Datavast did not have any direct competitors at the time, its decision was complicated by the company’s current state and capabilities, as well as the data storage industry in China. Also, the general manager was hoping to retire within five years and was unwilling to make additional capital investments in the company. Datavast was operating at a loss and his goal was to bring the company into profitability within the next year. A net loss also meant that the company could not afford to be burdened with large additional expenses. Lastly, private cloud storage was a new technology in China and the market needed to be familiarized with the concept.

Teaching Note: 8B12A020 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Market and Segmentation Analysis; Target Segment Selection; China
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Managing Innovation and New Industrial Product Development

Sandeep Puri

Product Number: 9B13A049
Publication Date: 1/31/2014
Revision Date: 1/29/2014
Length: 7 pages

The Indian packaging industry — represented by a mix of paperboard, plastics, metals and glass — had seen great change leading up to 2013. In 2012, Ajanta Packaging ranked among the top suppliers of glass bottles in India with an employee base of more than 50 and net revenues of US$100 million. The glass-bottle industry had a derived demand and depended on major industries using glass bottles in India, such as the liquor and beer, soft-drinks and pharmaceutical industries.

The case discusses the stiff competition faced by the glass-bottle industry from different packaging options and materials that had entered the industry in the last four to five years. It assesses the changing market dynamics that could have a big impact on the future of Ajanta Packaging, with many companies shifting to PET bottles, Tetra Pak, flexible packaging and other innovative packaging solutions, to reduce costs and improve the durability of products. Ajanta Packaging was highly dependent on glass-bottle sales, as 95 per cent of its revenue came from them. Should it carry on with the same product range, exploit the declining glass-bottle industry with more customers of glass bottles or enhance its product range with more varieties of PET bottles?

Teaching Note: 8B13A049 (8 pages)
Industry: Wholesale Trade
Issues: Business environment; CRM; India
Difficulty: 5 - MBA/Postgraduate

Sandeep Puri, Adeshwar Raja Balaji Prasad, Natarajan ANC, Anand VS, Sashikanth Yenika, Vijay Kumar Venna

Product Number: 9B13M082
Publication Date: 9/24/2013
Revision Date: 9/24/2013
Length: 8 pages

India’s real estate boom led to the built-in appliances industry’s biggest opportunity. In 2010 and 2011, a total of 533,954 residential units were launched in seven top cities: Mumbai, National Capital Region, Pune, Kolkata, Bengaluru, Chennai and Hyderabad. As the market evolved and demand increased, investments and improvements in infrastructure, software, education, work force, installation, after-sales service, logistics were guaranteed to occur. This was expected to initiate a cycle of profitable growth. Whirlpool was already an established player in the home appliances segment. Given the improving industry described above, should Whirlpool tap this emerging market? If so, what might be its strategic objectives and positioning strategies for dealing with the competition and appealing to its prospective customers?

Teaching Note: 8B13M082 (9 pages)
Industry: Manufacturing
Issues: New product management; business development; business environment; India
Difficulty: 5 - MBA/Postgraduate

Michael Sider, Daniel Samosh

Product Number: 9B12A002
Publication Date: 4/13/2012
Revision Date: 4/13/2012
Length: 8 pages

The director of new business development and strategy at Redmas Digital, an enterprising start-up, needs to write two sales e-mail templates for Redmas’s newest pet project, YouPostIt! One of the e-mails is for leads that the company has not done business with before (cold leads) and the other is for leads that the company has done business with before (warm leads). The director has to write concise e-mails with high “skim value.” He must distill a large amount of information regarding the company value proposition and company history in an engaging way.

YouPostIt! is an experimental marketing company owned by Redmas Digital. The concept is simple: consumers get a chance to send physical postcards for free. Consumers log in at YouPostIt.com, upload a photo and write a short note, and then choose a border to go around the picture on the postcard (the border is a corporate logo). The business that occupies the border of the postcard assumes the cost of the postcard. Businesses have the opportunity to include coupons on the physical postcard and via an e-mail notification message after sending. How can the director write these sales e-mails to businesses he believes will want to pay for consumers’ postcards?

Teaching Note: 8B12A002 (3 pages)
Industry: Other Services
Issues: Sales Pitch; E-mail; Technology; Advertising; Tourism; Entrepreneurship; Canada
Difficulty: 3 - Undergraduate

T.S. Raghu, Collin Sellman

Product Number: 9B11E040
Publication Date: 2/23/2012
Length: 13 pages

Pearson Plc is an education company that operates worldwide, with headquarters in London, England. Its six primary business units are North American Education, International Education, Professional, The Financial Times, Interactive Data, and Penguin Publishing. The vice president of product management within the Digital Learning division of the North American Education unit based in Chandler, Arizona, begins to transform the product development processes to better meet the needs of his customers in the education market, specifically in transitioning from using an off-shored Waterfall software development model to an on-shore Agile model.

When the vice president first joined Pearson a year earlier, the Digital Learning unit had spent significant resources developing a major upgrade for one of its educational software products. The first version of this new product was challenged by the disconnect between what the software development group was delivering and what the vice president’s customers desired. He is now faced with a decision to continue focusing on the specific methodology the group had implemented (Scrum) or move to a new one (Kanban). Additionally, he has to consider expanding his focus to help drive Agile methodologies both with other groups in his business unit and outside his business unit. These decisions must be made at a potentially critical time for his products as his organization deals with the growing pains associated with the shift to Agile.

Teaching Note: 8B11E040 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Product Development; Process Design; Agile Methodology; Systems Development; Educational Software; United States
Difficulty: 4 - Undergraduate/MBA

Hari Bapuji, Paul W. Beamish

Product Number: 9B08M010
Publication Date: 2/21/2008
Revision Date: 5/18/2017
Length: 14 pages

On July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children's character toys because of excess lead in the paint. Not surprisingly, the decision ahead was not only about whether to recall the Sarge Cars and other toys that might be unsafe, but also how to deal with the recall situation. The (A) case details the events leading up to the recall and highlights the difficulties a multinational enterprise faces in managing global operations. Use with Ivey case 9B08M011, Mattel and the Toy Recalls (B).

Teaching Note: 8B08M10 (28 pages)
Industry: Manufacturing
Issues: Supply Chain Management; Offshoring; Outsourcing; Product Quality; Product Recall; Multinational Enterprise Stakeholders; the United States and China
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Managing Services for Business Markets

Miranda R. Goode, Daniel Samosh

Product Number: 9B12A015
Publication Date: 5/17/2012
Revision Date: 5/18/2012
Length: 10 pages

In August 2011, the digital strategist at Online Advertisers, a small digital media company (web development, affiliate marketing, and social media management), was faced with finalizing a value proposition for a new social media marketing division, Online Advertisers Social. Online Advertisers was a creativity-driven company. Data and analytic capabilities were generally not the reason why clients worked with Online Advertisers. Online Advertisers attracted clients by being young, in touch with trends, energetic, and creative. However, clients (especially larger clients) wanted analytics — metrics that could be used to objectively quantify returns on social media investment. The digital strategist saw an opportunity to position Online Advertisers Social as a social media company that offered smaller businesses insights into their target markets that they would not otherwise have access to due to budget constraints.

The digital strategist needed to create a value proposition that balanced an analytics focus with Online Advertisers’ creative marketing and design. The company was too small to offer a large-scale competitive analytical package, and had relied too heavily on intuition in the past to create a competitive data-based social media package. The digital strategist went through the nuances of social media management, including campaign management and community management, and the issue of offering services related to the measurement of social media ROI in a rapidly growing and maturing industry.

Teaching Note: 8B12A015 (4 pages)
Industry: Other Services
Issues: Web Development; Social Media; Metrics; Analytics; Value Proposition Development; Business to Business; Consumer Insights; Canada
Difficulty: 4 - Undergraduate/MBA

Rebecca A. Grant

Product Number: 9B11M029
Publication Date: 4/29/2011
Length: 16 pages

After three years of rapid growth in a relatively young industry, the affiliate and payment-processing company RevenueWire.com found itself operating in a very different environment. Sales growth in the company’s affiliate network service had leveled off, and orders for Q1 2010 looked just like those for Q1 2009. New competitors, low entry barriers, and a plateau in the affiliate market meant few opportunities for growth across the industry. Despite these conditions, the company’s owners had set aggressive revenue targets for 2010 to 2012. The general manager needed to evaluate options for growth, including new markets and new products, to determine how to meet her targets. Because RevenueWire.com’s competitors were privately held, there was little public data on the state of their finances or the size of various markets. The general manager had learned how to use surrogate data to gauge the market and make strategic decisions, and the students must do the same to develop an effective three-year plan that will hit or exceed the owners’ expectations.

The case exposes students to decision making in a global industry dominated by privately held companies. It also exposes students to the affiliate marketing industry from the viewpoint of an entrepreneurial company that serves as an intermediary between merchants and affiliates. It describes many of the challenges facing an intermediary in an industry that includes not only legitimate merchants but a vast array of scam artists and phony products.

Teaching Note: 8B11M029 (6 pages)
Industry: Information, Media & Telecommunications
Issues: E-Commerce; E-Business; Entrepreneurial Business Growth; Affiliate Marketing; Marketing Networks
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Managing Business Marketing Channels

Michael Taylor, Mark B. Vandenbosch

Product Number: 9B12A050
Publication Date: 10/2/2012
Revision Date: 1/10/2017
Length: 5 pages

This B2B case describes a common situation that arises when channel partners gain success and the perceived balance of power shifts from the supplier to the channel. The manager for Bolster Electronics, one of the largest suppliers in Canada of state-of-the-art industrial video equipment for harsh environments, must consider a request from Vickers Industrial Supplies, a regional dealer, to be upgraded from a dealership to a distributor. Vickers was generating a growing business volume for Bolster in an important market segment, the Canadian oil sands in northern Alberta. Approving Vickers’ request will generate slimmer margins for the manufacturer, which may be made up with higher projected volume, if the projections are reasonable. The potential reaction of the company's national distributors is causing concern. Although Bolster sells to regional dealerships in the United States, its policy is to distribute its products in Canada through two national distributors, and it fears that increasing Vickers’ role will alienate these distributors. Each alternative has benefits and risks.

Teaching Note: 8B12A050 (7 pages)
Industry: Wholesale Trade
Issues: Channel Partners Behaviour; Company Strategy Versus Actual Company Actions; Functions and Value of Channel Partners; Channels Economics; Balance of Bargaining Power; Canada
Difficulty: 4 - Undergraduate/MBA

June Cotte, Jesse Silvertown

Product Number: 9B09A012
Publication Date: 5/14/2009
Length: 12 pages

In June 2008, the president and owner of Canada Goose Inc. (Canada Goose), a producer of luxury sport jackets, was contemplating the future of his company. Despite recent years' steady growth in both his company and the industry in general, the president believed that a significant opportunity existed for Canada Goose to further cement itself as a market leader for this industry. The president was intrigued by two separate offers from national retailers in Canada. Both were in the form of long-term contracts; in the past Canada Goose had used such contracts to maintain successful relationships with its many distributors. The offers were lucrative; however, the president needed to consider whether the offers aligned with the company's current marketing strategy. Agreeing to stock its product through a national chain would be a departure from its current method of distribution through independently-owned regional retailers. Accepting either of the offers would not only potentially price these retailers out of the market but could also lead to the devaluation of the brand.

Teaching Note: 8B09A12 (3 pages)
Industry: Manufacturing
Issues: Marketing Channels; Brand Positioning; Brand Management; Retailing
Difficulty: 4 - Undergraduate/MBA

Shih-Fen Chen, Lien-Ti Bei

Product Number: 9B08A019
Publication Date: 12/1/2008
Revision Date: 7/8/2014
Length: 22 pages

The case describes how Synnex Technology International Corporation (Synnex) in Taiwan transformed itself from a local distributor of electronic components into a global logistic conglomerate of communication and information products between 1985 and 2007. The case analyzes the channel structure of electronic product distribution and explains how Synnex introduced innovative practices to transform its operation. The case is designed for MBA students to grasp some fundamental issues related to distribution channel design and supply chain management in a marketing or logistic management course.

Teaching Note: 8B08A19 (10 pages)
Industry: Manufacturing
Issues: Marketing Channels; Logistics; Distribution Channels; Supply Chain Management; CNCCU/Ivey
Difficulty: 4 - Undergraduate/MBA

Adrian B. Ryans, Mark B. Vandenbosch

Product Number: 9B00A009
Publication Date: 5/1/2000
Revision Date: 1/6/2010
Length: 22 pages

The new CEO of Compaq Computer, the world's second largest computer company, is facing some difficult decisions about how to combat the increasing threat posed by Dell Computer Corporation. The case describes the strategic moves made by Compaq in the late 1990s under the leadership of a previous CEO who was dismissed by Compaq's board earlier in the year. It also describes in some detail the history of Dell Computer and the evolution of the Dell Direct model. Compaq's new CEO faces some major issues, one of which is the resolution of the channel issues, particularly in the commercial personal computing segment. It is clear he faces some very tough strategic and marketing choices. The power of information technology and standards that have allowed Dell to build a powerful ecosystem with its customers, suppliers and complementers are illustrated in this powerful teaching case. With the support of these other players, Dell has been able to topple one of the great companies of the late 20th century from its leadership position. It also illustrates how difficult it is for a market leader to effectively respond to such a challenge.

Teaching Note: 8B00A09 (10 pages)
Industry: Manufacturing
Issues: E-Commerce; Market Strategy; Marketing Channels; Competition
Difficulty: 5 - MBA/Postgraduate

Chapter 11:
Supply Chain Management

Gavin Price, Margaret Sutherland

Product Number: 9B09M046
Publication Date: 6/25/2009
Length: 11 pages

Bio-Oil is a multi-purpose skin care product that has gone from being sold only in South Africa to being the No. 1 scar treatment product in 16 of the 17 countries in which it is distributed. Retail sales have jumped from R3 million per annum to R1 billion from 2000 to 2008. Justin and David Letschert made key decisions to eliminate all of the other 119 products that were being manufactured by the company that they took over in 2000, and focused on the mainstay product of Bio-Oil. Union-Swiss accomplished its successful sales through the use of a hybrid distribution model that compelled its distributors in each country to communicate and share knowledge with each other. Union-Swiss also ensured that it remained focused on building the brand through limiting its activities in the value chain to that of marketing. It did this to such an extent that it created a separate entity to run the distribution of Bio-Oil in South Africa.

Teaching Note: 8B09M46 (8 pages)
Industry: Wholesale Trade
Issues: Market Entry; International Business; Supply Chain Management; Strategic Positioning; GIBS
Difficulty: 5 - MBA/Postgraduate

Terry H. Deutscher, Ramasastry Chandrasekhar

Product Number: 9B06A025
Publication Date: 10/12/2006
Length: 16 pages

Senior management at 3M Canada's Industrial Business Division (IBD), which manufactures abrasive and adhesive products, faces a dilemma. In the light of a 2006 directive from corporate headquarters, which calls for top line growth, IBD has a goal of essentially tripling its annual rate of sales gain from its current level of three to four per cent to 10 per cent within two years. In IBD's markets, 3M as a product-driven company with strong research and development focus, has historically concentrated on original equipment manufacturers and specialty distributors, but a new channel to market has emerged. Several national distributors of items used in general repair and maintenance are growing at a rapid pace. If 3M Canada wants to participate in the growth, it must seriously reconsider how it goes to market, particularly in sales and logistics. Dealing with this situation demands analysis of the requirements of the new channel, and an assessment of fit with IBD's capabilities and strengths. Significant changes will be necessary for IBD if it is to gain and sustain business in the emergent segment.

Teaching Note: 8B06A25 (7 pages)
Industry: Manufacturing
Issues: Distribution Channels; Channel Conflict; Marketing Channels; Sales Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Pricing Strategies for Business Markets

Dante Pirouz, Raymond Pirouz, Dina Ribbink, Emily Chen-Bendle

Product Number: 9B13A004
Publication Date: 3/14/2013
Revision Date: 3/21/2013
Length: 14 pages

In 2012, small upscale bakery produces artisan-quality, hand-decorated cookies, generating $1 million in annual revenue. In the (A) case, the two co-owners investigate the role of pricing in driving growth for their business and allowing them to achieve several fundamental financial goals. In the (B) case 9B13A005, the partners explore the possibility of a website to drive direct-to-consumer sales on an e-commerce platform.

The multimedia elements of the case 7B13A004 will add to the richness of the conversation. (A higher price applies to this case due to color exhibits.)

Teaching Note: 8B13A004 (4 pages)
Industry: Manufacturing
Issues: Pricing; Operations; Small Business; Social Media; B2C; B2B; Canada
Difficulty: 4 - Undergraduate/MBA

Srabanti Mukherjee, Debdatta Pal

Product Number: 9B12A065
Publication Date: 2/20/2013
Revision Date: 2/20/2013
Length: 15 pages

On February 2, 2012, the Supreme Court of India cancelled all 122 second-generation (2G) telecom licences issued on or after January 10, 2008 by the Department of Telecommunication (DoT). This judgment, along with the announcement of the National Telecom Policy-2012, forced the DoT to rethink the issue of pricing spectrum, which was earlier bundled with 2G licences. First, was re-auctioning required? If so, what should be the minimum reserve price? Should DoT follow a uniform pricing strategy for all the incumbents, including those whose licences were cancelled? How could it strike a balance between investor apathy and the government’s objective of increasing rural tele-density, given the possibility of a tariff hike after the refarming of spectrum?

Teaching Note: 8B12A065 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Auctions; natural resource pricing; oligopoly pricing; spectrum allocation; India
Difficulty: 5 - MBA/Postgraduate

S.P. Raj, Atanu Adhikari

Product Number: 9B12A055
Publication Date: 2/1/2013
Revision Date: 2/1/2013
Length: 18 pages

This case examines the business strategies available to an Indian company, Indraprastha Cold Storage Ltd. (IPCSL). It has made substantial investments in upgrading its existing cold storage to differentiate itself from the competition based on the premise that by providing superior product quality, it could charge a premium for its value added cold storage service. However, competitors lowered their rates in an attempt to capture even more customers, and IPCSL was concerned about the long-term viability of the business. It must decide on a course of action, taking into consideration the constraints of growing, transporting, storing and selling fruit in India; the asymmetry in price information available to growers and commission agents in the market, coupled with the old-fashioned way of doing business through open and closed auctions; and the costs and benefits of vertical integration between grower and IPCSL.

This case also includes a two-part video which instructors may share with the class. The first part shows the buzz of daily activities in New Subzi Mandi, Azadpur - including market exchanges by open and closed auctions. The second is an interview with Sanjay Aggarwal about the challenges IPCSL faced and his immediate reaction to the crisis. Please refer to the teaching note for details.

Teaching Note: 8B12A055 (14 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: B2B marketing strategy; pricing strategy; agribusiness; business strategy; India
Difficulty: 4 - Undergraduate/MBA

Mark B. Vandenbosch, Ken Mark

Product Number: 9B12A044
Publication Date: 8/24/2012
Revision Date: 8/24/2012
Length: 18 pages

The co-president and co-CEO of Christie Digital, a digital projector firm based in Cypress, California, and Kitchener, Waterloo, is speaking with his counterpart and trying to decide how Christie should tackle the rest of the 65,000-screen theatre market that has not yet converted to digital. The co-president has to consider that Christie is one of three viable competitors in the market and that there is a real risk of rapidly declining margins if a price war breaks out.

Teaching Note: 8B12A044 (9 pages)
Industry: Manufacturing
Issues: Strategy Implementation; Game Theory; Competitive Reaction; Pricing Strategy; Product Extension; Canada
Difficulty: 5 - MBA/Postgraduate

Chapter 13:
Business Marketing Communications: Advertising and Sales Promotion

Ilan Alon, Jennifer Dugosh, Meredith Lohwasser

Product Number: 9B14M006
Publication Date: 5/5/2014
Revision Date: 2/23/2015
Length: 21 pages

In 2012, Golan Heights Wines wanted to take advantage of the Chinese market. In recent years, China had demonstrated incredible growth in the wine market. Consumers’ growing interest in wine products had made wineries and vineyards like Golan Heights hungry for entry. The CEO of Golan Heights Winery had gone to China with her products in 2009. She had chosen distributorships as the mode of entry because of their expertise and experience in the Chinese market, something she did not possess. Since she had entered the market, however, she had learned of the seemingly disappointing demand for Israeli wines. Sales were rather limited given the size of the market. Most Chinese consumers who sought imported wines wanted them from Europe, particularly France. Additionally, vendors and distributors did a poor job of pushing Israel products. The CEO needed to devise and execute a series of strategies to better take advantage of the impressive Chinese market, establish a brand for Golan Heights Wines and create a platform for future growth.

Teaching Note: 8B14M006 (11 pages)
Industry: Accommodation & Food Services
Issues: Export strategy; market entry; market selection; Israel; China
Difficulty: 4 - Undergraduate/MBA

Raymond Pirouz, Emily Chen-Bendle

Product Number: 9B13A014
Publication Date: 7/5/2013
Revision Date: 7/5/2013
Length: 8 pages

MediaMath is a demand-side platform that provides a single interface from which online media buyers can buy display media advertising from multiple advertising exchanges. The company’s chief executive officer is contemplating the strategic direction of his new business after its first full year of operation. Specifically, he needs to determine which clients he should most actively pursue and how that decision will affect the strategic direction of the business.

Teaching Note: 8B13A014 (5 pages)
Industry: Information, Media & Telecommunications
Issues: Online Media; Online Marketing; Media Buying and Planning; Digital Marketing; United States
Difficulty: 5 - MBA/Postgraduate

June Cotte, Marilyn Fertile, David Fisher, Derek Howe, John Hunt, Paola Marignani

Product Number: 9B13A002
Publication Date: 2/25/2013
Revision Date: 2/25/2013
Length: 12 pages

The SickKids Foundation, the fundraising arm of the Hospital for Sick Children in Toronto, Ontario, works with Dairy Queen and the Children's Miracle Network on an annual event called Miracle Treat Day. On that day, proceeds from Dairy Queen Blizzard sales are donated to children’s hospitals across North America. But the cause-related marketing program has had unequal success: the amount raised in Toronto is less than what is raised in many other Canadian municipalities. The associate director of the Children's Miracle Network at the SickKids Foundation has challenged her team to figure out why this is happening and what they can do to improve the performance of the initiative.

Teaching Note: 8B13A002 (8 pages)
Industry: Health Care Services
Issues: Cause-related ; Non-profit; Social Marketing; Charity; Canada
Difficulty: 4 - Undergraduate/MBA

Matthew Thomson, Jared Breski

Product Number: 9B10A009
Publication Date: 4/19/2010
Length: 7 pages

The differences between specialized marketing agencies become blurred as clients increasingly expect these agencies to provide a more comprehensive portfolio of service offerings. The case thrusts students into the roles of three different marketing leaders: the chief executive officer (CEO) of Interbrand (the world's leading brand consultancy), the CEO of DDB Worldwide (the world's largest advertising agency) and the CEO of Omnicom (the world's largest media conglomerate and the parent company of both Interbrand and DDB Worldwide). These leaders are about to meet to discuss the future of the marketing industry, focusing specifically on how the industry's future direction will affect Omnicom's strategic plans. The two agency CEOs will need to defend their own company's value proposition. Will their respective arguments be enough to escape elimination on the Omnicom chopping block?

Teaching Note: 8B10A09 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Advertising versus branding; communications; public relations; consumer-packaged goods; strategic consulting
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Business Marketing Communications: Managing the Personal Selling Function

Sandeep Puri

Product Number: 9B14A015
Publication Date: 5/23/2014
Revision Date: 5/21/2014
Length: 10 pages

The profits of a generic-pharmaceutical company, Parkin Laboratories, are dwindling as a result of recent legislation implemented by the Indian government. To compensate for the loss in value, the company needs to increase its sales volumes. The general manager of sales is exploring the idea of investing in a program of sales force effectiveness to increase the efficacy of the sales team.

Teaching Note: 8B14A015 (9 pages)
Industry: Manufacturing
Issues: Sales force effectiveness; sales management; sales performance; pharmaceutical selling; India
Difficulty: 5 - MBA/Postgraduate

Michael Taylor, Rocky Campana

Product Number: 9B12A041
Publication Date: 10/17/2012
Revision Date: 10/17/2012
Length: 9 pages

This case concerns the bonus structure for a representative sales team. Pharma Talent, a contract sales company for pharmaceutical companies across Canada, promised its clients that its representatives would drive sales at a lower cost than what the client would incur if it had its own sales force. Historically, it had contracts with products that targeted physicians (e.g., prescription drugs or medical devices); however, a new contract in Ontario involved an over-the-counter (OTC) product. Pharma Talent currently had a pay-for-performance bonus structure that had already been revised three times. Nevertheless, due to the structure of the different territories in Ontario, many sales team members thought the bonus was unfair and very discouraging, while its pay-for-performance structure did not meet the clients' needs.

Teaching Note: 8B12A041 (7 pages)
Industry: Health Care Services
Issues: Sales Force Compensation; Resource Management; Sales Process; Retail Merchandising; Canada
Difficulty: 4 - Undergraduate/MBA

V.V. Gopal

Product Number: 9B11A023
Publication Date: 1/30/2012
Length: 13 pages

Organized steel retailing was not very popular among steel manufacturers in India. Very few such initiatives were undertaken by Indian players, but the most prominent was the JSW Shoppe concept promoted by Jindal Steel Works (JSW). JSW sold its products through a large network of dealers. However, the management had been concerned with building a brand image for its products, increasing its market penetration beyond the market of builders and fabricators, and attracting the attention of end users who would drive up sales. The company had felt that its distribution model would not serve its purpose, and had designed the unique concept of JSW Shoppe - a franchising model wherein the company would partner with existing and new dealers to achieve its objectives.

Set in 2010, the case deals with the challenges of transforming from a transactional distribution model to a relationship-based distribution model for franchising. Through the analysis of the case, students will locate the execution flaws in the company’s transformation, and seek the best way to address the issues related to this transformation. The case demonstrates the importance and role of a salesperson and the problems and issues that arise when a distribution model is changed - both from the dealers’ and company’s perspectives. Highlights of the case include the presentation of the challenges of franchising a specialty product, the evaluation of dealers using a balanced scorecard, and the preparation of an elaborate training module for the sales force.

Teaching Note: 8B11A023 (26 pages)
Industry: Manufacturing
Issues: Strategy; Sales Force Management; Retail Management; Balanced Scorecard; Change Management; Branding; Steel; India; Ivey/ISB
Difficulty: 4 - Undergraduate/MBA

Donald W. Barclay, Joe Falconi

Product Number: 9B06A035
Publication Date: 2/26/2007
Length: 20 pages

In 2005, the vice-president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, lawn and garden care products, specialty pet supplies, and shaving and grooming products. The vice-president of sales and marketing was charged with the task of creating a national sales force from the teams of the newly merged companies. Knowing the importance of the sales function to each of these companies, he wanted to ensure; despite the differences among the diverse groups, that he still maintained a team which would effectively and efficiently continue to increase the sales of each business unit.

Teaching Note: 8B06A35 (13 pages)
Industry: Manufacturing
Issues: Sales Organization; Acquisitions; Change Management; Sales Management
Difficulty: 4 - Undergraduate/MBA

Chapter 15:
Marketing Performance Measurement

Michael A. Levin, Bruce C. Bailey

Product Number: 9B12A017
Publication Date: 7/11/2012
Revision Date: 6/29/2012
Length: 5 pages

Advantage Food & Beverage Vending is a decision-based case that highlights four options for the owner and president of the Advantage Food & Beverage (AF&B) snack vending operation. He had been running his business for 16 years and possessed a great deal of knowledge about his company and the vending industry. His dilemma was whether or not to invest in his existing operation and, if so, how to determine the best use of his resources. The vending industry was stagnant and considered to be declining, which complicated his decision. However, newer technologies had become available that could improve AF&B’s competitive advantage in the marketplace.

Technology options included a system that (a) accepted electronic payments and (b) tracked inventory and transactions. The electronic payment method came in the form of the swiping of a credit card, or in the newer form of Touch-and-Go card readers. These features could be retrofitted to existing machines or built into new machines. The decision involved which option(s) would likely provide the president with the best return on his investment.

Teaching Note: 8B12A017 (17 pages)
Industry: Retail Trade
Issues: Competitive Advantage; Cash Flow; Analyzing Options; Retail Arithmetic; Retailing; Resource Allocation; United States
Difficulty: 2 - Intro/Undergraduate

Mark B. Vandenbosch, Dan Tolhurst

Product Number: 9B09A018
Publication Date: 6/25/2009
Length: 8 pages

In November 2007, Barack Obama, along with his chief strategist and campaign manager, was faced with a Gallup Poll of Democratic Presidential Candidates that indicated among Democratic voters Hillary Clinton held 48 per cent support of voters, compared with Obama's 21 per cent. Pundits and analysts essentially declared the race over; however, the triumvirate was convinced they had devised a perfect campaign strategy to overcome the long odds and win the nomination. Their confidence was validated when Barack Obama was elected the President of the United States in November 2008. This win was aided by a strategy that focused on competing in markets that other candidates did not, and embracing technological developments in a manner that other candidates would not. The Obama campaign employed such tools as lowering the target donation from potential donors, competing in non-traditional markets, unique resource allocation and use of technology to gain tactical advantages.

Teaching Note: 8B09A18 (3 pages)
Industry: Public Administration
Issues: Judo Strategy; Elections; Competition
Difficulty: 4 - Undergraduate/MBA

Satyendra Singh

Product Number: 9B08A006
Publication Date: 3/11/2008
Length: 10 pages

The Sat & Co. case demonstrates how market orientation can be achieved and how its implementation can lead to superior business performance in the context of the machine tool industry. Sat & Co. consisted of two divisions: the lathe division that manufactured the lathe machines, and the computer numerical control (CNC) division that assembled CNC machines. The capacity of both divisions was underutilized. The problem was that the lathe division manufactured very basic lathe machines and the CNC division assembled very technologically advanced machines. As a result, both divisions failed to satisfy their customers' needs. The lathe division was poorly market-oriented, whereas the CNC division was overly market-oriented. The chairperson of the board of directors was adamant that both divisions must survive, and that a market orientation must be achieved, i.e. the company must meet customers' needs and must improve its business performance.

Teaching Note: 8B08A06 (8 pages)
Industry: Manufacturing
Issues: Performance Measurement; Market Strategy; Machinery and Equipment; Customer Analysis
Difficulty: 4 - Undergraduate/MBA

Niraj Dawar, Peter Yuan

Product Number: 9B00A031
Publication Date: 3/5/2001
Revision Date: 1/7/2010
Length: 19 pages

The managing director and director of overseas marketing of Midea Group, China's largest air conditioner manufacturer, had concerns about the company's domestic and global competitive position. They felt the company needed to develop a strategy to defend its home market in the wake of more liberalized imports, and simultaneously, develop the resources and skills required to play in a global market where its cost advantages had been nullified because international players were also exporting from China. To do so, they needed to review the company's current international strategy and examine both branding and private label options.

Teaching Note: 8B00A31 (7 pages)
Industry: Manufacturing
Issues: China; Strategy Development; Resource Allocation; Globalization; Competition
Difficulty: 5 - MBA/Postgraduate