Ivey Publishing

Advertising & Promotion: An Integrated Marketing Communications Perspective

Belch, G.; Belch, M.; Guolla, M.,5e (Canada, McGraw-Hill Ryerson, 2014)
Prepared By CaseMate Editor,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Integrated Marketing Communications

Mary Weil, Chitra P. Reddin

Product Number: 9B13A026
Publication Date: 11/19/2013
Revision Date: 11/19/2013
Length: 14 pages

Molson Coors’ chief corporate responsibility officer has been tasked to use the company’s efforts toward global corporate responsibility to drive its global competitiveness. He must roll out new corporate responsibility initiatives to engage employees across the company’s range of geographic locations.

Teaching Note: 8B13A026 (9 pages)
Industry: Accommodation & Food Services
Issues: Corporate responsibility; sustainability; communications; responsible sourcing; United States
Difficulty: 3 - Undergraduate

Asha Kaul, Varun Thappa

Product Number: 9B13M025
Publication Date: 4/12/2013
Revision Date: 4/16/2013
Length: 17 pages

In 2011, IBM India was experimenting with social media applications to extend its marketing mix. A social media campaign named Digital Influence was launched to gain market share for the company’s software products, influence groundswell and develop technical evangelists. Within a year, the share of voice and reach for the company’s five software brands increased significantly. However, the company’s marketing and communications director was hesitant to declare victory. Was the model sustainable? What challenges would the company face in the implementation process? Would the plan of operations continue to help the company gain market space and create technical evangelists?

Teaching Note: 8B13M025 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Digital influence; blogs; social media; communication; India
Difficulty: 4 - Undergraduate/MBA

Neil Bendle, Michael Taylor

Product Number: 9B11A034
Publication Date: 9/22/2011
Length: 12 pages

CardSwap was an online service that provided consumers with the opportunity to convert unwanted gift cards into hard cash. The co-founder felt convinced that his small Canadian company created great value for its customers. After all, there were around a billion dollars of unwanted gift cards entering circulation every year. People who owned these unwanted gift cards would surely want to use the CardSwap service. CardSwap could offer a strong value proposition to consumers while ensuring a healthy return through commissions on every transaction. Problems remained, however, as CardSwap was a relatively small company and had no access to the multi-million-dollar advertising budgets that might be needed to get a message out to consumers through an extensive multi-media strategy. How much should the company be willing to spend to acquire a customer? How best could this new company use its limited resources to communicate to customers the benefits of CardSwap?

Teaching Note: 8B11A034 (12 pages)
Industry: Retail Trade
Issues: Customer Value; Creating Value; Gift Cards; Marketing Communications
Difficulty: 3 - Undergraduate

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

Mark B. Vandenbosch, Tom Gleave

Product Number: 9A99A017
Publication Date: 8/5/1999
Revision Date: 5/24/2017
Length: 12 pages

The manager of business development for Carvel Asia Limited is trying to determine how best to increase ice cream cake sales in Beijing. In doing so, he needs to develop a complete marketing program which includes decisions about product offerings, pricing, placement (distribution) and promotion - the 4 Ps. Carvel Asia was a 50-50 joint venture between Carvel (USA) and China's Ministry of Agriculture.

Teaching Note: 8A99A17 (14 pages)
Industry: Manufacturing
Issues: China; Pricing Strategy; Product Concept; Marketing Communication; Distribution
Difficulty: 5 - MBA/Postgraduate

Chapter 2:
Organizing for IMC: Role of Agencies

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

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

John S. Hulland, Donna Everatt

Product Number: 9A99A014
Publication Date: 10/28/1999
Revision Date: 1/12/2010
Length: 15 pages

AWARD WINNING CASE - This case was one of the winning cases in the 1999 Regional Asia-Pacific Case Writing Competition. Grey China is a subsidiary of Grey Advertising, based in New York. Established in 1917, Grey Advertising offered a variety of marketing and corporate services through its 377 branches in 88 countries, which employed 10,000 people. The case provides an overview of how an advertising agency functions, as well as illustrating timely advertising industry issues such as specialization and globalization. The CEO of Grey China must decide whether or not to launch an interactive services department to capitalize on the potential for a first mover advantage. Many marketing managers in Hong Kong and China were unaware of how interactive marketing could be integrated into their marketing communications programs. Grey China had the daunting task of building primary market demand for interactive marketing communications.

Teaching Note: 8A99A14 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Advertising; Market Analysis; Marketing Mix; Corporate Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Consumer Behaviour and Target Audience Decisions

S. Ramesh Kumar, Venkata Seshagiri Rao, Narayana Trinadh Kotturu

Product Number: 9B13A048
Publication Date: 4/11/2014
Revision Date: 6/11/2014
Length: 8 pages

In an initiative to develop its herbal soap offering and create a repositioning strategy for its soap products, one of the front-runners in the Indian skincare market explored the perception of the brand image, using survey data to compare its own image with those of two of its strongest competitors. The challenge for this brand was to reposition itself and build its equity after taking into consideration the perceptual results of the study and the existing positioning of soap brands.

Teaching Note: 8B13A048 (6 pages)
Industry: Retail Trade
Issues: Brand positioning; herbal brand; brand repositioning; consumer behaviour; India
Difficulty: 5 - MBA/Postgraduate

Seung Hwan (Mark) Lee, Matthew Thomson

Product Number: 9B12A019
Publication Date: 5/17/2012
Revision Date: 5/17/2012
Length: 2 pages

Jaime has been looking for several weeks to buy his first car. After narrowing his choices down to two, he can’t decide which to purchase. Option A is to buy the Honda CRV, which meets many of Jaime’s functional criteria (e.g. all-wheel drive, large trunk space, plenty of seats). This Honda is quite appealing to Jaime because he could use the car for his work and road trips with his siblings, and could easily handle the Wyoming climate. Option B is to buy the Ford Mustang, a car that he has been in love with ever since he was a teenager. Even though the Mustang does not necessarily meet any of his functional criteria, Jaime loves the idea of driving his dream car. Given these two options, Jaime is struggling to make a decision. Should he go with the car that meets his functional needs or should he go with the car that meets his affective needs? That is, should he go with his mind or his heart? Jaime wants to buy his car tomorrow. Help him.

Teaching Note: 8B12A019 (4 pages)
Industry: Other Services
Issues: Consumer Behaviour; Utilitarian/Hedonic; Cars; United States
Difficulty: 3 - Undergraduate

Justin Paul, Charlotte Feroul

Product Number: 9B10M067
Publication Date: 10/19/2010
Revision Date: 2/22/2017
Length: 20 pages

This case deals with the opportunities and challenges of Louis Vuitton, the leading European luxury-sector multinational firm, in Japan, taking into account the unique features of brand management and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton’s most profitable market, but the global economic crisis has presented challenges.

Facing a weak economy and a shift in consumer preferences, Louis Vuitton has been adapting its unique strategy in the Japanese market. The days of relying on a logo and a high price seem to be gone, as there is more interest in craftsmanship and value for money. To promote sales, the company has had to launch less expensive collections made with cheaper materials. The brand has also been opening stores in smaller cities, where the lure of the logo still works.

Over the years, Japanese consumers have demonstrated fascination with and passion for the iconic brand. What have been the keys to Louis Vuitton’s successful business model in the Japanese market?

Teaching Note: 8B10M67 (8 pages)
Industry: Manufacturing
Issues: International Marketing; Strategic Management; Brand Management; Luxury Goods; Financial Crisis; Japan; France
Difficulty: 4 - Undergraduate/MBA

Miranda R. Goode, Matthew Ball

Product Number: 9B09A023
Publication Date: 8/14/2009
Length: 25 pages

In early 2009, Microsoft began preparing for the launch of its next operating system, Windows 7. Successfully marketing Windows 7 had become essential for the company, which had faced numerous challenges in recent years, including a commercial and public relation failure of its last operating system, Windows Vista. While Windows 7 had received strong pre-release reviews, its success depended on Microsoft's ability to overcome the lingering skepticism and resentment of Windows Vista. The case presents students with the opportunity to perform a rich analysis of the difficulties in launching a new product following the commercial and public relations failure of the predecessor and provides a platform from which to explore the psychology (from both a consumer and managerial perspective) behind new product adoption. The case is structured to promote an analysis of Vista's relations failure using a psychological framework. Based on this analysis, students are challenged to devise a strategy for the launch of Windows 7 and to make decisions related to advertising communications, pricing, product, target market selection and brand image.

Teaching Note: 8B09A23 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Advertising; Marketing Communication; New Products; Consumer Behaviour
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Communication Response Models

Neil Bendle

Product Number: 9B13A003
Publication Date: 2/26/2013
Revision Date: 2/26/2013
Length: 16 pages

The U.S. presidential primary elections represent an especially challenging decision context. The four candidates in the 2012 Florida Republican primary, Rick Santorum, Newt Gingrich, Ron Paul and Mitt Romney, all have strengths and weakness in the eyes of a Republican primary voter. In this case, these qualities are illustrated by the candidates’ statements and their reported actions during the campaign. The Republican primary voter must use the information given to decide which candidate to support. Furthermore, in a typical business or political decision, a person chooses on the basis of his or her personal preference. In a primary election, however, voters are advised to take into account the candidate they think can win the later presidential election, which greatly complicates the decision-making process.

Teaching Note: 8B13A003 (16 pages)
Industry: Public Administration
Issues: Politics; Primary Election; Decision-making; Competition; United States
Difficulty: 4 - Undergraduate/MBA

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

Jeff Saperstein, Padmini Murty, Viren Desai

Product Number: 9B05A001
Publication Date: 8/2/2005
Revision Date: 9/24/2009
Length: 25 pages

Information technologies outsourcing is one the emergent fast-growth industries in the global high-tech economy. India is the leading country for IT outsourcing and Infosys is the largest Indian company in this sector. The branding challenge for Infosys is to leverage its reputation for predictable excellent results for information technology outsourcing. Management had identified overall company top-line revenue growth to achieve 30-40 per cent annual increases while allocating a negligible budget for marketing communications. Therefore, the key to the global brand strategy would not be through brand image advertising, but through communications of product strategy developments to large global IT outsourcing companies. The goal for Infosys is to be on the short-list of providers for the large, most sophisticated assignments for IT services to bid against IBM and Accenture, while leapfrogging over other competitors in the fast growing and fragmented information technology outsourcing market.

Teaching Note: 8B05A01 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Brands; Marketing Communication; Corporate Strategy; Consulting
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Objectives for the IMC Plan

Saikat Banerjee, Amit Aneja

Product Number: 9B13A045
Publication Date: 1/14/2014
Revision Date: 1/10/2014
Length: 14 pages

ONergy, a for-profit social enterprise in the renewable-energy-based products industry is poised to scale up its operations — namely, providing electricity to the underserved, bottom-of-pyramid market in India. Creating a brand in this market has proved difficult, as competition comprises many large and small players. However, given the government’s support of renewable-energy-based products, the company expects substantial and continuous growth and aims to carve out a prominent position in this up-and-coming market. ONergy views investment in brand building as a way to ensure better acceptance by consumers and it is exploring innovative branding strategies that may be adopted by start-up social enterprises to create unique brands in a strategically profitable way. The key question now facing ONergy’s founder is how to maintain brand-building momentum and take the brand to the next level.

Teaching Note: 8B13A045 (7 pages)
Industry: Social Advocacy Organizations
Issues: Start-up branding; social enterprise; brand development; brand execution; India
Difficulty: 5 - MBA/Postgraduate

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

Anandan Pillai, Ashok Pratap Arora

Product Number: 9B11A007
Publication Date: 6/29/2011
Length: 19 pages

Established in 2006, OSSCube was an open source software development company based in North Carolina, United States, which had its India office in Noida and its development centres in Delhi, Bangalore, and Noida. OSSCube started as a software training provider and gradually emerged as an open source software development and consulting company. The marketing of OSSCube’s offerings was primarily executed by search engine optimization (SEO) initiatives. Later, OSSCube created a social media presence on a variety of social media platforms such as Facebook, Twitter, and Vimeo. The primary objective of creating a presence on these social media platforms was to augment the company’s SEO initiatives. Although this strategy helped OSSCube in gaining business leads, the community manager of the firm realized that the strategy was not building the brand identity of OSSCube. Also, the prospect of having a wide presence on social media platforms to augment SEO activities created confusion in consumers’ minds regarding OSSCube’s expertise. Hence, in 2010, the manager was reviewing the social media approach with some definite objectives such as branding employees, branding OSSCube, and promoting open source software. He faced the challenge of forming an appropriate social media strategy that would address these objectives.

Teaching Note: 8B11A007 (14 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Social Media Strategy; Search Engine Optimization; Branding; Open Source Software; United States; India; Ivey/ISB
Difficulty: 5 - MBA/Postgraduate

Chapter 6:
Brand Positioning Strategy Decisions

Colleen Sharen

Product Number: 9B12A037
Publication Date: 7/16/2013
Revision Date: 7/15/2013
Length: 17 pages

AWARD WINNING CASE - Best Case Award, 2013 Administrative Sciences Association of Canada (ASAC) Conference. Since the 2010 earthquake, the executive director of the Foundation for International Development Assistance (FIDA) had been managing exploding demand for economic development from Haitians, the international development community and from individual Canadians. While there was a lot of money available for earthquake relief and micro-finance, far less was available for sustainable long-term economic development. FIDA needed an additional $2 million over the next three years to support projects that had been approved by both FIDA and its Haitian partner, productive cooperatives Haiti (pcH). FIDA needed to find investors who understood and supported the unique vision, principles and methods of FIDA/pcH.

Teaching Note: 8B12A037 (10 pages)
Industry: Social Advocacy Organizations
Issues: Non-profit management; social enterprise; brand positioning; marketing strategy; Canada; Haiti
Difficulty: 4 - Undergraduate/MBA

Margaret Sutherland, Verity Hawarden

Product Number: 9B12A039
Publication Date: 8/3/2012
Revision Date: 8/16/2012
Length: 10 pages

HIGHLY COMMENDED CASE - African Business Cases Runner-up, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case chronicles the origins and growth of Sorbet, a chain of beauty salons targeting upper income women in South African metropolitan areas. Owner Ian Fuhr identified an opportunity to redefine the beauty salon experience in South Africa by offering customers a service unlike anything in the industry. He carefully managed human resources to motivate employees and grow the client base. To complement this, the company started an external beauty therapy school to improve staff and train potential employees. In addition, Fuhr stressed the importance of growing brand awareness and carefully adjusted the company’s sales mix to maximize all potential profit margins, all while developing a customer-centric culture. By 2011, two new businesses had been launched under the Sorbet brand (wellness services; event management). Such expansion plus regional diversification options all had to be considered while keeping service quality levels high.

Teaching Note: 8B12A039 (12 pages)
Industry: Retail Trade
Issues: Brand Positioning; Brand Personality; Brand Awareness; Brand Management; Human Resources Management; Marketing Strategy; Employee Branding; Employee Participation; South Africa
Difficulty: 5 - MBA/Postgraduate

Jana Seijts, Paul Bigus

Product Number: 9B12M049
Publication Date: 4/24/2012
Revision Date: 4/24/2012
Length: 12 pages

On the morning of September 19, 2011, the chief executive officer (CEO) of the online movie provider Netflix Incorporated became witness to growing public discontent and media criticism directed at the company. The previous evening, the CEO had announced on the company blog that Netflix would be splitting into two separate entities. With the proposed change, the Netflix DVD-by-mail service would be spun out and renamed Qwikster. The move would leave the Netflix brand to focus on offering online streamed entertainment. This was not the first time Netflix had caused large-scale consumer frustration, as a few months earlier in July 2011 the company had announced it would be increasing rates by as much as 60 per cent. The result was a loss of over one million Netflix subscribers by September 2011, representing the first time the company had ever lost subscribers from one quarter to the next. Although the split into two separate entities could be seen as a good business strategy, Netflix did not follow through with a well-developed communication plan. Moving forward, both Netflix and Qwikster had come to represent an unfortunate dichotomy, and Netflix’s management was in desperate need to develop better communications with disgruntled consumers or risk losing additional subscribers and lucrative profits to a number of growing competitors.

Teaching Note: 8B12M049 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Communications; Brands; Consumer Satisfaction; Pricing; Movie Rentals; United States
Difficulty: 4 - Undergraduate/MBA

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

Allison Johnson, Natalie Mauro

Product Number: 9B11A001
Publication Date: 2/3/2011
Revision Date: 3/8/2018
Length: 14 pages

The Canadian Pillsbury ready-baked goods cookie line is experiencing disappointing performance, and the marketing manager at General Mills Canada Corporation is under pressure to make strategic decisions that will help turn around the segment. The marketing manager has engaged the help of the consumer insight team to conduct market research studies that will shed light on consumers and their attitudes, behaviours, and preferences towards the product. The results from the market research studies have arrived, and the students, assuming the role of the marketing manager, must filter through them to determine how this information can be used to improve the performance of the cookie segment. More specifically, students will need to determine where the greatest opportunities lie, who the team should target, what brand messaging is the most relevant, and what type of communication plan would be most effective.

Teaching Note: 8B11A001 (11 pages)
Industry: Manufacturing
Issues: Cross-cultural Differences; Customer Segmentation; Brand Positioning; Value Proposition; Market Research
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

Chapter 7:
Creative Strategy Decisions

Saikat Banerjee, Abhra Banerjee

Product Number: 9B12A042
Publication Date: 9/5/2012
Revision Date: 8/16/2012
Length: 16 pages

Centuryply operates in the building materials space - specifically, in interior decoration with plywood, laminates and decorative veneers - alongside other categories like cement, shipping, and logistics. In India, this market is dominated by unorganized players, and plywood has always been treated as a commodity by marketers. Given the boom in real estate across residences and offices, as well as the current rapid lifestyle changes in India, the company expects sustainable and continuous growth and wants to achieve greater success in the wood furnishings category. Centuryply views investment in brand-building as a way to beat commoditization.The focus of the case is to explain innovative branding strategies that may be adopted by marketers to create a brand in the commodity market. In addition, it touches on the difficulties faced by a company to maintain a sustainable brand proposition amid competition. The key question is how to maintain brand-building momentum and take it to the next level.

Teaching Note: 8B12A042 (8 pages)
Industry: Manufacturing
Issues: Commodity Branding; Brand Positioning; Brand Placement; Plywood Industry; India
Difficulty: 5 - MBA/Postgraduate

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

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

John S. Hulland, Robert J. Fisher, Ken Mark, Elizabeth O'Neil

Product Number: 9B00A005
Publication Date: 5/1/2000
Revision Date: 1/6/2010
Length: 16 pages

Leo Burnett Canada must decide how it should organize to provide Internet advertising services to current and potential clients. Treating the interactive group as a separate business entity has the advantages of maintaining a separate, entrepreneurial culture, to continue to develop technical and creative skills that are Internet specific, and to grow Leo Burnett's client base. Or, Leo Burnett can make the interactive group an integral part of the main agency, which provides an enhanced ability to develop and offer integrated marketing communication strategies for its clients. This strategy is most likely to lead to stronger relationships with existing clients, but is less likely to enable Leo Burnett to attract new business. The case is also an excellent platform for discussions related to the differences between full service and specialized advertising boutiques and tech shops that focus on Internet advertising. Students, if encouraged to visit several case-related Web sites, will develop a fuller understanding of the different types of agencies that exist and the services they offer. This focus naturally leads to a discussion of how the Internet is leading to changes in full-service agencies.

Teaching Note: 8B00A05 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Agency; Market Strategy; Advertising; Advertising Management
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Creative Tactics Decisions

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

Chapter 9:
Measuring the Effectiveness of the Promotional Message

Michael Parent, Leyland Pitt, Stacey Morrison

Product Number: 9B09A001
Publication Date: 1/14/2009
Length: 1 pages

Do subliminal cues have an effect on behaviour? This question is at the heart of many debates in advertising. In this exercise, students can determine, through their own experience, the impact of subconscious cues on their decisions. In this simulation, the instructor places a number of specific cues throughout the building. Students, in turn, are tasked with creating an advertising poster for a chain of children's play centres. Inevitably, their posters incorporate some, and sometimes all, of the cues. The exercise can lead to a deep and constructive discussion on the effect of subconscious cues on consumers.

Teaching Note: 8B09A01 (9 pages)
Industry: Other Services
Issues: Advertising Effectiveness; Marketing Communication; Consumer Behaviour; Ethical Issues
Difficulty: 4 - Undergraduate/MBA

Robert J. Fisher, Scott Walker

Product Number: 9B01A025
Publication Date: 3/28/2002
Revision Date: 12/7/2009
Length: 17 pages

Molson Canada produced Molson Canadian, Canada's best selling beer. Canadian's previous advertising campaign The Rant had been incredibly popular making it one of the most successful ads for Molson in a long time, and winning numerous international and domestic advertising awards. The marketing team for Molson Canadian had to find the theme for the next advertising campaign, and must decide whether to move towards more traditional beer advertising or maintain the non-traditional them of The Rant. (A 9-minute VHS video is available, product 7B01A025 containing Molson's and Labatt's advertisements.)

Teaching Note: 8B01A25 (10 pages)
Industry: Manufacturing
Issues: Advertising Strategy; Advertising Effectiveness; Marketing Planning; Advertising Media
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce

Product Number: 9A99A029
Publication Date: 5/2/2000
Revision Date: 1/13/2010
Length: 1 pages

Founded in 1953, Stewart Shoes had grown to six outlets by 1990 with headquarters in Nova Scotia. Management is debating the value of money being spent on advertising and promotions. The controller feels that they should stop advertising and the marketing manager believes they should increase advertising by 50 per cent. The president suggests testing the effects of advertising, in-store promotion, and direct mail on sales.

Teaching Note: 8A99A29 (6 pages)
Industry: Retail Trade
Issues: Advertising Effectiveness; Retailing; Advertising Strategy; Advertising Media
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Media Planning and Budgeting for IMC

Dante Pirouz, Raymond Pirouz, Ken Mark

Product Number: 9B11A035
Publication Date: 10/17/2011
Length: 19 pages

The founder of Sushilicious, a new sushi restaurant in California, is wondering how to make his second year in the business even more successful. His objective is to grow the current base for his restaurant with a limited marketing budget. The founder has had success building his first restaurant using a combination of social media tools and now wonders how he can build upon his current marketing strategy. Furthermore, should he franchise the Sushilicious concept, open a second restaurant, or focus entirely on the first location?

Teaching Note: 8B11A035 (7 pages)
Industry: Accommodation & Food Services
Issues: Market Segmentation; Market Planning; Marketing Without Advertising; Social Media; California, United States
Difficulty: 4 - Undergraduate/MBA

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

Chapter 11:
Broadcast Media

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

Robert J. Fisher, Ken Mark

Product Number: 9B00A027
Publication Date: 12/19/2000
Revision Date: 2/5/2002
Length: 14 pages

The manufacturer of TotalMint mouthwash graded its television commercials internally to judge their potential effectiveness in the marketplace. New television commercials were shown to planned audiences and diagnostic data points were used to judge the commercial based on several criteria. TotalMint was able to assess the extent that a particular commercial was likely to drive sales by comparing the results of the test against a historical database of television commercials. The product manager for TotalMint received the raw data from the advertising effectiveness tests of the latest commercial and was ready to start the evaluation by categorizing the verbatim comments and the overall recall responses. Once tallied, she needed to compare the results to the two previous TotalMint commercials.

Teaching Note: 8B00A27 (3 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Advertising; Evaluation Research; Advertising Effectiveness; Advertising Media
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Print Media

Christopher A. Ross

Product Number: 9B13A029
Publication Date: 11/6/2013
Revision Date: 11/5/2013
Length: 7 pages

La Presse, a French language newspaper in Montreal and the largest French language newspaper in North America, published an article summarizing the judgment of a trademark infringement case involving Lassonde Industries, a large Quebec conglomerate with sales of almost Cdn$760 million, and Olivia’s Oasis, a small Quebec manufacturer of health and beauty products with sales of Cdn$250,000. Initially, Olivia’s Oasis had successfully defended itself and it was awarded damages and costs by the courts. However, Lassonde appealed, which resulted in Olivia’s Oasis having to pay its own legal costs — a judgment that could bankrupt the small company. By the end of the day, thousands of readers and members of the public had reacted via social media with such vehemence that Lassonde felt pressured to pay Olivia’s Oasis’ costs. The issues are related to the management of a company’s reputation and the potential impact of negative public reaction in the long term.

Teaching Note: 8B13A029 (6 pages)
Industry: Manufacturing
Issues: Social media; reputation marketing; marketing communication; branding; food products; beauty products; Canada
Difficulty: 4 - Undergraduate/MBA

Jana Seijts, Paul Bigus

Product Number: 9B11M077
Publication Date: 8/29/2011
Revision Date: 12/8/2011
Length: 3 pages

In January 2010, global automotive manufacturer Toyota faced the task of notifying customers of a recall that involved a faulty accelerator pedal on 1.7 million vehicles. Toyota had already come under intense public scrutiny the previous year over a floor mat recall that affected 4.2 million vehicles. In an attempt to reach the masses for the current recall, Toyota created a letter to customers that was featured in major newspapers and on its website. The letter caused outrage as Toyota did not apologize to consumers. Instead, it talked about the company’s 50-year heritage and how Toyota was halting production to focus on fixing the vehicles that were on the road. The president of Toyota Motor Sales, U.S.A. Inc. needed to identify the problems with the letter before drafting a new one.

Teaching Note: 8B11M077 (8 pages)
Industry: Manufacturing
Issues: Crisis Management; Communications; Customer Relations; Letter Writing; Automotive; Japan; United States
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Out-of-Home and Support Media

Allison Johnson, Laurie Dudo

Product Number: 9B11A003
Publication Date: 4/8/2011
Length: 18 pages

3M Canada has been a corporate sponsor of the Canadian Breast Cancer Foundation (CBCF) since 2005. In support of the CBCF, 3M Canada has produced and sold pink products (i.e. products that bear the pink ribbon, such as Post-it notes, flag pens, Nexcare bandages and Scotch-Brite sponges), with a contribution of each sale benefiting the CBCF. This case examines this corporate sponsorship relationship, and specifically how 3M Canada’s brand manager for Post-it brand office products can further engage the relationship with the CBCF. The brand manager’s marketing campaign for 2009 was successful; however, she now needs to determine the best approach for her 2010 campaign.

Teaching Note: 8B11A003 (15 pages)
Industry: Manufacturing
Issues: Cause-related Marketing; Sponsorship; Product Placement; Corporate Social Responsibility; Breast Cancer Awareness; Canada
Difficulty: 4 - Undergraduate/MBA

Robin Ritchie, Ramasastry Chandrasekhar

Product Number: 9B07A006
Publication Date: 4/2/2007
Length: 9 pages

The president of a national placement agency is preparing to make a final pitch to sign Greyhound Canada as a client. Greyhound wants to reposition its brand as a mainstream travel option, particularly for suburban commuters, and needs cost-effective ways to get its message to consumers. The company views product placement as a viable tool for building brand awareness, but worries about losing control over its brand image. Even more serious are concerns about the absence of reliable metrics to assess the overall effectiveness of product placement. The case covers fundamentals of product placement, particularly with respect to strengths and weaknesses, and provides an excellent basis for discussing its value as part of an overall marketing communications strategy.

Teaching Note: 8B07A06 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Brand Positioning; Marketing Communication; Advertising
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Sales Promotion

Sajjan Raj Singhvi, Rajat Gera

Product Number: 9B10A024
Publication Date: 12/17/2010
Length: 18 pages

The case illustrates the challenges faced by a marketing manager when designing, implementing and evaluating trade promotion schemes in a highly competitive, fast moving, consumer goods multinational company in the emerging Asian market of India. The purpose of the case is to provide exposure to the complexities and dynamic context of Asian consumer goods marketing and learn how to design, implement and evaluate trade promotion schemes that are aligned with the branding, marketing communication and marketing strategy of the product/brand. The case illustrates marketing decisions and their implementation in the Indian market for snack foods, where factors such as products at small price points, constant product and brand innovation, and effective design of trade promotion and merchandising schemes are critical in gaining and retaining market share.

Teaching Note: 8B10A024 (12 pages)
Industry: Manufacturing
Issues: Branding; Sales Promotion; Sales Strategy; Trade Promotion Design; Trade Promotion Evaluation; Channel Management
Difficulty: 4 - Undergraduate/MBA

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

Terry H. Deutscher, Christopher Spalding

Product Number: 9B04A010
Publication Date: 5/14/2004
Revision Date: 10/7/2009
Length: 22 pages

The director of Lubricants business for Pennzoil-Quaker State Canada is faced with a significant challenge - overcoming the apathy that many consumers had about changing their motor oil. Increasing the frequency of oil changes and improving retention of its customers was critical for the financial success of the company. In response to this challenge, the director had to make a recommendation on adoption and implementation of a major new promotional program. The program, called One-to-One, was designed to create closer relationships among consumers, retailers and Pennzoil-Quaker State. Making the program work required active cooperation from the retail installers who actually performed the oil changes. The supplement Pennzoil-Quaker State Canada: The One-To-One Decision (B), product 9B04A011, focuses on the 240-day field trial of the program.

Teaching Note: 8B04A10 (16 pages)
Industry: Retail Trade
Issues: Retail Marketing; Marketing Communication; Sales Promotion; Consumer Marketing
Difficulty: 4 - Undergraduate/MBA

Robert J. Fisher, Ken Mark

Product Number: 9B00A025
Publication Date: 12/7/2000
Revision Date: 1/7/2010
Length: 6 pages

Consumer sales promotions are used to acquaint new users with a brand, to load existing users and to maintain interest in the brand on the part of the salesforce, the retailers and the consumers. Four promotions are presented in this exercise - two which were considered successful by the manufacturer and two which were not. These promotions provide the background information necessary for students to: consider the characteristics of each promotion and the surrounding circumstances; evaluate and determine which promotions were successful; and develop a rationale of which factors are important for successful promotions.

Teaching Note: 8B00A25 (10 pages)
Industry: Retail Trade
Issues: Marketing Management; Evaluation Research
Difficulty: 4 - Undergraduate/MBA

Chapter 15:
Public Relations

Dante Pirouz, Karam Putros

Product Number: 9B13A050
Publication Date: 2/4/2014
Revision Date: 4/16/2014
Length: 10 pages

Ten years after its founding, California-based Tesla Motors is close to becoming one of the world’s premier luxury car manufacturers. Its innovative design — using carbon fibre and aluminum rather than steel to construct body and parts — and technology — lithium ion battery packs rather than gasoline for power and a simple powertrain to provide maximum acceleration — make its models treasured options for eco-friendly and tech-savvy consumers as well as wealthy professionals. Relying almost entirely on word-of-mouth promotion through social media, the company sells its cars through factory stores in upscale malls rather than through dealerships and has built service centres to provide free battery charging. However, just as it is expanding into Europe and Asia and is contemplating buying its own factory to secure its battery supply, three of its cars have burst into flames following collisions, although no one has been injured. In addition, analysts claim that the company has been covering up its lack of cash flow by using non-generally accepted accounting principles for reporting its revenue. The CEO knows that the company has tremendous potential but is struggling with public relations problems arising from the crashes and questions about its financial stability and return on investment to investors.

Teaching Note: 8B13A050 (4 pages)
Industry: Manufacturing
Issues: Electric cars; premium; sales; public relations; United States
Difficulty: 4 - Undergraduate/MBA

Matthew Thomson, Seung Hwan (Mark) Lee, Nicole Schaad

Product Number: 9B13A042
Publication Date: 11/7/2013
Revision Date: 11/7/2013
Length: 3 pages

When a well-known mass media corporation revises the image of a beloved and non-traditional movie character in a way that conforms to a physical stereotype, the female members of the viewing audience express their disapproval on a widespread scale. In the wake of the backlash, the company has a decision to make: Should it stick with the revised image, which has been deliberately redesigned to support an upcoming media campaign, or should it revert to the original image in order to appease the viewing public? The case presents both sides of the dilemma, revealing the psychological and commercial implications of using one image versus the other.

Teaching Note: 8B13A042 (2 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Brand equity; public relations; ethics; United States
Difficulty: 3 - Undergraduate

Karen Robson, Colin Campbell, Justin Cohen

Product Number: 9B13A032
Publication Date: 10/3/2013
Revision Date: 10/3/2013
Length: 7 pages

In early May 2013, Abercrombie & Fitch, a high-end clothing retailer in the United States, faced a loss of consumer confidence in its brand after quotes made by its CEO in an interview seven years earlier resurfaced. His remarks fostered the perception that the company was prejudiced against overweight people. In response, angry consumers released a YouTube video entitled #FitchTheHomeless urging people to donate their Abercrombie & Fitch clothing to homeless individuals. This video went viral and inspired negative feedback towards the company from both social media networks and mainstream media outlets. Abercrombie & Fitch’s first response came 12 days later with a second apology issued the following week. Nonetheless, the controversy continued, and by June, Forbes announced that the company’s BrandIndex Impression was at an all year low. How can Abercrombie & Fitch reverse the negative feedback and regain its consumers’ loyalty?

You might also like: Abercrombie and Fitch, Mountain Dew: The Most Racist Soft-drink Commercial in History?, Domino’s Pizza

Teaching Note: 8B13A032 (6 pages)
Industry: Retail Trade
Issues: Social media; crisis response; public relations; marketing; United States
Difficulty: 4 - Undergraduate/MBA

Matthew Thomson, Anthea Rowe

Product Number: 9B12A004
Publication Date: 2/24/2012
Revision Date: 2/24/2012
Length: 9 pages

The executive director of a daycare is trying to figure out how to address legal, financial, and safety issues stemming from an incident that occurred two months before, when a two-year-old boy broke his leg. Despite having no formal training in public relations or crisis management, the executive director felt she had handled the incident reasonably well: it seemed as though everything at the daycare had returned to normal. Still, the executive director couldn’t stop worrying that the daycare might experience further fallout from the incident.

Teaching Note: 8B12A004 (10 pages)
Industry: Educational Services
Issues: Public Relations; Crisis Communication; Canada
Difficulty: 3 - Undergraduate

Chapter 16:
Direct Marketing

Michael R. Bowers, Peter J. McAlindon

Product Number: 9B10M084
Publication Date: 11/5/2010
Length: 12 pages

Companies face many challenges as they struggle to move from the start up to growth phase. Management may need to develop new talents. Infrastructure will need to be built and new activities engaged. Blue Orb is such a company. In the summer of 2009, the management team at Blue Orb was transforming the company from a research driven organization, with a specialty product serving a small market, to a direct market retailer playing in the video game industry.

The case describes the situation and decisions faced by the founder and CEO of Blue Orb and the acting chief marketing officer (CMO) as they attempt the transition to a market driven company, with few resources and a short time frame. An immediate tactical decision needs to be made regarding the hosting of a video competition; but larger strategic decisions regarding the marketing function and general direction of the company are just over the horizon.

This case is appropriate for use in an entrepreneurship course when the class is prepared to discuss marketing activities for new ventures, or the transition from start up to growth strategies. The case raises issues regarding generating market awareness and trial, as well as implementing strategy. The case may also be used in a business strategy class to illustrate decisions related to alternative paths to market and dealing with channel partners.

Teaching Note: 8B10M84 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Market Strategy; Entrepreneurial Marketing; New Product Development; New Venture
Difficulty: 4 - Undergraduate/MBA

Michael R. Pearce, Joel Bycraft, Chad Hensler

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

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

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

Chapter 17:
Internet Media

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

Michael Parent, Anjali Bal, Karen Robson

Product Number: 9B12A063
Publication Date: 1/24/2013
Revision Date: 12/19/2012
Length: 8 pages

A recent business school graduate has enjoyed moderate success with her YouTube channel, which is devoted to videos detailing how to artistically transform T-shirts into unique fashion items. The entrepreneur has successfully monetized the site by allowing YouTube to place ads on it, through the YouTube Partner Program. The case outlines the entrepreneur’s efforts, describes her participation in YouTube’s Partnership Program and asks students to consider her next steps. The options include monetizing her videos by renting them through YouTube or another channel, creating and selling do-it-yourself kits, opening a physical store to sell her creations and to conduct classes or extending her brand into other arts and crafts.

Teaching Note: 8B12A063 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Internet marketing; e-Business models; small business; Canada
Difficulty: 4 - Undergraduate/MBA

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

Malcolm Munro, Sid L. Huff

Product Number: 9B07A018
Publication Date: 10/1/2007
Length: 14 pages

Anduro Marketing is a Canadian company that sells technical services to companies wanting to improve their search engine website rankings. Though small, Anduro has attracted several major clients in both Canada and the United States, and expects steady profitability and growth. Anduro believes it can generate substantial additional profit by developing and selling a suite of software products that automate its technical service offerings. Anduro's managers must decide whether Anduro is better off staying with its current safe and profitable strategy or if Anduro should instead pursue a riskier but potentially more profitable software sales model. Several tough questions must be answered to determine whether the risk is worth the reward. The Anduro case provides an interesting description of an Internet technical/marketing services business and contrasts this with software sales.

Teaching Note: 8B07A18 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Search Engines; Internet Software; Internet Marketing; Corporate Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 18:
Regulatory, Ethical, Social, and Economic Issues for IMC

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

June Cotte, Seung Hwan (Mark) Lee, Brittany Schuette

Product Number: 9B12A032
Publication Date: 8/13/2012
Revision Date: 8/13/2012
Length: 5 pages

American Apparel, a popular clothing manufacturer, has socially progressive labour policies and uses significant environmental advances in its manufacturing process. In addition, it has a well-established philanthropic arm. Set against these socially responsible policies is the highly sexualized nature of the company’s advertising. This element of the marketing mix seems, at least to some consumers, very much at odds with the other aims and policies of the company. The question facing students is whether this disconnect can be maintained or whether the brand’s advertising should change.

Teaching Note: 8B12A032 (2 pages)
Industry: Retail Trade
Issues: Ethics; Corporate Social Responsibility; Advertising Strategy; Controversial Advertising, United States
Difficulty: 2 - Intro/Undergraduate

Charles Dhanaraj, Oana Branzei, Satyajeet Subramanian

Product Number: 9B10M061
Publication Date: 1/27/2011
Length: 19 pages

AWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intiatives in emerging markets, and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labor in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the occurrence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months post-acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seed production — a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer’s decision whether, when, and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labor in rural India.

Teaching Note: 8B10M061 (11 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Emerging Markets; Strategy Implementation; Ethical Issues; Crisis Management; Corporate Responsibility; India
Difficulty: 4 - Undergraduate/MBA

Thomas Gey, Nick Nugent, David T.A. Wesley

Product Number: 9B07A010
Publication Date: 5/1/2007
Revision Date: 2/24/2010
Length: 16 pages

Dove is one of Unilever's better-known personal care brands. It has significant top-of-mind awareness among women in many countries. In an attempt to increase sales volume by 80 per cent, Unilever re-launched Dove in 2004. The campaign asks the question What is real beauty? and attempts to redefine it in ways that challenge commonly portrayed stereotypes. This case examines the re-launch of Dove, Unilever's well-known international personal care brand, and the marketing issues behind its phenomenal success. It also raises questions about how to maintain the brand's momentum as the next phase unfolds. In 2007, Dove products are still well thought of by consumers and the campaign has attracted imitators, including brands outside the cosmetics and beauty care sector.

Teaching Note: 8B07A10 (17 pages)
Issues: Ethical Issues; Marketing Communication; Marketing Channels; International Marketing; Northeastern
Difficulty: 4 - Undergraduate/MBA