Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

This map was prepared by an experienced editor at HBS Publishing, not by a teaching professor. Faculty at Harvard Business School were not involved in analyzing the textbook or selecting the cases and articles. Every case map provides only a partial list of relevant items from HBS Publishing. To explore alternatives, or to get more information on the cases listed below, visit our web site at http://www.hbsp.harvard.edu and use the searching functions.

Chapter 1: What is Marketing? Abstract Guam Visitors’ Bureau Publication Date: Nov. 27, 2008 Availability: In Stock Author(s): Jim Kayalar Type: Case Product Number: 908M87 Language: English Length: 25p

The general manager of the Guam Visitors' Bureau, a destination marketing organization, faces the challenge of running the island's tourism industry. There are strong interest groups, who have structured the competitive field in Guam, and the island's mature industry faces ever-increasing competition from rival destinations. The general manager must formulate a realistic strategy that acknowledges the internal and external constraints his organization faces and safeguards the competitive position of Guam.

Lincoln Financial Group (A) Publication Date: Feb. 15, 2008 Availability: In Stock Author(s): David B. Godes, David Lane Type: Case Product Number: 508028 Language: English Length: 21p

LFG reorganizes its business in order to improve customer intimacy. However, to implement the strategy, they need to effect significant changes in the skills of their salespeople. This case series straddles human resource management, corporate strategy, and sales management by exploring the link between a shift in the firm's overall strategy (customer intimacy), the structural implementation of this strategy in the form of the creation of a new distribution company and, finally, the transformation of the selling approach through skills assessment and development. The (A) case describes the firm's strategic position as the "manufacturer" of three primary product lines--annuities, insurance, and mutual funds--which they sell to banks, broker/dealers, and independent planners. Most of their customers have just one of these products 'on the shelf.' In 2000, they create Lincoln Financial Distributors (LFD) which will be responsible for the wholesaling of all of these products. The case ends by asking the students to (a) react to this idea and (b) formulate a plan for its implementation. Simply taking salespeople away from their product group and housing them side-by-side with other salespeople selling other products is unlikely to create true customer intimacy. Wes Thompson, LFD's President and Kim Miner, the Human Resources VP, undertake a sweeping effort in which they create a "competency model," denoting precisely what they want their salespeople to be good at, assessing the sales force on these dimensions, and then hiring or training in order to get where they want to be. The (B) case provides rich detail of the model, the assessment approach and the results of the assessments. As the (C) case lays out, the results are stunning in terms of their relationships as well as from a financial perspective. The (C) then ends by offering a strategy for "Act II'" significantly expanding the number of salespeople at LFD.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Grupo Bimbo: Growth and Social Responsibility Publication Date: Feb. 23, 2009 Availability: In Stock Author(s): V. Kasturi Rangan, Regina Garcia-Cuellar Type: Case Product Number: 509025 Language: English Length: 23p

Bimbo, headquartered in Mexico with 2008 sales of $7 billion, was one of the largest bakery companies in the world. Even as it had grown spectacularly in the last several decades, the company had earned a stellar reputation for its Corporate Social Responsibility. As the company set its sights on international expansion, its third generation CFO, Daniel Servitje, wondered how to keep its growth and CSR objectives neatly aligned.

Marketing the “$100 Laptop” (A) Publication Date: Aug 13, 2007 Availability: In Stock Author(s): John Quelch Type: Case Product Number: 508024 Language: English Length: 24p

In 2002, Professor Nicholas Negroponte, a successful venture capitalist, author, and co-founder and chairman emeritus of the Massachusetts Institute of Technology (MIT) Media Lab, announced his intention to build a PC so cheap as to make it possible to provide Internet- and multimedia-capable machines to millions of children in developing countries. The concept--subsequently often referred to as the "$100 PC"--was launched at the Media Lab in 2003 before being spun into a separate nonprofit association, One Laptop Per Child (OLPC), founded by Negroponte in January 2005. At the time skeptics, including technology industry leaders, argued that it simply could not be done. Through innovative design and technology, Negroponte and his team proved them wrong but struggled to sell the concept and the machines to the world's education ministries, who would be purchasing the laptops for their school age children. Furthermore, by 2007, many other low-cost PC options had emerged and OLPC had not started shipping yet, leading some observers to wonder if the non-profit should reconsider its strategy and options.

Go Red for Women: Raising Heart Health Awareness Publication Date: Sep 21, 2006 Availability: In Stock Author(s): V. Kasturi Rangan Type: Case Product Number: 507026 Language: English Length: 21p

In 2003, the $654 million American Heart Association (AHA) approached Cone, Inc. (a brand and communications agency) to develop a corporate sponsorship strategy that would raise $75 million over three years. Within 12 months, the AHA launched the highly successful Go Red For Women campaign to help women understand their risk for heart disease. But Go Red became more than a fundraising vehicle. It energized the AHA and its 22 million volunteers, and potentially sparked a long-term movement focused on women and their prevention of heart disease. Traces the development of the relationship between Cone and the AHA and the development of the Go Red For Women campaign. Challenges students to assess the success of Go Red and its impact on the AHA and its goals. Concludes by summarizing three of the AHA's other health initiatives and questions the appropriate role for the AHA and cause marketing.

Chapter 2: Marketing Segmentation Description

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Fashion Channel: Market Segmentation Publication Date: Jun 1, 2007 Availability: In Stock Author(s): Wendy Stahl Type: Case Product Number: 2075 Language: English Length: 12p

The new Senior Vice President of Marketing for The Fashion Channel (TFC), a cable television network dedicated to round-the-clock, fashion-oriented programming, is preparing to recommend a change in the company's traditional marketing approach by introducing a market segmentation program. This program is, in part, a response to the intensifying competitive environment for TFC, and it needs to strengthen the company's brand and positioning with viewers and advertisers. At the same time, the program must maintain consumer and distributor satisfaction with the network. Several segmentation options are being considered, each with pros and cons. Consumer research provides insights but does not give a simple answer regarding the best path to take. The reader must evaluate the research results, calculate financial scenarios, and make a recommendation. Also looks at change management issues. TFC has never done a program like this before, and the Senior Vice President of Marketing is new to the job. In addition to making a recommendation, she must manage the change process to insure that the organization and her leadership team peers are fully aligned.

Researching & Monitoring Consumer Markets Publication Date: Mar 12, 1992 Availability: In Stock Author(s): Robert J. Dolan Type: Note Product Number: 592088 Language: English Length: 10p

Describes the major research techniques for consumer goods new product development, i.e. pre-test markets and electronic purchase monitoring. Provides students with information on availability and utility of these services.

Cluster Analysis for Segmentation Publication Date: Mar 22, 2007 Availability: In Stock Author(s): Rajkumar Venkatesan Type: Case Product Number: UV0745 Language: English Length: 12p

This note is designed for use in an MBA marketing research course. It provides an overview of segmentation using K-means clustering. A simple algorithm for K-means clustering and the process of profiling clusters are provided. The note discusses the need for segmentation in marketing and emphasizes the role of managerial judgment in choosing a segmentation policy. Examples from the insurance industry are used in the note.

Cyworld: Creating & Capturing Value in Social Network Publication Date: Nov 26, 2008 Availability: In Stock Author(s): Sunil Gupta, Sangman Han Type: Case Product Number: 509012 Language: English Length:

In May 2008, the new CEO of Cyworld, a social network company in Korea, had to decide how to create and capture value from his rapidly growing user base. Cyworld was founded in 1999 and in 2003 it was acquired by SK Telecom, a leading mobile service provider in Korea. By 2007, Cyworld had 21 million users and $95 million revenue--$65 million from paid items (music, virtual gifts, etc.), $15 million from mobile networking, and $15 million from advertising. The new CEO had to decide which of these three revenue sources he should focus on in the future and how this choice would influence the target customers, the service offerings and the required capabilities.

3: Targeting Description

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Biopure Corp. Publication Date: May 29, 1998 Availability: In Stock Author(s): John T. Gourville Type: Case (Field) Product Number: 598150 Language: English Revision Date: May 27, 1999 Length: 18p Teaching Note

It is early 1998 and Biopure Corp., a small biopharmaceutical firm with no sales revenues in its ten-year history, has just received government approval to release Oxyglobin, a revolutionary new "blood substitute" designed to replace the need for donated animal blood in the veterinary market. A virtually identical product for the human market, Hemopure, is in the final stages of testing by Biopure and is expected to gain approval within one to two years. In response to the timing of approval for these two products, there has been a long-running debate within Biopure as how to proceed with Oxyglobin. At odds are those in charge of Oxyglobin, who want to see the animal product released immediately, and those in charge of the Hemopure, who worry that an immediate release of Oxyglobin would create an unrealistically low price expectation for what they feel should be a very high-margin human product. Exacerbating the problem is the nature of the biopharmaceutical industry, where product approval is never a certainty until achieved.

Product Team Cialis: Getting Ready to Market Publication Date: Oct 4, 2004 Availability: In Stock Author(s): Elie Ofek Type: Case Product Number: 505038 Language: English Revision Date: Jan 21, 2009 Length: 26p Teaching Note

Lilly and ICOS are preparing for the launch of a new drug, Cialis, to compete against Viagra. To position against the incumbent firm Pfizer, which developed and markets Viagra, and other newcomers into the erectile dysfunction market, they must determine how best to segment the market and which target market to focus on. The marketing plan should take advantage of Cialis's medical profile. In particular, they must pay special attention to the communication strategy to patients, physicians, and partners. The analysis, plan, and action should take into account extensive market research and recent competitive developments. Includes color exhibits.

Louis Vuitton in India Publication Date: Dec 1, 2008 Availability: In Stock Author(s): Shih-Fen Chen, Ramasastry Chandrasekhar Type: Case (Field) Product Number: 908A20 Language: English Length: 16p Teaching Note

The case portrays a subtle situation in international marketing -- the marketing of a high-end brand into a low-income nation, or the expansion of Louis Vuitton into India. This luxury good marketer faced practical problems in India, such as the challenge of identifying potential customers, the lack of media to build its brand, and the absence of high streets to open stores. In Europe and the U.S., luxury goods are often sold through company-owned stores that cluster in a particular area of the city (i.e., luxury retail cluster). After opening a store each in New Delhi and Mumbai inside two luxury hotels, Louis Vuitton teamed up with other western brands to develop a shopping mall. The case is designed to explore the possibility of using a luxury mall as a replacement of luxury retail clusters.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Jewellworld.com—Online Jewelry Shopping in China Publication Date: May 16, 2005 Availability: In Stock Author(s): Shigefumi Makino, Anthony Fong Type: Case Product Number: 905A09 Language: English Length: 22p Teaching Note

The marketing manager of Jewellworld.com was faced with the problem of a saturated Hong Kong market, and has to consider ways in which to expand the business. In a meeting with the marketing director, who was responsible for the development of the Hong Kong and Chinese jewelry markets, one of the main topics was the expansion of the online shopping strategy into the B2C area in China; however, the staff of the marketing department held different views. The immediate question was whether Jewellworld.com should move into the B2C area at full speed or wait and see how other competitors fared in the China online market. The other issue was the segmentation that Jewellworld should employ if they decide to enter the B2C market in China. A competitor had established retail stores across China. The question was whether Jewellworld should aim to cover all market segments and product lines, or target young people who tend to use the Internet more frequently.

How Far Can Luxury Brands Travel? Publication Date: Mar 15, 2009 Availability: In Stock Author(s): Mergen Reddy, Nic Terblanche, Leyland Pitt, Michael Parent Type: Article Product Number: BH322 Language: English Length: 11p

Brand extensions are always tempting to marketers, and in the case of luxury brands the allure is particularly strong. While the path to luxury brand success may be partly paved with extensions, there are even more examples of brand extension disasters that litter the way. Brand extensions continue to be among the most researched and studied phenomena in marketing. When it comes to luxury brands, however, the factors that lead to successful extension have received far less attention. In this article, we consider the notion of perceived premium degree of the brand as a function of its category, and what we term the degree of adjacency between its product categories. Building on our research, which found that a luxury brand's perceived premium degree has a different impact on profitability depending on whether or not the brand is spread across adjacent product categories, we demonstrate when luxury brand extensions work--and when they fail. Perhaps most importantly, we herein introduce the premium adjacency matrix as a tool for luxury brand managers to consider in formulating extension strategies.

4: Positioning Description Promoting Healthcare Tourism in India Publication Date: Mar 15, 2007 Availability: In Stock Author(s): Amy Tang, Bennett Yim Type: Case (Field) Product Number: HKU626 Language: English Source: University of Hong Kong Length: 28p

A joint study by the Confederation of Indian Industries and McKinsey forecast the potential of healthcare tourism to amount to US$2.2 billion by 2010. The Indian Government's growing awareness of this lucrative market led to a series of task forces and meetings to finalize decisions on how to develop the country into a major health destination. Allows students to evaluate the industry dynamics and competitive situation in order to develop a proposed positioning and targeting strategy.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

The Effects of Positioning on Consumption Publication Date: May 8, 2001 Availability: In Stock Author(s): Dilip Soman, Amar Cheema Type: Case (Field) Product Number: ROT263 Language: English Source: Rotman Magazine Article Length: 4p

The authors describe their research, which found that when a quantity of a given resource - such as food, money, or cigarettes - is physically divided into smaller quantities, it reduces both the total quantity consumed and the speed of consumption. For marketers, these results suggest that simple forms of packaging have the ability to create dramatic variations in consumption. For consumers, the message is simple - for consumption that you want to control (but that is tempting), the simple act of partitioning the resource will help curb consumption.

VOSS Artesian Water from Norway Publication Date: Jan 23, 2009 Availability: In Stock Author(s): Youngme Moon, Gail McGovern, Vincent Dessain, Daniela Beyersdorfer Type: Case (Field) Product Number: 509040 Language: English Source: Harvard Business School Length: 28p

VOSS is a Norwegian bottled water company that produces one of the world's purest drinking waters, sold at an ultra-premium price in a sleek cylindrical glass bottle of minimalist design. In the U.S. (the company's primary market), VOSS' high-end brand presence is strongest in on-premise locations -specifically, top-of-the-line restaurants, hotels, and clubs. The brand has only recently begun penetrating the off-premise channel. In June 2007, Ole Christian Sandberg, VOSS' founder and Head of U.S. Operations is considering how to grow the brand. The key question is whether VOSS should increase its distribution in the off-premise channel: Will this diminish VOSS' high-end brand cachet? A related question is whether VOSS should begin expanding its portfolio by offering, for example, flavored water for the rapidly-evolving U.S. bottled water market.

RIN Detergent: To Position or Reposition Publication Date: Feb 7, 2008 Availability: In Stock Author(s): Wasim Azhar Type: Case (Field) Product Number: M313A Language: English Source: Stanford Graduate School of Business Length: 8p Teaching Note

In early January 1989, Irfan Mustafa, General Manager, Personal Products and Market Research, Lever Brothers Pakistan Limited, was wondering what action to take regarding the marketing of the laundry detergent bar RIN, which had been introduced to the Pakistani market in April 1984. The product was specially formulated and promoted as a fabric washer. Mr. Mustafa felt the sales volumes for RIN had reached reasonably satisfactory levels in 1988. However, a recent survey confirmed his suspicion that RIN was primarily being used for dish washing.

Wang's Fortune Tea from China Publication Date: Jun 6, 2008 Availability: In Stock Author(s): Gerald Yong Gao, Jiangyong Lu, Hung Gay Fung, Linda Suen Type: Case (Field) Product Number: HKU759 Language: English Source: University of Hong Kong Length: 28p Teaching Note

Wang's Fortune Tea, marketed as Wanglaoji in mainland China and considered to be the founder of Chinese herbal tea, grew from a strong regional brand in China with limited national market penetration to becoming China's top soft drink giant with 90% market share of the country's herbal tea industry. This case explores how Wang's Fortune Tea became China's top selling herbal tea brand. The case asks students to analyze the company's growth strategies and to consider if it can continue to sustain its competitive advantage while facing intense competition from domestic and international companies.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Perceptual Mapping: A Manager’s Guide Publication Date: Jul 5, 1990 Availability: In Stock Author(s): Robert J. Dolan Type: Note Product Number: 590121 Language: English Source: Harvard Business School Length: 11p

Describes the perceptual mapping technique in a non-technical fashion. The procedure is useful for the depiction of the structure of the market. Discusses alternative methods, presents examples of each, and shows how the maps can be used in marketing decision making.

5: Products: Goods and Services Description Rosewood Hotels and Resorts: Branding to Increase Customer Profitability and Lifetime Value Publication Date: Jun 15, 2007 Availability: In Stock Author(s): Chekitan S. Dev, Laure Mougeot Stroock Type: Case Product Number: 2087 Language: English Length: 13p

Rosewood Hotels & Resorts, a small luxury private hotel management firm running a collection of 12 individually branded hotels and resorts in multiple countries, was wondering how to foster customer retention and loyalty and capture the maximum value from its 115,000 guests. Rosewood had always allowed each hotel to stand as its own individual brand, with the Rosewood name presented as a muted sub-brand, if at all. Now Rosewood's new leadership was contemplating whether the firm should significantly increase the prominence of the corporate identity, making Rosewood a corporate brand. The main challenge that Rosewood's executives face is to assess whether the potential economic benefits from increased guest retention can outweigh the $1,000,000 marketing investment needed to implement the corporate branding strategy. The central focus is a quantitative assignment that asks students to calculate how customer lifetime value would be affected by a shift from individual branding to corporate branding.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Art Online Publication Date: Aug 14, 2006 Availability: In Stock Author(s): John McMillan, Eiichiro Kasumori Type: Case Product Number: EC35 Language: English Source: Stanford Graduate School of Business Length: 17p

Sothebys.com operated from 2000 to 2003, during the tail end of the dot-com boom, in an economy threatened by recession and in a period when the art market overall was depressed. Historically, luxury goods have not sold well during recessions, and Sotheby's traditional auction business also did badly at this time. Sotheby's Holdings had a net loss of $42 million in 2001 and a net loss of $55 million in 2002. To make matter's worse, Sotheby's management was distracted by the lengthy and well publicized price-fixing trial, which led to the firm's chairman being sent to jail, Sotheby's paying a settlement of over a quarter of a billion dollars, and the firm's reputation being left in tatters. As Sothebys.com was shutting down, the Wall Street Journal proclaimed that "a chapter of art-market history" was coming to a close. Sothebys.com failed, the Journal argued, because the "owners of the money-generating lots--the Monets, Warhols, and Chippendale chairs--had no interest in selling them on the Net, nor did the buyers wish to purchase them there." Expensive artworks sell best, the Journal said, "in real-time sales with glossy printed catalogs and elegant auctioneers wielding polished wooden gavels." People could easily log on to the Sothebys.com Web site, but they did not want to bid "without looking, touching, and feeling that unique thrill one gets in the presence of something ineffably beautiful and satisfying." Selling art is "a job intrinsically unsuited to the Internet." Does the collapse of Southebys.com mean that the Internet is unsuitable for selling fine art?

Blurring the Lines: Why It's Time to Rethink Marketing Publication Date: May 1, 2008 Availability: In Stock Author(s): Yoram (Jerry) Wind Type: Rotman Magazine Article Product Number: ROT068 Language: English Length: 5p

The time has come to develop new mental models that reflect the complex inter-linkages between modern consumers and business. The lines between consumer and industrial marketing are blurring in five important ways, including the blurring of B2B and B2C marketing and the blurring of value chains. The author describes each, along with the implications they contain for bridging disciplinary silos and rethinking our approach to the roles of market research, customer experiences, metrics and dashboards.

Butler, Shine, Stern & Partners Publication Date: Apr 14, 2008 Availability: In Stock Author(s): David B. Godes Type: Case Product Number: 508043 Language: English Source: Harvard Business School Length: 21p

Selling an intangible like advertising services is a difficult task. The first step is to understand how brands buy these services. What are they looking for? What do they need to learn? How do they go about assessing things like creativity, trust, and loyalty? This set of cases puts the students into the roles of the seller (an advertising agency named Butler, Shine, Stern & Partners) and the buyer (MINI USA) and asks them to develop a sales strategy and a buying strategy for advertising services.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Toward a Greater Good--How Marketing &Democracy Can Benefit Each Other Publication Date: Jun 15, 2007 Availability: In Stock Author(s): John A. Quelch, Katherine A. Jocz Type: Chapter Product Number: 7862BC Language: English Length: 12p

The consumer in each of us can learn from the citizen, and the citizen can learn from the consumer. Marketers must learn from both. Instead of seeing marketing as a threat to democracy, we should explore how the benefits common to both give us opportunities to build bridges between the two. To recognize the commonalities between marketing and democracy is to grant people the power to create a greater good.

This chapter is excerpted from "Greater Good: How Good Marketing Makes for Better Democracy."

Maria Sharapova: Marketing a Champion (A) Publication Date: Jun 4, 2008 Availability: In Stock Author(s): Anita Elberse, Margarita Golod Type: Case Product Number: 507065 Language: English Source: Harvard Business School Length: 17p

In July 2004, a then 17-year-old Maria Sharapova won Wimbledon, arguably the most prestigious tennis tournament in the world. Max Eisenbud, Sharapova's agent at International Management Group (IMG), knew the championship would lead to a flood of new opportunities. What would be the best approach to the management and marketing of a champion like Maria Sharapova? Which of the various endorsement offers would be worthwhile to pursue? And how could Eisenbud best leverage the resources available to him at IMG? Allows for an in-depth examination of marketing issues and, more specifically, sports endorsement opportunities in the context of a world-class athlete. (As of 2006, Sharapova is one of the world's most recognized sports figures, and its highest compensated female athlete.) Provides unique insights into the world of "team Sharapova," consisting of Sharapova and her advisors at IMG, a leading sports, media, and entertainment agency. Contains rich data on the way in which IMG structures its sales process, and can serve to illustrate best practices and key trade-offs in sports or entertainment marketing initiatives.

The Metropolitan Opera (A) Publication Date: Mar 23, 2009 Availability: In Stock Author(s): Anita Elberse, Crissy Perez Type: Case Product Number: 509033 Language: English Source: Harvard Business School Length: 18p Teaching Note

In April 2007, the New York City Metropolitan Opera's general manager Peter Gelb looks back on the first season of a daring experiment to broadcast performances live in high-definition to movie theaters across North America. While the "Live in HD" program has received mostly positive reviews, there are lingering concerns. Do the benefits of the simulcasts continue to outweigh the possible drawbacks and the significant operational and financial resources?

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Braun: The Syncro Shaver (B) Publication Date: Mar 25, 2006 Availability: In Stock Author(s): Karen Freeze Type: Case Product Number: DMI018 Language: English Source: Design Management Institute Length: 17p

Two years later, Braun has a revolutionary new shaving system and is struggling over how to communicate its benefits to the market. Its novel feature, an automatic cleaning center, is not quite yet debugged, which adds to the concerns of those who believe that the new shaver, outstanding in itself, should be launched solo, leaving the cleaning center as an attractive accessory. Others believe that Braun needs to offer more than "just" a new shaver at a time of declining market share. How they launch and market this new product around the world may determine the fate of the Braun brand into the 21st century. For a company whose new "brand promise" is "Designed to Make a Difference," a critical challenge is how to position the radically new product both to gain new, convenience-oriented consumers and to keep loyal, conservative customers who want "only a closer and more comfortable shave."

Singapore Airlines: Customer Service Innovation (A) Publication Date: May 28, 2008 Availability: In Stock Author(s): Rohit Deshpande, Hal Hogan Type: Case Product Number: 504025 Language: English Source: Harvard Business School Length: 27p

The members of Singapore Airlines' (SIA) management committee needs to decide whether to cancel the implementation of the new lie-flat seats in business class after the effects of the global recession on the travel industry in September 2001. SIA was considered the gold standard for its innovative customer service, and the $100 million new seats project for the international market was planned to bolster that reputation. But with increased competition in the airline industry and the dramatic drop in travel after the September 11 terrorist attacks in the United States, the main agenda item for the management committee was how to cut costs.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

6: Brands Description Lenovo: Building a Global Brand Publication Date: Jul 19, 2006 Availability: In Stock Author(s): John A. Quelch Type: Case Product Number: 9-507-014 Language: English Revision Date: Oct 19, 2006 Source: HBS Length: 28p Teaching Note

Announced in December 2004, the $1.75 billion acquisition of IBM's PC division by Lenovo, China's largest PC maker, made headlines around the world. A relative upstart in the business, Lenovo acquired the division of IBM that invented the PC in 1981. While Lenovo was arguably the best-known brand in China, it was virtually unknown in the rest of the world. In 2004, over 90% of Lenovo's revenues came from China, but with this major deal, Lenovo aimed to become a global technology giant. As a new multinational with 20,000 employees operating in 138 countries, Lenovo needed a global marketing and branding strategy to extend its global reach. This meant determining what Lenovo stood for and designing products that supported that claim. In January 2006, 13 months after the deal was announced and eight months after it closed, Lenovo is preparing for the intense limelight that would come with its sponsorship of the February 2006 Turin Winter Olympics. There, it plans to introduce a Lenovo-branded product line designed from the bottom up for the small to medium enterprise space--a move considered very bold and risky by many observers.

UnME Jeans: Branding in Web 2.0 Publication Date: Dec 17, 2008 Availability: In Stock Author(s): Thomas Steenburgh, Jill Avery Type: Case Product Number: 509035 Language: English Source: HBS Length: 27p Teaching Note

This case introduces emerging Web 2.0 social media in virtual worlds, social networking sites, and video sharing sites, and encourages students to explore the opportunities and risks they present for brands. The case allows students to grapple with the strategic and tactical decisions that accompany marketing communications strategy and to combine information on consumer behavior with an understanding of brand objectives, in order to assess and evaluate new social media options. Brand manager Margaret Foley is facing an increasingly complex media environment in which her traditional media plan, focused on television, print, and radio advertising, has become less effective due to declining audiences, increased advertising clutter, and consumers tuning out. She is exploring emerging Web 2.0 social media options to determine if they can better achieve her branding and advertising objectives. Her challenge is to cut through all of the hype surrounding Web 2.0 and to analyze the social media's potential for her brand by delving into the consumer needs and behaviors underpinning Web 2.0 technologies.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

McDonald's Publication Date: Aug 7, 2007 Availability: In Stock Author(s): John A. Quelch and Kerry Herman Type: Case Product Number: 508025 Language: English Revision Date: Apr 3, 2008 Source: HBS Length: 11p Teaching Note

An abstract is not available for this product.

(Product) Red (A) Publication Date: Jul 12, 2008 Availability: In Stock Author(s): Youngme Moon, Michael I. Norton, David Chen Type: Case Product Number: 509013 Language: English Revision Date: Feb 25, 2009 Source: HBS Length: 16p Teaching Note

Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived of by U2's Bono and Bobby Shriver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases - of (RED)-branded products such as red iPods and phones - while also resulting in increased donations to the Global Fund.

Blogging at BzzAgent Publication Date: Apr 14, 2008 Availability: In Stock Author(s): David B. Godes Type: Case Product Number: 508102 Language: English Revision Date: May 15, 2008 Source: HBS Length: 51p Teaching Note

BzzAgent is a word-of-mouth marketing firm. The founder, Dave Balter, sees blogs as an important way to communicate BzzAgent's unique positioning: transparency. He sees the firm's blog--the BeeLog--as a way for the firm to participate in conversations with clients, employees, and "agents." However, he has been unhappy with the level of interaction the blog has been generating, and is considering shutting it down. The case provides a context for a discussion about word of mouth marketing and social media, as well as about blogs specifically. It also provides examples of other corporate blogs, and allows for students to weigh the benefits and drawbacks of this potentially-important form of communication.

Building a Strong Service Brand: Lessons Mayo Clinic Publication Date: May 15, 2007 Availability: In Stock Author(s): Leonard L. Berry, Kent D. Seltman Type: Article Product Number: BH230 Language: English Source: Business Horizons Length: 11p

A strong services brand is built and sustained primarily by customers' interactions with the provider. A services branding model depicts the dynamics of brand creation. From the interrelationships among the presented brand, external communications, and customers' experiences emerge brand awareness, meaning, and ultimately, equity. Illustrates the services branding model by showing how one organization has created, extended, and protected a powerful brand through an unwavering commitment to the well being of its customers. Managers outside of healthcare can benefit from three branding lessons embedded in the Mayo Clinic story: (1) attend to organizational values; (2) play defense, not just offense; and (3) turn customers into marketers.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Hearts on Fire--Brand Development Manager Publication Date: Sep 20, 2008 Availability: In Stock Author(s): Frank V. Cespedes, Benson P. Shapiro Type: Case Product Number: 709436 Language: English Source: HBS Length: 23p

Hearts On Fire, a successful branded diamond producer, established the position of Brand Development Manager (BDM) to build the company's presence, sales, and relationships with its retail customers. After 1 year, the CEO, CFO and President must evaluate the impact of the BDM on retail customers, the type of person required to be successful in this position, internal coordination issues with the company's sales force, and the financial returns versus other uses of capital for the company. The case raises issues in aligning business strategy and sales management systems, motivating and managing resellers, people selection, and financial analysis of alternatives.

7: New Products Description SweetWater Publication Date: Nov 1, 1994 Availability: In Stock Author(s): H. Kent Bowen, Thomas D. Everett Type: Case (Field) Product Number: 9-695-026 Revision Date: Nov 2, 1995 Length: 9p

Focuses on developing a promising idea into a viable product design by considering customer needs early in the design process. Following an Alaskan fishing trip, Sandy Platter, a computer peripherals engineer, has a new idea for a portable water-filter device for use by outdoor recreationalists.

Innovation at 3M Corp. (A) Publication Date: Aug 28, 1998 Availability: In Stock Author(s): Stefan Thomke, Ashok Nimgade Type: Case (Field) Product Number: 9-699-012 Revision Date: Jul 23, 2002 Length: 23p Teaching Note

Describes how 3M Corp. introduces and learns a new and innovative methodology called Lead User research to understand future customer and market needs. A team from 3M's Medical-Surgical Markets Division applies the Lead User methodology to the field of surgical infection control and discovers not only new product concepts but also a very promising new business strategy. Focuses on: (1) 3M's approach to the management of innovation and understanding market needs, (2) an in-depth description of the Lead User method and its potential as applied to the medical business, and (3) the managerial challenges of introducing novel methods into a successful organization.

elBulli: The Taste of Innovation Publication Date: Mar 2, 2009 Availability: In Stock Author(s): Michael I. Norton, Julian Villanueva, Luc Wathieu Type: Case (Field) Product Number: 509015 Length: 21p Teaching Note

Ferran Adri , chef at elBulli, the highest-ranked restaurant in the world for two consecutive years, faces two related decisions. First, Adri and his team must continue to develop new and different dishes for the ground-breaking cuisine at elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. In addition, they are also faced with the challenge of growing the business, exploring whether the core concepts from elBulli - this "taste of innovation" - can be applied to domains ranging from consulting to fast food. The case walks readers through an evening at elBulli, by using the rave reviews of former patrons to capture the full experience, from the long trip required to get to the restaurant, to the tour, to descriptions of the meal itself.

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Iacobucci Marketing Management 1e

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CW: Launching a Television Network Publication Date: Oct 20, 2008 Availability: In Stock Author(s): Anita Elberse, S. Mark Young Type: Case (Field) Product Number: 507050 Revision Date: Nov 2, 1995 Length: 22p

In May 2006, Dawn Ostroff, president of entertainment of the newly formed CW Television Network, was faced with the task of choosing the final set of programs for the 2006 fall schedule, which she would present to advertisers at the annual "upfront" market in New York one week later. Only four months earlier, CBS Corp. and Time Warner Inc. had announced they would close their UPN and The WB networks, and run the CW as a joint venture. This unusual partnership, a first in the history of network television, had created a unique challenge for executives: an unprecedented number of existing shows would have to be cancelled. Ostroff and her colleagues--who had received thousands of letters, petitions, and gifts from desperate fans begging for the renewal of their favorite shows--had filled the empty slots. The final decision was the toughest: although four popular shows were still in contention--Everwood, One Tree Hill, 7th Heaven, and Veronica Mars--there was only room for three. Which show would be the last to be axed? And what would be the best time slots for the three last additions to the line-up? Allows for an in-depth examination of marketing issues in launching and operating a major broadcast television network, in particular making programming and scheduling decisions and managing relationships with audiences and advertisers. Provides unique insights into the launch of a network--a rare enterprise--and the associated marketing and branding campaign. Also contains rich television ratings data that can form the basis for a discussion on product portfolio management, in particular, continuation and pruning decisions (i.e., series renewals and cancellations). Finally, can be used to facilitate an assessment of challenges and opportunities in developing sustainable businesses in a rapidly changing media environment.

Tacit Meaning in Disguise Publication Date: Nov 15, 2006 Availability: In Stock Author(s): Thorsten Teichert, Iwan Wartburg, Russell Braterman Type: Article Product Number: BH213 Source: Business Horizons Length: 11p

Explores the role of metaphor in product development processes and market making. Based on a sociocognitive perspective of innovation dynamics and required learning by market actors, the potential of metaphors for mental model development during new product development (NPD) processes is investigated. Three roles for metaphors as cognitive focusing devices for the co-evolution of producers' and consumers' mental models are inferred: mental model communication, mental model matching, and mental model creation. These roles are illustrated by examples that reinforce the need for creativity in applying metaphors as cognitive focusing devices in NPD and market making.

The Springfield Nor'easters: Revenue …Minor League Publication Date: Jul 25, 2008 Availability: In Stock Author(s): Frank V. Cespedes, Laura Winig, Christopher H. Lovelock Type: Brief Case Product Number: 2510 Revision Date: May 11, 2009 Length: 13p Teaching Note

The marketing director of a new minor-league baseball team must design, conduct, and then interpret survey research to determine optimal ticket pricing that will yield large attendance figures and contribute to the owner's goal of breaking even in the first year of play. The pricing assignment becomes more challenging when other variables like concessions revenue are considered. Students are asked to complete a quantitative assignment as part of case analysis, but they must grapple with less quantifiable factors as well.

Case Map for

Iacobucci Marketing Management 1e

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Kraft Foods: The Coffee Pod Launch (A) Publication Date: Nov 3, 2006 Availability: In Stock Author(s): Robin Ritchie, Aleem Visram Type: Case (Field) Product Number: 906A19 Source: Ivey School of Business Length: 9p

The product manager for coffee development at Kraft Canada must decide whether to introduce the company's new line of single-serve coffee pods or await results from the United States. Key strategic decisions include which target market to focus on and what value proposition to signal. Important questions are also raised as to how the new product should be branded, which flavors to offer, whether Kraft should use traditional distribution channels or direct-to-store delivery, and what forms of advertising and promotion to use.

Reducing the Risk of New Product Development Publication Date: Jan 1, 2006 Availability: In Stock Author(s): Susumu Ogawa, Frank T. Piller Type: Article Product Number: SMR19 Source: Sloan Management Review Nov 2, 1995 Length: 9p

New products suffer from notoriously high failure rates. Many fail, not because of technical shortcomings, but because they simply have no market. Not surprisingly, studies have found that timely and reliable knowledge about customer preferences and requirements is the single most important area of information necessary for product development. To obtain such data, many organizations have made heavy--but often unsuccessful--investments in traditional market research. The authors provide an alternative. Companies including Threadless, Yamaha, and Ryohin Keikaku have integrated customers into the innovation process by soliciting new product concepts directly from them. These firms also ask customers to commit to purchasing a new product before the companies commence final development and manufacturing. This process--called "collective customer commitment"--can help companies avoid costly product failures. In essence, collective customer commitment enables firms to serve a market segment efficiently without first having to identify that segment and helps convert expenditures in market research directly into sales.

8: Pricing Description Atlantic Computer: A Bundle of Pricing Options Publication Date: May 28, 2007 Availability: In Stock Author(s): Neeraj Bharadwaj, John B. Gordon Type: Case Product Number: 2078 Language: English Length: 10p Teaching Note

Atlantic Computer, a leading player in the high-end server market, has detected a marketplace opportunity in the basic server segment. They have developed a new server, the Tronn, to meet the needs of this segment. In addition, they have created a software tool, called the "Performance Enhancing Server Accelerator," or PESA, that allows the Tronn to perform up to four times faster than its standard speed. The central question revolves around how to price the Tronn and PESA. Although cost-plus, competition-based, and status-quo pricing are the most common means by which firms establish prices for their offerings, these approaches may prevent firms from fully realizing the benefits that are due to them. Provides an opportunity to optimize value capture for the firm by utilizing value-in-use pricing (i.e., examining the value that a firm's offering creates for the customer, and using the savings generated as the basis for developing prices). Also allows for the exploration of the challenges surrounding the implementation of a value-in-use pricing strategy. These include the reactions of competitors, customers, and stakeholders within the firm.

Case Map for

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Fidelity Incorporated: Pricing (conjoint) Publication Date: May 20, 2003 Availability: In Stock Author(s): Ronald T. Wilcox Type: Case Product Number: UV0323 Language: English Length: 5p Source: Darden School of Business

This case presents an application of conjoint analysis in a financial services setting. It is best used in a course on marketing research. The decision in the case centers on a fund manager's need to generate additional profit from a mutual fund. To do this, he needs to determine a new pricing structure for the fund. The case presents students with the results from a real-world conjoint analysis and requires them to work through the pricing and profit implications of that analysis.

Conjoint Analysis: A Manager’s Guide Publication Date: May 8, 1990 Availability: In Stock Author(s): Robert J. Dolan Type: Note Product Number: 590059 Language: English Length: 14p

Presents a non-technical description of the conjoint analysis methodology. Discusses the process by which such a study is done and cites areas of application.

Tiger-Tread Publication Date: May 1, 2007 Availability: In Stock Author(s): Richard N. Cardozo, Rohit Deshpande Type: Case Product Number: 507077 Language: English Length: 2p

Describes an innovative product launch for which a marketing plan and a breakeven analysis are needed.

To introduce students to breakeven analysis and the essentials of developing a marketing plan.

henderson bas Publication Date: Nov 18, 2008 Availability: In Stock Author(s): John S. Haywood-Farmer, Nicole Shomair, Ari Shomair Type: Case Product Number: 908D08 Language: English Source: Ivey School of Business Length: 9p

The director of client services at henderson bas, an interactive advertising company, was trying to decide how to set a price for the newly proposed campaign for Halpernia Industries, one of her clients. Though the strategic direction of the campaign had been agreed upon, Halpernia had rejected the two creative proposals already presented to it. The director was unsure how to set a price for the campaign. She needed to balance the need for the company to be profitable with the importance of maintaining the client relationship with Halpernia by deciding whether or not to charge Halpernia for the significant amount of work that had gone into the rejected proposals.

Radiohead: Music at Your Own Price (A) Publication Date: May 1, 2008 Availability: In Stock Author(s): Anita Elberse, Jason Bergsman Type: Case Product Number: 508110 Language: English Length: 7p Teaching Note

In October 2007, the British band Radiohead caused a stir when it announced it would allow customers to decide how much to pay for its new album, released exclusively as a digital download and available only from the band's own web site. The pricing plan represented a significant break from the industry standard of fixed prices for music, typically 99 cents for individual songs and upward of $9.99 for complete albums. How viable is such a "name-your-own-pricing" plan? And what does Radiohead's move say about the future of the music industry?

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Avari Ramada Hotel: Pricing Hotel Rooms Publication Date: Feb 7, 2008 Availability: In Stock Author(s): Wasim Azhar Type: Case Product Number: M314 Language: English Source: Stanford Graduate School of Business Length: 16p Teaching Note

In December 1988, Mr. Tahir Raza Mian, assistant sales and marketing manager at the Avari Lahore Ramada Renaissance Hotel (Avari), was concerned about the average room rate at the hotel. For the first time since operations began in Lahore, Avari's average room rate had fallen below that of its main competitor, Pearl Continental Hotel. Tahir felt that he needed to re-evaluate Avari's current pricing policy in order to develop a plan to remedy the situation before the beginning of the new year.

Chapter 9: Channels of Distribution and Business Marketing Networks and Logistics

Description

Netflix Publication Date: May 31, 2007 Availability: In Stock Author(s): Willy Shih, Stephen P. Kaufman, David Spinola Type: Case (Field) Product Number: 9-607-138 Language: English Revision Date: Nov 19, 2007 Source: HBS Length: 15p

Reed Hastings founded Netflix with a vision to provide a home movie service that would do a better job satisfying customers than the traditional retail rental model. But as it encouraged challenges it underwent several major strategy shifts, ultimately developing a business model and an operational strategy that were highly disruptive to retail video rental chains. The combination of a large national inventory, a recommendation system that drove viewership across the broad catalog, and a large customer base made Netflix a force to be reckoned with, especially as a distribution channel for lower-profile and independent films. Blockbuster, the nation's largest retail video rental firm, was initially slow to respond, but ultimately rolled out a hybrid retail/online response in the form of Blockbuster Online. Aggressive pricing pulled in subscribers, but at a price to both it and Netflix. But a new challenge was on the horizon: video-on-demand. How should Netflix respond?

Natureview Farm Publication Date: Jun 7, 2007 Availability: In Stock Author(s): Karen Martinsen Fleming Type: Brief Case Product Number: 2073 Language: English Source: HBS Length: 12p

Explores channel management issues in the U.S. food industry. Natureview Farm, a Vermont-based producer of organic yogurt with $13 million in revenues, is the leading national yogurt brand (24% market share) sold into natural foods stores. It has achieved this through its special yogurt manufacturing process and through cultivating personal relationships with dairy buyers in the natural foods channel. Set in 2000, when the company faces financial pressure to grow revenues to $20 million by the end of 2001 due to a planned exit by its venture capital investors. The immediate decision point that the protagonist, Natureview's vice president of marketing, faces is whether to achieve this revenue growth by expanding into the supermarket channel.

Case Map for

Iacobucci Marketing Management 1e

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OfficeTiger Publication Date: Apr 12, 2004 Availability: In Stock Author(s): Johanna Blaxall, Joseph B. Lassiter Type: Case (Field) Product Number: 804109 Language: English Revision Date: Jul 30, 2007 Source: HBS Length: 24p Teaching Note

OfficeTiger was founded in late 1999 with an innovative approach to global outsourcing. The company's employees, located primarily in India, provided services for corporations, investment banks, and professional services firms throughout the United States, Europe, and Asia. Although it was hard to sell the idea to customers initially, by 2004 the company had grown considerably and was preparing for future growth, mainly by making acquisitions.

Nutricia Middle East: Measuring Sales Effectiveness Publication Date: Apr 26, 2006 Availability: In Stock Author(s): F. Asis Martinez-Jerez, Rachel Sha Type: Case (Field) Product Number: 106063 Language: English Source: HBS Length: 26p

Nutricia's Middle East and African region is transitioning from a trading to a customer focus. CEO Ernest Vandenbussche must decide how to market infant milk formula most effectively in a region where the information environment is much less rich than in other countries/sectors and in which managers are concerned about measuring the effectiveness of their commercial actions. Among the most immediate decisions they need to make is the size of the salesforce--a decision that must be made in the context of a commercial strategy that is not yet fully defined. As Nutricia defines its strategy, it also has to define the strategic control systems it will use to monitor and fine-tune the strategy moving forward.

Toyota: Service Chain Management Publication Date: Mar 18, 2005 Availability: In Stock Author(s): Hau Lee, Barchi Peleg, Seungjin Whang Type: Case (Field) Product Number: GS41 Language: English Source: Stanford Graduate School of Business Length: 15p

In addition to its world-class supply and demand chain management practices, Toyota Motor Co. Ltd excels in managing its service chain. The service chain, which the company views as key to its long-term success, is responsible for providing products in the form of service parts for maintenance and repair, and services in the form of improving the value that a customer derives from a vehicle. Service chain management is based on establishing strong links with customers, both through the dealer channel and directly. Describes the network that Toyota has created to provide reliable supply of service parts to dealers in an efficient manner and how the company proactively helps dealers improve their service offerings to customers. Also discusses how Toyota uses advanced technologies, such as e-commerce and telematics, to build strong relationships directly with the vehicle owners. Focuses on Toyota's operations in Japan and the United States.

Olympia Machine Company, Inc. Publication Date: Feb 26, 2008 Availability: In Stock Author(s): Frank V. Cespedes, Benson P. Shapiro Type: Case (Field) Product Number: 708490 Language: English Source: HBS Length: 12p

The management team of an industrial equipment supplier is debating the company's method of compensating salespeople. Different executives have offered different alternatives to the current method of straight salary plus expenses. Each option has different implications for business strategy, organization, control systems, and sales management requirements. As a result, the case raises issues and analytics relevant to topics such as aligning strategy and organization, strategy implementation, and cross-functional incentive systems as well as sales management.

Case Map for

Iacobucci Marketing Management 1e

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BMW's Project Switch (A) Publication Date: Sep 17, 2008 Availability: In Stock Author(s): Das Narayandas, Kerry Herman Type: Case (Field) Product Number: 509023 Language: English Revision Date: Feb 9, 2009 Source: HBS Length: 20p

BMW is faced with potential channel conflicts across several EU country markets. The case highlights BMW's approach to redesigning its channel in Greece. The case provides details on both headquarter and country head perspective on BMW's channel strategy.

10: Integrated Marketing Communications: The Advertising Message

Description

MedNet.com Confronts 'Click-Through' Competition Publication Date: Apr 20, 2007 Availability: In Stock Author(s): Allegra Young Type: Case Product Number: 2066 Language: English Length: 12p

In January 2007, "MedNet.com" is a leading website that provides science-based health information free of charge to online visitors. MedNet communicates with traditional web journalism, interactive software, and social media tools such as blogs, video reports and virtual reality tours. The site operates conservatively within the government-regulated health information market. MedNet's business model relies on advertising sales, primarily to pharmaceutical companies. MedNet competes for advertising dollars with large search engines, category specific sites, and clinical trial sites. In 2007, large search engines charge for "results," or "click throughs." Other sites, such as online newspapers, charge for impressions. Advertising campaigns depend on numerous variables (an efficient audience size, audience frame of mind, willingness to complete a transaction, etc.) In the face of fierce advertising competition, MedNet is forced to defend key elements of its business model vis-a-vis a large search engine. However, in defending the advertising value MedNet delivers, MedNet executives may be building the case for why niche sites may be a better investment for the advertiser's budget.

Nopane Advertising Strategy Publication Date: Oct 26, 1982 Availability: In Stock Author(s): David E. Bell Type: Case Product Number: 9-893-005 Language: English Length: 4p

Nopane is a proprietary drug that sells in much of the United States. It faces substantial competition. The brand manager is undertaking an experiment to determine whether ad copy should be emotional-based or rational-based. The data and associated regression results are included. Useful for an introductory course on statistics, market research, or regression analysis.

The Power of Persuasion: An Exercise in Creating Persuasive Advertising Publication Date: Apr 20, 2007 Availability: In Stock Author(s): Michael Parent, Leyland Pitt, Stacey Morrison Type: Case Product Number: 909A01 Language: English Length: 12p

Do subliminal cues have an effect on behavior? 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 centers. 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.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Chevron Corp: Corporate Image Advertising Publication Date: Jun 4, 1993 Availability: In Stock Author(s): John A. Quelch Type: Case Product Number: 9-591-005 Language: English Source: Ivey School of Business Length: 17p Teaching Note

Describes a series of advertising research studies conducted by Chevron to monitor the effectiveness of its corporate advertising. Specific research approaches covered include the McCollum-Spielman and Communications Techniques. The Vals Typology developed by Stanford Research Institute is used in specifying target markets.

JWT China: Advertising for the New Chinese Consumer Publication Date: Feb 24, 2009 Availability: In Stock Author(s): Elisabeth Koll Type: Case Product Number: 809079 Language: English Length: 27p

This case analyzes the business strategy and expansion of JWT China from the late 1990s to 2008. As part of the world's fourth largest marketing communications network, JWT China grew into one of the largest integrated communications companies in China operating from offices in various parts of the country. The case provides students with a comprehensive history of and insights into China's advertising industry and the challenges for foreign and domestic firms operating within a highly regulated media environment controlled by the Chinese government. At the same time, this case offers insights into the structure of the highly fragmented Chinese consumers market, exploring the socio-economic disparities in income and media access as well as culturally determined consumer behavior across different regions and urban and rural areas. The case lets students explore how these trends might impact JWT's advertising and marketing strategies in the future and how to evaluate JWT's business expansion in China dealing with local and foreign competition.

MINI USA: Finding a New Advertising Agency (A) Publication Date: Jul 31, 2008 Availability: In Stock Author(s): David B. Godes Type: Case Product Number: 508041 Language: English Length: 21p

Selling an intangible like advertising services is a difficult task. The first step is to understand how brands buy these services. What are they looking for? What do they need to learn? How do they go about assessing things like creativity, trust, and loyalty? This set of cases puts the students into the roles of the seller (an advertising agency named Butler, Shine, Stern and partners) and the buyer (MINI USA) and asks them to develop a sales strategy for advertising services. As outlined in the (B) case, the agency developed an intriguing and original approach to assessing the intangibles and students are asked to react to it from a sales perspective and to attempt to generalize the approach to other sales domains.

Moslon Canada: Social Media Marketing Publication Date: Apr 20, 2007 Availability: In Stock Author(s): Deborah Compeau, Israr Qureshi Type: Case Product Number: 908A14 Language: English Source: Ivey School of Business Length: 13p Teaching Note

This case describes Molson's experiment with social media for creating brand awareness. It illustrates issues involved in social media marketing. Molson was faced with the challenge of how quickly the contents of social media could spread to various constituencies. There was a real danger of the situation getting out of hand if Molson did not respond quickly. The case encourages readers to ponder whether Molson's action was the only option available and to consider what its next steps might be.

Case Map for

Iacobucci Marketing Management 1e

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11: Advertising Media and Integrated Marketing Communications Description Brightcove and the Future of Internet Television Publication Date: Jan 5, 2007 Availability: In Stock Author(s): David B. Yoffie, Andrei Hagiu, Michael Slind Type: Case (Field) Product Number: 9-707-457 Language: English Revision Date: Apr 23, 2007 Source: HBS Length: 24p Teaching Note

Brightcove, a technology and services provider to content owners in the Internet television field, aimed to become a media distribution company in its own right. On October 30, 2006, it relaunched its Website--and, in effect, its business. With its new, consumer-facing home page, and with new offerings for advertisers and affiliates as well as video publishers, Brightcove sought to build a four-sided business (or "platform") around the rapidly expanding online video industry. Simultaneously, CEO Jeremy Allaire was completing a major funding round that would enable the company to make strategic investments in some or all of several categories: technology, media distribution infrastructure, international expansion, and acquisitions. As Allaire and his fellow executives weighed those options, they confronted competitive threats in multiple quarters, but particularly from YouTube, a hugely popular video-sharing site that online search giant Google had recently acquired. Covers Brightcove's vision for its multi-sided business, its technology offering and early business model, its efforts to shift to a new model based on media distribution, and its chief competitors in that market space.

Reliance Baking Soda: Optimizing Promotional Spending Publication Date: May 22, 2009 Availability: In Stock Author(s): John A. Quelch, Heather Beckham Type: Case Product Number: 4127 Language: English Source: HBS Length: 12p Teaching Note

Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.

Sony-FIFA Partnership Marketing Program: Sponsorship Publication Date: Jun 1, 2006 Availability: In Stock Author(s): Mark Jeffery, Saurabh Mishra Type: Case Product Number: KEL195 Language: English Source: Kellogg School of Management Length: 18p Teaching Note

On April 6, 2005, Sony Corporation announced the signing of a global partnership program contract with the Federation Internationale de Football Association (FIFA) and the organizer of the FIFA World Cup. The contract, which represented the first global marketing and communications platform for the Sony Group, would run from 2007 to 2014 with a contract value (excluding services and product leases) of 33.0 billion yen (approximately $305 million). This was a very significant marketing investment for Sony, since the cost of event sponsorship with advertising was typically two or three times the cost of the sponsorship rights; hence, Sony was potentially investing a billion dollars or more on FIFA-related marketing campaigns over the next several years. Many Sony senior executives were questioning the return on investment (ROI) of the FIFA sponsorship opportunity.

Case Map for

Iacobucci Marketing Management 1e

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The Year of Marketing Dangerously Publication Date: Oct 1, 2008 Availability: In Stock Author(s): Christopher Meyer Type: Article Product Number: F0810A Language: English Source: Harvard Business Review Length: 4p

Digital advertising is growing nearly four times as fast as advertising overall; alternative channels cost less than traditional ones; and management increasingly insists on proof of ROI. These converging forces spell the end for television advertising.

Ad Lib: When Customers Create the Ad Publication Date: Apr 20, 2007 Availability: In Stock Author(s): Pierre R. Berthon, Leyland Pitt, Colin Campbell Type: Article Product Number: CMR401 Language: English Source: California Management Review Length: 26p

Consumers are now generating, rather than merely consuming advertising. The consequences for brands, marketers, and senior executives are significant. Advertising was traditionally generated by, or on behalf of, the firm and broadcast to relatively passive consumers. With the rise of digital media, the Internet, and inexpensive media software, considerable creative and distributive power has been handed to the consumer. Liberated from the exclusive control of the firm, ads now express a myriad of different voices. Some ads are subversive, others laudatory, but the fact remains that the firm is no longer in exclusive control of the message. Using a number of high profile cases, this article explores the motivations that drive consumers to create their own ads and develops a typology of the ads created. It develops a model for the various strategic stances that a firm can adopt in response to this phenomenon so that managers can anticipate and thus deal more effectively with some of the extreme consequences of liberated advertising.

MedNet.com Confronts "Click-Through" Competition Publication Date: Apr 7, 2007 Availability: In Stock Author(s): Allegra Young Type: Brief Case Product Number: 2066 Language: English Source: Harvard Business Review Length: 12p Teaching Note

In January 2007, "MedNet.com" is a leading website that provides science-based health information free of charge to online visitors. MedNet communicates with traditional web journalism, interactive software, and social media tools such as blogs, video reports and virtual reality tours. The site operates conservatively within the government-regulated health information market. MedNet's business model relies on advertising sales, primarily to pharmaceutical companies. MedNet competes for advertising dollars with large search engines, category specific sites, and clinical trial sites. In 2007, large search engines charge for "results," or "click throughs." Other sites, such as online newspapers, charge for impressions. Advertising campaigns depend on numerous variables (an efficient audience size, audience frame of mind, willingness to complete a transaction, etc.) In the face of fierce advertising competition, MedNet is forced to defend key elements of its business model vis-a-vis a large search engine. However, in defending the advertising value MedNet delivers, MedNet executives may be building the case for why niche sites may be a better investment for the advertiser's budget.

Case Map for

Iacobucci Marketing Management 1e

(Cengage, ©2010)

Charles Schwab & Co., Inc.: The "Talk to Chuck" Ad Publication Date: Jan 11, 2008 Availability: In Stock Author(s): John A. Quelch, Laura Winig Type: Case Product Number: 507005 Language: English Source: Ivey School of Business Length: 18p Teaching Note

Schwab management is evaluating the success of the recently launched "Talk to Chuck" advertising campaign. This campaign aims to differentiate Schwab in the cluttered financial services marketplace. Test market results facilitate discussion of advertising objectives, message strategy, media selection, and performance measures.

12: Customer Evaluation Description Carnival Cruise Lines Publication Date: Jul 7, 2005 Availability: In Stock Author(s): Lynda M. Applegate, Robert J. Kwortnik, Gabriele Piccoli Type: Case (Field) Product Number: 9-806-015 Revision Date: Apr 24, 2006 Length: 32p

Highlights the potential value of customer data and the choices and challenges the firm faces when attempting to capture this value. Carnival collects a significant amount of individual-level behavioral and demographic customer data. Senior management must now decide how to leverage such a wealth of data to improve firm performance through customer targeting and acquisition, customer retention, and customer profitability strategies.

Harrah’s Entertainment, Inc. Publication Date: Jun 14, 2004 Availability: In Stock Author(s): Rajiv Lal, Patricia Martone Carrolo Type: Case Product Number: 9-502-011 Language: English Source: Harvard Business School Length: 27p Teaching Note

Describes a situation facing Philip Satre, chairman and CEO of Harrah's Entertainment, Inc. Satre was reading a May 2000 Wall Street Journal story that discussed the company's marketing success in targeting low rollers, the 100% growth in stock price and profits in the year to December 1999, and the revenue growth of 50%, which significantly outpaced the industry. The exciting articles aroused Satre's desire to know more about the activities of his then COO, Gary Loveman, and his team of "propeller heads" with respect to their database marketing efforts and the Total Reward Program. Satre was interested in two questions: He wanted to know how much these marketing efforts had contributed to Harrah's overall performance and whether these marketing results were a one-shot event or could be achieved year after year, especially as the competition introduced similar programs.

Air Miles Canada Publication Date: Apr 3, 2008 Availability: In Stock Author(s): Niraj Dawar, Ramasastry Chandrasekhar Type: Case Product Number: 907A09 Language: English Source: Harvard Business Review Length: 11p Teaching Note

Air Miles, the largest third party loyalty program in Canada, has more than nine million subscribers. Competition in the loyalty card market is heating up with the entry of Aeroplan and the myriad of proprietary loyalty programs launched by retailers and other brands, and Air Miles seeks to tighten its relationship with customers. Paradoxically, for a data-driven company focused on influencing consumers individually, Air Miles opts to develop and launch a mass advertising campaign to reconnect with consumers, and just as importantly, to re-energize internally.

Case Map for

Iacobucci Marketing Management 1e

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Circles: The First 10 Years Publication Date: Sep 8, 2005 Availability: In Stock Author(s): Garth Saloner, Mike Harkey, Katherine Rudolph-Bose Type: Brief Case Product Number: E225 Language: English Source: Stanford Graduate School of Business Length: 26p

Circles is a company that runs employee and customer loyalty programs for enterprises. The company was founded by two GSB alumnae in the late '90s. Describes the idea formation process, the founding of the company, various dilemmas management had in determining which market to pursue and how to acquire customers without a large marketing investment and follows the transition from a consumer- to an enterprise-oriented company. This update to the original "Circles" case (first written in July of 2003; case # E-160) builds on this background information and brings a present-day perspective (10 years after the founding) by illustrating the new market saturation constraints that force the management team to re-evaluate their strategy and plans for growth.

Building Loyalty in Business Markets Publication Date: Sep 1, 2005 Availability: In Stock Author(s): Das Narayandas Type: Article Product Number: R0509H Language: English Source: Harvard Business Review Length: 9p

Companies often apply consumer marketing solutions in business markets without realizing that such strategies only hamper the acquisition and retention of profitable customers. Unlike consumers, business customers inevitably need customized products, quantities, or prices. A company in a business market must, therefore, manage customers individually, showing how its products or services can help solve each buyer's problems. And it must learn to reap the enormous benefits of loyalty by developing individual relationships with customers. To achieve these ends, the firm's marketers must become aware of the different types of benefits the company offers and convey their value to the appropriate executives in the customer company. It's especially important to inform customers about what the author calls nontangible, nonfinancial benefits--above-and-beyond efforts, such as delivering supplies on holidays to keep customers' production lines going. The author has developed a simple set of devices--the benefit stack and the decision-maker stack--to help marketers communicate their firm's myriad benefits. The vendor lists the benefits it offers, then lists the customer's decision makers, specifying their concerns, motivations, and power bases. By linking the two stacks, the vendor can systematically communicate how it will meet each decision maker's needs. The author has also developed a tool called a loyalty ladder, which helps a company determine how much time and money to spend on relationships with various customers. As customers become increasingly loyal, they display behaviors in a predictable sequence, from growing the relationship and providing word-of-mouth endorsements to investing in the vendor company. The author has found that customers follow the same sequence of loyalty behaviors in all business markets.

13: Marketing Research Tools Description

Case Map for

Iacobucci Marketing Management 1e

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Saxonville Sausage Publication Date: Jun 15, 2007 Availability: In Stock Author(s): Kate Moore Type: Brief Case Product Number: 2085 Language: English Source: Harvard Business School Length: 17p Teaching Note

Saxonville Sausage, a $1.5 billion manufacturer of pork sausage products, is experiencing financial stress because its leading product lines have lately produced declining revenues in product categories that are realizing no growth. However, one product line, an Italian sausage brand named Vivio, has recently experienced a significant increase in revenues, as has the entire Italian sausage category nationwide. Unfortunately, Vivio represents only 5% of the company's total revenues. Ann Banks, a seasoned marketing director, has been hired to expand Vivio, currently distributed in a few cities, especially in the northeastern U.S, into a powerful national brand. Depicts the sequence of steps Ann takes to determine the best positioning for the brand. These steps include analyzing and employing specific techniques for researching customers' needs, preferences, and values; using the learning from research to develop a motivation-centered characterization of the target consumer; eliciting tactical ideas from a cross-departmental team of colleagues for product "alterations," packaging, and other contributory elements in the branding program; and finally, choosing between two positionings that seem equally valid.

Air France Internet Marketing Publication Date: Apr 7, 2007 Availability: In Stock Author(s): Mark Jeffery, Lisa Egli, Andy Gieraltowski, Jessica Lambert, Jason Miller, Liz Neely, Rakesh Sharma Type: Case Product Number: KEL319 Language: English Source: Kellogg School of Management Length: 18p Teaching Note

Rob Griffin, senior vice president and U.S. director of search for Media Contacts, a communications consulting firm, is faced with the task of optimizing search engine marketing (SEM) for Air France. At the time of the case, SEM had become an advertising phenomenon, with North American advertisers spending $9.4 billion in the SEM channel, up 62% from 2005. Moving forward, Griffin wants to ensure that the team keeps its leading edge and delivers the results Air France requires for optimal Internet sales growth. The case centers upon Air France's and Media Contacts' efforts to find the ideal SEM campaign to provide an optimal amount of ticket sales in response to advertising dollars spent. This optimal search marketing campaign is based on choosing effective allocation of ad dollars across the various search engines, as well as selecting appropriate keywords and bid strategies for placement on the search result page for Internet users. In determining the optimal strategy, the case presents background information on the airline industry as well as the Internet search options available at the time, including Google, Microsoft MSN, Yahoo!, and Kayak. Additionally, background information is provided on SEM and its associated costs and means of measuring the successfulness of each marketing effort. The case illustrates how one must first determine the key performance indicators for the project to guide analysis and enable comparison of various SEM campaigns. Cost per click and probability to produce a sale differ among publishers. Therefore, using a portfolio application model's quadrant positions can be used to determine optimal publisher strategies. Additionally, pivot tables help illustrate campaigns and strategies that have historically been most successful in meeting Air France's target Internet sales. Multiple recommendations on how Media Contacts can assist Air France in improving its SEM strategy can be derived from the data provided.

Case Map for

Iacobucci Marketing Management 1e

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International Marketing Research: Global Project Management Publication Date: Mar 15, 2007 Availability: In Stock Author(s): Rb Young, Robert B. Young, Rajshekhar G. Javalgi Type: Article Product Number: BH225 Language: English Source: Business Horizons Length: 10p

As organizations continue to pursue more global strategies, the need to be able to understand consumers in far away places is increasing. Marketing research is the primary mechanism through which companies understand their current, as well as potential, customers. As companies contemplate the global marketplace, they must consider how domestic market research differs when conducted in international markets. In an effort to help internal client side marketing, research managers design and implement improved international research studies. Briefly discusses the context for international market research and provides a framework for conducting international market research projects. Additionally, presents several factors that should be considered by marketers who engage in global market research studies. These factors represent the variety of challenges that must be addressed in order to conduct research across national borders. Particular attention is paid to the nuances related to primary data collection and questionnaire construction.

Assessing the Chinese Palate Capital (A) Publication Date: Apr 7, 2007 Availability: In Stock Author(s): Wesley R. Hartmann, Arar Han Type: Case Product Number: M317A Language: English Source: Stanford Graduate School of Business Length: 7p

American Securities Capital (AS), a private equity firm based in New York City, seeks to research and analyze the Chinese foodservice market, to assess opportunities for AS portfolio restaurant chains and identify additional restaurant related opportunities. Tasked with this project is a newly hired director (post-MBA, ex-consultant) in AS's Shanghai office. A market survey has now been conducted. What are the appropriate takeaways? How can AS segment the market, and what does each segment want from a Western dining experience?

14: Marketing Strategy Description Marketing at The Vanguard Group Publication Date: Aug 5, 2003 Availability: In Stock Author(s): John A. Quelch, Carin-Isabel Knoop Type: Case (Field) Product Number: 9-504-001 Language: English Revision Date: Jul 20, 2004 Source: HBS Length: 21p

Senior executives at Vanguard are evaluating their marketing strategy. In particular, they are looking at their approach to market segmentation, the organization of the marketing function, and the weight placed on marketing metrics in the corporate dashboard in light of an economic and stock market downturn.

Case Map for

Iacobucci Marketing Management 1e

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TiVo 2007: DVRs and Beyond Publication Date: Dec 20, 2007 Availability: In Stock Author(s): David B. Yoffie, Michael Slind Type: Case Product Number: 708401 Language: English Source: Harvard Business Review Length: 32p Teaching Note

Tom Rogers, CEO of TiVo, had placed multiple strategic bets on his company. In September 2007, that strategy was due for a major test. TiVo was a maker of digital video recorder (DVR) products and a distributor of DVR technology. Rogers believed that macro-trends in the home entertainment industry--the convergence of standard television with the delivery of video content via broadband Internet, and the related crisis faced by companies whose business models relied on TV advertising--played to TiVo's unique strengths. Leadership in DVR technology and a TV-centric user interface arguably positioned TiVo to become something more than a consumer electronics company. That was Roger's big bet. Implementing it required making six other bets: continuing to sell stand-alone DVRs in the retail market, despite rapidly eroding market share; distributing TiVo service in partnership with cable and satellite TV providers (which also functioned as TiVo's chief competitors in the DVR market); developing a platform for DVR-based advertising; entering the audience research business; leveraging TiVo's intellectual property both through litigation and in the marketplace; and expanding into non-U.S. markets. In late 2007, a pivotal new product, a major distribution deal with cable operator Comcast, and a key intellectual property lawsuit were all reaching points of critical impact.

Google, Inc.: "Figuring Out How to Deal with China" Publication Date: Aug 1, 2001 Availability: In Stock Author(s): Anne T. Lawrence Type: Brief Case Product Number: BAB131 Language: English Source: Babson Length: 21p Teaching Note

Would it be possible for Google to enter China without violating its informal corporate motto, "Don't Be Evil?" In 2005, Google, Inc.'s top management team and board of directors struggled to decide if the company should enter China--and if so, how. Since 2000, the company had offered a Chinese-language version of its popular search engine hosted on servers outside China. However, Chinese users found this service slow and unreliable, and Google was rapidly losing market share, particularly to the Chinese firm Baidu. At the same time, the number of Internet users in China--and with them the potential for online advertising revenue--had been growing almost exponentially. Yet, serious ethical questions remained unresolved. China operated the most far-reaching and sophisticated system of Internet censorship in the world. Any Internet firm doing business there would have to filter content that the communist regime considered offensive. Moreover, the Chinese government had demanded that other U.S. Internet firms identify individuals who had used their e-mail or blogs to criticize the authorities, and at least one dissident had been jailed as a result. Was doing business in China compatible with Google's mission to make the world's information "universally accessible and useful?"

Case Map for

Iacobucci Marketing Management 1e

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The Brand in the Hand: Mobile Marketing at Adidas Publication Date: Nov 7, 2007 Availability: In Stock Author(s): Andrew Rohm, Fareena Sultan, David Wesley Type: Case Product Number: 905A24 Language: English Source: Ivey School of Business Length: 25p Teaching Note

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. 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 news ticker for the 2004 European soccer championship. 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 Elliott's new line of sportswear.

Avaya (A) Publication Date: Apr 14, 2008 Availability: In Stock Author(s): David B. Godes Type: Case Product Number: 508048 Language: English Source: Harvard Business School Length: 23p Teaching Note

Avaya's top management wants to improve demand generation. This requires an improvement in the relationship between Sales and Marketing. This case series (Avaya (A)-(D)) walks the student through each phase of this process. The (A) case begins with background on the firm, and asks the student to come up with a strategy to improve the way in which Sales and Marketing work together. In the (B) case, we see their strategy in the form of a "unified funnel" and a demand generation framework. The unified funnel communicates the idea that not only should the marketing funnel and the sales funnel be linked "vertically"--in the sense that Marketing's leads should flow seamlessly into Sales' funnel--but they should also be integrated horizontally. This latter point refers to the idea that Sales and Marketing should each play a role in each phase of the process from email marketing solutions right through to the close. That is, they argue that the two functions are best integrated by encouraging them to work simultaneously, not just sequentially. The demand generation framework, on the other hand, makes explicit what it means for them to work together. For example, they stipulate that Marketing should be included on the weekly sales conference call. The students are then asked to think about how they would implement these ideas. In the (C) case, the implementation plan for a specific market--Brazil--is described. In particular, we are given data that were used in the roll-out process that showed the market's managers how they compared with other markets on a number of dimensions. Finally, the (D) case shows some early data suggesting that this new method of working together has had a significant impact.

Terumo (A) Publication Date: Mar 21, 2008 Availability: In Stock Author(s): David B. Godes, Masako Egawa, Mayuka Yamazaki Type: Case Product Number: 508068 Language: English Source: Harvard Business School Length: 33p Teaching Note

Terumo faces two challenges: how to sell its catheter products in the U.S. and its new "Solution Pack" in its domestic market, Japan. The case provides rich detail on the firm's evolution from a manufacturer of thermometers to a seller of commodity products like syringes to a diversified firm offering a range of advanced products--catheters and graphs, for example--in addition to commodity products. It describes how the firm's sales strategy--including changes in structure and compensation--changed as its overall product line evolve. The case also offers an interesting contrast for students studying sales forces, in terms of how this Japanese model differs in the way, for example, the firm compensates--and views--salespeople.

Case Map for

Iacobucci Marketing Management 1e

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15: Marketing Plans Description Cola Wars Continue: Coke and Pepsi in 2006 Publication Date: May 9, 2006 Availability: In Stock Author(s): David B. Yoffie, Michael Slind Type: Case (Library) Product Number: 9-706-447 Language: English Revision Date: Apr 2, 2007 Length: 28p

Examines the industry structure and competitive strategy of Coca-Cola and Pepsi over 100 years of rivalry. New challenges in 2006 include boosting flagging carbonated soft drink (CSD) sales and finding new revenue streams. Both firms also began to modify their bottling, pricing, and brand strategies. They looked to emerging international markets to fuel growth and broaden their portfolios of alternate beverages like tea, juice, sports drinks, energy drinks, and bottled water. Coca-Cola and Pepsi-Cola had vied for the "throat share" of the world's beverage market. The most intense battles of the cola wars were fought over the $66 billion CSD industry in the United States, where the average American consumes 52 gallons of CSD per year. In a "carefully waged competitive struggle," from 1975 to 1995, both Coke and Pepsi had achieved average annual growth of around 10%, as both U.S. and worldwide CSD consumption consistently rose. This cozy situation was threatened in the late 1990s, however, when U.S. CSD consumption declined slightly before reaching what appeared to be a plateau. Considers whether Coke's and Pepsi's era of sustained growth and profitability was coming to a close or whether this apparent slowdown was just another blip in the course of a century of enviable performance.

Blogging: A New Play in your Marketing Game Plan Publication Date: Jul 11, 2008 Availability: In Stock Author(s): Tanuja Singh, Liza Veron-Jackson, Joe Cullinane Type: Article Product Number: BH281 Language: English Source: Business Horizons Length: 12p

The emergence, proliferation, and ubiquity of the Internet have not only transformed businesses, but also altered the relationship between the business and the customer. Recent advances in technology have helped to migrate this relationship to an interactive level where technology contributes to brand building by creating and sustaining a long-term relationship with the customer. Media fragmentation and customer indifference to traditional marketing tools are forcing marketers to seek new opportunities so the marketing message not only captures customers' attention, but also tries to engage them with the company. This paper discusses blogs within the context of creating this new, more enduring relationship with the customer. Blogs are discussed within the framework of Web 2.0, the next generation of the Internet, which is comprised of user-generated content and social computing. The use of blogs by several companies as tools to better engage the customer in the creation, delivery, and dissemination of marketing messages is also demonstrated.

Taylor Fresh Foods Publication Date: Dec 15, 2008 Availability: In Stock Author(s): David E. Bell, Natalie Kindred, Mary Shelman Type: Case Product Number: 509008 Language: English Source: Harvard Business School Length: 38p Teaching Note

In 13 years, Bruce Taylor had built Taylor Fresh Foods into a $1 billion company and the top supplier of salads to the U.S. food service industry and to supermarket deli departments. In 2008, he was convinced that the time was right to make a big push in the fresh food area to satisfy consumers that were demanding more convenient, natural, good-tasting, and locally-grown foods. Bruce needed an action plan to make Taylor Fresh the industry leader before his competition woke up to the opportunity that lay before them all.

Case Map for

Iacobucci Marketing Management 1e

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Merck: Global Health and Access to Medicines Publication Date: May 6, 2009 Availability: In Stock Author(s): V. Kasturi Rangan, Katharine Lee Type: Case Product Number: 509048 Language: English Source: Harvard Business School Length: 28p

The case describes the effort of Merck, a global leader in pharmaceuticals, in making available its medicines to the poor. The challenge for the company (or for that matter, any pharmaceutical company) is how to integrate its business strategy with its corporate social responsibility, especially when operating in "lower income" countries.