KotlerMarkMan12eedbrd

Case Map for Marketing Management, 12/e by Kotler and Keller

Suggestions by James M. Olver, PhD School of Business

College of William and Mary Part I. Understanding Marketing Management Chapter 1 - Defining Marketing for the 21st Century 9-583-151 National Chemical Corp.: Tiger-Tread HBSP 3pp. Annotation - A large chemical company has developed a novel industrial maintenance item, for which a marketing program and budget must be prepared. Case requires students to forecast demand at end-user and industrial customer levels to identify elements of the marketing mix, and to prepare a plan and budget. Editor’s Commentary - This brief case is a nice introduction to cases in general and marketing in particular. It’s about a potentially useful product in search of a customer that matches the firm’s marketing capabilities. A nice introduction to market sizing, segmentation, customer behavior, and the marketing mix. Chapter 2 - Developing Marketing Strategies & Plans 9-396-264 Virtual Vineyards HBSP 28pp. Teaching Note AvailableAnnotation - Virtual Vineyards markets wine from small California vineyards directly to consumers through its site on the World Wide Web. It also facilitates fulfillment of customer orders. The case focuses on the ways in which Virtual Vineyards provides value to end consumers through co-founder Peter Granoff's accessible but informal evaluations of individual wines and through its electronic internet with the customer. Teaching Purpose: Fits well into a module of sources on service management that focuses on the innovative use of new technologies. Editor’s Commentary - This case could work equally well later in the semester. I like it up-front because it shows how exogenous changes (in this case, the Web and IT logistics) can create market opportunities. It also raises issues of finding and sustaining competitive advantage. Virtual Vineyards is a Web content provider/wine broker whose competitive advantage initially appears to be technological. However, any “stickiness” with the site will depend on selection (scale) and arguably the personalized feel (which may be destroyed by scale).

www.prenhall.com/custombusiness

9-593-064 Colgate-Palmolive Co.: The Precision Toothbrush HBSP 24pp. Teaching Note Available Annotation - Colgate-Palmolive Co. is considering how to position its new technological toothbrush, Precision. The case explores issues concerned with new product launches and requires students to do profitability analyses of different positioning alternatives. Editor’s Commentary - Deals with a surge in product innovation and competitive activity in the “boring” toothbrush market. Students must predict whether Colgate’s new (premium) product will remain a niche product or whether the niche becomes mainstream as the market continues to evolve. Cannibalization is an issue, and the potential economic consequences can be modeled with data in the case. I make sure the students have had some basic cost-volume-profit instruction up-front, so I use this case as an opportunity to solidify that. The case could also be positioned in a product module due to branding and brand extension issues. 9-504-009 XM Satellite Radio (A) HBSP 25pp. Teaching Note AvailableAnnotation - XM Satellite Radio is a radically new way to listen to radio. Management must develop a marketing strategy to launch the firm and the category. A crucial aspect of the strategy is to determine which of two business models the company will pursue. Should it focus predominantly on charging customers a monthly subscription fee or on selling advertising time to advertisers? This decision is closely related to target market selection and to the choice of optimal price points for subscription fees and radio receivers. Market research commissioned by XM provides rich insights into these issues. In addition, XM management needs to figure out how to establish partnerships with the leading electronics manufacturers. A consideration of its market share and channel presence are essential to XM's ultimate success integrating satellite radio into home and car audio systems. As it formulates its plan, XM needs to take into account the competitive landscape, primarily comprised of broadcast radio (AM and FM) that has been in existence for many years and is offered for free, as well as a second satellite radio provider (Sirius). Teaching Purpose: To look at the marketing implications of business model selection for a new service as well the targeting and pricing challenges involved in launching a new category. Includes color exhibits. Editor’s Commentary - This case challenges student to develop a strategy for a product in an embryonic industry (satellite radio). The protagonists are considering two very different revenue models—monthly subscription versus advertising-supported—and the case gives research data and industry characteristics by which students are challenged to make a decision. Competitive analysis is also an issue: Sirius, a rival service, is going to launch as well. Lots of issues in market segmentation, demand forecasting, customer response to an emerging technology versus existing solutions, and pricing strategy and its impact on market evolution. This case could fit a lot of places, as it is a new product launch story but also does some fairly sophisticated forecasting to assess demand under various revenue models.


Part II. Capturing Marketing Insights Chapter 3 - Gathering Information & Scanning the Environment 9-501-021 Freeport Studio HBSP 27pp. Teaching Note AvailableAnnotation - Describes the start-up and first year difficulties of Freeport Studio, a unit of L.L. Bean, founded in 1998 to sell women's clothing by catalog. First year sales were far below plan and projected profits did not materialize. Fran Philip must identify the problems and plan what must be done to make the unit profitable by year two. Teaching Purpose: Used in the opening module of the first year marketing course to develop the students' sensitivity to launching and growing a direct mail business. In focusing the case on both the creative and circulation strategies, students get an exposure to merchandising issues in a catalog business as well as a sense for using market research and response rate analysis for developing a circulation strategy. Includes color exhibits. Editor’s Commentary - This new L.L. Bean catalog product is underperforming and the company is trying to figure out why. The case documents the new product development process that led to the offering, and presents research attempting to answer the question, “why isn’t this product working?” Includes some good issues related to segmentation and positioning and brand extension. 9-501-002 Omnitel Pronto Italia HBSP 24pp. Teaching Note AvailableAnnotation - Describes the situation faced by Omnitel soon after launching its mobile telecommunication services in Italy in December 1995. Competing against the Italian monopoly, TIM, Omnitel had positioned its services to be better on the quality dimension. However, sales were significantly below expectations. In order to develop a new strategy, Omnitel conducted extensive marketing research. This research identified the varying needs of different customer segments. Omnitel now had to decide whether to attack a new segment with a new service plan, "LIBERO," to improve on past performance. Teaching Purpose: To demonstrate how marketing helps create value by developing a product that satisfies the needs of the customer. Appropriate for a first year marketing course. Editor’s Commentary - Deals with the first private cellular operator in Italy (competing with the state-run system following deregulation). The “product” is the phone, the rate plan, the customer service, and the fee structure. This is a nascent market in Italy at the time of the case: forecasting product acceptance requires looking for analogs in other, more developed European markets. However, there are significant differences in competition, market development, and market requirements across the EU. The case has some good segmentation research as well as secondary data about other countries. 9-593-082 Bayerische Motoren Werke AG (BMW) HBSP 22pp. Teaching Note Available


Annotation - In 1992, BMW is attempting to revive its position in the United States market. In 1991, unit sales had fallen to 53,000 from 88,000 in 1987. The new CEO of North American is considering a multifaceted plan to turn around the situation. Teaching Purpose: Demonstrates marketing mix planning and implementation. Editor’s Commentary - A good case on how fundamental changes in the marketplace (competitive activity and customer needs/concerns/values) can necessitate a change in positioning strategy… and the damage that can come from holding a positioning that has become obsolete. A good competitive analysis case. 9-703-516 Ice-Fili HBSP 28pp. Teaching Note AvailableAnnotation - Designed as an overview of all aspects of the strategy process: industry analysis, positioning, dynamics and sustainability, and scope issues of corporate strategy, including vertical integration, horizontal diversification, and location issues. Ice-Fili is the largest ice cream producer in Russia in 2002, but is facing strong competition from Nestle despite its success over other multinational competitors. Contains detailed exhibits, allowing deeper analyses. Teaching Purpose: To introduce students to strategy. Editor’s Commentary - Describes a Russian ice cream company’s efforts to navigate the challenges of transitioning to a market economy, dealing with weak infrastructure and technology, and adapting to large, well-financed competitors. This is a good case for Five Forces analysis. Chapter 4 - Conducting Marketing Research & Forecasting Demand 9-599-113 The Coop: Market Research HBSP 14pp. Annotation - Daryl Buckmeister, CEO of The Chicken Coop, must decide whether to invest in market research, how much money to spend, and which programs to fund. His two vice presidents (of quality and marketing) have presented very different proposals. Teaching Purpose: Fosters discussion of principles underlying decisions about market research. Editor’s Commentary - An intuitive introduction to identifying relevant research questions (exploratory and confirmatory), data collection methods, sampling, response bias, and cost/benefit analysis. Fast food setting. 9-504-009 XM Satellite Radio (A) HBSP 25pp. Teaching Note AvailableAnnotation - XM Satellite Radio is a radically new way to listen to radio. Management must develop a marketing strategy to launch the firm and the category. A crucial aspect of the strategy is to determine which of two business models the company will pursue. Should it focus predominantly on charging customers a monthly subscription fee or on selling advertising time to advertisers? This decision is closely related to target market selection and to the choice of optimal price points for subscription fees and radio receivers. Market research commissioned by XM provides rich insights into these issues. In addition, XM management needs to figure out how to establish partnerships with the leading electronics


manufacturers. A consideration of its market share and channel presence are essential to XM's ultimate success integrating satellite radio into home and car audio systems. As it formulates its plan, XM needs to take into account the competitive landscape, primarily comprised of broadcast radio (AM and FM) that has been in existence for many years and is offered for free, as well as a second satellite radio provider (Sirius). Teaching Purpose: To look at the marketing implications of business model selection for a new service as well the targeting and pricing challenges involved in launching a new category. Includes color exhibits. Editor’s Commentary - This case challenges student to develop a strategy for a product in an embryonic industry (satellite radio). The protagonists are considering two very different revenue models—monthly subscription versus advertising-supported—and the case gives research data and industry characteristics by which students are challenged to make a decision. Competitive analysis is also an issue: Sirius, a rival service, is going to launch as well. Lots of issues in market segmentation, demand forecasting, customer response to an emerging technology versus existing solutions, and pricing strategy and its impact on market evolution. This case could fit a lot of places, as it is a new product launch story but also does some fairly sophisticated forecasting to assess demand under various revenue models. Part III. Connecting with Customers Chapter 5 - Creating Customer Value, Satisfaction, & Loyalty 9-500-024 The Brita Products Co. HBSP 18pp. Teaching Note AvailableAnnotation - Describes a race for installed base, with increasing returns to scale and a delicate acquisition versus retention balance. Clorox's Brita skillfully exploits a tide of water safety concerns, growing a home water filtration business from inception to a 15% U.S. household penetration in ten years. The decision in the case arises as the period of increasing returns seems to be drawing to a close, and management must use its legacy, an installed based and a strong brand equity, to take the business forward into a less friendly environment. Students can model the relation between the primary demand for pitchers and the derived demand for filters to decide where they want to put future investments. Teaching Purpose: The economics of acquisition and retention, installed base marketing, and lifetime customer value calculation. Editor’s Commentary - A good case on the value of marketing investment in the growth stages of the product life cycle, and how strategy and tactics change as the market begins to mature and new, aggressive competition emerges. There are also issues involving technological innovation, new product launch, and resulting cannibalization of very lucrative products. Also a good case for looking at (and calculating) lifetime value of a customer, and its impact on acquisition versus retention efforts. Chapter 6 - Analyzing Consumer Markets 9-582-026 CIBA-GEIGY Agricultural Division HBSP 14pp. Teaching Note Available


Annotation - In 1979 Leo Bontempo, marketing vice president of Ciba-Geigy Agricultural Division was deciding whether to purchase an $840,000 program for TeleSession. This was a marketing service designed to accelerate the adoption of new products among large innovative growers by promotional telephone conferences with others who had used the products. Raises a variety of communications issues and introduces diffusion of innovation concepts. Editor’s Commentary - This case has enough depth and breadth to fit a lot of places (promotion, consumer behavior, forecasting and budgeting). Although the students don’t have the background this early in the semester to approach all these issues, it’s nice here because customer behavior of the farmer is so non-intuitive to most students. They are forced to dig into the data to understand the farmers’ response to a rather novel form of simulated word-of-mouth. It’s also a nice “prequel” to market research and forecasting. Finally, it’s a good vehicle for discussing adoption and diffusion processes. Chapter 7 - Analyzing Business Markets 9A99A009 Augat Electronics, Inc. Ivey 13pp. Teaching Note AvailableAnnotation - Augat Electronics Inc. was finalizing the plan to launch a new line of connectors and tools for cable television service technicians. While the line was being developed, a major new U.S.-based competitor launched a new product line at a premium price and captured the leadership position in the Canadian market. Key decisions facing Augat were how to price the products and what the supporting marketing strategy should be. The new Augat connector product appeared to offer customers significant economic benefits. Editor’s Commentary - Students must develop a comprehensive marketing plan for a new, superior cable connector sold to cable TV companies. A good comprehensive Business-to-Business case. Chapter 8 - Identifying Market Segments & Targets 9-598-056 L’Oreal of Paris: Bringing “Class to Mass” with Plenitude HBSP 37pp. Teaching Note AvailableAnnotation - L'Oreal's strategy is to "trickle down" technology over time from high-end outlets like department stores to mass markets, such as drugstores. The mass market brand Plenitude has become the market leader in France but sales in the United States has been such that even eight years after introduction the product continues to lose money. The case presents qualitative market research data to enable students to diagnose the problem and develop an action plan. Teaching Purpose: To discuss problem diagnosis and development of a full marketing plan to turnaround a situation. Includes color exhibits. Editor’s Commentary - A data-rich case (primary and secondary) in a more complex product category than seen in the Coop. Reinforces interpretation of research data and is a nice segue into segmentation and positioning.


Part IV. Building Strong Brands Chapter 9 - Creating Brand Equity 9-596-036 Land Rover North America, Inc. HBSP 32pp. Teaching Note AvailableAnnotation - Charles Hughes, President and CEO of Land Rover North America, Inc., is debating product positioning options for the new Land Rover Discovery. The positioning decision must consider the role of the Discovery vis-à-vis other vehicles in the LRNA line, the brand's strengths and weaknesses versus competition, and the positioning of the Land Rover umbrella brand in the U.K. An allocation of marketing funds across brands and mix elements must also be determined and decisions on the company's innovative retailing strategy and experience marketing initiatives made. The case contains rich consumer behavior data. Teaching Purpose: 1) Demonstrates the process of turning consumer research data into sound brand and line positioning recommendations; 2) Exposes students to concepts of brand personality and brand equity and shows how these shape and contain management decisions; 3) Explores difficulties of managing brand equity on global basis. Includes color exhibits. Editor’s Commentary - Another segmentation and positioning case. Land Rover invented the luxury SUV and is trying to build a presence in the U.S. Ford and Jeep dominate the SUV market, and competitive entries from Mercedes, Lexus, Cadillac and others threaten to bracket Rover’s offerings… all with budgets that Land Rover can’t match. Land Rover is trying to compete through experiential marketing that capitalizes on its small but loyal following. Another data-rich case, and it’s possible to create a perceptual map from one of the exhibits (I sometimes use this case for that purpose in an upper-level Product Management course). Chapter 10 - Crafting the Brand Positioning UVA-M-0246 Ogilvy & Mather: (A Light Beer from Pabst) Darden 36pp. Teaching Note AvailableAnnotation - Ogilvy executives are contemplating two different advertising plans for a new light beer from the Pabst Brewing Company. Because of the dominant role advertising plays in beer marketing, the agency has been told to create a position for the new product and Pabst will brew the beer to fit. The resulting choices call for either (1) a nationally distributed light beer similar in appeal to most other beers in the category or (2) a "lighter tasting" beer that would not be marketed on low calories. The case is particularly useful in discussing advertising's role in product positioning. Editor’s Commentary - I tried to get rid of this case because it’s so old, but got “booed” by the students when I took it away. It deals with the beer market in the mid-80s, when Anheuser-Busch and Miller are crushing the smaller brewers. Ad man Hal Riney is hired to identify a potential positioning for a new Pabst product against the heavyweights. In a memo, he dictates his vision of a possible unique positioning. I have the students work in teams to operationalize Riney’s musings (or an alternative of their own) by creating a product prototype (bottle mock-up with


brand and label) and supporting promotion. The case introduces students to perceptual maps, but also to the importance of economies of scale in high fixed-cost environments… and the ability of big players to create barriers to entry through extensive advertising. 9-596-076 Dewar’s (A): Brand Repositioning in the 1990s HBSP 29pp. Annotation - Dewar's, a major brand of Scotch whisky, produced by United Distillers of the U.K., and the U.S. leader in the Scotch category with a 15% market share, faced a declining market among traditional consumers of distilled spirits. Given the growing societal, legal, and regulatory opposition to drinking in the U.S., the marketing options were limited. In addition, drinking preferences had shifted away from distilled spirits to lighter, lower alcohol beverages like wine, wine coolers, and beer. In early 1993, Dewar's U.S. importer, Schieffelin and Somerset, in cooperation with the brand's longstanding advertising agency, Leo Burnett, began to explore the opportunities for repositioning Dewar's to younger adults. Repositioning Dewar's was a necessity for the brand to remain viable in the long term. Its existing customer base was aging, and younger drinkers who did drink Scotch were consuming less. The issue is how to update the brand's image to attract younger consumers. The brand manager faces the decision of planning the strategy for a repositioning or "recruitment" campaign for the brand. Editor’s Commentary - Interesting case on dealing with a declining industry with legal, regulatory, and ethical constraints on efforts to reposition and stimulate growth and attract new, younger drinkers in a market that is moving toward lighter drinks. Chapter 11 - Dealing with Competition 9-500-024 The Brita Products Co. HBSP 18pp. Teaching Note AvailableAnnotation - Describes a race for installed base, with increasing returns to scale and a delicate acquisition versus retention balance. Clorox's Brita skillfully exploits a tide of water safety concerns, growing a home water filtration business from inception to a 15% U.S. household penetration in ten years. The decision in the case arises as the period of increasing returns seems to be drawing to a close, and management must use its legacy, an installed based and a strong brand equity, to take the business forward into a less friendly environment. Students can model the relation between the primary demand for pitchers and the derived demand for filters to decide where they want to put future investments. Teaching Purpose: The economics of acquisition and retention, installed base marketing, and lifetime customer value calculation. Editor’s Commentary - A good case on the value of marketing investment in the growth stages of the product life cycle, and how strategy and tactics change as the market begins to mature and new, aggressive competition emerges. There are also issues involving technological innovation, new product launch, and resulting cannibalization of very lucrative products. Also a good case for looking at (and calculating) lifetime value of a customer, and its impact on acquisition versus retention efforts. 9-582-103 Sealed Air Corp. HBSP 17pp. Teaching Note AvailableAnnotation - Market leadership and technological innovation have marked Sealed Air's participation in the U.S. protective packaging market. Several small regional producers have introduced products which are less effective than Sealed Air's but similar in appearance and cheaper. The


company must determine its response to this new competition. Feasible options range from doing nothing to introducing a new product. Raises product line management issues, particularly cannibalization, and affords the opportunity for the development of a marketing plan for any new product introduction. Editor’s Commentary - The very profitable “incumbent” in an industry is facing new, aggressive competitors. Sealed Air has a premium—and heretofore unchallenged—product. New, inferior, but satisfactory and less expensive competition has challenged the company to introduce its own less expensive product. Doing so will result in cannibalization, damage to channel relationships, and may require major adjustments to the rest of the marketing mix. In addition to the “go/no go” decision, there are interesting executional issues (timing, scope, etc.) Part V. Shaping the Market Offerings Chapter 12 - Setting Product Strategy 9-593-064 Colgate-Palmolive Co.: The Precision Toothbrush HBSP 24pp. Teaching Note AvailableAnnotation - Colgate-Palmolive Co. is considering how to position its new technological toothbrush, Precision. The case explores issues concerned with new product launches and requires students to do profitability analyses of different positioning alternatives. Editor’s Commentary - Deals with a surge in product innovation and competitive activity in the “boring” toothbrush market. Students must predict whether Colgate’s new (premium) product will remain a niche product or whether the niche becomes mainstream as the market continues to evolve. Cannibalization is an issue, and the potential economic consequences can be modeled with data in the case. I make sure the students have had some basic cost-volume-profit instruction up-front, so I use this case as an opportunity to solidify that. The case could also be positioned in a product module due to branding and brand extension issues. Chapter 13 - Designing & Managing Services 9-592-035 Calyx and Corolla HBSP 31pp. Teaching Note AvailableAnnotation - Describes a new entry into the $8 billion flower industry in the United States. Combining the use of overnight air freight (Federal Express), information technology, an 800 number, and a catalog, Calyx & Corolla was changing the way flowers had traditionally been distributed, bypassing three layers of distribution, and providing very fresh flowers directly from the growers to consumers. Frames the question of how this start-up venture should grow. Editor’s Commentary - A good case on channel innovation. Calyx and Corolla uses direct Fed Ex delivery straight from flower growers to end customers to “dis-intermediate” local florists. In addition to channel issues, it’s a really good case on segmentation and positioning as well as growing a new and innovative business. It also has some good pricing and promotion issues.


9-388-064 ServiceMaster Industries, Inc. HBSP 17pp. Teaching Note AvailableAnnotation - The CEO of ServiceMaster Industries has convened an internal task force to come up with ideas for reorganizing the company to accommodate unusually fast growth. In developing both alternatives and criteria for appraising them, the task force has to keep in mind the strong company culture. Editor’s Commentary - This case would work well in a Marketing Strategy class as well. In addition to positioning issues in a service context, deals extensively with corporate culture (and culture conflict with growth through acquisition), portfolio issues, and methods for actively marketing services. Chapter 14 - Developing Pricing Strategies & Programs 9-597-063 Computron, Inc. – 1996 HBSP 5pp. Annotation - In July 1996, Mr. Thomas Zimmermann, European Manager of Computron, must select a price for a new computer for his largest customer. Editor’s Commentary - This short but very rich case deals with submitting a bid to sell an over-spec’d specialty computer to the company’s best German customer in the face of new, lower quality, but aggressive, competition. A great case on price leadership, industrial marketing, and competitive response. I usually start the class by having each student submit their sealed bid for the business, then pick two at the extremes (very aggressive versus attempting to maintain price) defend their bids. M284A Value Pricing at Procter & Gamble HBSP 27pp. Annotation - Executive Vice President Durk Jager was convinced that the huge sums being spent on trade and consumer promotion could be put to better use, and that P&G should overhaul its pricing strategy to one of consistent list prices with little, if any, promotional spending. Two category managers (for hand-dishwashing liquids Dawn, Ivory, and Joy, and for Folgers coffee) were considering the potential consequences of putting their products on the "value pricing" bandwagon. Should they implement value pricing? And if so, how much should they reduce list prices for these national brands? Major changes to the original budget and marketing plan would be required, and these changes would have to be accomplished without compromising the profitability of the category. Editor’s Commentary - Documents Procter and Gamble’s efforts to wean the grocery trade (and P&G’s competitors) of their dependence on trade promotion to support sales of light duty liquid detergent. It’s another good case on price leadership, but also an opportunity to talk about the promotions mix, “push” versus “pull” marketing, trade “loading,” and brand equity. It’s also an opportunity to talk about “the prisoners’


dilemma:” if P&G pushes for value pricing and its competitors don’t follow suit, it is likely to lose market share in the short—and perhaps long—term. 9-598-109 FreeMarkets Online HBSP 20pp. Teaching Note AvailableAnnotation - Describes the marketing strategy of an entrepreneurial start-up engaged in electronic purchasing for large manufacturers. By creating an electronic bidding platform, the company has been able to cut down procurement costs by about 15%. The case question concerns how this company should now go to scale. Teaching Purpose: To understand the business challenge of entering electronic commerce. Editor’s Commentary - Describes the creation and early stages of a reverse-auction electronic bidding system for industrial purchasing. The decision focus is on growth strategy, but there are good discussions on competitive advantage and industry evolution as well. Part VI. Delivering Value Chapter 15 - Designing & Managing Value Networks & Channels 9-595-001 RCI Master Distributor: The Evolution of Supplier Relationships HBSP 18pp. Teaching Note AvailableAnnotation - Traces the evolution of RCI as a master distributor from the time it was founded in 1946 until 1994. The second-generation owner of the distribution company faces several challenges unique to the 1990s environment that his father did not face. As Danny Schwartz attempts to grapple with those issues, he has to answer the long-term strategic question of the viability of his distribution business. Teaching Purpose: To understand supplier-distributor relationship management and to view channel issues from the distributor's point of view. Editor’s Commentary - RCI is being threatened by suppliers who are forward integrating and employing hybrid distribution channels, as well as by new and powerful channel competitors. The case allows the class to track the reasons for RCI’s historical success as well as the changes in the environment that threaten its future. Chapter 16 - Managing Retailing, Wholesaling & Logistics 9-593-094 MathSoft, Inc. (A) HBSP 24pp. Annotation - MathSoft's VP of sales has doubled the size of the company's direct field sales force to support the launch of a new, high-end workstation software product priced at almost $9,000. However, sales of the new product are far below plan. At the same time, the VP of marketing is calling for increased magazine advertising to support sales of the company's $349 personal computer software product, which has been marketed through a combination of distributors, retailers, telephone sales, and direct mail. The president of this entrepreneurial company must determine the appropriate channel structure and communications programs for MathSoft's current product line and future growth. Illustrates the close linkages and trade-offs between industrial marketing channels and communications methods and traces the evolution of one company's


hybrid marketing channels. Also introduces students to the use of advertising and direct marketing in selling complex, industrial products. For students who have had a quantitative modeling course, the case includes the output of a market response model developed from MathSoft's advertising and sales data. Editor’s Commentary - This is a two-product company that is trying to make decisions on how to allocate resources among the products. A good case on product innovation, portfolio issues, market evolution, channel management, pricing policy, promotion, and customer decision-making. I’ve placed it in a “product strategy” module, but it is comprehensive enough to make a reasonable examination case. Part VII. Communicating Value Chapter 17 - Designing & Managing Integrated Marketing Communications 9-585-019 Suave (C) HBSP 21pp. Teaching Note AvailableAnnotation - Promotes discussion on advertising budgeting and media mix decisions in the shampoo market for low-priced, high-volume Suave. Provides various types of market research into consumer behavior and the competition context. The importance of retailers and shelf space is emphasized, and the entire marketing budget is examined. Editor’s Commentary - Students must choose between two different promotional spending plans (or suggest one of their own) for the Suave brand. Introduces a comprehensive promotional mix in consumer packaged goods (advertising, consumer, and trade promotion), and how these choices coupled with the rest of the marketing mix affect brand positioning. Also a good lesson on how a unique positioning strategy has allowed a brand to compete effectively with big “name brands” spending significantly more on advertising. Chapter 18 - Managing Mass Communications: Advertising, Sales Promotion, Events & Public Relations UVA-M-0340 Reagan-Bush '84 (A) Darden 11pp. Teaching Note AvailableAnnotation - The media consultant for the Reagan-Bush '84 campaign identifies his problem as stopping and reversing a strong negative trend in support for President Reagan. The case describes the results of some of the motivational research used and introduces a framework for evaluating advertising strategy. Objectives include introduction to the MECCAS framework for evaluating advertising copy and development of theory-driven communications strategy. Editor’s Commentary - This case introduces the MECCAS (means-ends conceptualization of the components of advertising strategy) as a tool for developing advertising copy strategy. It’s a lot of fun because the “product” (a presidential candidate) is both unique and involving. I have study groups develop Story Boards for either the Reagan-Bush or Mondale-Ferraro campaigns based on the MECCAS framework and bring these to class. A video showing some of the real ads that emerged from this process is available from the Darden School, but you can also find them on the Web.


Chapter 19 - Managing Personal Communications: Direct Marketing & the Sales Force 9-584-012 Milford Industries (A) HBSP 11pp. Teaching Note Available9-584-013 Milford Industries (B) HBSP 5pp. Teaching Note AvailableAnnotation - The new district sales manager for a tool company must determine how to get his district "back on track." The case presents various qualitative and quantitative data on the salespeople. Teaching objectives include the specification of the tasks of a district sales manager and the sales analysis helpful to him in his job. A rewritten version of an earlier case series. The B case supplements the (A) case. A rewritten version of part of an earlier series. Editor’s Commentary - Good introduction to sales force management. The protagonist has just been given responsibility for managing the sales force in a “problem” district. The challenge is significant because he is younger and has less sales experience than almost all of the people he manages. The (A) case is very data-rich, with information on each of the salespersons and their territories. The (B) case is a nice follow-on, if you have either 2 days or a 2-3 hour class to devote to the series. Both are great cases for role-plays. They’re also very suitable for team-teaching with an Organizational Behavior class. Part VIII. Creating Long-Term Growth Chapter 20 - Introducing New Market Offerings 9-504-009 XM Satellite Radio (A) HBSP 25pp. Teaching Note AvailableAnnotation - XM Satellite Radio is a radically new way to listen to radio. Management must develop a marketing strategy to launch the firm and the category. A crucial aspect of the strategy is to determine which of two business models the company will pursue. Should it focus predominantly on charging customers a monthly subscription fee or on selling advertising time to advertisers? This decision is closely related to target market selection and to the choice of optimal price points for subscription fees and radio receivers. Market research commissioned by XM provides rich insights into these issues. In addition, XM management needs to figure out how to establish partnerships with the leading electronics manufacturers. A consideration of its market share and channel presence are essential to XM's ultimate success integrating satellite radio into home and car audio systems. As it formulates its plan, XM needs to take into account the competitive landscape, primarily comprised of broadcast radio (AM and FM) that has been in existence for many years and is offered for free, as well as a second satellite radio provider (Sirius). Teaching Purpose: To look at the marketing implications of business model selection for a new service as well the targeting and pricing challenges involved in launching a new category. Includes color exhibits.


Editor’s Commentary - This case challenges student to develop a strategy for a product in an embryonic industry (satellite radio). The protagonists are considering two very different revenue models—monthly subscription versus advertising-supported—and the case gives research data and industry characteristics by which students are challenged to make a decision. Competitive analysis is also an issue: Sirius, a rival service, is going to launch as well. Lots of issues in market segmentation, demand forecasting, customer response to an emerging technology versus existing solutions, and pricing strategy and its impact on market evolution. This case could fit a lot of places, as it is a new product launch story but also does some fairly sophisticated forecasting to assess demand under various revenue models. 9-598-150 Biopure Corp. HBSP 18pp. Teaching Note AvailableAnnotation - 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. Teaching Purpose: To introduce the concepts of market segmentation, product line policy, and multi-product pricing. Also introduces students to the unique business dynamics of the biotechnology industry. Editor’s Commentary - Biopure has created the first and only approved blood substitute for the veterinary market, and is one of three companies in clinical trials for a similar product for the human market. This is a really nice case for sizing emerging market opportunities in an embryonic market, choosing target markets, and developing a marketing mix. It’s possible to do some fairly sophisticated pro-formats and sensitivity analysis. 9-594-051 Northern Telecom (A): Greenwich Investment Proposal (Condensed) HBSP 8pp. Teaching Note Available9-593-104 Northern Telecom (B): The Norstar Launch HBSP 27pp. Teaching Note AvailableAnnotation - The business products division has developed a business proposal asking for $50 million to fund the creation of a new telephone system for the small business market. The company's last entry into this marketplace lost $70 million. The new product would face 100 competitors in a market believed to be at zero growth rate. Should the investment proposal be accepted? Teaching Purpose: 1) To provide opportunity for analysis of new product investment decisions; and 2) To show role of market research in new product development. The uncondensed version of the (A) case is appropriate if a class discussion will be devoted to evaluating the market opportunity. Northern Telecom has spent $50 million to develop a new family of telephone systems for small businesses. The investment proposal was justified on the basis of appreciable market share impact. Now, the project team must develop the appropriate supporting marketing program for the launch of the product in two markets--the United States and Canada.


Editor’s Commentary - I use these in a module on the new product development process. It goes really well with Takeuchi and Nonaka’s “The New New Product Development Game” (Harvard Business Review) to illustrate cross-functional, trans-organizational product design and development in a B2B setting. You can do both these cases in a single class session. Chapter 21 - Tapping into Global Markets 9A99A016 Rougemont Fruit Nectar: Distributing in China Ivey 18pp. Teaching Note AvailableAnnotation - Gervais Lavoie, managing director of Beijing Oasis High Nutrition Food Co., needs to decide what means of distribution is most appropriate for the company's newly-developed fruit nectars. The decision is complicated by the fact that different means of distribution have different implications for the ultimate pricing and promotion of the products. Editor’s Commentary - Describes the development and launch plans for a new fruit drink developed for the Chinese market. I like this case because it demonstrates the challenges of launching a product in a market that lacks distribution infrastructure. It’s also a great case on entrepreneurship and rapidly-emerging markets, and challenges American assumptions about consumer behavior. 9-595-026 Citibank: Launching the Credit Card in Asia-Pacific (A) HBSP 25pp. Teaching Note AvailableAnnotation - Consumer Bank pondered the possibilities of launching a credit card in the Asia Pacific region. The bank's New York headquarters, and several of its country managers in the region, were not enthusiastic. But others were supportive because of the opportunity to expand the bank's customer base from the limited branch expansion allowed by local law. Students make a decision, and if a "go" decision is made, they work out a comprehensive launch plan. Teaching Purpose: To expose students to services marketing and, more importantly, the notion of acquisition cost and lifetime value of a customer. Also introduces students to international marketing issues. Editor’s Commentary - Citibank must decide whether to introduce a credit card in the Asia-Pacific region, and if so, where (they currently only have a presence in Hong Kong). Another data-rich case, it’s a great one for looking at economies of scale, lifetime value of a customer, and using country-level data to assess market attractiveness. 9-703-516 Ice-Fili HBSP 28pp. Teaching Note AvailableAnnotation - Designed as an overview of all aspects of the strategy process: industry analysis, positioning, dynamics and sustainability, and scope issues of corporate strategy, including vertical integration, horizontal diversification, and location issues. Ice-Fili is the largest ice cream producer in Russia in 2002, but is facing strong competition from Nestle despite its success over other multinational competitors. Contains detailed exhibits, allowing deeper analyses. Teaching Purpose: To introduce students to strategy.


Editor’s Commentary - Describes a Russian ice cream company’s efforts to navigate the challenges of transitioning to a market economy, dealing with weak infrastructure and technology, and adapting to large, well-financed competitors. This is a good case for Five Forces analysis. Chapter 22 - Managing a Holistic Marketing Organization 9-580-085 Parker Brothers (A) HBSP 11pp. Teaching Note AvailableAnnotation – Focuses on the decision required of Parker Brothers regarding the necessity and advisability of recalling a new product that may have been related to the death of two children. Editor’s Commentary - It’s the Monday before Black Friday (the biggest toy shopping day of the year). Parker Brothers’ Riviton is the “must have” construction toy of the year, and retailers are using it as a traffic-builder. The President of Parker Brothers has just learned that a second child in its target age group has died from choking on one of its parts. What should he do, and when? A great case for talking about ethical product decisions. 9-388-064 ServiceMaster Industries, Inc. HBSP 17pp. Teaching Note AvailableAnnotation - The CEO of ServiceMaster Industries has convened an internal task force to come up with ideas for reorganizing the company to accommodate unusually fast growth. In developing both alternatives and criteria for appraising them, the task force has to keep in mind the strong company culture. Editor’s Commentary - This case would work well in a Marketing Strategy class as well. In addition to positioning issues in a service context, deals extensively with corporate culture (and culture conflict with growth through acquisition), portfolio issues, and methods for actively marketing services.


Case Map for Marketing Management, 12/e by Philip Kotler & Kevin Lane Keller

Suggestions by James M. Olver, PhD School of Business, College of William and Mary

Part I. Understanding Marketing Management

Chapter 1 - Defining Marketing for the 21st Century Provider Case # Pages TeachingNote

National Chemical Corp.: Tiger-Tread HBSP 9-583-151 3 N

Chapter 2 - Developing Marketing Strategies & Plans

Virtual Vineyards HBSP 9-396-264 28 Y Colgate-Palmolive Co.: The Precision Toothbrush HBSP 9-593-064 24 Y XM Satellite Radio (A) HBSP 9-504-009 25 Y

Part II. Capturing Marketing Insights

Chapter 3 - Gathering Information & Scanning the Environment

Freeport Studio HBSP 9-501-021 27 Y Omnitel Pronto Italia HBSP 9-501-002 24 Y Bayerische Motoren Werke AG (BMW) HBSP 9-593-082 22 Y Ice-Fili HBSP 9-703-516 28 Y

Chapter 4 - Conducting Marketing Research & Forecasting Demand

The Coop: Market Research HBSP 9-599-113 14 N XM Satellite Radio (A) HBSP 9-504-009 25 Y

Part III. Connecting with Customers

Chapter 5 - Creating Customer Value, Satisfaction, & Loyalty

The Brita Products Co. HBSP 9-500-024 18 Y

Chapter 6 - Analyzing Consumer Markets

CIBA-GEIGY Agricultural Division HBSP 9-582-026 14 Y

Chapter 7 - Analyzing Business Markets

Augat Electronics, Inc. Ivey 9A99A009 13 Y

Chapter 8 - Identifying Market Segments & Targets

L’Oreal of Paris: Bringing “Class to Mass” with Plenitude HBSP 9-598-056 37 Y

Part IV. Building Strong Brands

Chapter 9 - Creating Brand Equity

Land Rover North America, Inc. HBSP 9-596-036 32 Y

Chapter 10 - Crafting the Brand Positioning

Ogilvy & Mather: (A Light Beer from Pabst) Darden UVA-M-0246 36 Y


Dewar’s (A): Brand Repositioning in the 1990s HBSP 9-596-076 29 N

Chapter 11 - Dealing with Competition

The Brita Products Co. HBSP 9-500-024 18 Y Sealed Air Corp. HBSP 9-582-103 17 N

Part V. Shaping the Market Offerings

Chapter 12 - Setting Product Strategy

Colgate-Palmolive Co.: The Precision Toothbrush HBSP 9-593-064 24 N

Chapter 13 - Designing & Managing Services

Calyx and Corolla HBSP 9-592-035 31 Y ServiceMaster Industries, Inc. HBSP 9-388-064 17 Y

Chapter 14 - Developing Pricing Strategies & Programs

Computron, Inc. – 1996 HBSP 9-597-063 5 N Value Pricing at Procter & Gamble HBSP M284A 27 N FreeMarkets Online HBSP 9-598-109 20 Y

Part VI. Delivering Value

Chapter 15 - Designing & Managing Value Networks & Channels

RCI Master Distributor: The Evolution of Supplier Relationships HBSP 9-595-001 18 Y

Chapter 16 - Managing Retailing, Wholesaling & Logistics

MathSoft, Inc. (A) HBSP 9-593-094 24 N

Part VII. Communicating Value

Chapter 17 - Designing & Managing Integrated Marketing Communications

Suave (C) HBSP 9-585-019 21 Y

Chapter 18 - Managing Mass Communications: Advertising, Sales Promotion, Events & Public Relations

Reagan-Bush '84 (A) Darden UVA-M-0340 11 Y

Chapter 19 - Managing Personal Communications: Direct Marketing & the Sales Force

Milford Industries (A) HBSP 9-584-012 11 Y Milford Industries (B) HBSP 9-584-013 5 Y

Part VIII. Creating Long-Term Growth

Chapter 20 - Introducing New Market Offerings

XM Satellite Radio (A) HBSP 9-504-009 25 Y Biopure Corp. HBSP 9-598-150 18 N Northern Telecom (A): Greenwich Investment Proposal

(Condensed) HBSP 9-594-051 8 Y

Northern Telecom (B): The Norstar Launch HBSP 9-593-104 27 Y


Chapter 21 - Tapping into Global Markets

Rougemont Fruit Nectar: Distributing in China Ivey 9A99A016 18 Y Citibank: Launching the Credit Card in Asia-Pacific (A) HBSP 9-595-026 25 Y Ice-Fili HBSP 9-703-516 28 Y

Chapter 22 - Managing a Holistic Marketing Organization

Parker Brothers (A) HBSP 9-580-085 11 Y ServiceMaster Industries, Inc. HBSP 9-388-064 17 Y

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