Marketing Strategy: A Decision-Focused Approach 8th Edition

Chapter 1 Market Oriented Perspectives Underlie Successful Corporate, Business and Marketing Strategies Case: Should You Listen to the Customer Author(s): DeLong, T.; Vijayaraghavan, V. Publisher: Harvard Business Publishing in Harvard Business Review Publication Date: 2012 Reference: R1209X Abstract: Natalia Georgio is the executive director of a growing dance troupe. She has a mandate from her board

Chapter 1 Market-Oriented Perspectives Underlie Successful Corporate, Business, and Marketing Strategies I. SamsungChanging Strategies to Build a Global Brand discusses Samsungs strategic transition from a cost-driven competitive strategy to a new and ambitious competitive strategy that made Samsung the most valuable consumer electronics brand today. II. Strategic challenges addressed in Chapter 1 Chapter 1 tackles some

F. Recent Developments Affecting the Strategic Role of Marketing Globalization oWhile global markets represent promising opportunities for additional sales growth and profits, differences in market and competitive conditions across country boundaries can require firms to adapt their competitive strategies and marketing programs to be successful. Increased Importance of Service oA service can be defined

Chapter 01 - Market-Oriented Perspectives Underlie Successful Corporate, Business, and Marketing Strategies End of Chapter Discussion Questions and Answers 1. How are the basic business philosophies or orientations of a major consumer products firm such as General Mills or Nestl and a small entrepreneurial start-up in a fast-growing, high-tech industry likely to

Chapter 10 Strategies For Mature and Declining Markets Case: Renova Toilet Paper: Avant Garde Marketing in a Commoditized Category Author(s): Bart, Y.; Chandon, P.; Sweldens, S.; Seabra de Sousa, R. Publisher: INSEAD Publication Date: 2010 Reference: 510-077-1 Abstract: Renova, a Portuguese toilet paper manufacturer, is battling to survive in a stagnant, commoditised market dominated by

Chapter 10 Strategies for Mature and Declining Markets I. Johnson Controls: Making Money in Mature Markets discusses Johnson Controls Inc.s development and implementation of a four-pronged strategy for making money in mature markets. This strategy allowed the firm to grow and expand into a global market while increasing profits and revenues II. Strategic Challenges

D. Customers Satisfaction and Loyalty are Crucial for Maximizing Their Lifetime Value It is critical that a business continually work to improve the value of its offerings by either improving product or service quality, reducing costs, or some combination as a basis for maintaining its customer base as its markets mature and

Chapter 10 - Strategies for Mature and Declining Markets End of Chapter Discussion Questions and Answers 1. Suppose you were the marketing manager for General Foods Cool Whip frozen dessert topping. Marketing research indicates that nearly three-quarters of all households use your product, but the average user only buys it four times

Chapter 11 Marketing Strategies For The New Economy Case: Hubspot Inbound Marketing and Web 2.0 Author(s): Steenburgh, T.; Avery, J.; Dahod, N. Publisher: Harvard Business Publishing Publication Date: 2009 Reference: 9-509-049 Abstract: This case introduces the concept of inbound marketing, pulling customer prospects toward a business through the use of Web 2.0 tools and applications

Chapter 11 Marketing Strategies for a Digitally Networked World I. Opportunities in the App Economy gives insights into how apps, bite-sized software programs that run on a mobile phone or within social networks, have revolutionized every aspect of a consumers life. II. Strategic Challenges Addressed in Chapter 11 This chapter addresses several timely and important questions

Chapter 11 - Marketing Strategies for a Digitally Networked World End of Chapter Discussion Questions and Answers 1. As director of marketing of a medium-sized Canadian sporting goods manufacturer that produces helmets for use in sports, such as cycling, skiing, hockey, and football, you have been considering using the internet as a

Chapter 12 Organizing and Planning For Effective Implementation Case: Avaya (D): Early Results of Demand Generation Author(s):Godes, David B. Publisher: Harvard Business School Publication Date: 2008 Reference: 9-508-051 Abstract: 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

Chapter 12 Organizing and Planning for Effective Implementation I. ElectroluxOrganizing to Rule the World of Household Appliances discusses the strategies adopted by Electrolux, the Swedish household appliances giant, to become a visible brand in the global market. II. Strategic Challenges Addressed in Chapter 12 This chapter examines several questions related to the second aspect of

Chapter 12 - Organizing and Planning for Effective Implementation End of Chapter Discussion Questions and Answers 1. Suppose you have been offered the job of developing and managing a new medical products unit for a major electronics manufacturer. The purpose of the new SBU will be to adapt technology from other parts

Chapter 13 Measuring and Delivering Marketing Performance Case: Ford Fiesta Movement: Using Social Media and Viral Marketing to Launch Fords Global Car in the United States Author(s): Stephen, A. Publisher: INSEAD Publication Date: 2010 Reference Number: 510-015-1 Abstract: The Ford Fiesta movement was a social media campaign run by Ford in the US during 2009

Chapter 13 Measuring and Delivering Marketing Performance I. Metrics Pay for Walmart discusses Walmarts successful use of sophisticated low cost, techniques for the management of information and the implications of their marketing and competitive strategies. II. Strategic Challenges Addressed in Chapter 13 This chapter addresses several critical questions that provide the link between a

V. Design Decisions for Marketing Metrics Designing an informational dashboard for the top management team provides a clear signal about the kinds of data to which the rest of the organization should attend. The four key questions, or design parameters, of marketing performance measuring systems that need to be addressed are: oWho needs

Chapter 13 - Measuring and Delivering Marketing Performance End of Chapter Discussion Questions and Answers 1. MTS Systems Inc. is a relatively small manufacturer of measurement instruments used to monitor and control automated production processes in a number of different industries, such as autos and aerospace. The firm has 12 salespeople, each of

Chapters 2 and 3 Corporate and Business Strategy Decisions and their Marketing Implications Case: BRAINLAB (A) Author(s): Mullins, J; Lloyd, J; Publisher: London Business School Publication Date: 2005 Reference: 805-056-1 Abstract: It was a warm summer day in 1999 at his favourite beer garden in Munich, and Stefan Vilsmeier had just

Chapter 2 Corporate Strategy Decisions and Their Marketing Implications I. Ryanair: Low Prices, High ProfitsBut Increasing Competition discusses Ryanairs use of a straightforward low-cost/low-price corporate strategy and its growth into one of Europes largest and most profitable airlines. II. Strategic Challenges Addressed in Chapter 2 In view of the interactions and interdependences between corporate-level strategy

VI. Allocating Corporate Resources To exploit the advantages of diversification, corporate managers must make intelligent decisions about how to allocate financial and human resources across the firms various businesses and product-markets. Three sets of analytical tools have proven useful in such decisions: oPortfolio models oValue-based planning oModels that measure customer equity to

Chapter 02 - Corporate Strategy Decisions and Their Marketing Implications End of Chapter Discussion Questions and Answers 1. The Kelly Bottling Company, located in a large metropolitan area of some 5 million people, produced and marketed a line of carbonated beverages consisting mainly of flavored soft drinks (not including colas), soda water,

Chapter 3 Business Strategies and Their Marketing Implications I. Business Strategies and Marketing Programs at 3M discusses 3Ms utilization of different business and marketing strategies in their many strategic business units to become the leader in dozens of technical areas today. II. Strategic Challenges Addressed in Chapter 3 One key reason for 3Ms continuing success

V. How Do Competitive Strategies Differ From One Another? A. Differences in Scope Both the breadth and stability of a businesss domain are likely to vary with different strategies. This, in turn, can affect the variables the corporation uses to define its various businesses. oAt one extreme, defender businesses, whether low-cost or differentiated,

Chapter 03 - Business Strategies and Their Marketing Implications End of Chapter Discussion Questions and Answers 1. Compare and contrast the prospector and low-cost defender business strategies discussed in this chapter on each of the following strategic dimensions: a. Scope. b. Objectives. c. Deployment of resources. d. Sources of synergy. Answer: Student answers may vary. Answers should include

Chapter 4 Understanding Market Opportunities Case: Tripadvisor Author(s): Gupta, S; Herman, K Publisher: Harvard Business Publishing Publication Date: 2011 Reference: 9-511-004 Abstract: By 2010, TripAdvisor was the largest travel site in the world operating in 24 countries and 16 languages, with listings for 455,000 hotels, 92,000 attractions and 564,000 restaurants in over 71,000 destinations worldwide. It

Chapter 4 Understanding Market Opportunities I. The Cellular Telephone Business: Increasing Competition in a Growing Market discusses how despite the continuing growth in demand for mobile telephone services and the opportunities that it generates, potential entrants and current players should consider the attractiveness of these markets and industries. II. Strategic Challenges Addressed in

VI. Your Market is Attractive: What About Your Industry? A. Porters Five Competitive Forces Five competitive forces collectively determine an industrys long-term attractiveness rivalry among present competitors, threat of new entrants into the industry, the bargaining power of suppliers, the bargaining power of buyers, and the threat of substitute products. Rivalry among Present Competitors oRivalry

Chapter 04 - Understanding Market Opportunities End of Chapter Discussion Questions and Answers 1. You are an entrepreneur who has developed a packaging technology that instantly chills single-serving containers of cold beverages such as beer, carbonated drinks, and fruit juices. The customers of such packaging, therefore, would be beverage-makers. You are not

Chapter 5: Measuring Market Opportunities: Forecasting and Market Knowledge Case: Truearth Healthy Foods: Market Research for a New Product Introduction Author(s): Rangan, V; Yong, S. Publisher: Harvard Business Publishing Publication Date: 2009 Reference: 4065 Abstract: Topics covered include: consumer marketing, market research, new product introduction, and quantitative analysis. TruEarth Healthy Foods, a maker of gourmet pastas,

Chapter 5 Measuring Market Opportunities: Forecasting and Market Knowledge I. Intels Secret Weapon discusses Intels efforts to understand what their customers and potential customers care about and if they understood the things to drive new uses of technology. Genevieve Bell, Director of Intels User Experience Group, with her team of social scientists, interaction designers

VI. Cautions and Caveats in Forecasting A. Psychological Biases to Forecasting To a varying degree, the effectiveness of all of the forecasting methods is often undermined by excessive optimism on the forecasters part, especially in new product or new venture settings. Forecasters often fall prey to what Dan Lovallo and Daniel Kahneman call

Chapter 05 - Measuring Market Opportunities: Forecasting and Market Knowledge End of Chapter Discussion Questions and Answers 1. Given that absolute market potential almost always exceeds actual industry sales, why do marketers bother to make potential estimates? Discuss four decisions that a marketer of industrial grinding machinery might make based on such

Chapter 6 Targeting Attractive Market Segments Case: Target the Right Market Author(s): Avery, J.; Steenburgh, T. Publisher: Harvard Business Publishing Publication Date: 2012 Reference: R1210K. Abstract: SparkPlace is a two-year-old business with a hot new product: software that manages and measures the effectiveness of permission-based marketing campaigns for social media. The company is in the process

Chapter 6 Targeting Attractive Market Segments I. The Developing Worlds Emerging Middles Class discusses the composition of the worlds new middle class and the marketing questions and challenges associated with targeting this new population. II. Strategic Challenges Addressed in Chapter 6 This chapter draws on the foundation of market knowledge and customer understanding established

Chapter 06 - Targeting Attractive Market Segments End of Chapter Discussion Questions and Answers 1. Extensive market segmentation is a relatively recent phenomenon. Until about the middle of the 20th century many firms offered a single basic product aimed at the entire mass market (such as Coca-Cola or Levi jeans). But in

Chapter 7 Differentiation and Positioning Case: Eileen Fisher: Repositioning The Brand Author(s): Keinan, A.; Avery, J.; Wilson, F.; Norton, M. Publisher: Harvard Business School Publication Date: 2012 Reference: 9-512-085 Abstract: Well-established fashion brand Eileen Fisher has traditionally appealed to older women. However, to drive growth, Eileen Fisher's management team wants to target a younger demographic and

Chapter 7 Differentiation and Brand Positioning I. A Sustainable Retailer? Marks & Spencer Says Yes in Tangible Ways discusses how M&S, the venerable operator of department and food stores in the United Kingdom and abroad, announced plans to become the worlds most sustainable retailer. M&S uses less energy in its stores and

Chapter 07 - Differentiation and Brand Positioning End of Chapter Discussion Questions and Answers 1. Given the challenges inherent in repositioning a fast-food chain, how would you further update the Subway product line and advertising campaign in light of current macro trends? Answer: Student answers may vary. Answers should include elements such as: Subway could

Chapter 8 Marketing Strategies For New Market Entries Case: Ford Fiesta Movement: Using Social Media and Viral Marketing to Launch Fords Global Car in the United States Author(s): Stephen, A. Publisher: INSEAD Publication Date: 2010 Reference Number: 510-015-1 Abstract: The Ford Fiesta movement was a social media campaign run by Ford in the US during

Chapter 8 Marketing Strategies for New Market Entries I. Canon, Inc.Success That Is Hard to Copy discusses how Canon used a sharper market focus, increased manufacturing efficiency, and a strong product development strategy to perform successfully in a market in which most firms floundered. II. Strategic Challenges Addressed in Chapter 8 This chapter examines

IV. New Market EntriesHow New is New? A survey of new product development practices of 700 U.S. corporations conducted by the consulting firm Booz, Allen & Hamilton identified six categories of new products based on their degree of newness as perceived by both the company and the target customers. oNew-to-the-world productstrue innovations that

Chapter 08 - Marketing Strategies for New Market Entries End of Chapter Discussion Questions and Answers 1. A few years ago, pet rocks were a fad and Nike Air Jordan basketball shoes were a fashion among younger customers in the United States. Graph the life cycle curves of the two products on

Chapter 9 Strategies For Growth Markets Case: Innocent Drinks: Values and Value Author(s): Brown, R.; Grayson, D. Publisher: Cranfield School of Management Publication Date: 2008 Reference: 708-041-1 Abstract: The first part of this case deals with the development and testing of a new business idea - market research, written business plan, credibility of start-up team - enabled

Chapter 9 Strategies for Growth Markets I. The Global Battle for Jocks Soles discusses how Nike used an aggressive competitive strategy to achieve share leadership and become the worlds leading sportswear company. The challenges presented to Nike by its global competitors are also discussed. II. Strategic Challenges Addressed in Chapter 9 This chapter examines

Chapter 09 - Strategies for Growth Markets End of Chapter Discussion Questions and Answers 1. Apple Computers iPod holds a commanding share of the rapidly growing global market for digital music players. To maintain its lead as the market continues to grow, what strategic marketing objectives should Apple focus on and why? Answer:

Identify a market leader's action aimed at stimulating selective demand among later adopters. A.Maintaining/improving customer satisfaction and loyalty B.Encouraging/simplifying repeat purchase C.Differentiated positioning against competitive offerings D.Reducing attractiveness of switching Answer: c Answer: c Answer: c Opportunities are attractive at the micro level on the market side when: A.the target market is unlikely to grow. B.the source of customer pain

The shakeout stage in a product life cycle is signaled by: A.an expansion of the product line to attract new segments. B.limited purchase of the product due to lack of awareness. C.a drop in the overall growth rate and substantial price cuts. D.stability in terms of demand, technology, and competition. Answer: c Answer: c Answer: c Which of

If the customer likes an offering, a(n) _____ ensues, requiring that information about pricing, terms, delivery, and so on flows to the customer, and cash---either now or upon delivery---flows the other way. A.transaction B.disintermediation C.syndication D.aggregation Answer: a Answer: a Answer: a Which of the following is true of activity-based costing? A.It bases costs on the different tasks involved

_____ refers to the division of tasks and activities across positions within the organizational unit. A. Formalization B. Centralization C. Specialization D. Orientation Answer: c Answer: c Answer: c Which of the following is the reason why early entrants into newly emerging industries, particularly industries based on new technologies, are especially likely to be internally focused and not very market-oriented? A.Due

Which of the following is a primary objective of mass-market penetration strategies? A.Recoup development and commercialization costs as soon as possible. B.Maintain leading share position in target segment. C.Maximize number of triers and adopters in target segment. D.Maximize number of triers and adopters in total market. Answer: d Answer: d Answer: d Among self-managing teams, _____ refers to

Which of the following is a limitation of the growth-share matrix? A.Since the matrix uses multiple variables as a basis for categorizing a firm's business, it is complex to understand. B.Outcomes of this analysis are highly sensitive to variations in how growth and share are measured. C.It fails to analyze the impact of

In some labor-intensive industries, a business can achieve a cost advantage, at least in the short term, by gaining access to inexpensive labor. This is an example of the _____ method used to obtain a sustainable cost advantage. A. no-frills product B. cheaper raw materials C. low-cost distribution D. innovative production processes Answer: d Answer: d Answer:

Based on the market attractiveness/competitive position matrix, which of the following strategies should a firm consider when the market attractiveness is high and the competitive position is strong? A. It should protect existing strengths and invest to improve position only in areas where risk is low. B. It should defend its current

Which of the following is an appropriate share-growth strategy in a relatively homogeneous market with respect to customers' needs and purchase criteria? A.Guerrilla attack B.Encirclement C.Flank attack D.Frontal attack Answer: d Answer: d Answer: d Identify the demographic trend that influences market attractiveness. A.Fitness and nutrition B.Immigration increase C.Corporate social responsibility D.Economic recession Answer: b Answer: b Answer: b Which of the following businesses seldom adheres

In order to expand, Medio.com (an e-tailer) pursued a combination of actions such as making service improvements, cutting costs as well as forming alliances with Web portals to expand its share of Web shoppers. This is an example of expansion by: A.diversifying. B.offshoring. C.developing new products for current customers. D.increasing market penetration of current

Which of the following sections of an annual marketing plan would contain plans to be implemented if specific threats or opportunities should occur during the planning period? A.Action plan B.Marketing strategy C.Profit-and-loss statement D.Contingency plan Answer: d Answer: d Answer: d Which of the following is characteristic of physical positioning analysis of a brand? A.Represents impact of product specs B.Limited

No two SBUs within a firm compete for the same customers with similar products. Which SBU characteristic is being emphasized here? A.A heterogeneous set of markets B.Responsibility for their own profitability C.Control over factors necessary for successful performance D.A unique set of product-markets Answer: d Answer: d Answer: d In which stage of the consumer experience process does

Which of the following buying situations occurs when some element, such as price or delivery schedules, has changed in a client-supplier relationship? A.A straight rebuy B.An old rebuy C.A modified rebuy D.A new buying situation Answer: c Answer: c Answer: c Which of the following represents a sociocultural trend? A.Fitness and nutrition patterns B.Immigration increase C.Economic recession D. Growing middle class Answer: a Answer:

PriceTag.com is a site that enables users to bid on unsold airline tickets and other goods and services. PriceTag.com is an example of _____ type of e-commerce. A. business-to-consumer B. consumer-to-business C. consumer-to-consumer D. business-to-business Answer: b Answer: b Answer: b A product-oriented organization differs from a market-oriented organization in that a product-oriented organization: A.focuses technical research on product improvement

A processed-meat manufacturer is moving downstream in terms of product flow by launching a chain of retail outlets. Which diversification strategy is being used by the company? A.Forward vertical integration B.Related diversification C.Backward integration D.Unrelated diversification Answer: a Answer: a Answer: a Volvo's emphasis on safety, Toyota's emphasis on reliability, and Norelco's promising a "close and comfortable shave"

In which of the following stages of customer experience process does the direction of cash flow occur from customer to producer? A.Customer insight B.Product delivery C.Production promotion, customer acquisition, and brand building D.Product return or disposal Answer: b Answer: b Answer: b Identify the market characteristic that affirms growth extension in maturing markets through application of an extended

Sales promotion efforts (like coupon drops and merchandising deals), local advertising blitzes, and legal action are examples of the _____ strategy to achieve share growth. A. guerilla attack B. flank attack C. frontal attack D. leapfrog Answer: a Answer: a Answer: a Pioneers that are able to maintain their preeminent position well into the market's growth stage have

Strategic withdrawal is most likely when: A.a firm is unable to defend itself adequately in all segments due to competitors having more resources. B.a firm's primary objective is to capture a large share of new customers who may prefer something different from the initial offering. C.a competitor chooses to attack the leader head