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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 […]

Chapter 1 Market-Oriented Perspectives Underlie Successful Corporate, Business, and Marketing Strategies I. “Samsung—Changing Strategies to Build a Global Brand” discusses Samsung’s strategic transition from a cost-driven competitive strategy to a new and ambitious competitive strategy that made Samsung the most […]

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 […]

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 Nestlé […]

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 […]

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 […]

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 […]

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 […]

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, […]

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 consumer’s […]

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, […]

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 […]

Chapter 12 Organizing and Planning for Effective Implementation I. “Electrolux—Organizing 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 […]

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 […]

Chapter 13 Measuring and Delivering Marketing Performance Case: Ford Fiesta Movement: Using Social Media and Viral Marketing to Launch Ford’s Global Car in the United States Author(s): Stephen, A. Publisher: INSEAD Publication Date: 2010 Reference Number: 510-015-1 Abstract: The Ford […]

Chapter 13 Measuring and Delivering Marketing Performance I. “Metrics Pay for Walmart” discusses Walmart’s 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 […]

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, […]

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 […]

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 […]

Chapter 2 Corporate Strategy Decisions and Their Marketing Implications I. “Ryanair: Low Prices, High Profits—But Increasing Competition” discusses Ryanair’s use of a straightforward low-cost/low-price corporate strategy and its growth into one of Europe’s largest and most profitable airlines. II. Strategic […]

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 firm’s various businesses and product-markets. Three sets of analytical tools have proven useful in […]

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 […]

Chapter 3 Business Strategies and Their Marketing Implications I. “Business Strategies and Marketing Programs at 3M” discusses 3M’s utilization of different business and marketing strategies in their many strategic business units to become the leader in dozens of technical areas […]

V. How Do Competitive Strategies Differ From One Another? A. Differences in Scope Both the breadth and stability of a business’s domain are likely to vary with different strategies. This, in turn, can affect the variables the corporation uses to […]

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. […]

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, […]

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 […]

VI. Your Market is Attractive: What About Your Industry? A. Porter’s Five Competitive Forces Five competitive forces collectively determine an industry’s long-term attractiveness— rivalry among present competitors, threat of new entrants into the industry, the bargaining power of suppliers, the […]

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. […]

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, […]

Chapter 5 Measuring Market Opportunities: Forecasting and Market Knowledge I. Intel’s Secret Weapon discusses Intel’s 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, […]

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 forecaster’s part, especially in new product or new venture […]

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 […]

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 […]

Chapter 6 Targeting Attractive Market Segments I. “The Developing World’s Emerging Middles Class” discusses the composition of the world’s new middle class and the marketing questions and challenges associated with targeting this new population. II. Strategic Challenges Addressed in Chapter […]

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 […]

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 […]

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 […]

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 […]

Chapter 8 Marketing Strategies For New Market Entries Case: Ford Fiesta Movement: Using Social Media and Viral Marketing to Launch Ford’s Global Car in the United States Author(s): Stephen, A. Publisher: INSEAD Publication Date: 2010 Reference Number: 510-015-1 Abstract: The […]

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 […]

IV. New Market Entries—How 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 […]

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 […]

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 […]

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 world’s leading sportswear company. The challenges presented to Nike by its global […]

Chapter 09 – Strategies for Growth Markets End of Chapter Discussion Questions and Answers 1. Apple Computer’s iPod holds a commanding share of the rapidly growing global market for digital music players. To maintain its lead as the market continues […]

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 Opportunities are attractive at the micro level on the market […]

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 […]

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 Which of the following […]

_____ refers to the division of tasks and activities across positions within the organizational unit. A. Formalization B. Centralization C. Specialization D. Orientation Which of the following is the reason why early entrants into newly emerging industries, particularly industries based […]

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 […]

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 […]

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 […]

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 […]

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 Identify the demographic trend that influences market attractiveness. A.Fitness and nutrition […]

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 […]

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 Which of the following is […]

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 […]

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 Which of the following represents […]

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 A product-oriented organization differs from […]

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 Volvo’s emphasis on safety, […]

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 Identify the market characteristic […]

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 Pioneers that are able […]

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 […]