large contract from Elmore Distributors. But after two years, the maker of novelty pens
and pencils had to rethink his strategy when his two-year contract with Elmore ended.
Herb built a company reputation on the manufacture and distribution of a variety of
wooden writing utensils with customized engravings. Specialty shops loved to display
the products in their fancy, lighted showcases, but such specialty shops alone were not
profitable. Herb Marks established a brand name, known merely as Marks, and decided
to expand on it.
Herb extended his writing utensil lines to include quills, felt-tip pens, and
multiple-cartridge pens that write in different colors. He even added a line of various
grades of personalized stationery and business cards. Perhaps Herb’s biggest added
touch, however, was the addition of two salespeople who would work to explain the
diverse array of products offered by Marks, as well as nurture existing accounts.
“We make an excellent product,” Herb Marks stated, “and we honor a good guarantee
on everything we sell. But let’s face it we face hundreds of competitors! We need
Marks representatives out there to help prospects understand what they should demand
in something as simple as a writing tool.”
The Marks brand was fast becoming synonymous with top-notch customer service. Part
of the purchase package brought personal visits from the Marks representative, before
the purchase and long after.
The new personalized stationery and business cards are both examples of ________.
A. horizontal line extensions
B. vertical line extensions
C. brand extensions
D. multibrands
E. co-branding
________ is an organizational function and a collection of processes designed to plan
for, create, communicate, and deliver value to customers.