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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 is the executive director of a growing dance troupe. She has a mandate
from her board to expand the company by going international and pursuing TV and film
opportunities. To realize these plans for growth, she recently hired a new marketing director, who
wants to launch a customer research initiative. The company's founder, however, believes that
innovation comes from employees, not customers. Natalia needs to decide whether to bring her
new marketing director's customer research plan to the board or follow the founder's lead and
cultivate creativity from within.
Case: Notting Hill Notes
Author(s): Bentinck, H; Famous, E
Publisher: London Business School
Publication Date: 2006
Reference: LBS-CS06-007
Abstract: In the summer of 2005 the Bentinck family was faced with a difficult choice: to follow
an idea that Hazel had been mulling over since moving to the UK the preceding August, or save
the funding to put towards outstanding school loans. To compound the difficulty of the decision,
Hazel had recently found out that she was expecting, and was having doubts about spending the
“baby’s money” on what could turn out to be a failed business venture. Based on the information
that she collected so far, she was unsure if her idea would be a viable business opportunity, even
though the total seed money required was £15,000.
Case: Sendwine.com
Author(s): Eisenmann, Thomas; Ess, Charmaine; O’Hara, Ann
Publisher: Harvard Business School
Publication Date: 1999
Reference: 9-800-211
Abstract: Sendwine.com, an online retailer of premium gifts of wine by the bottle, faced
decisions about its growth strategy in mid-1999. Mike Lannon, president and founder, had
established his company as a prominent player in an increasingly crowded field. But with
success came a difficult choice: How should Sendwine.com spend the venture capital money it
subsequently had attracted? Should the company consolidate its niche position in wine
gift-giving? Or should it aggressively expand into new gift-giving categories under the
"Send.com" name?
