Case-Oriented Syllabus
Course Background and Syllabus for a Case/Lecture-Oriented Course
Background: Case Analysis and Case Selection
If you choose to focus on cases and lectures in the course, selecting the appropriate case(s) is
1. “Because Wisdom Can’t Be Told,” (Harvard Note 9-451-005). This article argues for the
2. “Learning by the Case Method,” (Harvard Note 9-376-241). This article, prepared for
3. “Teaching and the Case Method,” (9-387-001), by Roland Christensen. A very useful
textbook and instructor’s guide (5-387-010), available through the Harvard Business
School. This book includes text, cases, and readings for classes and seminars.
The Harvard Business School Publishing (HBSP) Web site (www.hbsp.com) will provide you
with listings of current marketing and marketing management cases, and related materials. HBSP
can also package the selected cases to accompany the text. This can also be accomplished by
Case-Oriented Syllabus
The auditor’s findings are as follows:
• The company’s product line consists primarily of 18 products, mostly candy bars. Its two
leading brands are mature and account for 76 percent of the company’s total sales. The
company has looked at the fast-developing markets of chocolate snacks but has not made
any moves yet.
• The company recently researched its customer profile. Its products appeal especially to
lower-income and older people. Respondents who were asked to assess O’Brien’s
chocolate products in relation to competitors’ products described them as “average
quality and old-fashioned.”
• O’Brien sells its products to candy jobbers and large supermarkets. Its sales force calls on
many of the small retailers reached by the candy jobbers, to fortify displays and provide
ideas; its sales force also calls on many small retailers not covered by jobbers. O’Brien
enjoys good penetration of small retailing, though not in all segments, such as the fast-
growing restaurant areas. Its major approach to intermediaries is a “sell–in” strategy
discount, exclusive contracts, and stock financing. At the same time, O’Brien has not
adequately penetrated the mass-merchandise chains. Its competitors rely more heavily on
mass-consumer advertising and in-store merchandising and are more successful with the
mass merchandisers.
• O’Brien’s marketing budget is set at 15 percent of its total sales, compared with
competitors’ budgets of close to 20 percent. Most of the marketing budget supports the
sales force, and the remainder supports advertising. Consumer promotions are very
limited. The advertising budget is spent primarily in reminder advertising for the
company’s two leading products. New products are not developed often, and when they
are, they are introduced to retailers via a push strategy.
• The marketing organization is headed by a sales vice-president. Reporting to the sales VP
is the sales manager, the market research manager, and the advertising manager. Having
come up from the ranks, the sales VP is partial to sales-force activities and pays less
attention to the other marketing functions. The sales force is assigned to territories headed
by area managers.
The marketing auditor concluded that O’Brien’s problems would not be solved by actions taken
to improve its sales force. If you were the auditor, what short-term and long-term
recommendations would you make to O’Brien’s top management?
Short-term recommendations:
• Examine the current product line and weed out marginal performers with limited growth
potential.
• Shift some marketing expenditures from supporting mature products to supporting new
products.
• Shift the marketing-mix emphasis from direct selling to national advertising, especially
for new products.
• Conduct a market-profile study of the fastest growing segments of the candy market and
develop a plan to break into these areas.
Case-Oriented Syllabus
• Instruct the sales force to drop some of the smaller outlets and not to take orders for
under 20 items. Also, cut out the duplication efforts of sales reps and jobbers calling on
the same accounts.
• Initiate sales-training programs and an improved compensation plan.
Medium to long-term recommendations:
• Hire an experienced marketing VP from the outside.
• Set formal and operational marketing objectives.
• Introduce the product manager concept into the organization.
• Initiate effective new-product development programs.
• Develop strong brand names.
• Find ways to market its brands to chain stores more effectively.
• Increase the level of marketing expenditures to 20 percent of sales.
• Reorganize the selling function by specializing sales reps by distribution channels.
• Set sales objectives and base sales compensation on gross profit performance.
Note: This analysis is designed to help students recognize some of the marketing
and sales management relationships that can occur in case and applied
situations. If students apply the type of thinking utilized in this example, they
should be able to improve their approaches to this and other marketing cases and
related contemporary business analysis settings.
You might suggest that prior to each class students take a few moments to think about the topics
covered in each related chapter, using an approach similar to that utilized in this case. Based on
this, they can spend 10 to 15 minutes writing down how the case concepts, theories, and
applications integrate and complement what she/he has learned. Ask them to be as specific as
possible with their analytical notes, bring those notes to class, and be prepared to discuss how
they have integrated the specific ideas covered in the text, lectures, and discussions, based on the
O’Hanlon case and the auditor’s comments.
In addition, this case and the apparent questions bring up an important point because it may
appear that the questions and issues are somewhat vague and lack focus. This is intentional
because that is the way things operate in the real world. In previous cases and casework, students
likely focused on a specific topic. Here, however, it is up to them to choose a specific focus,
reflect on it, show how it relates to what they have already learned or experienced, and examine
how they can apply it in the future.
MBA students tend to value this exercise. It gives them a chance to discover relationships
between what they read and hear and what they experience at work or in internships. After a few
weeks of using this approach, they should be able to identify with the course material and begin
to comment on how “good the text is,” that they are actually reading the text, and that there is a
Case-Oriented Syllabus
reason why this and other courses are in the business program. Sometimes, the hardest part of the
instructor’s job is to cut off the opening class discussion and move on to new material.
This exercise is more difficult for undergraduates because they have had little practical business
experience. This activity, however, can still be valuable if you ask the students to apply the
concepts to their part-time work experiences, campus clubs, or other applied experiences.
Note to Instructor: It would be useful to bring this case and/or the analysis back into the course
occasionally. For example, if students deal with the question occasionally it provides an effective
way for them to recall and review prior materials, filter it, and discover new applications.
Case-Oriented Syllabus
Matching list of Harvard Business School Publishing cases for
Kotler/Keller, MARKETING MANAGEMENT, 14E
Prentice-Hall, 2012
Note: This matching list provides only a partial list of relevant cases from Harvard
Business School Publishing. To explore alternatives, or to obtain more information on the
cases listed here, please visit our Web site at www.hbsp.harvard.edu and use the searching
functions.
Case Title
Source,
Number,
Length,
Teaching Note
Geographical and
Industry Setting,
Company Size,
Timeframe
Case Decision Issue
Chapter 1: Defining Marketing for the 21st Century
Comcast Corp.
507080
26 p
Marketing,
broadcast
networks
To allow for an in-depth discussion of
viable marketing strategies in launching a
new technology in the media industry that
requires participation from content
providers. To provide unique, rich
insights into the behavior of early
adopters of the technology, in particular
how consumers act when content is free
versus sold on pay-per-view basis, and
when viewing is linear versus non-linear.
those characters? Or was it time to seek
Case-Oriented Syllabus
BizRate.com
501024
22p
TN 501026
California,
Internet, 200
employees, 2000
BizRate is a market research firm that
collects point-of-purchase customer
feedback data from retailing merchants. It
then makes its findings available to
consumers in the form of “BizRate star
ratings” on its Web site. In 1999, the
company also introduced several highly
successful e-commerce initiatives. The
case allows students to explore concepts
of consumer trust and merchant
credibility; to examine the roles an
information intermediary can play in
building customer relationships; and to
consider the potential of database
Case-Oriented Syllabus
aggressively expand into new gift-giving
different industry sectors. By April 2001,
JNB had 130,000 customers. But it
needed to resolve a number of issues
before it could achieve long-term success.
Teaching Purpose: To help students assess
the competitiveness of an Internet-only
model of retail banking in Japan, study the
business potential of alliances, and
develop strategies for efficient
cooperation. Also helps students
understand that e-commerce ventures are
prone to bursts in demand and need to
develop solutions that could balance
investment in IT and the scalability of IT
Chapter 2: Developing
Marketing Strategies And Plans
Case-Oriented Syllabus
physicians, and partners. The analysis,
plan, and action should take into account
extensive market research and recent
competitive developments. Includes color
exhibits.
launches. The president of Nintendo,
Canada must develop a marketing plan
that would generate the most profit.
Matching Dell
799158
31p
TN 700084
Global, personal
computers,
Fortune 500, 1998
This case describes the evolution of the
personal computer industry, Dell’s “Direct
Model” for computer manufacturing,
marketing, and distribution, and efforts by
competitors to match its strategy.
Students must formulate strategic plans of
action for Dell and its various rivals.
Oscar Mayer:
Strategic
Marketing
Planning
597051
14p
TN 597052
U.S., food, 1995
The marketing director of Oscar Mayer
faces a series of strategic marketing
options regarding established and new
products, including budget and capacity
allocation decisions.
Chapter 3: Gathering Information and Forecasting
Demand
Case-Oriented Syllabus
company from HP while still continuing
in the HP tradition of excellent customer
service and reliability. Now, with smaller
advertising and marketing budgets,
downsizing of the company, fierce
competitive pricing and service, and an
evolution from within Agilent
Technologies to provide more service and
knowledge…
Ciba Consumer
795043
20p
U.S., OTC drugs,
1994
Ciba Geigy has to decide what to do with
its Acutrim appetite suppressant in view
of the changing market for such products.
Chapter 4: Conducting Marketing Research
Sa Sa Cosmetics
502085
31p
TN 503027
Hong Kong, $185
million, 1978-2001
Sa Sa Cosmetics has had spectacular
success as a low-price retailer of branded
cosmetics. But recently, growth has
slackened. What are the causes? This case
describes recent strategic initiatives and
provides market research data to aid the
students in diagnosis.
Case-Oriented Syllabus
Talbots: A Classic
500082
23p
Massachusetts,
retailing, 1997-
1999
Talbots has recently recovered from a
disastrous 1997 that saw earnings fall
from $1.91 per share to $0.18 per share
after the company tried to attract a
younger customer segment. This case
traces why the $1 billion women’s
clothing retailer decided to attract younger
customers, what went wrong, and the
actions taken to recover. By the end of
1999, the company has reestablished itself
and faces several growth opportunities
and must decide on the best course of
action. Illustrates the challenges of
repositioning a store concept.
performance.
Optical
Distortion, Inc.
(A)
575072
10p
TN 577161
California-Oregon,
1974
Classic case about a startup offering
contact lenses for chickens in the egg
production industry. The marketing vice
president must make certain decisions to
complete his marketing plan.
Chapter 5: Creating Long-Term Loyalty
Relationships
Case-Oriented Syllabus
at the end of which it is the largest loyalty
program in Britain. Illustrates the use of
the program to deliver customer-specific
promotions to the 13.5 million-member
database and how the program evaluates
the success or failure of specific
promotions.
and theoretically increase…
marketing.
Alloy.com:
Marketing to
Generation Y
500048
14p
TN 501043
New York,
clothing/retailing,
100 employees,
1999
Alloy.com retails clothing to teens by
catalog; it uses a Web site to convert
prospects and build community. As a
result, the firm has the economics of a
direct marketer and the market
capitalization of an Internet start-up. Top
management must decide whether to
partner with AOL or continue with the
current mix of customer acquisition
methods.
Case-Oriented Syllabus
Universal Card
Services (A)
unusual measurement and compensation
system based on more than 100
performance measures monitored and
communicated daily.
Chapter 6: Analyzing Consumer Markets
Clust.com: Dream
More and Pay
Less
501047
16p
Paris, France,
Internet, 40
employees, 2000
The company had to decide whether to
focus on group-buying and good deals vs.
consumer creation and exclusives.
TiVo
501038
16p
TN 501057
San Jose, CA, TV
services, 181
employees, 2000
of targeting early adopters; creative
communications strategy for a small first-
mover; integrated marketing plan; and
television and the advertising industry.
TiVo is a digital video recorder that
allows viewers to watch what they want,
when they want to watch it. Fourteen
months into the launch, sales are very
disappointing. Brodie Keast, VP of
marketing and sales, wants to combine a
catchy communications campaign,
product bundling with satellite television
receivers, aggressive pricing, and sales
support, in order to boost demand for the
new category. One important goal is to
position TiVo as a strong brand before the
entry of big player Microsoft. TiVo is
Case-Oriented Syllabus
and to translate these into effective
advertising messages.
Chapter 7: Analyzing Business Markets
survivors?
KONE: The
MonoSpace
Launch in
Germany
501070
21p
TN 503068
Germany,
elevators, $2
billion, 2005
Focuses on the launch of a new elevator
product in Germany. In 1996, global
construction slumps and low
differentiation among competitive
offerings has led to significant price
competition and margin erosion in the
elevator industry. In these circumstances,
KONE, one of the global players in this
industry, has developed the Monospace
elevator product that uses revolutionary
technologies. This new product is
expected to have a significant impact on
expand its model to facilitate e-commerce
Case-Oriented Syllabus
opportunity to sell its products through a
threaten the viability of its overall
as well. CEO Mark Walsh must decide
how far he can extend the firm’s business
model without adversely affecting his
customer contact the bailiwick of sales
and marketing staff. Such approaches are
dangerous. To get a true sense of the
market, senior executives should consider
the wants and needs of every step in the
distribution chain. Another danger is that
senior executives at industrial concerns
often confuse information with
knowledge. Finally, unless senior
executives make market focus a strategic
priority, they will not be motivated to
initiate organizational change.
Chapter 8: Identifying Market Segments and Targets
Case-Oriented Syllabus
company has little experience with. For
example, Vans is in the process of
promoting a full-length movie, creating its
own record label, and working with video-
game developers to develop games based
on its sporting events. Traces the up-and-
down history of a niche fashion brand in a
market in which consumers are
notoriously fickle. In recent years, the
CEO appears to have revived the brand;
however, it is unclear whether the
company is in danger of losing its
hardcore customer base as it ventures into
the consumer mainstream.
Case-Oriented Syllabus
rivals.
Chapter 9: Creating Brand Equity
Building Brand
Community on
the Harley-
Davidson Posse
Ride
501015
37p
TN 501052
Milwaukee WI,
motorcycles, large,
1999
Warriors, and serious outlaws within one
The second Harley-Davidson Posse Ride,
a grueling 2,300 mile, 10-day trek from
South Padre Island, Tex., to the Canadian
Border is billed “for serious riders only.”
Harley Owner’s Group (H.O.G.) Director
Mike Keefe must decide whether this
rolling rally deserves a place in the
H.O.G. product line, and if so, what
philosophy and tactics to adopt in future
design. This case helps students get inside
one of the world’s strongest brands to
consider issues of brand loyalty, close-to–
Case-Oriented Syllabus
highlighted special concerns specific to
the management of the “Person-Brand.”
Could the company outlive Stewart? What
if Stewart’s reputation or image was
tarnished? How, exactly, did the
reputation of Stewart affect the value of
the brand? Jackson must understand what
meanings Martha Stewart claimed, and for
whom, while also coming to grips with
the meaning-management principles that
applied in “managing Martha,” the person
and the brand.
Within this context, what do two young
Case-Oriented Syllabus
Chapter 10: Crafting the Brand Positioning
Grey Worldwide:
Strategic
Repositioning
Through CRM
U. of Hong
Kong
HKU164
18p
TN HKU165
Hong Kong,
communications
Discusses how Grey Worldwide Hong
Kong and China (Grey WW-HK/China) is
repositioning itself through defined e-
marketing and CRM strategies for the
Asian market. Examines how integral its
customer relationship group is in building
a CRM strategy to deliver client value
proposition. Grey WW-HK/China has
very strong umbrella brand equity, but the
brand capital has to be invigorated
through a renewed e-marketing focus.
BET.com
800283
26p
TN 801196
Washington, DC,
Internet, 1999-
2000
Black Entertainment Television, a leading
cable programmer, is launching BET.com,
an Internet portal targeted toward African-
Americans. This case examines the
challenges facing BET management as it
defines its service offerings and target
Case-Oriented Syllabus
to accelerate revenue growth.
MedSim
599020
22p
Global, medical,
25 employees,
1998
An Israeli high-tech start-up has
developed an innovative simulator that
makes possible non-patient training in
medical ultrasound. It now must choose a
strategy for growth.
Chapter 11: Competitive Dynamics
Case-Oriented Syllabus
role of its parent, Fleet Bank. The fortunes
of the sale rise and fall as the Siebel
account manager faces one obstacle after
another. Presented in three parts, with
opportunities to debate the account
manager’s choices and actions at each
stage. Part 1 describes the start of the sale
from the seller’s perspective.
eBay, Inc.
700007
27p
San Jose, CA, e-
commerce, 300
employees, 1999
eBay was the world’s largest and most
popular person-to-person trading
community on the Internet. However, in
early 1999, Amazon.com announced that
it was entering the online auction arena.
What should eBay do in light of the entry
of its most recent and serious competitor
to date?
799125
23p
Global, wine,
1,100 employees,
1999
Describes the competitive situation facing
Robert Mondavi, the leading premium
California winery. Mondavi has to cope
with growing domestic competition as
well as market share growth by wineries
from Chile and Australia.
action for Dell and its various rivals.
Skil Corp.
389005
20p
TN 389021
U.S., power tools,
1979
This classic case focuses on the Skil
Corp., the third-largest U.S. competitor, in
1979, in the U.S. portable electric power
tool market. Skil, acquired by Emerson
Electric in 1979, faced intense
competition from Black & Decker and
emerging foreign competitors.
Chapter 12: Setting Product Strategy