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Abstract:
This case describes the history of the Red Bull brand and how the company stimulated and harnessed word-of-mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider how Red Bull should react to competitive challenges in the United States. The case was written to foster discussion of nontraditional brand-building strategies and the growing globalization of brands and products targeted toward younger consumers.

advertising, advertising strategy, brand management, marketing mix, marketing strategy

Abstract:
This note reviews various approaches to designing, building, and monitoring the value of brand equity.

marketing, brand equity

Abstract:
In this note, the authors use the familiar game of Monopoly to illustrate the new economy phenomena of network effects, increasing returns, positive feedback, and bifurcation points in complex systems. They argue that the "new economy" is not really so new if it shares so many characteristics with an "old economy" game. In any case, it will be easier to understand the important characteristics of a "winner-take-all" economy in the context of this family game that is surprisingly complex. The note makes an effort to differentiate between increasing returns and positive feedback, two concepts that are often confused and sometimes treated as if they were equivalent to each.

Abstract:
The Porsche 911 has long been the face of the company's product line. Over the years, Porsche has added models priced either above or below the 911, but only the lower-priced models have sold well. Porsche seems to struggle between what an executive calls the pull of the market and the tug of brand equity. This case provides an opportunity for students to analyze the optimal breadth of a product line that will balance sales, profitability, dealer satisfaction, and long-term brand health and customer satisfaction.

product-line policy, marketing

Abstract:
This note describes the metrics that are used to monitor sales-force efficiency and effectiveness. It addresses sales territories, sales potential, and territory changes, as well as forecasting and measuring results. Finally, the note reviews pipeline analysis and the sales funnel.

Abstract:
This note describes the metrics that are used to monitor sales-force efficiency and effectiveness. It addresses sales territories, sales potential, and territory changes, as well as forecasting and measuring results. Finally, the note reviews pipeline analysis and the sales funnel.

Abstract:
This technical note defines, describes, and illustrates the most common metrics that marketers use to monitor and manage customer relationships. Among the metrics covered are customer counts, recency, retention rates, customer profitability, and customer lifetime value.

customer relations

Abstract:
This technical note defines, describes, and illustrates the most common metrics that marketers use to monitor and manage customer relationships. Among the metrics covered are customer counts, recency, retention rates, customer profitability, and customer lifetime value.

customer relations

Abstract:
This note helps prepare the student for a series of exercises in making calculations of marketing economics. These calculations are not replacements for spreadsheets or more detailed economic calculations such as net present value or return on investment. They are "back-of-the-envelope" estimates that can easily be communicated to others to buttress arguments about what a company should or should not do in a decision situation.

break-even analysis, contribution analysis, cost analysis, economic analysis, marketing management, marketing strategy

Abstract:
This note helps prepare the student for a series of exercises in making calculations of marketing economics. These calculations are not replacements for spreadsheets or more detailed economic calculations such as net present value or return on investment. They are "back-of-the-envelope" estimates that can easily be communicated to others to buttress arguments about what a company should or should not do in a decision situation.

break-even analysis, contribution analysis, cost analysis, economic analysis, marketing management, marketing strategy

Abstract:
This case depicts the history of an unusual brand in the "superpremium" segment of the vodka market. The top-of-line positioning is supported with creative advertising, narrow distribution, point-of-purchase advertising, and expensive advertising production. Absolut has used very expensive inserts as advertisements in print vehicles during the Christmas season. The last inserts described in the case cost approximately $1 each to manufacture and distribute via the print vehicle (The New Yorker magazine). The case asks students to decide whether such expensive advertising should be continued and, if so, how. The societal effects of advertising alcoholic beverages and the implications of pursuing such exclusive positioning strategies may also be explored. Videotape #8141 ("Absolut Graphics") is designed for use with this case.

advertising, advertising media, advertising strategy, ethical issues, marketing strategy, product positioning

Abstract:
This case explores the decision by Levi Strauss & Company to sell its jeans at Wal-Mart.

joint ventures, marketing programs, marketing strategy

Abstract:
As economists have increasingly accepted the notion that non-equilibrium behavior may be a reflection of the "real world," interest has grown in modeling the emergence of turbulence as well as equilibrium. It is well established that competitive actions and the associated reactions can destabilize a previously stable market. Earlier work by two of the authors used simulation to conduct a non-equilibrium competitive analysis of a market where consumer reaction followed the market share attraction model. These simulations demonstrated that even the relatively simple competitive behavior of optimizing ones own spending levels while assuming stable competitive behavior can lead to surprising instability. The basic logic of the market share attraction model is easy to accept. Given the amount of work done to fine-tune applications of this model, we believe the logic of the model helps determine the behavior of real firms. As shown in earlier work, however, application of the logic may lead to dynamic instability when the number of competitors exceeds a threshold level of three or four. This study provides an analytical explanation for the emergence of this instability when the number of competitors exceeds three or four. This work will also extend the original model formulation to identify other conditions that may affect the existence or level of the instability thresholds.

Abstract:
This case describes the situation facing Snapple management during the early-growth stages of the brand and category of flavored teas. In the early months of summer, just as peak season was approaching, Snapple was already facing out-of-stocks. The case asks students to wrestle with the options of cutting back on flavors or product lines, allocating demand to certain outlets and geographical areas, or coming up with creative solutions to deal with the problem. Strong competitors (Coke, Pepsi, Nestea, and Lipton) were also threatening to take share from Snapple in a category the company had created. The system of contract production and independent distributors further complicated Snapple's ability to implement short- and long-term solutions that would balance push and pull marketing. The case includes a CD with video of Jude Hamerle, Snapple's marketing manager, describing what the company did and why, which provides an opportunity for a discussion of subsequent events, including Quaker's purchase and, later, sale of Snapple to Triarc.

distribution channels, marketing strategy

Abstract:
This case is a condensed version of "Philip Morris U.S.A. and Marlboro Friday (A)" (UVA-M-0468). In July 1993, Philip Morris executives met to consider second-quarter data on U.S. tobacco sales. Three months earlier, the company had announced a 40-cent-per-pack promotion for Marlboro cigarettes, the number-one-selling cigarette in the world. On the day of the announcement, April 4, Philip Morris stock fell $14.75, to $49.375, while the Dow Jones Industrial Average fell 68.63 points. On June 4, the company announced an extension of the promotion through August 8. After eight months of consecutive share declines, Marlboro's share had rebounded by three points. Philip Morris executives now faced several important decisions: Should the Marlboro promotion be extended beyond August 8? Should the promotion be replaced with a permanent cut in wholesale prices? Should the prices of other Philip Morris premium brands be lowered? Finally, should the prices of the company's discount brands be altered in any way?

brand management, pricing

Abstract:
This case is a condensed version of "Philip Morris U.S.A. and Marlboro Friday (A)" (UVA-M-0468). In July 1993, Philip Morris executives met to consider second-quarter data on U.S. tobacco sales. Three months earlier, the company had announced a 40-cent-per-pack promotion for Marlboro cigarettes, the number-one-selling cigarette in the world. On the day of the announcement, April 4, Philip Morris stock fell $14.75, to $49.375, while the Dow Jones Industrial Average fell 68.63 points. On June 4, the company announced an extension of the promotion through August 8. After eight months of consecutive share declines, Marlboro's share had rebounded by three points. Philip Morris executives now faced several important decisions: Should the Marlboro promotion be extended beyond August 8? Should the promotion be replaced with a permanent cut in wholesale prices? Should the prices of other Philip Morris premium brands be lowered? Finally, should the prices of the company's discount brands be altered in any way?

brand management, pricing

Abstract:
This case exposes students to the changing health-care-delivery environment and how Eli Lilly is considering responding. Issues converge on managing a sales force under conditions of radical change. Students will confront sales-force issues as well as problems with other marketing-communications tools.

health-care management, sales-force management

Abstract:
As economists have increasingly accepted the notion that non-equilibrium behavior may be a reflection of the real world, interest has grown in modeling the emergence of turbulence as well as equilibrium. Earlier work by two of the authors used simulation to conduct a non-equilibrium analysis of a market where customer reaction followed the market share attraction model. These simulations demonstrated that even the relatively simple competitive behavior of optimizing one's own spending levels could lead to surprising instability. Optimizing one's own spending requires either that firms use their competitors' last-period budgets and the MSA model to determine a profit-maximizing budget for the next period or that firms use current dollar marketing-dollar profit response to set budgets for next period. Application of either logic will lead to dynamic instability when the number of competitors exceeds a threshold level of four. This study provides an analytical explanation for the emergence of this instability and demonstrates the relationship between this system of competing firms and the standard logistic map. This work also extends the original model formulation to identify conditions that affect the existence or level of the instability thresholds.

Abstract:
In the drive to create the wired automobile, General Motors (GM) developed the OnStar system, a subscription-based, wireless, dashboard communication service that provides numerous safety and convenience features, from emergency assistance to remote door unlocking to hotel reservations. This case explores several key questions that GM faced regarding its market-leading telematics system. Should it syndicate OnStar, or was it of more value to the company as an exclusive feature? Should the OnStar division be spun off? Will telematics devices become standard for all vehicles, and if so, how would this affect decision making regarding OnStar?

new product introduction, emerging industry, product management, e-business

Abstract:
Since the late 1980s, Progressive Casualty Insurance Company has maintained a strong position in the nonstandard auto-insurance market (auto insurance for high-risk drivers). Progressive's goals in the 1990s are to expand its insurance coverage to include standard and preferred customers (drivers with clean driving records and no accidents). The company never advertised before 1994; as a result, consumer awareness has been very low. Progressive faces strong competition in a varied insurance industry. Companies like Allstate, the nation's largest underwriter of nonstandard auto insurance, and State Farm, with 21.1% total market share, present a challenge to Progressive as the company strives to make its products available to all drivers. The case focuses on building the company's brand through advertising and enhancing product differentiation through technology.

Abstract:
This note describes the more common methods of calculating Price Premiums (also known as Relative Prices). Students will explore Reservations Prices and % Good Value, the concepts that form the foundation of price-quantity schedules, as well as Price Elasticity, a frequently used index of how responsive the market is to changes in price. The note stresses that understanding demand functions and Price Elasticity is key to the calculation of optimal prices; it also discusses the familiar concept of Prisoner's Dilemma and addresses price tailoring.

pricing, marketing

Abstract:
Much of this case is devoted to a description of Southwest's history and its unique, low-cost strategy. The main discussion points in the case concern the blending of a market focus with a tightly integrated operations/marketing management. Students must determine whether Southwest will be able to continue its conquest of additional markets with the same strategy. Students must also consider related questions: Will the continued expansion strain the company's operational efficiency? Will the new markets react as enthusiastically as the old markets to Southwest's blend of "fun" and low prices? This case is a condensed version of UVA-M-0424.

entrepreneurship, pricing, regulation, Alternative Business Issue or Setting, diversity issues

Abstract:
This technical note covers several key issues regarding customer satisfaction, including recognition of consumer needs and the importance of having a clear understanding of a "targeted" market, its segmentation, competition, and growth share.

market segmentation, marketing strategy

Abstract:
Bad news for AutoZone: until recently the sales and store-count leader in the retail auto-parts category, AutoZone has been surpassed by Advance Auto Parts; Wall Street has punished AutoZone and is praising Advance Auto. Students will examine why this has happened and what AutoZone can do to compete with Advance Auto.

strategy

Abstract:
Bad news for AutoZone: until recently the sales and store-count leader in the retail auto-parts category, AutoZone has been surpassed by Advance Auto Parts; Wall Street has punished AutoZone and is praising Advance Auto. Students will examine why this has happened and what AutoZone can do to compete with Advance Auto.

strategy

Abstract:
This case describes the introduction of the Apple iPhone, including subsequent price reductions and market share goals. The case includes publicly available data on iPhone production costs, channel margins, and marketing costs. It concludes with the July 2008 introduction of the second generation 3G iPhone.

pricing, marketing, innovation

Abstract:
This case is about Stainmaster, the certification given by DuPont to carpets made with the company's own premium nylon and treated with a chemical to repel liquid stains and dry soil. The carpets must also meet minimum construction standards in terms of face weights, yarn twist, and other quality considerations. The introduction of Stainmaster is accompanied by heavy advertising and trade promotion to establish the brand name among consumers and retailers. In a relatively short period, DuPont fills its nylon-fiber capacity and increases profits significantly. Competitors quickly introduce their own enhanced stain-resistant products, however, so DuPont must decide what actions to take to keep its hard-won leadership of the carpet-fiber industry.

International joint venture, new products, Alternative Business Issue or Setting

Abstract:
Kuhn Flowers is an extremely successful florist in Jacksonville, Florida. This case describes Kuhn's marketing and operations strategies, emphasizing the synergies between them. As a backdrop to the case, the trends in the flower-retailing industry are described, together with the more recent entry of Wal-Mart and other "power" retailers.

service operations, marketing, retail marketing, strategy

Abstract:
Carnation, part of the Nestle food company, is reviewing its marketing strategy for infant formula in the U.S. market, which has been dominated for several years by three major companies, all of which use detailing representatives to market their products to pediatricians and hospitals. This method has the approval of regulatory agencies and the American Academy of Pediatricians (AAP). Recently, in a break from tradition, Gerber, a new entrant in the formula market, decided to market its brand directly to mothers. Although the company met with a lot of opposition, its first-year performance was quite good. Carnation is considering following suit. Company executives must evaluate the available options and develop a marketing strategy, taking into account the company's history and reaction from the AAP, regulatory agencies, and competitors. See also the B case (UVA-M-0411).

advertising, ethical issues, marketing strategy

Abstract:
Carnation, part of the Nestle food company, is reviewing its marketing strategy for infant formula in the U.S. market, which has been dominated for several years by three major companies, all of which use detailing representatives to market their products to pediatricians and hospitals. This method has the approval of regulatory agencies and the American Academy of Pediatricians (AAP). Recently, in a break from tradition, Gerber, a new entrant in the formula market, decided to market its brand directly to mothers. Although the company met with a lot of opposition, its first-year performance was quite good. Carnation is considering following suit. Company executives must evaluate the available options and develop a marketing strategy, taking into account the company's history and reaction from the AAP, regulatory agencies, and competitors. See also the B case (UVA-M-0411).

advertising, ethical issues, marketing strategy

Abstract:
Launching a new stock-keeping unit (SKU) is a costly, common business practice with a high observed rate of failure. Market share forecasts for new SKUs are typically calibrated based on projections of consumer awareness, trial, repeat purchase, and retail distribution. Discussions with executives indicate that managers sometimes use distribution assumptions as a "tuning factor" to approve an otherwise unjustifiable go-to-market decision for a new SKU. We propose a two-step technique to assess the realism of distribution assumptions for new SKUs. The first step is to flexibly estimate the relationship between distribution and market share among the brand's existing SKUs. The second step is to invert this relationship and evaluate it at a new SKU's target market share, which allows for a statistical hypothesis test of a manager's distribution assumption at a prespecified confidence level. The primary advantages of the proposed technique are its speed, generality, and ease of implementation. We validate the method using brand-level holdout samples in 37 categories. We find that pre-existing SKUs' distribution-share relationships in 2004 explain at least half the variance in new SKUs' performance for 61 of 87 brands that introduced 5 or more new SKUs in 2005. For those brands where the model does a relatively poor job of explaining new SKUs' performance, successful new SKUs are very rare. These results suggest that our technique could have prevented the release of many new SKUs that ultimately failed.

Consumer Package Goods, Distribution, Market Share, New Products, Retailing, Semiparametric Econometrics

Abstract:
This brief case is based on published material describing the resurgence of price competition in the U.S. cigarette market. The overall situation is reminiscent of the famous price war known as "Marlboro Friday." There are new competitors in a declining industry, and the new competitors may not be subject to the same rules. The case is intended to be used as a follow-up to the Marlboro Friday cases (UVA-M-0468, UVA-M-0473, and UVA-M-0657) and the East Coast Oil case that describes the subsequent retailing promotions offered by Phillip Morris (UVA-M-0656).

consumer marketing, pricing

Abstract:
This brief case is based on published material describing the resurgence of price competition in the U.S. cigarette market. The overall situation is reminiscent of the famous price war known as "Marlboro Friday." There are new competitors in a declining industry, and the new competitors may not be subject to the same rules. The case is intended to be used as a follow-up to the Marlboro Friday cases (UVA-M-0468, UVA-M-0473, and UVA-M-0657) and the East Coast Oil case that describes the subsequent retailing promotions offered by Phillip Morris (UVA-M-0656).

consumer marketing, pricing

Abstract:
In this case, TiVo's valuation is questioned by stock analysts, and students are challenged to use concepts and applications of customer lifetime value to determine whether TiVo's current share prices are appropriate.

customer relations, media planning, valuation

Abstract:
In this case, TiVo's valuation is questioned by stock analysts, and students are challenged to use concepts and applications of customer lifetime value to determine whether TiVo's current share prices are appropriate.

customer relations, media planning, valuation

Abstract:
This case illustrates the problems of a small hydroponic-produce company trying to achieve breadth and depth of distribution for a new product. The company is considering going around traditional channels and selling directly to stores and restaurants. The economics of the proposition are central to the case.

cost analysis, distribution channels, distribution strategy, new-product development, small business

Abstract:
Benecol Spread, a cholesterol-lowering margarine, was a product with unusual media-planning challenges. With a narrow target group and unproven market potential, Johnson and Johnson needed to get the most bang for the buck from its Benecol advertising. Would a media-planning model (optimizer) requiring executives to quantify their judgment on several key inputs be helpful in this process? A spreadsheet accompanying the case allows students to weight the target groups and to choose among different advertising vehicles to form the best possible media plan.

advertising, advertising media, advertising strategy, media planning

Abstract:
This case discusses how a federal agency with extremely limited funds can launch a media campaign to counter the public-relations efforts of the multi-billion-dollar tobacco industry. The case examines decisions concerning segments targeted, marketing vehicles employed, and ways to measure success.

advertising media, advertising strategy, government policy, market segmentation, public administration, public relations/publicity, social change, ethics, Alternative Business Issue or Setting

Abstract:
Students identify promotion, price, place, segment, targeting, and positioning for marketing "the world’s cheapest car." This case is effective for MBA, undergraduate, and executive learners studying market segmentation, pricing, cannibalization risk, pricing, and break-even sales in the face of different price and cost scenarios. Has Tata chosen the right marketing strategy? Does the Nano represent an evolution or a revolution in automobile marketing?

environment, channel strategy

Abstract:
In this case, the long-range strategic marketing options faced by C. H. Masland & Co. are reviewed. Recent changes in the business climate of the automotive industry make this review particularly timely. The new emphasis on cost reduction, quality, and product innovation calls for a reevaluation of what "marketing" is in this business and for suppliers to assume a more precisely defined positioning. The case illustrates this process by confronting students with a choice among a number of capital-investment projects, each of which implies different marketing priorities. See also the B (UVA-M-0348) and C (UVA-M-0349) cases.

business environment, capital budgeting, industrial marketing, marketing strategy, product positioning

Abstract:
This technical note introduces the key elements of Internet advertising, including options available to advertisers, pricing, measurement, an overview of the buying process, and a comparison with traditional advertising. The note includes the following appendices: glossary, how to make effective advertisements, and tips for directing traffic to one's site.

internet, advertising, media planning, marketing

Abstract:
This note addresses the issues that arise and the complexities that must be addressed when designing a channel of distribution. Content includes the definition of a distribution channel, the steps in its design, functional discounting and margin allocation, the role channels play in branding, and recent trends.

business-to-business marketing, implementation, distribution

Abstract:
The Silk Soymilk brand evolves from a single homemade product to a regional then national brand, facing challenges such as investment influx, acquisition, and competition from new entrants into the market it created. Silk's marketing angles at various growth stages are discussed, and students consider whether the company should expand its presence or develop new categories and how its efforts could best realize growth targets. Which option carries the biggest risks, and which would best enhance its position as a market leader?

advertising, promotion, brand strategy

Abstract:
This note provides a brief overview of some important perspectives on how advertising messages "work" to persuade consumers. The note reviews the traditional hierachy of effects, cognitive dissonance, lower involvement, and elaboration by aspects models of consumer behavior.

advertising, decision making

Abstract:
This case allows students to explore the impact of the Internet on an industry structure, value chain, and business models. The combiination of broad band Internet access, faster computer processing, and compression software (MP3) has encouraged the evolution of online music trading and distribution. The case encourages students to view appropriate actions for all industry participants: retailer, music companies, performing/recording artists, government regulators, and emerging online distributors.

channesl of distribution, pricing

Abstract:
Progressive Insurance, a leader in the automotive insurance market, has succeeded through innovation. The case describes the company strategies for differentiating their service through Immediate Response Vehicles, Express Quote (comparing prices for prospective customers, and multichannel marketing agents, 1-800 numbers, and the Web). Through these programs and a series of creative advertising campaigns the company has built a strong brand in a relatively short time. Channels with their pricing and channel strategies remain.

advertising, pricing

Abstract:
The purpose of this paper is to discuss a simulation of marketing budgeting rules that is based on a simplified version of the market share attraction model. The budgeting rules are roughly equivalent to those that may be used in practice. The simulation illustrates the concept of path dependence in dynamic marketing systems and shows how it might result from decision rules potentially applied by marketers and retailers. Path dependence results from positive feedback in dynamic systems that imparts momentum to market choices. Where the potential for path dependence exists, there are implications for defining and measuring long-term effects of marketing decisions in a way that is meaningful to managers and researchers. In the simulations presented we show that limited retails assortment may contribute to path dependence when firms use either percentage-of-revenue rules or "market learning" experiments to set budgets. While other budgeting procedures (e.g., matching competition) may stabilize market share, this stability in the share dimension comes at the cost of instability for budgets and profits.

path dependencies, marketing decisions

Abstract:
This case invites teams to prepare for a business war game to explore aspects of the competitive dynamics in the auto insurance market. In particular, the case offers opportunities to discuss segmentation strategies, data analysis, and the phenomena of adverse selection and the winners curse. The simulation is conducted as a tournament between four insurance providers, each represented by one competing team of students. In each round of the tournament, competitors simultaneously submit a tagline summarizing the insurers positioning statements and a price per exposure-unit for each of 4,000 customer groups. The case is accompanied by an Excel spreadsheet that provides historical information about the insurance risks of each customer group.

pricing, segmentation

Abstract:
This case describes the introduction and marketing of an extended-life fluorescent bulb to replace incandescent bulbs. With the new bulb selling at retail for $15 to $20, successful marketing of the new bulb will require a major change in buying habits of both consumers and the trade.

distribution channels, distribution strategy, market position

Abstract:
This case prompts students to determine how Progressive Insurance can best assess the customer interest, technical feasibility, economic viability, and actuarial justification of TripSense, its usage-based pricing program.

pricing

Abstract:
While business-to-consumer e-commerce (B2C) has garnered the most public attention of any online business sector, business-to-business (B2B) e-commerce is proving to account for a much larger slice of the economic pie. A significant portion of B2B e-commerce transactions will occur through online marketplaces called B2B exchanges. The objective of this technical note is to provide an understanding of these exchanges, including their organizational and revenue models.

business-to-business marketing, bargaining/bidding, market structure, procurement, selling, strategic market planning, supplier relations, e-business

Abstract:
The economics of the Internet are often tied to determining the value of a communications network. However, there are several different kinds of communications networks, each with their own method of valuation. These networks are named by the laws that describe their valuation: Sarnoff's, Metcalfe's, and Reed's. This note describes each network type and its method of valuation.

network analysis, technology strategy, valuation, e-business

Abstract:
This case describes the advertising and positioning decisions for a chain of motels. The corporation has four separate chains (Quality, Comfort, Clarion, and Sleep). Each of the chains has a different positioning in terms of price and services provided, yet each is advertised with a single campaign that lists the names of the chains along with a telephone number for reservations. The major focus of the case is whether the single campaign is sound and how, if at all, it should be changed.

advertising, marketing strategy, product positioning, service industries, management of

Abstract:
The notes describes various methodologies and philosophies of advertising copy test. Additional material this might be used with: MANAGING SPENDING BALANCE IN ADVERTISING CAMPAIGNS: THE GRODD MODEL REVISITED.

advertising

Abstract:
The purpose of this paper is to discuss a simulation of marketing budgeting rules that is based on a simplified version of the market share attraction model. The budgeting rules are roughly equivalent to those that may be used in practice. The simulation illustrates the concept of path dependence in dynamic marketing systems and shows how it might result from decision rules potentially applied by marketers and retailers. Path dependence results from positive feedback in dynamic systems that imparts momentum to market choices. Where the potential for path dependence exists, there are implications for defining and measuring long-term effects of marketing decisions in a way that is meaningful to managers and researchers. In the simulations presented we show that limited retails assortment may contribute to path dependence when firms use either percentage-of-revenue rules or "market learning" experiments to set budgets. While other budgeting procedures (e.g., matching competition) may stabilize market share, this stability in the share dimension comes at the cost of instability for budgets and profits.

path dependencies, marketing decisions

Abstract:
This note explores brand evolution in a growing industry. Four high-end U.S. bicycle frame manufacturers (Trek, Seven, Moots, and Cérvolo) compete for brand status in the $2,000-and-up mountain bike market. Challenged by a coming carbon shortage and famed cyclist Lance Armstrong's retirement, the continued domination of Asian imports, and the reduction in the number of local bike shops, this industry faces significant strategy challenges.

consumer marketing

Abstract:
Compact fluorescent bulbs (CFLs) lasted five to six times longer--8,000 to 12,000 hours--than comparable incandescent bulbs and consumed 75% less energy. By July 2008, prices had fallen as low as $2 or so per bulb, compared with $0.25 for standard bulbs. But manufacturers had yet to crack the code on how to get consumers to choose these innovative energy-efficient light bulbs over standard bulbs.

strategy formulation, sustainability

Abstract:
Sequel to Progressive Insurance: Not Your Standard Insurance Story. The company launches a new sub-brand, Drive Insurance, that will be only sold through independent agents, not through the Web or 1-800 numbers.

Abstract:
This case describes the judgmental inputs needed to use a Lotus 1-2-3 spreadsheet model for media planning and selection. Lotus worksheet files are available on computer diskette for use with this case and teaching note.

marketing planning, media planning, spreadsheets

Abstract:

marketing strategy, retail management, strategy, e-business

Abstract:
Five carefully constructed problems illustrate the concepts of second-market discounting, price skimming, limit pricing, random discounting, premium pricing, and bundling.

price discrimination, pricing

Abstract:
Merger/acquisition details as follow-up to C.H. Masland (A) case.

acquisitions, marketing strategy, mergers

Abstract:
This case describes the implementation of the "Valued Customer Card" at Ukrop's Supermarkets. The card provides customers with "electronic coupons" and gives management access to demographic and shopping information on its customers. The information system is a joint venture with Citibank, and Ukrop's must decide how to use the system to further its business objectives.

retail marketing, sales promotion

Abstract:
In this case, the long-range strategic marketing options faced by C. H. Masland & Co. are reviewed. Recent changes in the business climate of the automotive industry make this review particularly timely. The new emphasis on cost reduction, quality, and product innovation calls for a reevaluation of what "marketing" is in this business and for suppliers to assume a more precisely defined positioning. The case illustrates this process by confronting students with a choice among a number of capital-investment projects, each of which implies different marketing priorities. See also the B (UVA-M-0348) and C (UVA-M-0349) cases.

business environment, capital budgeting, industrial marketing, marketing strategy, product positioning

Abstract:
Merger/acquisition details as follow-up to C.H. Maslond (A) case.

acquisitions, marketing strategy, mergers

Abstract:

Abstract:
This case is a spinoff of Etch A Sketch Meets Mickey (UVA-M-0402). It is a diary kept by Larry Killagallon describing the daily orders placed and day-to-day activities.

forecasting