This non-technical note for marketing professionals (and those in training) explores the value of setting performance goals when developing marketing plans. Practical metrics to evaluate the overall success of marketing initiatives are discussed, followed by supporting metrics that can be used to evaluate each area of the marketing mix. A critical view is taken of many metrics; some metrics have shortcomings in certain situations that managers should be aware of. Many industry examples are used, making for an engaging student experience and providing benchmarks for students to set goals when writing case studies. Formulas are included for all metrics discussed.
In 2013, the minister of state for tourism in India is contemplating the future of the "Incredible India" campaign. Started in 2002, the campaign had succeeded in turning India into a high-end tourist destination, as a result bringing about a growth of 16 per cent in the number of foreign visitors. Originally focused on landscape and culture, the campaign evolved to embrace such concepts as spiritual, medical, adventure, film and sports tourism on a year-round basis. In 2007, the campaign was extended to the international arena with participation in events in Berlin, Cannes, London and New York. In 2012, the culmination of over a decade of effort resulted in three awards at the World Travel Awards. Now, in 2013, uncertainties have multiplied. India has gained more familiarity among and acceptance from foreign tourists of diverse backgrounds, who now expect more differentiation in the choices available. To lure them, the tourism departments of several Indian states and union territories have begun to adopt their own advertising campaigns. Can Indian tourism, which is based on a unified branding approach, sustain its growth in the long run? Is it more advantageous to change to a system in which different tourism products and regions are branded distinctly?
961 Beer was founded in 2006 under political and economic adverse conditions in Lebanon. One of the first craft beer companies in the Middle East, it has developed from a home brewer into a hip Lebanese brand. To attract its target set of customers - highly educated, middle-class city-dwellers - the company has opened a pub in a popular entertainment area of Beirut where it offers free samples of its beers and encourages customers to taste and ask questions about the brewery process. It also addresses the needs of consumers with a strong interest in locally produced goods and caters to the local palate. However, the company faces competition from a long-entrenched brewery that has been bought by a major international beer conglomerate. Now, in February 2009, 961 Beer is selling beyond its capacity limits. The founder is confident about the business but has to decide on a strategy for the future. Should he consolidate or should he grow? What kind of strategy will allow the company to expand and to increase its customer base without compromising on quality and the values that make 961 Beer what it is?
On March 27, 2014, the new chief executive officer of Lululemon Athletica Inc., headquartered in Vancouver, British Columbia, has just announced the previous year's flat fourth quarter results. These unimpressive financial figures have amplified the need to address the company's damaged reputation. In 2013, the apparel brand faced a product recall and a public relations backlash after a controversial interview and botched apology by its founder, as well as the resignation of several key executive employees. A communications strategy must be devised to repair the company's reputation and regain the trust of both investors and customers.
While internationalization may present growth opportunities for Canadian small businesses, the challenges involved can be daunting. In August 2013 the founder and president of Maynooth Natural Granite was trying to decide whether he should expand his small business internationally. He was satisfied that he was able to turn his gravel pit into a well-recognized supplier of washed decorative rock in Ontario. However, the president was concerned that his success could be short-lived, as Ontario had a saturated gardening market. As he explored new international opportunities he must decide whether he would be able to replicate his success in the new markets while balancing the responsibilities of his Canadian business interests and his family life.
In January 2014, the chief executive officer of AutoTherm, a small smart-thermostat design company located in Toronto, Canada, was considering the company's future in light of the uncertainties and fast changing dynamics of the industry. As an incumbent and small engineering firm, AutoTherm's plans to sell its first product, B133, through partnership with a large electronics company had not been quite successful. Given the dire state of the company's financial resources, how can AutoTherm be rescued and go forward?
Heather Day, a marketing director and brand manager, must evaluate her options for Progressive Insurance's next Snapshot product advertising campaign. Working on a limited budget, Day must select between employing television ads featuring the popular character known as Flo and continuing with the launch of advertising campaigns already in use, such as "Rate Sucker." The case places Progressive's proposed advertising campaign into a broader historical context and asks how the Snapshot product both fits into the company's current business model and affects its channel strategy. Students are presented with a myriad of exhibits that help make this authentic marketing scenario come to life.
The case presents a situation in which Merck's World Wide Licensing (WWL) division needs to make important organizational decisions to increase the speed, the breadth and the efficiency of its global licensing and partnering activities.
The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilisation of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.
The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilization of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.
The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilization of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.
961 Beer was founded in 2006 under political and economic adverse conditions in Lebanon. One of the first craft beer companies in the Middle East, it has developed from a home brewer into a hip Lebanese brand. To attract its target set of customers — highly educated, middle-class city-dwellers — the company has opened a pub in a popular entertainment area of Beirut where it offers free samples of its beers and encourages customers to taste and ask questions about the brewery process. It also addresses the needs of consumers with a strong interest in locally produced goods and caters to the local palate. However, the company faces competition from a long-entrenched brewery that has been bought by a major international beer conglomerate. Now, in February 2009, 961 Beer is selling beyond its capacity limits. The founder is confident about the business but has to decide on a strategy for the future. Should he consolidate or should he grow? What kind of strategy will allow the company to expand and to increase its customer base without compromising on quality and the values that make 961 Beer what it is?
While internationalization may present growth opportunities for Canadian small businesses, the challenges involved can be daunting. In August 2013 the founder and president of Maynooth Natural Granite was trying to decide whether he should expand his small business internationally. He was satisfied that he was able to turn his gravel pit into a well-recognized supplier of washed decorative rock in Ontario. However, the president was concerned that his success could be short-lived, as Ontario had a saturated gardening market. As he explored new international opportunities he must decide whether he would be able to replicate his success in the new markets while balancing the responsibilities of his Canadian business interests and his family life.
In January 2014, the chief executive officer of AutoTherm, a small smart-thermostat design company located in Toronto, Canada, was considering the company’s future in light of the uncertainties and fast changing dynamics of the industry. As an incumbent and small engineering firm, AutoTherm’s plans to sell its first product, B133, through partnership with a large electronics company had not been quite successful. Given the dire state of the company’s financial resources, how can AutoTherm be rescued and go forward?
In 2013, the minister of state for tourism in India is contemplating the future of the “Incredible India” campaign. Started in 2002, the campaign had succeeded in turning India into a high-end tourist destination, as a result bringing about a growth of 16 per cent in the number of foreign visitors. Originally focused on landscape and culture, the campaign evolved to embrace such concepts as spiritual, medical, adventure, film and sports tourism on a year-round basis. In 2007, the campaign was extended to the international arena with participation in events in Berlin, Cannes, London and New York. In 2012, the culmination of over a decade of effort resulted in three awards at the World Travel Awards. Now, in 2013, uncertainties have multiplied. India has gained more familiarity among and acceptance from foreign tourists of diverse backgrounds, who now expect more differentiation in the choices available. To lure them, the tourism departments of several Indian states and union territories have begun to adopt their own advertising campaigns. Can Indian tourism, which is based on a unified branding approach, sustain its growth in the long run? Is it more advantageous to change to a system in which different tourism products and regions are branded distinctly?
On March 27, 2014, the new chief executive officer of Lululemon Athletica Inc., headquartered in Vancouver, British Columbia, has just announced the previous year’s flat fourth quarter results. These unimpressive financial figures have amplified the need to address the company’s damaged reputation. In 2013, the apparel brand faced a product recall and a public relations backlash after a controversial interview and botched apology by its founder, as well as the resignation of several key executive employees. A communications strategy must be devised to repair the company’s reputation and regain the trust of both investors and customers.
On January 28, 2009, the president and CEO of the Business Development Bank of Canada is considering the impact of the minister of finance’s announcement in his recent 2009 budget that the bank would offer a new financial product to help auto and heavy equipment dealers suffering through the global financial and economic crisis. A wholly owned Government of Canada Crown corporation, the bank’s mandate is to help create and develop Canadian businesses through financing, subordinate financing, venture capital and consulting services, with a focus on small and medium-sized enterprises. It is expected both to complement private-sector financial institutions and to earn a rate of return on common equity greater than or equal to the government’s average long-term cost of capital. Taken by surprise due to budget secrecy, the president has spent the last two days in conversations with his staff, senior government officials and his board chair. He needs a plan to quickly launch this new and completely unfamiliar line of business while navigating the complex governance and stakeholder environment that BDC faces.
The case describes the merger of Air India and Indian Airlines, two national carriers. The due diligence predicted both airlines would survive and prosper amidst fierce global and domestic competition by leveraging combined assets and capital more efficiently and by building a stronger sustainable business. However, the merged entity suffered huge financial losses year after year, raising doubts about Air India’s continued existence. The case highlights various reasons for the merger failure as argued by the media, analysts and experts.
The case describes the merger of Air India and Indian Airlines, two national carriers. The due diligence predicted both airlines would survive and prosper amidst fierce global and domestic competition by leveraging combined assets and capital more efficiently and by building a stronger sustainable business. However, the merged entity suffered huge financial losses year after year, raising doubts about Air India's continued existence. The case highlights various reasons for the merger failure as argued by the media, analysts and experts.