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Bisleri International, a household name in the bottled water segment in India, launched a new energy drink called Urzza in 2014. The energy drink market in India, dominated by Red Bull, was in a nascent stage but was growing at a rapid pace. Recently, energy drinks had been the subject of grave health concerns owing to the harmful effects of excessive caffeine. Urzza, an energy drink without caffeine, had been launched with the intention of creating a new category of drinks that could appeal to everyone. However, it remained to be seen whether Urzza could succeed in creating mass appeal and could meet ambitious sales targets. Was its unique positioning correct, or was it better off marketing itself as a more traditional energy drink?

By August 2015, Berlin-based advertising technology venture Roq.ad had grown from a chance encounter between its two co-founders to become a revenue generating operation with 18 full-time employees in Germany and Poland -- in just 10 months. Their goal was to develop new cross-device, user-recognition technology that would enable advertisers to accurately target consumers across a range of devices such as personal computers and peripheral devices. Roq.ad's co-founders had decided from the beginning not to seek out venture capital and instead to retain tight control of their business. Given the lead time needed to develop technology, they had also decided to use an industry-standard agency model for generating revenues that would be used to fund the development of technology and the eventual launch of the program. As Roq.ad approached the end of its first year in business, the co-founders faced an important strategic challenge: How could they successfully transform the company from its initial mobile-advertising agency model to become Europe's number one provider of cross-device, user-recognition technology?

In January 2016, the president and chief executive officer of Canaan Group in Richmond, British Columbia, was evaluating plans for a proposed trans-loading facility, which would be located inland from Port Metro Vancouver. The trans-loading facility had the potential to simultaneously offer a lower-cost transportation alternative for exporters and significantly reduce greenhouse gas emissions in the Lower Mainland. Despite the potential opportunities, three important hurdles needed to be overcome before successfully launching the new operation. First, co-operation was needed from exporters and their shipping companies to provide sufficient throughput of containers. Second, an agreement from Canadian Pacific Rail to provide service at a competitive rate was essential. Third, successful negotiations were required for a long-term lease for the proposed site to justify the necessary investment. The Canaan Group president reviewed the data from a completed pilot study and wondered what his next step should be. With which stakeholder should he start his negotiation? What were his bargaining strengths and weaknesses? Were there other stakeholders that should be engaged?

In 2015, Biziga Solutions Private Limited (Biziga), a first generation start-up based out of the National Capital Region, India, operated within the "instructional games" industry. Its first product, MarkLabs, was an emerging market-centric business simulation that promised to provide a contextually relevant simulation. Biziga had recorded revenues of ₹20 million in FY2014/15. By the end of 2019, the company wanted to build a portfolio of 20 simulations across five domains and serve 25,000 learners. While the founders were convinced about the market opportunity, a lot depended on their ability to articulate the benefits convincingly to the defined target market, as well as the ability to build critical capabilities and resources needed to deliver benefits to customers.

The Container Store (TCS) is a Texas-based retailer of organization and storage solutions. The company prides itself in taking care of its employees first and its co-founder and CEO Kip Tindell practices Conscious Capitalism. Since it beginnings in 1978, TCS grew to a chain of around 70 stores located in over 20 states by 2013. Tindell believed TCS's employee-first culture and the seven Foundation Principles, which guided the company, were what differentiated the company from other retailers. With plans to grow to 300 stores, TCS went public in late 2013. Since its IPO same store sales have suffered and the company's stock in early 2016 was trading well below its IPO price. As such, the company's culture and Foundation Principles were being put to the test. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot

Spreadsheet supplement for case 216055.

Umicore's CEO Marc Grynberg had been appointed chief executive officer in the last quarter of 2008 in the early stages of a global economic crisis, an ominous start of sorts. As a member of the executive committee, he had been part of the core team that transformed the company from a stagnant mining company - Union Minière - into a true global leader - Umicore Group - in the emerging global circular economy. As a result, the company was named the most sustainable company in the world in the 2013 annual Corporate Knights rankings. This was no small feat for a company that was born in 1805 as Vieille-Montagne. Umicore's complete transformation was effected in less than a decade. The copper and zinc businesses were spun-off and listed separately, leading to the adoption of a radically new business model. The old mining-refining approach to developing material solutions was replaced by a leading-edge recycling-based model that relied on chemistry and metallurgy. By adopting the new business model, the company had become a leader in terms of innovation and sustainability. It now needed to reformulate its strategy to reap the fruits of the heavy investments. Grynberg and his team were also increasingly challenged to demonstrate how the company could monetize its non-financial performance with key stakeholders. Can sustainability really create value? If so, through what mechanisms? Learning objective: Monetizing the circular economy, managing sustainability, stakeholder management, responsible management, change leadership, innovation.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 1, Introduction (9 pages), the authors state their belief that the focus of competitive marketing is shifting from short-term transactions to long-term value. They explain that customer retention is vital to an organization. Thus, managing relationships with current customers should be a priority. They present a brief analysis of Ritz Carlton as an example of a business that builds strong relationships.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 2, What Is Relationship Marketing? (13 pages), the authors consider how marketing has shifted focus from individual transactions to customer relationships. They outline a taxonomy of markets: supplier, channel intermediaries, end users, competitive influences, and external and internal influences. They outline three levels of relationship marketing: financial, social, and strategic, and outline characteristics of each level along with examples. They analyze how IKEA conducts successful relationship marketing.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 3, B2B Relationship Marketing (38 pages), the authors explore partnerships between businesses. They outline three criteria for effective relationships: dependence, commitment, and trust. They describe requirements for building these, and highlight how opportunistic behavior affects relationships. They also outline what factors improve a firm's relationship management capability. They categorize four types of B2B relationships and review different types of strategic alliances. The chapter ends with two real-world examples: Eatiply (cause marketing) and Apple and Clearwell (alliance).

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 4, B2C Relationship Marketing (17 pages), the authors review how relationship management works between businesses and consumers. They outline the major differences between B2B and B2C relationships. They describe customer-based and organization-based relationship marketing. They also consider personalization strategy in building relationships and how an organization can implement an effective personalization program. They demonstrate how Gaylord Opryland used a customer request as an opportunity to create a strong relationship.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 5, Internal Relationship Marketing (9 pages), the authors review how the idea of marketing within an organization began and evolved. They categorize internal marketing as either treating employees as customers or treating individual business units as customers and summarize each approach. They provide two real-world examples: the "quit now" incentive at Zappos and tuition reimbursement at Starbucks.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. Chapter 6, Building Brand Equity Through Relationship Marketing (12 Pages), first discusses loyalty programs. The authors suggest business partners will form collaborative loyalty programs to maximize profitability. They also explore how social media and the Internet have expanded the possibilities for customer relationships by creating two-way relationships between customers and products that present both new channels and challenges. They use the example of American Airlines to suggest that frequent flier programs are no longer effective and explore Kickstarter as an innovative way to create relationships.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 7, Customer Relationship Management Analytics (28 pages), the authors define and examine Customer Relationship Management (CRM). They argue that loyal customers are not always profitable, and suggest segmenting customers by profit potential. They explain why Customer Lifetime Value (CLV) maximizes profitability better than traditional methods do. They explain the basic CLV model and variations of it, and suggest two approaches to CLV: across-customer, for customer-oriented activities, and within-customer, for increasing revenue or reducing cost. Two examples illustrate these concepts: Trusted Media Brands' use of direct marketing and the Orlando Magic's use of statistical analysis.

Relationship Marketing Re-Imagined: Marketing's Inevitable Shift from Exchanges to Value Cocreating Relationships is an eight-chapter book published by Business Expert Press in 2016 and written by Naresh K. Malhotra, senior fellow, CIBER and Regents' Professor Emeritus at the Scheller College of Business at Georgia Institute of Technology, Can Uslay, associate professor of marketing at Rutgers Business School, and Ahmet Bayraktar, assistant professor of marketing at Bozok University. The book argues why organizations should focus on creating customer relationships. They consider business-to-business, business-to-consumer, and internal relationships and provide a framework for understanding how to market for each. They also explain how using a Customer Lifetime Value model effectively measures marketing success. Within each chapter, the authors include questions, an analysis of a real-world example, and a review of concepts. In Chapter 8, Future of Relationship Marketing (4 pages), the authors argue that CRM is increasingly important. They posit that using metrics to demonstrate the profitability of CRM will increase the use of CRM and CLV models. They suggest that small organizations have more ability to develop personal customer relationships than larger organizations do. They also explore emerging markets as a frontier for relationship marketing. They suggest mindfulness in relationship marketing can reduce poverty and excess consumption, and increase sustainability.

This book asks: (1) How is the service sector growing; (2) what is service innovation; (3) what are the drivers of service innovation; and (4) how can organizations innovate service in a structured way? The book views service as the value-creating activity of customers. The role of a company is to provide the resources and knowledge to enable value creation. We develop a model of service innovation. We also develop guidelines for what is required from the organizational perspective: how should an organization view its customers to be successful, what does a service development process look like, and how to transform an organization that has a product focus to a service orientation. In Chapter 1, the authors review the definition of service and the narrowing difference between goods and service. They argue that the subjects of service innovation and service itself are vital and understudied. They believe that understanding service differently will influence both what we believe an innovation is and how it is created.

This book asks: (1) How is the service sector growing; (2) what is service innovation; (3) what are the drivers of service innovation; and (4) how can organizations innovate service in a structured way? The book views service as the value-creating activity of customers. The role of a company is to provide the resources and knowledge to enable value creation. We develop a model of service innovation. We also develop guidelines for what is required from the organizational perspective: how should an organization view its customers to be successful, what does a service development process look like, and how to transform an organization that has a product focus to a service orientation. In Chapter 2, the authors describe service innovation and what distinguishes it from new product development focused on goods or hardware. They argue that service innovation involves a wider and more holistic approach to innovation, comprising process, experience, social aspects, and behavioral and business models or what creates value for customers. They review and categorize different types of service innovations and illustrate them with examples, including Ikea and Skype.

This book asks: (1) How is the service sector growing; (2) what is service innovation; (3) what are the drivers of service innovation; and (4) how can organizations innovate service in a structured way? The book views service as the value-creating activity of customers. The role of a company is to provide the resources and knowledge to enable value creation. We develop a model of service innovation. We also develop guidelines for what is required from the organizational perspective: how should an organization view its customers to be successful, what does a service development process look like, and how to transform an organization that has a product focus to a service orientation. Chapter 3 focuses on the importance of understanding "value in use"-the value-creation process of the customer. Questionnaires, focus groups, and even in-depth interviews rely on a customer's memory of this process. Research shows, however, that people are not very good at remembering such activities in detail. Organizations must therefore utilize user research methods that uncover needs and be customer-oriented in order to meet those needs.

This book asks: (1) How is the service sector growing; (2) what is service innovation; (3) what are the drivers of service innovation; and (4) how can organizations innovate service in a structured way? The book views service as the value-creating activity of customers. The role of a company is to provide the resources and knowledge to enable value creation. We develop a model of service innovation. We also develop guidelines for what is required from the organizational perspective: how should an organization view its customers to be successful, what does a service development process look like, and how to transform an organization that has a product focus to a service orientation. Chapter 4 covers the service innovation process and what an organization must do to create a com¬plete offering. Service innovation is more iterative and less structured than product-development processes for goods. They suggest that a service innovation process can be divided into three steps: focus (on the development project), understand (the customer), and build (a structure that facilitates delivery of customer value). Because services are easier and quicker to copy than physical products, the chapter concludes by discussing how a company can create unique offerings.

This book asks: (1) How is the service sector growing; (2) what is service innovation; (3) what are the drivers of service innovation; and (4) how can organizations innovate service in a structured way? The book views service as the value-creating activity of customers. The role of a company is to provide the resources and knowledge to enable value creation. We develop a model of service innovation. We also develop guidelines for what is required from the organizational perspective: how should an organization view its customers to be successful, what does a service development process look like, and how to transform an organization that has a product focus to a service orientation. Chapter 5 covers customers taking active roles in service innovation. The most pertinent example of active customers is lead users, who innovate what they are most in need of. Lead users are those who stand to most benefit from product advances, but are often identified by the fact that they are already innovating. Customer involvement encompasses how companies may identify and cooperate with those customers who possess a potential for innovation. The chapter also discusses ethnography, a research method used to understand the customer's value-creation processes in depth.