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In response to a potential competitive inroad at a key account, managers at Becton Dickinson are considering a multidivisional marketing effort.

The marketing director for the largest division of a health care products company is reviewing the structure and staffing of the division's marketing organization. The division has authorization to hire an additional marketing manager. Hence, the immediate case decisions are: 1) whether to hire an additional manager; and 2) if so, what should be the role and responsibilities of a new manager within the marketing organization. Industry developments, budgetary considerations, and changing field sales and service requirements make this a complex decision with larger implications for the division's marketing strategy and implementation.

In 1992, the president of MEM (a producer of personal care products, including men's fragrances) considered a redeployment of field sales efforts and changes in sales compensation policies. Any changes, moreover, must consider the context of strategic decisions concerning English Leather, the firm's major product line. The case provides data concerning consumer behavior and attitudes in the product category, as well as information concerning how changes in competition and distribution channels affect the brand.