This field-based case set uses qualitative and quantitative research during the early stages of app development to unfold circumstances that allow for an analysis of the problems people have around financial health, consumer insights, and the largest market opportunity. The material provides the opportunity to explore data gathered through focus groups, quantitative survey research, and factor analysis for segment inputs. This further enables exploration of experimentation, practice in using and interpreting qualitative data, and discussion of using qualitative data as a stimulus for generating quantitative data. Key takeaways include when and where a focus group approach is appropriate, risks, and other research techniques that might be considered, as well as learning around segmentation, targeting, positioning, and new product development. This A case opens with the founders of Upli, Michael Krause and Christof Meyer, seeking to understand problems around financial health and using focus groups to generate insights into who would use a financial wellness app. The B and C cases follow them as they use qualitative data from the focus groups to design surveys, then use quantitative data from the surveys to create segments, and finally design and finance their app. This case set can be used in a first-year MBA or executive MBA program in a core marketing course, in a second-year elective on consumer behavior or marketing research, or in a strategy course on design thinking. It would also fit in courses on entrepreneurship and new product development. The material works well in a module on understanding consumers and consumer insights with focus groups.

This field-based case set uses qualitative and quantitative research during the early stages of app development to unfold circumstances that allow for an analysis of the problems people have around financial health, consumer insights, and the largest market opportunity. The material provides the opportunity to explore data gathered through focus groups, quantitative survey research, and factor analysis for segment inputs. This further enables exploration of experimentation, practice in using and interpreting qualitative data, and discussion of using qualitative data as a stimulus for generating quantitative data. Key takeaways include when and where a focus group approach is appropriate, risks, and other research techniques that might be considered, as well as learning around segmentation, targeting, positioning, and new product development. In the A case, the founders of Upli, Michael Krause and Christof Meyer, use focus groups to generate insights into who would use a financial wellness app. This B case follows them as they use qualitative data from the focus groups to write survey questions to test quantitatively. The quantitative survey data allows exploration of several different segments, and they use factor analysis to identify which variables appear to be most potent for segmentation inputs. Meyer and his team then construct a framework to compare segments to one another. The C case reveals their design and funding efforts. This case set can be used in a first-year MBA or executive MBA program in a core marketing course, in a second-year elective on consumer behavior or marketing research, or in a strategy course on design thinking. It would also fit in courses on entrepreneurship and new product development. The material works well in a module on understanding consumers and consumer insights with focus groups.

This field-based case set uses qualitative and quantitative research during the early stages of app development to unfold circumstances that allow for an analysis of the problems people have around financial health, consumer insights, and the largest market opportunity. The material provides the opportunity to explore data gathered through focus groups, quantitative survey research, and factor analysis for segment inputs. This further enables exploration of experimentation, practice in using and interpreting qualitative data, and discussion of using qualitative data as a stimulus for generating quantitative data. Key takeaways include when and where a focus group approach is appropriate, risks, and other research techniques that might be considered, as well as learning around segmentation, targeting, positioning, and new product development. In the A and B cases, the founders of Upli, Michael Krause and Christof Meyer, use focus groups to generate insights into who would use a financial wellness app, then use qualitative data from the focus groups to write survey questions to test quantitatively and create segments, and finally use factor analysis to identify which variables appear to be most potent for segmentation inputs and construct a framework to compare segments. This C case reveals the steps they took to design the Upli MVP and push it out to a small group of people. It also offers insight into entrepreneurial motivations to keep moving forward and allows discussion of different ways to finance entrepreneurial ventures. This case set can be used in a first-year MBA or executive MBA program in a core marketing course, in a second-year elective on consumer behavior or marketing research, or in a strategy course on design thinking. It would also fit in courses on entrepreneurship and new product development. The material works well in a module on understanding consumers and consumer insights with focus groups.

This case set draws on a summer internship in brand management to outline potential steps in bringing a new food product to life. While there are general guidelines to the new product (brand, grocery aisle, and target market), the rest of the product development is up to the team of marketers and research and developers. This case can serve several purposes: It can be used as a midterm exam (e.g., after a module on consumer research) or as a part of a final exam (together with other mini cases). Another possibility is to use this case as a live case or as a case to discuss focus groups.

While there will always be a place in this world for "art for art's sake," the artistic value of creative works need not be diminished by the application of commercial considerations. In fact, the argument can be made that both artist and consumer benefit when these two worlds are harmoniously fused. This note explores this notion, with the authors developing a reference document for business and art students to draw upon when entering the business of Broadway and navigating the myriad decisions when bringing a creative work to commercializable life.

This technical note is designed to introduce students and practitioners to the body of work associated with creativity and its applications for professionals and the organizations they lead. Creativity is often seen as an intangible subject, and a half-century of research remains remarkably unknown. This note describes actions that professionals can immediately implement to accelerate creativity in the work place.

Literature in food marketing provides many examples of implicit associations and tensions of which marketers should be aware. For example, a brand that positions its product as healthy and tasty may struggle to gain traction in the market because consumers tend to associate good-tasting food with low health value, and therefore assume healthy food tastes bad. Often, consumers make purchases based on heuristics and perceptions. This note provides insights on some of the main tension in the literature. The note can be used alone, but fits nicely with the cases "Just: Positioned to Target Mainstream Tastes?" (A) and (B) (UVA-M-0956 and UVA-M-0957).

In April 2017, Kevin Johnson took over the reigns as CEO of Starbucks, the iconic coffee giant. He faced a number of key decisions to keep the global retail giant competitive, but one in particular loomed large. Over the last few years, Johnson's predecessor, Howard Schultz, had increasingly used Starbucks as a progressive platform in an attempt to influence the world around its stores, whether he was aiming to smooth out race relations in the United States or support marriage equality. (Schultz was so vocal about these issues, in fact, that many people speculated he harbored secret political ambitions for his post-Starbucks career.) The case examines Schultz's memorable 2015 Race Together campaign and invites students to debate whether Johnson's work should be focused on (1) similar attempts to align Starbucks with progressive ideals and social causes, or (2) Starbucks' profitability and shareholder value alone. Were there certain times or circumstances where it was appropriate to engage in brand activism, and what impact might these initiatives have on brand integrity and the bottom line? In addition to inviting students to analyze the financial, branding, and employee- and customer-relations implications of social activism at Starbucks, the case also allows them to develop a framework for when and how brand activism might be appropriate in the future.

This technical note offers students a definition of brand activism (as contrasted to corporate social responsibility) along with an explanation of the different forms that this corporate practice can take. Specifically, students are introduced to the concepts of both progressive and regressive brand activism, in addition to the different causes the activist efforts may champion, whether social, legal, or environmental, to name a few. In order to illustrate these different categories and the sensible ways for managers to approach brand activism, examples of both successful and unsuccessful brand activism initiatives are provided, including those of Benetton Group, Dove, Patagonia, and Pepsi. While these companies' moves were intentionally designed to resonate with consumers, students are also presented examples of companies that unwillingly elicited activist customer responses (including GrubHub, Uber, Nordstrom, Starbucks, and Papa John's). Finally, the examples of Jack Daniels and Chick-fil-A illustrate deliberate corporate decisions not to communicate their values, while an explanation of boycotting and buycotting helps students understand the impact that brand activism initiatives can have on the bottom line.

Well suited for MBA and undergraduate marketing programs, this case uses product positioning and placement during the early growth stages of a start-up's brand in the food industry to unfold circumstances that allow for an analysis of the firm's positioning and food marketing decisions. All products are plant-based foods distributed nationally in the United States. Seeking to target mainstream tastes and low price, tensions among the three pillars of the brand's marketing strategy, which are quality, accessibility, and sustainability, leave the case open to explore uncertainty, positioning, marketing mix, and consumer behavior. The A case opens with Josh Tetrick, Just's founder and CEO, facing an obstacle to the brand around accessibility. Target delisted all Just products in its stores after receiving an unverified, anonymous letter claiming that some of the products were unsafe and mislabeled. Although it only accounted for a small percentage of sales, losing Target affected Just's ability to meet its distribution goal to reach price-conscious consumers where they shopped and its greater goal to build a food system where everyone could eat well.

Well suited for MBA and undergraduate marketing programs, this case uses product positioning and placement during the early growth stages of a start-up's brand in the food industry to unfold circumstances that allow for an analysis of the firm's positioning and food marketing decisions. All products are plant-based foods distributed nationally in the United States. Seeking to target mainstream tastes and low price, tensions among the three pillars of the brand's marketing strategy, which are quality, accessibility, and sustainability, leave the case open to explore uncertainty, positioning, marketing mix, and consumer behavior. The B case brings in another twist as Just announces plans to publicly launch a meatless product line.

This is a three-part, disguised case series. In June 2009, Diana Zanzi was hired by Ventoso Ship Supply, an Italian sailboat manufacturer, to help them understand their boats' puzzling selling patterns. Zanzi was informed that sales rates for two higher-end boat models were especially odd. Despite one's superior technical specifications, speed, amenities, and overall value-for-money, their higher end models were hard to sell. However, a lower-quality boat was sold at an astonishing rate. Existing survey work conducted by the company only served to confirm the rational assumption that customers generally preferred more technically advanced sailboats; as such, the survey would not solve the mystery. Tasked with solving this mystery, Zanzi was given the contact information for Ventoso's roster of potential customers and asked to conduct her own interviews to discover what could possibly explain customers' preferences when acquiring sailboats. Zanzi was told that consumers may not be consciously aware of how they choose sailboats, and so she needed to figure out a good method to understand these unconscious preferences. In part A of the series, the reader is faced with the task of designing a test that might reveal buyers' sailing-related thoughts. For instance, what should Zanzi ask consumers to understand their implicit and unconscious perceptions of the ideal sailboat? More importantly, the reader is invited to consider when and why such a tool is needed. In other words, what marketing technique should we use when consumers don't seem to be fully aware of their decision process?

This is a three-part, disguised case series. In June 2009, Diana Zanzi was hired by Ventoso Ship Supply, an Italian sailboat manufacturer, to help them understand their boats' puzzling selling patterns. Zanzi was informed that sales rates for two higher-end boat models were especially odd. Despite one's superior technical specifications, speed, amenities, and overall value-for-money, their higher end models were hard to sell. However, a lower-quality boat was sold at an astonishing rate. Existing survey work conducted by the company only served to confirm the rational assumption that customers generally preferred more technically advanced sailboats; as such, the survey would not solve the mystery. Tasked with solving this mystery, Zanzi was given the contact information for Ventoso's roster of potential customers and asked to conduct her own interviews to discover what could possibly explain customers' preferences when acquiring sailboats. Zanzi was told that consumers may not be consciously aware of how they choose sailboats, and so she needed to figure out a good method to understand these unconscious preferences. In part C of the series, the reader is tasked with interpreting multiple levels of data (including selected stimuli covering multiple senses, consumer-generated adjectives linked to those stimuli, and word clusters of shared meaning composed of those adjectives) that resulted from Zanzi's interviews. What does this data indicate about consumers' preferred sailboat qualities and, more expansively, how Ventoso can effectively market its sailboats across different cultures? This discussion again allows the professor to talk about various market research techniques.

This is a three-part, disguised case series. In June 2009, Diana Zanzi was hired by Ventoso Ship Supply, an Italian sailboat manufacturer, to help them understand their boats' puzzling selling patterns. Zanzi was informed that sales rates for two higher-end boat models were especially odd. Despite one's superior technical specifications, speed, amenities, and overall value-for-money, their higher end models were hard to sell. However, a lower-quality boat was sold at an astonishing rate. Existing survey work conducted by the company only served to confirm the rational assumption that customers generally preferred more technically advanced sailboats; as such, the survey would not solve the mystery. Tasked with solving this mystery, Zanzi was given the contact information for Ventoso's roster of potential customers and asked to conduct her own interviews to discover what could possibly explain customers' preferences when acquiring sailboats. Zanzi was told that consumers may not be consciously aware of how they choose sailboats, and so she needed to figure out a good method to understand these unconscious preferences. In part C of the series, the reader is tasked with interpreting multiple levels of data (including selected stimuli covering multiple senses, consumer-generated adjectives linked to those stimuli, and word clusters of shared meaning composed of those adjectives) that resulted from Zanzi's interviews. What does this data indicate about consumers' preferred sailboat qualities and, more expansively, how Ventoso can effectively market its sailboats across different cultures? This discussion again allows the professor to talk about various market research techniques.

In March 2009, Ulrich Bez, CEO of British carmaker Aston Martin Lagonda Ltd., found himself grappling with some tough news from Switzerland. The company had just debuted a novel car concept, its first crossover model under its rarely used historic Lagonda brand, at the Geneva Motor Show, but the negative press criticizing the four-wheel drive, four-seater car's design and concept was troubling and unexpected.