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In this, the second of a two-part case series, the SVEDKA founder assesses which initial decisions were most critical in the launch of his now-successful product. He also explores the new choices he faces, including changes to the distribution channels and additions to the product line. Suitable for both MBA- and undergraduate-level courses such as integrated marketing communications, the case presents opportunities to discuss pricing, target, distribution, branding, and promotion. See also "SVEDKA Vodka (A)," (UV4284).

Suitable for both MBA- and undergraduate-level courses such as integrated marketing communications, this case traces a product from idea to established, successful brand. A spirits industry executive perceives a gap between the under-$10 and the $25-and-up "prestige" vodkas. Could a midpriced vodka capture some volume from each of those markets? Decisions on pricing, target, distribution, branding, and promotion are considered in the A case. The B case (UV4285) presents the results, which include the important benchmark of one million case sales by 2006. It also presents the founder's assessment of which initial decisions were most critical and explores the new choices he faces, including changes to the distribution channels and additions to the product line.

This case illustrates the problems of a small hydroponic produce company trying to achieve breadth and depth of distribution for its 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.

This simple model of marketing strategy can provide keys to creating a sustainable competitive advantage. Suitable for MBA and executive formats, this technical note demonstrates that individual marketing strategy concepts are interconnected, which renders the strategic process vulnerable to the political machinations of executives. Evolving customer needs and competitors' proactive efforts to steal market share require a dynamic marketing strategy.

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?

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?

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.

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.

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.

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.

This case is intended to be part of a first-year MBA marketing course, or a second-year elective in advertising, integrated marketing communications, market research, or marketing analytics. The case provides students with examples of two real advertising experiments and the challenges involved in executing the experiments. It allows for a discussion of the need for advertising experiments, and also, at a more general level, the need to measure the return on marketing. Biases surrounding the field experiments allow for a discussion of the problems with establishing a causal relationship between advertising and sales.

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 and uses the familiar concept of Prisoner's Dilemma and addresses price tailoring.

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.

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

In early 2002, Levi Strauss was considering rekindling its Wal-Mart relationship with a new value brand. How should the brand be developed to preserve sales with existing customers in other channels? Was it possible to leverage the iconic Levi's name while remaining competitive and not affecting consumers' propensity to purchase other Levi's product lines at higher price points?

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.

This case describes the brand-building efforts of Harley-Davidson and some of the programs the company has used to maintain a dialogue with consumers. The case discussion is anticipated to focus on the causes, consequences, and threats to almost fanatical brand loyalty exhibited by Harley owners.

TiVo's valuation is questioned by stock analyst and the case challenges students to use concepts and applications of customer lifetime value to determine whether TiVo's current share prices are appropriate.

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

The note 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.