This case examines InSightec, a company that had pioneered a therapeutic medical technology known as magnetic-resonance-guided focused ultrasound surgery with a product line named ExAblate. Further developing the technology to include brain treatments in a product called ExAblate Neuro, InSightec had the proprietary ability to safely penetrate the skull en route to a targeted lesion. Among other ailments, essential tremor (ET) appeared to be effectively treated in this manner. With FDA approval of ExAblate Neuro expected within two to three years, InSightec's VP of sales and marketing in the Americas was now tasked with devising a go-to-market strategy for the launch of this innovative new medical device in the complex and evolving U.S. health care market.

This note describes in detail the components of a marketing plan and the process by which data are collected and the plan is developed. Its objective is to develop a sense of purpose and discipline in how one goes about the marketing plan development process and to assist in the gathering of data that will become part of the written plan.

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.

This second part of a two-part case provides the epilogue to the story of BP's conflicts with Russian oil partners and underscores the importance of alliance management.

Following the Deepwater Horizon oil spill, BP seeks to expand its assets and revenues, so it looks to Russia, but a planned alliance with a Russian state-owned oil company is thwarted by objections from another Russian oil partner. This case maps BP's strategic alliances and illustrates the importance of alliance management.

The purpose of this note is to help students better understand the concept of customer segmentation in a business-to-business (B2B) context, focused on such topics as the role segmentation plays in the larger marketing strategy of which it is a part, the process, primary approaches, and variables.

This is an MIT Sloan Management Review article. Managers are increasingly recognizing that the benefits of traditional supply chains - reduced cost, faster delivery and improved quality - are no longer sufficient by themselves for the modern marketplace. A new paradigm is emerging of a more sophisticated supply chain, one that also serves as a vehicle for developing and sustaining competitive advantage by delivering specific outcomes. So concluded participants in the Supply Chain Management 2010 and Beyond research initiative - a four-year set of surveys and workshops on which this article is based. The authors report that the "supply chains of tomorrow" should achieve varying degrees of six basic outcomes, depending on their specific customer base and its set of needs. The first of these outcomes is "cost" (a composite of the heretofore sole objectives relating to monetary cost, delivery and quality). The others are responsiveness (the ability to change quickly in terms of volume, mix or location as a function of changing conditions), security (assurance that the supply chain's products will not be contaminated or otherwise unsafe), sustainability ("greenness," or environmental responsibility), resilience (the ability to recover quickly and cost-effectively from disruptions) and innovation (the supply chain as a source of new products and processes or improvements in existing ones).

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The case traces the events leading up to the alliance, discusses the early stage issues with which the partners have to deal, addresses some of the governance issues, and examines the past merger between Chrysler and Daimler that ended in a failure. The case presents a normative approach to alliance management and conjectures about the success of the Fiat-Chrysler alliance. We address whether Chrysler is a suitable partner and whether there is a strong enough rationale for the alliance and whether the two partners are compatible. Finally, the case explores the lessons learned and the cautions that might derail the alliance.

Business-to-business marketers have begun to appreciate the value social networks -- specifically, the use of social media -- to nurture relationships with current customers and to reach one's potential customers. This note explores the different facets of social media: what it is, what the risks are, and how best to harness it for use in a B2B context. Despite skepticism regarding their efficacy and whether they accomplish the goals established by the firm, social media have been used increasingly in recent years by B2B marketers, who can use them to attract communities of interest to the firm. The note addresses how to incorporate social media tactics into one's marketing plan and presents a normative discussion of where social media fit as part of a larger integrated communications program.

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 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.

This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force. An Excel file containing two of the case exhibits is included and is available by contacting [email protected]. A related Technical Note entitled "A Note on Sizing the Sales Force" (UVA-M-0746) is available that describes several approaches one could employ to size a sales force; it addresses the advantages of each approach as well as the weaknesses.

This note describes several approaches one could employ to size a sales force. It addresses the advantages of each approach as well as the weaknesses. The case entitled "Z Associates: Sizing the Sales Force" provides a real-world example of one company's attempt to select the correct approach, and includes a supplemental Excel file for students.

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 case examines NBC's decision to bid on Major League Baseball's contract. The issues relate to the cost of the contract and whether it helps NBC meet both its profit targets and strategic goals. The case includes a pricing model to help the student determine whether to bid or not.

This case examines both the nature of competition between two formidable firms and how they continue to transform themselves. See also "Package War: FedEx vs. UPS".

The C case is the third in the Telezoo series that trraces the growth of this Internet start-up. The firm has now entered the economic decline of the late 1990's and has been caught in the collapse of the telecom industry. The case traces the options available to Ms. Murville and describe how Telezoo cna come back from the brink. The case further developes the cras of the Telecom industry and places Telezoo's challenges within this larger context.

The A case describes the start of a new business, Telezoo, and the challenges facing a start-up as it attempts to develop a unique place for itself in the marketplace.

In mid-2000, United Technologies Corporation (UTC) was two years into a supplier development integration program. The major focus of this initiative was to strengthen relationships with "key" suppliers to fully leverage the supply chain. The qualities sought in the relationships included long-term commitments, confidential information sharing, cooperative continuous improvement efforts, and sharing risks and rewards. Both the nature of these relationships and the associated behaviors were new for UTC and represented a significant challenge. UTC believed it was making progress moving from supplier rationalization toward supplier integration. However, some UTC suppliers believed that they were not receiving any of the gains from these initiatives and viewed UTC as often focused only on cost cutting. UTC's Global Supply Management organization hoped to investigate individual supplier relationships and address supplier concerns. The objective was to assist high-potential suppliers so that they could improve their performance and, at the same time, align better with UTC's goals for a more productive and less costly set of reliable supply chain partners.