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In 1997, Lyle Hubbard, CEO of Gardenburger, a producer and marketer of veggie burgers and meat alternative products, had called together his executive team to discuss Gardenburger's advertising strategy, which until then had consisted mainly of print ads in food service trade publications, trade shows, off-invoice promotions with distributors, in-store sampling, and radio advertising. When Hubbard arrived at Gardenburger, he had wanted to create a rapidly growing, highly profitable company by taking veggie burgers from a small health food niche to the consumer mainstream. He believed that key to achieving this strategy was establishing national distribution in the largest channel, the grocery channel (which Gardenburger had only penetrated 30% by the beginning of 1996); innovating with flavor variety (but generally focusing on the veggie patty vs. expanding into other meat alternatives); and creating broad consumer awareness and trial.

In 1997, Lyle Hubbard, CEO of Gardenburger, a producer and marketer of veggie burgers and meat alternative products, had called together his executive team to discuss Gardenburger's advertising strategy, which until then had consisted mainly of print ads in food service trade publications, trade shows, off-invoice promotions with distributors, in-store sampling, and radio advertising. When Hubbard arrived at Gardenburger, he had wanted to create a rapidly growing, highly profitable company by taking veggie burgers from a small health food niche to the consumer mainstream. He believed that key to achieving this strategy was establishing national distribution in the largest channel, the grocery channel (which Gardenburger had only penetrated 30% by the beginning of 1996); innovating with flavor variety (but generally focusing on the veggie patty vs. expanding into other meat alternatives); and creating broad consumer awareness and trial.

In April 1999, John Gummer, chairman of the Marine Stewardship Council (MSC), an independent, global nonprofit organization, was charged with implementing an eco-labeling program for seafood products harvested in a sustainable manner. Through the program, MSC hoped to harness consumer purchasing power and thereby reverse the decline in the world's fisheries. This case describes traditional approaches to environmental problems and recent innovative strategies, provides examples of eco-labeling for a variety of products, and explores consumer attitudes toward the environment and consumer purchase behavior. Recent crises--the dolphin-safe tuna controversy and the swordfish boycott--provide evidence of the level of public interest that MSC's broad eco-labeling plan could tap into in the council's effort to reverse the decline in the world's fisheries. Because both of the earlier campaigns were tangible and focused on specific issues, it wasn't clear to Gummer that consumers would respond the same way to a more general label applied to all seafood products. Gummer wonders how the council could get customers to start shopping for labeled products and how the MSC should approach the industry to get seafood producers, processors, and retailers all on board.

Focuses on Share Our Strength (SOS), a national nonprofit anti-hunger organization. Examines various decisions faced by SOS related to the establishment of marketing partnerships with American Express (AMEX) and Restaurants Unlimited, Inc. (RUI). The specific alliances involve two corporate sponsorship decisions, Taste of the Nation (TOTN) and Dine Across America (DAA), and one cause-related marketing partnership, Charge Against Hunger (CAH). This case provides background and history of SOS from its inception in 1984. Also details the organization's first key fund-raising event, TOTN. SOS's search for a corporate sponsor for TOTN revolves around consideration of American Express. It is up to the student to assess this opportunity.

Focuses on Share Our Strength (SOS), a national nonprofit anti-hunger organization. Examines various decisions faced by SOS related to the establishment of marketing partnerships with American Express (AMEX) and Restaurants Unlimited, Inc. (RUI). The specific alliances involve two corporate sponsorship decisions, Taste of the Nation (TOTN) and Dine Across America (DAA), and one cause-related marketing partnership, Charge Against Hunger (CAH). This case discusses how the development of cause-related marketing partnerships with AMEX fueled SOS's growth. As a result SOS looks to further expand restaurant participation and develops a new partnership with RUI. They then look to Amex again as a sponsor to expand the DAA program nationally. The student must assess this partnership as well.

Examines the situation facing a group of representatives from the private, public, and nonprofit sectors attempting to increase the diversity of business school faculties. Focuses on the issues faced in mid-1994 by the KPMG Peat Marwick Foundation and its partners in their joint effort to generate more ethnic diversity in business school faculties and, ultimately, in business school classrooms and corporate workforces. Gives background on a prior series of meetings held to discuss what could be done to address the lack of minorities in business. The consensus in these meetings was that efforts should be made to increase the number of minority business school faculty by augmenting the supply of minority doctoral students in business. Discusses the various factors speculated to contribute to the lack of diversity in business school faculty. Gives background to marketing strategy development, and ends with the group trying to figure out what to do. The case decision is a meeting in September 1994 to analyze relevant information and develop a strategy to increase minority applicants to Ph.D. programs.