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A "slice of life" depiction of the range of issues and activities experienced by Frank Burke (HBS MBA 1987), the president of a minor league baseball team (the Chattanooga Lookouts). Raises questions of the applicability of MBA skills in this role and the "quotient of contentment" an HBS MBA can have in this situation. The similarities and differences of minor league versus major league operations are an important analytic component. Among the specific issues Burke confronts are finding additional revenue streams, considering ticket price increases, and the pros and cons of a new stadium.

The creation of Lucent Technologies was the result of AT&T's "trivestiture" in 1995. In this split, three companies were formed: AT&T, a $50 billion telecommunications services company; NCR, a computer firm; and an unnamed $20 billion "Systems and Technology" company that designed, built, and delivered a wide range of public and private networks, communications systems and software, consumer and business telephone systems, and microelectronics components. Given that AT&T was one of the largest, oldest, and best known corporations in the world, the new "S&T" company's management was faced with a series of strategic issues which had to be resolved quickly. Presents the process used by the company and its corporate identity consultants to identify corporate values that were important in the marketplace, to create a name for the company, to design a logo and identity system, and to implement the strategy. Also provides an opportunity to follow the process used by a company at the time of change in its identity and positioning in the marketplace. Such change may come as the result of a merger, acquisition, new alliance or, as in this case, the result of a spin-off. Comparing this process to the one generally followed in the formation of a truly new "start-up" venture; analyzing the effect of business, financial, and regulatory pressures on the process; and examining the role of consultants and research in the development of a name and visual identity for the company. Comparisons to current publicized examples of identity change can foster meaningful debate in the classroom.

Examines sports sponsorship at John Hancock through 1998 and prospectively beyond. From its early sponsorship of the legendary Boston Marathon, the company had expanded its activities substantially. It was one of the worldwide "Top Sponsor" companies of the Olympics, a very significant expenditure. The company also sponsors the U.S. Tour of World Gymnastics Champions and Figure Skating Champions. Students must analyze the company's activities in the context of benefits to John Hancock and its constituencies. Considerable description is included of ways the company tries to "leverage" its sponsorships. The company's principles of sports sponsorships are included.

An overview of the rapid growth of stadium development in professional sports in the 1990s. The range of special stadium revenue streams is described along with specific examples of stadiums for the Washington Redskins and Carolina Panthers.

Explores the National Hockey League's participation in the 1998 Winter Olympics, for which a "winter break" was taken from the regular schedule. The benefits and risks associated with the NHL's Olympic participation are one specific focus. In addition, the case address fan development and league growth, including franchise expansion to the U.S. Sun Belt, the role of national television for the NHL, and the impact of Grassroots Programs.

The news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. (KTI). Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter that he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. In this fictitious case study, Simmonds, along with the company's counsel and vice president of human resources, must figure out how much and what sort of damage control they need. Five experts offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information. In 97111 and 97111Z, Kenneth L. Coleman, Stephen A. Greyser, Hal Burlingame, Rob Galford, and Gregory S. Rubin offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information.

The news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. (KTI). Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter that he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. In this fictitious case study, Simmonds, along with the company's counsel and vice president of human resources, must figure out how much and what sort of damage control they need. In 97111 and 97111Z, Kenneth L. Coleman, Stephen A. Greyser, Hal Burlingame, Rob Galford, and Gregory S. Rubin offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information.

Seeking to dispose of an outmoded oil drilling platform in the North Sea, Shell finds itself confronted by Greenpeace and other environmentalists. The protesters land 12 people onto the rig and initiate media coverage of their "occupation." The case follows the events during the spring and summer of 1995, focusing on the United Kingdom and Continent countries. Students are confronted with the need to recommend communication approaches and actions at various stages of the developments.

The Historical Society of Pennsylvania (HSP) runs one of the nation's most important research libraries and a museum focusing on colonial history. Financial analysis shows that the society has absorbed increased costs of operation over the past decade through slow but steady depletion of its endowment and deferment of capital investments. Now the board is faced with three options: 1) continue to operate both the research library and the museum on a dwindling resource base; 2) continue to operate the research library, but deaccess the museum, using proceeds to fortify the research library; and 3) continue to operate the research library, but turn over the artifact collection to a new Philadelphia-wide museum to be created in collaboration with three other organizations.

Describes the television advertising and presents examples of the comparable print ads, then documents new measurement tools and presents the results of key surveys that address audience awareness. Also includes other relevant activities to support Siemens USA's corporate identity. These include umbrella activities, such as a presence in Atlanta for the Summer Olympics, joint trade activities, work with colleagues in Munich to support major projects in China, and the introduction of a Web page.

Supplements the (A) case.

Intel, the largest-selling manufacturer of microprocessor computer chips, finds itself in a brand-threatening situation when a flaw is revealed in its top-of-the-line Pentium chip. The story is front-page news for weeks. The company invested tens of millions of dollars in advertising its branded Pentium chip as a high-quality component via the campaign slogan "Intel Inside." Issues include salience of the problem, when Intel knew of the problem, how it was revealed, and what actions should be undertaken. Teaching Purpose: Students analyze consequences of a company miscue that becomes a much bigger story than initially anticipated. Analogies may be made to other company crisis situations involving brands and communications.

Describes and examines from its inception Benetton's long-running and increasingly controversial image advertising campaign. Initiated in 1985, the highly visual campaign runs internationally primarily in print and on billboards. In its early years, it was widely praised as creative and socially aware. More recently, especially in the United States, many observers, including some Benetton customers and retailers, have been critical of the advertising; some criticisms point to the advertisements as "shocking." Details of the campaign are described, along with reactions to it from observers and retailers. In addition, the rationale of the program is articulated, as well as Benetton's philosophy behind the communications. In mid-1994, management is reviewing the campaign in the wake of particularly vocal criticism of the most recent ads. Teaching Purpose: Focuses on the pros and cons of the advertising strategy over time--particularly in terms of objectives with consumers, the trade, and other stakeholders. Among the major elements for analysis are customer and media responses, as well as the fit of the advertising in various cultures, markets, and customer segments. Includes color exhibits.

Cunard, the world's oldest luxury line company, is confronted with several key issues involving its marketing and marketing communications strategy. One concerns the balance between image/positioning advertising and short-term-oriented promotional advertising/communications on behalf of each individual Cunard ship (i.e., "pull" vs. "push" communications). Related to this is the overall mix of marketing communications tools used by Cunard--media advertising, direct marketing, etc. Another issue is the emphasis in marketing communications between focus on the Cunard corporate identity and focus on the identity of the individual ships. The organizational setting is one of integrating marketing communications for the company and its products. Impacting consideration of the issues is a period of economic conditions adversely affecting sales, along with the effects of the U.S.-Iraq conflict on consumer leisure travel.

Describes BASF's corporate advertising program in the United States. In 1992, BASF's U.S. companies extended an existing corporate advertising campaign to continue to build awareness of the German-based multinational's corporate identity. The core theme of the campaign is "We don't make the products you buy ... we make the products you buy better." The campaign appears only on television. The goals, target audiences, messages, media, budget, and approaches to evaluation are described. Acquaints students with the objectives and detailed program specifics of corporate advertising campaigns. Examines how a non-U.S. based company seeks to build corporate awareness and identity in the U.S. despite having only a single company-branded consumer product.

Describes the approach of the German-based multinational company, Siemens Corp., to establishing an identity in the United States. The specific goals for the 1991-92 corporate advertising campaign are described. Examples of print and television messages are included, using the core theme "That was then--This is now." Target audiences are identified, and the program's media, budget, and methods of evaluating the campaign are also described. Acquaints students with the objective and detailed program specifics of corporate advertising campaigns. Examines how a non-U.S. based company seeks to build corporate awareness and identity in the U.S. despite very limited product exposure to consumers.

Tracks changes in the luxury auto market during the 1980s and early 1990s. Shifts in target consumer behavior--particularly the yuppie lifestyle--serve as the basis for manufacturer modifications of product line, positioning, and advertising. The climax of the case is the 1991 overt effort by BMW to "de-yuppify" itself in the minds of the target market.

Focuses on the communications in the period immediately following the March 24, 1989 Alaska oil spill caused by the Exxon Valdez. Includes the text of Exxon Chairman Rawl's "open letter" in an April 3 newspaper advertisment. Addresses the timing and content of corporate communications and actions following crisis.

On Thursday, November 7, 1991, Los Angeles Lakers star Earvin "Magic" Johnson announced his retirement from basketball in the wake of having tested positive for HIV, the virus that causes AIDS. Magic Johnson was one of the most popular figures in sports, both nationally and internationally. Among the many affected by Johnson's sudden retirement were his commercial sponsors, a group of companies comprising both sporting goods and other consumer products. The case looks at the situation through the lens of the sponsors. Should they retain their association with Johnson? If so, for how long and in what ways? Provides students with the opportunity to put themselves in the shoes of a marketing director, faced with the sudden reversal of fortune of one of the company's key endorsers. Allows for role playing from various perspectives: that of the MD of a sporting goods company compared to the MD of some other consumer product for example.

Supplements the (A) case.