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As a major player in Western Canada's real estate market, Mainstreet Equity Corp. has a unique strategy for success: instead of simply buying and selling properties, Mainstreet also upgrades and manages them, thereby enhancing their value. In particular, Mainstreet concentrates its efforts on the multifamily sector, acquiring apartment buildings and townhouses to rented or sold at a profit under the Mainstreet brand. The company president and chief executive officer is at a professional crossroads where the future of Mainstreet is concerned. He wants to ride the wave of rapid growth that his young company is experiencing, yet at the same time, he wants to preserve the values of a small entrepreneurial firm. Control over issues such as quality, service, buying and staffing is important to him and easy to facilitate under current conditions. But the opportunity to expand is also tempting and at hand. Mainstreet's board of directors must work towards a decision regarding whether or not to expand the business, and if so, how rapidly and where? Or if not, the board must decide on an alternative course of action that would prepare the company for expansion in the future.

Gino SA was a major European-based manufacturer of burner units that are sold in China through exclusive contracts with three distributors. As a result, the three Chinese distributors have significant bargaining power with Gino. A leading boiler manufacturer, who is currently purchasing through a distributor, has approached Gino to receive OEM treatment (a further discount by purchasing the burners direct from the manufacturer, in return for a commitment to purchase a percentage of their burners from Gino). In deciding whether or not to pursue the company's first direct OEM relationship, the marketing manager must consider the impact of his decision on the distributors, the competition and the company's corporate management.

Gino SA is a manufacturer of burner units that are sold through exclusive contracts with distributors. As a result, the three distributors have significant bargaining power with Gino. A leading boiler manufacturer, who is currently purchasing through a distributor, has approached Gino to receive OEM treatment (a further discount by purchasing the burners direct from the manufacturer in return for a commitment to purchase a percentage of their burners from Gino). In deciding whether to pursue the company's first direct OEM relationship, the marketing manager must consider the impact of his decision on the distributors, the competition, and the company's corporate management.

Looking for a creative option to promote 3M products to medical professionals, a 3M Chile sales manager developed the idea of a first-aid kit or botiquin that could be used as a promotional gift. Managers at the company's world headquarters had not previously focused on branded first-aid kits. It was the same all over the world, a plain white box with the red cross in front. You just can't brand a first-aid kit! they replied. At the same time, the Chilean managers lacked the resources necessary for adequate market research. Should they go ahead with the botiquin concept anyway? If they did, questions such as channels, packaging, promotion, and pricing, would still have to be addressed. (A sequel to this case is available, titled 3M Chile - Health Care Products (B), case 9A99A005.)

In August 1991, Procter & Gamble Inc. (P&G) acquired Facelle Paper Products, a Toronto-based manufacturer of tissue, towel and sanitary products, for $185 million. By March 1992, P&G was prepared to consider a major repositioning of the Facelle brands (Royale and Florelle) in the facial tissue market. The product formulation, their brand names, pricing, and advertising strategies were all under review.

In late June 1987, Ron MacKenzie, executive vice-president of Quadra Logic Technologies Inc. (QLT) located in Vancouver, was thinking over the firm's latest opportunity to commercialize a product. The small company's research group had come up with a drug which, when combined with laser technology, could be used in the treatment of cancer. Killing malignant tumours with beams of light ... it's right out of science fiction, he muttered to himself. We've got to market this product. But how? Can we do it ourselves or should we sell it to someone else? Maybe we should wait until we're in a better position to support it. A follow-up case, Quadra Logic Technologies Inc. (B) is also available.

Cantel Inc. had just been granted a license from the Canadian Department of Communications to provide a national air network for a new mass communications technology, cellular radio communications. In devising a marketing strategy, the management team questioned whether the company should be involved in the provision of a complete cellular package, including the promotion, sales, installation and maintenance of both cellular telephones and network subscriptions. In addition, they were considering alternative distribution channels for bringing cellular to potential end users, and pricing and promotional programs were not yet finalized.

A large Ontario ski resort faces a decision about whether to invest in facilities for night skiing. Demand is very uncertain, so the management undertakes a market research study. Day skiers at the facility are surveyed about their potential interest during the month of February and March. The resort's management is suspicious about the validity of the results of the research, but has no time to collect further data.

A large Ontario ski resort faces a decision about whether to invest in facilities for night skiing. Demand is very uncertain, so the management undertakes a market research study. Day skiers at the facility are surveyed about their potential interest during the months of February and March. The resort's management is suspicious about the validity of the results of the research, but has no time to collect further data.