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Spreadsheet supplement for case 593-098.

In the several years preceding 1992, there had been a dramatic rise in the public's concern for environmental issues. Yet the Roper Organization reported that fewer than one in ten Americans made personal efforts to help solve environmental problems on a regular basis. The Environmental Federation approached the Advertising Council in New York to develop an advertising campaign to motivate individuals and businesses to modify their actions to restore and protect the environment. The case details three phases of campaign development: research, strategy, and execution.

Becton Dickinson, a phenomenally successful company with an 80% market share in the blood collection needles and syringes market faces a change in the customer buying environment (cost containment pressures at hospitals). This forces a reevaluation of the company's highly successful product policy and channel strategy. One of the company's largest customers threatens to leave them for refusing their "low-price" request. It is obvious to students that giving in to this customer's threat would compromise the company's "value-added" thrust, yet the potential business at stake makes it difficult to be inflexible.

Discusses the key distinguishing aspects of industrial as compared to consumer marketing. These differences are highlighted for organizational as well as marketing mix aspects.

Examines those social marketing situations that pose challenges for adoption of conventional marketing principles. In addition to discussing how they differ the note explores underlying reasons and suggests alternate ways of conceptualizing such problems.

Describes the rapid growth of General Electric Plastics for over the last decade to a $5 billion (sales) company. The accompanying organizational transitions are described. The task is to design a marketing organization for the coming decade given the anticipated market changes.

Ad Council wished to run an educational campaign aimed at preventing the spread of AIDS. They were challenged to find acceptable ways to address this very sensitive subject matter--ways that the media and the public would approve. One of the big challenges was to make the word "condom" acceptable to the TV networks as condom use can prevent the spread of the HIV virus. The case gives a brief explanation of the disease and the reasons why Ad Council felt this campaign was necessary. Also outlines the target groups selected and basic strategy. The primary question is "How will this campaign get media approval?"

The answer to the (A) case. Explains Ad Council's plan. Outlines alliance with American Advertising Federation to enlist support of local Ad clubs, media presentation, and implementation strategy.

Describes the background leading to the development of an advertising campaign to help prevention of AIDS in New York City. The three television networks, however, for various reasons reject the campaign, to the dismay of Saatchi & Saatchi executives.

Provides a follow-up to the (A) case.

Updates the decision issues faced by Rohm and Haas in launching Kathon MWX for small customers.

James Clabough, marketing vice president at Ingersoll-Rand, has to decide on the distribution policy for a new product. The decision has marketing as well as organizational ramifications.

Peter Baldwin takes over Clabough's job and is charged with the responsibility to improve sales force morale, control expenses, and improve market share.

Describes the actions taken by Peter Baldwin to address the issues.

Describes the progress of a new product launch (HCS-100, a hospital communication system). Ring Medical has sold only five systems in six months against an annual target of 30. There is a lack of agreement internally on how the new product effort should be organized. In addition, there are differences of opinion on which distribution channels are most appropriate. These issues must be resolved before the board meeting scheduled for the following day.

Norton, a once famous motorcycle manufacturer, soundly beaten by Japanese competition, turns its attention to developing rotary engines. The company is acquired by Norton Group PLC, which is headed by a dashing entrepreneur. The new management must decide what direction to give the company and what projects to concentrate on, especially since the financial resources at the company's command are limited.

Outlines the decisions taken by the company's management team in response to the challenges posed in Norton Group PLC (A). For each such decision, further data is provided for students to ponder the effectiveness of the action steps undertaken.

Gray markets may be the result of natural forces like maturity in a product life cycle (when price emerges as the key factor in purchases) or dislocations in foreign exchange rates. Gray markets are also convenient channels for distributors and producers, and so represent opportunities.

Describes in detail the research mounted by five individuals with a $20,000 budget to combat drug abuse among Boston's school-going population. Using the focus group methodology they discover that most of the current anti-drug advertising is useless. They create their own storyboards but are not sure if they are truly better.

Describes the results of the advertising pre-test described in the (A) case. The group must now decide how to implement its findings for maximum impact.