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Judge William Wright considers the case of the dispute of a whale carcass wherein several whaling ships claim ownership based on each one's contribution to its killing. The judge must weigh in the differing efforts and costs of three ships who each played a role at different stages of the hunting process, as well as the prevalent norms-of-ownership at the time.

Judge William Wright considers the case of the dispute of a whale carcass wherein several whaling ships claim ownership based on each one's contribution to its killing. The judge must weigh in the differing efforts and costs of three ships who each played a role at different stages of the hunting process, as well as the prevalent norms-of-ownership at the time.

Paul Frank Industries (PFI), a privately held company based in the United States, finds itself in hot water after social media criticizes a Hollywood marketing event hosted by PFI in which Native American stereotypes were prominently featured. When photos of the event are released on Facebook, two bloggers bring attention to the event through their social media channels, and the reaction quickly spreads throughout the Native American community and beyond. In the wake of this public relations nightmare, students are asked to reflect on the actions taken by Paul Frank Industries prior to, during and after the marketing event.

Godrej Security Solutions (GSS) offered both physical security products (such as safes, lockers, etc.) and electronic security products (such as cameras with analytics, closed circuit television, biometric and access control systems, burglar alarms, etc.). Although homeowners were evidently worried about their security, they were typically passive and reactive — as opposed to proactive — in addressing the problem. GSS had launched two effective advertising campaigns; however, continuing to communicate the importance of security solutions and converting this buyer inertia to action was fundamental to its ongoing success. What should the company’s communication strategy be?

Paul Frank Industries (PFI), a privately held company based in the United States, finds itself in hot water after social media criticizes a Hollywood marketing event hosted by PFI in which Native American stereotypes were prominently featured. When photos of the event are released on Facebook, two bloggers bring attention to the event through their social media channels, and the reaction quickly spreads throughout the Native American community and beyond. In the wake of this public relations nightmare, students are asked to reflect on the actions taken by Paul Frank Industries prior to, during and after the marketing event.

Godrej Security Solutions (GSS) offered both physical security products (such as safes, lockers, etc.) and electronic security products (such as cameras with analytics, closed circuit television, biometric and access control systems, burglar alarms, etc.). Although homeowners were evidently worried about their security, they were typically passive and reactive - as opposed to proactive - in addressing the problem. GSS had launched two effective advertising campaigns; however, continuing to communicate the importance of security solutions and converting this buyer inertia to action was fundamental to its ongoing success. What should the company's communication strategy be?

The owner of a fine-menswear store needs to make some crucial decisions regarding his own new line of made-to-measure clothing. He has to decide how to best market a new line and make decisions regarding the target market, product, placement and promotion.

The co-founders of Parker & Pine must decide how best to launch their apparel company's first product, the boxer brief for plus-sized men. With only a few small changes to be made to the product before a full-scale launch, the partners have two important marketing decisions to make: setting the selling price for the boxer briefs and deciding how best to market them alongside the Parker & Pine brand.

The owner of a fine-menswear store needs to make some crucial decisions regarding his own new line of made-to-measure clothing. He has to decide how to best market a new line and make decisions regarding the target market, product, placement and promotion.

The co-founders of Parker & Pine must decide how best to launch their apparel company’s first product, the boxer brief for plus-sized men. With only a few small changes to be made to the product before a full-scale launch, the partners have two important marketing decisions to make: setting the selling price for the boxer briefs and deciding how best to market them alongside the Parker & Pine brand.

The case illustrates an innovative integrated marketing campaign by Nokia to promote its new phone, the N8. In early January 2010, Stuart Wells, Integrated Global Campaign Lead at Nokia, initiated and supervised the execution of an ambitious integrated marketing campaign. The case follows the decision-making process step-by-step, with particular attention to the use of digital channels in the launch strategy and to social media measurement and ROI.

The owner and president of a craft brewery and restaurant had just finished reviewing the company’s mid-year results, which revealed some operational capacity issues and a limited marketing budget. As a result, the owner wanted to focus on each of the company’s product lines and their contribution to the business to determine how to allocate marketing costs. Alternatively, with the company’s continued growth, the owner wondered whether the brewery would be better off investing in expansion to increase its current and long-term brewing capacity.

Instacart is testing an Uber-style solution to the challenge of building a home-delivered grocery business. It is backed by $220 million of venture funding. Will this model succeed where businesses like Webvan failed? What are the questions that this exploratory venture needs to answer?

Core Curriculum Readings in Marketing cover fundamental concepts, theories, and frameworks in marketing. For classroom use in higher education, this Reading is accompanied by a Teaching Note, test bank, and exhibit slides. This Reading focuses on the three issues a company must address in developing its product policy: 1. Product mix breadth refers to the variety and number of product lines offered. 2. Product line depth is the number of items in a given product line. 3. Product item design refers to each individual product's specifications. This Reading contains two Interactive Illustrations: the first, "Altius Golf Ball Positioning," explores the effect of product positioning on market share in markets with different degrees of cannibalization from the perspective of a golf ball manufacturer that plans to extend its product line. The second, "Product Bundling," explores how pricing "bundles" of products and services is influenced by their perceived value, using the example of hotel accommodation prices in different locations and for different segments of hotel guests (business travelers, vacationing families, and budget-minded students). The Reading also contains two videos, one on strategies for creating new product categories and one on using a customer feedback loop to manage the uncertainty of product innovation.

This case is set in July 2013, shortly after the launch of Surf Air, an all-you-can-fly subscription airline based in California. Wade Eyerly, the CEO of Surf Air, has to decide if the business model is sustainable, and also if Surf Air could be expanded to other locations. Three directional trends are predominant in the domestic airline industry in the US - consolidation of airlines, operational discipline and cost-cutting, and an unbundling of services to create ancillary revenue streams. Customers are struggling as shrinking hubs or cancelled point-to-point routes result in more flight connections, and higher costs to reach their destinations. Surf Air is introduced in the California region to address the above issues, by providing frequent business travellers an affordable option through a monthly subscription. The airline commences operations with six-seater Pilatus PC-12 jets serving two secondary airports in Los Angeles and the San Francisco Bay area; and this is shortly followed by another service to Santa Barbara. Eyerly notes that the months leading up to the launch of Surf Air have brought about high expectations from his investors and the media. Would the all-you-can-fly model of Surf Air prove to be sustainable? Where could Surf Air expand to next?

Core Curriculum Readings in Marketing cover fundamental concepts, theories, and frameworks in marketing. For classroom use in higher education, this Reading is accompanied by a Teaching Note, test bank, and exhibit slides. This Reading provides the basic knowledge a marketing manager needs in order to choose the right combination of research methods, as well as the best way to present research findings to stakeholders. Furthermore, this Reading shows how effective decision making hinges on marketing intelligence, which is defined as a deep and informed understanding of the relationship among the customer, the marketing environment, and the company's offerings.

In 2014, Dr. Michael Dulin, chief clinical officer for analytics and outcomes research and head of the Dickson Advanced Analytics (DA2) group at Carolinas HealthCare System (CHS), successfully unified all analytics talent and resources into one group over a three year period. Rapid increases in computing power and decreases in data storage costs had enabled DA2's data architects to build predictive models incorporating complex clinical, financial, demographic, and claims data that would have been impossible to create only a few years before. However, in 2014, both Apple and Google announced features in their new mobile operating systems that collected and displayed output from various health-wearables (like heart-rate monitors or step-counters), as well as electronic medical record (EMR) data. Their expertise in analytics, access to demographic and location data, as well as large consumer bases, led Dulin to consider which players consumers would trust to integrate their healthcare data in the future and what role DA2 could play.

An executive at Freezer Foods, a manufacturer of ready-to-eat frozen meals, has just been told by a major customer, a retail supermarket chain, that it wants one of its two suppliers of frozen food to take over as category captain. A category captain is a third party, usually a manufacturer, who manages a category of goods for a retailer. The executive needs to think through the objectives of category captaincy from the retailer's perspective and develop an attractive bid to win the category captaincy. In doing so, the executive develops an opinion on the benefits and challenges associated with category captaincy from the point of view of four parties: the retailer, the winning category captain, the manufacturer whose rival becomes the category captain, and consumers.

This case follows a young entrepreneur as she launches a crowdfunding campaign to expand her already-established craft ice cream company. The story reveals the several steps taken from the planning phase through execution of the online campaign. This case provides an opportunity for students to learn about the benefits and drawbacks of crowdfunding, both as a form of marketing a business as well as garnering capital for expansion of a small business.

In early June 2014, the chief executive officer of Canadian Western Agribition, a not-for-profit organization, is reviewing the results of its 2013 agricultural show, a fair that takes place every November in Regina, Saskatchewan. The week-long event includes the largest livestock show in Canada, an extensive agribusiness tradeshow, a large marketplace of home products, a rodeo competition, and entertainment and educational programs that have a focus on First Nations. After bouncing back from major financial problems three years earlier, Agribition had generated almost $4 million in 2013. How can management ensure that it will continue to grow as a world-class event? Which customer segment - rural, urban or international - should be targeted? How can more visitors, ranchers and breeders be attracted to pay the admission, entry and commission fees that account for 90 per cent of the organization's budget? How can corporate sponsorship and government grants be increased? To maintain its status as one of the best beef shows on the continent, management must implement a marketing and operations strategy that will meet the needs and interests of many groups, a key element for growth and profitability.