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Our mental models, or mindsets, determine the way we see the world, make decisions and behave. In the realm of Marketing, the author argues that many peoples' mental models are severely outdated. He explains why the old Marketing paradigm is outdated, and describes six aspects of the new landscape that modern marketers must embrace in order to thrive in what he calls "a new marketing paradigm."

It's no secret that provocative ads are risky. Benetton, for example, has faced numerous boycotts and lawsuits over its "shock advertising." But there's another reason marketers should exercise caution: Topics that are too hot often generate no buzz at all--and the threshold for "too hot" is surprisingly low.

The case deals with the application of marketing research for launching a new product in the market place. The company was planning to enter the Fast Moving Consumer Goods (FMCG) market in India with its new product Cerenity. Cerenity was a toilet seat sanitizer for women who frequently use public restrooms. The case describes the exploratory study conducted by the research team. The team used different qualitative marketing research tools such as focus groups, in-depth Interviews and participant observations.

The case deals with marketing research study undertaken to introduce a new product in the market. The company was planning to introduce Cerenity, a toilet seat sanitizer for women who frequently use shared restrooms. The case discusses the conclusive study undertaken involving quantitative marketing research. The research team carried out quantitative survey and collected the data. It applied various quantitative research methods such as factor analysis, multiple regression, cluster analysis and conjoint analysis for analysis the collected and drawing managerial inferences.

It is October 2007 and competition in the fast-moving consumer goods space is heating up in the developing markets. Vietnam is no exception and Unilever believes it can seize greater market opportunity through innovative and environmentally sustainable product offerings. Nguyen Van Linh, head of marketing at Unilever Vietnam is concerned. Back in April, Unilever launched Comfort One Rinse, a fabric conditioner designed to reduce water use for rinsing hand-washed laundry by 66%. However, consumers are sceptical of the product's efficacy and do not believe that this new fabric conditioner will work as advertised. To complicate matters, P&G just launched their own nearly identical product, Downy One Rinse. In part A of this case series, Nguyen addressed the new product's credibility issue while contending with P&G's challenger product. Will she secure Comfort's market leadership and reach 50% market penetration before Downy?

Supplement to case SMU117. Part B of this case series takes place in December 2008, a little more than a year following the events of part A. Although significant progress has been made since then, the Comfort One Rinse range has not yet reached 50% market penetration ... though neither has Downy. The biggest obstacle is rural activation. What more can Nguyen do to push into the rural market?

To target the expanding segment of upwardly mobile and upper-income Indians, a pre-eminent organized retailer in India decided to introduce Western-style hyperstores with high-end merchandising. The initial reactions of shoppers were positive, but soon the novelty wore off and store traffic declined. To counter the negative consumer responses, the retailer undertook a year-long test of a new repositioning strategy in its signature hyperstore in a large urban centre. The key challenge was to increase the store's traffic and profitability without jeopardizing its distinctive and high-quality upscale image. The case provides the test results, which include consumer reactions as well as impacts on store traffic and profit margins.

To target the expanding segment of upwardly mobile and upper-income Indians, a pre-eminent organized retailer in India decided to introduce Western-style hyperstores with high-end merchandising. The initial reactions of shoppers were positive, but soon the novelty wore off and store traffic declined. To counter the negative consumer responses, the retailer undertook a year-long test of a new repositioning strategy in its signature hyperstore in a large urban centre. The key challenge was to increase the store’s traffic and profitability without jeopardizing its distinctive and high-quality upscale image. The case provides the test results, which include consumer reactions as well as impacts on store traffic and profit margins.

The Clef case focuses on the issue of turnover in a firm's sales force. Students must analyze the factors contributing to turnover as well as the role of the field sales force in Clef's profitable business strategy. Among other things, the Clef case illustrates that managing field marketing requirements entails managing individual people but also a certain aggregate call capacity and a set of sales tasks determined by business strategy. In turn, that analysis of strategy-sales linkages often changes students' minds about what to do about turnover in Clef's sales force.

The case illustrates the challenges faced by entrepreneurs launching a new product in a highly competitive market with limited resources. The case is set in 2005 and puts the student in the shoes of Michel and Augustin. Copy and paste the url into a browser http://cases.insead.edu/michel-and-augustin/home to access all case support material (videos, related articles and academic papers)

The founder of a bricks-and-mortar kitchen accessories retail store, Jill's Table, is considering the expansion of her existing information-based website to an e-commerce presence, but wonders whether the factors that have led to her current success can be replicated in the virtual world. Students are asked to make decisions related to translating brand values from the real world to the virtual world; overcoming technological hurdles; addressing design issues in terms of the user experience; developing a content marketing and digital promotions strategy, including social media and email marketing; determining a pricing strategy; planning for fulfillment and returns; handling customer service and measuring performance.

On November 25, 2008, the high-end department store Saks slashed its prices by 70 percent, creating a tsunami in the fashion industry. Years later, the ripples of this action still lingered. This action and its effects provide an opportunity to analyze downstream supply chain management, the impacts of Saks' price-cutting throughout the supply chain, and the options available to various stakeholders to mitigate the damage.

Israel had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, Hewlett Packard, Deutsche Telekom and eBay had set up significant operations there. Within 50 years of its establishment, Israel had experienced unprecedented economic growth. But despite its many successes, the country remained in a constant state of conflict. The Arab-Israeli conflict lingered, and Israel and its geographic neighbors had strained relationships. Could Israel market itself to tourists and businesses despite its constant state of conflict? How should it do so? Was it better to focus on a national narrative or pursue city or industry marketing and branding?

Israel had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, Hewlett Packard, Deutsche Telekom and eBay had set up significant operations there. Within 50 years of its establishment, Israel had experienced unprecedented economic growth. But despite its many successes, the country remained in a constant state of conflict. The Arab-Israeli conflict lingered, and Israel and its geographic neighbors had strained relationships. Could Israel market itself to tourists and businesses despite its constant state of conflict? How should it do so? Was it better to focus on a national narrative or pursue city or industry marketing and branding?

Since 1996, Indigo Books and Music had grown to become essentially a book retail monopoly in Canada. But the global recession had hit the company hard, and the chief executive officer (CEO) was focused on creating innovation at every level of the national operation. The hope was that Indigo would eventually be able to compete internationally with giants such as Amazon.com and Barnes & Nobles. How to stabilize the company's financials while at the same time creating and promoting creative product lines that customers would crave was the critical question that the CEO had to answer if her company was to thrive in the future.

In 2014, Yasuchika Hasegawa was orchestrating the transformation of Takeda from a Japanese pharmaceutical company with a global footprint into a global company with a Japanese heritage. A 33-year veteran of Takeda, Hasegawa-san was appointed president of Takeda in 2003 and chief executive in 2009. By 2013, Takeda was in the midst of implementing its new Vision 2020 plan, a strategic plan for the evolving global corporation, which included developing a global vaccine business.

This technical note proposes some useful strategies for improving spreadsheet design. It urges students to think of spreadsheets as communication tools whose sole purpose is to deliver a clear message to the reader. Thus, spreadsheets should not be seen simply as technical tools but as stories meant to engage the reader and, ultimately, drive a response. To this end, we gather inspiration from writers and journalists - story experts whose processes can be put to use in the creation of "story spreadsheets." We supply 12 principles of spreadsheet creation that are useful in maximizing effective communication of the message, and we urge readers to use these principles when designing their own story spreadsheets.

This case is used in the Marketing Analytics elective at Darden. A Sticks executive team is interested in opening a second quick-service restaurant in Richmond, Virginia. But before doing so, the team wanted to gain a better sense of who were Sticks' customers, which location would attract the best customers, and how to best connect with customers. An opportunity to gather survey data presented itself. Would the demographic and psychographic assumptions the team had gathered from talking to people in stores align with the survey answers? And what would the data suggest about where to locate new stores and about what marketing channels and messages to use to promote them?

Safe Water Network, a charity initiative focused on providing underserved populations with clean drinking water, established its first site in the village of Nizampally, India. This initiative was unique in a number of ways in its conception as well as its execution. Firstly, after vigorous assessment of the identified region, demand-driven solutions were customized to deal with the specific water-related issues of the region. Secondly, it was supported by prominent Indian and international companies who not only provided monetary support but also extended assistance in terms of technology, assessment and further research. Thirdly, the project was economically sustainable and required active participation and ownership by the community it served. Safe Water Network’s directors hoped to scale up and sustain the adoption of the Safe Water project. The commitment and participation of the villagers was truly heartening but would this enthusiasm continue? Would the villagers see value in this expenditure? Were there any barriers to the project’s adoption?

When "BeerCo" found its pub sales falling, market research and competitive analysis provided no help. So it sent out a team of social anthropologists to investigate. The resulting data, including field notes, photographs, and videos, yielded insights that prompted the company to revamp its promotional materials and training methods. Sales rebounded within two years and are still growing. BeerCo's story shows how the emerging approach of "sensemaking" can illuminate customers' true needs and facilitate successful transformations of product development, organizational culture, and corporate strategy. Rooted in the human sciences--anthropology, sociology, political science, and philosophy--sensemaking is a five-step process. Companies must: (1) Reframe the problem, focusing on the customer's experience of the product and the market. (2) Collect raw, firsthand data. (3) Find patterns in the data. (4) Generate new insights. (5) Translate those insights into initiatives. Sensemaking can help solve some of the toughest business problems and enables leaders to think creatively about what business they're really in.