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Aliza Freud partnered with Josh McKay (both CBS '01) to launch SheSpeaks, a word-of-mouth (WOM) marketing community, in 2007. What business model would help them to compete in the world of Facebook and Twitter - and by what means should they measure the success of their marketing campaigns?

The case describes how Radio Mirchi dealt with competition in the Bangalore FM radio market. Radio Mirchi's market share in Bangalore started declining within a few months of its successful launch, following the entry of new competitors in the market. The case discusses strategies adopted by the company to regain its market share and become the market leader. It describes the initial product offering of the channel, why it felt the need to redesign its product mix, and eventually how the company changed its product offering. The focus of the case is on the dilemma faced by the organization while shifting to a new product and service design in the face of emerging competition. The case highlights the importance of continuously monitoring the market environment and developing a keen understanding of the consumers' behaviour for an organization to gain and sustain its leadership position in the marketplace.

In March 2007, the vice-chairman and managing director of Eureka Forbes Ltd. is reflecting upon 25 years of market leadership in the water purifier business in India, but is troubled by the very low penetration compared to potential. In 25 years, the company has undergone significant evolution in all of its key strategic levers - technology, brands and channels. Can the company use its vast market learning and experience to achieve a breakthrough in penetrating the mass market for water purifiers in India? Other external pressures also apply. With climate concerns reaching a crescendo globally, water sustainability issues are in the spotlight, especially in large and rapidly industrializing countries such as India. This presents both enormous challenges and opportunities for Eureka Forbes. The vice-chairman and managing director is looking to his top 150 managers who will assemble at the company's annual strategic planning meeting to come up with fresh market strategies.

A new study found that denying people access to a product made them desire it more and work harder to get it-but also made them less satisfied with it. That has important implications for companies that do not meet the demand for their products.

Marketers, here's how to make good use of Twitter's rich consumer data.

MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel "crowd-sourcing" business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.

The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.

MusicJuice.net is a new website designed to bring together musicians and a fan-base in order to raise finance for new bands. It enables musicians to bypass the large established record companies and their high royalty takes, while giving fans direct contact and involvement with exciting new acts. It is an example of a venture idea transported from one country (the Netherlands) and applied in a new and larger geographical setting (North America). The case illustrates the novel crowd-sourcing business model, which is designed to raise finance from customers rather than the entrepreneur. Most importantly, the case illustrates the challenges of starting new Internet ventures and the early stage founding issues that are involved. After a long and costly delay in establishing their website, the two founders of MusicJuice.net have struggled to generate any interest or even awareness amongst online musicians and fans, despite only limited competition from other players in the marketplace - a situation, which is already beginning to change. Students are asked what the entrepreneurs behind MusicJuice.net can do to raise awareness of their service and to generate enough customers to survive.

The president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that must be factored in to the decision due to the increased rental costs. Smaller venues may lead to higher capacity percentages, but ultimately leave money on the table. The ticket prices must be set for advance sales; any change in price after this period will effectively hurt future sales - more so if the price is discounted. Determining a promotion partner may lessen the risk of a potential failure, yet cost more profit and affect the recoup schedule.

This case looks at the Ultimate Fighting Championships (UFC) and its parent company, Zuffa LLC (Zuffa), through the role of the recently hired chief marketing officer (CMO). As the CMO of the largest organization in the world's fastest growing sport, mixed martial arts, he faces many decisions about the future of the organization. The CMO must determine the best way to both manage the organization's ambitious international expansion initiatives and protect the UFC brand in new markets, while also preserving the experience for the league's core North American fan base. The CMO must evaluate the company's sponsorship relationships and develop a strategy to cope with increasing competition in both domestic and international markets.

This case looks at the Ultimate Fighting Championships (UFC) and its parent company, Zuffa LLC (Zuffa), through the role of the recently hired chief marketing officer (CMO). As the CMO of the largest organization in the world's fastest growing sport, mixed martial arts, he faces many decisions about the future of the organization. The CMO must determine the best way to both manage the organization's ambitious international expansion initiatives and protect the UFC brand in new markets, while also preserving the experience for the league's core North American fan base. The CMO must evaluate the company's sponsorship relationships and develop a strategy to cope with increasing competition in both domestic and international markets.

In 2009, just 15 years after it was founded, the China Europe International Business School (CEIBS) has achieved the remarkable 8th position in the Financial Times Global MBA rankings. The case describes the short history of the school and the reasons for its success. It also describes the difficult challenges the school faces to maintain its position of leadership in Asia: stiff competition from schools in Greater China, South East Asia and South Asia; recruitment of high-quality faculty members; generating new knowledge that contributes to management practice not just in China but globally; and maintaining a robust economic model to ensure long term financial sustainability.

In tough times, charities are often called upon to provide help and services that are normally rendered by governments or private entities. And we have been living in tough times. So, this seems to be a good year to investigate the research being conducted on altruism; specifically, charitable giving. Though this research does not focus solely on the antecedents or outcomes of altruistic behavior, it does help us to better understand how and why people respond to charitable requests.

Sponsorship of large sporting and cultural events has become a major marketing communication tool, particularly when firms obtain exclusive rights and garner the hype associated with this honor. Concomitantly, ambush marketing-defined as attempts by competitors to exploit the event-has also increased in prominence. This article outlines what is known as the Li Ning affair, whereby major Olympic sponsor Adidas was ambushed by lesser-known Chinese sportswear company Li Ning, whose namesake founder was the most decorated Chinese Olympian and who lit the Olympic flame at the 2008 Beijing Olympiad. Data collected immediately following the closing of the Beijing Games isolates what we call the Li Ning effect-or, being incorrectly identified as an official sponsor-and the positive effects this has on measures of brand attitude and recommendation likelihood. As presented herein, seven lessons about ambush marketing can be derived from the Li Ning affair, which sponsors and those considering sponsorship opportunity might wish to learn.

Faced with the challenges of consumer resistance due to the separation of roles between producer and consumer, as well as overpowering marketing tools and techniques, a company can resolve the problem by letting consumers join in the process of value co-creation. Advocating the consumer-oriented perspective, this article explains how and why consumers co-create, which leads to the development of a typology of consumers' co-creative practices. Four interrelated categories (participation-for-self, creation-for-self, participation-for-others, creation-for-others) are illustrated with the proposed four Cs strategies-choice, complement, cause, and communality-to foster these different practices accordingly. From well-established to newly-developed, these consumer-oriented strategies work to enhance deeper consumer involvement yielding a possibility to attain continual and interconnected benefits for a company. However, implementation is based on a company's readiness and willingness to achieve different degrees of commitment. This article promotes collaborative efforts between consumers and companies, and highlights mutuality of benefits which leads to sustainable relationships.

Finalist and 3rd Place winner in the 2011 Oikos Casewriting Competition. In early 2008, Clorox released a new line of environmentally friendly cleaning products called GreenWorks. Following the success of smaller firms such as Seventh Generation and Method, Clorox targeted the niche market of green products, with an estimated market size of $150 million. Using its competitive advantages in distribution and economies of scale, Clorox priced its GreenWorks products below those of smaller competitors. Surprisingly, Clorox's market entry did not steal revenue from smaller players, but instead caused the market for green cleaning products to explode, leaving Clorox with several strategic questions.

Companies face many challenges as they struggle to move from the start up to growth phase. Management may need to develop new talents. Infrastructure will need to be built and new activities engaged. Blue Orb is such a company. In the summer of 2009, the management team at Blue Orb was transforming the company from a research driven organization, with a specialty product serving a small market, to a direct market retailer playing in the video game industry.<br><br>The case describes the situation and decisions faced by the founder and CEO of Blue Orb and the acting chief marketing officer (CMO) as they attempt the transition to a market driven company, with few resources and a short time frame. An immediate tactical decision needs to be made regarding the hosting of a video competition; but larger strategic decisions regarding the marketing function and general direction of the company are just over the horizon.<br><br>This case is appropriate for use in an entrepreneurship course when the class is prepared to discuss marketing activities for new ventures, or the transition from start up to growth strategies. The case raises issues regarding generating market awareness and trial, as well as implementing strategy. The case may also be used in a business strategy class to illustrate decisions related to alternative paths to market and dealing with channel partners.

India has millions of kirana (small stores) but modern retail outlets are emerging. The case illustrates the challenges confronting the shop owner of Shiny Provision Store, a kirana in the suburbs of Bangalore, India. A customer, who is a market researcher, decides to explore how a small retailer in the food and groceries business can survive in an environment that is getting increasingly sophisticated in terms of professional techniques being applied to modern retailing. Data on retail images of small shops and modern outlets as well as lifestyle information on consumers is presented.

This case focuses on customer lifetime value analysis and how this analysis, when paired with previous experience with consumer promotions, can guide thinking in developing the best strategies and tactics for entering new markets. Specializing in local organic meat and produce, Retail Relay has developed a new business model for on-line grocery shopping and delivery. Having succeeded in the small market of Charlottesville, Virginia, it is considering expanding to other, larger markets.

The Salty Snacks case is a data analysis exercise using Excel. The case uses real data from a consumer goods panel. It presents the student with a table of purchase duplications for a set of salty snack brands, and the student's task is to identify the competitive structure of the market, that is, which brands compete more intensely with each other. The task is similar to what brand managers in consumer goods companies face on a regular basis. The case provides excellent skill development in Excel, is instructive about how to analyze competition and informs students about an empirical generalization in marketing: the Duplication of Purchase Law.