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Ever since ex-Ben and Jerry's CEO Perry Odak took over as CEO of Wild Oats in 2001, he has been trying to turn the company around. After some apparent false starts, profits now seem to be on the rise in 2005 and 2006. Has he finally done it?

It is 1988 and David Glass has just taken over as CEO from the legendary Sam Walton at Wal-Mart. Meanwhile, Joe Antonini has just taken the CEO position at Wal-Mart's arch rival, Kmart. Although Wal-Mart is still well behind Kmart, it appears to be in great shape and is catching up fast. Glass seems committed to continuing with "business as usual." Is this enough? What might Kmart do to stop him?

Predicting entertainment mega-hits is a risky proposition. Instead, marketers can adopt five strategies to exploit consumers' social influence as it emerges.

For years, sales managers at many companies have relied on top performers and sheer numbers of sales reps to stay competitive. But while they may have squeaked by on this wing-and-a-prayer technique, their sales teams haven't thrived the way they once did. Today's most successful sales leaders are taking a more scientific approach. Savvy managers are reshaping their tactics in response to changing markets. They are reaching out to new customers in innovative ways. And they are increasing productivity by helping the reps they already have make the most of their skills and resources. Leaders who take a scientific approach to sales force effectiveness have learned to use four levers to boost their reps' productivity in a predictable and manageable way. First, they systematically target their firms' offerings, matching the right products with the right customers. Second, they optimize the automation, tools, and procedures at their disposal, providing reps with the support they need to boost sales. Third, they analyze and manage their reps' performance, measuring both internal processes and results to determine their teams' strengths and weaknesses. Fourth, they pay close attention to sales force deployment--how well sales, support, marketing, and delivery resources are matched to customers. These four levers can help sales leaders increase productivity across the board, the authors say, though they have the greatest impact on lower ranked performers. The overall effect of increasing the average sales per employee can be exponential; it means a company won't have to rely on just a few talented individuals to stay competitive. This is especially important because finding and keeping star salespeople is more difficult than ever. What's more, managers who optimize the sales forces they already have can see returns they never thought possible.

Companies strive to create fiercely loyal, profitable customers, but the authors shows that this can only be achieved by rethinking the existing logic about customer loyalty; integrating your loyalty efforts with product-offering development, marketing, and sales; and close collaboration between the strategy and design functions of an organization. Cultivating loyalty requires ambition and risk-taking, but will ultimately provide your company with valuable and sustained relationships. Included is a four-step process for defining the appropriate levers, design interventions, and organizational strategy for creating fiercely loyal customers.

The emerging concept of corporate citizenship entails membership in a global community where citizens have duties to respond to the needs of their fellow citizens. The author puts forth a 'statement of a minimal moral obligation' (SMMO) for firms in industries such as pharmaceuticals, who have the ability to address rampant health risks in developing countries. He defines corporate obligation as consisting of three elements, and argues that the emerging concept of corporate and business citizenship supports recognition of the duty established in his SMMO. By supporting the global community, he argues, firms will be helping to maintain a supportive environment for business activity.

Eat2Eat.com was an Internet-based restaurant reservation service covering a dozen cities in the Asia Pacific region. It was the principal business of Singapore-based Eat2Eat Pte Ltd. It was launched in 2000 by an entrepreneur and former investment banker with US$1 million of his own capital. He quickly established the capabilities and business model, but after five years, the registered user base remained relatively small at about 12,000. He thought the next step for the company was to expand that user base and hoped that the company could change the way people made plans to eat out. Resources - specifically, time and money - were limited, so any promotional efforts would have to be innovative and efficient. The case focuses on entrepreneurial marketing with sub-themes of financing and small enterprise management. It is a story of an entrepreneur who had an idea and enough money to launch it, but then struggles to achieve adequate scale.

Describes a firm that markets a laser for a fictional problem. Asks readers to evaluate Scopie's marketing and production strategy (it plans to start in India and then expand to the United States) and its long-term viability.

Mark Jacoby, VP of the Americas sales organization at Clearion, a fictional software firm, has missed his quota for the first time in his career at the company. He needs to reevaluate his strategies for setting quotas, allocating headcount, and assigning territories. Describes the changes he makes and asks students to consider making improvements on them.

Explores the challenge of merging brands successfully following corporate mergers. It develops a framework for corporate and product branding strategies, as well as for creating the appropriate brand identity among the merged firm's target consumers. A critical key to successful brand mergers is to align the architecture of the merged brand portfolio to brand strategy and identity.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Corporate Social Responsibility Award, European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>In early 2005, Nestle is in the midst of a decision: whether or not the Fairtrade mark should be applied on Partners' Blend, a new instant coffee product to be marketed in the growing UK 'ethical' coffee segment. Application of the Fairtrade mark on the Partners Blend product means that Nestle must go against its historical position of not offering minimum guaranteed prices to coffee farmers. As part of their deliberations, Nestle executives must consider their coffee sourcing program at large, their corporate social responsibility framework, Nescafe and corporate Nestle branding, the UK market and the potential consumer benefits or backlash that could result from releasing such a product.

This supplement to product # 9B06A020, Nestle's Nescafe Partners' Blend: The Fairtrade Decision (A) outlines the company's decision.

Spreadsheet supplement for case 507-014.

Announced in December 2004, the $1.75 billion acquisition of IBM's PC division by Lenovo, China's largest PC maker, made headlines around the world. A relative upstart in the business, Lenovo acquired the division of IBM that invented the PC in 1981. While Lenovo was arguably the best-known brand in China, it was virtually unknown in the rest of the world. In 2004, over 90% of Lenovo's revenues came from China, but with this major deal, Lenovo aimed to become a global technology giant. As a new multinational with 20,000 employees operating in 138 countries, Lenovo needed a global marketing and branding strategy to extend its global reach. This meant determining what Lenovo stood for and designing products that supported that claim. In January 2006, 13 months after the deal was announced and eight months after it closed, Lenovo is preparing for the intense limelight that would come with its sponsorship of the February 2006 Turin Winter Olympics. There, it plans to introduce a Lenovo-branded product line designed from the bottom up for the small to medium enterprise space--a move considered very bold and risky by many observers.

Vendors that match specific sales capabilities to opportunities and provide thoughtful support can maximize their return over the long term. Those that use a four-pronged portfolio approach are likely to do better than their peers.

Sales force automation (SFA) applications have great potential to enhance companies' sales processes. Yet, many reps strongly resist SFA implementation. Five recommendations can help smooth the integration.

From poor listening skills to the failure to follow up, salespeople offend potential customers in a variety of ways. Here's a chance for reps to take note of--and correct--the errors of their ways.

People remember the salesman, but rarely is the sales manager recognized in the history books. Still, some old-time sales leadership techniques may hold the key to present-day success.

Joe Girard, the world's greatest salesperson, reveals the secret to his unparalleled achievement.

Lay's was a second mover when it introduced its potato chips to rapidly evolving post-communist Hungary. By inserting cash into its potato chip bags, Lay's increased sales dramatically and permanently (i.e., also post-promotion). In contrast, after withdrawing a second "Money in the Bag" promotion, sales fell. Students prepare case A (5 pages) at home. Three in-class cases and a teaching note provide analysis and managerial implications.