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Two-party integrative e-mail negotiation between a soccer star and her long-term representative over the terms of a potential new agency contract. It is the year 2030. Football (formerly referred to as "soccer" in the United States but now known as "football" worldwide) continues to be the most popular international sport. Women's football has surpassed men's football as the most attended, watched, and marketed sport in the world. Three years ago, in the 2027 Women's World Cup, a previously unknown Ghanaian forward named Ama Ata Fie emerged as one of the most prolific goal scorers in the world. Kofi Mwenchena, a Ghanaian sports agent, has represented Fie for the past six years, even before she surfaced as one of the world's most popular and successful football stars. Fie and Mwenchena signed an official contract six years ago, just before Fie was drafted to a Ghanaian club team. Mwenchena's contract with Fie has now expired, and the two have not yet been able to agree on terms of a potential new contract. International club rules state that official free agent negotiations begin in less than one week. Fie is still in Brazil completing some marketing obligations for Maccabi Wireless, while Mwenchena is back in Ghana to attend his brother's wedding ceremony, but he and Fie have agreed to try to finalize their contract negotiations via e-mail. Confidential Instructions for Ama Ata Fie.

Two-party integrative e-mail negotiation between a soccer star and her long-term representative over the terms of a potential new agency contract. It is the year 2030. Football (formerly referred to as "soccer" in the United States but now known as "football" worldwide) continues to be the most popular international sport. Women's football has surpassed men's football as the most attended, watched, and marketed sport in the world. Three years ago, in the 2027 Women's World Cup, a previously unknown Ghanaian forward named Ama Ata Fie emerged as one of the most prolific goal scorers in the world. Kofi Mwenchena, a Ghanaian sports agent, has represented Fie for the past six years, even before she surfaced as one of the world's most popular and successful football stars. Fie and Mwenchena signed an official contract six years ago, just before Fie was drafted to a Ghanaian club team. Mwenchena's contract with Fie has now expired, and the two have not yet been able to agree on terms of a potential new contract. International club rules state that official free agent negotiations begin in less than one week. Fie is still in Brazil completing some marketing obligations for Maccabi Wireless, while Mwenchena is back in Ghana to attend his brother's wedding ceremony, but he and Fie have agreed to try to finalize their contract negotiations via e-mail. Confidential Instructions for Kofi Mwenchena.

McDonald's, one of the world's strongest and most recognizable brands, intends to extend its "world's best quick service restaurant experience" brand into the hotel industry by launching a hotel in Illinois. An industry observer examines the hotel venture's positioning options and the McDonald's brand extension into a different product class.

Global Healthcare Exchange Canada is a business-to-business exchange that connects hospitals and their major suppliers through an electronic procurement process. Founded as a subsidiary of its global parent, the exchange has become the leading health-care exchange in the country, but it is still far short of break-even. To drive adoption among hospitals and suppliers to the target levels, Global Healthcare must develop a compelling value proposition. This requires overcoming considerable inertia among hospitals that are often reluctant to change their frequently inefficient purchasing processes. Despite the major benefits to be realized from automating supply chain operations in the industry, the adoption decision process among hospitals is highly complex and idiosyncratic. In confronting these challenges, the exchange must also re-examine its own business model, in particular its pricing strategy for both suppliers and hospitals.

The concept of customer relationship management (CRM) and why it is important is examined in this note. It also examines the implementation process: corporate culture and strategy, software providers, technology and ways to measure the success of a CRM program. Many traditional bricks-and-mortar businesses are creating electronic commerce operations, therefore traditional CRM has expanded to include doing business on the Internet and this note looks at electronic customer relationship management (eCRM) as well. Also included are some examples of companies that have successfully implemented a CRM program, a list of CRM software vendors and examples of CRM software solutions.

Sheldon Bloomfield, senior vice-president of character properties for Multi-Media Worldwide, has a hit with Baby Ruby. Originally a children's book character, Ruby has become the fastest growing kids' show on television. In fact, Bloomfield's starting to wonder whether Baby Ruby is his evergreen property--the one that will generate licensing income for years to come. Bloomfield has many offers on the table, including one from the nation's leading fast-food franchiser to make Baby Ruby its next kids' meal tie-in. But the fact is, no one wants to risk making a big financial commitment to a relatively new property, and most of the companies are demanding exclusives--which would eat away at Bloomfield's profits even more. The pressure is on. If Bloomfield doesn't make these deals, he may not get another chance. But if he does make the deals, and Baby Ruby ends up on everything from T-shirts to collectible spoons, the public may lose all interest in her. In R0212A and R0212Z, commentators Grant McCracken, a visiting scholar at McGill University and the author of Culture and Consumption; Jack Soden, CEO of Elvis Presley Enterprises; Timothy Rothwell, a senior vice-president of Universal Studios Consumer Products Group; and Bill Griffith, creator of the comic strip Zippy the Pinhead, offer their advice in this fictional case study.

Sheldon Bloomfield, senior vice-president of character properties for Multi-Media Worldwide, has a hit with Baby Ruby. Originally a children's book character, Ruby has become the fastest growing kids' show on television. In fact, Bloomfield's starting to wonder whether Baby Ruby is his evergreen property--the one that will generate licensing income for years to come. Bloomfield has many offers on the table, including one from the nation's leading fast-food franchiser to make Baby Ruby its next kids' meal tie-in. But the fact is, no one wants to risk making a big financial commitment to a relatively new property, and most of the companies are demanding exclusives--which would eat away at Bloomfield's profits even more. The pressure is on. If Bloomfield doesn't make these deals, he may not get another chance. But if he does make the deals, and Baby Ruby ends up on everything from T-shirts to collectible spoons, the public may lose all interest in her. In R0212A and R0212Z, commentators Grant McCracken, a visiting scholar at McGill University and the author of Culture and Consumption; Jack Soden, CEO of Elvis Presley Enterprises; Timothy Rothwell, a senior vice-president of Universal Studios Consumer Products Group; and Bill Griffith, creator of the comic strip Zippy the Pinhead, offer their advice on this fictional case study.

Sheldon Bloomfield, senior vice-president of character properties for Multi-Media Worldwide, has a hit with Baby Ruby. Originally a children's book character, Ruby has become the fastest growing kids' show on television. In fact, Bloomfield's starting to wonder whether Baby Ruby is his evergreen property--the one that will generate licensing income for years to come. Bloomfield has many offers on the table, including one from the nation's leading fast-food franchiser to make Baby Ruby its next kids' meal tie-in. But the fact is, no one wants to risk making a big financial commitment to a relatively new property, and most of the companies are demanding exclusives--which would eat away at Bloomfield's profits even more. The pressure is on. If Bloomfield doesn't make these deals, he may not get another chance. But if he does make the deals, and Baby Ruby ends up on everything from T-shirts to collectible spoons, the public may lose all interest in her. In R0212A and R0212Z, commentators Grant McCracken, a visiting scholar at McGill University and the author of Culture and Consumption; Jack Soden, CEO of Elvis Presley Enterprises; Timothy Rothwell, a senior vice-president of Universal Studios Consumer Products Group; and Bill Griffith, creator of the comic strip Zippy the Pinhead, offer their advice on this fictional case study.

Surfing on cross of multiple consumer trends, Résonances was launched in 2000 as a life-styled retail chain selling authentic/traditional household items. Early 2002, the six stores are still unprofitable. A new owner-manager takes over and gives himself 18 months to turn the company around and instill more "magics" in the stores.

The marketing manager for a hockey team has been told by senior management that revenues for the next season must increase or the franchise will be sold. The previous year's high-budget advertising campaign did not bring in the single-ticket sales results he expected. A database of past ticket holders is available and the question arises how to use this database. Using pivot tables, and recency, frequency and monetary value analyses, he must determine how to increase the return on the marketing investment. An Excel spreadsheet, product 702A22, is also available.

The marketing manager for a hockey team has been told by senior management that revenues for the next season must increase or the franchise will be sold. The previous year's high-budget advertising campaign did not bring in the single-ticket sales results he expected. A database of past ticket holders is available and the question arises how to use this database. Using pivot tables, and recency, frequency and monetary value analyses, he must determine how to increase the return on the marketing investment. An Excel spreadsheet, product 7B02A022, is also available.

Casino gaming companies such as MGM Mirage, Harrah's and Park Place Entertainment, in addition to their traditional land-based casino properties, must consider the potential impact of Internet gambling on their existing operations. It appears that several Internet gaming companies have been quite successful and that the global market potential could be significant. Each of the United States gaming companies has taken very conservative approaches to Internet gaming in an effort to maintain their long-standing relationships with their respective state gaming authority. However, non-traditional casino companies have developed off-shore Internet gaming operations to circumvent traditional land-based gaming regulations. Going forward, traditional gaming companies will need to consider the possible legalization of Internet gaming on a large scale and how they would respond.

Launched in 1998, Russian Standard vodka quickly became the highest selling premium vodka in Russia, ahead of Stoli, Smirnoff, and Absolut. Russian Standard¿s success can be attributed to the high quality of the vodka itself, its innovative and distinctive bottle, to its strong presence in bars, and to a brand identity that is proud to leverage its Russian heritage while promising world-class standards of quality. The company, which also owns a successful bank, Russian Standard bank, is considering whether it should launch Russian Standard in the biggest premium vodka market in the world - the US - and whether it should adapt its marketing mix or stick with the strategy that has been so successful in Russia.

ApproTEC markets a range of technologies to improve the income of subsistence farmers and other small-scale entrepreneurs in East Africa. Having achieved considerable success in its first eight years, the two founders/entrepreneurs are seeking ways to scale the impact of its operations across Eastern and Southern Africa. The question is, what should they do to accomplish this? Includes color exhibits.

On May 30, 2000, Calvin Klein, Inc. (CKI) filed suit against Warnaco Group, Inc. and Linda Wachner, its CEO, for breaching its jeanswear licensing and distribution contract and, in so doing, diluting the equity of its brand. On June 26, 2000, Warnaco countered with its own suit, denying the major allegation of trademark dilution and justifying distribution through warehouse clubs as acceptable business practice. The countersuit further claimed that CKI had, in fact, breached the license and eroded the brand through its own strategies and practices. The lawsuits were precedent setting: This was the first time a licensed manufacturer/distributor had been charged with brand equity dilution or a designer held accountable for ineffective brand advertising. It was a case that would potentially rewrite the rules of fashion licensing and distribution, and bring into the limelight the tensions faced by every brand steward attempting to balance revenue growth goals with preservation of the equity of the brand. This case presents extensive background facts.

Develops a cultural framework for thinking about what a brand is and how firms shape their brands through their marketing activities. Four dimensions of the brand are described: economic, social, psychological, and symbolic.

Tinplate Company of India is a leading manufacturer of tin packaging for food and beverage products and batteries. Changes in government policy on importing materials, new types of packaging products and customer dissatisfaction present challenges for the company. The company must decide whether to continue with its current market strategy, determine how it can compete with foreign companies or determine if they are missing other strategic opportunities based on organizational buying behaviours.

Canadian Tire is a large retailer of automotive, hardware and houseware products. As part of the company's marketing strategy, the executive director of corporate affairs is reviewing four social marketing programs and must decide which program the company will adopt. She must analyse each of the social marketing programs and assess how the program will contribute to the company's competitive position. She also needs to convince the company's independent associate dealers to adopt and implement the chosen program.

MontGras, a medium-sized Chilean winery, has to formulate an export strategy. It has to decide whether to emphasize the U.S. or U.K. markets, which also offer different positioning and pricing proposals. It has twice failed to penetrate the U.S. market because distributor relationships fell through and is deciding between two new potential partners. In the United Kingdom, it is offered participation in a supermarket promotion that will boost volumes, but at the expense of price maintenance. Includes color exhibits.

The critical issues facing young adults from family businesses involve balancing responsibility to family with their own career aspirations. The Love and Work case helps students recognize that there are many ways - other than full time employment - for participating in their family business. Rena-a young MBA student from a business family - discusses the deeply emotional issues she faced as she was deciding whether to return to the family firm or seek her own career outside. The case study is structured to allow students to study her conflict and dilemmas, and project their own family business career issues. The final case segment is designed to help students recognize the many forms of important participation that a family business can create, including governance, ownership, and advising. Students' understanding of Rena's emotional struggle and resolution is enhanced by the accompanying 15-minute video interview available through the dedicated case website: http://cases.insead.edu/love-and-work (copy and paste the url into a browser)