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Describes the major elements of marketing strategy: the decisions to be made and the underlying analysis to support that decision making.

Starting in 1988, the Appalachian Mountain Club (AMC) began a controversial transformation in management and governance. For its first 112 years, the AMC's structure had resembled that of a country club--volunteer leaders directed the club's operations and its small, paid staff. However, with the club slowly sinking in debt and operations spinning increasingly out of control, a group of members persuaded the membership to take the governing, volunteer council out of the direct management of the organization, hire a new executive director as CEO, and institute a "corporate-style" board of directors charged with policy and oversight. During the next six years, the revamped AMC sprang back to life. The board and the executive director instituted new budgeting procedures, initiated marketing programs, and hired more professionally-trained staff that helped erase the debt, double the membership, and triple the endowment. However, challenges remained. At the end of 1996, the reorganized board experienced a generational transition in leadership as the terms of the last of the directors who had been present during earlier transition expired. This transition provided a good milestone from which to assess the board's role within the organization and its relationship with the expanded staff and membership.

L'Oreal's strategy is to "trickle down" technology over time from high-end outlets like department stores to mass-markets, such as drugstores. The mass market brand Plenitude has become the market leader in France, but even eight years after introduction in the United States, the product continues to lose money. The case presents qualitative market research data to enable students to diagnose the problem and develop an action plan. Includes color exhibits.

C-Car was the first automobile retailer in the United States to go public. Subsequently the owner, Mr. Gilliland, must decide how to invest the capital raised from the public ownership. This case describes in detail C-Car's highly profitable strategy of managing its stores. Concerns four potential acquisitions and their fit within C-Car's strategy.

Spreadsheet supplement for case 598-056.

Outlines the dynamic shifts in the external environment surrounding Planned Parenthood's operations in 1994. Health care reform was threatening some of its core customer base. The organization had to come up with a strategy and a process for adapting to the new environment.

Outlines the process of strategy reinvention adopted by Planned Parenthood. It lays out the new strategic proposals, and the reactions of the various constituencies to those proposals.

The top management at Daewoo is reviewing its close relationship with the Uzbekistan government, focusing especially on the performance of Uz-Daewoo Auto, a strategic alliance to manufacture and market passenger cars.

After a successful roll-out throughout the Northeastern United States, Benjamin's Bagels is set to enter the Canadian market. The vice-president is reviewing information about potential sites in the Greater Toronto area, using micromarketing and geographic information systems. A supplemental file containing maps, product 7A97A004, accompanies this case.

Focuses on Share Our Strength (SOS), a national nonprofit anti-hunger organization. Examines various decisions faced by SOS related to the establishment of marketing partnerships with American Express (AMEX) and Restaurants Unlimited, Inc. (RUI). The specific alliances involve two corporate sponsorship decisions, Taste of the Nation (TOTN) and Dine Across America (DAA), and one cause-related marketing partnership, Charge Against Hunger (CAH). This case provides background and history of SOS from its inception in 1984. Also details the organization's first key fund-raising event, TOTN. SOS's search for a corporate sponsor for TOTN revolves around consideration of American Express. It is up to the student to assess this opportunity.

Focuses on Share Our Strength (SOS), a national nonprofit anti-hunger organization. Examines various decisions faced by SOS related to the establishment of marketing partnerships with American Express (AMEX) and Restaurants Unlimited, Inc. (RUI). The specific alliances involve two corporate sponsorship decisions, Taste of the Nation (TOTN) and Dine Across America (DAA), and one cause-related marketing partnership, Charge Against Hunger (CAH). This case discusses how the development of cause-related marketing partnerships with AMEX fueled SOS's growth. As a result SOS looks to further expand restaurant participation and develops a new partnership with RUI. They then look to Amex again as a sponsor to expand the DAA program nationally. The student must assess this partnership as well.

David Bechhofer, a partner responsible for Bain & Co.'s marketing strategy, faces a dilemma: Traditional marketing is foreign to Bain's corporate culture (which is rather based on customer relationships), yet the firm cannot ignore traditional marketing tools if it wants to face global competition in the rapidly growing consulting industry. Indeed, all of Bain's traditional competitors as well as a lot of new players use aggressive marketing to acquire new segments from the growing customer base. David has to respond to this challenge while staying consistent with the firm's original value proposition, which is highly appreciated by its existing customers. The case provides an opportunity to discuss how to communicate a consistent global corporate image for a services firm whose "raison d`etre" is based on customer relationships.

Bayer's senior executives detail the communications challenge program that resulted from the company's reacquisition of its brand name and trademark cross, which gave Bayer one name worldwide for the first time since World War I.

A world leader in the design and volume production of complex, rigid, multilayer printed circuit boards must decide how to compete in a rapidly consolidating industry. Many of Praegitzer's key competitors are growing rapidly and developing new skills that threaten Praegitzer's position in the market.

Management is considering its options for future international expansion. Koc is the dominant supplier of white goods (kitchen appliances) in Turkey and has been increasing its export efforts. As lower import tariffs invite foreign competitors to enter Turkey, Koc must decide how to balance defense of its domestic market share against further foreign expansion.

When markets turn hostile, it's no surprise that managers are tempted to extend their brands vertically--that is, to take their brands into a seemingly attractive market above or below their current positions. And for companies chasing growth, the urge to move into booming premium or value segments also can be hard to resist. The draw is indeed strong; and in some instances, a vertical move is not merely justified but actually essential to survival--even for top brands, which have the advantages of economies of scale, brand equity, and retail clout. But beware: leveraging a brand to access upscale or downscale markets is more dangerous than it first appears. Before making a move, then, managers should ascertain whether the rewards will be worth the risks. In general, David Aaker recommends that managers avoid vertical extensions whenever possible. There is an inherent contradiction in the very concept because brand equity is built in large part on image and perceived worth, and a vertical move can easily distort those qualities. Still, certain situations demand vertical extensions, and Aaker examines both the winners and the losers in the game.

In late 1993, Orbital Communications Corp. (OCC), a subsidiary of Orbital Sciences Corp., is developing a global two-way wireless data communications system, called "ORBCOMM," based on a 26-satellite constellation in low earth orbit. Service is scheduled to begin in the United States in late 1994, followed by a rollout to international markets in 1995. The case focuses on OCC's marketing strategy in the years prior to the product/service being available. Provides details on how the firm has defined its markets and estimated the demand for the United States and international markets. There is also a rich discussion of other parts of OCC's marketing strategy including product design and development, marketing to regulatory bodies, development of the sales organization to include channel partners to enter the domestic and international markets, pricing strategy, and the role of competition. A rewritten version of an earlier case.

Efi Arazi, the president of a start-up called Imedia, must determine an appropriate pricing strategy for an innovation that will change the basis of competition in the cable TV industry.

The general sales manager for Rossiter Tool Company, PLC, has received a request from a dealer who has been selling the Rossiter line of tools for approximately four years. The dealer wishes to be considered as a territorial distributor, thus qualifying him for additional discounts on purchases from Rossiter. Rossiter executives realize that granting this request will mean a shift in the company's distribution policy.

The founder, president, and CEO of a leading software security company has just announced the $5.1 million cash acquisition of a key competitor. As a result, his company becomes the market share leader in Europe and number two in the United States. But now, he and the rest of the management team have to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm's two overlapping software security product lines.