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Describes Black & Decker's strategy for the tradesmen market.

Describes the initial results of Black & Decker's strategy in the United States.

Describes Black & Decker's challenges in international markets, particularly in Europe and Japan.

Spreadsheet supplement for case 595057.

Presents Black & Decker's performance against a Japanese competitor and others in the power tools market. Black & Decker is anxious to regain its market share leadership in particular segments of the market.

Customers, whether consumers or businesses, do not want more choices. They want exactly what they want--when, where, and how they want it--and technology now makes it possible for companies to give it to them. But few companies are exploiting that potential. Most managers continue to view the world through the twin lenses of mass marketing and mass production. They try to churn out a greater variety of goods and services and to tailor their messages to ever finer market segments. But they end up bombarding their customers with too many choices. A company that aspires to give customers exactly what they want must use technology to become two things: a mass customizer that efficiently provides individually customized goods and services, and a one-to-one marketer that elicits information from each customer. The process of acquiring those skills will bind producer and consumer together in what the authors call a learning relationship--an ongoing collaboration to meet the customer's needs over time that will continually strengthen their bond.

The MasterCard vice president for global promotions and other MasterCard executives are appraising the results of MasterCard's worldwide sponsorship of the 1994 World Cup soccer championship. They must decide whether to commit to sponsor the 1998 championship to be held in France.

Compares four different approaches to case teaching: lecturing, theorizing, illustrating, and choreographing a case. Argues the advantages of the "choreography" method from the point of view of students' learning. Concludes with a description of that method and some tips on how to use it.

Five carefully constructed problems illustrate the concepts of second-market discounting, price skimming, limit pricing, random discounting, premium pricing, and bundling.

TV Guide, the nation's most profitable and largest magazine, attempts entry into the world of electronic publishing. The crux of TV Guide's strategy is to transform the magazine's content into a centralized database that can be accessed by new businesses, like on-screen programming guides for television, online service companies, and cutting-edge Internet applications developers. The case covers the development issues TV Guide faced in each business and the problems it foresaw trying to manage such disparate businesses under one umbrella.

The Virgin Atlantic Airways (VAA) case was written on the occasion of the company's 10th anniversary. In 10 years, VAA has brought many innovations to the airline industry and won many awards for its service. It has fought against giants on an international scale and has survived the airline industry's most difficult years. The case describes the history of the firm, its achievements, and its practices especially in terms of operations, human resources and marketing.

Describes the revised marketing strategy for a commodity chemical and the resulting salesforce opposition that confronts a new marketing manager. The changes in the strategy aim for: margin improvement, new segmentation, centralized decision making, and pan-European optimization. A 1993 ECCH award winner. This is a revised version of an earlier case.

The management team at Electrohome's Projection Systems Division must decide what to do in response to a surprise new product introduction by Sony Projection Systems. The new product threatens Electrohome's position at the high end of the market. This case focuses on competitive analysis as three players from three differnet regions of the world vie for profitable positions in the industrial projection systems market.

Supplements the (A) case.

Supplements the (A) case.

Chronicles BP Oil's process of developing, implementing, and assessing its global branding, along with key decision points at three critical areas along the way. BP Oil International is the retail/consumer marketing division of a company that is historically known for oil exploration and production. Its advertising manager is pressing the company to pay more attention to its brand equity, specifically consumer awareness and brand associations (image). The advertising manager and his boss have put together a proposal to create a global brand equity program (Brand Image Program), the keystone of which is a global advertising campaign. Now they must persuade the Marketing Strategy Group, a central oversight body, to approve the program.

Supplements the (A) case.

Supplements the (A) case.

YRIX Communications Corp. is considering how to expand internationally in view of the maturation of the U.S. market. At issue is which countries to enter and how to enter each market.

Two-party intra-organizational discussion between a newly-promoted manager and her division vice-president over work performance, responsibility for a new computer game project, and office environment issues. Confidential Instructions for Allison.