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Describes the situation confronting Giovanni Buton, an Italian distiller and beverage distributor, in 1989. The market for distilled spirits was declining and the spirits industry was consolidating via mergers and acquisitions on a worldwide basis. "Global brands" such as Dewar's Scotch were gaining share at the expense of local products. The process of market integration in the EC was scheduled to be completed by the end of 1992. In the face of these changes in the marketplace, what should Buton's strategy be for improving its position in Europe?

Describes the perceptual mapping technique in a non-technical fashion. The procedure is useful for the depiction of the structure of the market. Discusses alternative methods, presents examples of each, and shows how the maps can be used in marketing decision making.

Spreadsheet supplement for case 590121.

Management is attempting to penetrate the California retail grocery market with the company's line of all-fruit preserves. Substantial up-front fees (slotting allowances) have been requested by the chains. Management must decide how to respond.

An abridged version of Workbench, most notably the results of two customer surveys, given in their complete form in Workbench. Focuses on the pricing decision for a small contemporary furniture retailer. Should Workbench continue its highly promotional pricing policy or adopt Everyday Fair Pricing?

Presents a non-technical description of the conjoint analysis methodology. Discusses the process by which such a study is done and cites areas of application.

Spreadsheet supplement for case 590059.

Traces the 12-year career of a pharmaceutical salesperson, Bob Marsh, from recruitment to termination. Mr. Marsh has had an uneven career with Cooper Pharmaceuticals, Inc. (CPI) and, after a probationary period, is asked to resign. Following his termination, a number of Marsh's former customers complain vigorously, and CPI's vice president of sales is asked to investigate the matter and to decide what, if anything, to do about it. A rewritten version of an earlier case by D.A. Newton.

Describes the highly successful recall of the Black & Decker Spacemaker Plus Coffeemaker. Objectives include: 1) factors in product recall effectiveness and success, 2) the use of direct marketing in product recall, 3) the role of public relations in product recall, and 4) impact of product recalls on product brands.

A new kind of marketing data enable managers to measure incremental sales of a product due to advertising and promotion. Single-source data correlate actual consumer purchases with corresponding television advertising or promotion events. Single-source data challenge much of the conventional wisdom on advertising. To take advantage of the data, managers must continually examine the appropriate balance between advertising and promotion.

A study of 25 auto-parts salespeople comparing behavior with performance indicates that: top performers focus the conversation on the catalog and sample boards, weak performers allow customers to control the talk; strong performers waste little time waiting for the customer's attention, weak performers are willing to wait for the customer. Most important, strong performers do not take refuge in the notion that some days are good and some are bad and nothing can be done about the bad. They shrug off a string of unsuccessful calls and continue calling. Sales managers should not try to hire only those who will become top performers, rather they must nurture their salespeople with potential.

A fire is reported in a Black & Decker Spacemaker Plus Coffeemaker. This newly introduced product is a "Key Introduction" for Black & Decker's Household Product Group (HPG). HPG's president has to decide whether the product should be recalled and, if so, how the recall should be implemented. Teaching objectives include: 1) managing a product recall, 2) ethical considerations in product safety and product recalls, and 3) the meaning of customer care.

Assumes some knowledge of conjoint analysis. Permits analysis of basic results and dynamic market simulations in one class session.

Describes the new policy of the National Archives of inviting corporate cosponsorship of historic exhibits and commemorations. In November 1989, Philip Morris Companies (PM) became the first cosponsor of the bicentennial commemoration of the Bill of Rights, and used the announcement of the cosponsorship as the foundation of a major corporate identity and image campaign in mass media. Also describes other current PM initiatives to sustain and improve its corporate image. Students are encouraged to think through the potential benefits and risks of PM's corporate campaigns, and then to examine the dimensions of this particular campaign.

Lowe's chain of 306 stores was anticipating fierce competition from their major market rival, Home Depot. As they reformulated the size of their new prototype stores and the mix of their merchandise, what would be the ultimate format? What impact would it have on their advertising strategy? How could they retain their contractor business which had been the mainstay of their operation since the 1950s. In addition, how should they emphasize in their advertising: wide selection, good service, and everyday attractive prices.

Population Services International (PSI) was a not-for-profit agency founded to disseminate family planning information and to market birth control products, primarily in less developed countries seeking to curb their population explosions. In 1976, PSI concluded an agreement with the government of Bangladesh to conduct a social marketing program, with the objective of using modern marketing techniques to sell subsidized contraceptives through commercial outlets. Seven years later, three PSI managers were meeting at PSI's Washington, D.C. headquarters to discuss 1984-86 marketing strategy for two products: Raja condoms and Maya birth control pills. Of particular concern was the fact that the marketing approach that had proven extremely successful for Raja was yielding poor sales results for Maya. The PSI managers needed to devise an action plan for improving Maya sales.

Describes the reactions of public interest groups, members of the House of Representatives, and others. Further documents reactions to the choice of Philip Morris (PM) as a sponsor. Invites students to weigh the corporate pluses and minuses for PM, given these reactions.

Ad Council wished to run an educational campaign aimed at preventing the spread of AIDS. They were challenged to find acceptable ways to address this very sensitive subject matter--ways that the media and the public would approve. One of the big challenges was to make the word "condom" acceptable to the TV networks as condom use can prevent the spread of the HIV virus. The case gives a brief explanation of the disease and the reasons why Ad Council felt this campaign was necessary. Also outlines the target groups selected and basic strategy. The primary question is "How will this campaign get media approval?"

The answer to the (A) case. Explains Ad Council's plan. Outlines alliance with American Advertising Federation to enlist support of local Ad clubs, media presentation, and implementation strategy.

Describes the background leading to the development of an advertising campaign to help prevention of AIDS in New York City. The three television networks, however, for various reasons reject the campaign, to the dismay of Saatchi & Saatchi executives.