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Provides a follow-up to the (A) case.

Updates the decision issues faced by Rohm and Haas in launching Kathon MWX for small customers.

Over the last decade, power in the retailing of packaged goods has shifted from manufacturers to wholesalers and sellers. One result has been an increase in consumer and trade promotion. But many trade promotion practices are costly to manufacturers, retailers, and eventually consumers. The authors single out forward buying in the grocery trade and offer evidence of the costs of this practice to the distribution system as a whole. They suggest a policy called "everyday low purchase price", designed to smooth the peaks and valleys of demand and reduce the costs of distribution.

CEOs must spend a certain amount of their time in the trenches, to learn first-hand how the business is going. Time spent on the road with the sales force is especially valuable. Executives learn whether the sales team knows its prospects and sets reasonable expectations; how much the salespeople know about the product, particularly in ways that differentiate it from the competition; whether the sellers keep abreast of changes in customers' businesses; and if the salespeople feel they have a stake in the business.

An introduction to the design of questionnaires administered in surveys undertaken in management and social science research. Outlines a multistep process for developing a questionnaire.

MSA has commissioned a major market research study to assess demand potential for a computer software system designed for aerospace and defense contractors. Students must evaluate the results of the study (including a conjoint analysis) to assess whether MSA should invest in R&D to upgrade the technology or build a sales organization.

Demonstrates the dangers in assuming that a product successful in one market will do well in another, poor global marketing implementation, poor marketing strategy and implementation in general where research was used to back decisions on how to proceed, the need for an integrated marketing strategy to launch a new brand, and overreliance on an advertising push to diffuse a new brand. A 1992 ECCH award winner.

From the head of market research at GM comes a guide, in the form of a series of foldout tables, to help managers determine the dimensions of the task, resources needed, data required, and other key elements. The research effort comprises five major stages: assess the market information needs; measure the market place; store, retrieve, and display the data; describe and analyze market information; and evaluate the research and assess its usefulness. Augmenting the tables are a glossary of technical terms and a list of references.

Accuracy in manufacturers' advertising budgeting is hampered by reliance on the case rate system. A better measure is a brand's market share compared with its share of voice (its share of the total value of the main media exposure in that product category). The interrelationship between market share and share of voice is not usually considered when determining ad budgets.

Describes the relative share of voice effect in advertising. In most markets, consumer goods markets are in a state of equilibrium--advertising expenditures are relatively stable and changes in market share are small. To gain ground in market share, a competitor has to launch a huge ad campaign for a sustained period that outspends the biggest rival by at least 100%.

By mid-1988, Aldus Corporation was the market share leader in the global desktop publishing market. Top management was faced with the decision of whether to split Aldus's product family into two distinct product lines. Each product line would be targeted at different segments of the market: the business market and the creative graphics professional market.

In early 1989, with growing concern among Canadians about the impending solid waste problem, Grad Schnurr, the brand manager for Downy fabric softener, was considering the launch of a more environmentally friendly form of packaging. These Enviro-Paks would reduce the amount of plastic used in a standard 3L package by 85%, resulting in a 15% saving in total manufacturing costs. Although a similar type of packaging had already been introduced in Europe, the Enviro-Paks would be the first of their kind in North America. Because of this, Grad Schnurr faced many strategic issues and had to make decisions relating to the pricing, promotion and national launch of the paks.

The note explains the concept of break-even and contribution analysis for use in the financial analysis of businesses. Graphs are presented to clarify the concepts.

This is the first case of six cases which will assess the feasibility of starting a brew pub while reviewing various managerial accounting and business decision-making tools. See Kellers' Freehouse (B), Kellers' Freehouse (C), Kellers' Freehouse (D), Kellers' Freehouse (E), Kellers' Freehouse (F)

This follow-up case of the Kellers' Freehouse series provides a comprehensive review of cost behaviour. Specifically, the topics of cost classification, contribution analysis, and break-even analysis are addressed in the context of examining the cost structure of a restaurant. See Kellers' Freehouse (A), Kellers' Freehouse (C), Kellers' Freehouse (D), Kellers' Freehouse (E), Kellers' Freehouse (F)

The third case of the Kellers' Freehouse series focuses on the development of a marketing plan. A marketing analysis framework will be used to make decisions regarding the pricing policies, product offering, place, and promotion of the brew pub. See Kellers' Freehouse (A), Kellers' Freehouse (B), Kellers' Freehouse (D), Kellers' Freehouse (E), Kellers' Freehouse (F)

The fourth case of the Kellers' Freehouse series provides a review of cash flow analysis.This session addresses the importance of cash management and the mechanics of developing a cash budget. In addition, a plan will be developed to finance the new business. See Kellers' Freehouse (A), Kellers' Freehouse (B), Kellers' Freehouse (C), Kellers' Freehouse (E), Kellers' Freehouse (F)

This is the fifth case in the Kellers' Freehouse series. See Kellers' Freehouse (A), Kellers' Freehouse (B), Kellers' Freehouse (C), Kellers' Freehouse (D), Kellers' Freehouse (F)

This is the sixth and final case in the Kellers' Freehouse series. The purpose of this case is . See Kellers' Freehouse (A), Kellers' Freehouse (B), Kellers' Freehouse (C), Kellers' Freehouse (D) and Kellers' Freehouse (E).

Explores the issues associated with leasing office space in a softening market from the perspective of a young leasing agent. Addresses market and lease analysis, negotiating tactics and strategy, and management of a financial partnership.