個案總覽

Provides background information for the (B) case, in which a young sales person is asked for a bribe by an experienced children's wear buyer.

Most companies are able to forge a marketing strategy, but have difficulty implementing it. Marketing practice has two components: structural and human. There are four levels in the structural hierarchy--functions, programs, systems, and policy directives--and each has its pitfalls. Of 32 companies sampled, those best at marketing practice have a strong sense of identity and direction, appeal to customers (including distributors) in unusual ways, have marketing managers who are willing to substitute skills for the formal structure, and see the executives as more important than the execution structure.

Mr. Kenneth Treece, marketing director of Frito-Lay's Grandma's (R) Cookie division has received the final test market figures for the new supermarket line of Grandma's Ready-To-Eat cookies. One set of data, the Kansas City test results, was extremely encouraging; market share was 50% higher than management had projected. Although the results of the Northwest region test were not as positive, they seemed to justify continuing the rollout. In light of these conflicting test figures and the previously less than satisfactory performance of Grandma's in single-serve packages, Mr. Treece wonders how he can change the rollout specifics to better ensure the success of the new packaged Grandma's line.

On January 2, 1983 Pepsi-Cola United Kingdom had to develop a plan to defend its successful Diet Pepsi brand against the about to be introduced diet Coke. Contains useful material on competitive behavior and on U.S. versus U.K. consumer behavior.

Supplements the (A) case.

Supplements the (A) case.

In late 1977, Fisher-Price was considering terminating its distribution in Belgium and Holland and establishing its own sales company. Illustrates a common problem in multinational marketing and raises issues of relative costs, motivation, and dealer relationships. In addition, there was a risk of possible liability for damages under a Belgian law governing manufacturer-distributor relationships.

An associate advertising manager at Procter & Gamble is considering several options to strengthen the company's position in the light duty liquid detergent market. One option is to introduce a fourth Procter & Gamble brand in the category. Provides substantial information on the Procter & Gamble brand management organization.

The brand assistant on H-80, a new light duty liquid detergent, has to develop a year-one national promotion plan for the new product. Illustrates one of the important tasks of a Procter & Gamble brand assistant and provides substantial information on different types of consumer promotions.

The retail point of purchase (POP) is the time and place at which all the elements of a sale--the consumer, the money, and the product--converge. Marketers must make the most of the communications possibilities at this point to increase their sales. By making effective displays, designing appropriate, easily identifiable packaging, making shopping exciting, and focusing in-store advertising media on the POP, marketers can address the various interests of the manufacturer, the retailer, and the consumer.

A sales task is clear if sales result from a salesperson's efforts to sell, if performance feedback is timely, and if that feedback is accurate. Management has four areas in which it must try to be clear--deployment, account management, information systems, and field sales management. The more specific the account coverage, the better. Hence, limiting the number of accounts for each salesperson is recommended. Field sales managers can use management by objectives, performance appraisal, and monthly reviews to encourage their salespeople to do their work effectively.

Expands on Clark Material Handling Group-Overseas: Brazilian Product Strategy (A) and (B). Company considers entry into the Japanese market.

The company's plans are revealed. A stock offering has produced $20 million to be used for development.

Mr. Joseph Lawler, newly-appointed president of Boston Whaler, Inc. (BWI), believes that better dealer management is the key to his company's continued growth. BWI manufactured a high-price, high performance line of power and other boats for the recreational, commercial, and other markets. Its 250 dealers were served by a small force of regional managers. Most dealers were not exclusively Whaler distributors, and Whaler sales ordinarily did not account for the majority of dealer revenues. Mr. Lawler wants the dealers' "commitment" to BWI increased, whether through new dealer agreements, training, minimum stocking requirements or whatever other device will help increase the importance of the BWI relationship to the dealers. Presents a relatively complete account of distribution management problems, and additionally, allows a thorough key account analysis of BWI's top 50 dealers.

Dunkin' Donuts franchises and operates retail donut shops for take-home and in-shop consumption. Looks at three growth alternatives: 1) More shops (owned or franchised); 2) A broader product line; and 3) More advertising. Raises important issues related to franchise relations. A merger of Dunkin' Donuts (A) and (B).

A consulting project involving a mathematical model of the sales force indicates that Syntex Labs should nearly double the size of their sales force and drastically alter their allocation of sales effort to the product line and physician specialties. The questions are whether the results are reliable and what action should be taken.

The recommendations of the consultants require a number of assumptions and modifications to be implemented by Syntex Labs. Presents the initial implementation plan of the company.

Buyers no longer purchase products and services but sets of expectations. Thus, the relationship between buyer and seller often intensifies when the sale is made. How selling companies manage buyer-seller relationships increasingly affects their reputations and repeat sales. The seller can maintain a healthy relationship with the buyer after the purchase by regularly considering whether the relationship has been improving or deteriorating. To effectively manage relationships, managers must understand both the problems and the opportunities.

In May 1983 Ms. Katherine O'Brien, vice president of marketing, was deciding whether Jamestown should discontinue the use of independent representatives in favor of a direct company salesforce. Jamestown sold informal stoneware dinnerware through department and gift stores. A rewritten version of an earlier case.

The new district sales manager for a tool company must determine how to get his district "back on track." The case presents various qualitative and quantitative information on the salespeople. Teaching objectives include the specification of the tasks of a district sales manager and the sales analysis helpful to him in his job. A rewritten version of an earlier case series.