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The company is considering whether or not to introduce a branded line of men's athletic socks. Considers a preliminary marketing program, including supermarket and drug store distribution.

Cost pressures and the need for increased flexibility in marketing programs give rise to new communications approaches that include national account management, demonstration centers, telemarketing, and improved forms of catalog selling. The four major steps for developing an effective program include careful analysis of communications costs, precise specification of communications needs, formulation of a creative and coherent program, and meticulous monitoring of the total system.

The marketing vice president of the leading supermarket chain in a major metropolitan area has to plan his 1981 strategy in light of increasing warehouse store competition. Considers relationships with major manufacturers who are supplying warehouse stores with deal merchandise.

L.L. Bean, Inc., a Maine-based manufacturer and mail-order retailer of sporting goods and apparel, has grown from $3 million in sales (1967) to over $120 million (1980). Current projections predict an annual compounded growth of 25% through 1985. Management must decide how to achieve this growth: through mail order, by opening more retail stores, by increasing manufacturing operations, or by going international. In managing growth, the company president is determined to maintain the highly personal service, excellent product quality, and friendly, informal working environment which he considers key to the company's popularity with customers and employees.

The product manager for Vaseline Petroleum Jelly has to prepare the 1978 brand budget and determine expenditure levels for advertising, trade promotion, and consumer promotion.

The President of MEM Co., Inc. is assessing the proposed introduction of a new line of men's toiletries. He also must determine the best distribution channels and the size of the product's advertising budget.

Rather than distinguishing between the marketing of services or goods, it is more useful to identify companies according to whether they sell intangibles such as travel or tangibles such as automobiles. Companies that sell tangibles emphasize intangible benefits, including status and comfort, to enhance their products. Tangibilizing intangible products presents more difficulties because of their people-intensive production and delivery which increase the chances for personal discretion and error.

Raises issues on monitoring and controlling flight demonstration costs for the Westwind business jet. Atlantic's marketing vice president is concerned about rising demonstration costs, but doesn't wish to deny solid prospects an evaluation ride. He asks the general manager of the division to formulate a policy meeting both of these goals. Intended for use in the marketing policy section of the marketing implementation course.

Supplements the note.

Introduces Video 1.

Introduces Video 2.

Discusses alternative approaches to product portfolio planning, including those of the Boston Consulting Group, General Electric/McKinsey, and the PIMS Program. Examines how portfolio planning can be used in the processes of market selection and setting of business direction within a market.

An analysis of more than 1,200 businesses participating in the Profit Impact on Market Strategies (PIMS) program shows that gains in market share relate to product quality improvements, new product introductions, and marketing budget increases. Successful strategic approaches for strengthening market share usually involve a balanced, consistent marketing program or a mix of several competitive factors.

The London Regional Children's Museum is engaged in a fund-raising campaign in order to move from temporary cramped facilities to an owned, large building. The needed million-dollar plus goal has been roughly half achieved. The case describes the museum and the environment in which it is seeking funds. The director is attempting to design a campaign to reach private donors.

A new product introduction strategy covering all elements of the marketing mix must be planned for equipment designed to dispense industrial adhesives. The equipment and adhesives are manufactured by the same company.

Provides students with an in-depth understanding of the channel decision from the manufacturer's point of view. The two issues addressed in the note are selection of channel design and channel management.

The prevalent hiring tenets for salespeople are myths. A survey of 18,000 individuals and a control group of equal size shows that age, sex, race, experience, and educational criteria are irrelevant in deciding who will make the best salespeople. What is significant is matching a candidate's personality dynamics with the job. The survey indicates that the job-matching approach is far superior to standard ways of hiring.

A study indicates four factors which individually and in combination greatly affect salesperson motivation: the nature of the task; the personality, particularly the strength of the salesperson's need for achievement; the type of compensation plan; and the quality of management. Why the four variables work together is unclear; they do, however, continually impact each other.

Discusses the role of market research in a product manager's decision process. Traces the development of market research information for the introduction of a new product, and presents a manager's dilemma of receiving market data that are inconsistent with expectations and plans. How should the product manager merge this information with the decision?

Focuses on the decision required of Parker Brothers regarding the necessity and advisability of recalling a new product that may have been related to the death of two children.