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This case presents a scenario where Madrigal, a U.S. retailer with a rich 20-year history and a solid loyalty program, faces a turning point with the arrival of a new CEO. This leadership change reveals a critical gap in understanding the customer base, prompting an urgent audit of historical purchase data to assess customer growth patterns. Students are tasked as the CMO to analyze four years of transactional data, addressing questions on customer value, characteristics, and segmentation. The case study emphasizes the importance of a thorough customer-base audit to develop strategies for sustainable growth, serving as a practical learning tool for evaluating any company's customer base health.

Spreadsheet supplement for case 524046.

"Unintended Consequences of Algorithmic Personalization" (HBS No. 524-052) investigates algorithmic bias in marketing through four case studies featuring Apple, Uber, Facebook, and Amazon. Each study presents scenarios where these companies faced public criticism for algorithmic biases in marketing interventions, encompassing promotion, product, price, and distribution. The case is designed to enhance students' understanding of algorithmic bias in personalized marketing. It encourages discussions on its causes and strategies for detection and mitigation. A key learning is that such bias is often unintentional and can occur without data errors or underrepresentation in the sample. A central theme is the trade-off between optimization and fairness in algorithmic decision-making. Overall, these case studies provide comprehensive discussions on the causes, implications, and solutions to algorithmic bias in personalized marketing, complemented by the technical note "Algorithm Bias in Marketing" (HBS No. 521-020) that accompanies the case.

HelpSeeker Technologies, a Calgary-based technology startup, employed technological innovations such as digitization and artificial intelligence (AI) to address social welfare solutions, facilitating swift access by its users to crucial resources like psychological aid, medical services, and housing. HelpSeeker confronted a significant challenge: reconciling its identity as a technology firm with its commitment to societal betterment. In October 2023, facing the need to expand and monetize its services, the company grappled with the delicate task of scaling without compromising its core mission of addressing pressing social issues.

This case addresses managing critical mineral supply chains by focusing on cobalt used in lithium-ion (Li-ion) batteries and the impact of mining operations in Central Africa, particularly in the Democratic Republic of the Congo (DRC). Minespider, a Berlin-based start-up, tackled these issues with a blockchain platform. Following blockchain's evolution since Bitcoin in 2009 and Ethereum in 2015, Minespider developed the digital battery passport (DBP). Minespider's broad industry application highlighted its potential for tracking materials, ethical sourcing, and supply chain transparency. In 2017, Minespider focused on understanding the market, identifying ideal customers for their unique blockchain solution and partnerships, optimizing supply chain management, and showcasing blockchain's value in this sector in order to make the most impact.

Many companies overestimate customers' appetite for sustainable products, flooding the market with offerings that don't sell. The reality is, social and environmental benefits have less impact on purchasing decisions than basic product attributes do. Consumers buy products to get specific jobs done, and only after they find something that will do that will they look for a product that provides some social or environmental advantage. Of course, that's only if they value sustainability. Not everyone does, and marketers need to recognize that. Some customers (greens) place a premium on it, some (blues) value it only moderately, and some (grays) don't care about it and view it skeptically. The three segments cannot all be approached in the same way. How sustainable product benefits interact with traditional benefits is also critical: They can have no impact on a product's performance (independence), diminish it (dissonance), or enhance it (resonance). Marketers need to follow different playbooks for independent, dissonant, and resonant products, tailoring their approaches to green, blue, and gray customers with each.

<p align="justify">Natalie Jung, amid the COVID-19 lockdowns, transformed her newfound passion for handcrafted jewelry into Radiant Sun Shop (RSS), a thriving Etsy business with 3,100 transactions as of February 2023. Initially launched during her virtual undergraduate studies, RSS flourished with her dedicated time. As Jung approached the end of her master’s degree and subsequent graduation in April 2023, uncertainty loomed regarding the future trajectory of her business. Contemplating the role of RSS in her post-graduation life, Jung grappled with pivotal entrepreneurial questions, unsure of where to commence her introspection. Balancing academic milestones and entrepreneurial aspirations, Jung embarked on a critical self-examination to navigate the evolving dynamics of Radiant Sun Shop in her life ahead.

A key negotiating concept, the Zone of Possible Agreement (ZOPA), allows a buyer and seller to reach a mutually acceptable price. This technical note provides an overview of ZOPA for both individual-level negotiations and company-level pricing decisions, highlighting its importance to marketing. Challenges in applying ZOPA are discussed, as well as its role in value creation and exchange. Students are encouraged to consider the real-world impacts of ZOPA-based pricing on business and brand management. This note is suitable for use in graduate and under graduate courses on marketing, negotiation, brand management, and product pricing.

The case presents information about Morocco as a rapidly developing emerging economy which is achieving notable success in a range of global business sectors. First, a profile of Morocco highlights country characteristics and a wide range of opportunities for building the country's image. Then, nation branding and perception management concepts are discussed, along with country stereotyping and country brand personality, with particular references to Morocco. Next, the political history notion of a cultural turn is introduced to explain how Morocco chose to adopt a new image and role on the world stage, expressed through its New Development Model of 2021. Then, leading growth industries and business sectors are detailed, followed by a final discussion of potential nation branding and image-building opportunities.The central case question is: What do the government of Morocco and its agencies want the world to know about the country and how can this be conveyed as part of the country's image?The Moroccan government's challenge is multidimensional: to determine priorities for nation branding, select specific target audiences, design persuasive messages, manage communications media efficiently and effectively, and then measure results relative to objectives. Questions arise about what messages should be communicated about Morocco to propel its economic development, attract visitors and foreign investment, reinforce its reputation for cutting-edge industrial capabilities, enhance its reputation for high fashion and Hollywood-quality film production and, not least, fully utilize its human potential across a wide range of activities.

In the sunny afternoon of October 5, 2023, in Edmonton, Alberta (Canada), the co-founders of TRAE Group contemplated the challenge of growing their business while maintaining a delicate balance between commercial activities and their social mission of addressing global food security. In view of the changes in the global markets due to COVID-19 and geo-political tensions, they needed to evaluate the potential impacts of inflation, supply chain disruptions, and other global events on their ability to generate income and continue their social initiatives. The dilemma was whether to reassess their business strategies, explore alternative suppliers, or diversify their product offerings.

This case study explores Microsoft Teams' strategic response to Zoom's rapid rise during the COVID-19 pandemic. It highlights the ways in which Microsoft leveraged its customer base, expertise in enterprise software, and integration with the Microsoft 365 suite to challenge Zoom in the video communications market. The case highlights the playbook Microsoft has used many times over the past three decades to compete against challengers who established a first-mover advantage. It covers two phases of the competitive battle between Microsoft Teams and Zoom. The first phase began with the launch of Microsoft Teams in 2017 and ended in March 2020, when the COVID-19 pandemic helped Zoom dominate the video communication market. The second phase of the battle focuses on how Microsoft Teams counterattacked to gain market share against Zoom.

Cathay Pacific was founded in Hong Kong in 1946. As of July 2023, Cathay Pacific passenger and cargo airlines offered scheduled services to 81 destinations in 30 countries and regions worldwide, including 14 destinations in the Chinese Mainland. The group also served an additional 131 destinations in 21 countries and regions through code-share agreements. Effective January 1, 2023, Lavinia Lau was appointed chief customer and commercial officer and executive director on the board of Cathay Pacific. In August 2023 she faced the decision of what to propose to position Cathay Pacific to achieve its ambitious vision of becoming one of the world’s greatest service brands. What was the current positioning of Cathay Pacific relative to other airlines? Who should its target customers be? What should its message be to appeal to those target customers?

In March 2023, Reliance Consumer Products Limited announced the relaunch of Campa Cola, an iconic soft drink brand in India that was discontinued almost two decades earlier. The company acquired Campa Cola for US$2.7 million in 2022 to capitalize on the brand nostalgia and the appeal of a domestic brand offering high-quality aerated beverages at affordable prices, believing that Campa Cola had a deep connection with Indian consumers due to its unique taste and flavour. However, to be successful in the competitive market dominated by two global giants in the soft drink industry—The Coca-Cola Company and PepsiCo Inc.—Reliance Consumer Products Limited had to craft a meticulous strategy that should address three significant challenges: create a customer value proposition, set the right pricing strategy, and trigger brand nostalgia to appeal to all market segments across generations. However, the company would have to take a leap of faith and assume a great risk. Could Campa Cola emerge as a viable competitor in India’s soft drink industry?

Cathay Pacific was founded in Hong Kong in 1946. As of July 2023, Cathay Pacific passenger and cargo airlines offered scheduled services to 81 destinations in 30 countries and regions worldwide, including 14 destinations in the Chinese Mainland. The group also served an additional 131 destinations in 21 countries and regions through code-share agreements. Effective January 1, 2023, Lavinia Lau was appointed chief customer and commercial officer and executive director on the board of Cathay Pacific. In August 2023 she faced the decision of what to propose to position Cathay Pacific to achieve its ambitious vision of becoming one of the world's greatest service brands. What was the current positioning of Cathay Pacific relative to other airlines? Who should its target customers be? What should its message be to appeal to those target customers?

In September 2022, inspired by personal experiences, marketing executive Nicole Bezinski decided to set up GirlsTakeOver.org (GTO) after recognizing that teenage girls and young women in high schools and colleges in the United States were lacking coping mechanisms to help them manage increased stress and performance pressures. While schools received numerous new education program ideas annually, they were highly selective about which programs met the stringent criteria and were accepted. Consequently, Bezinski found herself with the challenge of proving that non-profit GTO offered students the self-management and coping benefits they needed. A high-impact proof-of-concept model was critical for GTO to receive serious consideration and acceptance by schools. Acceptance would lead to support, advocacy, and critical financial sponsorship from numerous stakeholders to enable GTO to launch and run operations in the first year. Bezinski had to finalize her proposal including the proof of concept before schools began accepting new education program applications.

Royal Enfield has maintained its dominance in the 250–750 cubic centimetre mid-size motorcycle segment in India. After a COVID-19-induced lean patch, the company’s unit sales have skyrocketed to an all-time high of 834,895 units in fiscal year 2022–23. The demand for premium motorcycles is growing significantly, which bodes well for Royal Enfield. However, the market leader has been confronted with a big challenge. The alliance between Hero MotoCorp Ltd. and Harley-Davidson Inc. has launched the Harley-Davidson X440—the most affordable Harley—to take on Royal Enfield. Meanwhile, the alliance between Bajaj Auto Ltd. and Triumph Motorcycles Ltd. has unveiled the competitively priced Speed 400. The initial response to the new motorcycles has been overwhelming. What strategic options are available to Royal Enfield to maintain its market lead amid intensified competitive rivalry?

This case explores the unique challenges social entrepreneurs face in balancing social impact and growing their market reach. Jane Bloom, founder of Caring Caps, is passionate about this social cause and built a culture of giving back into the mission and vision of the organization. But operating a non-profit with the goal of growing can create significant strain on a founder and volunteers. The organization in this case provides knitted caps for cancer patients and fully embraces the inclusion of social mission, purpose, and vision into its everyday operations to create a significant social impact of individuals battling cancer.<br><br>Caring Caps has had minimal awareness since its inception in 2013 and is looking to evolve into something beyond a community within a synagogue and to provide its “comfy” caps to more hospitals and cancer centers to reach those in need. One of the biggest challenges is to identify a growth model for Caring Caps to stay sustainable. What should Bloom do to position Caring Caps for future growth? What marketing should she consider?

The COVID-19 pandemic accelerated the adoption of digital commerce in India, and, in doing so, it exposed serious inadequacies in the country’s e-commerce system. Through outreach programs to small sellers and entities in hyperlocal supply chains, the Department for Promotion of Industry and Internal Trade in India identified a substantial gap between the quantum of online demand and the local retail marketplace’s capability to meet this demand. Established e-commerce giants had developed ways to maintain and increase their dominance and maximize profits, while small and fringe companies struggled to establish a place for themselves in the e-commerce marketplace. The Open Network for Digital Commerce (ONDC) was a first-of-its-kind initiative to create an open, all-encompassing, and competitive online marketplace in India. The network, which conceptualized itself as offering equal opportunity to all sellers, promised discoverability of digital commerce stores across industries through the use of network-enabled applications. The network was designed to provide a level playing field for sellers and to ultimately democratize digital commerce in India. The benefits of digital commerce would percolate among consumers across socioeconomic strata and even reach remote geographic locations. The intent was to implement ONDC on a population-wide scale and make it a public utility. To truly democratize e-commerce in India, ONDC would be required to incorporate millions of digitally excluded small retailers. For this to happen, the transactions on the network needed to be seamless, customer trust had to be won, and a proper grievance redressal mechanism had to be put in place. Although the initiative had gone through the alpha- and beta-testing phases and was now live in select Indian cities, a certain degree of merchant onboarding and customer involvement was still essential to get the process underway. Many also believed that if the initiative gained the involvement of one or more of the major online platforms, ONDC had the potential to grow much faster, morphing into the “blue ocean” it was envisioned as becoming. However, the cooperation of the digital titans was not guaranteed—they might choose to play the waiting game or refuse to engage with ONDC. This could mean that the company’s ambitions might not succeed. Which strategic initiatives could help ONDC upend the status quo in the Indian e-commerce market?

In September 2022, inspired by personal experiences, marketing executive Nicole Bezinski decided to set up GirlsTakeOver.org (GTO) after recognizing that teenage girls and young women in high schools and colleges in the United States were lacking coping mechanisms to help them manage increased stress and performance pressures. While schools received numerous new education program ideas annually, they were highly selective about which programs met the stringent criteria and were accepted. Consequently, Bezinski found herself with the challenge of proving that non-profit GTO offered students the self-management and coping benefits they needed. A high-impact proof-of-concept model was critical for GTO to receive serious consideration and acceptance by schools. Acceptance would lead to support, advocacy, and critical financial sponsorship from numerous stakeholders to enable GTO to launch and run operations in the first year. Bezinski had to finalize her proposal including the proof of concept before schools began accepting new education program applications.

This case explores the unique challenges social entrepreneurs face in balancing social impact and growing their market reach. Jane Bloom, founder of Caring Caps, is passionate about this social cause and built a culture of giving back into the mission and vision of the organization. But operating a non-profit with the goal of growing can create significant strain on a founder and volunteers. The organization in this case provides knitted caps for cancer patients and fully embraces the inclusion of social mission, purpose, and vision into its everyday operations to create a significant social impact of individuals battling cancer.<br><br>Caring Caps has had minimal awareness since its inception in 2013 and is looking to evolve into something beyond a community within a synagogue and to provide its "comfy" caps to more hospitals and cancer centers to reach those in need. One of the biggest challenges is to identify a growth model for Caring Caps to stay sustainable. What should Bloom do to position Caring Caps for future growth? What marketing should she consider?