MARKETING
2015
Articles | Books & Chapters | Cases | Course Modules Online Courses | Simulations | Online Tutorials Core Curricul Curriculum um | Video Shorts | Exercises
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NEW! CORE CURRICULUM READINGS IN MARKETING
Core Curriculum Readings in Marketing cover the fundamental concepts, theories, and frameworks that business students must learn. Authored by faculty at Harvard Business School, each Reading is about 20-30 pages long and comes with a Teaching Note, Review Questions, and Slides. Many also include video clips and Interactive Illustrations. The 18 Marketing Readings are: Brands
and Brand Equity Rohit Deshpandé and Anat Keinan #8140 Global Marketing Rohit Deshpandé #8182 Business-to-Business Marketing Frank V. Cespedes Customer Centricity Rohit Deshpandé #8171
and Das Narayandas #8145
Customer Management Sunil Gupta #8162 Consumer Behavior and the Buying Process John T. T. Gourville and Michael I. Norton #8167 Creating Customer Value Sunil Gupta #8176 Sales Force Design and Management Doug J. Chung and Das Narayandas #8213 Segmentation and Targeting Sunil Gupta #8219 Developing oping and Managing Channels of Distribution V. Kasturi Rangan #8149 Devel Framework for Marketing Strategy Formation Robert J. Dolan #8153 Pricing Strategy Robert J. Dolan and John T. Gourville #8203
Available Spring 2015 Brand Positioning #8197 Competition Strategies #8158 Digital Marketing #8224 Marketing Communication #8186 Marketing Intelligence #8191 Product Policy #8208 à Find
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more Core Curriculum Readings at hbsp.harvard.edu/list/corecurriculummarketing
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CASES
Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.
New Cases Barilla Pasta: A Company in Hot Water In 2013, the Barilla Group company chairman made a series of antigay comments during an interview on an Italian radio show. The company needs to devise a strategy to publicly respond to the backlash and avoid the negative long-term consequences of a damaged brand name, decreased market share, and lost revenues. TN Ivey Publishing #W13480 Bluefin Labs: The Acquisition by Twitter Bluefin Labs has built a system that gathers millions of online comments in an effort to build new metrics for TV programs and brand advertising. With data from Twitter and other social sites, expressions, not just impressions, can now be aggregated, measured, and used to calibrate brand performance and to sell media time. TN Harvard Business School #513091 Chateau Margaux: Launching the Third Wine Chateau Margaux, 1 of only 5 prestigious estates in the Bordeaux Medoc wine region to have been classified as First Growth, is preparing to launch a new wine. The owner is considering the optimal marketing for the new wine in light of bold moves by other First Growths, such as the purchase of vineyards in the Bordeaux region and global expansion. Harvard Business School #513107
Coca-Cola: Liquid and Linked Coca-Cola is considering which of several global marketing/promotional efforts to bring to the U.S. Each has proven successful in other parts of the world but for varying reasons. All represent efforts outside of the industry’s normal advertising-based approach to marketing. Harvard Business School #514024 Freemium Pricing at Dropbox Online storage company Dropbox provides remote storage for all types of digital files, along with file sharing, synchronization, and backup. Using a freemium pricing strategy, whereby a basic service was free and a premium service was paid, Dropbox grew into a business with 200 million users. But only an estimated 1.6% to 4% of users provided any revenue to the company. This referrals. case examines how Dropbox used freemium pricing to facilitate product adoption and user Harvard Business School #514053 Groupon for Local Businesses Local businesses’ experiences with using Groupon to promote themselves ran the gamut of roaring success to absolute failure. Why is there such a large range in outcomes for firms that used daily deal sites such as Groupon? This case examines the effectiveness of online daily deal sites from the point of view of local businesses. Harvard Business School #514047 J.C. Penney’s “Fair and Square” Strategy (Abridged) Ron Johnson, the new CEO of department store J.C. Penney, Penney, is reconsidering the dramatic changes he initiated for the business model and brand image of his company. company. After troubling first quarter results, Johnson decided to make certain adjustments, but were these adjustments enough? Harvard Business School #514063
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Kindle Fire: Amazon’s Heated Battle for the Tablet Market Jeff Bezos, Amazon’s CEO, faced the tough decision between focusing on the e-reader market—which Amazon had come to dominate with its Kindle product line—and making a foray into tablets, for which the company had no experience. Bezos chose the latter. TN
Kellogg School of Management #KEL770
Managing Online Reviews on TripAdvisor In 2013, TripAdvisor was the most visited online travel site in the world, and consumers were becoming increasingly motivated to read and write reviews. In response, hotels were investing more time and marketing budget on managing the quantity, quality, and location of online reviews. Harvard Business School #514071 Modifying Merida: Disney’s 11th Princess When Disney revises the image of a beloved and nontraditional movie character in a way that conforms to a physical stereotype, female viewers express their disapproval. In the wake of the backlash, Disney has a decision to make: Should it stick with the revised image, or should it revert to the original image in order to appease the viewing public? TN
Ivey Publishing #W13482
Mountain Dew: The Most Racist Soft-Drink Commercial in History? PepsiCo faces criticism after releasing a series of online advertisements that featured an angry Mountain Dew–drinking goat, a battered white woman on crutches, and a goat in a police lineup of black men. Critics protest the portrayal of violence toward women and racial stereotypes. Mountain Dew’s senior brand manager needs to devise a course of action or risk damage to one of its billion-dollar brands.
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Pearle Vision: Clearly Different? Once the largest U.S. optical retailer, Pearle Vision was struggling to differentiate itself from industry leader LensCrafters. Increasing competition from low-price competitors, such as Wal-Mart’s optical stores, was adding further competitive pressure. The case takes place in early 2013, with Pearle Vision’s new CEO announcing his plans for revitalizing the chain. Will his strategy work? Harvard Business School #514015 The Apple iPhone (Abridged) This case describes the introduction of the Apple iPhone, including subsequent price reductions and market share goals. The case includes publicly available data on iPhone production costs, channel margins, and marketing costs. It concludes with the July 2008 introduction of the second-generation 3G iPhone. TN
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Vogue: Defining the Culture of Fashion
In March 2013, Susan Plagemann, vice president and publisher of Vogue, is seeking new strategies to approach the competitive advertising market and to utilize the growing importance of digital channels. Can Vogue meet the expectations of the fashion industry and the magazine’s readers and stay one step ahead? Harvard Business School #514036 #514036
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Popular Cases Dove: Evolution of a Brand The maker of Dove soap transforms the functional brand into a master brand by expanding the Dove portfolio to include products beyond the original bath soap category. The change inspires a controversial ad campaign, and the company relies on the Internet and social media channels to help manage the negative publicity. TN
Harvard Business School #508047 • Video Short available
“Students understand how a brand can focus on their core competency and the relevancy of maintaining certain brand elements despite the dynamic nature of the market. market.”” —Case review from Harvard Business Publishing for Educators web site* IKEA Invades America IKEA is the top furniture retailer in the world, with over 154 stores in 22 countries. The company has 14 stores in the U.S. and plans to have 50 stores in operation in the U.S. by 2013. The strategy centers on creating a distinctive brand for American consumers. TN
Harvard Business School #504094
“Excellent case. Students loved it because they can all relate to IKEA, given the brand’s target consumer. The case notes are excellent. This case is a great example of how coproduction can help solidify consumer loyalty.” —Case review from Harvard Business Publishing for Educators web site* MINI USA: Finding a New Advertising Advertising Agency (A) Selling an intangible like advertising services is a difficult task. The first step is to understand what brands are looking for when they buy these services. This case puts the students into the roles of the seller (an advertising agency named Butler, Shine, Stern, and Partners) and the buyer (MINI USA) and asks them to develop a sales strategy for advertising services. Harvard Business School #508041 #508041
Pillsbury Cookie Challenge The Canadian Pillsbury ready-baked goods cookie line is experiencing poor performance, and the marketing manager is charged with turning around the segment. After conducting market research, he analyzes the results to determine how to improve the performance of the cookie segment. Students must determine where the greatest opportunities lie, whom the team should target, what brand messaging is most relevant, and what type of communication plan would be most effective. TN Ivey Publishing #W11020 Product Team Cialis: Getting Ready to Market Lilly and Icos are preparing for the launch of a new drug, Cialis, to compete against Viagra. To position against incumbent Pfizer, they must determine how best to segment the market and decide which target market to focus on. The marketing plan should take advantage of Cialis’s medical profile and include the communication strategy to patients, physicians, and partners. TN Harvard Business School #505038 Sephora Direct: Investing in Social Media, Video, and Mobile The senior vice president of Sephora Direct wants to double her budget for social media and other digital marketing initiatives. Several digital marketing initiatives over the past 2 years are starting to yield good results. The increased budget will come at the expense of traditional marketing programs and she must justify the investment. TN
Harvard Business School #511137
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Snapple This case tells the story of Snapple’s rise and fall and poses the question, “Can it recover?” Snapple quickly went from local to national success and was ready to go international when the founders sold the company to Quaker. Quaker then sold the company in 1997 for a fraction of its acquisition price, after discovering the brand was harder to manage than anticipated. What action should the new owners take? This case is accompanied by a Video Short. TN Harvard Business School #599126 Starbucks: Delivering Customer Service Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company does not meet customer expectations for good service. The company considers a plan to improve satisfaction by increasing service speed. The plan costs money, and the benefits to the bottom line are difficult to predict. TN
Harvard Business School #504016 • Video Short available
“This case offers a great opportunity to review a well-known company and the problems that accompany fast growth. Very rich content; lots of opportunity for class discussion with varying perspectives.” —Case review from Harvard Business Publishing for Educators web site* Virgin Mobile USA: Pricing for the th e Very First Time Dan Schulman, CEO of Virgin Mobile USA, must develop a pricing strategy for new wireless phone services targeted toward consumers in their teens and 20s, many of whom have poor credit and uneven usage patterns. Contrary to conventional industry wisdom, Schulman is convinced that he can build a profitable business based on this underrepresented target segment. The key is pricing. TN Harvard Business School #504028 à Find
more cases at hbsp.harvard.edu
Brief Cases Rigorous and compact, Harvard Business School Brief Cases present realistic management challenges for students to discuss. Audio versions are available for select Brief Cases to aid in student preparation. Altius Golf and the Fighter Brand A maker of high-performance golf balls considers introducing a new golf ball called Elevate NEW!
to appeal to casual golfers. The new line will be available through “off course” specialty stores and big box retailers at a lower price. The board of directors is divided on whether to support the decision. TN #913578 Clean-Edge Razor: Splitting Hairs in Product Positioning A health and beauty manufacturing company launches a new technologically advanced vibrating razor into the highly competitive men’s market for shaving products. The product manager struggles with positioning the product either as a “niche” razor for the high-end market or as a mainstream razor for the average consumer. TN #4249 “My MBA students enjoyed this case and were very creative in suggesting ad mottos and slogans.” —Case review from Harvard Business Publishing for Educators web site*
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CleanSpritz Sales of CleanSpritz all-purpose cleaning spray have been steadily declining for the past five years, and management believes the decline correlates to a growing environmental concern among U.S. consumers. CleanSpritz’s management is considering several options to address these concerns, and brand manager Claire Beaton must present management’s recommendations for the most effective strategy. TN #914537 NEW!
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Pens: The Writing Implements Division of the U.S. Home The Clique Pens Writing Implements division president Elise Ferguson has seen gross margins drop from 42% in 2010 to just over 36% in 2012 as a result of various discounts, allowances, and other off-invoice deals. She is now considering a move away from these discounts in favor of market development funds. TN #914525 In a Bind: Peak Sealing Technologies’ Technologies’ Product Line Extension Dilemma Peak Sealing Technologies (PST) is a manufacturer of premium carton sealing tapes. When a new competitor introduces a less expensive and inferior product, product manager Emma Taylor must decide if the company should augment its existing high-quality product line with a cheaper, less effective product to compete, keeping in mind that the new line could potentially cannibalize PST’s premium line. TN #914533 NEW!
Launching Krispy Natural: Cracking the Product Management Code Pemberton Products is looking to expand into the salty snack market and acquires producer Krispy Inc. Market tests of Krispy products in Columbus, Ohio, show market share results that are double the company projections, while results in 3 cities in the Southeastern U.S. fall NEW!
well below expectations. The marketing director must interpret the test results and present his recommendation for a national rollout. TN #913574 Montreaux Chocolate USA: Are Americans Ready for Healthy Dark Chocolate? The director of new product development at a chocolate company wants to introduce a new line of dark chocolate with fruit to appeal to health-conscious U.S. consumers. She considers 3 market testing alternatives to validate marketability and sales forecasts. TN #914501 NEW!
MOST POPULAR Mountain
Man Brewing Company Mountain Man Brewing Company brews just 1 beer, Mountain Man Lager, popular among bluecollar workers. When the company experiences declining sales, the CEO considers launching a new light beer in the hope of attracting younger drinkers. TN #2069 MOST POPULAR Natureview
Farm A Vermont-based producer of organic yogurt is the leading national brand sold in natural food stores, with $13 million in revenues. When the company faces financial pressure to increase revenues to $20 million due to a planned exit by its venture capital investors, the VP of marketing must decide whether to expand into the supermarket channel. TN
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“This case is a well-written, compact case. It is precise and enables me to deliver multiple objectives for my session, like trade margins, channel choice, channel conflict, etc.” —Case review from Harvard Business Publishing for Educators web site*
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Reed Supermarkets: A New Wave Wave of Competitors The marketing VP at a high-end, conventional supermarket chain is concerned about increased competition from dollar stores and limited-assortment stores offering very low price points. She must decide how to change the current marketing and positioning plan to increase market share. TN #4296 “Reed is a great case for bringing to the forefront the demands put upon an area unit in the context of a regional player due to differences in market potential.” —Case review from Harvard Business Publishing for Educators web site* Reliance Baking Soda: Optimizing Promotional Spending The new domestic brand director needs to create a marketing budget that delivers a profit increase of 10% while weighing the value of advertising, price increases, and the role of the brand within the company. TN #4127 “A very teachable case for both undergraduate and graduate students. It is a classic problem in product marketing—how to boost sales of a mature, rather boring product that doesn’t generate a lot of excitement.” —Case review from Harvard Business Publishing for Educators web site* SafeBlend Fracturing The CEO of SafeBlend Technologies must set a price for the company’s environmentally friendly fracturing fluid additive. The firm is negotiating a new contract with its biggest NEW!
client, Bristol Natural Gas. Withwhile new competitors in the mix, SafeBlend must weigh its options to remain competitive maintaining current revenue. TN #914513 StepSmart Fitness The new CEO of StepSmart Fitness has hired 30-year-old Benjamin Cooper to manage the underperforming New England district. A first-time manager with no one to train him, Cooper must make decisions about termination of current employees, the hiring of additional salespeople, and ways to increase productivity. He is set to present his conclusions to his newly-appointed manager, the Regional VP for the Northeast, in a few days. TN #914509 NEW!
MOST POPULAR The
Fashion Channel The new senior VP of marketing for the Fashion Channel considers changing the company’s traditional marketing approach by introducing a market segmentation program. Students must evaluate consumer research results, calculate financial scenarios, and make their own recommendations. TN #2075 à Find
more Brief Cases at hbsp.harvard.edu/list/brief-cases
Multimedia Cases Now available available online, multimedia cases put students in the th e center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments. Premium Educators can see a Free Trial of each case online. Building Brand Community on the Harley-Da Harley-Davidson vidson Posse Ride Students get inside one of the world’s strongest brands to consider issues of brand loyalty, the close-to-the-customer philosophy, the cultivation of brand community, and the day-today execution of relationship marketing programs.
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Launching the New MINI Students are required to reverse-engineer a wide variety of brand communication and creative materials developed and produced by MINI USA executives and their ad agency to support the MINI launch in the U.S. TN #505020 “A case that students love, especially undergrads because they don’t have to guess a communication strategy but reverse-engineer it. They have to understand the latent strategy-linking strateg y-linking objectives and communication materials. materials.”” —Case review from Harvard Business Publishing for Educators web site* Lenovo: Building a Global Brand Lenovo: When Chinese company Lenovo acquires IBM’s PC division in 2004, the news makes headlines. but Lenovo is largely unknown to the rest of the world. The firm sets out to become a global technology giant and prepares to launch a high-risk product line for small and medium enterprises. #508703 Marquee: The Business of Nightlife After 5 years, an eternity in the nightclub industry, Marquee is still one of NYC’s hottest clubs. The owners are concerned about the club’s staying power in the face of rising costs of operation and increased competition. #510702 Mountain Dew: Selecting New Creative Students consider the challenges of selecting creative in brand communications, building a brand in a turbulent cultural environment, extending an advertising campaign, and managing the company company/agency /agency relationship.
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“The comprehensive background material, storyboard video clips, and produced TV spots contribute to a realistic and entertaining learning experience for students.” —Case review from Harvard Business Publishing for Educators web site* Real Madrid Club de Fútbol Real Madrid, one of the world’s top soccer teams, elects a new president who promises to turn around club finances and extend the brand worldwide. As reelection looms, the management team reflects on the president’s branding initiatives and the risks, opportunities, and challenges facing the club. TN #505081 Terror at the Taj Bombay: Customer-Centric Leadership On November 26, 2008, terrorists launch a series of attacks in Mumbai, India, including an attack at the Taj Taj Mahal Palace and Tower Tower.. Following the crisis, the t he staff at the Taj Taj receive praise for their selfless actions in placing the safety of the guests ahead of their own. TN
#511703 • Instructor version available online
Tyra Banks: Personal Branding Tyra Banks, an American model and internationally recognized celebrity, built a strong personal brand over the course of her career. What kinds of projects should she take on next? In some ways, the brand needed to evolve past Tyra herself and her numerous fans to embody something more expansive. How could she achieve this? TN #513703 NEW!
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more multimedia cases at hbsp.harvard.edu/list/elearning
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AR RTICLES A
Articles from Harvard Business Review and other renowned journals provide up-to-theminute ideas from the best business thinkers.
New Articles An Anthropologist Walks into a Bar... When “BeerCo” found its pub sales falling, market research and competitive analysis provided no help. So it sent out a team of social anthropologists to investigate. The resulting data, including field notes, photographs, and videos, yielded insights that prompted the company to revamp its promotional materials and training methods. Sales rebounded within two years and are still growing. Harvard Business Review #R1403F Beyond the 4P’s: A New Marketing Paradigm Emerges Our mindsets determine the way we see the world, make decisions, and behave. In the realm of marketing, the author argues that many people’s mindsets, or mental models, are outdated. He explains why the old marketing paradigm is no longer applicable and describes the six aspects of the new landscape that modern marketers must embrace in order to thrive. Rotman School of Management #ROT232 For Mobile Devices, Think Apps, Not Ads Mobile ads are not as popular with consumers as many companies had hoped. Instead, mobile apps are more effective at reaching and engaging customers by offering convenience and unique value over simple advertising messages. Harvard Business Review #R1303D
Make the Most of a Polarizing Brand Marketing managers tend to focus on “mean” or “net” consumer scores, but these miss an important point: Some brands are highly polarizing, with large numbers of brand lovers and equally large numbers of brand haters. Measuring “brand dispersion” will allow marketers to identify polarizing brands and take steps to turn polarization to their advantage. Harvard Business Review #F1311A
Make Your Best Customers Even Better Companies that focus on “superconsumers”—a subset of heavy consumers who are highly engaged with a category and a brand—can realize even greater sales from them. They can also yield new product ideas and insights that help products gain mass appeal. Harvard Business Review #F1403A
SodaStream’s CEO on Turning a Banned Super Bowl Ad into Marketing Gold SodaStream CEO Daniel Birnbaum and his all-new management team created an ad for the 2013 Super Bowl that took a direct shot at Coke and Pepsi. It was rejected by CBS, and the legal wrangling that followed generated headlines around the globe. The controversial ad has now been viewed more than 5 million times on YouTube; from a marketing standpoint, it was a great investment. Harvard Business Review #R1401A To Tweet or Not to Tweet: What Business Can Learn from Social Movements Hundreds of millions of dollars are spent each year on social media marketing strategies, and most of them achieve little in the way of creating a sustained following. In contrast, successful social movements can capture and sustain followers over long periods of time for less money than companies typically spend on marketing. Rotman Magazine #ROT199
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On line Reviews What Marketers Misunderstand about Online Consumers used to rely mainly on manufacturers’ product information delivered through marketing materials, but online reviews and peer-to-peer information are increasingly influential. Companies should closely track the sources of information their customers turn to and find the combination of marketing channels and tools that will successfully steer their buying decisions. Harvard Business Review #F1401A When Controversy Controversy Sparks Buzz—and When It Doesn’t It’s no secret that provocative ads are risky. Benetton, for example, has faced numerous boycotts and lawsuits over its “shock advertising.” But there’s another reason why marketers should exercise caution: Topics that are too hot often generate no buzz at all—and the threshold for “too hot” is surprisingly low. Harvard Business Review #F1404C
Popular Articles Case for Discount Discipline Few companies even record their discounting practices, much less manage them. Here’s how to do discounts right. Harvard Business Review #F0611G Commercials Make Us Like TV More In recent studies, viewers rated TV programs with ads much higher than programs without them. The phenomenon is adaptation: The longer an experience lasts, the more people get used to it, and the less they enjoy it. But if that experience is interrupted (for instance, with a commercial), people’s initial feelings of pleasure are retriggered. Harvard Business Review #F1010E
Crap Circles The most dubious business plans can appear solid, even smart, when illustrated with snappy circle-and-arrow graphics. Look closely though, and you’ll see that many of these diagrams are full of it. Harvard Business Review #F0511C Emotional Cues That Work Magic on Customers Marketers have long understood that emotions play an important role in consumer decision making. New scientific evidence suggests that their influence is more nuanced than many realize. A better understanding of emotions will help managers maximize customer satisfaction and loyalty at every stage. IESE-Insight Magazine #IIR054 How to Delight Your Customers While many researchers have made contributions to the now-extensive literature on service quality, there is less research on how organizations can delight customers. This article examines the benefits of delighting rather than merely satisfying customers. California Management Review #CMR328
Target the Almost Rich Marketers have masterfully targeted the middle class and the very rich, but a breed of consumer is flying under their radar—those who aren’t truly wealthy but still rank in the top 20% of earners. Three tactics can help companies reach the “almost rich.” Harvard Business Review #F0206B
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Why Most Product Launches Fail This article examines the five most frequent reasons why new products flop: The company can’t support fast growth, the product falls short of claims and gets bashed, the item exists in “product limbo,” the product defines a new category and requires substantial consumer education but doesn’t get it, and the product is revolutionary but has no market. The authors describe real-world examples of each kind of failure and suggest how companies can avoid these pitfalls. Harvard Business Review #F1104A
SII M U L ATI O N S S
Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Teaching Note. Marketing Simulation: Managing Segments and Customers V2 Students develop and execute a marketing strategy at a manufacturer of motors used in medical devices. The simulation presents multiple challenges, including setting prices for channels and distributors, determining distributor discount rates, and making decisions about investments in product features. Seat Time: 90 minutes. TN #7018 “Excellent tool for students to realize that not all customers are alike, not all of them want to grow with you, and loyalty loyalty is better when a customer’s cost of switching is high or you have a high pocket share.” —Simulation review from Harvard Business Publishing for Educators web site* Pricing Simulation: Universal Rental Car V2 Students assume the role of a regional marketing manager responsible for pricing a fleet of rental cars in Florida. Students must consider pricing strategies for leisure and business travel, optimize vehicle inventory, and account for the likely competitive and market responses to their decisions. Seat Time: 90 minutes. TN #7005 “The simulation can easily be set to show that being the lowes l owestt price can be far less profitable for your company company than maintaining a higher price. This comes as a surprise to many business students with little experience in business: they always want want to beat the competition.” —Simulation review from Harvard Business Publishing for Educators web site* à Find
more simulations at hbsp.harvard.edu/list/simulations
E XE R CI S E S
Marketing Exercise: The Positioning Game The Darden School of Business
In this online exercise, students compete within a single market to maximize profit and market share for their specific product. Through a series of timed rounds, students decide whether—and where—to move their product’s position based on market conditions, competitors’ choices, and their own results. As in the real world, students face time pressure, costs associated with product changes, and the unseen decision of competitors. Seat Time: 30 minutes. TN #UV6715
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ONLINE COURSES
Available in Sections. Sect ions. Online Courses introduce complex subjects and can be used in advanced undergraduate business courses, used as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online Courses are available as complete courses or in sections. Management Communication The Management Communication Online Course provides students with the skills and guided practice necessary to master important concepts in business communication. NEW!
A special emphasis is placed on planning, writing, and presenting.
Seat Time: 18–22 hours. TN
Complete Course #4337 Writing in Business Section #4341 Presenting in Business Section #4343
Mathematics for Management Following the story line of several family-owned businesses, students learn how to apply math concepts to solve problems, analyze data, and predict outcomes. Seat Time: 12–20 hours. TN Complete Course #3350 Algebra Section #6004 Calculus Section #6006 Statistics Section #6007 Probability Section #6008 Finance Section #6009
Quantitative Methods Set in a Hawaiian resort, this course teaches statistics and regression analysis from a management perspective. Students develop statistical models for making better business decisions. Seat Time: 20–50 hours. TN Complete Course #504702 Regression Section #6012
“The Quantitative Methods Online Course is a perfect support for teaching Quantitative Analysis.” —Online Course review from Harvard Business Publishing for Educators web site* Spreadsheet Modeling: Excel 2013 This course shows students how to use Microsoft Excel 2013 as both a reporting tool and a modeling tool for solving business problems. It is appropriate for beginning and advanced users of Excel. Seat Time: 10–20 hours. TN NEW!
Complete Course #9052 Introductory Section #9053 Advanc Advanced ed Section #9054
Spreadsheet Modeling: Excel 2007 also also available. Complete Course #3252 à Find
more Online Courses at hbsp.harvard.edu/list/online-courses
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B O O K S & CH A PTE R S
Individual chapters may be integrated into course materials, while books may serve as primary class texts. Many academic titles from Harvard Business Review Press are now available as eBooks. Each title is available as a PDF and comes with a full-text Educator Copy available to registered Premium Educators on the HBP for Educators web site. Basics of Branding: A Practical Guide for Managers This 6-chapter book published by Business Expert Press provides an in-depth analysis of branding and the requirements of successful brand development. Each chapter explores critical concepts, including market positioning, brand equity, and content marketing, as well as the implications of continuing changes in the market environment due to technology. Available Av ailable in chapters chapters only only. Business Business Expert Expert Press Press #BEP226
True Story: How to Combine Story and Action to Transform Your Business Today’s most successful businesses create products and services that are manifestations of a meaningful story—one told primarily through action, not advertising. The book is filled with examples of forward-thinking organizations such as Red Bull, Shaklee, Grind, TOMS Shoes, and News Corporation. Available Av ailable in chapters. chapters. Harvard Harvard Business Business Revie Review w Press Press #10356 Greater Good: How Good Marketing Makes for Better Democracy Marketing has a greater purpose than simply selling more widgets. According to the authors, marketing performs an essential societal function. They list 6 characteristics that marketing and democracy share.ofGood marketing practices improve the political process and, in turn, improve the practice democracy itself. Available Av ailable in chapters. chapters. Harvard Harvard Business Business Revie Review w Press Press #1735
HBR’s 10 Must Reads on Strategic Marketing Marketing This collection of articles from Harvard Business Review describes describes strategies for developing marketing strategy to focus less on promoting products and more on developing relationships with customers. Harvard Business Review #11366 #11366 Harvard Business Essentials: Marketer’s Toolkit: The 10 Strategies You Need to Succeed Effective marketing can mean the difference between runaway successes and costly flops. Covering everything from customer programs to ad campaigns to sales promotions, this book is a hands-on guide to turning opportunities into profits. Available Av ailable in chapters. chapters. Harvard Harvard Business Business Revie Review w Press Press #7626
How Brands Become Icons: The Principles of Cultural Branding When customers value what brands symbolize more than what they actually do, the brands become cultural icons. Icons are not built through conventional branding strategies that focus on benefits; they instead require a deeper understanding of targeting, positioning, brand equity, and brand loyalty. Available Av ailable in chapters. chapters. Harvard Harvard Business Business Revie Review w Press Press #7745
Marketing as Strategy: Understanding the CEO’s Agenda for Driving Growth and Innova Inn ovation tion To deliver better results to an organization, marketers are changing their roles from implementers of traditional marketing functions to strategic coordinators of organizationwide initiatives aimed at delivering value to customers and increasing profitability. Available Av ailable in chapters. chapters. Harvard Harvard Business Business Revie Review w Press Press #2101
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Understanding Marketing Developing a marketing mind-set is about creating an awareness of who a company’s customers are, what they want, and how the company can serve them profitably. This book explains key concepts and provides examples for understanding the role of marketing in an organization. Harvard Business Review Press #12587 à Find
more books and chapters at hbsp.harvard.edu/list/book-chapters
COURSE MODULES
Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4–6 items plus alternate suggestions. Popular modules in Marketing have been recently updated and include: Branding
and Brand Management B2B Marketing Designing and Managing Channels Managing Corporate Customers Market Research Segmentation, Market Selection, and Product Positioning Sales Management à
Find more course modules at hbsp.harvard.edu/list/course-module
ONLINE TUTORIALS
Online tutorials allow students to learn basic concepts outside of class, freeing up class time for other learning objectives. Each tutorial requires approximately 2 hours to complete, depending on students’ abilities and backgrounds. NEW! Conjoint
Analysis This online tutorial provides students an interactive experience with the steps involved in constructing, running, and using conjoint analysis to aid in managerial decision making. TN #514712 Harvard ManageMentor: Customer Focus This module covers the critical components of servicing internal or external customers. It provides an overview to the importance of customer service, its relationship to customer satisfaction, and its link to company profitability. This guide includes tools and techniques that help quantify the costs and value of internal and external customers and lead to improved customer satisfaction. #9029 Harvard ManageMentor: Marketing Essentials This module teaches students how to develop a marketing orientation, analyze market opportunities, and turn opportunities into new offerings that make a difference for customers. This guide includes tools and techniques for determining a customer’s lifetime value, developing a marketing strategy, and taking a product to market. #513703 à Find
more online tutorials at hbsp.harvard.edu/list/elearning
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V I D E O S H O R TS
These free, short videos are all under 10 minutes long and illustrate a case’s central learning objective. The streaming video is available to registered Premium Educators at hbsp.harvard.edu. Cases with Video Shorts include: The
American Express Card #509027 Aqualisa Quartz: Simply a Better Shower #502030 Dove: Evolution of a Brand #508047 Globalization of Markets #83308 Harrah’s Entertainment, Inc. #502011 Lenov Lenovo: o: Building a Global Brand #507014 Marketing
at The Vanguard Group #504001 Merrill Lynch: Integrated Choice #500090 Snapple #599126 Starbucks: Delivering Customer Service #504016 à Find
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Case Analysis Coach IDEAL FOR STUDENTS NEW TO CASE LEARNING LEARNING The Case Analysis Coach is a self-paced tutorial that offers a concise introduction to the key concepts required for the analysis of business case studies. Delivered entirely online, the tutorial offers a frame entirely framework work that will prepare students for situations including formal presentations, written reports, “cold calls” during classroom discussion, and final exams. The tutorial requires students to interpret both qualitative and quantitative data and develop short- and long-term action recommendations. It also includes a Case Analysis Worksheet that students can use repeatedly to analyze actual cases assigned for coursework.
Seat Time:
30–120 minutes (depending on the depth of analysis desired)
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