Marketing

Case Solution for Phillips Foods, Inc. – Introducing King Crab to the Trade

Complete Case details are given below :

Case Name : Phillips Foods, Inc. – Introducing King Crab to the Trade

Authors : Frederic Brunel, Deborah Utter

Source : Ivey Publishing

Case ID : 909A04

Discipline : Marketing

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

By 2006, Phillips Food Inc. had grown into one of the largest seafood businesses in the United States and was the number one U.S. brand for crab meat. The company comprised a restaurant division, a foodservice products division that sold to restaurants, and a retail products division that sold to grocery stores. In August, 2006, Phillips’ product manager was responsible for defining the communication strategy decisions required to launch its new product: first-to-market pasteurized king crab. The product manager had already spent half of his advertising budget promoting the product to buyers in the foodservice and restaurant channels. He had to decide how to spend the remaining portion of his budget to best reach seafood buyers in the consumer retail channel. He had an opportunity to showcase the product at an upcoming major industry food show; however, he had already planned to spend his budget on advertising in a trade publication for the retail grocery channel. He had to examine the relative merits of each option and present an overall recommendation on how to best launch and sell the product. Qualitative, quantitative and financial aspects were to be considered; as well, the product manager had to determine the costs, returns and qualitative benefits that each option provided.

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Case Solution for SaskTel

Complete Case details are given below :

Case Name : SaskTel

Authors : Elizabeth M.A. Grasby, Marsha Watson

Source : Ivey Publishing

Case ID : 909A09

Discipline : Marketing

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The executive committee of SaskTel had recently approved a proposal to launch its LifeState health monitoring system to the Canadian marketplace. The company’s senior director of marketing must develop a marketing plan, including distribution and promotion, for the proposed product launch in six months’ time. She will have to make decisions quickly in order to present a proposal to the executive committee within two weeks.

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Case Solution for Canada Goose Inc.: At a Retail Crossroads

Complete Case details are given below :

Case Name : Canada Goose Inc.: At a Retail Crossroads

Authors : June Cotte, Jesse Silvertown

Source : Ivey Publishing

Case ID : 909A12

Discipline : Marketing

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In June 2008, the president and owner of Canada Goose Inc. (Canada Goose), a producer of luxury sport jackets, was contemplating the future of his company. Despite recent years’ steady growth in both his company and the industry in general, the president believed that a significant opportunity existed for Canada Goose to further cement itself as a market leader for this industry. The president was intrigued by two separate offers from national retailers in Canada. Both were in the form of long-term contracts; in the past Canada Goose had used such contracts to maintain successful relationships with its many distributors. The offers were lucrative; however, the president needed to consider whether the offers aligned with the company’s current marketing strategy. Agreeing to stock its product through a national chain would be a departure from its current method of distribution through independently-owned regional retailers. Accepting either of the offers would not only potentially price these retailers out of the market but could also lead to the devaluation of the brand.

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Case Solution for IMAX: Larger Than Life

Complete Case details are given below :

Case Name : IMAX: Larger Than Life

Authors : Anil Nair

Source : Ivey Publishing

Case ID : 909M19

Discipline : Marketing

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

IMAX was involved in several aspects of the large-format film business: production, distribution, theatre operations, system development and leasing. The case illustrates IMAX’s use of its unique capabilities to pursue a focused differentiation strategy. IMAX was initially focused on large format films that were educational yet entertaining, and the theatres were located in institutions such as museums, aquariums and national parks. However, IMAX found that its growth and profitability were constrained by its niche strategy. In response, IMAX sought to grow by expanding into multiplexes. Additionally, IMAX expanded its film portfolio by converting Hollywood movies, such as Harry Potter and Superman, into the large film format. This shift in strategy was supported by the development of two technological capabilities – DMR for conversion of standard 35 mm film into large format, and DMX to convert standard multiplexes to IMAX systems. The shift in strategy was partially successful, but carried the risk of IMAX losing its unique reputation.

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Case Solution for Sy.Med Development, Inc.

Complete Case details are given below :

Case Name : Sy.Med Development, Inc.

Authors : Randle D. Raggio

Source : Ivey Publishing

Case ID : 909A10

Discipline : Marketing

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In March of 2001, the president of Sy.Med Development, Inc. (Sy.Med), a small health-care software firm, was concerned about his company’s sales performance in the year-to-date. Nine units were projected, but only three had been sold. As a result, Sy.Med was 66 per cent below the president’s unit forecast, 210 per cent below his net income forecast, and had lost $40,000. The president wondered whether a change to the base price of the software was necessary to boost sales. The case introduces the concept of “value pricing,” that is, pricing on the basis of value received by customers, not pricing on the basis of the cost of providing the product or service. The concept of value pricing at Sy.Med requires the simultaneous consideration of customer segments and sales force allocation in a high-tech setting. With careful calculation, students can determine the benefit to a particular customer of using the OneApp software. Some sensitivity analysis is required because not all practice sizes are equivalent, nor do they face the same labor costs. Although the pricing decision is the focus of the case, strategy (e.g. relating to customer selection, strategic focus) and sales force issues are inextricably linked to this decision. After the class discussion is complete, students should understand that pricing decisions cannot be made in isolation; the strategy and structure of the market must be considered. The case works well in the core MBA marketing course to introduce the concept of value pricing, and equally well in a course focused on pricing to emphasize the interrelations among organizational issues, the competitive market and the pricing decision. The case can also be used in an orientation program or as an introductory case to help train students in the art of preparing a quantitative case analysis.

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Case Solution for The Obama Campaign Strategy

Complete Case details are given below :

Case Name : The Obama Campaign Strategy

Authors : Mark Vandenbosch, Dan Tolhurst

Source : Ivey Publishing

Case ID : 909A18

Discipline : Marketing

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In November 2007, Barack Obama, along with his chief strategist and campaign manager, was faced with a Gallup Poll of Democratic Presidential Candidates that indicated among Democratic voters Hillary Clinton held 48 per cent support of voters, compared with Obama’s 21 per cent. Pundits and analysts essentially declared the race over; however, the triumvirate was convinced they had devised a perfect campaign strategy to overcome the long odds and win the nomination. Their confidence was validated when Barack Obama was elected the President of the United States in November 2008. This win was aided by a strategy that focused on competing in markets that other candidates did not, and embracing technological developments in a manner that other candidates would not. The Obama campaign employed such tools as lowering the target donation from potential donors, competing in non-traditional markets, unique resource allocation and use of technology to gain tactical advantages.

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Case Solution for Best Buy Inc. – Dual Branding in China

Complete Case details are given below :

Case Name : Best Buy Inc. – Dual Branding in China

Authors : Niraj Dawar, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : 909A16

Discipline : Marketing

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A month after Best Buy Inc. (Best Buy), the largest retailer of consumer electronics in the United States, acquired Five Star, the third largest retailer of appliances and consumer electronics in China in May 2006, the management of Best Buy is weighing in on a branding option. Should Five Star lose its identity and be marketed as Best Buy? Or should Best Buy retain the Five Star brand and let the two brands compete with each other in the Chinese market? The option has a sense of déjà vu because, when it first stepped out of its home turf in January of 2002 by acquiring Future Shop, the largest consumer electronics retailer in Canada, Best Buy was facing a similar dilemma. The company had decided, at the time, in favor of dual brand strategy. It had worked. There was no evidence of cannibalization, the single largest risk in dual branding. Best Buy and Future Shop had both grown together as independent brands in Canada. But, does dual brand strategy work in the vastly different retail environment of China?

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Case Solution for Market Stretch

Complete Case details are given below :

Case Name : Market Stretch

Authors : Gavin Price, Margaret Sutherland

Source : Ivey Publishing

Case ID : 909M46

Discipline : Marketing

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Bio-Oil is a multi-purpose skin care product that has gone from being sold only in South Africa to being the No. 1 scar treatment product in 16 of the 17 countries that it is distributed. Retail sales have jumped from R3 million per annum to R1 billion from 2000 to 2008. Justin and David Letschert made key decisions to eliminate all of the other 119 products that were being manufactured by the company that they took over in 2000, and focused on the mainstay product of Bio-Oil. Union-Swiss accomplished its successful sales through the use of a hybrid distribution model that compelled its distributors in each country to communicate and share knowledge with each other. Union-Swiss also ensured that it remained focused on building the brand through limiting its activities in the value chain to that of marketing. It did this to such an extent that it created a separate entity to run the distribution of Bio-Oil in South Africa.

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Case Solution for Cherries With Charm: Turkey’s Alara Agri

Complete Case details are given below :

Case Name : Cherries With Charm: Turkey’s Alara Agri

Authors : Michael R. Pearce, Jordan Mitchell

Source : Ivey Publishing

Case ID : 909A19

Discipline : Marketing

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The chief executive officer (CEO) and owner of Alara Agri, a major Turkish cherry and fig producer, wants to convince retailers in Belgium and Germany (and, later, other parts of Europe) to change cherries from a bulk product to a higher-end luxury product packaged in small carry bags. The move from bulk to small packages has been highly successful in the United Kingdom where retailers reduced waste and increased margins. The German and Belgian retailers are resisting the change, claiming greater price sensitivity in their consumer base. The CEO thinks he needs a detailed test marketing plan to offer to selected retailers.

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Case Solution for Microsoft Windows: The Launch of Windows 7

Complete Case details are given below :

Case Name : Microsoft Windows: The Launch of Windows 7

Authors : Miranda Goode, Matthew Ball

Source : Ivey Publishing

Case ID : 909A23

Discipline : Marketing

Case Length : 25 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In early 2009, Microsoft began preparing for the launch of its next operating system, Windows 7. Successfully marketing Windows 7 had become essential for the company, which had faced numerous challenges in recent years, including a commercial and public relation failure of its last operating system, Windows Vista. While Windows 7 had received strong pre-release reviews, its success depended on Microsoft’s ability to overcome the lingering skepticism and resentment of Windows Vista. The case presents students with the opportunity to perform a rich analysis of the difficulties in launching a new product following the commercial and public relations failure of the predecessor and provides a platform from which to explore the psychology (from both a consumer and managerial perspective) behind new product adoption. The case is structured to promote an analysis of Vista’s relations failure using a psychological framework. Based on this analysis, students are challenged to devise a strategy for the launch of Windows 7 and to make decisions related to advertising communications, pricing, product, target market selection and brand image.

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