Case

Case Solution for The Power of Persuasion: An Exercise in Creating Persuasive Advertising
Complete Case details are given below :
Case Name :      The Power of Persuasion: An Exercise in Creating Persuasive Advertising
Authors :           Michael Parent, Leyland Pitt, Stacey Morrison
Source :             Ivey Publishing
Case ID :            909A01
Discipline :        Marketing
Case Length :    01 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Do subliminal cues have an effect on behavior? This question is at the heart of many debates in advertising. In this exercise, students can determine, through their own experience, the impact of subconscious cues on their decisions. In this simulation, the instructor places a number of specific cues throughout the building. Students, in turn, are tasked with creating an advertising poster for a chain of children’s play centers. Inevitably, their posters incorporate some, and sometimes all, of the cues. The exercise can lead to a deep and constructive discussion on the effect of subconscious cues on consumers.
 
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Case Solution for Trouble Brews at Starbucks
Complete Case details are given below :
Case Name :      Trouble Brews at Starbucks
Authors :           Lauranne Buchanan, Carolyn J. Simmons
Source :             Ivey Publishing
Case ID :            909A02
Discipline :        Marketing
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
After going public in 1992, Starbucks’ strong balance sheet and double-digit growth made it a hot growth stock. The Starbucks vision was coffee culture as community, the Third Place between work and home, where friends shared the experience and exotic language of gourmet coffee. Its growth was fueled by rapid expansion in the number of stores both in the United States and in foreign markets, the addition of drive-through service, its own music label that promoted and sold CDs in stores and other add-on sales, including pastries and sandwiches. In an amazingly short time, Starbucks became a wildly successful global brand. But in 2007, Starbucks’ performance slipped; the company reported its first-ever decline in customer visits to U.S. stores, which led to a 50 per cent drop in its share price. In January 2008, the board ousted CEO Jim Donald and brought back Howard Schultz – Starbucks’ visionary leader and CEO from 1987 to 2000 and current chairman and chief global strategist – to re-take the helm. Starbucks’ growth strategies have been widely reported and analyzed, but rarely with an eye to their impact on the brand. This case offers a compelling example of how “non-brand” managerial decisions – such as store locations, licensing arrangements and drive-through service – can make sense on financial criteria at one point in time, yet erode brand positioning and equity in the longer term. Examining the growth decisions made in the United States provides a rich context in which to examine both the promise and drawback of further foreign expansion.
 
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Case Solution for Nashville Predators: Marketing Strategy for an NHL Franchise
Complete Case details are given below :
Case Name :      Nashville Predators: Marketing Strategy for an NHL Franchise
Authors :           June Cotte, Jamie Duncan
Source :             Ivey Publishing
Case ID :            909A06
Discipline :        Marketing
Case Length :    30 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In summer 2008, the Nashville Predators’ management team was considering the strategy behind marketing the team. They thought it prudent to investigate the feasibility of opportunities in other hockey markets throughout North America, should a new owner want to move the team. Management had to consider both financial returns and on-ice success. They needed to create a comprehensive strategy, starting from a recommended location, and moving through specific recommendations on promotions, pricing and customer focus. To help create their strategy, the management team performed the following: developed a comprehensive tactical marketing plan, including income projections; identified the marketing challenges of operating in very different markets; recognized that the choice of a city location largely constrained the remaining decisions and tactics. Using this information, the management team could now identify their next steps, and what future plans should include.
 
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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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