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MARKETING 2015 Articles | Books & Chapters | Cases | Core Curriculum Course Modules | Online Courses | Simulations UPDA TE EDITIO D N

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NEW! CORE CURRICULUM READINGS 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 exhibit slides. Many also include video clips and Interactive Illustrations. The 18 Marketing Readings below are listed in one potential teaching sequence:  ramework for Marketing F Strategy Formation Robert J. Dolan #8153

 reating Customer Value C Sunil Gupta #8176

INTERACTIVE ILLUSTRATIONS

ƒƒ Economic Value to Customer ƒƒ Multiattribute Model for Laptop Preference VIDEO

ƒƒ P&G’s “Thank You, Mom” London Olympics Campaign

Customer Centricity Rohit Deshpandé #8171

Customer Management Sunil Gupta #8162

Consumer Behavior and the Buying Process John T. Gourville, Michael I. Norton

VIDEOS

ƒƒ Customer Centricity ƒƒ Customers, Not Consumers INTERACTIVE ILLUSTRATIONS

ƒƒ Customer Lifetime Value ƒƒ Expected Customer Lifetime Value ƒƒ Margin Multiple VIDEOS

ƒƒ Use Social Media to Listen to Customers ƒƒ Harnessing Creativity ƒƒ United Breaks Guitars

#8167

Business-to-Business Marketing Frank V. Cespedes, Das Narayandas

INTERACTIVE ILLUSTRATION

ƒƒ Benefit and Decision-maker Stacks

#8145

Segmentation and Targeting Sunil Gupta #8219

INTERACTIVE ILLUSTRATIONS

ƒƒ Dog Food Segmentation ƒƒ Pregnancy Test Device Market VIDEO

ƒƒ GE Healthcare Case, Parts 1-6

Brands and Brand Equity Rohit Deshpandé, Anat Keinan

VIDEOS

ƒƒ A Wedge of Lime ƒƒ How Google Markets with Emotion

#8140

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H B S P. H A R VA R D . E D U 1

Pricing Strategy Robert J. Dolan, John T. Gourville #8203

 eveloping and Managing D Channels of Distribution V. Kasturi Rangan

INTERACTIVE ILLUSTRATIONS

ƒƒ Break Even Quantity ƒƒ Pricing Marginal Math ƒƒ Value Stack INTERACTIVE ILLUSTRATIONS

ƒƒ Channel Margins Tool ƒƒ Channel Profiles

#8149

 ales Force Design S and Management Doug J. Chung, Das Narayandas #8213

Global Marketing Rohit Deshpandé

INTERACTIVE ILLUSTRATION

ƒƒ Salesforce Compensation VIDEOS

ƒƒ Frontline Employees ƒƒ Aligning Strategy and Sales ƒƒ Invest in Engagement VIDEOS

#8182

ƒƒ Change the Product, Not the Consumer ƒƒ Be Global, Act Local

Marketing Intelligence

FORTHCOMING IN 2015

#8191

INTERACTIVE ILLUSTRATION

ƒƒ Conjoint Analysis

Brand Positioning #8197

FORTHCOMING IN 2015 INTERACTIVE ILLUSTRATION

ƒƒ Watch Branding/Using Perceptual Maps to Understand Market Position

Product Policy

FORTHCOMING IN 2015

#8208

Digital Marketing

FORTHCOMING IN 2015

#8224

Competition Strategies

FORTHCOMING IN 2015

#8158

Marketing Communication

FORTHCOMING IN 2015

#8186

ÆÆSee more Core Curriculum Readings at hbsp.harvard.edu/corecurriculummarketing

2 MARKETING • 2015

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 Abercrombie & #Fitchthehomeless Abercrombie & Fitch faced a loss of consumer confidence after quotes made by its CEO surfaced implying the company was prejudiced against overweight people. In response, angry consumers released a YouTube video that went viral, urging people to donate their Abercrombie & Fitch clothing to the homeless. Soon after, Forbes announced that the company’s BrandIndex Impression was at an all-year low. How can the company regain its consumers’ loyalty? TN Ivey Publishing #W13420 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 iPhone 3G. TN University of Virginia Darden School #UV6702 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 Beyoncé In 2013, music superstar Beyoncé is about to surprise fans with the release of her self-titled album. The team at her company Parkwood Entertainment has chosen to release the entire album at once and exclusively via the Apple iTunes Store, without any prior promotion— a risky departure from how music is traditionally released. Will the album find a large enough audience without traditional promotional activities? How will fans and music industry insiders react? Harvard Business School #515036 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 Comedy Nights with Kapil: Maintaining Value Creation By the end of its first season in spring 2014, “Comedy Nights with Kapil” had become India’s top-rated comedy television series in the nonfiction category. The show had developed its target market and had entered the maturity stage of its life cycle. What might be future value creation strategies for the show to sustain its audience engagement and ratings? TN Ivey Publishing #W14459

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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 case examines how Dropbox used freemium pricing to facilitate product adoption and user referrals. Harvard Business School #514053 Groupon for Local Businesses Local businesses’ experiences with using Groupon to promote themselves ran the gamut from 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, is reconsidering the dramatic changes he initiated for the business model and brand image of his company. After troubling first-quarter results, Johnson decided to make certain adjustments, but were these adjustments enough? Harvard Business School #514063 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, with which it had no expertise. Bezos chose the latter. TN Kellogg School of Management #KEL770 Lululemon Athletica’s Product, Employee and Public Relations Issues Lululemon, a successful yoga and athletic apparel company, faced a number of controversies—notably, comments made by the founder regarding employee and public relations and a product recall of one of their most popular products. Facing a drop in share price and revenue growth below expectations, Lululemon’s new CEO has to decide the best way forward. TN Ivey Publishing #W14425 Managing Online Reviews on TripAdvisor In 2013, TripAdvisor was the most-visited online travel site in the world. Consumers were becoming increasingly motivated to read and write reviews on TripAdvisor. In response, hotels were investing more time and marketing budget on managing the quantity, quality, and location of online reviews. Harvard Business School #514071 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 the racial stereotypes. Mountain Dew’s senior brand manager needs to devise a course of action or risk damage to one of PepsiCo’s billion-dollar brands. TN Ivey Publishing #W13313 MRC’s “House of Cards” In March 2011, independent production company Media Rights Capital (MRC) is debating whether to accept a licensing offer from Netflix for their most ambitious project to date, a television series called “House of Cards.” Accepting Netflix’s offer, and forgoing a soughtafter one-season offer from a traditional premium cable network, raised major concerns. Was Netflix the right partner for MRC? Harvard Business School #515003

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Ombre, Tie-Dye, Splat Hair: Trends or Fads? “Pull” and “Push” Social Media Strategies at L’Oréal Paris This case focuses on an innovative social media strategy by L’Oréal Paris to “listen” to consumers and then develop a product to meet consumer needs and market it. First, the company partnered with Google to track emerging styles and determine which (if any) would endure. Then it leveraged social media when deciding how to position, name, and launch the product. TN INSEAD #INS676 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 Pfizer and AstraZeneca: Marketing an Acquisition (A) In 2014, Pfizer proposed a friendly acquisition of AstraZeneca, but the AstraZeneca board resisted over price and strategy concerns. The case allows students to explore who benefits from a potential acquisition (shareholders, employees, drug consumers) and which of these stakeholders should be considered when deciding on an acquisition. TN Harvard Business School #515007 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

Popular Cases Aqualisa Quartz: Simply a Better Shower Aqualisa has just launched a significant shower innovation: the Quartz shower. It provides improvements in quality, cost, and ease of installation and received rave reviews from consumers and plumbers. However, early sales of the Quartz have been disappointing. Marketing is now faced with decisions about whether to change channel strategy, promotional strategy, and the overall positioning of the product in the context of the existing product line. TN Harvard Business School #502030 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.” —Case review from Harvard Business Publishing for Educators web site*

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HubSpot: Inbound Marketing and Web 2.0 Winner of the 2014 Case Centre Award in the Category of Marketing HubSpot, an entrepreneurial venture, has been facing significant challenges in its quest for growth. This case introduces the concept of inbound marketing, pulling customer prospects toward a business through the use of Web 2.0 tools and applications like blogging, search engine optimization, and social media. TN Harvard Business School #509049 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 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 & Partners) and the buyer (MINI USA) and asks them to develop a sales strategy for advertising services. Harvard Business School #508041 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 HBS Premier Case Collection #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 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? TN Harvard Business Publishing #599126 • Video Short available

6 MARKETING • 2015

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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 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 are believed to 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 Publishing #504028 ÆÆ Find more cases at hbsp.harvard.edu

Brief Cases Rigorous and compact, Brief Cases from Harvard Business School present realistic management challenges for students to discuss. Audio versions are available for select Brief Cases to aid in student preparation. NEW! Altius Golf and the Fighter Brand A maker of high-performance golf balls considers introducing a new golf ball called Elevate 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

Atlantic Computer: A Bundle of Pricing Options Atlantic Computer, a leading player in the high-end server market, has detected a market opportunity in the basic server segment. They have developed a new server and a software tool to meet the needs of this market. The central question revolves around how to price these new offerings. This case covers the challenges surrounding implementation of a value-in-use strategy. TN #2078 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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NEW! CleanSpritz Sales of CleanSpritz all-purpose cleaning spray have been steadily declining for the past 5 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 their recommendations for the most effective strategy. TN #914537 NEW! Clique 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 NEW! Crescent Pure Executives from Portland Drake Beverages are meeting to determine the appropriate product positioning and advertising campaign for the launch of Crescent Pure, a specialty organic beverage. Should Crescent Pure be positioned as an energy drink or a sports drink, or should it adopt broader positioning as an “organic health and wellness” beverage? TN #915539

BEST SELLER 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 L NEW! In a Bind: Peak Sealing Technologies’ Product Line Extension Dilemma Peak Sealing Technologies 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 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 salty snack 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 well below expectations. The marketing director must interpret the test results and present his recommendation for a national rollout. TN #913574 NEW! 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 BEST SELLER 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 L

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BEST SELLER 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 #2073 L

“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* Reed Supermarkets: A New 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 L “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* NEW! 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 client, Bristol Natural Gas. With new competitors in the mix, SafeBlend must weigh its options to remain competitive while also maintaining current revenue. TN #914513 NEW! 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 ÆÆ Find more Brief Cases at hbsp.harvard.edu/briefcases

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Multimedia Cases Now available online, multimedia cases put students in the 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-Davidson Posse Ride Students get inside one of the world’s strongest brands to consider issues of brand loyalty, close-to-the-customer philosophy, the cultivation of brand community, and the day-to-day execution of relationship marketing programs. TN #501009 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 objectives and communication materials.” —Case review from Harvard Business Publishing for Educators web site* Lenovo: Building a Global Brand 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-sized 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/agency relationship. TN #503038 • Instructor version available online “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 his 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 Mahal Palace and Tower. Following the crisis, the staff at the Taj receive praise for their selfless actions in placing the safety of the guests ahead of their own. TN #511703 • Instructor version available online

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NEW! 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 ÆÆ Find more multimedia cases at hbsp.harvard.edu/elearning

ARTICLES 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 2 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 describes the 6 aspects of the new landscape that modern marketers must embrace in order to thrive in what he calls “a new marketing paradigm.” Rotman School of Management #ROT232 Collaborative Projects (Social Media Application): About Wikipedia, the Free Encyclopedia This article provides insight on collaborative projects, the concept of wisdom of crowds, and the motivation of readers and contributors to online collaborative projects. The authors provide advice on how firms can leverage collaborative projects both externally with stakeholders and internally among employees. Business Horizons #BH629 The Danger of Touting a Product as “the Best” New research shows that comparative ads and “Ours is the best!” product positioning can backfire, because they activate something known as the maximizing mindset, which leads people to regard anything that’s less than perfect as a waste of time. Harvard Business Review #F1410C From Conflict to Balance: Mastering Creative Tension The author argues that great innovation is born of an ability to harmonize opposing tensions. The article provides 2 examples of a technique that prevents compromising this strategy, cut from the annals of innovation at Toyota. Rotman School of Management #ROT248 The Innovator’s Dilemma: Understanding the Psychology of Adoption Innovations often fail due to one simple fact: innovators have a flawed understanding of the psychology of their end user. The author shows that consumers are emotional and are systematically influenced by context in making decisions. Rotman School of Management #ROT239

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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 they can take steps to turn polarization to their advantage. Harvard Business Review #F1311A Make Your Best Customers Even Better Companies that focus on their “superconsumers”—a subset of heavy consumers who are highly engaged with a category and a brand—can realize even greater sales from them, along with new product ideas and insights that can help products gain mass appeal. Harvard Business Review #F1403A SodaStream’s CEO on Turning a Banned Super Bowl Ad into Marketing Gold 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 for SodaStream around the globe. The controversial ad has 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 it achieves very 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 What Marketers Misunderstand About Online Reviews 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 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 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 Advertising Analytics 2.0 Most marketers think they know how their advertising affects consumer behavior and drives revenue. They correlate sales data with a few dozen discrete variables, and they rely on consumer surveys, focus groups, and online last-click attribution. But to treat advertising touch points as if each works in isolation is to misrepresent the way today’s complex combination of marketing efforts influences purchasing outcomes. Harvard Business Review #R1303C Branding in the Digital Age: You’re Spending Your Money in All the Wrong Places Consumers today connect with brands in fundamentally new ways, often through media channels that are beyond manufacturers’ and retailers’ control. That means traditional marketing strategies must be redesigned in accord with how brand relationships have changed. Harvard Business Review #R1012C 12 M A R K E T I N G • 2 0 1 5

Commercials Make Us Like TV More New research reveals that commercials may actually make a viewing experience more enjoyable. In recent studies, subjects rated programs with ads much higher than they did programs without them. The phenomenon at work here is adaptation: the longer the 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), initial feelings of pleasure are retriggered. Harvard Business Review #F1010E Customer Value Propositions in Business Markets This article explains how companies selling to other businesses can ensure that customers understand the unique value they offer, compared with products and services from competitors. Suppliers can provide simple yet powerful value propositions by making their offerings superior on the few elements that matter most to target customers. Harvard Business Review #R0603F Emotional Cues That Work Magic on Customers Marketers have long understood that emotions play an important role in consumer decision making. New evidence suggests their influence is more nuanced than many are aware. A better understanding of emotions will help managers get the desired response from consumers, in order to maximize customer satisfaction and loyalty at every stage of the encounter. 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 what constitutes delight in service quality and how organizations can delight customers. This article examines the differences between customer satisfaction and customer delights—notably the benefits of delighting rather than merely satisfying customers. California Management Review #CMR328 Next Ideas: Winning the Swing Vote Marketers can’t hit revenue targets by relying only on brand loyalists who always buy their products. To succeed, marketers must also win over a portion of the undecided consumers who have little, if any, affinity for their products. Insight can be found in political campaigns, in which strategists have learned key lessons trying to win over swing voters. Harvard Business Publishing Newsletters #U0311F Rediscovering Market Segmentation This article explains the shortcomings of psychographic market segmentation and describes a more effective segmentation approach. The authors describe the elements of a smart segmentation strategy, explaining how segmentations meant to strengthen brand identity differ from those capable of telling a company which markets it should enter and what goods to make. Harvard Business Review #R0602G Why Most Product Launches Fail This article examines the 5 most frequent reasons that 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 ÆÆ Find more articles at hbsp.harvard.edu

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SIMULATIONS 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 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 lowest price can be far less profitable for your company than maintaining a higher price. This comes as a surprise to many business students with little experience in business: they always want to beat the competition.” —Simulation review from Harvard Business Publishing for Educators web site* ÆÆ Find more simulations at hbsp.harvard.edu/simulations

EXERCISES An exercise illustrates a fundamental concept in Marketing and can be used to reinforce key learning objectives in case studies, readings, and simulations. Each exercise is available entirely online and takes less than 30 minutes for students to complete. NEW! 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 decisions of competitors. Seat Time: 30 minutes. TN #UV6715

ÆÆ Find more exercises at hbsp.harvard.edu/elearning

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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 Online Tutorial The Conjoint Analysis tutorial provides students with an overview of conjoint analysis and includes interactive “Try It” exercises to enhance student learning. This tutorial takes students through constructing, running, and using conjoint analysis to aid in managerial decision making. Seat Time: 60 minutes. TN Conjoint Analysis: A Do It Yourself Guide This do it yourself guide can accompany the Conjoint Analysis online tutorial. It provides an interactive experience with the steps involved in constructing, running, and, importantly, using conjoint analysis to aid in managerial decision making.

Customer Lifetime Value This tutorial teaches students how to calculate a customer’s lifetime value, allowing them to prioritize marketing and product development resources on the customers that will provide the biggest returns. It walks students through concepts and calculations; offers guidance for gathering data to plug into the tool; and includes a pre-designed, customizable PowerPoint presentation that allows students to share their results. Seat Time: 60 minutes. TN Market Sizing The Market Sizing tutorial helps students gather the data needed to size the market, use the data to make confident projections, and, finally, use the data to build a strategy. The Market Sizing tutorial includes a brief tutorial that walks students through the process and calculations, instructions for gathering market data to plug into the tool, and the results of data analysis in a shareable PowerPoint. Seat Time: 60 minutes. TN Pricing for Profit This tutorial helps students confidently arrive at the most profitable price by guiding them through a series of questions. Students then turn raw data into analysis that informs pricing decisions. It includes a brief tutorial that covers process and calculations, instructions for gathering pricing data to plug into the tool, and a shareable PowerPoint presentation so students can share the results of their data analysis. The tutorial provides a systematic approach to determining the most profitable price for products and services. Seat Time: 60 minutes. TN

ÆÆ Find more online tutorials at hbsp.harvard.edu/elearning

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ONLINE COURSES Online Courses introduce complex subjects and can be used in advanced undergraduate business courses, 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. A special emphasis is placed on planning, writing, and presenting. Seat Time: 18–22 hours. TN ƒƒ Complete Course #4337 ƒƒ Writing in Business Section #4341 ƒƒ 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, experienced user 5-10 hours. TN

ƒƒ Complete Course #3350 ƒƒAlgebra Section #6004 ƒƒ Calculus Section #6006 ƒƒ Statistics Section #6007 ƒƒ Probability Section #6008 ƒƒ 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 ƒƒ Complete Course #504702 ƒƒ 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 ƒƒ Complete Course #9052 ƒƒ Introductory Section #9053 ƒƒAdvanced Section #9054 Spreadsheet Modeling: Excel 2007 also available. ƒƒ Complete Course #3252 ƒƒ Introductory Section #6010 ƒƒAdvanced Section #6011 ÆÆ Find more Online Courses at hbsp.harvard.edu/onlinecourses

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BOOKS & CHAPTERS Many academic titles from Harvard Business Review Press are now available as eBooks. Each eBook 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 Chapter 4: Building Strong Brands This chapter introduces a 5-stage model of brand development: market analysis, strategy development, positioning, brand development, and brand marketing. Available in chapters only. Business Expert Press #BEP226 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. Good marketing practices improve the political process and, in turn, improve the practice of democracy itself. Available in chapters. Harvard Business Review Press #1735 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 in chapters. Harvard Business Review Press #7626 HBR’s 10 Must Reads on Strategic Marketing This collection of articles from Harvard Business Review describes strategies for developing marketing strategy to focus less on promoting products and more on developing relationships with customers. Harvard Business Review #11366 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. Instead require a deeper understanding of targeting, positioning, brand equity, and brand loyalty. Available in chapters. Harvard Business Review Press #7745 Marketing as Strategy: Understanding the CEO’s Agenda for Driving Growth and Innovation 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 in chapters. Harvard Business Review Press #2101 True Story: How to Combine Story and Action to Transform Your Business Today’s most successful businesses are storydoers. These companies create products and services that, from the very beginning, are manifestations of an authentic and 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 Corporations. Available in chapters. Harvard Business Review Press #10356

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Understanding Marketing Developing a marketing mindset 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 ÆÆ Find more books and chapters at hbsp.harvard.edu/ebooks

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 include: ƒƒ B2B Marketing ƒƒ Branding and Brand Management ƒƒ Designing and Managing Channels ƒƒ Managing Corporate Customers ƒƒ Market Research ƒƒ Sales Management ƒƒ Segmentation, Market Selection, and Product Positioning ÆÆ Find more Course Modules at hbsp.harvard.edu/coursemodules

VIDEO SUPPLEMENTS Video supplements give students insight into a case. Available on DVD. Titles in Marketing include: ƒƒ Compaq Computer: Focus Groups 1 and 2 #599500 ƒƒ Interview with Christine Day—Starbucks #505710 ƒƒ Launching the BMW Z3 Roadster #500501 ƒƒ Samsung Electronics Commercials #505700 ƒƒTripAdvisor #512702 ÆÆ Find more Video Supplements at hbsp.harvard.edu/videosupplements

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VIDEO SHORTS 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: ƒƒThe American Express Card #509027 ƒƒAqualisa Quartz: Simply a Better Shower #502030 ƒƒ Dove: Evolution of a Brand #508047 ƒƒ Globalization of Markets #83308 ƒƒ Harrah’s Entertainment, Inc. #502011 ƒƒ Lenovo: Building a Global Brand #507014 ƒƒ Marketing at The Vanguard Group #504001 ƒƒ Merrill Lynch: Integrated Choice #500090 ƒƒ Snapple #599126 ƒƒ Starbucks: Delivering Customer Service #504016 ÆÆ Find more Video Shorts at hbsp.harvard.edu/videoshorts

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Case Analysis Coach IDEAL FOR STUDENTS NEW TO CASE 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 framework 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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