The case features Bel-Brand’s efforts to position its flagship brand The Laughing Cow in the US. The challenges in this case are twofold. First, choose a viable position for a brand after a period of high growth following the South Beach Craze. The difficulty here is that the initial driver of the brand’s position, the South Beach Craze, an environmental factor, is dwindling and is not sustainable. Second, the brand was receiving pressure from global stakeholders to try to unify the positioning in the US with the global brand positioning. These are both challenges that were faced by the marketing team and raised in the case.

Researchers and practitioners alike frequently survey consumers to gain insights into their attitudes, preferences, and beliefs. The authors propose a potentially pervasive, but as of yet unidentified, source of bias in survey responding. Specifically, they propose that respondents' answers to questions might sometimes reflect attitudes that respondents want to convey but that the researcher has not asked about, a phenomenon termed 'response substitution.' The authors examine this proposition in a series of three experiments that demonstrate the phenomenon, provide support for the process account, and identify boundary conditions. They also discuss general theoretical, methodological, and practical implications as well as specific implications for research on attitudes and contingent valuation.

Individuals often criticize others’ choices and seek to defend their own.  In theory, the ease of criticizing a particular choice should correspond to the ease of defending it.  However, we demonstrate that differences in the types of arguments put forth in choice criticism and defense result in a systematic discrepancy in the ease with which these tasks are performed. Specifically, criticism arguments tend to be based on norms or conventions, and defense arguments on idiosyncratic tastes or circumstances; accordingly, whether the chosen option is perceived as un/conventional significantly affects ease of choice criticism but has little or no impact on ease of choice defense. Furthermore, assessing the ease of choice defense increases the choice share of unconventional options, whereas judging the ease of choice criticism has only a small impact on choice. We discuss the implications of our findings with respect to research on reason-based choice in socially-intensive environments.

This case focuses on Cisco Systems’ innovative probe-and-learn approach to using social media to launch its ASR 1000 Series Edge Router. The company had decided to eschew traditional print and TV media in marketing the new product and had decided instead to focus its efforts entirely on digital marketing and social media to attract the attention of its target market. The case discusses Cisco’s bold plan to launch the ASR 1000 Series “virtually, visually, and virally” and the digital tactics employed by the Cisco Systems marketing team to accomplish this ambitious goal. Business marketers normally adopt a more serious and traditional approach to marketing its products but in this case Cisco had decided to buck that trend by exploring digital tools and social gaming avenues which its target client – the technical community – were increasingly frequenting. Cisco’s challenge lay in whether this new approach and resultant value proposition would resonate with its technical audience and give the ASR 1000 Router the kind of publicity it needed to have. The case is set at a time when social media was burgeoning as a promising way to engage consumers more deeply with brands and products, but marketers were still experimenting with the tools and tactics of social media for marketing.

This case looks at an important business task: forecasting a new product. The case can be used to teach finance, marketing (new product introduction), and healthcare strategy. The product is one of Amgen’s most important new products: denosumab. On the surface, the case is fairly easy; students simply have to do some simple mathematical calculations. However, the challenges of forecasting quickly become apparent; every forecast depends on some critical assumptions and the answer can vary dramatically.

Lowe’s, the second largest home improvement retailer in the world, had launched an ambitious new program in early 2009 and entered the arena of kitchen remodeling service providers. With this decision, Lowe’s was making a concerted effort to move beyond its traditional DIY customer base and capture the attention of the do-it for-me customer. Lowe’s chief competitors were the market leader Home Depot, Sears, Menards, and IKEA along with an assortment of smaller independent service contractors. The case describes the challenges Lowe’s faced as it embarked on this transition to the services sector. It illustrates how consumer insights lead to customer experience mapping which then forms the basis of an integrated marketing communications program. It also illustrates how to build a quantitative framework for allocating marketing investments across the marcomm mix. The Lowe’s marketing team had the task of creating the optimal marketing communication mix and successfully engaging those consumers interested in kitchen remodeling.

Studies of consumer decision making often begin with the identification of a dimension on which options differ, followed by an analysis of the factors that influence preferences along that dimension. Building on a conceptual analysis of a diverse set of problems, we identify a class of related consumers choices (e.g., extreme versus compromise, hedonic versus utilitarian, risky versus safe) that can all be classified based on their levels of self- versus other-expression (or un/conventionality). As we show in four studies, these problem types respond similarly to manipulations that trigger or suppress self-expression. Specifically, priming self-expression systematically increases the share of the self-expressive options across choice problems. Conversely, expecting to be evaluated decreases the share of the self-expressive options across the various choice dilemmas. Additionally, priming risk-seeking increases only choice of risky gambles, but not of other self-expressive options. Our findings highlight the importance of seeking underlying shared features across different consumer choice problems, instead of treating each type in isolation.

This case features Old Spice’s efforts to reposition Glacial Falls after sales stagnated in the United States. The challenges in this case are twofold. First, it sets the stage for deciding whether and how to reposition a brand after a period of significant stagnation. This entails a targeting dilemma about whether to keep existing customers or take the risk of losing them to go after a new target. Second, this case examines whether the company should make a sensory change in the product (i.e., the scent) or whether it should undertake a cognitive change in the positioning of the product instead.

Companies have increasingly shifted from innovation initiatives that are centered on internal resources to those that are centered on external networks—a shift from our current focus on firm-centric innovation to network-centric innovation. In this paper, we combine insights from product development and network theory with evidence from an extensive field study to describe the nature of a hub firm’s orchestration processes in network-centric innovation. Our analysis indicates that network orchestration processes reflect the interplay between elements of innovation design and network design. Promising directions for future research related to network-centric innovation are discussed.

The case focuses on positioning a new brand, the Tata Nano. The car has been widely publicized as the world’s cheapest car at Rs.1 lakh. Students must consider the gap between the ultimate target, the huge emerging middle class of Indian consumers, and the limited capacity and distribution available in choosing a target. They also must select between alternative competitive frames and the various points of difference they highlight. The case unfolds in two stages. The first decision point is in 2009, at the launch of the time of the product launch. The second decision point is 18 months later, after production capacity has increased and some product safety issues have arisen.

The case focuses on positioning a new brand, the Tata Nano. The car has been widely publicized as the world’s cheapest car at Rs.1 lakh. Students must consider the gap between the ultimate target, the huge emerging middle class of Indian consumers, and the limited capacity and distribution available in choosing a target. They also must select between alternative competitive frames and the various points of difference they highlight. The case unfolds in two stages. The first decision point is in 2009, at the launch of the time of the product launch. The second decision point is 18 months later, after production capacity has increased and some product safety issues have arisen.

The manager of the Sony VAIO personal computer in China has been given two segmentation studies. One study is country-specific and product-specific. The other is a global segmentation study, which covers all regions and all of Sony’s many consumer electronics. Which segmentation study should the manager rely on—or is there a way to rely on both? After deciding which study is best, which consumer should the manager target, and with what position?

Presenting is a critical skill for anyone in business. The ability to get up in front of a group and present an analysis or recommendation is a core, basic skill. Many students, however, struggle with presentations. This short technical note lays out best practices on presenting. It focuses on four keys to success. The note is well suited for any course in which students are expected to present.

In January 2005 Dr. Mean Chhi Vun, director of the Cambodian National Center for HIV/AIDS, Dermatology and STDs (NCHADS), needed to decide how to control the spread of HIV/AIDS and save the lives of thousands of Cambodians who were dying from it each year. In the seven years since Dr. Vun had been appointed director, NCHADS had built an organization that was transparent and efficient, had implemented a nationwide 100 percent Condom Use Program, had established a system that allowed individuals to voluntarily seek confidential counseling and testing, and had instituted a set of guidelines and procedures for staff at health facilities to refer HIV-positive patients to treatment clinics and link them with NGOs providing financial and psychosocial support.

Now, however, Dr. Vun faced decisions about three initiatives that were critical to expanding care and treatment programs in his country. First, he needed to decide how to quickly and cost-effectively improve the national HIV/AIDS laboratory support infrastructure. Second, Dr. Vun needed to improve logistics and supply management in order to get the best prices and ensure patients had access to life-saving medicines. Finally, he needed to figure out how to provide sustainable care and treatment to the thousands of Cambodian children living with HIV/AIDS.