Marketing Strategy Modules and Associated Cases

Topic 1:Strategy from the Outside In

Readings: Chapters 1 and 2, Strategy from the Outside In

Case: Becton-Dickinson & Co.: VACUTAINER Systems Division

(Harvard Case Number 9-592-037)

Questions:

-Why does BDVS have the dominant share of the market for blood collection tubes?

-What are the major challenges to their dominant position?

-How should BDVS respond to APG demands regarding private labeling, use of distributors and pricing?

-What specific proposal should BDVS submit to APG on August15?

Topic 2:The Value of Market Insights

Reading: Chapter 11, Strategy from the Outside In

Case: Black & Decker

(Harvard Case Number 9-595-057)

Questions:

-What are the reasons for Black & Decker’s 9% share versus Makita’s 50% share?

-What is Makita’s strategy, and what role does Milwaukee play?

-What action alternatives should B&D consider? What would you recommend?

Topic3:Customer Value Leadership

Readings: Chapters 3 and 4, Strategy from the Outside In

Case: Purolator Courier Ltd.

(Harvard Case Number 9-508-054)

Questions:

-Why was the Purolator turnaround in 2001-2002 judged a success?

-What is the Purolator value proposition? Should they try to reposition? What are the constraints and opportunities for them?

-What would you recommend they do to implement a strategy of deepening relationships with their best customers?

Topic4: Customer Value Leadership and the Business Model

Reading: “Reinventing Your Business Model” (Harvard Business Review Reprint R0812C-PDF-ENG)

Case: Virgin Atlantic Airways-Ten Years Later

(INSEAD Case, ECH 501-018-1)

Questions:

-What customer value does Virgin Atlantic offer?

-What is its business model and how does it support that value proposition?

-What is Virgin’s biggest vulnerability and how should it be remedied?

Topic5: Full-Spectrum Innovation

Readings: Chapters 5 and 6, Strategy from the Outside In

Case: Pitney-Bowes, Inc.

(Harvard Case Number 9-607-034)

Questions:

-How effective is the Pitney-Bowes innovation process? How does it compare to the innovation process in your firm?

-Why were the early sales of “Stamp Expressions” disappointing? What does this say about their application of customer-centered innovation? What can be done to make it a success?

Topic6: Building a Valuable Customer Asset

Reading: Chapter 7, Strategy from the Outside In

Case: HubSpot: Inbound Marketing and Web 2.0

(Harvard Case Number 509049-PDF-ENG)

Questions:

-Who should HubSpot target? Why?

-How should they grow this customer relationship?

Topic7: Leveraging Customer Communities

Reading: Chapter 8, Strategy from the Outside In

Case: Threadless

(Harvard Multimedia Case608707-MMC-ENG)

Questions:

-Should Threadless accept the offer from the major retailer to supply winning Threadless-designed T-shirts nationwide?

-If so, what should the deal look like? If not, what other strategies should Threadless undertake to grow?

Topic8: Building the Brand Asset

Reading: Chapter 9, Strategy from the Outside In

Case: HTC Corp in 2009

(Harvard Case Number 9-709-466)

Questions:

-Where is HTC positioned in the smartphone market? What are its competitive advantages and disadvantages?

-What should HTC’s OS strategy be? Should it stick with Windows Mobile and Android? Should HTC build its own platform?

-How would you answer the CMO’s question, “What does HTC stand for?” What should Peter Chou/HTC do to build a global brand and become a top tier player?

Topic9: Leveraging the Brand Asset

Reading: Chapter 10, Strategy from the Outside In

Case: Building a Brand Community on the Harley-Davidson Posse Ride

(Harvard Multimedia Case501009-MMC-ENG)

Question:

-How should Harley-Davidson manage the posse ride to maximize long-term firm profits?

Topic10: Integrating Marketing & Sales for Strategy from the Outside In:

Case: Avaya (A), [Avaya (B) (in class)]

(Harvard Case Number 508048-PDF-ENG - A and 508049-PDF-ENG - B)

Questions:

-What is Avaya’s problem?

-Outline a process that solves Avaya’s problem. What should marketing do and what should sales do?

Topic 11: Organizing for Strategy from the Outside In

Reading: Chapter 13, Strategy from the Outside In

Case: Corporate Solutions at Jones Lang LaSalle

(Harvard Case Number 409111-PDF-ENG)

Question:

-What should Jones Lang LaSalle do?

Topic 12: Building a Culture for Strategy from the Outside In

Reading: Chapter 12, Strategy from the Outside In

Case: Zappos.com 2009: Clothing, Customer Service and Culture

(Harvard Case Number 9-610-015)

Questions:

-What is the Zappos value proposition? How do they create and capture value?

-What is the contribution of their culture?

-What does the Zappos brand mean? How far can it be extended?

-Why did Amazon buy Zappos? How will they get a decent return on their investment?

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