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- January 1998
- Case
Frontgate Catalog
Frontgate is a high-end, Lebanon, Ohio-based catalog business. The decision makers are trying to determine how much financial and personnel resources to invest in the development of a Web site. The decision is being made in light of branding issues and competitor's Web... View Details
- December 1997 (Revised April 1998)
- Case
www.springs.com
By: F. Warren McFarlan and Melissa Dailey
Business Week's June 1997 "Rising Star" profile of Springs Industries' president and COO, Crandall Bowles, reported that she was poised to become one of the top two or three women executives in the country. In November 1997, the company announced Bowles' appointment to... View Details
- December 1997 (Revised February 2000)
- Case
Hewlett Packard: Creating, Running, and Growing an Enduring Company
By: H. Kent Bowen and Courtney Purrington
Traces the development of Hewlett-Packard Co. from a small start-up company in 1938 to a world-class manufacturer of electronic instruments and computer products. Examines the challenges of starting and running a small company, including financing, human resources... View Details
- December 1997 (Revised May 1998)
- Case
CUC and HFS: Corporate Identity for a "Merger of Equals"
By: Stephen A. Greyser and Robert J. Crawford
In the wake of a major $20 billion market capitalization "merger of equals," two large consumer service firms must determine a new name for the new entity. Neither CUC nor HFS is well known among consumers. The CUC Services (e.g., shopping, travel, credit card... View Details
- November 1997 (Revised December 2000)
- Case
Corn Products International, Inc.
By: Ray A. Goldberg and Tom Clay
A firm that started in corn processing and moved up the value-added food chain decides to spin-off the original commodity part of the business. How does the new spin-off survive and how does it develop a strategy? Firms in the food system are separating out their... View Details
- October 1997
- Case
L'Oreal of Paris: Bringing 'Class to Mass' with Plenitude
By: Robert J. Dolan
L'Oreal's strategy is to "trickle down" technology over time from high-end outlets like department stores to mass-markets, such as drugstores. The mass market brand Plenitude has become the market leader in France, but even eight years after introduction in the United... View Details
- September 1997 (Revised October 1997)
- Case
Bayer AG (A)
By: John A. Quelch
Bayer's senior executives convene in Germany to consider submitting a $1 billion bid that would recover the Bayer brand name and trademark cross in North America, both of which were confiscated by the U.S. government after World War I. The group also sets out to assess... View Details
- September 1997
- Case
Bayer AG (B)
By: John A. Quelch
Bayer's senior executives detail the communications challenge program that resulted from the company's reacquisition of its brand name and trademark cross, which gave Bayer one name worldwide for the first time since World War I. View Details
- September 1997 (Revised August 2007)
- Case
Bankruptcy and Restructuring at Marvel Entertainment Group
By: Benjamin C. Esty and Jason Auerbach
Marvel Entertainment Group is the leading comic book publisher in the United States, with superheros like Spider-Man, the Incredible Hulk, the X-Men, and Captain America. It is also one of the leading manufacturers of sports and entertainment trading cards under the... View Details
- Article
Long Term Impact of Promotion and Advertising on Consumer Brand Choice
By: Carl Mela, Sunil Gupta and Donald R. Lehmann
- February 1997 (Revised January 2002)
- Case
Launching the BMW Z3 Roadster
By: Robert J. Dolan and Susan M. Fournier
James McDowell, vice president of marketing at BMW North America, Inc., must design Phase II communication strategies for the launch of the new BMW Z3 Roadster. The program follows an "out-of-the-box" prelaunch campaign centered on the placement of the product in the... View Details
- January 1997 (Revised June 1997)
- Case
Corporate New Ventures at Procter & Gamble
By: Teresa M. Amabile and Dean Whitney
Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new-product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company's top executives form a small,... View Details
- November 1996
- Case
Diamond Walnut Growers
By: Ray A. Goldberg and Mollie H. Carter
Diamond Walnut Growers is the largest walnut marketer in the world. As a grower-owned cooperative, it is under pressure to operate as efficiently as independent handlers. Diamond is evaluating its high-margin consumer branded business, which has experienced little to... View Details
- October 1996 (Revised December 2022)
- Case
Chiquita Brands International (A)
By: Debora L. Spar and Terence Mulligan
When a new banana import policy is implemented in 1993 by the European Union, Chiquita Brands International, the world's largest banana distributor, watches its sales and net income plummet. The policy, Council Regulation (EEC 404/93), uses a new tariff and quota... View Details
- September 1996 (Revised March 1999)
- Case
EMDICO (A)
By: John A. Quelch
The general manager of Fuji Film's Saudi distributorship must decide on a relaunch strategy for Fuji film and cameras in Saudi Arabia. View Details
- September 1996 (Revised March 1999)
- Case
EMDICO (B)
By: John A. Quelch
Supplements the (A) case. View Details
- August 1996 (Revised December 1999)
- Case
J Boats, Inc.
By: Robert L. Simons
During the 20-year evolution of a family-owned, entrepreneurial sailboat company, two founders leverage their design and marketing skills to build one of the most recognized brands in the recreational boating industry. The founder then considers management succession... View Details
- 1996
- Article
A Segment-Level Model of Category Volume and Brand Choice
By: William R. Dillon and Sunil Gupta
- January–February 1996
- Article
Brands Versus Private Labels: Fighting to Win
By: John A. Quelch and David Harding
- December 1995
- Teaching Note