This Document Contains Cases 13 to 18 Case 13: Zappos: Delivering Happiness* Synopsis: This case examines Zappos’ unique marketing strategy and corporate culture, both of which focus on delivering happiness to the company’s varied stakeholders. Despite a few stumbles along the way, Zappos has been a role model of success since its founding in 1999. The company survived the dot-com collapse because its charismatic CEO, Tony Hsieh, created a corporate culture that put its customers and employees ahead of financial success. The case looks at Zappos’ business model and how it influences the company’s relationships with customers, employees, the environment, and its communities. The case also discusses some of the challenges the company faces and how it plans to move into the future. Themes: Marketing strategy, ecommerce, branding, long-term customer relationships, customer satisfaction, corporate culture, employee relations, social responsibility, customer loyalty, corporate reputation Case Summary The case discusses Zappos’ unique management style of focusing upon employee happiness as the key to the firm’s success. According to Tony Hsieh, CEO of Zappos, the company’s emphasis on employee happiness translates into high quality service for customers. The care that Zappos shows to its employees, customers, and other stakeholders has earned it praise for its ethics as well as its fun work environment. According to Hsieh, the Zappos brand is “a brand about happiness, whether to customers or employees or even to vendors.” When Hsieh assumed the CEO position of the company in 2000, he was at first skeptical about selling shoes over the Internet. However, he saw this as a wonderful opportunity to transform the company into one that emphasizes employee fun, a “zany” corporate culture, and “WOW through service.” Zappos developed ten core values that it uses to direct all of its activities. In 2010, Amazon acquired Zappos for $1.2 billion with the agreement to allow Zappos to continue its unique corporate culture. Zappos remains committed to serving its customers and employees. So far, the company has retained its unique culture and continues to expand into new product categories. In a recent interview, Hsieh talked about the growth of Zappos and how he believes that expanding into the clothing and merchandise market will help the company to grow. Hsieh says that “the sky is the limit” for Zappos, and that growing and expanding into many different types of businesses is Zappos’ future. During his interview, Hsieh states, “Although Zappos is a long way from becoming a company that is similar to Virgin, it does consider Virgin a role model in how Zappos wants to shape itself.” (Virgin Group Limited is a successful U.K. conglomerate.) As Zappos expands, it will have to work harder to hire the right people, avoid technical issues, and maintain its quirky culture. Teaching Overview Although most students will know of Zappos as a shoe retailer, this case is not about shoes or even retailing per se. Students should see Zappos as a culture and a way of doing business. The question is whether this culture and the Zappos way can be applied to other industries and product lines. This is also a case about CEO leadership and how Zappos can ensure the sustainability of its culture when Tony Hsieh is no longer at the helm. Finally, it is instructive for students to learn about Virgin Group Limited, Hsieh’s model for the future of Zappos. Students could speculate on what the future of Zappos might look like if it follows Virgin’s lead. SWOT Analysis Internal Strengths • Dynamic and innovative CEO • Strong corporate culture • Strong focus on employee and customer satisfaction • Winner of many prestigious awards • Very popular among consumers • Fun, hassle-free shopping experience • Affiliation with Amazon Internal Weaknesses • Price competitiveness is questionable • Affiliation with Amazon could jeopardize the company’s culture • Questionable ad campaign • Theft of personal information by hackers • No apparent plan for CEO succession External Opportunities • Shoe retailing is an undifferentiated sector • Consumers love ecommerce, but hate the hassle of returning merchandise • Consumers seem to love quirky companies • Slowly strengthening U.S. economy External Threats • The vast majority of shoe/apparel buyers prefer to buy from a retail store • E-retailing is still in its infancy • Most U.S. consumers shop based on convenience and value Problem/Decision Statement How can Zappos continue to leverage its unique culture and business model by expanding into different businesses? How can “happiness” be used as a business model to expand the Zappos brand and line of businesses? Strategy Alternatives 1. One easy way to expand Zappos’ footprint is to more closely align the company with Amazon, at least in terms of website operations. When customers shop for shoes or apparel on the Amazon site, the Zappos name is not easily spotted. Similarly, Zappos could expand into other product categories by working more closely with Amazon. 2. Zappos could expand into different product categories. The question is which products. Zappos already offers shoes, clothing, bags/handbags, home products (linens, kitchen, and dining), beauty products, and accessories. They also operate outdoor and riding (bikes and skateboards) shops. Moving beyond these product lines may require Zappos to move into hard goods such as furniture or electronics. This would compete with Amazon and IKEA. 3. Zappos could expand into countries outside the U.S. However, this would require a backend infrastructure to support overseas operations. Strategy Recommendations While any of these alternatives could be pursued, Zappos appears to be most interested in the second option. The first alternative would certainly expand the company’s operations, but it might jeopardize Zappos’ unique branding. The third alternative could be pursued. However, it is unsure how Zappos’ unique branding would “sell” in emerging markets (this is a good place to emphasize how Zappos’ culture fits the individualistic values of U.S. consumers). Implementation Issues Leadership is a key factor in the success of any company, and for Zappos, having Tony Hsieh as a leader is a strong indicator for future success. Hsieh has expressed that he will do whatever it takes to make his employees, customers, and vendors happy. The future for any company looks bright when its leadership is committed to such strong values. However, Zappos needs to make sure that it continues to focus on its stakeholders and its long-term vision with or without Hsieh. Teaching Questions 1. How would you define Zappos’ target market, and how would you describe its strategy to serve this market? Zappos clearly serves a younger demographic that is more concerned with style and brand than it is with value. The company also serves the Internet generation—consumers who like to shop online and appreciate that Zappos makes shopping easy for them. The company’s quirky image and strong focus on “happiness” fits this target market exactly. Prompt students to suggest other words that might fit the Zappos culture. One is hard pressed to think of a better term than “happiness.” 2. Has Zappos’ emphasis on customer satisfaction contributed to its profitability? Explain. The short answer is “yes.” Zappos emphasizes customer and employee satisfaction to a fault. That, and its “happiness” branding, is the mantra of the firm and its CEO. Naturally, this leads to higher prices than competing firms. Students will note, however, that Zappos is not selling “frugality” or “value.” Students should also recognize that customer satisfaction is generally associated with higher profitability (this is a good tie in with the ACSI). Other firms that come to mind are Apple and The Ritz-Carlton. 3. Has Zappos developed long-term customer relationships that provide a competitive advantage in the purchase of shoes and other products? While this is not addressed in the case, most students will suggest that Zappos is effective at developing long-term customer relationships. This is most closely tied to the high degree of customer service offered by the company. Some students will argue that most consumers will not think of Zappos because they prefer to try on shoes and clothing before purchase. For these customers, Zappos must stimulate trial before it can think about keeping a customer for life. Case 14: Sigma Marketing: Strategic Marketing Adaptation* Synopsis: This case reviews the growth of a small, family-owned business, from a regional provider of generic printing services to a global provider of specialty advertising products. Throughout its history, Sigma Marketing has exhibited the uncanny ability to understand market opportunities and to adapt its strategic focus accordingly. As its marketing environment changes, Sigma Marketing gathers information from existing and potential customers to develop the most effective marketing strategy possible. Even in the face of changing technology, communication, and advertising methods, Sigma Marketing has managed to reinvent its mindset and strategies in order to remain successful. Themes: Changing marketing environments, market opportunities, strategic focus, product strategy, direct marketing, promotion, personal selling, implementation, customer relationships, family-owned business Case Summary This case provides students an opportunity to see both long- and short-range market planning in a small company. The case also illustrates a strategic shift from a production orientation to a marketing orientation that is common among small, but growing firms. Various aspects of the firm’s functions are addressed including personnel, operations, marketing, and general administration. The story is complete and colorful because the current president of Sigma Marketing, Mike Sapit, wrote the case. Rarely will students have an opportunity to hear the inside story of a business like this directly from the owner. Many students may work for a company the size of Sigma; therefore, this case should provide a look at the more personal side of working in a small business. The corporate plan emphasizing marketing is unique for small printers. The marketing plan focused on building a market for the desktop calendar—a unique product that provided flexibility in terms of unusual designs, advertising messages, photographic techniques, and other special requirements. In spite of the success of the calendar marketing programs and attractive profit levels, Sapit was disturbed by trends in the printing industry that pointed toward a diminishing market and increased competition for the commercial segment, particularly in Sigma’s local Rust Belt area. The case also discusses Sigma's recent developments. These insights show the need to constantly innovate, even with products that are successful. Planning keeps the firm in line with the latest customer needs and provides customers with an even higher level of service. Sigma's “Total Service Package” allows customers to localize their orders through the imprints of distributors or branches. The added value associated with this program has led to the addition of larger customers and an attractive future. The company is an ASI (Advertising Specialty Institute) dealer and is Chain-of-Custody (CoC) certified—a designation that ensures the integrity of the paper supply chain (forest to mill) by certifying that the paper used by Sigma comes from responsibly managed forests. The company is also certified with the Sustainable Forestry Initiative and the Program for the Endorsement of Forest Certification. Chain-of-Custody certification is a response to the demands of Sigma’s customers and the company’s own desires to reduce their environmental impact. Teaching Overview A major point in teaching this case is to consider the impact that a formal marketing strategy had on the small firm. The founder, Don Sapit, was a mechanical engineer with an MBA from the University of Chicago. Training and background prepared him to effectively use a systematic approach toward defining markets and developing a marketing strategy. The case also demonstrates the need to constantly monitor the needs/desires of customers and then adjust the firm’s marketing plan accordingly (e.g. the Total Service Package). SWOT Analysis Internal Strengths • Ability to understand market opportunities • Management understands the value of strategic planning and the emphasis on marketing • Proven history of innovation and adaptation to new trends • Stable sales • Clear corporate identity • Proven experience with all aspects of the specialty printing business • Up-to-date technology • Chain-of-Custody (CoC) certification • Sigma is an ASI (Advertising Specialty Institute) dealer Internal Weaknesses • Dependency on one market (commercial printing), although this is improving • Heavy dependence on a few blue chip companies for a large percentage of sales (small number of very large accounts) • Key employees with long tenure will soon be considering retirement External Opportunities • Stable spending in sales promotion among major companies • Growing demand for totally customized printed promotional products External Threats • State of the economy (sales promotion has weakened in the current economic climate) • Trends toward diminishing market and increased competition in the printing industry • Product can be easily emulated by competitors (barriers to entry are low) • Potential technological advancements could eliminate the need for the product or change supply chain relationships Problem/Decision Statement What recommendations would you make for future strategic planning at Sigma Marketing? Strategy Alternatives 1. Maintain the status quo; sustain current operations and planning activities as best as possible. Do not try to grow sales and/or the size of company. 2. Try to develop more strategic marketing activities and explore opportunities that could make the company grow faster; for example, in international markets 3. Begin an aggressive move toward becoming a fully digital and online promotion and marketing firm. Strategy Recommendations Sigma Marketing should continue to market its calendar lines to full capacity. The desktop calendar should be explored in specialty markets, so that production activities could be stabilized over the year. Since lines of communication are open between Sigma and many large corporations, new market potentials could be found to increase sales and profits. Sigma could also focus its activities on expanding its organization, as its strengths and expertise lie in marketing. Sigma needs to fine-tune its marketing strategy to fully exploit opportunities for the desktop calendar product. Also, additional related products could be developed to strengthen sales. The Total Service Package should be marketed to the greatest extent possible and constantly monitored and updated to provide all services customers seek and value. Implementation Issues Sigma is a well-tuned small business that seems to be implementing its existing strategy with no problems. Given its limited capacity to handle customers in the full-service Total Service Package program, Sigma must be selective in seeking and signing only customers that will best advance its profitability and assist in meeting other key goals and objectives. Teaching Questions 1. Discuss potential key changes in technology, communications, and competition that Sigma will face in the future. Which will have the most impact on Sigma’s future marketing strategies? Unless students have experience in this industry, they will have to speculate to answer this question. The case mentions that potential competitors like Google or other specialty advertising methods have not replaced Sigma’s desktop calendar. Students should discuss the likelihood of this happening. Likewise, students should discuss how vulnerable Sigma’s strategy is to advances in technology and growing demands for sustainability. 2. Prepare a SWOT analysis for long-term strategic planning at Sigma Marketing. A SWOT analysis is provided in that section of this case note. 3. Suggest some possible strategic initiatives that Sigma could pursue to continue its growth. Some potential initiatives are suggested in the Strategy Alternatives section of this case note. Sigma's strength is its ability to formulate and implement marketing plans. You may want to suggest that Sigma's greatest concern for the future may be establishing objectives that would lead to more rapid growth of the firm's sales. You would also want to focus the firm on identifying, pursuing, and signing only those prospects that help it use its limited capacity to best meet Sigma's goals and objectives. Case 15: Netflix Fights to Stay Ahead of a Rapidly Changing Market* Synopsis: In the face of changing technology and shifting customer preferences with respect to movie distribution, video rental giant Blockbuster fell to its competition. Meanwhile, Netflix has grown to become the top rent-by-mail and video streaming company, while other strong competitors have emerged to dominate movie distribution via kiosks (Redbox) and online (Apple, Amazon, Hulu, and others). Looking to the future, Netflix’s survival depends on its ability to adapt to and adopt new technology and marketing practices—issues Blockbuster failed to navigate due to its reactive, rather than proactive, stance toward a rapidly changing market. Netflix faces an uncertain future as the DVD rental sector approaches the end of its life cycle. However, the company is poised to dominate the video streaming sector for the foreseeable future. The problem is, the future changes rapidly in this industry. Themes: Changing technology, changing consumer preferences, competition, competitive advantage, product strategy, product life cycle, services marketing, pricing strategy, distribution strategy, non-store retailing, customer relationships, value, implementation Case Summary Netflix CEO Reed Hastings told Fortune he got the idea for the DVD-by-mail service after paying a $40 late fee for Apollo 13 in 1997. Although VHS was the popular format at the time, Hastings heard that DVDs were on the way, and he knew there was a big market waiting to be tapped. The company launched the subscription service on September 23, 1999 with a free trial for the first month and found that 80 percent of customers renewed after the trial ended. Netflix turned its first profit in 2003 in the same quarter that it reached one million subscribers. Netflix introduced streaming services in 2007 after reaching more than 6.3 million members. Today, with more than 23 million members, Netflix touts itself as the world’s largest online entertainment subscription service, with operations in the United States, Canada, Ireland, the United Kingdom, and the Caribbean. Hastings correctly anticipated the new technology entering the home entertainment industry and expected that Netflix’s DVD subscriptions would decline steadily over each quarter as new technology diffused into consumers’ homes. At that point, Netflix attempted to move its DVD-by-mail business into a new subsidiary called Qwikster that would focus solely on DVD-by-mail services. This move was supposed to free Netflix to focus on the streaming side of the operation. However, after a swift and dramatic customer backlash, Netflix killed Qwikster after only three weeks. While Netflix has always been the number one DVD-by-mail rental company, the market continues to evolve. As streaming becomes the preferred format, the company finds itself in an ever-changing market. The onset of competitors in both the DVD rental industry and the online streaming industry has created new challenges for Netflix to address. Redbox, for example, now dominates the traditional bricks-and-mortar DVD rental market once owned by Blockbuster. And while Netflix currently leads the streaming market, its lack of new releases puts it at a distinct disadvantage to rivals such as Apple, Amazon, and on-demand movies from cable and satellite operators. As Netflix looks toward the future, the decline of the DVD will continue to present a challenge. Although Qwikster was an instant flop, the company will eventually have to phase out its DVD-by-mail business when it is no longer profitable. The continued growth of streaming options, from Amazon Instant Video to Google Play, and rental kiosk giant Redbox offer increases in movie-renting convenience for consumers. Netflix will also have to foster various content provider relationships and proactively search for newer, better opportunities. The heart of this challenge is simple in concept but difficult to execute in practice: Will Netflix remain innovative enough to compete in such a highly saturated market? Teaching Overview Many students will be familiar with, and possibly customers of, the key players in the industry. This case describes the history of Netflix and the movie rental industry. The case analysis and discussion can revolve around the specific strategic actions that Netflix should follow in this rapidly evolving industry. Many students will argue that there is little Netflix can do to stem the decline of the DVD market and that streaming is the obvious future of the industry. Astute students will see that Netflix is at the mercy of content owners, namely movie studios, for its livelihood. When content owners decide to distribute themselves (as many studios are now doing), intermediaries such as Netflix face the grim reality of disintermediation in the channel. However, if the history of the Internet has taught us anything, it is that market conditions always change. As a part of the discussion surrounding this case, encourage your students to consider these questions about their own movie-watching behaviors: • How many have been to a movie theatre in the past month? • How many have watched a full-length movie, other than at a movie theatre, in the past month? • Was the movie on a cable channel? If yes, was this a premium movie channel or regular channel? • Was the movie watched using an “on-demand” service? • Was the movie physically rented? If yes, from where (Redbox, Netflix, etc.)? • Was the movie physically purchased? • How many watch movies on a laptop or desktop computer? • How many watch movies on mobile devices such as the iPad? These questions can help students understand the current and potential customer base for Netflix. Encourage students to use this information in developing strategic alternatives. SWOT Analysis Internal Strengths • Size of the company: Netflix is #1 in the industry • Management team is open to change and good at anticipating change • Established name and customer loyalty • Multi-platform streaming capability (mobile, computer, living room) • Working to add original programming Internal Weaknesses • Dependent on a declining technology (DVDs) for a significant portion of revenue • Dependent on third parties (movie studios, Internet service providers) for content and streaming distribution • Relatively weak understanding of customer needs and wants External Opportunities • Continuing growth in home theater and watching movies at home • Rapid advancement of broadband technology and its delivery capabilities, especially in mobile technology • Consumers are now fully embracing digital delivery of movies due to convenience • Mobile is the future of entertainment External Threats • Competition is strong and aggressive, especially Apple and Amazon (the right strategic moves by either could seriously jeopardize Netflix) • The DVD is in rapid decline • Content owners (movie studios) want to distribute directly to consumers Problem/Decision Statement The heart of Netflix’s challenge is simple in concept but difficult to execute in practice: How can Netflix remain innovative enough to compete in such a highly saturated market? Strategy Alternatives 1. Slowly abandon DVD distribution in favor of a 100 percent streaming operation. This will reduce the company’s expenses with respect to distribution centers, postage, and other costs of storing/distributing millions of DVDs. The recouped funds can then be put into developing original content. 2. Create an alliance with major movie studios and become a distributor for them. This could be especially attractive to smaller studios that lack the resources for self-distribution. Such alliances could cover both physical and electronic distribution. 3. Refocus efforts into less competitive international markets, especially emerging markets. These markets are heavily weighted toward mobile technology and do not depend on legacy cable and telephone systems for distribution. Netflix could partner with large mobile operators in Asia to potentially reach billions of customers. Strategy Recommendations Logic would argue that Netflix is already pursuing the first alternative; however, students might debate the speed at which DVDs should be abandoned. The second and third alternatives could be pursued simultaneously as a way to diversify Netflix’s revenue base. The challenge with the third option, however, is that Netflix could take its eye off its current markets. Also, Apple is a formidable competitor in every corner of the planet. Amazon is not. Implementation Issues The key implementation issue for Netflix is the speed at which it abandons the DVD market. Students will rightly argue that DVDs are profitable and a significant customer base still exists. The question for Netflix, however, is the alternative use of funds to expand streaming and/or develop content, or pursue new markets. Teaching Questions 1. What role will Redbox play in the development of Netflix’s strategic plans? How threatening is Redbox to Netflix’s future? Based on the information presented in the case, it appears that Redbox’s actions have done little to change Netflix’s thinking or strategy. This may be because Netflix sees DVDs as a dying sector of the industry. Also, the rental mentality is different for Redbox than Netflix. Redbox caters to the “last minute decision” to rent fairly new releases, whereas Netflix uses a subscription model. Redbox does hold an advantage in that its rentals are generally newer releases, if they are available in the kiosk. Redbox could be a bigger problem for Netflix if it decides to partner with a service provider such as Comcast or AT&T to launch a streaming service. 2. How will new competition from digital content providers force Netflix to alter its strategy? Students who research the Qwikster decision may surmise that Netflix tried to spin off its DVD business as a direct result of increasing competition from digital providers. This can lead to a good discussion of the Qwikster fiasco and how Netflix could have handled it better (see Question 5). Also, how should Netflix approach this problem if it tries to spin off DVDs in the future? 3. What new opportunities do you see in the movie streaming business, or the entertainment industry as a whole? This is a challenging question as it asks students to predict the future to some extent. Clearly, mobile distribution is the future of the entertainment industry in the short term. There are early signs that the home entertainment market is declining as sales of DVD/Blu-ray players and LCD televisions have declined. Apple has teased an integrated solution (so called Apple TV), but nothing has been announced. For the foreseeable future, most of the innovation is likely to occur in content development or partnerships between content providers and content distributors. 4. Do you think Netflix will remain the dominant force in both streaming and movie rentals? Why or why not? This depends on now far downstream the content providers want to take their operations. Currently, movie studios—especially smaller studios—do not have the infrastructure to distribute movies to the end consumer. The studios have always relied on third-party distributors to complete this task (cable and satellite operators, movie rental businesses). Through alliances with Netflix, the studios do not have to make major resource allocations for the development of distribution channels. Netflix’s access to customers has allowed them to develop an extensive database that can be used by the movie studios for promotion and other purposes. This, in addition to distribution, is the major value-added component Netflix offers to content providers. Despite this, both Apple and Amazon have the ability to wipe out Netflix’s streaming service if either can develop the right partnership deals with content providers. So far, they have been reluctant to give Apple or Amazon that much power. 5. What could Netflix have done differently to ensure Qwikster’s success? It is important to have students separate the two issues related to Qwikster: price and convenience. Would Qwikster have succeeded if the price had not increased? Or, was the lack of convenience (two separate companies with separate services and websites) the problem? A lot of anecdotal evidence suggests that the price increase was the main issue. Qwikster might have succeeded if Netflix had separated the services with no initial price increase. Case 16: Gillette: Why Innovation May Not Be Enough* Synopsis: Gillette has long been known for innovation in both product development and marketing strategy. In the highly competitive, but mature, razor and blade market, Gillette holds a commanding worldwide market share. The peak of its innovation occurred in 2006 with the introduction of the Fusion 5-bladed razor. Today, innovation in razors and blades is thwarted by a lack of new technology and increasing consumer reluctance to pay for the “latest and greatest” in shaving technology. Gillette must decide how to put the razor wars behind them and maintain or increase its share of the global razor market. Themes: Product leadership, product innovation, pricing strategy, integrated marketing communication, segmentation, competition, sports marketing, global marketing, strategic focus Case Summary Gillette is the world’s premiere producer of grooming products; best known for its line of razors and blades. Since its inception in 1901, Gillette has always prided itself on providing the best shaving care products for men and women. In fact, the company was so visionary that it didn’t have any serious competition until 1962 when Wilkinson Sword introduced its stainless steel blade. Since that time, the Wilkinson Sword-Schick Company has evolved into Gillette’s primary competitor. Through the years, Gillette has strived to stay on the cutting edge of shaving technology in a market that thrives on innovation. This focus has led to a game of one-upsmanship with Schick as each company introduced 3-bladed (Gillette’s Mach3), 4-bladed (Schick’s Quattro), and 5-bladed (Gillette’s Fusion) razors in rapid succession. Now, under the ownership and guidance of Procter & Gamble, Gillette faces a saturated U.S. market that fluctuates only when newer, more innovative products are introduced. However, many analysts believe that Gillette and Schick have reached the end of meaningful product innovation. Given this, Gillette faces the challenge of further expanding its already dominant market share around the world. However, Gillette faces a potential vulnerability in its pricing strategy. Gillette’s own research shows that men try to reduce the cost of shaving by cleaning their razors with toothbrushes or in the dishwasher to make the blades last longer. The high cost of shaving has led to a number of start-ups that are attempting to shake up the market. For example, the Dollar Shave Club (www.dollarshaveclub.com) signed up 12,000 customers in its first 48 hours of operating online. While Gillette responded with new advertising focusing on the value and long-lasting attributes of its ProGlide system, early signs show that Gillette’s U.S. market share has dipped as much as 2 percent. With the trend in online razor purchases, it is clear that Gillette and P&G will face significant pressure on their premium pricing strategy as more consumers learn about other options. Teaching Overview This case can be used for a variety of classroom discussions. First, the case demonstrates how a firm can grow through both diversification and innovation. Despite its many successes, Gillette has had several unsuccessful acquisitions and business ventures in its history. The key learning point here is that Gillette faced difficulties when it ventured away from its main core competence in the razors and blades business. A second approach, and the theme of the case, is related to the use of product innovation as a means of maintaining market dominance. The case discusses the history of the razor wars between Gillette and Schick—the company’s key competitor. As the case notes, the war escalated in 1998 when Gillette introduced the Mach3 razor. Since that time, Gillette has been embroiled with Schick in a battle of product one-upsmanship and legal proceedings. For the time being, Gillette’s Fusion Pro Glide system sits atop the global razor and blade market. However, a number of problems remain. First, Gillette’s most advanced shaving technology is expensive. This makes Gillette vulnerable to lower priced shaving systems (including its own Mach3) and to online startups such as Dollar Shave Club. Second, Gillette must convince consumers (most notably in emerging markets) to trade up to higher priced shaving systems. This is further complicated by the fact that shaving is not necessarily a daily phenomenon in countries outside the U.S. Given the maturity of the wet-shaving market, Gillette must depend on innovation to perpetuate its dominance. Many experts, however, believe that product innovation has come to an end in this market. If this is true, Gillette will need to find new ways to stay on top. The challenge for Gillette is to push the envelope without creating innovations that are seen as trivial. Thus far, Gillette has focused on innovation in its marketing program rather than innovation in shaving technology. SWOT Analysis Internal Strengths • Gillette is at the top of the global razors and blades market. • The Gillette name carries instant recognition and helps with the introduction of new products bearing its name. • The company has considerable financial resources, managerial expertise, and solid distribution networks (both domestic and international) on which to build. • Gillette has a strong dedication to innovation and product development. Internal Weaknesses • Gillette may have become a victim of its own success. Its rapid innovation in razors and blades may have left the company little room to pursue new innovations. • The company has a tendency to offer cannibalizing products. For example, the Fusion competes with the Mach3 and the Sensor. • Gillette’s most advanced shaving products are quite expensive. External Opportunities • Consumers like to buy the latest technology. This plays very well into Gillette’s strengths of innovation and research. • Young adults begin shaving at an earlier age than in the past. • There are many customers in international markets that do not use the latest shaving technologies. External Threats • Most of the industries in which Gillette competes are mature, making continued growth difficult to achieve. • Despite Gillette’s dominance, the razors and blades segment is highly competitive. • Competitors are also known for product innovation (i.e., Schick in blades and razors). • Online shaving clubs offer much less expensive alternatives to advanced shaving technology. Problem/Decision Statement Gillette needs a plan for continued domination in the razors and blades market. This plan might need to forgo the traditional emphasis on product innovation and instead focus on continued innovation in the company’s marketing program. Gillette must also find a way to convince consumers that its premium pricing is truly worth it. Strategy Alternatives 1. Focus on Global Expansion—Gillette could continue to move aggressively to further its penetration into global markets. Millions of people worldwide do not use the latest in shaving technology. Gillette could take steps to reach these customers through innovative marketing programs. 2. Continue to Pursue Product Innovation—Gillette could continue to push the envelope of shaving technology. The company could design a more ergonomic handle for its razors, or perhaps work toward advanced shaving preparations. It is doubtful that the public would accept a 6-bladed razor. 3. Pursue Niche Markets—Students are usually quick to suggest that Gillette has long ignored the youth shaving market. Today, young men and women begin shaving at a much earlier age. Gillette could create shaving systems for these markets, perhaps in partnership with iconic brands that are popular with younger consumers. 4. Lower Prices—Students will argue that after Gillette recoups its R&D costs, it should begin to lower prices to compete more favorably with online shaving clubs. This strategy will depend on how fast these clubs catch on with consumers. Strategy Recommendations Gillette has always been positioned as an innovative company that develops high quality products with outstanding design. Now, with the resources of P&G behind it, Gillette has the ability to complete its shift from product innovation to marketing innovation. All four of these alternatives are viable options. However, given the market opportunities that are available, a stronger case can be made for alternatives 1 and 3. Implementation Issues For any of the strategic alternatives selected, implementation considerations will be key. Each of the four alternatives outlined above will involve consideration of Gillette’s capabilities—both at home and abroad. Gillette should leverage its connection with P&G to develop world-class marketing and distribution programs. Teaching Questions 1. Evaluate product innovation at Gillette throughout its history. Has Gillette been a victim of its own success? Has product innovation in the wet-shaving market come to an end? Explain. Though Gillette is certainly in an enviable position, the company has become a victim of its own success. Students should be encouraged to debate whether innovation in this market has come to an end. There are signs that this may be the case—especially with the early criticisms and jokes made about the Fusion. Although Gillette has innovated in shaving preparations since the launch of the Fusion, the company may be struggling to find the next great thing in the wet-shaving market. 2. What do you make of the razor wars, first between Gillette and Schick, and now with online competitors? Does Gillette face a serious threat from competitive inroads? Explain. The razors wars have certainly been good for all companies in terms of product innovation, sales, and notoriety. However, the battle may have hastened the end of meaningful product innovation in the industry. Even if meaningful innovation could be developed, one must question whether the added costs (and higher retail prices) would make the new product viable in the market. It is doubtful that consumers would be willing to pay still higher prices for only marginally better shaving performance. This is the reason that Gillette faces a considerable threat from online shaving clubs. 3. What actions would you recommend over the next five years that could help Gillette maintain its worldwide dominance in the shaving market? What specific marketing program decisions would you recommend? Should Gillette be worried about its pricing strategy? Explain. Students should be encouraged to develop a long-term plan for the company that is based around the discussion in the Strategy Recommendations and Implementation sections. Most students will agree that global expansion and the pursuit of the youth market are no-brainer strategies. The question of whether Gillette should worry about pricing is an interesting one. Gillette completely dominates the global market for razors and blades and has lost only marginal share to Schick and online competitors over the years. However, even a fractional percentage in market share represents billions of dollars in this market. In this sense, Gillette should be concerned about any part of its strategy that allows competitors to steal market share. The key for Gillette however, is to develop untapped markets rather than to continue battling the competition for current customers. Case 17: IKEA Slowly Expands Its U.S. Market Presence* Synopsis: IKEA is known around the world for its stylish, quality, and low-cost furniture and home furnishings. The company’s success is based on a strategy of operational excellence in production, supply chain operations, and marketing. IKEA—wildly popular in Europe—has leveraged its brand reputation to penetrate markets in other countries. However, its penetration of the U.S. market has been hampered by a weakened economy and the inconsistency between the traditional U.S furniture market and IKEA’s low-cost operating philosophy. IKEA must find a balance between its operational excellence strategy and U.S. consumers’ demands for customization, good service, convenience, and quality. Themes: Operational excellence, target marketing, product design, branding strategy, positioning, global marketing, pricing strategy, supply chain strategy, retailing, implementation, customer relationships, SWOT analysis, strategic focus Case Summary IKEA is one of the most popular and iconic brands in the world. From the beginning, IKEA was founded on different principles—namely, frugality and low cost. Most furniture companies offer service and advice in settings where salespeople compete for sales commissions. However, IKEA founder Ingvar Kamprad recognized that customers were willing to trade off typical amenities to save money. Today, the no-frills frugality is the cornerstone of the IKEA caché and the reason for its immense popularity. IKEA’s marketing strategy is based on building customer relationships. IKEA’s vision and core operating philosophy makes this clear: The IKEA Concept: Provide functional, well-designed furniture at prices so low that as many people as possible will be able to afford them. Creating a better everyday life for the many people. IKEA provides stylish, functional, low-cost home furnishings that customers must assemble themselves. This enables IKEA to save money on manufacturing and distribution, which they then pass on to customers in the form of lower prices at retail. To compensate for the customer having to do-it-themselves, IKEA offers other services that make this proposition a little more attractive. These extra services include in-store child-care and play areas, restaurants, and longer store hours. Today, IKEA is Sweden’s best-known export. The company had 2011 worldwide sales totaling EUR 25.2 billion and an annual growth rate of almost 7 percent. Roughly 79 percent of IKEA’s sales come from operations in Europe, with North America and Russia/Asia/Australia contributing 14 percent and 7 percent, respectively. The company has 131,000 employees and more than 325 IKEA stores in 38 countries, with 287 of these stores in 26 countries belonging to the IKEA Group. The remaining stores are owned and operated by franchisees. There are currently 38 U.S. stores, with 11 stores in Canada. IKEA had originally planned to have 50 stores operating in the United States by 2010, but the 2008-2009 worldwide economic recession slowed IKEA’s plans. IKEA considers the United States an important part of its plans for global expansion. The U.S. standard of living is higher than most countries; however, most American consumers actively buy into the cost-conscious mentality. The value of the U.S. dollar is stable and not prone to wide exchange rate fluctuations. The United States has very high Internet usage, and IKEA’s sustainability efforts are welcomed by a wide margin of the consuming public. Another factor that makes the United States favorable to IKEA is its melting pot of cultures. The IKEA Concept can appeal to the different lifestyles and ways of life found in the United States. Despite these advantages, IKEA must address two key issues regarding U.S. expansion. The first is the need to adapt to the preferences of U.S. consumers. American consumers are very demanding and tend to reward marketers that go out of their way to address individual tastes and needs. Further expansion into the U.S. market will require IKEA to adapt its offerings and stores to local tastes—a marketing strategy that is much more expensive to deliver and contrary to IKEA’s cost-conscious operating philosophy. Another adaptation issue involves IKEA’s promotional strategy, which must be tailored to U.S. standards. For example, most of IKEA’s television commercials are considered too “edgy” for American viewers. The second key issue is quality. Although American consumers are increasingly value-driven, they also demand quality products. In this regard, IKEA’s low-cost, do-it-yourself concept misses the mark for many potential furniture consumers. Many Americans view self-assembled furniture as being lower in quality, and similar to the types of furniture one might buy at Walmart or Target. Facing these challenges, IKEA’s U.S. expansion has moved slowly. The company opened only three U.S. stores from 2009 to 2012 and does not plan to open any new U.S. store in 2013. IKEA’s low-cost, do-it-yourself marketing strategy is not a perfect match for U.S. tastes in furniture retailing, nor does the company have the financial resources and marketing experience to roll out a large number of products and stores simultaneously. The most recent economic conditions have not helped either. As the company looks toward further expansion into the U.S. market, it must consider a number of relevant issues in both its internal and external environments. Teaching Overview Virtually all students have heard of IKEA, but only a few will have ever visited an IKEA store. For that reason, it is a good idea to direct students to the IKEA website or an IKEA catalog prior to discussing the case. It is important that students understand that every aspect of IKEA’s strategy is based on maintaining a downward pressure on costs and operating expenses. Along with the clean, frugal styling that IKEA uses in its product design, the company’s cost control measures are vital to its low retail prices. As the case points out, IKEA’s frugality will be challenged as it expands its store operations in the United States. This is an excellent example of the challenges associated with the marketing adaptation approach to international expansion. The key challenge in this case is how IKEA can maintain its cost-conscious strategy while simultaneously adapting to the highly individualistic nature of the U.S. consumer. Also, how can IKEA balance its limited service offerings with the higher service needs of U.S. consumers? SWOT Analysis A full SWOT analysis is provided in the case. Problem/Decision Statement If IKEA is set on U.S. expansion, the company must find a way to meet customers’ needs and wants at the lowest possible cost. U.S. consumers are accustomed to traditional furniture stores that offer delivery and financing. Most U.S. consumers are not accustomed to assembling furniture, and may not be willing to do so to save money. Strategy Alternatives 1. Proceed with U.S. Expansion, But Expand Service Offerings—IKEA could proceed as planned while offering additional services for the U.S. market. This might necessitate offering pre-assembled furniture, regular home delivery, financing, as well as accepting personal checks (which the company currently does not do). This strategy would raise IKEA’s costs, but would make its stores more like traditional U.S. furniture retailers. The company could impose extra charges for most of its added services. IKEA’s franchise structure is perfect for this strategy; however, stores should be located near major metropolitan areas. 2. Partner with a U.S. Retailer to Handle Distribution—This option would allow IKEA to further penetrate the U.S. market without added costs. IKEA’s furniture could be shipped directly to the partner firm. It would then be up to the partner to decide issues such as delivery, financing, or assembly. The most likely partners would be Target, national or regional furniture retailers, or even category killers such as Best Buy, Home Depot, or Lowe’s. 3. Pursue U.S. Expansion with Minimal Stores, But Maximum Catalog Distribution—This approach would position IKEA as a niche player in the U.S. furniture industry. A similar approach is used successfully by Bass Pro Shops, Cabella’s, Lands End, and L.L. Bean. The idea would be to target a narrowly defined segment of the U.S. population that enjoys IKEA’s hip design, low costs, and do-it-yourself mentality. This strategy greatly reduces the company’s costs while preserving the uniqueness of existing IKEA stores. Strategy Recommendations IKEA could pursue any one of these strategies, as each has a different set of advantages and disadvantages. Many students will argue against the first option because it simply doesn’t match IKEA’s branding or experience. The second option is extremely viable, but could dilute some of the caché associated with the IKEA brand. The third option is really just an extension of IKEA’s current strategy. However, one might argue that the company’s strategy is not broken, so why fix it? Regardless of the option chosen, students should be able to defend their choice and discuss the pros and cons of the strategy. Implementation Issues The overriding implementation issue is IKEA’s lack of experience in the U.S. market. If the company were to pursue aggressive store expansion, it might want to hire a brand consultant that is familiar with the U.S. market. Also, some of the potential added services (delivery, financing, and assembly) might have to be handled by third parties if IKEA does not want to handle them. Locating reputable third parties would be another key implementation issue. Teaching Questions 1. Given the SWOT analysis presented in the case, what are IKEA’s key competitive advantages? What strategic focus should the company take as it looks to further expand into the U.S. market? The combination of IKEA’s low cost, style, and sustainability with consumers’ demands for convenience and value cannot be overlooked. Astute students will note that IKEA’s competitive advantages coincide with the needs of well-defined market segments—notably younger, urban consumers. Many potential customers do not like the IKEA style. Some students will point out that the bulk of the U.S. furniture market lies with young families and baby boomers, at least for now. For them, IKEA may not offer a compelling advantage. 2. What factor is the biggest reason for IKEA’s growth and popularity: value or image? Which is more important in the U.S. market? Why? While value and image are certainly both responsible for IKEA’s growth and popularity, image is clearly the key driver. Students will note that do-it-yourself furniture has been around for some time (well-known brands include Bush and Sauder) and is sold by virtually all retailers. However, most consumers tend to view do-it-yourself furniture as cheap, inferior products that are purchased mostly by college students and low-income consumers. In the U.S. market, value and image are important to different market segments. Regardless, to maintain its image, IKEA must ensure that its brand and products do not become so ubiquitous that they are available everywhere. This would necessitate a selective or exclusive distribution strategy. 3. What strategic alternatives would you suggest IKEA employ to further penetrate the U.S. market? Three alternatives are provided in this teaching note. Another option that students may offer is to target college campuses. This target market would appreciate IKEA’s low cost philosophy. 4. Speculate on what will happen at IKEA stores as they are tailored to fit local tastes. Is the company’s trade-off of service for low cost sustainable in the long term? This question provides an excellent discussion point about the “wheel of retailing” concept. Many retailers begin their lifecycles with low prices and few services (i.e., IKEA). Over time, these firms add additional services (financing, delivery, support staff, higher end products, and so on) to attract new customers. At this point, the retailer becomes a full-service store with higher prices (i.e., traditional U.S. furniture stores). Inevitably, an innovative company then enters the picture, begins to attract customers, and takes sales away from these full-service stores. One could argue that IKEA runs the risk of losing its image if it tailors its offerings to fit local tastes. It is certainly true that IKEA’s costs will increase, which could lead to higher prices and additional offerings to attract more customers (hence, the wheel begins to turn). IKEA’s tradeoff of service for low cost is sustainable within a certain segment of the U.S. furniture market. However, the bulk of the U.S. market clearly prefers to buy furniture from full-service stores. Teaching Note SUSHILICIOUS: STANDING OUT IN A CROWDED FIELD Ken Mark wrote this teaching note under the supervision of Professors Dante Pirouz and Raymond Pirouz as an aid to instructors in the classroom use of the case Sushilicious: Standing Out in a Crowded Field, No. 9B11A035. This teaching note should not be used in any way that would prejudice the future use of the case. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail: [email protected]. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-02-02 CASE SYNOPSIS Daniel Woo, founder of Sushilicious, a new sushi restaurant in Irvine, California, was thinking about how to make his second year in the business even more successful. Woo had defied the odds, building a successful sushi restaurant in the same location where a traditional sushi restaurant had recently closed its doors. Harnessing a combination of social media tools to promote Sushilicious, Woo had been able to achieve 80 per cent utilization rates and turned a profit in his first year. His current objective is to grow the customer base for his restaurant using a limited marketing budget. He wonders how he can build upon his current communications strategy of focusing strictly on maintaining his social media presence. Even though his low-cost, new-media approach has produced a steady stream of foot traffic as well as online word-of-mouth, Woo would like to see increased traffic on Mondays and Tuesdays. He is also considering the possibility that he has maxed out his online reach and may need to branch out his marketing efforts to include some form(s) of traditional media. CASE OBJECTIVE There are several topics that can be discussed with this case: 1. Impact of new media marketing on traditional notions of location-based marketing 2. Social media for relationship marketing 3. Customer experience and brand voice 4. New media marketing mix within the overall marketing mix ASSIGNMENT QUESTIONS 1. What are Daniel Woo’s key challenges as he looks to make Sushilicious a success? 2. How well has Woo used the various new media marketing tools to his advantage? 3. What are Woo’s challenges in February 2011? 4. Given Woo’s limited resources, what should his marketing plan look like for the next growth phase? Board Content Ideas for What to Put on the Boards 1. Location, location, location! The class could have a useful discussion about Woo’s choice of location, given that this attribute is key for restaurants that tend to benefit greatly from foot traffic and, in particular, that this poor location created an opportunity for a greater focus on social media to pick up the foot-traffic slack. Can foot traffic be generated through social media? How would one use the global reach of the Internet to focus on a local market, etc. 2. Customer experience. Could have a discussion about the decisions that were made to create a customer experience in the restaurant, as well as how that experience was extended online (and/or to what extent it was not). 3. New media marketing mix. Woo outlines the social media tools at his disposal, some that he focused on and some that he did not. This topic represents a good opportunity to discover where Woo may have succeeded, where he may not have placed enough focus, and what (if anything) he may be missing. 4. Overall marketing mix. This point in the discussion offers a chance to tie Woo’s online efforts to his traditional marketing efforts (radio) and talk about what else he might do, given all the opportunities he may not have tapped, and keeping his budget concerns in mind. 5. What should Sushilicious do? This board could be introduced first and populated with student decisions and then reintroduced at the end of the discussions involving boards 1 through 4. Key Topics of Discussion The following topics should be addressed as part of the overall case discussion: 1. Impact of new media marketing on traditional notions of location (location based marketing could be woven in). 2. Social media for relationship marketing. How does social media take relationship marketing to a new level? 3. Customer experience and brand voice. What are the challenges of extending a real-world customer experience into the online world? What are the challenges of articulating a brand voice consistently over time across various channels? 4. New media marketing mix. What is it, how can it vary based on marketing goals, and what are the related execution and maintenance challenges? 5. Overall marketing mix. New media marketing doesn’t exist in a vacuum; it is (and should be treated like) part of a larger overall marketing effort. How can new generation marketers look beyond the technological divide and think more holistically about the entire marketing cycle, from offline to online. SUGGESTED ANSWERS 1. What are Daniel Woo’s key challenges as he looks to make Sushilicious a success? Woo’s biggest challenge stems from the fact that his restaurant is located in a strip mall with little walk-by traffic. In this case, Sushilicious’s problem was made clear by the fact that a sushi restaurant had just closed down in the same location that Woo had chosen for his new concept. Second, Sushilicious represents a different take on the typical traditional Japanese-style sushi restaurant. If there is no awareness of exactly how Sushilicious is different, then potential customers may not make the effort to visit. Next, Woo has invested all his cash in building the restaurant. He mentions that, as a result, he has no marketing budget to promote the restaurant. Generating awareness is especially important for restaurants that are located outside the densely populated urban areas, and attempting to build a regular clientele simply by word of mouth may result in months of negative cash flow for Sushilicious, a situation that Woo would, no doubt, want to avoid. Last, there are 10 other sushi restaurants in Irvine (population 218,000), California, so people who are looking for a sushi meal have several choices. Even if Woo can build awareness for Sushilicious, he has to differentiate his restaurant from those of his competitors in order to survive. The combination of an isolated location, a new restaurant concept, the lack of a formal marketing budget, and broad existing competition requires Woo to be especially creative in the ways he approaches the advertising and promotion of his new restaurant. 2. How well has Woo used the various new media marketing tools to his advantage? The case lists the various marketing tools that Woo encountered. He focused his attention on two main tools: Facebook and Twitter. Sushilicious’s Facebook content was targeted at females aged 18 to 24, and Twitter was used to reach out to young professionals aged 21 and older. Woo soon discovered how to integrate himself into the community of highly influential “connectors” (often referred to by marketing practitioners as “Key Influencers”) — perhaps 500 to 1,000 people — who had links throughout the Irvine community. On page 6 of the case, Woo states that this group of 500 connectors was key to his startup and continued to form his core group of clients. Woo also started his social media campaign early, in August 2009, about seven months before the restaurant opened in March 2010. By using two media tools, identifying the gatekeepers to his target customer group, engaging with them in a relevant way, and starting early, Woo was able to build a Twitter group of 1,000 active followers before his restaurant even opened. In a relatively small city such as Irvine, the success of a restaurant depends on repeat visits from core customers. Woo was able to grow sales because his social media strategy was well thought out and also because his offering — the restaurant itself — was well designed. Woo was highly focused on the overall customer experience, taking cues from Apple Inc.’s stores and revamping the traditional sushi menu to focus on a core set of dishes. Unlike a traditional sushi restaurant, Woo was not looking to provide clients with a broad range of eclectic dishes. He recognized that his customers were more interested in the restaurant’s atmosphere and its brand. He gave his dishes catchy names and installed a conveyor belt to cut down on labour costs and complexity. Sushi chefs could minimize waste by making only those items that were selling well, and they had instant confirmation of what was selling and what was not. It was this combination of a well-designed social media strategy and a savvy restaurant concept that delivered on the Suchilicious brand promise and contributed to the restaurant’s success in its first year. 3. What are Woo’s challenges in February 2011? Sushilicious is doing well. It has a utilization rate of 80 per cent, and it is profitable. Woo has two key issues at the moment. First, utilization on Mondays and Tuesdays is low, but those might be slow days for restaurants in general. Woo has a fixed location and salaried employees. The cost of food/raw materials is low in comparison to the daily total cost of operating his restaurant. In addition to social marketing, Woo has participated in couponing campaigns at no upfront cost to Sushilicious. He wonders whether he should try a flyer campaign, i.e., delivering flyers to local households. Second, Woo has to deal with the challenge of keeping his marketing message fresh and continuing to connect with people. He has been kept busy with his restaurant operations, leaving him less time to connect with his audience. He has set up social media tools so that relevant content from other bloggers or sites can be curated and re-tweeted to his audience. Here are some questions that students can discuss: • How can Daniel Woo generate more customer foot-traffic on Mondays and Tuesdays (his slowest days)? • What are your thoughts on Woo’s decision to limit the Sushilicious website to a single page, with no menu or photographs of any kind? • Has Woo maxed out his online marketing efforts? Are there other online tactics he could pursue, given his current approach? Does he need to broaden his horizons and consider offline efforts? 4. Given Woo’s limited resources, what should his marketing plan look like for the next growth phase? Woo has stated that his current plan is to look at delivering flyers to Irvine households. Concurrently, Woo could open a second location or franchise his concept, which would allow him to generate news for both restaurants. Here is a sample in-class exercise that can be given to students: Sample In-Class Exercise The promotions challenge. Attracting foot traffic is a constant struggle for Sushilicious, given its location. Additionally, the perception with regard to Sushi restaurants in general is that they are closed on Sundays and early afternoons. Sushilicious has a perception problem as well as a foot-traffic problem. Students form groups and, after 15 minutes of discussion, present their strategies on how Sushilicious can address these two challenges. Website and YouTube strategy. Woo made a conscious choice not to build out his website or have a YouTube presence. Students form groups and, after 15 minutes of discussion, present their opinions on whether or not Sushilicious made the right call (and why) or present a strategy for what Sushilicious could do differently. Debrief/Key Take-Aways The debrief can take a few forms depending on how the case discussion is managed. If in-class exercises are conducted, student presentations can lead into the debrief, which can be more dynamic, depending on group recommendations. The debrief can take group recommendations and build on them while making sure to drive home any unmentioned points from the “Key Topics of Discussion.” If no in-class exercises are conducted, the debrief can refer to the Key Topics of Discussion and drive home the most relevant points of the case, while referring to student comments from board 5. Instructor Manual for Marketing Strategy, Text and Cases O. C. Ferrell, Michael Hartline 9781285073040, 9781285170435
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