Marketing case studies
Dove Case
Questions:
1. What is a brand? Why does Unilever want fewer of them?
2. What was Dove’s positioning in the 1950s? What is its positioning in 2007?
3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case?
4. Spend a little time searching blogs, using Google Blog Search, BlogRunner, Technocratic or any other blog search engines to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand?
5. Footnote 1 of the case leads you to a blogger how asks, with reference to the age of the YouTube advertising, "Is marketing now cheap, fast, and out of control?" Footnote 2 refers to Dove as having started a conversation "that they don't have control of." In "When Tush comes to Dove," Seth Stevenson writes about the "risky bet that Dove is making." Do you see risks for the Dove brand today?
Natureview
1. How has Natureview succeeded in the natural foods channel?
2. What are the two primary types of growth strategies under consideration by Natureview?
3a. How do the three options compare financially in terms of yearly revenue, gross margin, required investment, and profit potential?
3b. If the venture capitalists extended their deadline for meeting the $20 million revenue target by 12 to 18 months, would that change your recommended action plan?
4. What are the strategic advantages and risks of each option? What channel management conflict issues are involved?
5. What action plan should the company pursue? What changes in the current marketing mix, sales, brand, and channel partner arrangements do you recommend in order to implement the action plan?
Rohm and Haas Case
1. What should Joan Macey do?
a. Specifically with respect to pricing?
b. Specifically with respect to distribution?
Questions:
1. What is a brand? Why does Unilever want fewer of them?
2. What was Dove’s positioning in the 1950s? What is its positioning in 2007?
3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case?
4. Spend a little time searching blogs, using Google Blog Search, BlogRunner, Technocratic or any other blog search engines to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand?
5. Footnote 1 of the case leads you to a blogger how asks, with reference to the age of the YouTube advertising, "Is marketing now cheap, fast, and out of control?" Footnote 2 refers to Dove as having started a conversation "that they don't have control of." In "When Tush comes to Dove," Seth Stevenson writes about the "risky bet that Dove is making." Do you see risks for the Dove brand today?
Natureview
1. How has Natureview succeeded in the natural foods channel?
2. What are the two primary types of growth strategies under consideration by Natureview?
3a. How do the three options compare financially in terms of yearly revenue, gross margin, required investment, and profit potential?
3b. If the venture capitalists extended their deadline for meeting the $20 million revenue target by 12 to 18 months, would that change your recommended action plan?
4. What are the strategic advantages and risks of each option? What channel management conflict issues are involved?
5. What action plan should the company pursue? What changes in the current marketing mix, sales, brand, and channel partner arrangements do you recommend in order to implement the action plan?
Rohm and Haas Case
1. What should Joan Macey do?
a. Specifically with respect to pricing?
b. Specifically with respect to distribution?