July 2012

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Ivey Publishing provides high-quality business case studies that are globally focused, have clear decision points, are concise, comprehensive and competitively priced.

One of our 18 distribution partners, Harvard Business Publishing (HBP), has decided to limit the number and types of cases they distribute from the Ivey case collection. They will no longer carry any non-US, single country cases such as a Canadian company doing business in Canada or a French business operating solely in France. Ivey Publishing continues to register a record number of high quality cases (a new case per day) from around the world and will also continue to distribute the entire Harvard collection in North America. 

The most current and complete collection for both Ivey and Harvard can always be found on www.iveycases.com. There are no changes anticipated from our other 17 worldwide distribution partners.

The newest cases from the Ivey case collection are available for review. View New Cases for more details on cases registered in your discipline.

The Pepsi Ultimate Taste Challenge 2012: Social Enough?

In April 2012, the director of marketing for Pepsi Beverages Canada (PBC) assessed the launch plans for this year’s version of what has traditionally been called the Pepsi Challenge. Now called the Pepsi Ultimate Taste Challenge, the goals of the campaign were very aggressive and of course, a Coke versus Pepsi battle is always difficult. The novelty for summer 2012 was the emphasis on social media, and the interaction between social media and the Ultimate Taste Challenge. In addition, the marketing director was targeting the Millenials as a target market segment. These consumers are a notoriously difficult group to market to. The marketing director assessed the proposal he received and must make a decision as to whether to approve it, or whether changes are necessary to achieve his share goals.

The objectives of this case are to:

• Explore the re-imagination of a well-known, long-running marketing campaign into a vehicle for social media interaction and engagement.
• Demonstrate the challenges with marketing to a younger cohort (Millenials) who resist many marketing efforts, and who often seek to engage in conversations with marketers and peers.
• Enable a discussion of the advantages and disadvantages of traditional and social media marketing techniques, and illustrate the power of an integrative approach.

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Mission Impossible: Measuring Social Media Return on Investment

In August 2011, the digital strategist at Online Advertisers, a small digital media company, was faced with finalizing a value proposition for a new social media marketing division, Online Advertisers Social. Online Advertisers was a very creative-driven company. Data and analytic capabilities were generally not the reason why clients worked with Online Advertisers. Online Advertisers attracted clients by being young, in touch with trends, energetic and creative. However, clients (especially larger clients) wanted analytics, metrics that could be used to objectively quantify return on social media investment. Aside from attracting analytics-focused clients, the digital strategist saw an opportunity to position Online Advertisers Social as a social media company that offered smaller businesses insight into their target markets that they would not otherwise have access due to budget constraints. The digital strategist needed to create a value proposition that balanced an analytics focus with Online Advertisers' creative marketing and design. The company was too small to offer a large-scale competitive analytical package, and had relied too heavily on intuition in the past to create a competitive data-based social media package. The digital strategist goes through the nuances of social media management, including campaign management and community management, and the issue of offering services related to the measurement of social media ROI in a rapidly growing, and maturing, industry.

This case is appropriate for undergraduate or MBA level courses in intro marketing, consumer insights, marketing management and e-commerce. This case exposes students to the strategic complexities underlying social media management (from business to business and business to consumer) and the challenges in defining a value proposition for a new social media marketing division. The major learning objectives are to:

• Enable students to appreciate the complexity of social media management and measurement, as well as the necessity for measurement.
• Expose students to the power of different components involved in social media marketing.
• Provide students with the opportunity to determine a value proposition for a company with human capital and resource constraints, competing against larger and seemingly more sophisticated competitors.

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The Popcorn Predicament: Competition, Conflict and Buying Behaviour

This B2B role play case and the six role play supplements describe an account manager’s seven month sales process and the customer’s buying process that led to a lost order. It is an excellent case to explore organizational buying behaviour, the discipline of the selling process and the management of sales resources (time) as an asset. It can be included in an introductory marketing course at the MBA or undergraduate level. It is equally effective for executive development. It also fits in a B2B marketing course to explore organizational buying behaviour, or in the introduction module in a sales management course.

The objectives of this role play are to:

• Understand that B2B buying decisions are structured processes.
• Understand that B2B selling requires a disciplined structured process.
• Learn why organizational buying process involves multiple players (DMU). Needs related to various skill sets, different perspectives, different criteria, get buy-in, risk mgmt, etc.
• Learn the different market chains and types of buying processes for different types of products. In this case, MRO-OPEX and CAPEX.
• Learn how B2B sales orders are usually formal contracts (different from B2C). There must be a signed contract (in this case a Purchase Order).
• Learn how distributors add value and how distributors and suppliers can collaborate in the sales process to improve effectiveness.
• Understand that selling is a process and that sales time is an investment.
• Understand that the allocation of time must be planned and why sales calls require planning.

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We have enjoyed meeting so many of our loyal and new customers over the years and it was wonderful to see so many again during the ASAC and AIB conferences recently. Be sure to stop by the Ivey Publishing booth at any of the following conferences to learn more about our products and services or to just say hello!

Academy of Management – Boston, MA - August 3-7

American Marketing Association – Chicago, IL – August 17-19