Marketing Management, 3rd Edition - Harvard Business School Press

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Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013) The Power of Persuasion: An Exercise in Creating Persuasive Advertising Michael Parent, Leyland Pitt, Stacey Morrison Type: Ivey case Pub. Date: Jan 08, 2009 Product #: 909A01-PDF-ENG Length: 1p Teaching Note: Yes Chapter 12: Integrated Marketing Communications and Media Choices BBVA Compass: Marketing Resource Allocation Sunil Gupta, Joseph Davies- Gavin Type: HBS case Pub. Date: Jan 27, 2011 Product #: 511096-PDF-ENG Length: 16p Teaching Note: Yes Do subliminal cues have an effect on behavior? This question is at the heart of many debates in advertising. In this exercise, students can determine, through their own experience, the impact of subconscious cues on their decisions. In this simulation, the instructor places a number of specific cues throughout the building. Students, in turn, are tasked with creating an advertising poster for a chain of children's play centers. Inevitably, their posters incorporate some, and sometimes all, of the cues. The exercise can lead to a deep and constructive discussion on the effect of subconscious cues on consumers. Learning Objective: The goal of this exercise is to allow students to determine for themselves, through their own experience, the impact, if any, of subconscious cues on their cognition. This exercise exposes students, by way of their own susceptibility, to the influence that subliminal visual cues can have on the creative process. Subliminal persuasion is something that has been the subject of controversy in both social psychology and the business world for over 100 years. Psychologists and marketers have been debating whether perception can occur without awareness or consciousness. Specifically, are there things that people experience that influence their actions, despite whether or not they are consciously or knowingly perceived? Using an experiential learning pedagogy, this exercise introduces students to how and why marketers may choose to use this technique and allows for the students to decide for themselves whether they are believers or critics. The experiment can also generate an in-depth discussion on the ethical considerations inherent in marketing and advertising. Teaching about subliminal persuasion in this way will help to emphasize the practical nature of its usage, as well as allow for students to debate the issue in terms of their own experiences with the exercise. Furthermore, knowing what types of elements work in subliminal persuasion will aid in understanding theories in consumer behavior. The case is appropriate for courses in Marketing and Advertising at both the undergraduate and graduate levels Abstract BBVA Compass, the 15th largest commercial bank in the U.S., is a part of the BBVA Group of Spain, the second largest bank in Spain with $755 billion in assets. In December 2010, Frank Sottosanti, Chief Marketing Officer of BBVA Compass, was reviewing the marketing performance of the company and deciding how to allocate next year's marketing budget across various offline and online channels. Learning Objective: To highlight the challenges involved in allocating marketing resources between (a) offline and online advertising, (b) display and search advertising, and (c) various display ad networks.
Case Map for Iacobucci, MM: Marketing Management, 3rd Edition, (Cengage, 2013) Vestas' World of Wind Thomas Steenburgh, Elena Corsi Type: HBS case Pub. Date: Mar 16, 2011 Product #: 511121-PDF-ENG Length: 38p Teaching Note: N/A Demand Media John Deighton, Leora Kornfeld Type: HBS case Pub. Date: Mar 17, 2011 Product #: 511043-PDF-ENG Length: 18p Teaching Note: Yes The wind turbine manufacturer Vestas launched the industry's first highly localized and customized new product launch campaigns which used also new tools such as web 2.0 platforms. Used to operate in a market where demand exceeded supply, Vestas had lost contact with its customer base and had a limited marketing budget, mainly used to finance global media advertisement campaigns. The world economic downturn which followed the U.S. credit crunch crisis of 2008 and the increased competition in the wind turbine market had brought about a sudden drop in Vestas orders of new turbines. Vestas thus decided to focus more on marketing and developed a new department, Global Marketing and Customer Insights. Morten Albaek was hired to manage and develop the department and to transform Vestas into the undisputed most customer focused company in the industry by 2012 and among the most customer centric B2B brand by 2015. He tested his new approach for the first time with the launch of their new V112 turbine for which he developed 72 customized campaigns targeting its main existing and potential customers and major stakeholders. Yet, had the campaign been effective in bringing Vestas closer to its customer base? Were they using the right tools? Learning Objective: The case should bring students to think about the importance for B2B companies of customer focused marketing approaches and evaluate the new marketing tools used by the company. Google search had helped Demand Media grow to be a $1.9 billion online publisher. Then, social media and smartphone apps began to change the way people navigated the Internet. How should Demand Media respond? The business ran on a radically new model in which a stable of 10,000 freelance contributors supplied content, the Internet's search engines brought it 75 million readers each month, and advertising generated revenue. It took the guesswork out of content production, with algorithms that indicated which topics were being searched and created content accordingly. Demand treated its 5,000 online articles published per day as an investment, not a cost, a reversal of the traditional media model. In addition to being able to infer consumers' interests with its algorithm, the company had a formula for estimating the lifetime value of each piece of content. As the business models of print and broadcast media declined, Demand had figured out how to leverage digital and social media tools to bring down the costs of creating content and to find an audience. In spring 2011, executives at the five-year-old company were pleased with the company's billion dollar IPO, the biggest Internet IPO since Google's, but changes in consumer behavior on the Internet were obliging a review of the model. Learning Objective: To examine the new forms and models of content creation and distribution in the digital publishing environment.
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