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In 2009, Lee O'Rourke was promoted to District Vice President in charge of Macy's newly created North Florida district. This district consisted of 11 stores located in the greater Orlando area and in the east coast towns of Daytona, Melbourne, Merritt Island, and Vero Beach. The performance of these stores had lagged in recent years, and O'Rourke was charged with building a cross-functional district team to support these stores and with improving their overall performance. O'Rourke and her team were able to drive almost immediate improvement in the district's sales growth and profitability and in other key areas such as customer service scores. How can O'Rourke ensure that these stores continue to perform well going forward?

This note discusses how some firms (start-ups and established companies) maximize customer value and profits via their pricing processes. It is aimed at companies that compete on the basis of performance initiatives rather than absolute cost advantages and low price. It is suitable for use in courses or modules in Pricing, Entrepreneurial Management, Strategy, or Marketing.

Curled Metal Incorporated has declining sales, but has developed a new product (curled metal pile driver pads) that, in field tests, deliver customer benefits that are many times CMI's manufacturing costs. Joseph Fernandez and Rajiv Sanwal of CMI's Engineered Products Division are responsible for formulating a strategy for the new product. A key issue is the price to charge for the pads. The case raises issues of analyzing market potential, aligning price with business strategy, and the implications of a price on development and execution of integrated strategic options.

The management team of an industrial equipment supplier is debating the company's method of compensating salespeople. Different executives have offered different alternatives to the current method of straight salary plus expenses. Each option has different implications for business strategy, organization, control systems, and sales management requirements. As a result, the case raises issues and analytics relevant to topics such as aligning strategy and organization, strategy implementation, and cross-functional incentive systems as well as sales management.

This case concerns the selection and scheduling of orders by a small industrial titanium fabricator that recently has been plagued by poor deliveries and a lack of capacity. At the time of the case, Ti-Tech must decide which of four orders to accept, with capacity making it impossible to accept all four. Each order represents a different mix of labor, revenues, and potential future work. The case forces the student to choose among the four orders, given limited capacity available, other business likely to come along, and the requirements of each order. The case is an updated version of Fabtek (A).

This case concerns the selection and scheduling of orders by a small industrial titanium fabricator that recently has been plagued by poor deliveries and a lack of capacity. At the time of the case, Ti-Tech must decide which of four orders to accept, with capacity making it impossible to accept all four. Each order represents a different mix of labor, revenues, and potential future work. The case forces the student to choose among the four orders, given limited capacity available, other businesses likely to come along, and the requirements of each order. The case is an updated version of an earlier supplement, Fabtek (B). It should be distributed in class after discussion of the (A) case.

Hearts On Fire, a successful branded diamond producer, established the position of Brand Development Manager (BDM) to build the company's presence, sales, and relationships with its retail customers. After 1 year, the CEO, CFO and President must evaluate the impact of the BDM on retail customers, the type of person required to be successful in this position, internal coordination issues with the company's sales force, and the financial returns versus other uses of capital for the company. The case raises issues in aligning business strategy and sales management systems, motivating and managing resellers, people selection, and financial analysis of alternatives.

Interep must mobilize sales information technology, organizational structures, and sales management processes to protect and enhance its strong position as a radio advertising sales firm. Opportunities and risks are high in this complex, rapidly changing sales agency business.

Supplements the (A), (B), and (C) cases. A glossary of terms.

Focuses on the development of a'market driven'culture at Hewlett-Packard (HP); the conflict between autonomous, well integrated divisions making products responsive to their own markets and a greater degree of systems integration at the corporate level; and the integration of the sales, marketing, and research and development functions.

In late summer 1986, the management of the Manufacturing Productivity Division (MPD) of Hewlett-Packard (HP) was in the process of making major market selection and product policy decisions. MPD is a small division which develops and markets manufacturing productivity software (materials management, MRP, etc.). The product policy decisions included degree of product customization and choice of operating systems (UNIX or not?). The relationship between the marketing and research and development functions is a major issue.

Asks where in the Hewlett-Packard (HP) network of groups and sectors the Manufacturing Productivity Division should be placed. Provides a great deal of background regarding marketing, sales, and engineering at HP. It is thus possible to expand and broaden the discussion of the integration of the sales, marketing, and engineering functions at the division, group, sector, and corporate levels.

Supplements the note.

Helps casewriters and their supervisors to understand the basics of developing cases for classroom use.

Provides hints for successfully teaching with cases. Intended to encourage thought and discussion about case teaching.

Describes and explains the marketing process and its six phases: implementation, programming, allocating and budgeting, analysis and research, marketing planning, strategy formulation, and monitoring and auditing.

Discusses three aspects of product line planning: the general concept, the process, and the dynamics of product line planning.

The introduction to a nine-part case series that looks at a wide variety of legal and ethical issues in a marketing setting. This series is a rewritten version of an earlier series

Reviews important concepts related to the marketing mix, and summarizes key relationships within the mix and between the mix and other parts of the company's marketing approach.

A brief introduction to the nature and scope of marketing.

Explains why sales management has become an increasingly important and complex topic for top managers. Demonstrates the financial impact of a superior salesforce and then describes a way to gain superiority. The focus is on a salesforce that is responsive to customer needs and competing imperatives. Organization and management receive careful attention.

Describes the pricing of Deere's crawler tractors used in a variety of construction and industrial applications. Includes a strategic, multimillion-dollar move into the large bulldozer market as well as the pricing of tractors, accessories, and parts.

Guidelines to aid the student in analyzing a case situation by casting himself or herself in the role of protagonist, developing criteria for alternative decisions, and generalizing to other situations.

Presents an urgent order for repair service from an important customer who had purchased an item from a competitor. The item, which TiFab had bid on, went out at a price that TiFab predicted was below the amount necessary to ensure quality manufacture. Now the customer needs to have the unit, part of a much larger production system, repaired and is willing to pay a very high price. The student must choose a price for this order, and decide whether to take it. Should be handed out in class after discussion of the (A) case. A rewritten version of an earlier supplement.

Concerns the selection and scheduling of orders by a small industrial titanium fabricator that in recent months has been plagued by poor deliveries and a lack of capacity. Four orders are offered, from which the student must select one. Each order represents different order-mix/customer situation issues. The case forces the student to choose among the four orders, given conflicting estimates of capacity available, other business likely to come along, and the requirements of each order. A rewritten version of an earlier case.

Provides an integrated framework for creating customer value and managing the firm profitably. Focuses on the use of product/service line management and effective customer service to achieve customer satisfaction and high profitability.

Provides the context and hard copy material to accompany a video sales presentation. Participants are asked to develop criteria for evaluating a sales presentation and then to apply the criteria to the video presentation.

Goes to the heart of the sales strategy issues by asking discussion participants to: 1) develop a salesperson recruiting process, 2) choose among four resumes, and 3) develop a sales compensation approach.

Continues the plot about growth and sales strategies, and adds interesting pricing and sales compensation elements. The partners'meeting sharpens the disagreements among the five partners, and forces Anne Howard, the managing partner, to develop a clear action plan.

A medium-sized investment management firm is attempting to decide whether to try to grow, and if so, how. It is a complicated decision because the managing partner and her colleagues have significantly different views. This case provides the background on the industry, firm, and situation.

Introduces students and executives to the case method and provides a generalized approach to cases.

In April 1984 Deborah Raymond, president of Raymond Mushrooms was deciding whether or not to raise prices on Raymond canned mushrooms in conjunction with an advertising promotional program to build consumer preference.

Supplements the (A) case.

Provides background information for the (B) case, in which a young sales person is asked for a bribe by an experienced children's wear buyer.

Supplements the (A) case.

Supplements the (A) case.

On January 2, 1983 Pepsi-Cola United Kingdom had to develop a plan to defend its successful Diet Pepsi brand against the about to be introduced diet Coke. Contains useful material on competitive behavior and on U.S. versus U.K. consumer behavior.

In May 1983 Ms. Katherine O'Brien, vice president of marketing, was deciding whether Jamestown should discontinue the use of independent representatives in favor of a direct company salesforce. Jamestown sold informal stoneware dinnerware through department and gift stores. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of part of an earlier series.

Supplements the (A) case. A rewritten version of part of an earlier series.

The new district sales manager for a tool company must determine how to get his district'back on track.'The case presents various qualitative and quantitative information on the salespeople. Teaching objectives include the specification of the tasks of a district sales manager and the sales analysis helpful to him in his job. A rewritten version of an earlier case series.