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Case Questions

(Please use these questions as a guide for analysis, not as a guide for writing your report. Your
Case Analysis Report should follow format(s) recommended in the Case Analysis Coach)

Starbucks Renewal

1. What were the most important factors behind Starbucks’ decline in 2007 and 2008?
How much of this did Schultz see in 2007? In 2008? Which factors were less obvious?
2. What were the most important aspects of Starbucks’ transformation? Why did these
matter to the survival and transformation of the company? How generalizable are such
initiatives in the broader context of business turnarounds?
3. What do you think Schultz means when he says that Starbucks is “redefining the role of
a for-profit company? What do you make of Schultz’s take on corporate responsibility
and its impact on the bottom line?

Barco Projection Systems (A)

1 Describe the product line strategy of the Barco Projection Systems Division.
2. On p. 12 of the Barco case, Dejonghe comments that “All of our projections, however,
were based on the assumption that Sony would respect our ‘vision’ of the marketplace.”
What does this mean? When does one competitor accept another’s “vision” of the
3. Why did Sony decide to reject BPS’s vision of the market in August 1989?
4. How serious a threat is the Sony 1270? What are Sony’s objectives?
5. Did Barco make a mistake somewhere along the way—or do things like this “just
happen” when competing in high technology businesses on a global scale?
6. What should Barco do now with respect to price?
7. What should Barco do now with respect to its product development plans?

Bluefin Labs

1. Do you ever tweet, text or email while watching TV? If so, why? What motivates people
to participate in social TV?
2. Whether you do or not, it seems 40 million Americans do. Are their conversations
representative of TV viewers? If not, are the data valuable to TV networks ? Are they
valuable to media buyers? To brand marketers?
3. Dave Poltrack refers to Bluefin’s data as a deep dive and Social Guide’s as a more
summary picture. What features of the Bluefin system of data collection and analysis
make it a deep dive?
4. Why did Twitter buy Bluefin? What might it do with Bluefin’s capabilities? Was it wise
to shut down sales of its product suite sales?


1. Is the credit card project appropriate for launching customer intelligence at Bancaja?
Why or why not? What alternatives, if any would you suggest?
2. How would you design the project? (Consider questions like: How many attributes
would you choose? Which ones? Why?)
3. Which credit card would you commercialise? Why?
4. How should Bancaja approach developing customer intelligence in the future?


1. What are the most relevant dimensions along which to segment the patient market for
ED treatment? Of the segments identified, which would you target initially with Cialis?
2. What is Viagra’s positioning in the marketplace in 2002? How would you characterize
the Viagra Brand?
3. What would be the most effective way to position Cialis in the marketplace?
4. What marketing mix activities should accompany the launch of Cialis? What would be
the most important messages to communicate to target patients? To physicians? To
5. What competitive response do you expect from Pfizer? From Bayer-GlaxoSmithKline?


1. Calculate the profitability of the different positioning strategies

2. Calculate the cost and impact of cannibalization in Year 1 and Year 2. (Assume that no
reductions or increases in fixed spending for current Kahuna and Blade business will
occur as part of the new product launch)
3. Given these calculations, which positioning strategy would you choose?
4. Are there any other considerations to deciding positioning strategy? If so, what would
you recommend and why?
Springfield Nor’easters

1. What are the key findings of the research survey? Comment on what Buckingham has
learned about a prospective customer profile, pricing and single ticket vs season ticket
2. What considerations should the Nor’easters take into account in establishing a pricing
3. Design a ticket pricing plan for the Nor’easters first season. Be very specific and be
prepared to explain the assumptions – especially the assumptions of cause and effect –
that underlie your strategy. Should Buckingham offer more than one type of season
package? How, if at all, should ticket pricing vary by package type? How, if at all, can
Buckingham take advantage of consumer interest in grandstand seating?
4. Using the pricing plan you have designed and given Buckingham’s assumptions about
concession sales, will the team reach breakeven in the first year? If not, what options
does Buckingham have to reach his target?

Optical Distortion Inc

1. What characteristics of the ODI contact lens are likely to make it appealing or
unappealing to different types of chicken farmers? How do new ideas like this spread?
2. In what geographic areas should ODI focus its efforts?
3. On what market segments should ODI focus its efforts?
4. What pricing policy should ODI adopt? Why?
5. What level of marketing efforts should ODI be considering? In particular, what
information, incentives and technical assistance will be required to induce (a) trial and
(b) repurchase?
6. What’s a realistic goal for ODI by 1978?

If there are questions here for a case that is not included in your course outline, please ignore
them. If there are no questions for a case in your course outline, please try and figure out on
your own what would be good questions.