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Parsons Brinckerhoff: The Second Avenue Subway (A) - Teaching Note
Wilcox, Ronald T.Teaching Note DARDEN-M-0793TN-EMarketingTeaching note for product M-0793Starting at €0.00
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SmartOps Corporation: Forging Smart Alliances? - Teaching Note
Wilcox, Ronald T.Teaching Note DARDEN-M-0797TN-EMarketingTeaching note for product M-0797Starting at €0.00
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SmartOps Corporation: Forging Smart Alliances?
Wilcox, Ronald T.; Yemen, GerryCase DARDEN-M-0797-EMarketingAfter creating a market for his “new to the world” product and a significant partnership with the German-based SAP, Sridhar Tayur had an opportunity to take the partnership with SAP to another level by establishing a reseller arrangement, available to only a dozen or so of SAP’s elite partners-widely considered in the enterprise software industry as a dream come true for technology entrepreneurs. Suitable for use in MBA, EMBA, and GEMBA programs,...Starting at €8.20
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Philips: Developing a Marketing Strategy for LED Bulbs - Teaching note
Wilcox, Ronald T.; Yemen, Gerry;Teaching Note DARDEN-M-1033TN-EMarketingTeaching note for product M-1033Starting at €0.00
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Parsons Brinckerhoff: The Second Avenue Subway (B)
Wilcox, Ronald T.; Santos, Carlos MichaelCase DARDEN-M-0794-EMarketingCan a company base a major proposal on its good reputation, history with the client, and a perspective that differs from that client’s own? Emphasizing both its engineering capability and 80 years’ experience, Parsons Brinckerhoff spends one year and $1 million preparing a proposal to build a $17 billion subway line. Competition from four equally qualified firms is stiff, but PB is sure its history and top-level Metropolitan Transit Authority con...Starting at €5.74
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Parsons Brinckerhoff: The Second Avenue Subway (C)
Wilcox, Ronald T.; Santos, Carlos MichaelCase DARDEN-M-0795-EMarketingCan a company base a major proposal on its good reputation, history with the client, and a perspective that differs from that client’s own? Emphasizing both its engineering capability and 80 years’ experience, Parsons Brinckerhoff spends one year and $1 million preparing a proposal to build a $17 billion subway line. Competition from four equally qualified firms is stiff, but PB is sure its history and top-level Metropolitan Transit Authority con...Starting at €5.74
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Parsons Brinckerhoff: The Second Avenue Subway (A)
Wilcox, Ronald T.; Santos, Carlos MichaelCase DARDEN-M-0793-EMarketingCan a company base a major proposal on its good reputation, history with the client, and a perspective that differs from the client’s own? Emphasizing both its engineering capability and 80 years’ experience, Parsons Brinckerhoff spends one year and $1 million preparing a proposal to build a $17 billion subway line. Competition from four equally qualified firms is stiff, but PB is sure its history and top-level MTA connections make it a shoe-in. ...Starting at €8.20
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The Influence of Social Media on Purchase Decisions in High Involvement Categories
Wilcox, Ronald T.; Black, PollyTechnical Note DARDEN-M-0786-EMarketingThis note discusses how social media marketing can be used to influence the consumer decision process for goods and services. It links social media's influence to the different stages of the purchase process for high-involvement items. The material is suitable for MBA, undergraduate, and executive education students.Starting at €8.20
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Philips: Developing a Marketing Strategy for LED Bulbs
Wilcox, Ronald T.; Kohler, Thomas;Case DARDEN-M-1033-EMarketingPhilips, the Dutch multinational conglomerate, is assessing whether to enter the business-to-consumer (B2C) LED lightbulb market in the United States. Philips has already been serving the business-to-business (B2B) market with moderate success, but it has completely ignored the B2C market. Now, a change in energy taxes and possibly additional regulatory changes have the company reevaluating that decision. This case is designed as an exam case. ...Starting at €8.20
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J. C. Penney: Reinventing Fair and Square Deals (A)
Farris, Paul W.; Wilcox, Ronald T.; Thompson, SylvieCase DARDEN-M-0835-EMarketingThe new CEO and the new president of the J. C. Penney Company, Inc. (JCP), invigorate the company with a new pricing strategy based on “Everyday Fair Prices.” Is the initial market reaction an indication of likely success? This first part of a two-part case contextualizes the initiative and provides a means of exploring differentiation in an evolving market.Starting at €8.20