Stephen A. Greyser

Richard P. Chapman Professor of Business Administration, Emeritus

Stephen A. Greyser is the Richard P. Chapman Professor of Business Administration (Marketing/Communications) Emeritus at Harvard Business School, where he specializes in brand marketing, advertising/corporate communications, sports management, and nonprofit management. A graduate of Harvard College, he received his MBA and DBA degrees from HBS, where he was the Chirurg Advertising Fellow. Since 1958, he has been active in research and teaching in marketing at HBS. His longtime association with the Harvard Business Review included five years as an editor and research director, and subsequently as Editorial Board Secretary and as Board Chairman. At Harvard College, he is a Trustee of WHRB, a Faculty Associate of Winthrop House, and a past director of the Harvard Alumni Association; he was also a member of the Harvard Professional Sports Panel advising Harvard undergraduates considering professional sports careers. He is a Hauser Center Faculty Fellow at Harvard's Kennedy School. He delivered the invited 2003 Commencement Day address, “A Look at Your Inner Mirror” for Harvard’s Extension School.  For eight years (to 1981) he was also Executive Director of the Marketing Science Institute, a nonprofit research center which he continued to serve as a Trustee and now on the Executive Directors Council; he is the charter member of MSI's Hall of Fame.  In 2005, Boston Latin School, the nation's oldest (1635) public school, named him its Distinguished Graduate of the Year, an honor previously bestowed (among others) on Leonard Bernstein, Theodore White, Sumner Redstone, and Cardinal John Wright; he delivered part of his speech in Latin.

He is responsible for sixteen books and monographs; is a frequent contributor to journals on marketing, advertising, and business/consumer attitudes (including 15 HBR articles and two lead articles in the Journal of Advertising Research), and has published some 300 Harvard case studies. His views on corporate advertising were the subject of full-page ads in The Wall Street Journal's 1996-97 advertising campaign. He was named one of marketing's "outstanding thought leaders" in a 1975 poll for the American Marketing Association's Marketing News. In 1990 he was selected as the university-wide annual Harvard lecturer in India by the Harvard Clubs of India, the first HBS professor so honored. In 1993 he was elected Fellow of the American Academy of Advertising, honoring his career-long contributions to advertising and advertising education. In 2009, the Institute for Public Relations honored him with its award for “lifetime contributions to public relations education and research” for his work in corporate communications.  In 1996, he delivered an invited address on corporate reputation at the House of Lords, and in 1998 delivered the first Lord Goold Memorial Lecture in London, on "Advancing and Enhancing Corporate Reputation," published in Corporate Communications (1999).

His co-authored California Management Review articles with John Balmer explored "The Multiple Identities of the Corporation" (2002) and “Aligning Identity with Strategy” (2009).  He wrote "Learning from Reputational Crises" (2005), “Insights into Brand Crises” (2007), and “Corporate Brand Reputation and Brand Crisis Management” (2009). He and Balmer co-authored Revealing the Corporation (2003) on corporate identity, image, and corporate branding, and a comprehensive overview of corporate marketing (European Journal of Marketing, 2006). They also co-edited “Corporate Marketing and Identity: Reflections and Directions, “a special issue of Management Decision (2009). With Balmer and Mats Urde, he co-authored a pioneering research report on “Monarchies as Corporate Brands” (2004), and subsequent articles on corporate communications for monarchies (European Journal of Marketing, 2006), and branding for monarchies (Journal of Brand Management, 2006), for which they interviewed the Royal Family of Sweden.  They also published "Corporate Brands with a Heritage" (Journal of Brand Management, 2007), developing a new category of brands.

Professor Greyser's marketing and advertising books include Advertising in America: The Consumer View (with Raymond A. Bauer), a study of the public's attitudes toward advertising; three editions of Cases in Advertising and Communications Management; several casebooks and other volumes in marketing; and the co-authored Managing Cooperative Advertising: A Strategic Approach, the first managerially-oriented treatment of this topic. He also developed the HBR reprint series Advertising: Better Planning, Better Results. He co-edited Improving Advertising Budgeting (1999). He has conducted major surveys of executive opinions on advertising and on consumerism for articles in HBR. He has also published on new technologies in advertising, irritation in advertising, comparison advertising, and a monograph on "tombstone" ads. In addition, he has been a leading commentator on advertising's public policy dimensions, having twice been invited to address the Federal Trade Commission on advertising's social impacts. His papers include "Some Reflections on The Evolution of Marketing and Public Policy" (1993), "The Information Superhighway: Big Vision, Small Lens" (1993), "Historical Perspective on the Critique of Marketing" (1994) at The Value of Marketing Conference, "Assessing Cause-Related Corporate Do-Gooding" (1995), "Janus and Marketing: The Past, Present, and Prospective Future of Marketing" (1997), and the published and videotaped 20th anniversary interview with Theodore Levitt on “The Globalization of Markets” (2004).  His public service in the advertising field includes two terms as a public member of the National Advertising Review Board, the industry's self-regulatory vehicle. He served on the Advertising Hall of Fame Selection Committee, and was a member of the board of judges for ARF's Ogilvy Award for excellence in advertising research.  His 2005 paper for ARF interpreted the roles of research on the effectiveness of Ogilvy Awards’ marketing communications campaigns.

Professor Greyser has worked for over 30 years interpreting consumerism's impacts on marketing for both the business and public policy communities.  Two Mobius articles treated the continuing challenges of consumerism and consumer issues of the '90s. Earlier, he co-directed the Sentry study of Americans' attitudes on consumerism and edited the HBR volume Understanding and Meeting Consumerism's Challenges.

He conceived and developed the HBS elective course on the "new" Corporate Communications, exploring business efforts to influence its many external constituencies, particularly through the media. This has involved over 40 new case studies and articles on business-media relations, crisis/issues management, corporate identity and images, investor relations, changing roles for public relations/public affairs, sponsorship, and corporate reputation (the topic of his 1992 invited presentation to the Arthur W. Page Society and of a 1995 article in Reputation Management.) He co-developed the Strathclyde Statement on Corporate Identity (1995), an international academic-practitioner initiative on the subject.  His presentations on “Authenticity and Reputation” (2008) and “On Authenticity, Trust, and Reputation” (2009) built on the Page initiative on corporate authenticity.

In his role as MSI's Executive Director, his commitment to bringing together business and academic research in marketing was reflected in several articles on making academic research more effective for marketing management. He also co-authored Marketing Research and Knowledge Development: An Assessment for Marketing Management, based on the AMA Commission study (which he co-chaired) of this topic. A subsequent book chapter revisited knowledge development in conjunction with an AMA re-examination of the subject.

Professionally he has been active with many organizations in the marketing field. He has served as a national Director of the American Marketing Association and Chairman of its Publications Board, on the Advisory Council of the Association for Consumer Research, and as Past President and Chairman of the American Academy of Advertising, the national association of advertising educators. He was the first academic on the board of the Advertising Research Foundation, and the first academic to serve as a director of the Advertising Educational Foundation, for which he also chaired its Academic Advisory Committee. He was a trustee of the SOCAP Foundation, and is a member of the Market Research Council. In addition, he has been a member of the Editorial Board of the Journal of Marketing, of Marketing and Public Policy, of the AMA management and application journal, Marketing Research, of the AMA's Marketing Management, and the European-based Marketing Management and International Journal of Sports Marketing and Sponsorship. He twice served as chairman of the Penney Consumer Issues Forum and chaired the Senanque Marketing Seminar (France).

Professor Greyser is a longtime contributor to the nonprofit management field. He was a founding faculty member and research director of Harvard's Institute in Arts Administration.  He co-authored Cases in Arts Administration, edited a Harvard University Press collection of international perspectives on Cultural Policy and Arts Administration, and wrote several articles on better marketing of the arts and social programs. He was founding chairman of the Trustees Marketing Committee for the Museum of Fine Arts (Boston) of which he is an Overseer, and has served on the Getty Trust's Advisory Committee for the Museum Management Institute. He has spoken to the Association of Art Museum Directors on leadership training, and to the Museum Trustee Association. He was also an Overseer of WGBH, and is a Trustee of The Sports Museum (Boston).  He has co-chaired the HBS Executive Education leadership seminar for nonprofit CEOs/COOs.

Professor Greyser has served on numerous corporate and nonprofit boards. He is past national vice-chairman (1991-3) and a director of the Public Broadcasting Service (the U.S. non-commercial television system), for which he chaired the Public Television Task Force on Future Funding in 1991. Until their sales, he also sat on the boards of Doyle Dane Bernbach, Restaurant Associates, Gruntal & Co., Opinion Research Corporation, and Tonka (toys). His consulting and executive teaching activities include work both in the U.S. and overseas in marketing, advertising, public relations, publishing and broadcasting, sports management (including relationships with the NBA and the Boston Red Sox) and the management of nonprofit organizations. He spoke on nonprofit governance for the NACD in Boston.  He is also alumni association past president of the Boston Latin School; he chaired its 350th anniversary celebrations.  For his Harvard class he has been responsible for nine published reunion class reports, and has co-authored forty years of quinquennial surveys of classmates’ attitudes and behaviors, and the 2006 essay “Oh The Changes We’ve Seen,” comparing the Harvard classes of 1856, 1906, and 1956.  He has co-authored analogous surveys for HBS ’58 reunions.

He conceived and developed the HBS MBA elective course "The Business of Sports," reflecting his lifelong fandom and longtime business involvement in sports. The course has generated over 25 new cases. He is co-author of a cases and text volume on The Business of Sports (2006).  In March 2006, HBS Working Knowledge published his “Winners and Losers at the Olympics,” a treatment of Olympics-based marketing and endorsements.  He also organized 2006 seminars on “The Business of Olympics” and “Fifty Years of Change in Intercollegiate Athletics.”  He co-authored an article on ambush marketing (Journal of Advertising Research, 2005), and on internal company use of sponsorship (HBR, 2007).  For Harvard China Review, he organized, moderated, and spoke at 2006 and 2008 seminars on “Sports in China,” and presented “The Branding of China: Beijing 2008” (the role of the Olympics in branding a nation).  He has also been on the selection committee for the Boston Red Sox Hall of Fame, and wrote their 30th anniversary souvenir pamphlet for "The Impossible Dream" 1967 pennant-winners.  He was a board member of the BoSox Club, a Red Sox booster organization. He is a former sports broadcaster of three sports, and a radio-TV producer, including a Red Sox pregame fan quiz program for seven years.

He is a frequent speaker, television panelist, and commentator on advertising, consumer marketing, sports management, crisis communications, and consumer issues both in the U.S. and abroad.  His views on the meaning of the Olympics for China were seen by millions in China on CCTV after the 08/08/08 Opening Ceremonies.

His most recent HBS MBA teaching assignments included electives on Corporate Communications and The Business of Sports. He also has taught executive education sessions in the two HBS nonprofit management and governance seminars, and in "Managing Brand Meaning," as well as at Harvard Divinity School on branding for faith-based entities and at the Education School’s Media and American Democracy program on the impacts of media ownership on content.  He supervises HBS MBA field studies and is faculty advisor to its Business of Sports Club.  He teaches the Business of Sports at Harvard's Extension School and formerly in Harvard Law School Professor Weiler's Sports and the Law course. Known as "the Cal Ripken of HBS," in over 40 years of teaching, he has never missed a class.

Copyright©2008 President and Fellows of Harvard College

Books

Journal Articles

Book Chapters

  1. Marketing Practice: Source of Problems and Insights for Advancing Marketing Knowledge

    Keywords: Marketing; Practice; Knowledge Acquisition; Knowledge Dissemination; Problems and Challenges;

    Citation:

    Greyser, S. A. "Marketing Practice: Source of Problems and Insights for Advancing Marketing Knowledge." In Enhancing Knowledge Development in Marketing: Perspectives and Viewpoints, edited by P. R. Varadarajan and A. Menon. Chicago: American Marketing Association, 1993. View Details
  2. Executives' Attitudes toward Advertising Regulation: A Survey

    Keywords: Management Teams; Advertising; Governing Rules, Regulations, and Reforms; Government and Politics; Attitudes; Business and Government Relations; Advertising Industry;

    Citation:

    Reece, B. B., and S. A. Greyser. "Executives' Attitudes toward Advertising Regulation: A Survey." In Marketing and Advertising Regulation: The Federal Trade Commission in the 1990s, edited by P. Murphy and W. L. Wilkie. Notre Dame: University of Notre Dame, 1990. View Details

Working Papers

  1. The Nobel Prize: A ‘Heritage-based’ Brand-oriented Network

    Purpose – Understanding the Nobel Prize as a 'true' heritage brand in a networked situation and its management challenges, especially regarding identity and reputation. Methodology – The Nobel Prize serves as an in-depth case study and is analysed within an extended corporate brand identity framework that incorporates reputation. Findings – The Nobel Prize is a 'true' corporate heritage brand (in this case, organizational brand). It is the 'hub' of a linked network of brands – "a federated republic". The brand core of the Nobel Prize is its set of core values supporting and leading to its promise; "for the benefit of mankind". The core constitutes a hub around which the essential award-granting institutions, as well as the Nobel Foundation and other related entities and stakeholders gravitate. The laureates represent the Nobel Prize track record. The Will of Alfred Nobel, described as "The Nobel Prize federation's constitution” is interpreted by us as indicating a brand-oriented approach within a network of interrelated institutions and organisations. Research implications – The concept of 'brand-oriented networks' is introduced. An individual organisation’s approach to its marketplace, brand-resources and strategy may to varying degrees be brand-oriented. This study suggests that brand-orientation also applies to a network of brands. Separately, the extended version of the "corporate brand identity matrix" provides a corporate brand framework for identity and reputation management, including networked brands. Practical implications – The new extended framework and the definition of a brand network with a 'hub' provide logic for managing the network. Essential managerial questions on how to leverage brand heritage or not are placed in perspective. Identifying and understanding one’s brand heritage and the importance of brand stewardship are reinforced. Suggestions for further research – The investigation of brand networks (market-oriented and/or brand oriented) and the application of the new "Corporate Brand Identity and Reputation Matrix". Originality / Value – The first case study of the Nobel Prize from a strategic brand management perspective. The articulation and characterisation of it as a 'brand-oriented network'. The development and application of the new CBIRM.

    Keywords: Nobel Prize; heritage brand; brand network; networked brand; brand within a network; brand orientation; brand stewardship; corporate brand identity; reputation;

    Citation:

    Urde, Mats, and Stephen A. Greyser. "The Nobel Prize: A ‘Heritage-based’ Brand-oriented Network." Harvard Business School Working Paper, No. 15-010, August 2014. View Details
  2. Conflicts of College Conference Realignment: Pursuing Revenue, Preserving Tradition, and Assessing the Future

    Over the past two years, conference realignment has taken a front seat in the college sports landscape. Economic incentives were too attractive to overlook for some universities. College football programs across the country have a lot at stake, because for many, football is an integral component of the community's, as well as the university's, culture. With conference realignment already being discussed extensively in the college sports arena as well as in the media, what should these universities do? Passively waiting to see what happens to one's conference is risky, as it may be on the verge of collapse—taking your program with it. On the other hand, boldly applying to a different conference is not a safe bet either, as the future of other conferences may be uncertain. The conflicts between the economic incentives of the program and the emotional desires of sports fans, alumni, and athletes themselves are at the crossroads of these realignment decisions.

    Keywords: Organizational Change and Adaptation; Motivation and Incentives; Higher Education; Sports; Revenue; Emotions; Sports Industry; Education Industry;

    Citation:

    Kogan, Vadim, and Stephen A. Greyser. "Conflicts of College Conference Realignment: Pursuing Revenue, Preserving Tradition, and Assessing the Future." Harvard Business School Working Paper, No. 14-073, February 2014. View Details
  3. How Major League Baseball Clubs Have Commercialized Their Investment in Japanese Top Stars

    When a Major League Baseball club signs a Japanese star player, it obviously tries to commercialize its investment in the player. The initial focus is on home attendance (ticket sales) and television audiences, plus merchandise sales. These elements are similar to those considered for any high-performing players. However, for Japanese stars, there is also the potential to attract significant fandom from the local Japanese community. This represents an opportunity for truly incremental local revenue for the team. In addition, teams try to attract revenue from Japan—such as from corporate sponsors, advertising signage at the home field, and visiting Japanese fans traveling to the U.S. to see these stars perform. In addition to treating team efforts at growing local Japanese community support, this paper examines seven factors for success in attracting revenues from Japanese companies and fans: pitcher or position player, player's popularity, non-stop flights from Japan, distance from Japan, non-sport tourist attractions in a city, size of Japanese community in the city and player's and team's performance. The most important factor, however, is the player's talent and popularity in terms of performance in both Japan and the U.S. and his media exposure in Japan including endorsement contracts. In addition, if a MLB club signs a Japanese position star player and is based in a city which is endowed with a variety of non-baseball tourist attractions, this would have a further advantage for the team.

    The field-based research reported here is derived largely from analysis of team experiences with five principal Japanese baseball stars—Hideo Nomo, Ichiro Suzuki, Hideki Matsui, Daisuke Matsuzaka, and Kosuke Fukudome.

    The paper's "2013 Reflections" (pp. 15-17) includes analysis of Yu Darvish of the Texas Rangers.

    Keywords: Commercialization; Sports; Revenue; Sports Industry; Japan; United States;

    Citation:

    Okada, Isao, and Stephen A. Greyser. "How Major League Baseball Clubs Have Commercialized Their Investment in Japanese Top Stars." Harvard Business School Working Paper, No. 14-029, September 2013. View Details
  4. NBC and the 2012 London Olympics: Unexpected Success

    "The 2010 Vancouver Winter Games lost $223 million, astonishing for a 17-day event. Next year's London Summer Games, which cost a record Olympic rights fee of $1.18 billion, are expected to lose at least as much..." wrote Richard Sandomir in The New York Times. "NBC Could Lose $100 Million On London Olympics; Ratings Not Expected To Beat Beijing" chimed in John Clarke with Forbes. Sandomir and Clarke were not alone in their damning prediction. Analysts and media put forth similar commentary following NBC's embarrassing loss in Vancouver. The media had prepared a grave for NBC as the 2012 London Olympics approached. Indeed, critics created #NBCFail to characterize their expectations. Yet, as the Games wound down, it was NBC that was smiling. Their forecast had paid off. They found that not only were the Games profitable that year, they had achieved record viewership. How could they have gone from one extreme of failure to another extreme of success so quickly? The network began analyzing factors that helped—as well as decisions that had received much criticism—so that it could begin its planning of the 2014 Winter Olympics in Sochi, Russia and 2016 Summer Olympics in Rio de Janeiro, Brazil.

    Keywords: Success; Profit; Sports; Failure; Television Entertainment; Media and Broadcasting Industry; Sports Industry; Entertainment and Recreation Industry; Vancouver; Beijing; London; Brazil; Russia;

    Citation:

    Greyser, Stephen A., and Vadim Kogan. "NBC and the 2012 London Olympics: Unexpected Success." Harvard Business School Working Paper, No. 14-028, September 2013. View Details

Cases and Teaching Materials

  1. Peter Guber: The "Me" vs. "We" Brand

    Well-known film producer Peter Guber must decide whether to commit to a time-consuming personal project. He is about to sign a contract for a business book in which he will share what he has learned in his long career. At the same time, he is keenly aware of problems and uncertainties affecting Mandalay Entertainment, a privately owned company in which he is principal. Mandalay produces movies and television content, owns minor league baseball teams, and is pushing into digital content. Mandalay is trying to reinvigorate its core movie and television businesses, maintain growth in the sports business, and be prepared for the opportunity to buy a major league professional sports franchise. Does Guber eliminate all personal projects and stay tightly focused on guiding his company? On the other hand, there may never be a good time to write a book. He also has to consider the potential impact of a book project on his personal brand and the Mandalay company brand.

    Citation:

    Greyser, Stephen A., William Ellet, and Nelson Gayton. Peter Guber: The "Me" vs. "We" Brand. Harvard Business School Teaching Note 915-402, August 2014. View Details
  2. Peter Guber: The “Me” vs. “We” Brand

    Well-known film producer Peter Guber must decide whether to commit to a time-consuming personal project. He is about to sign a contract for a business book in which he will share what he has learned in his long career. At the same time, he is keenly aware of problems and uncertainties affecting Mandalay Entertainment, a privately-owned company in which he is principal. Mandalay produces movies and television content, owns minor league baseball teams, and is pushing into digital content. Mandalay is trying to reinvigorate its core movie and television businesses, maintain growth in the sports business, and be prepared for the opportunity to buy a major league professional sports franchise. Does Guber eliminate all personal projects and stay tightly focused on guiding his company? On the other hand, there may never be a good time to write a book. He also has to consider the potential impact of a book project on his personal brand and the Mandalay company brand.

    Keywords: X:\Greyser\Greyser-recovered\Greyser\Greyser2\Cases\Peter Guber; Leadership; Work-Life Balance; Corporate Strategy; Entrepreneurship; Decision Making; Film Entertainment; Growth and Development Strategy; Sports Industry; Entertainment and Recreation Industry;

    Citation:

    Greyser, Stephen A., William Ellet, and Nelson Gayton. "Peter Guber: The “Me” vs. “We” Brand." Harvard Business School Case 915-401, August 2014. View Details
  3. Bank of America Sports Sponsorship

    A major sports sponsor must decide on new, renewal, or withdrawal from significant relations with teams/leagues/events, using a distinctive approach to assessment.

    Keywords: Cost vs Benefits; Decision Choices and Conditions; Partners and Partnerships; Management Analysis, Tools, and Techniques; Performance Evaluation; Financing and Loans; Marketing Strategy; Sports Industry;

    Citation:

    Greyser, Stephen A., and John L. Teopaco. "Bank of America Sports Sponsorship." Harvard Business School Case 910-406, August 2009. View Details
  4. Major League Soccer--1996-1998: Now, Later...Never?

    Major League Soccer (MLS) has entered the U.S. "big league" sports arena. This case reviews its first several years. Students must determine the basic business model of MLS in the context of changes in the fan acceptance of soccer in the United States. A comparison should be made with the experience of the North American Soccer League. Students must assess the progress made by MLS in each of its early seasons. Several new (1998) issues for MLS are included for further student discussion. The ultimate question is whether MLS can be successful long-term.

    Keywords: Business Model; Success; Performance Evaluation; Sports; Sports Industry; United States;

    Citation:

    Greyser, Stephen A., and Kirk A. Goldman. "Major League Soccer--1996-1998: Now, Later...Never?" Harvard Business School Case 599-023, December 1998. (Revised August 2004.) View Details
  5. The National Hockey League's New Television Contract for 2004 and Beyond

    The National Hockey League (NHL) has negotiated a new television contract at record rights-fee levels for hockey. The NHL will be shifting its principal television partner from Fox to ESPN/ABC. Students are asked to analyze the current and future contracts in terms of revenue yield and visibility. The case also raises continuing questions about the roles of a sports league's television partner--especially in fan development.

    Keywords: Budgets and Budgeting; Television Entertainment; Contracts; Marketing Communications; Agreements and Arrangements; Partners and Partnerships; Entertainment and Recreation Industry;

    Citation:

    Greyser, Stephen A., and Elizabeth (Lisa) Smyth. "The National Hockey League's New Television Contract for 2004 and Beyond." Harvard Business School Case 599-108, June 1999. (Revised August 2004.) View Details
  6. NFL-Network Television Contracts, 1998-2005, The

    The National Football League (NFL) is negotiating its next round of national television contracts with its broadcast and cable TV partners. The revenues from these contracts constitute a major source of income for the individual NFL teams. The case provides information on the history of the NFL on television, TV ratings for major sports, TV rights fees for major sports (including the recent new NBA TV contract), and the current contract with each broadcast partner. Ideas proposed to the NFL by rights-holders and rights-seekers are also included.

    Keywords: History; Rights; Contracts; Business Earnings; Negotiation; Partners and Partnerships; Budgets and Budgeting; Entertainment and Recreation Industry;

    Citation:

    Greyser, Stephen A. "NFL-Network Television Contracts, 1998-2005, The." Harvard Business School Case 599-039, June 1999. (Revised August 2004.) View Details
  7. Women's National Basketball Association (WNBA)

    Chronicles the background of the founding of the WNBA, its basic business concept, some of the key research information used by the NBA in launching it, and other related information. Students must analyze the "basic business model" involved and compare it to that of the American Basketball League (another women's professional league). Students must consider whether both leagues ultimately can be successful, only one, or neither.

    Keywords: Business Model; Research; Outcome or Result; Sports; Gender Characteristics; Sports Industry;

    Citation:

    Greyser, Stephen A. "Women's National Basketball Association (WNBA)." Harvard Business School Case 599-032, February 1999. (Revised August 2004.) View Details
  8. Friendly Fenway Program, The: The Value of Experience Enhancement

    The marketing head of the Boston Red Sox is reviewing the team's "Friendly Fenway" fan satisfaction program. The program is described in the context of the team's on-the-field performance, the ballpark's character, and team marketing and fan-building in general. The revenue implications of increased customer satisfaction are also raised, within the framework of team economics.

    Keywords: Customer Satisfaction; Revenue; Framework; Management; Marketing Reference Programs; Performance; Boston;

    Citation:

    Greyser, Stephen A. "Friendly Fenway Program, The: The Value of Experience Enhancement." Harvard Business School Case 599-035, June 1999. (Revised August 2004.) View Details
  9. I Lost My Volvo in New Haven: Tennis Event Sponsorship

    Focuses on event management and sponsorship from the perspective of the event owner (rather than that of the sponsorship company). Describes in depth the search by one of the tennis tournaments on the professional circuit for a principal sponsor. Detailed economics of tournament management are included, as well as information on the linkage between tournament sponsorship and television. Students must decide among several specific interested companies as the best sponsor for the tournament. The event owner must also consider how, if at all, his tournament can be differentiated from the many others on the calendar.

    Keywords: Marketing Communications; Decision Choices and Conditions; Management; Product Positioning; Television Entertainment; Sports; Partners and Partnerships; Sports Industry;

    Citation:

    Greyser, Stephen A., Brian R. Harris, and Mitchell Truwit. "I Lost My Volvo in New Haven: Tennis Event Sponsorship." Harvard Business School Case 599-037, February 1999. (Revised August 2004.) View Details
  10. The American Basketball League: The Last Chapter

    Provides information on the demise of the American Basketball League (ABL) in December 1998. Reviews the League's attendance, television activity, and competitive positioning versus the Women's National Basketball Association (WNBA). In conjunction with earlier cases on the ABL and the WNBA, students are asked to assess the reasons why the league was not financially successful. A chronology of the ABL's history is included.

    Keywords: Product Positioning; Failure; Finance; Sports Industry;

    Citation:

    Greyser, Stephen A., and Elizabeth (Lisa) Smyth. "The American Basketball League: The Last Chapter." Harvard Business School Case 599-109, June 1999. (Revised August 2004.) View Details
  11. Women's Professional Basketball and the American Basketball League

    Chronicles the growth and development of women's professional basketball. Particular emphasis is on the impact of Title IX, the 1996 women's gold medal Olympic team, and the advent of the American Basketball League (ABL). The structure and "basic business model" of the ABL are described along with its various revenue sources. Encourages discussion of the conditions that favor women's professional sports in the late 1990s.

    Keywords: Business Model; Problems and Challenges; Sports; Gender Characteristics; Planning; Growth and Development; Sports Industry;

    Citation:

    Greyser, Stephen A., and Natalie Zakarian. "Women's Professional Basketball and the American Basketball League." Harvard Business School Case 599-031, April 1999. (Revised August 2004.) View Details
  12. Tarnished Rings? Olympic Games Sponsorship Issues

    Focuses on the impacts for Olympic sponsor companies of the bribery allegations related to the Salt Lake City Olympic Committee's successful bid for the 2002 Winter Games. The spread of the scandal to the International Olympic Committee board members and the recent bids of other cities threaten the value of Olympic sponsorship to key companies involved.

    Keywords: Crime and Corruption; Crisis Management; Marketing Channels; Consumer Behavior; Value Creation; Sports Industry;

    Citation:

    Clendenin, John A., and Stephen A. Greyser. "Tarnished Rings? Olympic Games Sponsorship Issues." Harvard Business School Case 599-107, April 1999. (Revised August 2004.) View Details
  13. Life as a Minor League CEO Frank Burke and The Chattanooga Lookouts

    A "slice of life" depiction of the range of issues and activities experienced by Frank Burke (HBS MBA 1987), the president of a minor league baseball team (the Chattanooga Lookouts). Raises questions of the applicability of MBA skills in this role and the "quotient of contentment" an HBS MBA can have in this situation. The similarities and differences of minor league versus major league operations are an important analytic component. Among the specific issues Burke confronts are finding additional revenue streams, considering ticket price increases, and the pros and cons of a new stadium.

    Keywords: Happiness; Managerial Roles; Entrepreneurship; Business or Company Management; Marketing; Cost Management; Cost vs Benefits; Operations; Sports; Business Education; Sports Industry; Tennessee;

    Citation:

    Greyser, Stephen A., and Kirk A. Goldman. "Life as a Minor League CEO Frank Burke and The Chattanooga Lookouts." Harvard Business School Case 599-029, February 1999. (Revised July 2004.) View Details
  14. The Museum of Fine Arts, Boston/Fleet Financial Group Sponsorship of Monet in the 20th Century

    The Museum of Fine Arts in Boston and Fleet Financial Group's sponsored the Monet in the 20th Century exhibition, the world's largest, in 1998. The case chronicles the solicitation of a large corporate sponsor, as well as the growth and development of their partnership. Includes color exhibits.

    Keywords: Nonprofit Organizations; Finance; Product Development; For-Profit Firms; Partners and Partnerships; Arts; Brands and Branding; Innovation and Invention; Fine Arts Industry; Financial Services Industry; Massachusetts;

    Citation:

    Greyser, Stephen A., and David Crockett. "The Museum of Fine Arts, Boston/Fleet Financial Group Sponsorship of Monet in the 20th Century." Harvard Business School Case 502-059, March 2002. (Revised October 2002.) View Details
  15. Introducing ... The XFL!

    When the XFL professional football league debuted on February 3, 2001, it generated a Nielsen rating of 10.1, higher than any nationally televised program in a Saturday evening time slot. The next week, ratings plummeted, and by week nine the XFL game earned the title as the lowest rated sports event in television history. Co-owners WWFE and NBC officially disbanded the XFL on May 10, 2001. What went wrong? How could two seasoned and respected figures in entertainment--WWFE's Vince McMahon and NBC's Dick Ebersol--have miscalculated so badly?

    Keywords: Advertising; Forecasting and Prediction; Product Positioning; Consumer Behavior; Product Development; Culture; Commercialization;

    Citation:

    Fournier, Susan M., Stephen A. Greyser, and Seth Schulman. "Introducing ... The XFL!" Harvard Business School Case 503-015, July 2002. View Details
  16. Major League Baseball--1999

    Major League Baseball (MLB) has experienced a very positive 1998 season and must assess its situation and consider new initiatives for 1999. The latter include building, a fan base, television coverage, etc.

    Keywords: Advertising Campaigns; Marketing Communications; Marketing Strategy; Business and Stakeholder Relations; Situation or Environment;

    Citation:

    Greyser, Stephen A., and Elizabeth (Lisa) Smyth. "Major League Baseball--1999." Harvard Business School Case 599-121, June 1999. View Details
  17. Sports Agents: Is There a Firm Advantage?

    Focuses on the decision of a young tennis player on what kind of agent to have as his representative. The choice is between someone in a large sports management/marketing firm and an independent agent representing a small number of individual athletes. Outlines the roles and duties of agents and sports management firms.

    Keywords: Decision Choices and Conditions; Knowledge Management; Marketing Communications; Marketing Strategy; Organizational Structure;

    Citation:

    Greyser, Stephen A., and Brian R. Harris. "Sports Agents: Is There a Firm Advantage?" Harvard Business School Case 599-038, February 1999. View Details
  18. John Hancock Sports Sponsorship: 1993-2000 and Beyond

    Examines sports sponsorship at John Hancock through 1998 and prospectively beyond. From its early sponsorship of the legendary Boston Marathon, the company had expanded its activities substantially. It was one of the worldwide "Top Sponsor" companies of the Olympics, a very significant expenditure. The company also sponsors the U.S. Tour of World Gymnastics Champions and Figure Skating Champions. Students must analyze the company's activities in the context of benefits to John Hancock and its constituencies. Considerable description is included of ways the company tries to "leverage" its sponsorships. The company's principles of sports sponsorships are included.

    Keywords: Opportunities; Values and Beliefs; Marketing Strategy; Sports;

    Citation:

    Greyser, Stephen A., and John Teopaco. "John Hancock Sports Sponsorship: 1993-2000 and Beyond." Harvard Business School Case 599-027, December 1998. View Details
  19. NHL 1998: "The Coolest Game in Nagano"

    Explores the National Hockey League's participation in the 1998 Winter Olympics, for which a "winter break" was taken from the regular schedule. The benefits and risks associated with the NHL's Olympic participation are one specific focus. In addition, the case address fan development and league growth, including franchise expansion to the U.S. Sun Belt, the role of national television for the NHL, and the impact of Grassroots Programs.

    Keywords: Risk Management; Brands and Branding; Marketing Communications; Opportunities; Competitive Strategy; Expansion;

    Citation:

    Greyser, Stephen A., and Kirk A. Goldman. NHL 1998: "The Coolest Game in Nagano". Harvard Business School Case 599-024, December 1998. View Details
  20. Note on Dedicated Sports Stadium Revenues

    An overview of the rapid growth of stadium development in professional sports in the 1990s. The range of special stadium revenue streams is described along with specific examples of stadiums for the Washington Redskins and Carolina Panthers.

    Keywords: Budgets and Budgeting; Development Economics; Decisions; Growth and Development; Revenue; Sports; Buildings and Facilities; Sports Industry; District of Columbia; North Carolina;

    Citation:

    Greyser, Stephen A., and Kirk A. Goldman. "Note on Dedicated Sports Stadium Revenues." Harvard Business School Background Note 599-026, December 1998. View Details
  21. CUC and HFS: Corporate Identity for a "Merger of Equals"

    In the wake of a major $20 billion market capitalization "merger of equals," two large consumer service firms must determine a new name for the new entity. Neither CUC nor HFS is well known among consumers. The CUC Services (e.g., shopping, travel, credit card insurance, etc.) and the HFS brands (e.g., Avis, Century 21, Ramada Inns) are well known. Among the key issues are the "publics" to which the new name is important, whether the name should link to either or both merging firms, and whether the new name should suggest the lines of business the firms operate (principally consumer services).

    Keywords: Mergers and Acquisitions; Capital; Brands and Branding; Identity; Customization and Personalization; Value; Service Industry;

    Citation:

    Greyser, Stephen A., and Robert J. Crawford. CUC and HFS: Corporate Identity for a "Merger of Equals". Harvard Business School Case 598-028, December 1997. (Revised May 1998.) View Details
  22. Historical Society of Pennsylvania, The

    The Historical Society of Pennsylvania (HSP) runs one of the nation's most important research libraries and a museum focusing on colonial history. Financial analysis shows that the society has absorbed increased costs of operation over the past decade through slow but steady depletion of its endowment and deferment of capital investments. Now the board is faced with three options: 1) continue to operate both the research library and the museum on a dwindling resource base; 2) continue to operate the research library, but deaccess the museum, using proceeds to fortify the research library; and 3) continue to operate the research library, but turn over the artifact collection to a new Philadelphia-wide museum to be created in collaboration with three other organizations.

    Keywords: Finance; Cost; Human Resources; Leadership Style; Management Analysis, Tools, and Techniques; Managerial Roles; Mission and Purpose; Corporate Strategy; Pennsylvania;

    Citation:

    Greyser, Stephen A., and Stephanie L. Woerner. "Historical Society of Pennsylvania, The." Harvard Business School Case 597-062, November 1996. (Revised February 1997.) View Details
  23. Brent Spar Incident, The: "A Shell of a Mess"

    Seeking to dispose of an outmoded oil drilling platform in the North Sea, Shell finds itself confronted by Greenpeace and other environmentalists. The protesters land 12 people onto the rig and initiate media coverage of their "occupation." The case follows the events during the spring and summer of 1995, focusing on the United Kingdom and Continent countries. Students are confronted with the need to recommend communication approaches and actions at various stages of the developments.

    Keywords: Communication; Media; Social Issues; Technology Platform; Mining Industry; United Kingdom;

    Citation:

    Greyser, Stephen A., and Norman Klein. Brent Spar Incident, The: "A Shell of a Mess". Harvard Business School Case 597-013, December 1996. (Revised January 1997.) View Details
  24. Siemens Corporation (A): Corporate Advertising for 1992

    Describes the approach of the German-based multinational company, Siemens Corp., to establishing an identity in the United States. The specific goals for the 1991-92 corporate advertising campaign are described. Examples of print and television messages are included, using the core theme "That was then--This is now." Target audiences are identified, and the program's media, budget, and methods of evaluating the campaign are also described. Acquaints students with the objective and detailed program specifics of corporate advertising campaigns. Examines how a non-U.S. based company seeks to build corporate awareness and identity in the U.S. despite very limited product exposure to consumers.

    Keywords: Advertising Campaigns; Trade; Marketing Strategy; Market Entry and Exit; Performance Evaluation; Germany; United States;

    Citation:

    Greyser, Stephen A., and Norman Klein. "Siemens Corporation (A): Corporate Advertising for 1992." Harvard Business School Case 593-022, December 1992. (Revised June 1996.) View Details
  25. Siemens Corporation (B): Corporate Advertising for 1996

    Describes the television advertising and presents examples of the comparable print ads, then documents new measurement tools and presents the results of key surveys that address audience awareness. Also includes other relevant activities to support Siemens USA's corporate identity. These include umbrella activities, such as a presence in Atlanta for the Summer Olympics, joint trade activities, work with colleagues in Munich to support major projects in China, and the introduction of a Web page.

    Keywords: Advertising Campaigns; Learning; Balanced Scorecard; Operations; Outcome or Result; Advertising Industry;

    Citation:

    Greyser, Stephen A., and Norman Klein. "Siemens Corporation (B): Corporate Advertising for 1996." Harvard Business School Case 596-106, June 1996. View Details
  26. Exxon: Communications After Valdez

    Focuses on the communications in the period immediately following the March 24, 1989 Alaska oil spill caused by the Exxon Valdez. Includes the text of Exxon Chairman Rawl's "open letter" in an April 3 newspaper advertisment. Addresses the timing and content of corporate communications and actions following crisis.

    Keywords: Advertising; Communication; Crisis Management; Marketing Communications;

    Citation:

    Greyser, Stephen A., and Nancy Langford. "Exxon: Communications After Valdez." Harvard Business School Case 593-014, September 1992. (Revised October 1995.) View Details
  27. Intel's Pentium: When the Chips Are Down (A)

    Intel, the largest-selling manufacturer of microprocessor computer chips, finds itself in a brand-threatening situation when a flaw is revealed in its top-of-the-line Pentium chip. The story is front-page news for weeks. The company invested tens of millions of dollars in advertising its branded Pentium chip as a high-quality component via the campaign slogan "Intel Inside." Issues include salience of the problem, when Intel knew of the problem, how it was revealed, and what actions should be undertaken. Teaching Purpose: Students analyze consequences of a company miscue that becomes a much bigger story than initially anticipated. Analogies may be made to other company crisis situations involving brands and communications.

    Keywords: Advertising; Engineering; Crisis Management; Brands and Branding; Production; Failure; Semiconductor Industry;

    Citation:

    Greyser, Stephen A., and Norman Klein. "Intel's Pentium: When the Chips Are Down (A)." Harvard Business School Case 595-058, December 1994. View Details
  28. Cunard Line Ltd.: Managing Integrated Marketing Communications

    Cunard, the world's oldest luxury line company, is confronted with several key issues involving its marketing and marketing communications strategy. One concerns the balance between image/positioning advertising and short-term-oriented promotional advertising/communications on behalf of each individual Cunard ship (i.e., "pull" vs. "push" communications). Related to this is the overall mix of marketing communications tools used by Cunard--media advertising, direct marketing, etc. Another issue is the emphasis in marketing communications between focus on the Cunard corporate identity and focus on the identity of the individual ships. The organizational setting is one of integrating marketing communications for the company and its products. Impacting consideration of the issues is a period of economic conditions adversely affecting sales, along with the effects of the U.S.-Iraq conflict on consumer leisure travel.

    Keywords: Advertising Campaigns; Marketing Communications; Marketing Strategy; Product Positioning; Consumer Behavior; Organizational Structure; Identity; Balance and Stability; Shipping Industry;

    Citation:

    Greyser, Stephen A. "Cunard Line Ltd.: Managing Integrated Marketing Communications." Harvard Business School Case 594-046, June 1994. (Revised August 1994.) View Details
  29. British Airways: ""Go for It, America!"" Promotion (B)

    Provides details on the results of the campaign for British Airways (BA) in terms of expenditure by BA, press coverage, effect on bookings, and effect on overall market share.

    Keywords: Advertising Campaigns; Cost Management; Information Publishing; Marketing Strategy; Market Participation; Aerospace Industry;

    Citation:

    Greyser, Stephen A. British Airways: ""Go for It, America!"" Promotion (B). Harvard Business School Supplement 592-050, November 1991. (Revised October 1993.) View Details
  30. BMW: The Ultimate Driving Machine Seeks to De-Yuppify Itself

    Tracks changes in the luxury auto market during the 1980s and early 1990s. Shifts in target consumer behavior--particularly the yuppie lifestyle--serve as the basis for manufacturer modifications of product line, positioning, and advertising. The climax of the case is the 1991 overt effort by BMW to "de-yuppify" itself in the minds of the target market.

    Keywords: Advertising; Change Management; Transformation; Brands and Branding; Product Positioning; Production; Luxury; Segmentation; Auto Industry;

    Citation:

    Greyser, Stephen A., and Wendy Smith Schille. "BMW: The Ultimate Driving Machine Seeks to De-Yuppify Itself." Harvard Business School Case 593-046, December 1992. (Revised October 1993.) View Details
  31. Sunkist Growers, Inc.

    A new media strategy for lemon advertising involving the concentration of the entire budget in a single-print vehicle, is under consideration.

    Keywords: Marketing Strategy; Marketing Communications; Advertising;

    Citation:

    Greyser, Stephen A., and John A. Quelch. "Sunkist Growers, Inc." Harvard Business School Case 577-051, October 1976. (Revised June 1993.) View Details
  32. BASF: Corporate Advertising for 1992

    Describes BASF's corporate advertising program in the United States. In 1992, BASF's U.S. companies extended an existing corporate advertising campaign to continue to build awareness of the German-based multinational's corporate identity. The core theme of the campaign is "We don't make the products you buy ... we make the products you buy better." The campaign appears only on television. The goals, target audiences, messages, media, budget, and approaches to evaluation are described. Acquaints students with the objectives and detailed program specifics of corporate advertising campaigns. Examines how a non-U.S. based company seeks to build corporate awareness and identity in the U.S. despite having only a single company-branded consumer product.

    Keywords: Advertising Campaigns; Marketing Communications; Brands and Branding; Marketing Strategy; Multinational Firms and Management; Corporate Strategy; Consumer Products Industry; United States; Germany;

    Citation:

    Greyser, Stephen A., and Norman Klein. "BASF: Corporate Advertising for 1992." Harvard Business School Case 593-021, December 1992. View Details
  33. Du Pont: Corporate Advertising for 1992

    Describes Du Pont's 1992 corporate advertising campaign, and its objectives and key messages. The campaign is set in the context of Du Pont's historical corporate positioning ("better things for better living"). Includes target audiences, budget considerations, and the role of print and television advertising as well as events sponsorship. Also includes Du Pont's approach to evaluating its corporate advertising. Acquaints students with the objectives and detailed program specifics of corporate advertising campaigns, to examine the continuity of corporate image position of a major high-visibility diversified firm.

    Keywords: Advertising Campaigns; Brands and Branding; Marketing Communications; Marketing Strategy; Corporate Strategy; Chemical Industry;

    Citation:

    Greyser, Stephen A., and Norman Klein. "Du Pont: Corporate Advertising for 1992." Harvard Business School Case 593-023, December 1992. View Details
  34. Johnson & Johnson: The Tylenol Tragedy

    In October 1982, Johnson & Johnson was confronted with a major crisis when seven deaths were attributed to poisoned Tylenol. The case reviews the facts as known a week after the incident occurred, and raises a wide range of questions regarding consumer behavior, corporate responsibility, and competitive reaction.

    Keywords: Consumer Behavior; Corporate Social Responsibility and Impact; Competitive Strategy; Crisis Management; Health Care and Treatment; Pharmaceutical Industry;

    Citation:

    Greyser, Stephen A. "Johnson & Johnson: The Tylenol Tragedy." Harvard Business School Case 583-043, October 1982. (Revised May 1992.) View Details
  35. Archdiocese of New York

    A print media campaign to improve attitudes toward the Catholic priesthood and to indirectly increase vocations is evaluated through a comparison of pretest and post-test data.

    Keywords: Advertising Campaigns; Measurement and Metrics; Media; Public Opinion; Valuation; Media and Broadcasting Industry; New York (state, US);

    Citation:

    Greyser, Stephen A., and John A. Quelch. "Archdiocese of New York." Harvard Business School Case 579-123, December 1978. (Revised March 1992.) View Details
  36. G. Heileman Brewing Co. (A): Power Failure At PowerMaster

    In June 1991, Heileman announced plans to introduce a high-alcohol malt liquor under the name PowerMaster (PM). Although the company claimed PM would be positioned as an upscale product and marketed on the basis of its superior taste, minority advocates and alcohol foes quickly assailed the company for targeting lower-income, inner-city black consumers. In the wake of protests, the Bureau of Alcohol, Tobacco, and Firearms (BATF), which had previously approved the PM product, initiated a review of PM and several other high-alcohol malt liquor products that BATF considered to be in violation of federal law prohibiting brewers from stating or even implying the alcohol content of their products. Shortly after, BATF requested that Heileman remove the word "power" from PM's label. Heileman cancelled plans to launch the product. The case encompasses both target marketing and ethical issues. Illustrates a problem faced by many American brewers: How can these companies increase beer sales in a slow-growing, increasingly saturated market, which is completely dominated by the Anheuser-Busch companies?

    Keywords: Advertising Campaigns; Ethics; Lawfulness; Brands and Branding; Product Positioning; Demand and Consumers; Market Entry and Exit; Food and Beverage Industry;

    Citation:

    Greyser, Stephen A. "G. Heileman Brewing Co. (A): Power Failure At PowerMaster." Harvard Business School Case 592-017, September 1991. (Revised December 1991.) View Details
  37. British Airways: ""Go for It, America!"" Promotion (A)

    Senior marketing executives of a major international airline are deciding on a strategy to address a crisis situation precipitated by a series of terrorist acts. The company is experiencing the worst downturn ever in its U.S.-U.K. travel business due to media reports and resulting consumer perceptions that Europe is under a "reign of terror." Alternative strategies range from doing nothing to staging an ambitious sales promotion. Major issues include: the role of sales promotion in addressing consumer perceptions of a life-and-death issue (i.e., terrorism), and the implementation and integration of advertising, sales promotion, and public relations efforts within a compressed time frame.

    Keywords: Advertising Campaigns; Crime and Corruption; Crisis Management; Management Teams; Time Management; Marketing Strategy; Perception; Value Creation; Travel Industry; United Kingdom; United States;

    Citation:

    Greyser, Stephen A. British Airways: ""Go for It, America!"" Promotion (A). Harvard Business School Case 589-089, January 1989. (Revised December 1991.) View Details
  38. Magic Johnson: Endorsements ""After""...?

    On Thursday, November 7, 1991, Los Angeles Lakers star Earvin "Magic" Johnson announced his retirement from basketball in the wake of having tested positive for HIV, the virus that causes AIDS. Magic Johnson was one of the most popular figures in sports, both nationally and internationally. Among the many affected by Johnson's sudden retirement were his commercial sponsors, a group of companies comprising both sporting goods and other consumer products. The case looks at the situation through the lens of the sponsors. Should they retain their association with Johnson? If so, for how long and in what ways? Provides students with the opportunity to put themselves in the shoes of a marketing director, faced with the sudden reversal of fortune of one of the company's key endorsers. Allows for role playing from various perspectives: that of the MD of a sporting goods company compared to the MD of some other consumer product for example.

    Keywords: Marketing Strategy; Value; Sports; Advertising; Alliances; Problems and Challenges; Decision Choices and Conditions; Brands and Branding; Consumer Products Industry; Sports Industry; Entertainment and Recreation Industry;

    Citation:

    Greyser, Stephen A. Magic Johnson: Endorsements ""After""...? Harvard Business School Case 592-057, November 1991. View Details
  39. Volkswagen of America: Audi 5000 (A)

    Audi marketing executives and their advertising agency colleagues must decide which of several advertising executions should be employed for the introductory campaign for the Audi 5000, their new car entry scheduled to replace the Audi 100LS in the United States in the fall of 1977. The positioning of the 5000 focused on engineering and design superiority. Two alternative executions based on this strategy were being considered. Background information is provided on Audi's German and U.S. marketing experiences, on competitive car positionings in the United States, and on the new campaigns.

    Keywords: Advertising Campaigns; Brands and Branding; Marketing Strategy; Product Launch; Auto Industry; United States;

    Citation:

    Greyser, Stephen A. "Volkswagen of America: Audi 5000 (A)." Harvard Business School Case 591-065, January 1991. View Details
  40. Volkswagen of America: Audi 5000 (B)

    Six months after the launch in the United States of Audi 5000, Audi marketing executives and their advertising agency must appraise the introductory advertising for the car. Three alternative campaigns to replace the current one are under consideration.

    Keywords: Advertising; Advertising Campaigns; Product Launch; Performance Evaluation; Auto Industry; United States;

    Citation:

    Greyser, Stephen A. "Volkswagen of America: Audi 5000 (B)." Harvard Business School Supplement 591-066, January 1991. View Details
  41. NASA After Challenger: Restoring an Image

    In the days following the loss of the space shuttle Challenger and its crew in January of 1986, NASA officials were unwilling to communicate with the media or the public. A siege mentality took hold, and the press and public responded with intense criticism and inquiry. The case describes NASA's harmonious relationship with the media before Challenger, and the many obstacles William Sheehan faced when he stepped in to attempt to restore NASA's image and relationship with the media after Challenger. The issues include the special problems faced by a public institution with a history of poor internal communication, and the compounded difficulties of attempting to create effective internal policy while also trying to restore credibility with the media and deal with investigative probes.

    Keywords: Communication Strategy; Policy; Business and Community Relations; Situation or Environment; Conflict Management;

    Citation:

    Greyser, Stephen A., and Norman Klein. "NASA After Challenger: Restoring an Image." Harvard Business School Case 591-009, August 1990. View Details
  42. Philip Morris Companies' ""Bill of Rights"" Sponsorship Program

    Describes the new policy of the National Archives of inviting corporate cosponsorship of historic exhibits and commemorations. In November 1989, Philip Morris Companies (PM) became the first cosponsor of the bicentennial commemoration of the Bill of Rights, and used the announcement of the cosponsorship as the foundation of a major corporate identity and image campaign in mass media. Also describes other current PM initiatives to sustain and improve its corporate image. Students are encouraged to think through the potential benefits and risks of PM's corporate campaigns, and then to examine the dimensions of this particular campaign.

    Keywords: Policy; Brands and Branding; Decisions; Advertising; Marketing Strategy; Risk and Uncertainty; Financing and Loans; Reputation; Nonprofit Organizations;

    Citation:

    Greyser, Stephen A., and Norman Klein. Philip Morris Companies' ""Bill of Rights"" Sponsorship Program. Harvard Business School Case 590-108, April 1990. View Details
  43. Philip Morris Companies' ""Bill of Rights"" Sponsorship Program, Responses

    Describes the reactions of public interest groups, members of the House of Representatives, and others. Further documents reactions to the choice of Philip Morris (PM) as a sponsor. Invites students to weigh the corporate pluses and minuses for PM, given these reactions.

    Keywords: Marketing Channels; Behavior; Public Opinion; Segmentation;

    Citation:

    Greyser, Stephen A., and Norman Klein. Philip Morris Companies' ""Bill of Rights"" Sponsorship Program, Responses. Harvard Business School Supplement 590-109, April 1990. View Details
  44. Perrier Recall: A Source of Trouble

    When a laboratory discovered traces of the carcinogen benzene in bottles of Perrier, Group Perrier of America immediately announced a voluntary U.S. recall of all Perrier brand imported water. This case describes press coverage of the U.S. recall and the worldwide recall that followed. Also presents key statements by company officials (some presented in the form of advertisements) and various experts. Students are encouraged to explore the several kinds of issues that emerged as the company attempted to explain its problems and advocate the purity of its product. Concludes with the announcement of the relaunch of the brand with "nouvelle production."

    Keywords: Crisis Management; Food and Beverage Industry;

    Citation:

    Greyser, Stephen A., and Norman Klein. "Perrier Recall: A Source of Trouble." Harvard Business School Case 590-104, April 1990. View Details
  45. News and No Comment at Emery Air Freight

    A reporter from a regional newspaper examines several major news stories that address significant recent developments at Emery Air Freight. His concerns invite discussion of the implications of Emery's apparent "no comment" policy and other factors that can lead to negative press coverage of company news.

    Keywords: Reputation; Newspapers; Communication Strategy; Shipping Industry;

    Citation:

    Greyser, Stephen A., and Norman Klein. "News and No Comment at Emery Air Freight." Harvard Business School Case 589-104, April 1989. View Details
  46. John Hancock Financial Services: Sports Sponsorship

    Senior corporate communications executives of a major financial services firm are reviewing the company's sports sponsorship program and are considering expanding it. Hancock already is the corporate sponsor of the Boston Marathon and has the opportunity to sponsor the Sun Bowl (football game). Major questions include the role and evaluation of sports sponsorship as part of Hancock's image enhancement initiatives.

    Keywords: Communication Strategy; Brands and Branding; Marketing Strategy; Performance Evaluation;

    Citation:

    Greyser, Stephen A. "John Hancock Financial Services: Sports Sponsorship." Harvard Business School Case 588-051, December 1987. View Details