Benson P. Shapiro

Malcolm P. McNair Professor of Marketing, Emeritus

Benson P. Shapiro is a well-known authority on marketing strategy and sales management with particular interests in pricing, product line planning, and marketing organization. He is also the Malcolm P. McNair Professor of Marketing Emeritus at the Harvard Business School where he taught full-time from 1970 to 1997. Since 1997, Professor Shapiro has concentrated his professional time on consulting, speeches, boards of directors, and writing. He continues to teach at Harvard, and in the recent past has taught in several executive programs including the CEO Program, Young Presidents' Program, and Business Marketing Strategy, and has chaired the Sustainable Marketing Leadership for Mid-Sized Firms Program.

He has served as a consultant to over 300 companies including startups, medium-size firms, and large international corporations. And, he has participated in well over 160 executive education programs outside of Harvard for corporations and associations. During his 27 years on the full-time Harvard faculty, he taught a wide variety of MBA courses including Industrial Marketing, Sales Management, Creative Marketing Strategy, Integrated Product Line Management, and participated in many executive programs. Professor Shapiro has also held many adminstrative positions including Senior Associate Dean for Publications, Research Director, Head of the Required MBA Marketing Course, and Faculty Chair for Strategic Marketing Management, a two-week program for senior marketing executives. He is the author or editor of 14 books, and 19 Harvard Business Review articles including "Leveraging to Beat the Odds: The New Marketing Mind-Set," "What the Hell is Market Oriented?", "Manage Customers for Profits, Not Just Sales" and "Staple Yourself to an Order". Two of his most recent books, both co-edited, are Seeking Customers and Keeping Customers from the HBS Press. Professor Shapiro holds a BSE (Chemical Engineering) from the University of Michigan as well as MBA and DBA degrees from Harvard.

Ben Shapiro has an office located in Concord, MA: B.P. Shapiro, Inc., 80 Thoreau Street, Concord, MA 01742-2409 Phone: (978) 369-7599, Fax: (978) 287-4006, E-Mail: bshapiro@hbs.edu

Books

Journal Articles

Cases and Teaching Materials

  1. SafeBlend Fracturing

    Benson P. Shapiro, Frank V. Cespedes and Alisa Zalosh

    The CEO of SafeBlend Technologies must set a price for the company's environmentally friendly fracturing fluid additive. The firm is negotiating a new contract with its biggest client, Bristol Natural Gas. For the last two years, SafeBlend has been the sole provider of additives to Bristol due to aggressive negotiation and limited competition. New competitors are entering the market and the CEO believes one competitor is prepared to offer Bristol a chemically free additive for 50% less per gallon than SafeBlend. Anticipating lower bids from competitors, he considers reducing the price in the new contract to maintain the relationship with Bristol—despite the impact on revenue. However, the competition may not be able to supply enough additive to meet all of Bristol's needs, so he also considers the impact of setting a more competitive and profitable price that assumes losing only a portion of Bristol's business.

    Keywords: Technology; Customer Relationship Management; Price; Negotiation; Competitive Advantage; Environmental Sustainability; Energy Sources; Sales; Energy Industry;

    Citation:

    Shapiro, Benson P., Frank V. Cespedes, and Alisa Zalosh. "SafeBlend Fracturing." Harvard Business School Brief Case 914-513, September 2013. View Details
  2. Ti-Tech (A)

    Benson P. Shapiro, John T. Gourville and Craig E. Cline

    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).

    Keywords: Decision Choices and Conditions; Metals and Minerals; Order Taking and Fulfillment; Supply Chain Management; Performance Capacity; Industrial Products Industry; Manufacturing Industry;

    Citation:

    Shapiro, Benson P., John T. Gourville, and Craig E. Cline. "Ti-Tech (A)." Harvard Business School Case 508-095, April 2008. (Revised May 2012.) View Details
  3. Olympia Machine Company, Inc.

    Frank V. Cespedes and Benson P. Shapiro

    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.

    Keywords: Governance Controls; Compensation and Benefits; Mission and Purpose; Salesforce Management; Motivation and Incentives; Business Strategy; Industrial Products Industry;

    Citation:

    Cespedes, Frank V., and Benson P. Shapiro. "Olympia Machine Company, Inc." Harvard Business School Case 708-490, February 2008. (Revised August 2011.) View Details
  4. Pricing, Profits, and Customer Value

    Frank V. Cespedes, Benson P. Shapiro and Elliot B. Ross

    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.

    Keywords: Customer Focus and Relationships; Customer Value and Value Chain; Cost; Price; Profit; Performance Effectiveness; Sales; Competitive Strategy;

    Citation:

    Cespedes, Frank V., Benson P. Shapiro, and Elliot B. Ross. "Pricing, Profits, and Customer Value." Harvard Business School Background Note 811-016, September 2010. (Revised August 2011.) View Details
  5. Curled Metal Inc.—Engineered Products Division

    Benson P. Shapiro and Frank V. Cespedes

    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.

    Keywords: Price; Product Launch; Product Positioning; Business Strategy;

    Citation:

    Shapiro, Benson P., and Frank V. Cespedes. "Curled Metal Inc.—Engineered Products Division." Harvard Business School Case 709-434, October 2008. (Revised March 2011.) View Details
  6. Hearts On Fire - Brand Development Manager

    Frank V. Cespedes and Benson P. Shapiro

    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 one 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.

    Keywords: Customer Focus and Relationships; Investment Return; Brands and Branding; Marketing Strategy; Business Processes; Salesforce Management; Business Strategy;

    Citation:

    Cespedes, Frank V., and Benson P. Shapiro. "Hearts On Fire - Brand Development Manager." Harvard Business School Case 709-436, September 2008. (Revised June 2010.) View Details
  7. Ti-Tech (B)

    Benson P. Shapiro and John T. Gourville

    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.

    Keywords: Decisions; Order Taking and Fulfillment; Production; Performance Capacity; Marketing Strategy; Bids and Bidding; Manufacturing Industry; Industrial Products Industry; United States;

    Citation:

    Shapiro, Benson P., and John T. Gourville. "Ti-Tech (B)." Harvard Business School Supplement 508-096, April 2008. View Details
  8. Milford Industries (A)

    Robert J. Dolan and Benson P. Shapiro

    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.

    Keywords: Managerial Roles; Salesforce Management; Resignation and Termination; Performance Evaluation;

    Citation:

    Dolan, Robert J., and Benson P. Shapiro. "Milford Industries (A)." Harvard Business School Case 584-012, August 1983. (Revised May 2007.) View Details
  9. Interep National Radio Sales, Inc.

    Benson P. Shapiro, Stephen X. Doyle and Wade Myers

    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.

    Keywords: Management Practices and Processes; Sales; Strategy; Information Technology; Advertising; Risk and Uncertainty; Opportunities; Fluctuation; Media and Broadcasting Industry; Advertising Industry; New York (state, US);

    Citation:

    Shapiro, Benson P., Stephen X. Doyle, and Wade Myers. "Interep National Radio Sales, Inc." Harvard Business School Case 999-011, April 1999. (Revised September 2000.) View Details
  10. Strategic Sales Management: A Boardroom Issue

    Benson P. Shapiro, Stephen X. Doyle and Adrian J. Slywotsky

    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.

    Keywords: Salesforce Management; Strategy;

    Citation:

    Shapiro, Benson P., Stephen X. Doyle, and Adrian J. Slywotsky. "Strategic Sales Management: A Boardroom Issue." Harvard Business School Background Note 595-018, November 1994. (Revised May 1998.) View Details
  11. Buy Low, Sell High: Creating and Extracting Customer Value by Enhancing Organizational Performance

    Benson P. Shapiro

    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.

    Keywords: Customer Value and Value Chain; Framework; Performance Efficiency; Sales; Business Strategy; Customer Satisfaction; Profit; Product Marketing; Business or Company Management;

    Citation:

    Shapiro, Benson P. "Buy Low, Sell High: Creating and Extracting Customer Value by Enhancing Organizational Performance." Harvard Business School Background Note 597-071, January 1997. View Details
  12. Howard, Shea & Chan Asset Management (A)

    Benson P. Shapiro

    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.

    Keywords: Partners and Partnerships; Decision Making; Sales; Growth and Development Strategy; Financial Services Industry;

    Citation:

    Shapiro, Benson P. "Howard, Shea & Chan Asset Management (A)." Harvard Business School Case 597-021, August 1996. (Revised October 1996.) View Details
  13. Howard, Shea & Chan Asset Management(C): Recruiting and Selecting a Salesperson

    Benson P. Shapiro

    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.

    Keywords: Compensation and Benefits; Recruitment; Salesforce Management; Strategy;

    Citation:

    Shapiro, Benson P. "Howard, Shea & Chan Asset Management(C): Recruiting and Selecting a Salesperson." Harvard Business School Case 597-023, August 1996. (Revised October 1996.) View Details
  14. Howard, Shea & Chan Asset Management (D): Sales Presentation

    Benson P. Shapiro

    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.

    Keywords: Sales; Presentations; Performance Evaluation;

    Citation:

    Shapiro, Benson P. "Howard, Shea & Chan Asset Management (D): Sales Presentation." Harvard Business School Case 597-024, August 1996. (Revised October 1996.) View Details
  15. Howard, Shea & Chan Asset Management (D): Sales Presentation, Video

    Benson P. Shapiro

    Presents a sales presentation, allowing students and executive participants to develop a set of criteria for such a presentation and apply them to a real one.

    Keywords: Presentations; Sales; Financial Services Industry;

    Citation:

    Shapiro, Benson P. "Howard, Shea & Chan Asset Management (D): Sales Presentation, Video." Harvard Business School Video Supplement 597-501, September 1996. View Details
  16. Howard, Shea & Chan Asset Management (B); The Partnership Meeting

    Benson P. Shapiro

    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.

    Keywords: Growth and Development Strategy; Price; Sales; Strategy; Asset Management; Partners and Partnerships; Service Industry;

    Citation:

    Shapiro, Benson P. "Howard, Shea & Chan Asset Management (B); The Partnership Meeting." Harvard Business School Case 597-022, August 1996. View Details
  17. Why Bad Things Happen to Good Companies

    Benson P. Shapiro, Adrian J. Slywotsky and Richard S. Tedlow

    Describes the Darwinian internal and external processes that lead to poor performance from a previously well performing company. Demonstrates why any business design eventually fails and the role of organizational calcification and poor leadership in the failure. Also provides prescriptions to prevent and alleviate the problems.

    Keywords: Leadership; Management Practices and Processes; Organizational Design; Failure; Performance;

    Citation:

    Shapiro, Benson P., Adrian J. Slywotsky, and Richard S. Tedlow. "Why Bad Things Happen to Good Companies." Harvard Business School Background Note 595-045, November 1994. View Details
  18. Cumberland Metal Industries (A): Model Year 1978 Negotiations with Beta Motors

    Benson P. Shapiro

    Provides the background on Cumberland Metal Industries' entry into the automotive components market as a supplier of emission control equipment parts. Cumberland Metal must decide what bid to quote on Beta Motor's 1978 model year business. The company previously had a three-year contract for 100% of Beta's business, but it is now faced with a competitive situation in which a small market share, yet one greater than 50%, is a virtual certainty.

    Keywords: Decisions; Bids and Bidding; Market Participation; Negotiation; Competitive Strategy; Manufacturing Industry;

    Citation:

    Shapiro, Benson P. "Cumberland Metal Industries (A): Model Year 1978 Negotiations with Beta Motors." Harvard Business School Case 578-170, April 1978. (Revised October 1994.) View Details
  19. Fabtek (A)

    Rowland T. Moriarty Jr., Benson P. Shapiro and Craig E. Cline

    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.

    Keywords: Customer Relationship Management; Business or Company Management; Time Management; Performance Capacity;

    Citation:

    Moriarty, Rowland T., Jr., Benson P. Shapiro, and Craig E. Cline. "Fabtek (A)." Harvard Business School Case 592-095, May 1992. (Revised November 1992.) View Details
  20. Fabtek (B)

    Rowland T. Moriarty Jr. and Benson P. Shapiro

    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.

    Keywords: Price; Bids and Bidding; Production; Quality; Competitive Strategy;

    Citation:

    Moriarty, Rowland T., Jr., and Benson P. Shapiro. "Fabtek (B)." Harvard Business School Supplement 592-096, May 1992. View Details
  21. Petite Playthings, Inc.--1984 (A)

    Benson P. Shapiro

    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.

    Keywords: Crime and Corruption; Ethics; Information; Sales; Apparel and Accessories Industry;

    Citation:

    Shapiro, Benson P. "Petite Playthings, Inc.--1984 (A)." Harvard Business School Case 584-080, March 1984. (Revised August 1990.) View Details
  22. The New Intimacy

    Benson P. Shapiro

    Describes how close relationships with customers require close interfunctional and interdivisional coordination. Explains where the closest vendor/customer relationships arise and how they stress internal coordination. Also enumerates and briefly describes the way in which interfunctional coordination can be achieved.

    Keywords: Customer Focus and Relationships;

    Citation:

    Shapiro, Benson P. "The New Intimacy." Harvard Business School Background Note 587-121, April 1987. (Revised January 1990.) View Details
  23. Functional Integration: Getting All the Troops to Work Together

    Benson P. Shapiro

    Explains the need for functional integration and the four ways to obtain it. A bibliography is provided. The note is managerial rather than scholarly in tone.

    Keywords: Integration;

    Citation:

    Shapiro, Benson P. "Functional Integration: Getting All the Troops to Work Together." Harvard Business School Background Note 587-122, March 1987. (Revised November 1989.) View Details
  24. Hewlett-Packard: Manufacturing Productivity Division (A)

    Benson P. Shapiro and Lawrence B. Levine

    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.

    Keywords: Business Divisions; Marketing; Product Marketing; Market Entry and Exit; Production; Research and Development; Manufacturing Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Hewlett-Packard: Manufacturing Productivity Division (A)." Harvard Business School Case 587-101, December 1986. (Revised November 1989.) View Details
  25. Performance Curves: Costs, Prices, and Value

    Robert J. Dolan and Benson P. Shapiro

    Explains the concept of a family of performance curves. The most well known is the price/performance curve relating the prices of items in a product line to their performance. Also discusses the cost/performance curve and its impact on product positioning, product line length, and technological options. Also introduces a reservation price or value/performance curve. All are considered in the context of competitive behavior.

    Keywords: Cost vs Benefits; Price; Product Positioning; Performance; Competition; Value;

    Citation:

    Dolan, Robert J., and Benson P. Shapiro. "Performance Curves: Costs, Prices, and Value." Harvard Business School Background Note 590-010, September 1989. View Details
  26. Inland Steel Co. Product Policy (I): The Strategic Planning Process and the Capital Budget--Fall 1986

    Benson P. Shapiro and Lawrence B. Levine

    Keywords: Capital Budgeting; Strategic Planning; Steel Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Inland Steel Co. Product Policy (I): The Strategic Planning Process and the Capital Budget--Fall 1986." Harvard Business School Case 587-142, March 1987. (Revised March 1989.) View Details
  27. Anatomy of a ""Team Destroyer"": An Analysis of Individuals Who Stymie Interfunctional Coordination

    Benson P. Shapiro and Suzy Wetlaufer

    Keywords: Groups and Teams; Relationships; Behavior;

    Citation:

    Shapiro, Benson P., and Suzy Wetlaufer. Anatomy of a ""Team Destroyer"": An Analysis of Individuals Who Stymie Interfunctional Coordination. Harvard Business School Case 589-038, September 1988. (Revised October 1988.) View Details
  28. Close Encounters of the Four Kinds: Managing Customers in a Rapidly Changing Environment

    Benson P. Shapiro

    Describes four kinds of selling: 1) transaction, 2) systems, 3) major account management, and 4) strategic account relationships. Explains the advantages, disadvantages, and risks of each. The second half is devoted to a discussion of strategic account relationships which embody importance, intimacy, and longevity for both the vending and the buying companies.

    Keywords: Customer Relationship Management; Risk and Uncertainty; Social Psychology;

    Citation:

    Shapiro, Benson P. "Close Encounters of the Four Kinds: Managing Customers in a Rapidly Changing Environment." Harvard Business School Background Note 589-015, August 1988. View Details
  29. Hewlett-Packard: Manufacturing Productivity Division (C)

    Benson P. Shapiro and Lawrence B. Levine

    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.

    Keywords: Business Divisions; Marketing; Marketing Strategy; Production; Organizational Culture; Research and Development; Sales; Integration; Manufacturing Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Hewlett-Packard: Manufacturing Productivity Division (C)." Harvard Business School Case 587-103, December 1986. (Revised January 1988.) View Details
  30. Hewlett-Packard: Manufacturing Productivity Division (B)

    Benson P. Shapiro and Lawrence B. Levine

    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.

    Keywords: Business Divisions; Marketing; Production; Networks; Sales; Expansion; Manufacturing Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Hewlett-Packard: Manufacturing Productivity Division (B)." Harvard Business School Case 587-102, December 1986. (Revised December 1987.) View Details
  31. Hewlett-Packard: Manufacturing Productivity Division (A), (B), (C), and (D), Teaching Note

    Benson P. Shapiro

    Teaching Note for (9-587-101), (9-587-102), (9-587-103), and (9-588-043).

    Keywords: Manufacturing Industry;

    Citation:

    Shapiro, Benson P. "Hewlett-Packard: Manufacturing Productivity Division (A), (B), (C), and (D), Teaching Note." Harvard Business School Teaching Note 588-042, December 1987. View Details
  32. Hewlett-Packard: Manufacturing Productivity Division (A), (B), and (C), Video Viewing Guide

    Benson P. Shapiro and Lawrence B. Levine

    Keywords: Computer Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Hewlett-Packard: Manufacturing Productivity Division (A), (B), and (C), Video Viewing Guide." Harvard Business School Supplement 587-159, May 1987. (Revised December 1987.) View Details
  33. The Magic Matrix: Products and Accounts

    Benson P. Shapiro

    Describes an interfunctional approach to product mix management and account selection. The approach uses a matrix of products and accounts. Also describes the concepts and implementation of the approach.

    Keywords: Marketing Strategy; Product Marketing; Customers;

    Citation:

    Shapiro, Benson P. "The Magic Matrix: Products and Accounts." Harvard Business School Background Note 588-006, November 1987. View Details
  34. CIBA-GEIGY Agricultural Division

    Benson P. Shapiro and Roy H. Schoeman

    In 1979 Leo Bontempo, marketing vice president of Ciba-Geigy Agricultural Division was deciding whether to purchase an $840,000 program for TeleSession. This was a marketing service designed to accelerate the adoption of new products among large innovative growers by promotional telephone conferences with others who had used the products. Raises a variety of communications issues and introduces diffusion of innovation concepts.

    Keywords: Marketing Strategy; Innovation Strategy; Communication; Agriculture and Agribusiness Industry;

    Citation:

    Shapiro, Benson P., and Roy H. Schoeman. "CIBA-GEIGY Agricultural Division." Harvard Business School Case 582-026, September 1981. (Revised August 1987.) View Details
  35. Raymond Mushroom Corp.

    Benson P. Shapiro

    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.

    Keywords: Product Positioning; Advertising; Decisions; Price; Management Teams; Food and Beverage Industry;

    Citation:

    Shapiro, Benson P. "Raymond Mushroom Corp." Harvard Business School Case 584-093, May 1984. (Revised August 1987.) View Details
  36. Inland Steel Co. Product Policy (M): Humidity-Controlled Inventory Storage in No. 3 Cold Mill

    Benson P. Shapiro and Lawrence B. Levine

    Keywords: Metals and Minerals; Steel Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Inland Steel Co. Product Policy (M): Humidity-Controlled Inventory Storage in No. 3 Cold Mill." Harvard Business School Supplement 587-146, April 1987. (Revised May 1987.) View Details
  37. Inland Steel Co. Product Policy (O): Upgrades of the No. 3 and No. 5 Galvanize Lines

    Benson P. Shapiro and Lawrence B. Levine

    Keywords: Metals and Minerals; Steel Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Inland Steel Co. Product Policy (O): Upgrades of the No. 3 and No. 5 Galvanize Lines." Harvard Business School Supplement 587-148, April 1987. (Revised May 1987.) View Details
  38. Inland Steel Co. Product Policy (H): Fred Lerner--Inventory Planning and Control

    Benson P. Shapiro and Lawrence B. Levine

    Keywords: Asset Management; Metals and Minerals; Steel Industry;

    Citation:

    Shapiro, Benson P., and Lawrence B. Levine. "Inland Steel Co. Product Policy (H): Fred Lerner--Inventory Planning and Control." Harvard Business School Supplement 587-141, April 1987. (Revised May 1987.) View Details
  39. Specialties vs. Commodities: The Battle for Profit Margins

    Benson P. Shapiro

    Explains the differences between commodities and specialties and defines four different types of specialty products. The analysis is customer oriented. Special attention is given to the distinctions between functions (product- ) and relationship (vendor-oriented) specialties and to the degradation of those specialty markets to commodities.

    Keywords: Goods and Commodities;

    Citation:

    Shapiro, Benson P. "Specialties vs. Commodities: The Battle for Profit Margins." Harvard Business School Background Note 587-120, March 1987. (Revised April 1987.) View Details
  40. Deere & Co.: Industrial Equipment Operations

    Benson P. Shapiro

    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.

    Keywords: Machinery and Machining; Price; Brands and Branding; Market Entry and Exit; Manufacturing Industry; Agriculture and Agribusiness Industry; Construction Industry; United States;

    Citation:

    Shapiro, Benson P. "Deere & Co.: Industrial Equipment Operations." Harvard Business School Case 577-112, February 1977. (Revised December 1985.) View Details
  41. Cumberland Metal Industries: Engineered Products Division--1980

    Benson P. Shapiro

    Cumberland Metal Industries has developed a new product to help contractors drive piles faster. They are trying to decide how to price it. Provides substantial information on the industry, competition, etc. Students must decide what factors are relevant in making an industrial pricing decision. Decisions must also be made about promotion and distribution channels. Software for this case is available (9-589-528).

    Keywords: Price; Information; Marketing Channels; Distribution Channels; Product Development; Consumer Products Industry;

    Citation:

    Shapiro, Benson P. "Cumberland Metal Industries: Engineered Products Division--1980." Harvard Business School Case 580-104, January 1980. (Revised August 1985.) View Details
  42. Teradyne, Inc.--1979: Semiconductor Test Division (A)

    Benson P. Shapiro

    In 1979, the management of Teradyne's Semiconductor Test Division had to make important decisions regarding the allocation of engineering resources in the face of increased competition. They had to choose between upgrading an existing product and developing a new one.

    Keywords: Decisions; Resource Allocation; Product; Product Development; Competition; Semiconductor Industry;

    Citation:

    Shapiro, Benson P. "Teradyne, Inc.--1979: Semiconductor Test Division (A)." Harvard Business School Case 581-023, August 1980. (Revised August 1985.) View Details
  43. The Marketing Process

    Benson P. Shapiro

    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.

    Keywords: Marketing;

    Citation:

    Shapiro, Benson P. "The Marketing Process." Harvard Business School Background Note 584-146, June 1984. (Revised July 1985.) View Details
  44. Milford Industries (B)

    Robert J. Dolan and Benson P. Shapiro

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

    Keywords: Managerial Roles; Salesforce Management; Resignation and Termination; Performance Evaluation;

    Citation:

    Dolan, Robert J., and Benson P. Shapiro. "Milford Industries (B)." Harvard Business School Supplement 584-013, August 1983. (Revised June 1985.) View Details
  45. Pepsi-Cola United Kingdom (A)

    Benson P. Shapiro and Edward J. Hoff

    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.

    Keywords: Product Launch; Consumer Behavior; Planning; Competition; Food and Beverage Industry; United Kingdom; United States;

    Citation:

    Shapiro, Benson P., and Edward J. Hoff. "Pepsi-Cola United Kingdom (A)." Harvard Business School Case 584-052, November 1983. (Revised June 1985.) View Details
  46. Milford Industries (C)

    Robert J. Dolan and Benson P. Shapiro

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

    Keywords: Managerial Roles; Salesforce Management; Resignation and Termination; Performance Evaluation;

    Citation:

    Dolan, Robert J., and Benson P. Shapiro. "Milford Industries (C)." Harvard Business School Supplement 584-014, August 1983. (Revised June 1985.) View Details
  47. Jamestown Co.

    Benson P. Shapiro and Edward J. Hoff

    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.

    Keywords: Decision Making; Leadership Style; Marketing Channels; Salesforce Management;

    Citation:

    Shapiro, Benson P., and Edward J. Hoff. "Jamestown Co." Harvard Business School Case 584-017, August 1983. (Revised May 1985.) View Details
  48. Poland Spring Bottling Corp.

    Benson P. Shapiro

    Poland Spring is a small domestic bottler of mineral water trying to compete in a rapidly expanding market against Perrier, the dominant brand, and 20 other foreign and domestic waters. Company management must decide how to position and promote its product with limited resources. An excellent case to force decision making on consumer marketing strategy.

    Keywords: Product Marketing; Product Positioning; Competition; Globalized Markets and Industries; Food and Beverage Industry; Distribution Industry; United States;

    Citation:

    Shapiro, Benson P. "Poland Spring Bottling Corp." Harvard Business School Case 580-108, February 1980. (Revised April 1981.) View Details