John A. Quelch
Charles Edward Wilson Professor of Business Administration
John A. Quelch is the Charles Edward Wilson Professor of Business Administration at Harvard Business School. He holds a joint appointment at Harvard School of Public Health as Professor in Health Policy and Management. He is also a fellow of the Harvard China Fund, a Member of the Harvard China Advisory Board and Associate in Research at the Fairbank Center for Chinese Studies.
Between 2011 and 2013, Professor Quelch was Dean, Vice President and Distinguished Professor of International Management at CEIBS, China's leading business school. Between 2001 and 2011, he was the Lincoln Filene Professor of Business Administration and Senior Associate Dean at Harvard Business School. He served as Dean of London Business School from 1998 to 2001. Prior to 1998, he was the Sebastian S. Kresge Professor of Marketing and Co-Chair of the Marketing Unit at Harvard Business School.
John A. Quelch
John A. Quelch is the Charles Edward Wilson Professor of Business Administration at Harvard Business School. He holds a joint appointment at Harvard School of Public Health as Professor in Health Policy and Management. He is also a fellow of the Harvard China Fund, a Member of the Harvard China Advisory Board and Associate in Research at the Fairbank Center for Chinese Studies.
Between 2011 and 2013, Professor Quelch was Dean, Vice President and Distinguished Professor of International Management at CEIBS, China's leading business school. Between 2001 and 2011, he was the Lincoln Filene Professor of Business Administration and Senior Associate Dean at Harvard Business School. He served as Dean of London Business School from 1998 to 2001. Prior to 1998, he was the Sebastian S. Kresge Professor of Marketing and Co-Chair of the Marketing Unit at Harvard Business School.
Professor Quelch is known for his teaching materials and innovations in pedagogy. Over the past twenty-five years, his case studies have sold over 4 million copies, third highest in HBS history. In 1995, he developed the first HBS interactive CD-ROM exercise (on Intel's advertising budgeting process). In 1999, he developed and presented a series of twelve one hour programs on Marketing Management for the Public Broadcasting System.
Professor Quelch’s research focus is on global marketing and branding in emerging as well as developed markets. His current research projects address (a) understanding the contributions of marketing to the functioning of democracies and (b) formalizing appropriate marketing and customer metrics for periodic review by boards of directors. Professor Quelch is the author, co-author or editor of twenty-five books, including All Business Is Local (2011), Greater Good: How Good Marketing Makes for Better Democracy (2008), Business Solutions for the Global Poor: Creating Social and Economic Value (2007), The New Global Brands (2006), Global Marketing Management (5th edition, 2006), The Global Market (2005), Cases in Advertising and Promotion Management (4th Edition, 1996) and The Marketing Challenge of Europe 1992 (2nd edition, 1991). He has published eighteen articles on marketing strategy issues in the Harvard Business Review, most recently “How To Market In A Downturn” (April 2009), and many more in other leading management journals such as McKinsey Quarterly and Sloan Management Review.
Professor Quelch has served as an independent director of twelve publicly listed companies in the USA and UK. He is currently a non-executive director of WPP and Alere. He served pro bono for eight years as Chairman of the Port Authority of Massachusetts. He is the Honorary Consul General of Morocco in New England and served previously as Chairman of the British-American Business Council of New England. Professor Quelch has been a consultant, seminar leader and speaker for firms, industry associations and government agencies in more than fifty countries. He is a member of the Trilateral Commission and the Council On Foreign Relations. He received the CBE for services to British business in 2011 and holds an honorary doctorate from Vietnam National University.
Professor Quelch was born in London, England, was educated at Exeter College, Oxford University (BA and MA), the Wharton School of the University of Pennsylvania (MBA), the Harvard School of Public Health (MS) and Harvard Business School (DBA). In addition to the UK and USA, he has lived in Australia and Canada.
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Book
| 2008
Greater Good: How Good Marketing Makes for Better Democracy
John A. Quelch and Katherine E. Jocz
Marketing has a greater purpose, and marketers, a higher calling, than simply selling more widgets, according to John Quelch and Katherine Jocz. In "Greater Good", the authors contend that marketing performs an essential societal function—and does so democratically. They maintain that people would benefit if the realms of politics and marketing were informed by one another's best principles and practices. Quelch and Jocz lay out the six fundamental characteristics that marketing and democracy share: (1) exchange of value, such as goods, services, and promises, (2) consumption of goods and services, (3) choice in all decisions, (4) free flow of information, (5) active engagement of a majority of individuals, and (6) inclusion of as many people as possible. Without these six traits, both marketing and democracy would fail, and with them, society. Drawing on current and historical examples from economies around the world, this landmark work illuminates marketing's critical role in the development, growth, and governance of societies. It reveals how good marketing practices improve the political process and—in turn—the practice of democracy itself.
Keywords: Economic Systems;
Governing Rules, Regulations, and Reforms;
Government and Politics;
Marketing;
Practice;
Welfare or Wellbeing;
Citation: Quelch, John A., and Katherine E. Jocz. Greater Good: How Good Marketing Makes for Better Democracy. Boston: Harvard Business Press, 2008.
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Book
| 2007
Business Solutions for the Global Poor: Creating Social and Economic Value
V. Kasturi Rangan, John A. Quelch, Gustavo Herrero and Brooke Barton
Keywords: Poverty;
Society;
Economics;
Value;
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Book
| 2006
Global Marketing Management
John A. Quelch and Christopher A. Bartlett
Keywords: Marketing;
Management;
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Book
| 2005
Marketing Management
R. Lal, J. Quelch and V. K. Rangan
Keywords: Marketing;
Management;
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Book
| 2005
Problems and Cases in Health Care Marketing
John T. Gourville, John A. Quelch and V. Kasturi Rangan
Keywords: Problems and Challenges;
Cases;
Health;
Marketing;
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Book
| 2004
The Global Market: Developing a Strategy to Manage Across Borders
John A. Quelch and Rohit Deshpandé
Keywords: Markets;
Strategy;
Management;
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Book
| 1999
Global Marketing Management
J. A. Quelch and C. A. Bartlett
Keywords: Globalization;
Marketing;
Management;
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Book
| 1994
Global Marketing Management
Robert D. Buzzell, John A. Quelch and Christopher A. Bartlett
Keywords: Globalization;
Marketing;
Management;
Citation: Buzzell, Robert D., John A. Quelch, and Christopher A. Bartlett. Global Marketing Management. 3rd ed. Reading, MA: Addison-Wesley Publishing Company, 1994.
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Book
| 1993
Marketing Management
R. J. Dolan
Citation: Quelch, J. A., R. J. Dolan, and T. Kosnik. Marketing Management. Homewood, IL: Irwin, 1993.
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Book
| 1991
Global Marketing Management
Robert D. Buzzell, John A. Quelch and Christopher A. Bartlett
Keywords: Globalization;
Marketing;
Management;
Citation: Buzzell, Robert D., John A. Quelch, and Christopher A. Bartlett. Global Marketing Management. 2nd ed. Reading, MA: Addison-Wesley Publishing Company, 1991.
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Book
| 1985
Marketing Management: Readings from Theory to Practice
B. P. Shapiro, R. J. Dolan and J. A. Quelch
Keywords: Marketing;
Management;
Theory;
Practice;
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Book
| 1985
Marketing Management: Principles, Analysis and Applications
B. P. Shapiro, R. J. Dolan and J. Quelch
Keywords: Marketing;
Management;
Theory;
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Book
| 1985
Marketing Management: Strategy, Planning and Implementation
B. P. Shapiro, R. J. Dolan and J. A. Quelch
Keywords: Marketing;
Management;
Strategy;
Planning;
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Article
| Harvard Business Review
|
Mining Gold in Not-for-Profit Brands
John A. Quelch, James E. Austin and Nathalie Laidler-Kylander
Keywords: Brands and Branding;
Nonprofit Organizations;
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Article
| Harvard Business Review
|
Profit Globally, Give Globally
John A. Quelch and V. Kasturi Rangan
Keywords: Profit;
Global Range;
Giving and Philanthropy;
Citation: Quelch, John A., and V. Kasturi Rangan. " Profit Globally, Give Globally." Harvard Business Review 81, no. 12 (December 2003): 16–17. (Reprint #F0312B.)
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Article
| Journal of African Finance and Economic Development
|
Pathways to Business Success in Sub-Saharan Africa
James E. Austin, W. Cohn and J. Quelch
Keywords: Success;
Africa;
Citation: Austin, James E., W. Cohn, and J. Quelch. "Pathways to Business Success in Sub-Saharan Africa." Journal of African Finance and Economic Development 2, no. 1 (spring 1996): 57–76.
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Article
| MIT Sloan Management Review
|
Restoring Credibility to Retail Pricing
G. K. Ortmeyer, J. A. Quelch and W. J. Salmon
Keywords: Sales;
Price;
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Article
| Harvard Business Review
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The Costly Bargain of Trade Promotion
R. D. Buzzell, J. A. Quelch and W. J. Salmon
Keywords: Trade;
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Article
| Harvard Business Review
|
Quality Is More than Making a Good Product
H. Takeuchi and J. Quelch
Keywords: Quality;
Product;
Citation: Takeuchi, H., and J. Quelch. " Quality Is More than Making a Good Product." Harvard Business Review 61, no. 4 (July–August 1983): l39–l45. (Reprinted in Thomas V. Bonoma, ed., Implementing Marketing Strategies: Part II, Harvard Business Review no. l4072, pp. 77-86.)
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Article
| Harvard Business Review
|
Nonstore Marketing: Fast Track or Slow?
John A. Quelch and Hirotaka Takeuchi
Keywords: Marketing;
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Article
| Public Relations Journal
|
Communications Strategy for the Nation-State
R. S. Tedlow and John A. Quelch
Keywords: Communication;
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Article
| Food Policy
|
US National Dietary Goals: Food Industry Threat or Opportunity?
James E. Austin and J. A. Quelch
Keywords: Food;
Goals and Objectives;
Opportunities;
Food and Beverage Industry;
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Chapter
| Protein Resources and Technology
| 1978
The Marketing Factor for Nonconventional-Protein Products
James E. Austin, J. A. Quelch, Joe R. D'Cruz and Edward T. Popper
Keywords: Food;
Product Marketing;
Food and Beverage Industry;
Citation: Austin, James E., J. A. Quelch, Joe R. D'Cruz, and Edward T. Popper. "The Marketing Factor for Nonconventional-Protein Products." Chap. 9 in Protein Resources and Technology, edited by Max Milner, Nevin S. Scrimshaw, and Daniel I.C. Wang, 111–135. Westport, CT: AVI Publishing Company, 1978.
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Supplement
| HBS Case Collection
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2013
Brannigan Foods: Strategic Marketing Planning, Spreadsheet for Instructors (Brief Case)
John A. Quelch and James T. Kindley
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Teaching Note
| HBS Case Collection
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2013
Brannigan Foods: Strategic Marketing Planning (Brief Case)
John A. Quelch and James T. Kindley
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Case
| HBS Case Collection
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2013
Brannigan Foods: Strategic Marketing Planning
John A. Quelch and James T. Kindley
The soup division at Brannigan Foods contributes over 40% of the firm's revenue. The general manager is concerned that the soup industry is declining and that the soup division shows declining profits and market share, especially among the important baby boomer segment. Hoping to reverse these trends, he asks four key managers to review a consultant's analysis of the soup industry and recommend a turnaround strategy. Each manager presents a different plan, from investing in core market segments and products to acquiring new product lines and customers. Students must perform a quantitative analysis of each proposal while considering the feasibility and risks associated with each option before making a final recommendation.
Keywords: United States;
Consumer marketing;
Acquisitions;
Forecasting;
Quantitative analysis;
strategic planning;
risk management;
decision making;
product development;
Budgeting;
Supermarkets;
food;
Strategic Planning;
Demand and Consumers;
Marketing Strategy;
Food;
Resource Allocation;
Acquisition;
Product Development;
Retail Industry;
Food and Beverage Industry;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Cottle-Taylor: Expanding the Oral Care Group in India, Faculty Spreadsheet (Brief Case)
John A. Quelch and Alisa Zalosh
Keywords: Forecasting;
Budgeting;
emerging markets;
international marketing;
Product planning ＆ policy;
consumer behavior;
Sales promotions;
Marketing plans;
Products;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Cottle-Taylor: Expanding the Oral Care Group in India, Student Spreadsheet (Brief Case)
John A. Quelch and Alisa Zalosh
Keywords: Forecasting;
Budgeting;
emerging markets;
international marketing;
Product planning ＆ policy;
consumer behavior;
Sales promotions;
Marketing plans;
Products;
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Teaching Note
| HBS Case Collection
|
2011
(Revised from original 2008 version)
Charles Schwab & Co., Inc.: The 'Talk to Chuck' Advertising Campaign (TN)
John A. Quelch
Teaching Note for [507005].
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Case
| HBS Case Collection
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2011
Reed Supermarkets: A New Wave of Competitors
John A. Quelch and Carole Carlson
Reed Supermarkets is a high-end supermarket chain with operations in several Midwestern states. Meredith Collins, vice president of marketing, visits stores located in Columbus, Ohio, an important region with the largest market and the greatest impact on revenue growth. She is concerned about increased competition from dollar stores and limited-assortment stores offering very low, appealing price points. Reed's market research shows that as a result of the economic downturn, customer loyalty is dwindling and consumers are willing to go to multiple stores to get the best deals. Collins must decide whether to change the current marketing and positioning plan in an effort to increase market share to meet challenging corporate targets. Her options include retreating from price competition and focusing on quality or embracing more private-label brands and competing more aggressively on price. She can also maintain the current positioning and appeal to customers looking for a quality shopping experience. The case contains an implicit quantitative assignment that instructors can emphasize to the degree they choose.
Keywords: Product Positioning;
Marketing Strategy;
Business Growth and Maturation;
Competitive Strategy;
Consumer Behavior;
Brands and Branding;
Retail Industry;
Food and Beverage Industry;
Ohio;
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Teaching Note
| HBS Case Collection
|
2011
Reed Supermarkets: A New Wave of Competitors (Brief Case)
John A. Quelch and Carole Carlson
Teaching note for brief case 4296.
Keywords: competitive strategy;
Consumer marketing;
marketing strategy;
market positioning;
Market segmentation;
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Supplement
| HBS Case Collection
|
2011
Reed Supermarkets: A New Wave of Competitors, Spreadsheet Supplement (Brief Case)
John A. Quelch and Carole Carlson
Keywords: Market segmentation;
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Supplement
| HBS Case Collection
|
2011
Reed Supermarkets: A New Wave of Competitors, Faculty Spreadsheet (Brief Case)
John A. Quelch and Carole Carlson
Keywords: Market segmentation;
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Case
| HBS Case Collection
|
2011
(Revised from original 2008 version)
The American Express Card
Senior executives at American Express are reviewing the company's marketing strategy for charge and credit cards in the United States. A variety of growth options exists for students to consider, including further penetration of existing markets and the opening of new markets. Historical background information in the case enables instructors to analyze the phases of American Express's card strategy over the past 50 years.
Keywords: Credit;
Credit Cards;
Growth and Development Strategy;
Marketing Strategy;
Financial Services Industry;
United States;
Citation: Quelch, John A., and Jacquie Labatt. " The American Express Card." Harvard Business School Case 509-027, April 2011. (Revised from original September 2008 version.)
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Google in China (B)
In a January 2010 public statement, Google threatened to stop censoring its search results on its Google.cn website, as required by Chinese authorities. Should Google exit China? Or attempt a compromise with the Chinese government?
Keywords: Cross-Cultural and Cross-Border Issues;
Crisis Management;
Market Entry and Exit;
Business and Government Relations;
Internet;
Search Technology;
Information Technology Industry;
China;
Citation: Quelch, John A. " Google in China (B)." Harvard Business School Supplement 510-110, March 2011. (Revised from original April 2010 version.)
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Supplement
| HBS Case Collection
|
2011
Interview with John Smith, CEO, BBC Worldwide
In an interview conducted by Professor John Quelch, Harvard Business School, October, 2007, BBC Worldwide CEO, John Smith, discusses formation of BBC Worldwide's Global Strategy Plans.
Keywords: Brands and Branding;
Global Strategy;
Media and Broadcasting Industry;
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Supplement
| HBS Case Collection
|
2011
John Smith, CEO BBC Worldwide, Remarks to AMP, October 2007
BBC Worldwide CEO, John Smith addresses AMP participants in October 2007.
Keywords: Global Strategy;
Globalized Markets and Industries;
Brands and Branding;
Marketing Strategy;
Media and Broadcasting Industry;
United Kingdom;
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Supplement
| HBS Case Collection
|
2011
BBC America Showreel, Fall 2007
HD-TV ad clips of Fall 2007 television show line up from BBC America.
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Case
| HBS Case Collection
|
2011
Clean Edge Razor: Splitting Hairs in Product Positioning
John A. Quelch and Heather Beckham
After three years of development, Paramount Health and Beauty Company is preparing to launch a new technologically advanced vibrating razor called Clean Edge. The innovative new design of Clean Edge provides superior performance by stimulating the hair follicles to lift the hair from the skin, allowing for a closer shave. The company has already decided to introduce Clean Edge into the men's market where it has a strong presence. Jackson Randall, the product manager for Clean Edge, struggles with how best to position the product for the launch. One strategy is to release Clean Edge as a "niche" product, targeting the high-end market of fastidious groomers looking for superior skin care products. Another strategy is to release the product into the highly competitive mainstream razor market where the product can be positioned as the most effective razor available. Randall meets internal resistance to the mainstream strategy from the product manager for the company's current, but aging, mainstream razor products and he must consider the effects of cannibalization in his plan. Randall must recommend an optimal strategy and provide supporting economic analysis of his decision--not just for Clean Edge, but for its effect on the entire company.
Keywords: leadership;
project management;
conflict management;
Interdepartmental relations;
product development;
Organizational change;
Conflict Management;
Leadership;
Product Development;
Organizational Change and Adaptation;
Product Positioning;
Marketing Strategy;
Relationships;
Product Launch;
Innovation and Invention;
Beauty and Cosmetics Industry;
Consumer Products Industry;
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Teaching Note
| HBS Case Collection
|
2011
Clean Edge Razor: Splitting Hairs in Product Positioning (Brief Case)
John A. Quelch and Heather Beckham
Teaching Note for 4249
Keywords: leadership;
project management;
conflict management;
Interdepartmental relations;
product development;
Organizational change;
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Supplement
| HBS Case Collection
|
2011
Clean Edge Razor: Splitting Hairs in Product Positioning, Spreadsheet Supplement (Brief Case)
John A. Quelch and Heather Beckham
Keywords: product marketing;
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Supplement
| HBS Case Collection
|
2011
Clean Edge Razor: Splitting Hairs in Product Positioning, Faculty Spreadsheet Supplement (Brief Case)
John A. Quelch and Heather Beckham
Keywords: product marketing;
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Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Toyota Recalls (A): Hitting the Skids
John A. Quelch, Carin-Isabel Knoop and Ryan Johnson
In the fall of 2009, Toyota Motor Corporation, once revered for its commitment to quality and reliability, faced a highly publicized series of recalls in the United States representing approximately a year's worth of sales in one of its most important markets. While the first Toyota recall was met with widespread disbelief but continuing support for the brand, subsequent revelations and recalls tested the brand's resilience in the U.S. The firm's initial public response to the problems - a mixture of silence from top executives and vague, misleading public statements - frustrated U.S. government officials and the public. Not until weeks after the news first broke did Toyota organize a clear message around its commitment to return to quality. In late February 2010 Toyota President Akio Toyoda reluctantly accepts an invitation to testify to the U.S. Congress, 148 days after the first recall announcement. He has to decide what to say.
Keywords: Communication Strategy;
Crisis Management;
Brands and Branding;
Quality;
Public Opinion;
Auto Industry;
Japan;
United States;
Citation: Quelch, John A., Carin-Isabel Knoop, and Ryan Johnson. " Toyota Recalls (A): Hitting the Skids." Harvard Business School Case 511-016, January 2011. (Revised from original October 2010 version.)
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Supplement
| HBS Case Collection
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2010
Hikma Pharmaceuticals (B)
By 2009, Hikma Pharmaceuticals operated 13 manufacturing plants in 8 countries of which 5 were approved by the U.S. Food and Drug Administration. Hikma tracked its sales revenues over the period to show where the largest contributors were from.
Keywords: Strategy;
Knowledge Use and Leverage;
Sales;
Pharmaceutical Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 1997 version)
Hikma Pharmaceuticals (A)
The president of a Jordanian pharmaceutical company is contemplating how to further penetrate the U.S. market, either through its own manufacturing and sales efforts, or as a supplier to a third party.
Keywords: Entrepreneurship;
Globalized Markets and Industries;
Emerging Markets;
Expansion;
Pharmaceutical Industry;
Jordan;
United States;
Citation: Quelch, John A., and Robin Root. " Hikma Pharmaceuticals (A)." Harvard Business School Case 598-019, November 2010. (Revised from original November 1997 version.)
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Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Tesco PLC: Fresh & Easy in the United States
Tesco, the world's third largest retailer, is facing problems with its launch of a new retail chain in the U.S.
Keywords: Multinational Firms and Management;
Marketing;
Market Entry and Exit;
Retail Industry;
United Kingdom;
United States;
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Supplement
| HBS Case Collection
|
2010
Toyota Recalls (B): Mr. Toyoda Goes to Washington
John A. Quelch, Carin-Isabel Knoop and Ryan Johnson
Case describes the testimony to the U.S. Congress of the Toyota CEO and the head of its U.S. motor sales.
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Supplement
| HBS Case Collection
|
2010
Toyota Recalls (C): Bumpy Road Ahead
John A. Quelch, Carin-Isabel Knoop and Ryan Johnson
Between February and July 2010, Toyota sales recover thanks to the use of extensive PR and sales incentives. Yet recalls continue. Can Toyota stem the tide and correct its organizational flaws to address the underlying issues?
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Case
| HBS Case Collection
|
2010
Metabical: Positioning and Communications Strategy for a New Weight Loss Drug
John A. Quelch and Heather Beckham
Cambridge Sciences Pharmaceuticals (CSP) expects final approval for its revolutionary weight loss drug, Metabical. Metabical will be the only weight loss drug with FDA approval that is also clinically proven to be effective for moderately overweight people. Barbara Printup, Senior Marketing Director for CSP, must develop the positioning strategy and marketing communications plan in preparation for the launch of the new drug. Printup must consider the consumer decision-making process and the interaction between the consumer who purchases the drug and the health care provider who prescribes the medication. Despite promising medical studies and consumer research, poor positioning of the drug in the highly competitive market for weight-loss solutions could spell disaster. Students analyze market research data and consider the optimal positioning strategy and marketing communications program.
Keywords: Product Positioning;
Marketing Communications;
Product Launch;
Consumer Behavior;
Pharmaceutical Industry;
United States;
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Teaching Note
| HBS Case Collection
|
2010
Metabical: Positioning and Communications Strategy for a New Weight Loss Drug (Brief Case)
John A. Quelch and Heather Beckham
Teaching note to case #4240.
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Case
| HBS Case Collection
|
2010
CEIBS: A Global Business School Made in China
In 2009, just 15 years after it was founded, the China Europe International Business School (CEIBS) has achieved the remarkable 8th position in the Financial Times Global MBA rankings. The case describes the short history of the school and the reasons for its success. It also describes the difficult challenges the school faces to maintain its position of leadership in Asia: stiff competition from schools in Greater China, South East Asia and South Asia; recruitment of high-quality faculty members; generating new knowledge that contributes to management practice not just in China but globally; and maintaining a robust economic model to ensure long term financial sustainability.
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Case
| HBS Case Collection
|
2010
Flare Fragrances Company, Inc: Analyzing Growth Opportunities
John A. Quelch and Lisa D. Donovan
Flare Fragrances, a manufacturer of perfumes for women, faces a growth challenge in a difficult economic environment. CEO Joely Patterson outlines two growth opportunities for her marketing staff to evaluate. One involves launching a new scent -- and possibly separating it from the trusty "umbrella brand" that comprises Flare's other scents; the other involves deepening Flare's penetration into the drugstore channel. In Patterson's view, the firm can pursue the first opportunity, the second, or both -- but it must do something. In helping Patterson to assess the opportunities, the marketing team must consider a wide range of factors, including brand management, consumer demographics, and positioning and pricing issues. The case requires students to complete a quantitative assignment as part of case analysis. Key topics include product line management, product positioning, and new product launch.
Keywords: Quantitative analysis;
Distribution;
Product positioning;
Market segmentation;
Product introduction;
New product marketing;
Product lines;
Demographics;
Product Positioning;
Price;
Product Launch;
Growth and Development Strategy;
Brands and Branding;
Consumer Products Industry;
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Teaching Note
| HBS Case Collection
|
2010
Flare Fragrances Company, Inc.: Analyzing Growth Opportunities (Brief Case)
John A. Quelch and Lisa D. Donovan
Teaching note to case #4550
Keywords: Quantitative analysis;
Distribution;
Product positioning;
Market segmentation;
Product introduction;
New product marketing;
Product lines;
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Supplement
| HBS Case Collection
|
2010
Flare Fragrances Company, Inc.: Analyzing Growth Opportunities, Instructor Spreadsheet Supplement (Brief Case)
John A. Quelch and Lisa D. Donovan
Keywords: Quantitative analysis;
Distribution;
Product positioning;
Market segmentation;
Product introduction;
New product marketing;
Product lines;
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Supplement
| HBS Case Collection
|
2010
Flare Fragrances Company, Inc.: Analyzing Growth Opportunities, Spreadsheet Supplement (Brief Case)
John A. Quelch and Lisa D. Donovan
Keywords: Quantitative analysis;
Distribution;
Product positioning;
Market segmentation;
Product introduction;
New product marketing;
Product lines;
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Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Google in China (A)
In January 2010, Google threatened in a public statement to stop censoring its search results on its google.cn website, as required by Chinese authorities. Should Google exit China? Or attempt a compromise with the Chinese government?
Keywords: Crisis Management;
Market Entry and Exit;
Business and Government Relations;
Internet;
Search Technology;
Information Technology Industry;
China;
Citation: Quelch, John A., and Katherine Jocz. " Google in China (A)." Harvard Business School Case 510-071, April 2010. (Revised from original January 2010 version.)
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Case
| HBS Case Collection
|
2010
Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight Loss Drug
John A. Quelch and Heather Beckham
Metabical is a new weight loss drug from Cambridge Sciences Pharmaceuticals intended for moderately overweight individuals. In anticipation of final FDA approval, the senior director of marketing, Barbara Printup, prepares for the product launch and must make several critical decisions. First, she must select the optimal packaging size for the drug which typically requires a 12-week course of treatment. Next, she must determine the appropriate pricing. Since most insurance companies do not cover weight-loss medications, price has a direct impact on the sales forecast. To establish the initial demand forecast, Printup considers three approaches based on different assumptions. Her final recommendations must consider long term profitability and meet the company's desired return on investment.The case includes a quantitative assignment for students.
Keywords: Return on investment;
Forecasting;
Pricing policies;
demand planning;
Price;
Consumer Behavior;
Investment Return;
Forecasting and Prediction;
Product Launch;
Brands and Branding;
Pharmaceutical Industry;
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Teaching Note
| HBS Case Collection
|
2010
Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight Loss Drug (Brief Case)
John A. Quelch and Heather Beckham
Teaching Note to 4183
Keywords: Return on investment;
Forecasting;
Pricing policies;
demand planning;
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Supplement
| HBS Case Collection
|
2010
Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight Loss Drug, Spreadsheet Supplement (Brief Case)
John A. Quelch and Heather Beckham
Keywords: Return on investment;
Forecasting;
Pricing policies;
demand planning;
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Supplement
| HBS Case Collection
|
2010
Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight Loss Drug, Faculty Spreadsheet (Brief Case)
John A. Quelch and Heather Beckham
Keywords: Return on investment;
Forecasting;
Pricing policies;
demand planning;
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Case
| HBS Case Collection
|
2010
(Revised from original 2004 version)
The Passion of the Christ (A)
John A. Quelch, Anita Elberse and Anna Harrington
Bob Berney, president of Newmarket Films, must decide on a distribution and marketing strategy for Mel Gibson's controversial new movie, The Passion of the Christ. Fueled by Gibson's star power as well as an extensive prescreening campaign among Christian leaders and others representing likely target audiences in the summer of 2003, the religious movie had started to generate publicity in mainstream media. Five months prior to the film's scheduled opening on February 25, 2004, Berney has to choose whether to continue with the prescreening campaign to stimulate further word-of-mouth among core audiences or switch to a mainstream media advertising campaign more commonly used to promote new movies. He also has to determine the appropriate distribution strategy, in particular whether to opt for a wide or limited release and whether to change the timing of the release.
Keywords: Advertising Campaigns;
Film Entertainment;
Marketing Strategy;
Product Launch;
Product Positioning;
Distribution Channels;
Religion;
Motion Pictures and Video Industry;
Citation: Quelch, John A., Anita Elberse, and Anna Harrington. " The Passion of the Christ (A)." Harvard Business School Case 505-025, February 2010. (Revised from original September 2004 version.)
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Supplement
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2010
(Revised from original 2004 version)
The Passion of the Christ (B)
John A. Quelch, Anita Elberse and Anna Harrington
Supplements the (A) case.
Keywords: Religion;
Citation: Quelch, John A., Anita Elberse, and Anna Harrington. " The Passion of the Christ (B)." Harvard Business School Supplement 505-026, February 2010. (Revised from original September 2004 version.)
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Case
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2009
Culinarian Cookware: Pondering Price Promotion
John A. Quelch and Heather Beckham
In November of 2006, senior executives at Culinarian Cookware were debating the merits of price promotions for the company's premium cookware products. The VP of Marketing, Donald Janus, and Senior Sales Manager, Victoria Brown, had different views. Janus felt price promotions were unnecessary, potentially damaging to the brand image, and possibly encouraged retailer hoarding; Brown believed the promotions strengthened trade support, improved brand awareness, and stimulated sales from both new and existing customers. The issue was complicated by a consultant's study of the firm's 2004 price promotions which concluded that these promotions had a negative impact on profits. Janus trusted the results, but Brown, believing the study assumptions were flawed and required further analysis, suspected the promotions had actually produced positive results. The pressing decision is whether to run a price promotion in 2007 and, if so, to determine what merchandise to promote and on what terms. The broader issue is what strategy Culinarian should pursue to achieve sales growth goals, and what role, if any, price promotion should play.
Keywords: Profitability analysis;
Consumer marketing;
Brand equity;
Pricing policies;
Sales promotions;
Small ＆ medium-sized enterprises;
Decisions;
Goals and Objectives;
Price;
Marketing Strategy;
Consumer Behavior;
Management Teams;
Sales;
Brands and Branding;
Consumer Products Industry;
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Teaching Note
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2009
Culinarian Cookware: Pondering Price Promotion (Brief Case)
John A. Quelch and Heather Beckham
Teaching Note for 4057.
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Supplement
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2009
Economic Value of the Advertising Supported Internet Ecosystem, presented by Professor John Quelch, Harvard Business School
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Case
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2009
Manchester Products: A Brand Transition Challenge
John A. Quelch and Heather Beckham
In January of 2005, Manchester Products Inc., a longtime leader in office furniture that only recently entered into the home furniture market, acquired Paul Logan's Furniture Division (PLFD). The acquisition of PLFD made Manchester an instant market leader in household furniture. A key factor in the value of PLFD has been the name of the company founder -- arguably the premiere name in high-end fashion and accessories, and a true lifestyle brand. However, Manchester has acquired rights to use the Paul Logan brand name for only three years. Jason Adams, VP of Marketing for Manchester, is responsible for designing a plan to transition the brand from the Paul Logan name to Manchester. He must develop the optimal timing and sequencing of the brand transition, assess the implications, and establish the appropriate mix of advertising and promotion programs to support the transition.
Keywords: Acquisitions;
Marketing communications;
Consumer marketing;
marketing strategy;
Brand equity;
branding;
Brands and Branding;
Marketing Communications;
Marketing Strategy;
Mergers and Acquisitions;
Retail Industry;
Consumer Products Industry;
United States;
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Teaching Note
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2009
Manchester Products: A Brand Transition Challenge (Brief Case)
John A. Quelch and Heather Beckham
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Supplement
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2009
Manchester Products: A Brand Transition Challenge, Spreadsheet Supplement (Brief Case)
John A. Quelch and Heather Beckham
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Supplement
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2009
Manchester Products: A Brand Transition Challenge, Faculty Spreadsheet (Brief Case)
John A. Quelch and Heather Beckham
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Supplement
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2009
F. William McNabb, Chairman, Vanguard Group, Interviewed by Professor John Quelch, April 2008
Professor John Quelch interviewed F. William McNabb, Chairman, Vanguard Group in April 2008 to review updates since the original case was published in 2004.
Keywords: Growth and Development Strategy;
Brands and Branding;
Marketing Strategy;
Financial Services Industry;
United States;
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Supplement
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2009
Kenneth Chenault, Chairman & CEO, American Express, Interviewed by Professor John Quelch, Harvard Business School, April 2009
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Supplement
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2009
Lenovo Chairman, Yan Yuanqing, Interviewed by Professor John Quelch at Lenovo World Headquarters, North Carolina, March 2007
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Case
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2009
(Revised from original 2004 version)
Launching the New MINI
Focuses on how strategy is transformed into creative branding materials. Reports on the development of a wide variety of brand communication materials produced to support the MINI launch in the United States. MINI USA executives worked with their ad agency Crispin Porter & Bogusky to develop these materials to address a variety of challenging strategic issues. Asks students to reverse-engineer the brand strategy from these documents.
Keywords: Advertising;
Brands and Branding;
Marketing Strategy;
Product Launch;
Creativity;
Auto Industry;
United States;
Citation: Holt, Douglas B., and John A. Quelch. " Launching the New MINI." Harvard Business School Video Case 505-020, April 2009. (Revised from original November 2004 version.)
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Supplement
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2008
The American Express Card: Twelve Ad Clips
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Case
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2008
(Revised from original 2007 version)
Real Madrid Club de Fútbol in 2007: Beyond the Galácticos
Anita Elberse and John A. Quelch
On June 17, 2007, Real Madrid sealed its first Spanish league championship under new president Ramon Calderon, ending an unprecedented title drought. Real Madrid had seen a significant growth in revenues and now was the world's biggest soccer club and among the largest and most profitable sports franchises globally. Although Calderon signed several new stars in his first year, he also rejuvenated the team by acquiring the promising youngsters, thereby moving away from what had been dubbed the "Galacticos Strategy" introduced by former president Florentino Perez. Would the move away form this strategy bring continued successes on the field? And how would it impact real Madrid's business performance?
Keywords: Talent and Talent Management;
Risk Management;
Brands and Branding;
Marketing Strategy;
Sports;
Sports Industry;
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Class Lecture
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2008
Marketing as Competitive Advantage: Fundamentals
Das Narayandas, David E. Bell, Anita Elberse, John T. Gourville, David B. Godes, John A. Quelch, Gail J. McGovern, Luc R. Wathieu and Marta Wosinska
Marketing as Competitive Advantage: Fundamentals will help today's business executives and tomorrow's business leaders understand the key elements of a successful marketing strategy. The multimedia resource includes video lectures by Harvard Business School faculty, who teach core principles of marketing, as well as animated frameworks, articles, and notes. Instructional workbook exercises will help you evaluate your own marketing efforts and create a marketing plan for your organization.
Keywords: Customers;
Framework;
Marketing Strategy;
Product Positioning;
Planning;
Competitive Advantage;
Segmentation;
Citation: Narayandas, Das, David E. Bell, Anita Elberse, John T. Gourville, David B. Godes, John A. Quelch, Gail J. McGovern, Luc R. Wathieu, and Marta Wosinska. " Marketing as Competitive Advantage: Fundamentals." Harvard Business School Class Lecture 509-719, October 2008.
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Case
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2008
(Revised from original 2007 version)
Marketing the "$100 Laptop" (A)
John A. Quelch and Carin-Isabel Knoop
In 2002, Professor Nicholas Negroponte, a successful venture capitalist, author, and co-founder and chairman emeritus of the Massachusetts Institute of Technology (MIT) Media Lab, announced his intention to build a PC so cheap as to make it possible to provide Internet- and multimedia-capable machines to millions of children in developing countries. The concept--subsequently often referred to as the "$100 PC"--was launched at the Media Lab in 2003 before being spun into a separate nonprofit association, One Laptop Per Child (OLPC), founded by Negroponte in January 2005. At the time skeptics, including technology industry leaders, argued that it simply could not be done. Through innovative design and technology, Negroponte and his team proved them wrong but struggled to sell the concept and the machines to the world's education ministries, who would be purchasing the laptops for their school age children. Furthermore, by 2007, many other low-cost PC options had emerged and OLPC had not started shipping yet, leading some observers to wonder if the non-profit should reconsider its strategy and options
Citation: Quelch, John A., and Carin-Isabel Knoop. Marketing the " $100 Laptop" (A). Harvard Business School Case 508-024, September 2008. (Revised from original August 2007 version.)
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Supplement
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2008
(Revised from original 2008 version)
Marketing the "$100 Laptop" (C)
John A. Quelch and David Chen
In October 2007, the OLPC reported production delays and missed its shipment date. In early November, the $100 PC finally went into production, with initial shipments planned for Uruguay and Mongolia, and mid-month launched the "Give One, Get One" program. It enabled consumers in the U.S. and Canada, who had the option of purchasing an OLPC for $400, more than double the estimated production cost of $188 for each laptop. Roughly half of the $400 amount went towards purchasing an OLPC for the consumer, while the other half went towards financing a laptop for a child in a different country. The program was popular and extended. But just as things were looking up for the non-profit, Intel resigned from OLPC's board in early January 2008 and announced that it would no longer be partnering with the nonprofit corporation. According to Intel, the move was a result of pressure it received from OLPC to stop marketing its own low-cost Windows-based laptop, the Classmate.
Citation: Quelch, John A., and David Chen. Marketing the " $100 Laptop" (C). Harvard Business School Supplement 508-065, September 2008. (Revised from original January 2008 version.)
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Supplement
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2008
Mr. Nelson Peltz, Founding Partner, Trian Partners. Interviewed by Professor John Quelch
Professor John Quelch interviewed Mr. Nelson Peitz, Founding Partner of Trian Partners on events and decisions leading up to the decision to acquire the Snapple brand and the results of that corporate decision.
Keywords: Mergers and Acquisitions;
Decision Choices and Conditions;
Private Equity;
Investment;
Brands and Branding;
Financial Services Industry;
Food and Beverage Industry;
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Supplement
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2008
Charles Schwab & Co. "Talk to Chuck" Advertising Campaign Ad Clips
A series of advertising clips that were prepared for television advertising to accompany the "Talk to Chuck" advertising campaign of Charles Schwab and Co.
Citation: Quelch, John A. Charles Schwab & Co. " Talk to Chuck" Advertising Campaign Ad Clips. Harvard Business School Video Supplement 509-701, August 2008.
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Supplement
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2008
Becky Saeger, CMO, Charles Schwab & Co., Inc., Interviewed by Professor John Quelch
John A. Quelch
Professor John Quelch interviewed Becky Saeger, Chief Marketing Officer of Charles Schwab and Co., Inc., with regard to the background and success of the "Talk to Chuck" advertising campaign.
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Supplement
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2008
Lenovo Chief Marketing Officer and Senior VP E-Commerce, Deepak Advani, Interviewed by Professor John Quelch
Professor John Quelch interviewed Lenovo CMO, Deepak Advani, regarding Lenovo's buy-out of IBM's personal computer business, and Lenovo's marketing strategy leading up to the 2008 Summer Olympics in Beijing, China.
Keywords: Advertising;
Leveraged Buyouts;
Brands and Branding;
Marketing Strategy;
Hardware;
Computer Industry;
China;
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Supplement
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2008
Lenovo 2006-2008 Advertising Clips
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Teaching Note
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2008
(Revised from original 2007 version)
Marketing the "$100 Laptop" (TN) (A), (B) & (C)
John A. Quelch and Carin-Isabel Knoop
Teaching Note to (508-024), (508-032) & (508-065).
Citation: Quelch, John A., and Carin-Isabel Knoop. Marketing the " $100 Laptop" (TN) (A), (B) & (C). Harvard Business School Teaching Note 508-055, July 2008. (Revised from original November 2007 version.)
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Case
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2008
(Revised from original 2007 version)
McDonald's
John A. Quelch and Kerry Herman
Citation: Quelch, John A., and Kerry Herman. " McDonald's." Harvard Business School Case 508-025, April 2008. (Revised from original August 2007 version.)
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Case
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2008
Lenovo: Building A Global Brand (Multimedia case)
John A. Quelch and Carin-Isabel Knoop
Announced in December 2004, the $1.75 billion acquisition of IBM's PC division by Lenovo, China's largest PC maker, made headlines around the world. A relative upstart in the business, Lenovo acquired the division of IBM that invented the PC in 1981. While Lenovo was arguably the best-known brand in China, it was virtually unknown in the rest of the world. In 2004, over 90% of Lenovo's revenues came from China, but with this major deal, Lenovo aimed to become a global technology giant. As a new multinational with 20,000 employees operating in 138 countries, Lenovo needed a global marketing and branding strategy to extent its global reach. This meant determining what Lenovo stood for and designing products that supported that claim. In January 2006, 13 months after the deal was announced and eight months after it closed, Lenovo is preparing for the intense limelight that would come with its sponsorship of the February 2006 Turin Winter Olympics. There, it plans to introduce a Lenovo-branded product line designed from the bottom up for the small to medium enterprise space--a move considered very bold and risky by many observers.
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Teaching Note
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2008
Lenovo: Building A Global Brand (TN)
John A. Quelch and Carin-Isabel Knoop
Teaching Note for [insert case product number].
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Case
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2008
(Revised from original 2007 version)
BBC Worldwide: Global Strategy
John A. Quelch and Carin-Isabel Knoop
In January 2007, John Smith, chief executive officer of BBC Worldwide (BBC WW), the commercial arm of the British Broadcasting Corporation (BBC), was preparing to meet with his senior managers to discuss BBC WW's global strategy options. BBC WW exploited and exported BBC-branded content around the globe through all formats, including magazines, television, books, DVDs, audio books, merchandise, mobile phones, downloads, and other emerging digital media (such as Internet Protocol TV). BBC WW delivered its profits back to the BBC. Since 2004, BBC WW profits had more than doubled.
Keywords: Global Strategy;
Brands and Branding;
Marketing Channels;
Expansion;
Internet;
Media and Broadcasting Industry;
Great Britain;
Citation: Quelch, John A., and Carin-Isabel Knoop. " BBC Worldwide: Global Strategy." Harvard Business School Case 507-034, January 2008. (Revised from original June 2007 version.)
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Case
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2007
(Revised from original 2004 version)
Real Madrid Club de Futbol
John A. Quelch, Jose Luis Nueno and Carin-Isabel Knoop
In June 2004, Florentino Perez, a well-known Spanish businessman, was elected president of Real Madrid, one of the world's top soccer clubs. In his campaign, Perez had promised to turn around the club's finances, bring in world-class talent, and expand the club's brand around the world through multiple channels. As re-election looms four years later, his management team reflects on initiatives to date and challenges ahead as described in the case. Also describes the soccer industry and the trends transforming it.
Citation: Quelch, John A., Jose Luis Nueno, and Carin-Isabel Knoop. " Real Madrid Club de Futbol." Harvard Business School Case 504-063, June 2007. (Revised from original April 2004 version.)
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Supplement
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2007
Lenovo: Interview with William Amelio, CEO, Lenovo
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Supplement
| HBS Case Collection
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2007
Lenovo: Building a Global Brand, Video
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Supplement
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2007
Lenovo: Building a Global Brand--6 Advertisements for Lenovo's Line of ThinkPad Computers
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Tutorial
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2007
Measuring Marketing Performance
In many organizations, marketing exists far from the executive suite and the boardroom. This tutorial instructs students how to improve the link between high level corporate strategy and the marketing function. First, students are exposed to three companies in which marketing programs are tightly aligned with corporate strategy. Second, students learn how to create a marketing dashboard that can reveal the true performance of their companies' marketing activities. The resulting dashboard can be used to inform boards of directors and senior leaders as to how well their marketing efforts are supporting customers' needs. Lastly, the tutorial takes students into the Harvard Business School Executive Education classroom, where they can experience first-hand how other executives learned to master the marketing dashboard creation process. Authorized faculty can request an exam copy of a multimedia case by calling 800-545-7685 (outside the United States and Canada, 617-783-7600).
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Case
| HBS Case Collection
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2006
(Revised from original 2006 version)
Lenovo: Building A Global Brand
John A. Quelch and Carin-Isabel Knoop
Announced in December 2004, the $1.75 billion acquisition of IBM's PC division by Lenovo, China's largest PC maker, made headlines around the world. A relative upstart in the business, Lenovo acquired the division of IBM that invented the PC in 1981. While Lenovo was arguably the best-known brand in China, it was virtually unknown in the rest of the world. In 2004, over 90% of Lenovo's revenues came from China, but with this major deal, Lenovo aimed to become a global technology giant. As a new multinational with 20,000 employees operating in 138 countries, Lenovo needed a global marketing and branding strategy to extend its global reach. This meant determining what Lenovo stood for and designing products that supported that claim. In January 2006, 13 months after the deal was announced and eight months after it closed, Lenovo is preparing for the intense limelight that would come with its sponsorship of the February 2006 Turin Winter Olympics. There, it plans to introduce a Lenovo-branded product line designed from the bottom up for the small to medium enterprise space--a move considered very bold and risky by many observers.
Citation: Quelch, John A., and Carin-Isabel Knoop. " Lenovo: Building A Global Brand." Harvard Business School Case 507-014, October 2006. (Revised from original July 2006 version.)
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Case
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2006
(Revised from original 2003 version)
Starbucks: Delivering Customer Service
Youngme E. Moon and John A. Quelch
Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would increase the amount of labor in the stores and theoretically increase speed-of-service. However, the impact of the plan (which would cost $40 million annually) on the company's bottom line is unclear.
Keywords: Customer Focus and Relationships;
Customer Satisfaction;
Profit;
Recruitment;
Marketing Strategy;
Service Operations;
Performance Improvement;
Planning;
Food and Beverage Industry;
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Case
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2006
(Revised from original 2003 version)
ACCION International
ACCION International is a major nonprofit player in microfinance. Reviews the organization's history and evolution, details current activities and relationships within its network, and assesses the organization's challenges moving forward.
Citation: Quelch, John A., and Nathalie Laidler. " ACCION International." Harvard Business School Case 503-106, March 2006. (Revised from original June 2003 version.)
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Case
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2005
(Revised from original 2003 version)
Peace Winds Japan
Kensuke Onishi, the young entrepreneurial founder of an international Japanese nongovernment organization specializing in humanitarian relief in emerging economies, is considering its future strategic direction. This case includes extensive commentary on Peace Winds' activities in Afghanistan and northern Iraq.
Citation: Quelch, John A. " Peace Winds Japan." Harvard Business School Case 503-055, November 2005. (Revised from original June 2003 version.)
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Supplement
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2005
The Passion of the Christ: An Interview with Bob Berney, President of Newmarket Films
Anita Elberse and John A. Quelch
Keywords: Motion Pictures and Video Industry;
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Supplement
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2005
Snapple - Wendy 2004
Presents an interview with "Wendy the Snapple Lady" in 2004.
Citation: Quelch, John A. " Snapple - Wendy 2004." Harvard Business School Video Supplement 505-709, March 2005.
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Supplement
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2004
Video Supplement for Real Madrid Club de Futbol
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Supplement
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2004
Interview with Christine Day - Starbucks
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Supplement
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2004
CARE Commercials
Six television commercials illustrate CARE's current mission and branding strategy. Supplements the case.
Citation: Quelch, John A. " CARE Commercials." Harvard Business School Video Supplement 505-706, August 2004.
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Supplement
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2004
Samsung Electronics Corporation: Eric Kim Interview
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Case
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2004
(Revised from original 2003 version)
Marketing at The Vanguard Group
John A. Quelch and Carin-Isabel Knoop
Senior executives at Vanguard are evaluating their marketing strategy. In particular, they are looking at their approach to market segmentation, the organization of the marketing function, and the weight placed on marketing metrics in the corporate dashboard in light of an economic and stock market downturn.
Citation: Quelch, John A., and Carin-Isabel Knoop. " Marketing at The Vanguard Group." Harvard Business School Case 504-001, July 2004. (Revised from original August 2003 version.)
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Supplement
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2004
Interview with Dennis Bender Habitat for Humanity International
Interview with Dennis Bender of Habitat for Humanity International.
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Supplement
| HBS Case Collection
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2004
Samsung Electronics Commercials
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Teaching Note
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2004
(Revised from original 2004 version)
Starbucks: Delivering Customer Service (TN)
Youngme E. Moon and John A. Quelch
Teaching Note to (9-504-016).
Keywords: Customer Relationship Management;
Food and Beverage Industry;
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Supplement
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2004
Vanguard Group Television Commercials
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Supplement
| HBS Case Collection
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2004
Vanguard Group-Bill McNabb
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Case
| HBS Case Collection
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2004
Interview with Prof. Theodore Levitt
Stephen A. Greyser and John A. Quelch
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Case
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2003
(Revised from original 1993 version)
Bausch & Lomb: Regional Organization
The CEO of Bausch & Lomb is contemplating replacing an international division with three regional divisions to sustain the company's growth, especially in international markets, and to add value to customers.
Citation: Quelch, John A., and Nathalie Laidler. " Bausch & Lomb: Regional Organization." Harvard Business School Case 594-056, December 2003. (Revised from original October 1993 version.)
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Case
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2003
Amnesty International
Amnesty International is a nonprofit human rights advocacy organization. Describes the challenges facing the organization and the role of branding.
Citation: Quelch, John A., and Nathalie Laidler. " Amnesty International." Harvard Business School Case 504-024, August 2003.
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Case
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2003
BRAC and Aarong Commercial Brands, The
BRAC is the world's largest NGO and has recently initiated a number of successful profit-making commercial enterprises, ranging from dairy processing to vegetable exports, as well as a university. Explores the tensions and benefits of a major nonprofit entering the commercial arena and the consequences for the organization.
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Case
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2003
CARE USA
CARE USA is spearheading a rebranding process for the organization. Examines the process and components of the rebranding strategy and its impact on CARE USA's direct mail strategy. Includes color exhibits.
Citation: Quelch, John A., and Nathalie Laidler. " CARE USA." Harvard Business School Case 504-007, July 2003.
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Case
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2002
Interview with Stelios Haji-Iannou, Chairman of EasyGroup, plc.
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Supplement
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2002
Callaway Golf Company
Citation: Quelch, John A. " Callaway Golf Company." Harvard Business School Video Supplement 502-803, June 2002.
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Case
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2000
(Revised from original 1993 version)
Harlequin Romances-Poland (A)
Harlequin Enterprises, the world's leading publisher of series romances, has been particularly successful in Poland. The case explores some of the challenges/opportunities of doing business in Eastern Europe and the marketing mix elements necessary for success.
Citation: Quelch, John A., and Nathalie Laidler. " Harlequin Romances-Poland (A)." Harvard Business School Case 594-017, June 2000. (Revised from original July 1993 version.)
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Teaching Note
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2000
AT&T USADirect In-Language Service: India TN
John A. Quelch and V. Kasturi Rangan
Teaching Note for (9-596-013).
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Case
| HBS Case Collection
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2000
(Revised from original 1995 version)
Jurassic Park
Managers at MCA/Universal Merchandising are reviewing worldwide merchandising and licensing arrangements for the movie Jurassic Park.
Citation: Quelch, John A. " Jurassic Park." Harvard Business School Case 596-014, March 2000. (Revised from original November 1995 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1996 version)
TRADE'ex: The Stock Exchange of the Computer Industry - www.tradeex.com
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Case
| HBS Case Collection
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1998
(Revised from original 1997 version)
Aladdin Knowledge Systems
The founder, president, and CEO of a leading software security company has just announced the $5.1 million cash acquisition of a key competitor. As a result, his company becomes the market share leader in Europe and number two in the United States. But now, he and the rest of the management team have to determine whether and how to integrate the worldwide marketing, sales, and distribution of the firm's two overlapping software security product lines.
Citation: Quelch, John A., and Robin Root. " Aladdin Knowledge Systems." Harvard Business School Case 598-018, February 1998. (Revised from original July 1997 version.)
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Case
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1997
(Revised from original version)
DHL Worldwide Express
The worldwide sales and marketing manager must determine the degree to which pricing strategy and tactics should be standardized or left to the discretion of the DHL subsidiary in each country.
Citation: Quelch, John A., and Greg Conley. " DHL Worldwide Express." Harvard Business School Case 593-011, November 1997. (Revised from original September 1992 version.)
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Case
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1997
Bayer AG (B)
Bayer's senior executives detail the communications challenge program that resulted from the company's reacquisition of its brand name and trademark cross, which gave Bayer one name worldwide for the first time since World War I.
Citation: Quelch, John A., and Robin Root. " Bayer AG (B)." Harvard Business School Case 598-032, September 1997.
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Case
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1997
(Revised from original 1997 version)
Koc Holding: Arcelik White Goods
Management is considering its options for future international expansion. Koc is the dominant supplier of white goods (kitchen appliances) in Turkey and has been increasing its export efforts. As lower import tariffs invite foreign competitors to enter Turkey, Koc must decide how to balance defense of its domestic market share against further foreign expansion.
Citation: Quelch, John A., and Robin Root. " Koc Holding: Arcelik White Goods." Harvard Business School Case 598-033, September 1997. (Revised from original September 1997 version.)
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Case
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1997
Orbital Sciences Corporation: ORBCOMM
Das Narayandas and John A. Quelch
In late 1993, Orbital Communications Corp. (OCC), a subsidiary of Orbital Sciences Corp., is developing a global two-way wireless data communications system, called "ORBCOMM," based on a 26-satellite constellation in low earth orbit. Service is scheduled to begin in the United States in late 1994, followed by a rollout to international markets in 1995. The case focuses on OCC's marketing strategy in the years prior to the product/service being available. Provides details on how the firm has defined its markets and estimated the demand for the United States and international markets. There is also a rich discussion of other parts of OCC's marketing strategy including product design and development, marketing to regulatory bodies, development of the sales organization to include channel partners to enter the domestic and international markets, pricing strategy, and the role of competition. A rewritten version of an earlier case.
Keywords: Business Subsidiaries;
Business Model;
Business Startups;
Price;
Global Strategy;
Marketing Strategy;
Demand and Consumers;
Partners and Partnerships;
Salesforce Management;
Telecommunications Industry;
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Case
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1997
(Revised from original version)
British Airways
British Airways (BA) has recently introduced a global advertising campaign. The development of the campaign and its implementation are discussed. BA and advertising agency executives must renew the campaign and resolve issues pertaining to its future direction.
Citation: Quelch, John A. " British Airways." Harvard Business School Case 585-014, April 1997. (Revised from original July 1984 version.)
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Case
| HBS Case Collection
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1997
(Revised from original 1994 version)
Planet Reebok (A)
Reebok International Ltd. is preparing to launch its first global advertising campaign for "Planet Reebok" in three European countries--France, Germany, and the United Kingdom. Planet Reebok was recently launched in the United States during the 1993 Superbowl. The company conducted market research on the Planet Reebok concept in the three countries.
Citation: Quelch, John A. " Planet Reebok (A)." Harvard Business School Case 594-074, March 1997. (Revised from original April 1994 version.)
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Case
| HBS Case Collection
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1996
(Revised from original version)
Astra Sports, Inc. (B)
Astra executives meet to discuss their options with a Venezuelan company that, for seven years, manufactured and marketed athletic shoes under the Astra name without authorization from Astra.
Citation: Quelch, John A. " Astra Sports, Inc. (B)." Harvard Business School Case 595-008, December 1996. (Revised from original August 1994 version.)
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Case
| HBS Case Collection
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1996
(Revised from original version)
Braas GmbH (A)
John A. Quelch and Carin-Isabel Knoop
Citation: Quelch, John A., and Carin-Isabel Knoop. " Braas GmbH (A)." Harvard Business School Case 595-041, December 1996. (Revised from original February 1995 version.)
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Case
| HBS Case Collection
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1996
(Revised from original version)
MasterCard and World Championship Soccer
John A. Quelch and Carin-Isabel Knoop
The MasterCard vice president for global promotions and other MasterCard executives are appraising the results of MasterCard's worldwide sponsorship of the 1994 World Cup soccer championship. They must decide whether to commit to sponsor the 1998 championship to be held in France.
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Supplement
| HBS Case Collection
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1996
(Revised from original version)
Braas GmbH (B)
John A. Quelch and Carin-Isabel Knoop
Citation: Quelch, John A., and Carin-Isabel Knoop. " Braas GmbH (B)." Harvard Business School Supplement 595-042, October 1996. (Revised from original February 1995 version.)
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Supplement
| HBS Case Collection
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1996
(Revised from original version)
Braas GmbH (C)
John A. Quelch and Carin-Isabel Knoop
Citation: Quelch, John A., and Carin-Isabel Knoop. " Braas GmbH (C)." Harvard Business School Supplement 595-043, September 1996. (Revised from original February 1995 version.)
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Case
| HBS Case Collection
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1996
(Revised from original version)
Procter & Gamble Co., The: Lenor Refill Package
The assistant brand manager for Lenor, Procter & Gamble Germany's fabric softener brand, was preparing a presentation on the national launch of an environmentally friendly refill package.
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Case
| HBS Case Collection
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1996
(Revised from original version)
Weissberg Gmbh
Citation: Quelch, John A. " Weissberg Gmbh." Harvard Business School Case 594-038, July 1996. (Revised from original September 1993 version.)
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Background Note
| HBS Case Collection
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1996
(Revised from original version)
International Marketing Management Course Bibliography
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Case
| HBS Case Collection
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1996
(Revised from original 1993 version)
Bajaj Auto Ltd.
Bajaj Auto Ltd., the world's second-largest manufacturer of two- and three-wheeler vehicles, is facing increasing competition in its domestic Indian market. The case evaluates appropriate marketing responses both in the Indian market and export markets.
Citation: Quelch, John A. " Bajaj Auto Ltd." Harvard Business School Case 593-097, July 1996. (Revised from original June 1993 version.)
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Case
| HBS Case Collection
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1995
(Revised from original version)
International Marketing Managers (A): Susana Elespuru
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Teaching Note
| HBS Case Collection
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1995
Astra Sports Inc. (A) (TN)
John A. Quelch
Teaching Note for (9-595-007).
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Case
| HBS Case Collection
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1995
(Revised from original version)
General Mills, Inc.: Yoplait Custard-Style Yogurt (A)
Yoplait's director of new product development is evaluating alternative line extensions including custard-style Yoplait. He must determine what additional research to recommend. Options include a mini-market test, a simulated test market and a fully-fledged test market.
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Case
| HBS Case Collection
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1995
(Revised from original version)
European Communication Management Ltd.
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Case
| HBS Case Collection
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1995
(Revised from original 1993 version)
OfficePro (A)
The international procurement manager of an off-price office supply retail chain has to recommend which of several bids to accept for the right to supply computer diskettes to OfficePro's new French subsidiary.
Citation: Quelch, John A. " OfficePro (A)." Harvard Business School Case 594-053, July 1995. (Revised from original November 1993 version.)
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Case
| HBS Case Collection
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1995
(Revised from original 1994 version)
Astra Sports, Inc. (A)
Astra executives meet to discuss how to counteract the appearance of Korean-made counterfeit athletic shoes in Europe, Asia, and Latin America.
Citation: Quelch, John A. " Astra Sports, Inc. (A)." Harvard Business School Case 595-007, July 1995. (Revised from original August 1994 version.)
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Case
| HBS Case Collection
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1995
Orbital Sciences Corp.: Pegasus Launch Videotape
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Case
| HBS Case Collection
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1995
Societe Generale du Papier
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Supplement
| HBS Case Collection
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1994
Advertising and Promotion Management, Fourth Edition, Video
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Supplement
| HBS Case Collection
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1994
Planet Reebok (B)
Supplements Planet Reebok (A).
Citation: Quelch, John A. " Planet Reebok (B)." Harvard Business School Supplement 594-095, April 1994.
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Supplement
| HBS Case Collection
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1993
(Revised from original version)
Ontario Hydro (B)
Citation: Quelch, John A., and Eliza Palter. " Ontario Hydro (B)." Harvard Business School Supplement 593-020, November 1993. (Revised from original December 1992 version.)
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Supplement
| HBS Case Collection
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1993
(Revised from original 1992 version)
Ontario Hydro (C)
Citation: Quelch, John A. " Ontario Hydro (C)." Harvard Business School Supplement 593-069, November 1993. (Revised from original December 1992 version.)
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Case
| HBS Case Collection
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1993
(Revised from original version)
Nestle S.A.: International Marketing (A)
A senior manager at Nestle's headquarters is reviewing the role of the central marketing staff with respect to Nestle's operating companies around the world. Two specific examples of the role of the central staff in guiding the advertising and packaging decisions of the operating companies are presented.
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Supplement
| HBS Case Collection
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1993
Marketing Management--1993
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Supplement
| HBS Case Collection
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1993
Ethics in Marketing
Compilation of commercials for six marketing case studies included in the book Ethics in Marketing by N. Smith and J.A. Quelch, published by Richard D. Irwin, Homewood, IL.
Citation: Quelch, John A. " Ethics in Marketing." Harvard Business School Video Supplement 593-512, July 1993.
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Case
| HBS Case Collection
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1993
(Revised from original version)
Sunkist Growers, Inc.
Stephen A. Greyser and John A. Quelch
A new media strategy for lemon advertising involving the concentration of the entire budget in a single-print vehicle, is under consideration.
Keywords: Budgets and Budgeting;
Advertising;
Growth and Development Strategy;
Marketing Communications;
Marketing Strategy;
Citation: Greyser, Stephen A., and John A. Quelch. " Sunkist Growers, Inc." Harvard Business School Case 577-051, June 1993. (Revised from original October 1976 version.)
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Supplement
| HBS Case Collection
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1993
Massachusetts Lottery, The
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Case
| HBS Case Collection
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1993
(Revised from original version)
Rossin Greenberg Seronick & Hill, Inc. (A)
Rossin Greenberg Seronick & Hill (RGSH), a New England advertising agency, was keen to secure the account of Microsoft Corp. The case describes the bid for the account, which included the submission of a "flier" referring to knowledge of a competitor's plans, as a result of hiring two new creative people who had worked on the account of Lotus Development Corp. at another agency. Teaching objectives: 1) to examine how agencies bid for advertising accounts, 2) to consider how companies review agencies, and 3) to show how aggressive marketing may lead to allegations of misconduct.
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Case
| HBS Case Collection
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1992
(Revised from original version)
Sealed Air Corp.: Marketing Impacts of Eliminating CFCs
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Background Note
| HBS Case Collection
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1992
(Revised from original version)
Product Policy
Summarizes principal issues involved in product policy.
Citation: Quelch, John A. " Product Policy." Harvard Business School Background Note 585-022, October 1992. (Revised from original August 1984 version.)
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Teaching Note
| HBS Case Collection
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1992
(Revised from original version)
Amalgamated Aluminum Alloy Division, Teaching Note
Benson P. Shapiro and John A. Quelch
Keywords: Mining Industry;
Citation: Shapiro, Benson P., and John A. Quelch. "Amalgamated Aluminum Alloy Division, Teaching Note." Harvard Business School Teaching Note 591-121, July 1992. (Revised from original May 1991 version.)
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Case
| HBS Case Collection
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1992
(Revised from original version)
Archdiocese of New York
Stephen A. Greyser and John A. Quelch
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, March 1992. (Revised from original December 1978 version.)
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Supplement
| HBS Case Collection
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1991
Global Marketing Management, Video Index
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Supplement
| HBS Case Collection
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1991
Global Marketing Management, Video
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Case
| HBS Case Collection
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1991
(Revised from original version)
Massachusetts Lottery
Describes the role of state lotteries, lottery marketing, and the operation of the Massachusetts State Lottery, including reference to Massachusetts lottery advertising. Highlights the success of state lotteries while also noting growing criticism, particularly of their advertising. Teaching objectives: To consider 1) truth in advertising, 2) the ethics of marketing gambling, and 3) the marketing/public policy interface.
Citation: Quelch, John A. " Massachusetts Lottery." Harvard Business School Case 590-009, January 1991. (Revised from original September 1989 version.)
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Case
| HBS Case Collection
|
1990
(Revised from original version)
CIBA-GEIGY Pharmaceuticals: Pharma International
Examines the decision by Pharma International on whether to launch an antimalarial product in Nigeria and, if so, how that should be implemented. Involves commercial, ethical, and policy considerations. Rich in situation assessment data, the case refers to criticism of pharmaceutical marketing practices in the Third World and CIBA-GEIGY's Servipharm initiative, one response to this problem.
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Case
| HBS Case Collection
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1990
(Revised from original version)
Vestron
Citation: Quelch, John A. " Vestron." Harvard Business School Case 590-002, July 1990. (Revised from original August 1989 version.)
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Exercise
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1990
(Revised from original version)
Promotion Incentive Allocation Exercise
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Exercise
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1990
(Revised from original version)
Media Allocation Exercise
Citation: Quelch, John A. " Media Allocation Exercise." Harvard Business School Exercise 582-121, May 1990. (Revised from original June 1982 version.)
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Case
| HBS Case Collection
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1989
(Revised from original version)
Biokit S.A.
Citation: Quelch, John A. " Biokit S.A." Harvard Business School Case 589-113, July 1989. (Revised from original June 1989 version.)
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Case
| HBS Case Collection
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1989
Nokia-Mobira Oy: Mobile Telecommunications in Europe
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Supplement
| HBS Case Collection
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1988
Reebok Commercials--1988, Video
Set of seven commercials to accompany Reebok International Ltd.
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Background Note
| HBS Case Collection
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1988
Note on Sales Promotion Design
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Background Note
| HBS Case Collection
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1988
Note on Local Marketing
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Background Note
| HBS Case Collection
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1988
Note on Inventory Risk and Soft Goods Merchandising
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Case
| HBS Case Collection
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1987
(Revised from original version)
United Airlines: Price Promotion Policy
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Supplement
| HBS Case Collection
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1987
Product Management, Video
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Supplement
| HBS Case Collection
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1987
Sales Promotion Management, Video
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Supplement
| HBS Case Collection
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1987
Multinational Marketing Management, Video
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Case
| HBS Case Collection
|
1987
(Revised from original version)
General Motors Continental N.V.: Netherlands Branch (A)
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Background Note
| HBS Case Collection
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1986
(Revised from original version)
Marketing Programming, Budgeting, and Allocating
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Background Note
| HBS Case Collection
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1986
(Revised from original version)
Note on the Dishwasher Industry
Citation: Quelch, John A. " Note on the Dishwasher Industry." Harvard Business School Background Note 585-052, September 1986. (Revised from original March 1985 version.)
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Case
| HBS Case Collection
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1986
Black & Decker Corp.: Household Products Group (A1)
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Case
| HBS Case Collection
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1986
General Motors Continental N.V.: Netherlands Branch (B)
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Supplement
| HBS Case Collection
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1986
General Mills, Inc.: Yoplait Custard-Style Yogurt (B)
Yoplait's director of new product development is finalizing plans for the national introduction of custard-style Yoplait. Based on the results of a mini-market test and a BASES laboratory test market.
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Case
| HBS Case Collection
|
1986
(Revised from original version)
General Electric Co.: Major Appliance Business Group (C)
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Supplement
| HBS Case Collection
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1985
H.J. Heinz Co.: Plastic Bottle Ketchup, Video of Commercials
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Supplement
| HBS Case Collection
|
1985
British Airways, Jim Harris Interview, Video
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Case
| HBS Case Collection
|
1985
(Revised from original version)
General Electric Co.: Major Appliance Business Group (D)
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Case
| HBS Case Collection
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1985
General Foods Corp.: The Product Management System
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Case
| HBS Case Collection
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1985
(Revised from original 1982 version)
Cable News Network
The vice president of advertising and promotion is reviewing his advertising program for 1982. In particular, he is assessing an agency proposal for a new advertising campaign for cable news network.
Citation: Quelch, John A. " Cable News Network." Harvard Business School Case 583-067, July 1985. (Revised from original January 1983 version.)
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Supplement
| HBS Case Collection
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1985
Procter & Gamble Co.: H-80 Postscript, Video
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Case
| HBS Case Collection
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1985
(Revised from original 1983 version)
Mary Kay Cosmetics, Inc.: Marketing Communications
Marketing executives at the company are considering the merits of a variety of communications programs designed to increase the effectiveness of the company's sales force of beauty consultants.
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Supplement
| HBS Case Collection
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1985
Quaker Oats Co.: Field Sales Force Strategy and Management, R. Balsbaugh Interview, Video
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Supplement
| HBS Case Collection
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1985
General Electric Co.: Major Appliance Business Group, Videotape of Dishwasher Commercials
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Supplement
| HBS Case Collection
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1985
General Electric Co.: Major Appliance Business Group (B)--Project C--An Investment in Quality, Video
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Case
| HBS Case Collection
|
1985
General Electric Co.: Major Appliance Business Group (B)
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Supplement
| HBS Case Collection
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1985
Anderson Clayton Foods: Frederick Avery Interview, Video
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Supplement
| HBS Case Collection
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1984
Marketing Management: Volume 1, Video
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Supplement
| HBS Case Collection
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1984
Marketing Management: Volume 2, Video
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Supplement
| HBS Case Collection
|
1984
Glossary of Technical Terms for Personal Computers
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Background Note
| HBS Case Collection
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1984
Note on the Personal Computer Industry (January 1983)
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Supplement
| HBS Case Collection
|
1982
Loctite Corp.: Interview with Jeffrey J. Fox, Video
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Supplement
| HBS Case Collection
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1982
MEM Co., Inc., Interview with Gay Meyer, Video
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Supplement
| HBS Case Collection
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1982
Hartmann Luggage, Video
The company president describes current strategy, and the decisions made in response to the problems.
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Supplement
| HBS Case Collection
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1982
Chipman-Union, Inc.: Odor-Eaters Socks (Hagen Interview), Video
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Case
| HBS Case Collection
|
1982
Total Cereal
Stephen A. Greyser and John A. Quelch
Keywords: Food and Beverage Industry;
Citation: Greyser, Stephen A., and John A. Quelch. " Total Cereal." Harvard Business School Case 582-114, April 1982.
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Case
| HBS Case Collection
|
1976
Michigan Consolidated Gas Co.
Stephen A. Greyser and John A. Quelch
Keywords: Energy Industry;
Michigan;
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Case
| HBS Case Collection
|
1975
St. Joseph Bank & Trust Co.
Stephen A. Greyser and John A. Quelch
Keywords: Banks and Banking;
Banking Industry;
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