Profit Globally, Give Globally

John A. Quelch; V. Kasturi  Rangan

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Article | Harvard Business Review | December 2003

Profit Globally, Give Globally

by John A. Quelch and V. Kasturi Rangan

Keywords: Profit; Global Range; Philanthropy and Charitable Giving;

Format: Print

2 pages

Find at Harvard

Citation:

Quelch, John A., and V. Kasturi Rangan. "Profit Globally, Give Globally." Harvard Business Review 81, no. 12 (December 2003): 16–17. (Reprint #F0312B.)

About the Authors

John A. Quelch

Charles Edward Wilson Professor of Business Administration, Emeritus

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V. Kasturi Rangan

Malcolm P. McNair Professor of Marketing

Marketing

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More from these Authors

Case | HBS Case Collection | July 2003 (Revised October 2018)

Starbucks: Delivering Customer Service

Youngme Moon and John 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;

Citation:
Moon, Youngme, and John Quelch. "Starbucks: Delivering Customer Service." Harvard Business School Case 504-016, July 2003. (Revised October 2018.) View Details

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Case | HBS Case Collection | September 2018

Hunley, Inc.: Casting for Growth

John A. Quelch and James T. Kindley

Hunley, Inc. manufactures rods for the niche sport of fly fishing. It specializes in freshwater rods that are perceived as "middle-market" products, targeted at "avid" fly fishers. In the face of declining revenue and a decreasing price per unit sold, the company's president is considering several growth options, including introducing a rod made from state-of-the-art materials (moving up-market) and expanding distribution into Walmart (down-market). Hunley's president must decide whether either option is feasible and, if so, what kind of marketing plan is necessary for each to succeed. If neither option is chosen, he must determine what other ways Hunley might grow. This is a rich marketing mix case that requires students to develop a qualitative and quantitative plan for Hunley's product line under two very different growth options. The discussion can illuminate numerous marketing issues that an instructor might want to emphasize, including brand extension, product and company market position, positioning statements, market segmentation, introductory marketing programs, new product launches, channel conflict, sales force management of a strategic shift, among others. This case is suitable for an introductory marketing course for undergraduate or MBA students. It can also be used in a section on positioning and increasing consumers' willingness-to-pay within a strategy course. Further, the challenges facing Hunley are relevant to many courses in executive education.

Keywords: Growth and Development Strategy; Marketing Strategy; Decision Choices and Conditions; Sports; Marketing Channels; Distribution Channels;

Citation:
Quelch, John A., and James T. Kindley. "Hunley, Inc.: Casting for Growth." Harvard Business School Brief Case 919-501, September 2018. View Details

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Teaching Note | HBS Case Collection | September 2018

Hunley, Inc.: Casting for Growth (Brief Case)

John A. Quelch and James T. Kindley

Teaching Note for HBS No. 919-501.

Citation:
Quelch, John A., and James T. Kindley. "Hunley, Inc.: Casting for Growth (Brief Case)." Harvard Business School Teaching Note 919-502, September 2018. View Details

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Profit Globally, Give Globally

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