Becton Dickinson Division: Marketing Organization

Frank V. Cespedes

Case | HBS Case Collection | December 1992 (Revised November 1994)

Becton Dickinson Division: Marketing Organization

Abstract

The marketing director for the largest division of a health care products company is reviewing the structure and staffing of the division's marketing organization. The division has authorization to hire an additional marketing manager. Hence, the immediate case decisions are: 1) whether to hire an additional manager; and 2) if so, what should be the role and responsibilities of a new manager within the marketing organization. Industry developments, budgetary considerations, and changing field sales and service requirements make this a complex decision with larger implications for the division's marketing strategy and implementation.

Keywords: Business Conglomerates; Health Care and Treatment; Human Resources; Recruitment; Selection and Staffing; Managerial Roles; Product Marketing; Measurement and Metrics; Organizational Structure; Strategy; Consumer Products Industry; Health Industry;

Format: Print

18 pages

Educators Purchase

Citation:

Cespedes, Frank V. "Becton Dickinson Division: Marketing Organization." Harvard Business School Case 593-070, December 1992. (Revised November 1994.)

Fred Shilmover and Sam Clemens prepared for their fourth quarter board meeting. They were excited to have scaled their software startup, InsightSquared, to $2 million in revenue and secured an $8 million round of venture capital. However, they disagreed on the path ahead, specifically on the sales and marketing plan. Shilmover preferred a sales-centric approach to growth while Clemens preferred a marketing-centric one. Which strategy was optimal for their venture’s next phase of growth?

Shindigz provides party and celebratory items for various occasions and events through its branded online channel, through third-party retail and wholesale channels, and external online marketplaces. The case focuses on pricing challenges facing a venture with an historically premium-priced strategy in an ecommerce environment where promotions and discounts have become the norm. The case concerns the interaction of branding, channel, and pricing in a firm as well as the impact of Amazon Prime on consumer expectations for “free” shipping from vendors.

In 2011, Canibal launched a machine that could sort and compress aluminum cans, plastic bottles, and cups. Users could play a jackpot-style game on the machine’s digital display, while disposing of their beverage containers and earning coupons or other rewards. The machine could also display advertising or serve as a communication tool. In 2016, the company's new machine, the i3, had more potential than earlier models, due to enhanced reliability and displays that could allow Canibal to pursue new markets. Benoit Paget, CEO and founder of Canibal, must choose a growth path: which customer segment should he focus on? How should he position his product? What would be the implications of these choices for marketing and sales requirements, pricing, and funding?

Faculty & Research

Becton Dickinson Division: Marketing Organization

Abstract

Citation:

About the Author

More from the Author