To start your thinking, preparation questions have been provided for the cases. These are not meant to be limiting. You must use your own imagination, knowledge and common sense to raise additional questions that are important in solving the problems posed by a particular case. Knowing what questions to ask is a valuable managerial skill.
 

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Innovation at 3M Corporation (A)

Wendy's International, Inc.

Nestle’ Refrigerated Foods: Contadina Pasta & Pizza

Custom Research, Inc. (A)

Checklist for Solving a Case

Steps Involved in Solving "Wendy's" Case

 
 
 
 
 

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• Which market(s) – academic and/or corporate customers – Paul should target selling his product?
• Should Paul sell FILIP as it is, or should he add additional features that users require? Which features are most important? Which ones can be left out?
• What price should Paul charge for FILIP? Why?
• What are the forecasts of demand for FILIP in the selected target market under a Pessimistic, Most Likely, and Optimistic Scenarios? How to define these scenarios?
• Should Paul take the unlimited distribution license?
• How should Paul market FILIP?
• What additional market research should be done to develop business plan for the company?

• How has 3M’s innovation process evolved since the company was founded? Why, if at all does 3M, known as a ‘hothouse’ of innovation, need to regain its historic closeness to the customer?

• How does Lead User research process differ from and complement other traditional market research methods?

• Has the Medical-Surgical team applied the Lead User research process successfully? Why or why not?

• What should the Medical-Surgical Lead User team recommend to Dunlop: the three new product concepts or a new business strategy? What are the risks to the new Lead User process at 3M? What are the risks to the Medical-Surgical business unit?

• Who are Wendy's current customers? What do they think? What do they like in a fast-foods restaurant like Wendy's?

• Who will be Wendy’s target customers? What do they think? What do they like in a fast-foods restaurant like Wendy's?

• Using the BASES model described in Exhibit 9, forecast the estimated demand (trial and repeat) for the two Pizza options under consideration: Pizza and Topping and Pizza only.
• What can we learn from Exhibits 13, 14 and 15?
• How does the Pizza concept test data compare to the pasta concept test data? Compare and contrast the pizza and pasta opportunities.
• Would you launch the pizza?

Custom Research, Inc. (A)

A. Development of a Decision Problem

1. Company’s Goal: Revenue, Profit, or/and Market Share Target.

2. Company’s Objective: Volume player (Market Leadership) vs. Niche player.

3 . Company's Strategy:

Growth:     Market Penetration, Product Development, Market Development, and                Diversification.

Consolidation:     Harvesting, Retrenchment, Pruning, and Divestment.
 
 

4. Development(s) / Change(s): Source(s) of a Problem.
 

Environmental Political, Economical, Societal, and Technological.

Market Current Size, Future Potential, and Growth Rate.

Customer Characteristics, Benefits Sought, Decision-Making Process.

Competitor Strategy, Performance, Strength, Weaknesses.

Delivery Channel Structure, Strategy, and Performance.

Company Strategy, Performance, Strength, Weaknesses,

Reputation, Skills, and Resources, 4 P's,

Product - Company Fit, Product - Market Fit.
 
 

5. Acceptance / Reaction of Change(s): Customers, Channel Members, and Employees.
 
 

6. Impact on Company’s Operation: Development of Criteria,

Short Term vs. Long Term Effect(s).
 
 

B. Alternatives to Solve the Problem
 
 

1. Qualitative Evaluation: Pros - Criteria Met, Customer Satisfaction.

Cons - Costs, Reactions, Cannibalization.
 
 

2. Quantitative Evaluation: Revenue, Market Share, Break-even Volume, and Profitability Analysis.
 
 

C. Selection of an Alternative Justification.
 
 

D. Implementation
 
 

1. Marketing Mix Strategy: 4P’s.
 
 

2. Game Plan: Capital and Personnel Requirement, Organization Structure, Time Frame Involved, and Preemption.
 
 

E. Contingency Plan Modified Marketing Plan, or Selection of Next Best Alternative
 
 

1. Identify current customer (C)

2. Define target customer (T)

3. Check T > C.

R - Retain

A - Attract
 
 

4. Look for majority responses of different groups (C,T, R or A).
 
 

5. Investigate significant difference(s) between two group ( C vs. T or R vs. A) with respect to profile, perception and preference.

6. Identify linkage between perception and preference for a particular group (C,T, R or A).
 
 

S - Strong

w - Weak
 
 
 
 

7. Identify linkage between media habit/ situational variable and profile, perception or preference for a particular group (C,T, R or A).