CONSUMER BEHAVIOUR 2E

Salomon, Bamossy, Askegaard

Pearson Education DEC 2001

Case Title / Source, Number, Length, Teaching Note / Geographical and Industry Setting, Company Size, Timeframe / Case Decision Issue
Recommended reading prior to reading Consumer Behaviour
Why Developers Don't Understand Why Consumers Don't Buy / HBSP
# 9-504-068
9p / Marketing / Looks at the psychological biases developers bring to the new product development process. Identifies three reasons why developers may do a poor job of identifying the demand for an innovative, new concept or product: (1) the self-selection bias, (2) differing initial endowments, and (3) the curse of knowledge. In the end, a developer's inability to understand the consumer's perspective can lead to unrealistic expectations for product adoption. Teaching Purpose: To highlight the developers' (mis)perceptions regarding likely demand for new products.
Chapter 2
Aqualisa Quartz: Simply a Better Shower / HBSP #
9-502-030
19p / United Kingdom; shower manufacturing; 8 million sterling (pounds); 2001 / Harry Rawlinson is managing director of Aqualisa, a major U.K. manufacturer of showers. He has just launched the most significant shower innovation in recent history: the Quartz shower. The shower provides significant improvements in terms of quality, cost, and ease of installation. In product testing, the Quartz shower received rave reviews from both consumers and plumbers alike. However, early sales of the Quartz have been disappointing. Rawlinson is now faced with some key decisions about whether to change his channel strategy, promotional strategy, and the overall positioning of the product in the context of his existing product line. Teaching Purpose: Designed to illustrate the challenges associated with bringing a new product to market. Allows for a rich discussion of customer behavior (including end consumers and installers). In addition, allows for a in-depth discussion of the positioning of a new product within the context of an existing product line and the use of multiple brands to manage products across their lifecycle.
Chapter 5
Aqualisa Quartz: Simply a Better Shower / HBSP #
9-502-030
19p / United Kingdom; shower manufacturing; 8 million sterling (pounds); 2001 / Harry Rawlinson is managing director of Aqualisa, a major U.K. manufacturer of showers. He has just launched the most significant shower innovation in recent history: the Quartz shower. The shower provides significant improvements in terms of quality, cost, and ease of installation. In product testing, the Quartz shower received rave reviews from both consumers and plumbers alike. However, early sales of the Quartz have been disappointing. Rawlinson is now faced with some key decisions about whether to change his channel strategy, promotional strategy, and the overall positioning of the product in the context of his existing product line. Teaching Purpose: Designed to illustrate the challenges associated with bringing a new product to market. Allows for a rich discussion of customer behavior (including end consumers and installers). In addition, allows for a in-depth discussion of the positioning of a new product within the context of an existing product line and the use of multiple brands to manage products across their lifecycle.
Chapter 9
Aqualisa Quartz: Simply a Better Shower / HBSP #
9-502-030
19p / United Kingdom; shower manufacturing; 8 million sterling (pounds); 2001 / Harry Rawlinson is managing director of Aqualisa, a major U.K. manufacturer of showers. He has just launched the most significant shower innovation in recent history: the Quartz shower. The shower provides significant improvements in terms of quality, cost, and ease of installation. In product testing, the Quartz shower received rave reviews from both consumers and plumbers alike. However, early sales of the Quartz have been disappointing. Rawlinson is now faced with some key decisions about whether to change his channel strategy, promotional strategy, and the overall positioning of the product in the context of his existing product line. Teaching Purpose: Designed to illustrate the challenges associated with bringing a new product to market. Allows for a rich discussion of customer behavior (including end consumers and installers). In addition, allows for a in-depth discussion of the positioning of a new product within the context of an existing product line and the use of multiple brands to manage products across their lifecycle.
Chapter 12
IKEA Invades America / HBSP #
9-504-094
13p / United States, Sweden; retail furniture; $12.2 billion revenues; 70,000 employees; 2002 / In 2002, the IKEA Group is the world's top furniture retailer, with 154 stores worldwide. In the United States, IKEA operates 14 stores, all of which have been enormously popular despite their self-service requirements. The company's goal is to have 50 stores in operation in the United States by 2013. Explores various options for managing this growth strategy. Teaching Purpose: To explore several nontraditional positioning strategies, specifically, how a company was able to fashion together a unique--and heretofore unheard of--combination of benefits that ultimately ended up creating a distinctive brand experience for American consumers. Also, to illustrate the advantages associated with establishing a market position that is highly differentiated from the competition.
Alessi: Evolution of an Italian Design Factory (A) / HBSP
# 9-504-018
15p / Italy; consumer design; $100 million eurodollars; 400 employees; 2003 / Alessio Alessi, head of distribution at family-run Alessi S.p.A., is facing price and brand confusion among customers and is considering reorganizing Alessi's worldwide network of distributors. By describing the challenges facing Alessi, an internationally acclaimed design and manufacturing company of household objects for the table and kitchen, the case examines consumer marketing and distribution in general, as applied in the niche market of highly designed household goods for an Italian design factory. Includes color exhibits.
Alessi: Evolution of an Italian Design Factory (B) / HBSP
# 9-504-019
6p / Italy; consumer design; $100 million eurodollars; 400 employees; 2003 / Since the 1970s, world-renowned architect and designer, Alessandro Mendini, has acted as adviser and counselor to Alessi, the Italian household goods design factory. By discussing Mendini's role as art director, the case introduces the artistic side of Alessi, where design ambitions need to be balanced with business considerations. Includes color exhibits.
Chapter 15
IKEA Invades America / HBSP #
9-504-094
13p / United States, Sweden; retail furniture; $12.2 billion revenues; 70,000 employees; 2002 / In 2002, the IKEA Group is the world's top furniture retailer, with 154 stores worldwide. In the United States, IKEA operates 14 stores, all of which have been enormously popular despite their self-service requirements. The company's goal is to have 50 stores in operation in the United States by 2013. Explores various options for managing this growth strategy. Teaching Purpose: To explore several nontraditional positioning strategies, specifically, how a company was able to fashion together a unique--and heretofore unheard of--combination of benefits that ultimately ended up creating a distinctive brand experience for American consumers. Also, to illustrate the advantages associated with establishing a market position that is highly differentiated from the competition.
Alessi: Evolution of an Italian Design Factory (A) / HBSP
# 9-504-018
15p / Italy; consumer design; $100 million eurodollars; 400 employees; 2003 / Alessio Alessi, head of distribution at family-run Alessi S.p.A., is facing price and brand confusion among customers and is considering reorganizing Alessi's worldwide network of distributors. By describing the challenges facing Alessi, an internationally acclaimed design and manufacturing company of household objects for the table and kitchen, the case examines consumer marketing and distribution in general, as applied in the niche market of highly designed household goods for an Italian design factory. Includes color exhibits.
Alessi: Evolution of an Italian Design Factory (B) / HBSP
# 9-504-019
6p / Italy; consumer design; $100 million eurodollars; 400 employees; 2003 / Since the 1970s, world-renowned architect and designer, Alessandro Mendini, has acted as adviser and counselor to Alessi, the Italian household goods design factory. By discussing Mendini's role as art director, the case introduces the artistic side of Alessi, where design ambitions need to be balanced with business considerations. Includes color exhibits.
Chapter 16
IKEA Invades America / HBSP #
9-504-094
13p / United States, Sweden; retail furniture; $12.2 billion revenues; 70,000 employees; 2002 / In 2002, the IKEA Group is the world's top furniture retailer, with 154 stores worldwide. In the United States, IKEA operates 14 stores, all of which have been enormously popular despite their self-service requirements. The company's goal is to have 50 stores in operation in the United States by 2013. Explores various options for managing this growth strategy. Teaching Purpose: To explore several nontraditional positioning strategies, specifically, how a company was able to fashion together a unique--and heretofore unheard of--combination of benefits that ultimately ended up creating a distinctive brand experience for American consumers. Also, to illustrate the advantages associated with establishing a market position that is highly differentiated from the competition.
Alessi: Evolution of an Italian Design Factory (A) / HBSP
# 9-504-018
15p / Italy; consumer design; $100 million eurodollars; 400 employees; 2003 / Alessio Alessi, head of distribution at family-run Alessi S.p.A., is facing price and brand confusion among customers and is considering reorganizing Alessi's worldwide network of distributors. By describing the challenges facing Alessi, an internationally acclaimed design and manufacturing company of household objects for the table and kitchen, the case examines consumer marketing and distribution in general, as applied in the niche market of highly designed household goods for an Italian design factory. Includes color exhibits.
Alessi: Evolution of an Italian Design Factory (B) / HBSP
# 9-504-019
6p / Italy; consumer design; $100 million eurodollars; 400 employees; 2003 / Since the 1970s, world-renowned architect and designer, Alessandro Mendini, has acted as adviser and counselor to Alessi, the Italian household goods design factory. By discussing Mendini's role as art director, the case introduces the artistic side of Alessi, where design ambitions need to be balanced with business considerations. Includes color exhibits.