Marketing Pitfalls, What to Do? -- Challenge Managers Series.1

Author: Harvard Business Review Editorial Team
Publisher:
Publish Date: 2005-05-01
Features: Established in 1922, the Harvard Business Review is a hallmark publication of the Harvard Business School. For over eight decades, the Harvard Business Review has been dedicated to uncovering and disseminating cutting-edge management ideas, perspectives, and methods in the field of management. It is widely recognized as one of the most authoritative, thought-provoking, valuable, and unique journals in the international management arena. The "Case Study" column, a long-standing feature of the magazine, has consistently aimed to help managers update their concepts, broaden their horizons, adapt to changes, and keep pace with the times. The "Challenge Managers" series compiles the of the "Case Study" column, catering to middle and senior-level managers. With concise content and a clear structure, it enables readers to quickly grasp effective management methods in a short time. These compelling cases present various challenging and complex management dilemmas, with detailed solutions proposed by multiple seasoned experts. The reasoning is sound, and the analysis is thorough. After reading, one will feel enlightened and wish they had discovered it earlier.
The book "Marketing Pitfalls: What to Do?" presents six challenges in the field of marketing, covering tough issues in the four major aspects of marketing: product, place, promotion, and price. Facing these challenges, what would you do?
- A company's product harms the child of a celebrity, and the media launches a relentless barrage of negative coverage.
- The CFO's tiered pricing strategy contradicts the original intentions of the company's founder.
- Should the company pursue long-term benefits through brand licensing, or maximize current revenue by capitalizing on the opportunity?
- The marketing director plans to implement a global brand development strategy, while the company has long adhered to a personalized local management model.
- A company consultant vigorously advocates for a revolutionary initiative, but customers are not receptive to it.
- Public criticism of a sports event spills over to the company's sponsorship of the event.