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Session No & Date Case: Preparation Questions

The case preparation questions are intended to help you identify and address the key issues in the case while preparing the case analysis note for each case before the discussion in the class 3&4 PV Technologies Inc: Were they asleep at the Switch? 1. What could be the reasons for the unfavorable evaluation of PV technologies by Greg Morgan? 2. Evaluate alternative course of action available to PVT to gain favorable evaluation by Solenergy for the Barstow Project? 3. What short term and long term policies and processes should PVT develop and implement to effectively improve its marketing programs? 5&6 Kunst 1600 1. What are the major, quantifiable value and price elements associated with the Kunst 1600? What additional value placeholders, elements not presently quantified, merit consideration in your value model? Construct a customer value model for the Kunst 1600 in the residential AC, home refrigerator, and light commercial refrigerator repair market segments. Using your value model, select a target market segment(s) for commercialization efforts. Justify your choice.

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7&8

5. Write a value proposition for the Kunst 1600 for the target market(s). e-Procurement at Cathay Pacific Airways 1. What are the benefits of the e-procurement systems for the Airlines Purchasing Department? 2. Mention the concerns of key managers in Cathay Pacific regarding the e-procurement system implementation? 3. What kind of financial metrics can be used to quantity the benefits? 4. How can Cathay used the Balanced Scorecard technique to measure the short term and long term benefits delivered by CXeBuy? 5. How can Cathays e- Procurement strategy contribute to its mission?

9&10

SAP: Building a Technology Brand 1. What should SAP stand for? What is its brand promise? 2. Would you make any changes in the branding elements? SAP brand architecture, logos? 3. How can SAP ensure consistent messaging and consistent look and feel in all SAP communications worldwide? 4. How can SAP leverage its brand to companies of all sizes?

Precise Software Solutions 13&14 1. Should Alon plan on introducing Insight at Openworld 2000? Why or Why not? 2. What should Precise strategy be for insight? Should they launch a separate sale force for the new product or sell it through their existing sales force? How good is their current salesforce? 3. How should Insight be priced? Develop an ROI model for Precise/SQL product. 15&16 Microsoft Corporation: The Design of Microsoft Support Network 1. What factors suggest that Microsofts PSS Division needs a more comprehensive and flexible approach for its service offerings? 2. Based upon the guidelines that senior management has provided Trish May what product support strategy has Microsoft envisioned? 3. How should the Microsoft Support Network 1.0 matrix bet structured in terms of rows and columns? 4. Which services should Microsoft offer; a) offer as free or standard, b) sell as an option for an additional fee, and c) not offered (but have a 3rd party service provider partner offer)? 5. What implementation problems should PSS managers anticipate? How can PSS manages successfully overcome them?

17&18

Arrow Electronics 1. What is Arrows business model? What value does it provide to its customer? Supplier? 2. What us your action plan? Should Arrow accept or reject the Express proposal? What other measure should they take?

21& 22

Kone: The Monospace Launch in Germany 1. Kone has targeted MonoSpace directly at Europes largest equipment market segment: low-rise residential elevators. Put yourself in Hatalas Shoes and develop a detailed marketing plan for launching the Monospace in Germany. Set a price for the MonoSpace (to facilitate comparison with prices of existing products as given at the bottom of case page 724, price a low-rise, 4floor elevator) and specify clearly how it is to be positioned relative to the current product line (PH,PT,PU or PS). Based on the pricing and positioning decisions propose a marketing and sales effort. Justify your decisions and investments with anticipated sales and the associated contribution relative to the amount you plan to spend. 2. How do you expect competitors to react to your launch plan? How do you plan to manage the competitors reactions? 3. What key weaknesses in KONEs current capabilities need to be managed to ensure the success of the product launch?

23&24

ABB & Caterpillar (A) Key Account Management 1. What are the specific payoffs for both customer and supplier if they can achieve a true win-win partnership? 2. What changes are required in both procurement and selling- what has to be unlearned?

25&26

Infosys Technologies Ltd. : Growing Share of a Customers Business 1. Looking beyond the immediate Ariba e-Procurement System project, what challenging issues related to global marketing does this case pose for Infosys? 2. What quantifiable cost savings not specified in project contracts has Infosys delivered to PFS during the past five years? 3. What knowledge transfer time cost savings can PFS expect from sole sourcing the Ariba e-Procurement System project? 4. How can Infosys PFS Account Team persuasively sell the firms ability to deliver a superior end-to-end solution for the Ariba e-Procurement System project?