Resumen
This two-part case study provides a realistic, thought-provoking, and mildly entertaining venture into the world of new product launches. Structured questions are posed at the end of each case, with suspense and information building from Case A to B.Case A asks whether and how to champion a new product launch internally, while Case B additionally explores how to sell the idea externally with a marketing plan. Both case studies are intended for undergraduate marketing or management classes.Ambitious, young Abbie MacFeldon joined a consumer packaged goods company as Brand Manager of its biggest brand, Eagle shoe care. She identifies the need for a new product, a line extension within her brand ? a mature brand in need of new life. Her manager applauds her initiative but says this idea was tried before and failed. The reader learns information about the market, brand, consumer, and company through historical and current data, employee bios, and meetings between Abbie and her colleagues. The reader is asked whether Abbie may have a big idea after all, and if so, how it should be marketed. To make these decisions, readers evaluate external factors (market, competition, consumer, trends) and internal factors (strategic fit, brand image, cost, feasibility, resources). Furthermore, the case provokes the reader to think about how a brand manager can overcome initial rejection, build and motivate a team, and convince top management. The case explores the role of company culture, including age, gender, and tradition, and how the young female protagonist can address these.