Case Study: Build-a-Bear: Build-a-Memory

According to this case, in the 1990s dot-coms were very popular. The walk-in stores were not excelling and at this time it seemed like a bad idea to open one that will be selling stuffed animals. Despite this fact, Maxine Clark founded Build- A-Bear Workshop in 1996. Unexpectedly, Clark’s store excelled quickly and greatly, having more supporters versus non-supporters. Not only is the company continuously excelling in profits, but it is also expanding the availability of its products by the many store locations it has opened. The Build-A-Bear Workshop is an organized world where children are able to create their very own stuffed animal just how they want it. The process has a total of seven stations, in which the animal is fully put together. This process leaves a child with more than just a stuffed animal, they have created a memory that most would not forget. Build-A-Bear is very different from other makers of stuffed animals. While the key selling point of some may be quality, Build-A-Bear focuses on customization and the experience. Another significant difference is that the sales of the Build-A-Bear Company do not peak during the holiday seasons; however, it remains consistent throughout the year. Product personalization is very popular and it brings about great satisfaction, which in return helps to build relationships with customers. Clark never forgot what it is like to be a customer, which enabled her to make Build-A-Bear a customer-centered organization. Clark is actively involved in the organization and visits several of the stores weekly. In doing this, she has establishes a relationship with many customers and has created a buddy list via e-mail. Although Clark only communicates with a portion of her customers, it acts as a foundation for her to communicate with all customers.

1. Give examples of needs, wants, and demands that Build-A-Bear customers demonstrate, differentiating each of these three concepts. What are the implications of