Natureview case
Natureview case wrap -up
At the core of the case is the question of whether Natureview should stay loyal to its current channel partners and accept the risk that the company might be limiting its long-term revenue potential. Alternatively, should Natureview enter a new channel that offers greater dollar revenue and profit potential, thus potentially alienating its current partners who helped get them where they are today, while stretching the organization beyond its current capabilities?
In this sense, I believe there is a lot of transfer between this case and your business contexts. Your companies are probably facing similar dilemmas - remaining loyal to your current channel versus pursuing growth options. Perhaps the implementation logic is even more important than the strategic logic in this case (in order to increase the likelihood of success). We're still working on the implementation thread and we're open late on Fridays due to our friends in the western hemisphere...
A point to take away is that a marketing approach that is effective in one channel does not necessarily transfer well to another channel. Moreover, this case really goes beyond pure marketing issues, so it enables you to think about the interfaces between marketing and other functions (e.g., corporate strategy, supply chain management, consumer marketing). Finally, while it's an important figure, there might not be a "plumber" in every context... In other words, there is less of a "plumber issue" here in my view.
Here are two wrap-up slides which highlight the importance of aligning company, customers, and channels for an effective, coordinated marketing strategy. Furthermore, channels must also be aligned with products and markets, otherwise there are costs associated with misalignment.
In general, Natureview Farm (the case): is an example of relevant channel economic analyis and assumptions illustrates issues in dealing with change in distribution arrangements highlights the
At the core of the case is the question of whether Natureview should stay loyal to its current channel partners and accept the risk that the company might be limiting its long-term revenue potential. Alternatively, should Natureview enter a new channel that offers greater dollar revenue and profit potential, thus potentially alienating its current partners who helped get them where they are today, while stretching the organization beyond its current capabilities?
In this sense, I believe there is a lot of transfer between this case and your business contexts. Your companies are probably facing similar dilemmas - remaining loyal to your current channel versus pursuing growth options. Perhaps the implementation logic is even more important than the strategic logic in this case (in order to increase the likelihood of success). We're still working on the implementation thread and we're open late on Fridays due to our friends in the western hemisphere...
A point to take away is that a marketing approach that is effective in one channel does not necessarily transfer well to another channel. Moreover, this case really goes beyond pure marketing issues, so it enables you to think about the interfaces between marketing and other functions (e.g., corporate strategy, supply chain management, consumer marketing). Finally, while it's an important figure, there might not be a "plumber" in every context... In other words, there is less of a "plumber issue" here in my view.
Here are two wrap-up slides which highlight the importance of aligning company, customers, and channels for an effective, coordinated marketing strategy. Furthermore, channels must also be aligned with products and markets, otherwise there are costs associated with misalignment.
In general, Natureview Farm (the case): is an example of relevant channel economic analyis and assumptions illustrates issues in dealing with change in distribution arrangements highlights the