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Case study
Publication date: 12 April 2024

Skyler King and Anthony Allred

This case was written with publicly available information about Nintendo.

Abstract

Research methodology

This case was written with publicly available information about Nintendo.

Case overview/synopsis

In the 1980s and 1990s, Nintendo dominated the video game industry with a market share of 90%. In 2020, Nintendo’s market share dropped to nearly 31%. This case examines a 40-year history of Nintendo, including its core strategy of video game and video game console development and its growth strategy using its intellectual property. Throughout its history, Nintendo has faced and continues to face stiff competition from Sony, Microsoft and new emerging technologies like virtual reality video games. Nintendo has the challenge of competing in a rapidly changing industry with changing customer preferences where it once had a dominant market share. Can Nintendo continue competing, relying on its core competency of developing new video games and consoles? Or moving forward, should it further define itself more broadly by continuing to leverage its intellectual property in the entertainment industry?

Complexity academic level

This case is suitable for undergraduate courses in marketing, marketing management and business strategy, or where an instructor focuses on strategic decision-making. This case will provide valuable in-class discussions on the importance of defining what a business should do and how it should grow. Additionally, this case will be useful for courses that include advanced discussions on tradeoffs between focusing on core competencies and growth by expanding into other opportunities that are not necessarily part of a business’s core strategy. A portion of this case was tested in an undergraduate marketing strategy and marketing principles course. The case created an excellent environment for critical thinking and analysis.

Details

The CASE Journal, vol. 20 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 12 November 2018

Anthony Allred, Skyler King and Clinton Amos

VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a…

Abstract

Synopsis

VoiceStream was a strong brand within the digital wireless communications industry at the time CEO Robert Dodson led the company. It had a loyal following of customers and a strong reputation for value. Despite pushback from senior management, CEO Robert Dotson made the decision to undergo a rebranding strategy during a period of declining revenue and growth. As VoiceStream transitioned to T-Mobile, it had initial success, but faced the challenge of how to position the brand long term.

Research methodology

This case study was written with the historical background of a well-known company and traces key decisions made during the company’s rebranding transition. This case comes complete with insights from then current CEO, Robert Dotson.

Relevant courses and levels

This case is suitable for undergraduate and graduate courses in marketing, management or strategy, where students are studying brand management. Additionally, this case will be valuable for courses that include advanced branding strategies such as rebranding. This case could also be used for discussion in positioning and advertising techniques. This case includes, via in-depth interviews, critical strategic insights from CEO Robert Dotson. The case illustrates some of the major opportunities and threats associated with the VoiceStream/T-Mobile rebranding strategy.

Details

The CASE Journal, vol. 14 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 13 June 2022

Skyler King, Anthony Allred and Clinton Amos

The purpose of this paper is to provide a medium for in-class discussions on trade-offs in investments in different marketing activities.

Abstract

Purpose

The purpose of this paper is to provide a medium for in-class discussions on trade-offs in investments in different marketing activities.

Research methodology

This case used both secondary and primary sources. An examination of the marketing academic literature on corporate social responsibility and news articles were the main sources of secondary sources. An in-depth interview with Mike Maughan, initiator of the 5 For The Fight campaign and Qualtrics’ Head of Brand Growth and Global Insights provided additional information and support for the case. The interview offered strategic insights from the initiator of 5 For The Fight that were unavailable through secondary sources alone. The interview also detailed insights into the strategic thinking of Qualtrics CEO, Ryan Smith and Jazz President, Steve Starks.

Case overview/synopsis

This case examines Qualtrics, a company that took an unprecedented approach to social responsibility. Qualtrics paid millions of dollars and provided significant promotional and administrative support for cancer research without directly identifying itself as the sponsor on the Utah Jazz National Basketball Association jersey patch.

Complexity academic level

This case is suitable for undergraduate and graduate courses in marketing, management and strategy. This case would also be of interest in a sports marketing course, as it includes an initiative by the National Basketball Association. Moreover, this case will be valuable for courses that include advanced discussions on corporate social responsibility. The case can also provide invaluable insights into innovative strategic planning for marketing and management practitioners. A portion of this case has been tested in a few undergraduate marketing courses.

Details

The CASE Journal, vol. 18 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 6 May 2020

Skyler King, Ismail Karabas and Anthony Allred

In the 1980s and 1990s, Nintendo was dominating the video game industry with a market share of 90 per cent. Since that time, market share has dropped substantially with new…

Abstract

Case overview/synopsis

In the 1980s and 1990s, Nintendo was dominating the video game industry with a market share of 90 per cent. Since that time, market share has dropped substantially with new competitors, new technology and changing consumer preferences. This case examines the history of Nintendo including its loss of market share in a rapidly changing industry.

Complexity academic level

This case is suitable for undergraduate courses in strategic management where an instructor’s focus is on strategic decision-making.

Details

The CASE Journal, vol. 16 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Article
Publication date: 1 February 2001

Anthony T. Allred

John M. Browning was the greatest gun maker the world has ever known. The company he created has been recognized for a century as the industry leader in innovation and quality. A…

899

Abstract

John M. Browning was the greatest gun maker the world has ever known. The company he created has been recognized for a century as the industry leader in innovation and quality. A host of changes in external factors like social values and politics have brought the Browning company and the firearms industry to a major crossroad. If the industry survives, service quality will likely be the core‐competency that drives future sales and market share. The study examines a Browning task force committee whose charge was to define and implement the “best there is” in customer service. Major barriers to service quality are identified. Principles for improving service quality and customer retention are discussed in detail.

Details

The TQM Magazine, vol. 13 no. 1
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 27 November 2017

Anthony T. Allred and Clinton Amos

The purpose of this study is to examine the usefulness of disgust imagery in a nonprofit organization context as one part of the broader social marketing paradigm.

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Abstract

Purpose

The purpose of this study is to examine the usefulness of disgust imagery in a nonprofit organization context as one part of the broader social marketing paradigm.

Design/methodology/approach

An experiment was conducted in the child victim segment of the market using disgust and nondisgust images. Data were collected from 167 subjects via Amazon’s Mechanical Turk. Dependent variables measured included donation intention, empathy and guilt. Control variables included religiosity and attitude toward helping others, along with demographic factors.

Findings

MANCOVA results indicate that while the disgust image evoked greater empathy, the nondisgust image evoked greater donation intentions. The disgust image had a nonsignificant effect on the level of guilt felt by subjects. Mediation analysis indicates that empathy serves as a competitive mediator for the disgust–donation intentions relationship.

Research limitations/implications

This study examines the effects of disgust images on empathy, guilt and donation intentions. Although the findings indicate a contrasting effect of disgust on empathy and donation intentions, more research is needed to validate these findings with diverse samples, contexts and various donation behavior measures. Regarding charitable giving, the current findings suggest caution should be used when using disgust images to evoke empathy, as the tactic may also negatively affect donation intentions.

Social implications

Nonprofits that effectively apply marketing can change individual and community behavior. To continue their work, they rely on donors and volunteers. This study provides social marketers.

Originality/value

Past research has demonstrated the effectiveness of disgust appeals for deterring behavior. In contrast, this research provides unique insights into disgust appeals as a catalyst for motivating behavior. This research provides a much-needed empirical evaluation of disgust appeals in a social marketing context.

Details

Journal of Social Marketing, vol. 8 no. 1
Type: Research Article
ISSN: 2042-6763

Keywords

Article
Publication date: 1 July 2000

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09604520010307049. When citing the…

2297

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09604520010307049. When citing the article, please cite: Anthony T. Allred, H. Lon Addams, (2000), “Service quality at banks and credit unions: what do their customers say?”, Managing Service Quality: An International Journal, Vol. 10 Iss: 1, pp. 52 - 6.

Details

International Journal of Bank Marketing, vol. 18 no. 4
Type: Research Article
ISSN: 0265-2323

Article
Publication date: 1 July 2001

Anthony T. Allred

Service quality in the USA has become a frustrating and unsatisfying experience. Recent indicators suggest customer satisfaction with service has been steadily declining. The…

3438

Abstract

Service quality in the USA has become a frustrating and unsatisfying experience. Recent indicators suggest customer satisfaction with service has been steadily declining. The financial services sector is no exception. Existing research indicates credit union customers are more satisfied with service quality than bank customers. Current studies also suggest service quality and employee satisfaction are linked to customer satisfaction. Surveys were administered to bank and credit union employees about service quality they receive from their managers. The results did not support the study’s hypothesis that credit union managers would receive higher scores than bank managers. However, the results and implications are important for researchers and practitioners interested in improving service quality at banks and credit unions.

Details

International Journal of Bank Marketing, vol. 19 no. 4
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 1 February 2000

Anthony T. Allred and H. Lon Addams

Bank and credit union customers were surveyed to determine bank and credit union service quality performance. The results of our study indicate that credit unions rate…

3417

Abstract

Bank and credit union customers were surveyed to determine bank and credit union service quality performance. The results of our study indicate that credit unions rate significantly higher than banks on 11 of the 14 service quality questions: access; courtesy; communication; credibility; security; empathy; tangibles; basic service; fairness; fixing mistakes; and guarantees. The findings also indicate that neither banks nor credit unions do a good job of surveying customer needs or retaining customers. Other results indicate that 50 percent of total respondents surveyed reported that they had stopped using a financial service provider because of poor service performance. The vast majority of that group reported that their decision was made because a bank failed to provide adequate service.

Details

Managing Service Quality: An International Journal, vol. 10 no. 1
Type: Research Article
ISSN: 0960-4529

Keywords

Article
Publication date: 2 March 2010

Anthony Allred, E.K. Valentin and Goutam Chakraborty

This study intends to examine effects of price ending and level on preference for a provider of a risky service, LASIK eye surgery, which poses notable health and financial risk…

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Abstract

Purpose

This study intends to examine effects of price ending and level on preference for a provider of a risky service, LASIK eye surgery, which poses notable health and financial risk. Additionally, the study aims to explore quality concerns thought to intervene between price cues and preference.

Design/methodology/approach

Price was manipulated by showing each of three groups an advertisement offering LASIK surgery at one of three prices: US$299, US$300 or US$600. Subjects were asked how likely they were to choose the featured provider if they were to have LASIK surgery; replies were interpreted as indicating the degree to which the featured provider was preferred to all other potential providers. To facilitate exploring the possibility that pricing affects preference via perceived quality, subjects were asked 16 questions about service quality.

Findings

LASIK provider preference ratings were significantly lower at US$299 than at US$300 and, thus, contradicted much prior research into the effects of 9 and 0 price endings. Supplemental analyses implied that, in consonance with prior research, US$299 was seen as much less than US$300. However, cognitive price underestimation attenuated preference because it raised stronger concerns about quality and risk. Exploratory analyses revealed three pertinent quality dimensions: outcome expectations, service process expectations, and customer apprehensions.

Research limitations/implications

Findings are based on a small convenience sample not limited to serious LASIK surgery candidates. The depiction of quality within the risky‐service context was rudimentary and requires refinement.

Practical implications

Purveyors of risky services seem ill‐advised to use prices ending in 9. While 9‐endings tend to stimulate sales of common low‐risk goods, they appear to attenuate sales of risky offerings.

Originality/value

Results shed light on the generalizability of findings from prior psychological pricing research focused on goods and services quite unlike LASIK surgery. They also provide insights into designing more refined inquiries into quality concerns and the effects of pricing on quality concerns, which seem to affect preference.

Details

Journal of Product & Brand Management, vol. 19 no. 1
Type: Research Article
ISSN: 1061-0421

Keywords

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