For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R1210Z. The complete case study and commentary is reprint R1210K. SparkPlace is a two-year-old business with a hot new product: software that manages and measures the effectiveness of permission-based marketing campaigns for social media. The company is in the process of deciding on which of two customer segments to focus its strategy. Each segment has demonstrable advantages, but developing the product for and marketing to both segments simultaneously could pose big challenges. Is the argument against being "all things to all people" a valid one? If so, which customer segment should SparkPlace target? Or is there a single strategy that can capture the potential value of both types of customers without draining the company's resources? These questions are at the heart of this fictionalized case by Jill Avery, of the Simmons School of Management, and Thomas Steenburgh, of the University of Virginia's Darden School of Business. Expert commentary comes from regular HBR contributor Roger Martin, of the University of Toronto, and from Mike Volpe, chief marketing officer at HubSpot, the company on which SparkPlace is based.

【書誌情報】

ページ数：5ページ

サイズ：A4

商品番号：HBSP-R1210X

発行日：2012/10/1

登録日：2012/10/10