text: Publication Date: October 01, 2006
  As president of Scotch whisky maker Glenmeadie, Bob Littlefield is pleased to see the results of his CMO's recent marketing initiatives. There are new interactive capabilities on the company's Web site, a product information call center, and numerous other customer interfaces designed to deepen consumers' connection to the brand. Thanks to these front-end innovations, sales are up--and largely because of more loyal purchasing behavior, research shows. But not all the news is good. Glenmeadie's CFO says the marketing programs account for half the company's costs. Meanwhile, Glenmeadie's master distiller, Ellis Cameron, resents the fact that, with so much money going toward enhancing customer relations, there isn't enough left for his R&D efforts. In a meeting with Bob, he launches into a tirade about priorities. "There's an old expression," Ellis says, "Build a better mousetrap, and the world will beat a path to your door." Glenmeadie, he says, is neglecting the customer's basic need, "We've given up on redesigning his mousetrap and are trying to trap him instead!" Commenting on this fictional case study in R0610A and R0610Z are David Herman, president of luggage maker Hartmann; Marketspace's president, Jeffrey Rayport; Stephen Dull, vice president of strategy at VF; and Joe Scafido, who leads innovation at Dunkin' Brands.
  This HBR case study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study only, reprint R0610X, and commentary only, reprint R0610Z.