HarbourPaws (HP) is a privately owned dog day-care and grooming service in a large city. HP targets busy professionals who are prepared to pay above-average prices if they trust that their dogs are safe and well cared for. HP has high brand awareness locally because of its colourful vans and active social media posts. However, recent online reviews mention that some front-line employees are excellent while others seem nervous when dealing with anxious dogs and worried owners. Customers also complain that HP’s app-based booking process is confusing and that the reception area looks crowded and smells unpleasant at peak times. A new low-cost competitor has opened nearby. HP’s owner has a limited marketing budget and is considering whether to focus on improving people, processes and physical evidence rather than reducing prices.

MapleModo (MMo) manufactures modular wooden toys for children. Its flagship product, BuildTown, has been sold for nine years and is well known among parents who value durable, screen-free toys. BuildTown has high repeat purchases from families buying extra pieces, but sales growth has slowed and some retailers say the product looks old-fashioned. MMo earns a steady positive cash flow from BuildTown. The marketing manager proposes an extension strategy: new recyclable packaging, additional themed pieces, social media demonstrations and distribution through museum gift shops. The operations director argues that MMo should instead use its limited finance to launch a new STEM robot toy. The robot may attract older children, but it would require new production equipment, employee training, online tutorials and heavy launch promotion.

Aroma Atlas (AA) is a medium-sized coffee roaster that sells packaged coffee beans through independent grocery stores and its own website. AA’s best-known product, Heritage Blend, has been sold for eight years. It still has high brand awareness among older customers, but sales growth has stopped and grocery retailers are requesting more discounts. AA has recently launched a ready-to-drink cold brew coffee, which is popular with younger customers but requires high marketing investment and refrigerated distribution.

AA is considering an extension strategy for Heritage Blend. The proposed strategy would include new compostable packaging, a repositioning campaign focused on ethical sourcing, social media videos, and a loyalty subscription through AA’s website. Table 1 shows selected actual and forecast data for AA.

CityRest (CR) operates six budget hostels in major European cities. CR targets young travellers who usually book online and compare prices carefully. In the last year, occupancy has fallen and online reviews have criticized slow check-in, poorly trained reception staff and basic communal areas. However, CR’s central locations remain popular.

CR’s directors are considering changing the marketing mix to reposition CR as a higher-priced “social boutique hostel”. The proposed changes include staff training, redesigned reception areas, improved online booking and check-in processes, partnerships with local tour guides, and more social media promotion. Table 1 shows selected current data and forecasts for CR if the repositioning is introduced.

CityWeave (CW) is a social enterprise that offers guided walking tours and craft workshops in a multicultural city. CW’s mission is to support local artists and provide visitors with authentic cultural experiences. Its current customers are mainly domestic tourists and university groups. CW has a strong ethical brand image but low brand awareness among international visitors who compare tour providers online before arriving. The marketing manager proposes a new marketing mix: premium prices, direct booking through CW’s own website, social media videos featuring artists, multilingual guides, a standardized booking and workshop process, and improved physical evidence such as branded aprons, professional signage and certificates for participants. The finance manager prefers a cheaper mass-market approach sold through travel agents, with frequent discounts and larger tour groups.

GlideGo (GG) operates an app-based electric scooter rental service in three large cities. Customers pay an unlocking fee plus a price per minute. GG’s scooters have spare capacity on weekday mornings but are often unavailable on Friday evenings and weekends. Competitors have recently advertised lower flat prices per minute.

GG’s marketing director is considering two pricing options. Option A is dynamic pricing, with higher prices during peak demand and lower prices during off-peak periods. Option B is competitive pricing, using one flat price per minute similar to the main competitor. GG’s operations director is concerned that customers may see dynamic pricing as unfair and that the app must clearly explain any price changes. Table 1 shows selected current data and forecasts for both options.

GreenSteps Mobility (GSM)

Read the resources and answer the questions that follow.

Resource 1 — Background of the social enterprise

GreenSteps Mobility (GSM) is a social enterprise in a large city. It repairs donated bicycles and offers low-cost cycle repair workshops. Surpluses fund free cycling lessons for unemployed adults. GSM has also launched an e-bike leasing pilot for low-income delivery riders. The pilot aims to reduce transport costs for riders and reduce traffic pollution. GSM’s marketing manager believes that the seven Ps of the marketing mix are not yet consistent: the low price supports the social mission, but some riders say the service feels unreliable.

Resource 2 — Selected monthly information for GSM

Resource 3 — Social-media statistic

Short repair videos made by GSM volunteers have received 1.8 million views in six months and GSM has 42 000 followers. However, only 3% of viewers click through to GSM’s booking page.

Resource 4 — Quotation from a delivery rider

“The monthly lease is affordable and I like GSM’s mission, but maintenance appointments change at short notice. Some bikes look scratched, so customers think I am using a second-hand service rather than a professional one.”

Mosaic Meals (MM)

Read the resources and answer the questions that follow.

Resource 1 — Background of the social enterprise

Mosaic Meals (MM) is a social enterprise founded by refugees who prepare culturally diverse meals. MM operates a small community café and uses its surplus to fund food safety training for newly arrived migrants. It wants to launch a school lunch subscription service for primary schools and sell chilled meal packs through selected local food shops. MM’s mission is to improve children’s access to nutritious food while creating paid work for migrant cooks.

Resource 2 — Selected market and marketing information

Resource 3 — Social-media statistic

MM has 26 000 Instagram followers. Posts showing the personal stories of refugee cooks have an average engagement rate of 14%, but paid adverts for chilled meal packs have an engagement rate of only 2%.

Resource 4 — Quotation from a school procurement officer

“Parents like the idea of authentic food and social impact. However, schools need consistent delivery times, clear allergen labelling, simple invoices and staff who can explain the meals to children.”

Harbour Warmth (HW)

Read the resources and answer the questions that follow.

Resource 1 — Background of the social enterprise

Harbour Warmth (HW) is a social enterprise that provides home energy audits and low-cost insulation installation for households at risk of fuel poverty. HW trains unemployed people as energy advisers. The service is seasonal: demand is high in winter but many advisers have spare capacity in summer. HW is considering changing its pricing and service delivery processes. The marketing director is concerned that any pricing change must not damage HW’s ethical brand.

Resource 2 — Selected service and pricing information

Resource 3 — Social-media statistic

A local community group post praising HW’s advisers was shared 1200 times. One negative post about a missed appointment was shared 600 times within 24 hours.

Resource 4 — Quotation from a client

“The adviser was kind and explained how to stay warm. But the van had no logo, the report looked like a photocopy, and I was confused about when the installer would come back.”