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This chapter examines the conditions under which the multiproduct firm should use market share as a metric for resource allocation. It distinguishes short- and long-run effects, analyze the effects of competition, and show how the discount rate affects the firm's revenue- and volume-based market shares. In particular, it shows how the firm can use marketing-finance fusion to choose the optimal performance metrics for managers so that they focus on maximizing long-run performance.

This chapter shows how the firm should coordinate its advertising message, branding, and product positioning strategies. It distinguishs between the short and long runs, single-product and multiproduct firms, established and new products, durable and nondurable products, and whether the firm is a market leader or not.

This chapter shows how the firm should determine compensation for its managers. It distinguishes between ownership structures (i.e., whether the firm is privately or publicly held), the length of the planning horizons for the owners and managers of the firm, whether the firm is multidivisional or not, whether the firm sells one or multiple products, and how Wall Street's expectations affect decision making by managers. In particular, it shows how marketing-finance fusion allows senior management and the finance department to determine managerial compensation plans in the multiproduct or multidivisional firm.

This chapter introduces key financial tools necessary for measuring the long-run effects of marketing policy under uncertainty. It distinguishes the cases where the firm sells multiple products or has multiple divisions. Specifically, it analyzes how the firm can evaluate the effects of strategic flexibility in decision making; in particular, it shows how the firm can use the real options methodology to measure and reward managers so that they focus on long-run performance.

This chapter shows how the firm can choose new product designs and pricing strategies when primary data (i.e., intentions studies, conjoint experiments, auctions, simulated test markets, and test markets) are available. It shows how the firm can use the MCT methodology to quantify the effects of competitive reaction and measure cannibalization and market-growth effects when it introduces new products into the market. In particular, it shows how the firm can filter out response error in the data from conjoint and intentions studies to obtain unbiased demand and market share estimates for new products.

This chapter shows how the firm should choose marketing policies when its products are sold by distributors. It distinguishes between exclusive and nonexclusive distributors, show how the firm can coordinate its bricks-and-mortar and Internet pricing strategies to maximize performance, show how the firm should coordinate its price and advertising strategies when it sells through distributors, and discuss when the firm should use vertical integration strategies. In particular, it shows how the multiproduct firm should coordinate its channel strategy when the distributor also sells multiple products.

This chapter shows how the firm can coordinate its new product designs, production processes, and pricing strategies when only secondary (market-level) data are available. In particular, it examines the conditions under which firms should use price or other market signals (e.g., product warranties) when they introduce new products into the marketplace.

This chapter explores the bundle of services on offer at most colleges and universities. There are sound economic and historical reasons for why the bundle includes most of its items, and for why the bundle is so similar across institutions. This chapter divides the bundle into three separate categories by how close they are to the educational mission. The primary services include teaching, research, and the support services they need. The secondary bundle includes room and board, and other services provided to undergraduates. The tertiary bundle includes things that enhance campus life but that are even less directly connected to the primary mission of educating, retaining, and ultimately graduating students, such as intercollegiate athletics.