THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0504X, AND COMMENTARY ONLY, REPRINT R0504Z. Jim Hargrove, the advertising executive of $820 million Neptune Gourmet Seafood, is having a terrible week. Neptune is the most upmarket player in the $20 billion industry, and the organization is doing all that it can to protect its top notch picture among clients. In any case, Neptune's late interest in best in class cooler trawlers, alongside new angling directions, is bringing about gets that are greater than at any other time. In spite of the fact that request is at an unsurpassed high, the organization is saddled with abundance stock - and there's not a single help to be seen. Neptune's business head, Rita Sanchez, has thought of two techniques that Hargrove feels would obliterate the organization's top notch picture: cut costs or dispatch another mass-advertise mark. Very few officials in the organization are supportive of cutting costs, however plainly Sanchez is making strides in her offer to dispatch a low-estimated mark. Notoriety stresses aside, Hargrove fears that a reasonable brand would rip apart the organization's top notch line and offend the effective relationship of fish processors. How might he motivate others to see the risk, as well? Remarking on this anecdotal contextual investigation in R0504A and R0504Z are Dan Schulman, the CEO of Virgin Mobile USA, a remote voice and information administrations supplier; Dipak C. Jain, an educator of advertising and the senior member of the Kellogg School of Management at Northwestern University; Oscar de la Renta, administrator, and Alexander L. Bolen, CEO, of Oscar de la Renta Ltd., the New York-based extravagance products producer; and Thomas T. Nagle, the executive of the Strategic Pricing Group, a Massachusetts-based administration consultancy that works in pricing.
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