Timothy Calkins

Calkins, Timothy and Ann Deming. 2010. Genzyme: The Synvisc-One Investment Decision. Case 5-110-001 (KEL439).

Executives at biotechnology firm Genzyme are debating funding a clinical trial for a new version of a medical device called Synvisc. The trial is expensive and the odds of success are not high, but the upside is substantial. The case presents a common business question: invest or not? The case forces students to think about customer insights, wrestle with a number of complex issues, and evaluate the financials of the decision.

Calkins, Timothy and Blair Darrell. 2015. Taco Bell: The Breakfast Opportunity. Case 5-414-757 (KEL917).

In 2013 Taco Bell, a large U.S. fast food chain, was looking for ways to grow. One of the opportunities the company was considering was adding a line of breakfast foods, something the brand had tried—unsuccessfully—before.

There were clear reasons to proceed with the launch, as breakfast offered a completely new meal occasion with tremendous potential. However, there were also notable concerns when it came to operational issues and consumer behavior. Opening for breakfast would increase costs, and getting people to change their morning routine would be difficult. Should Taco Bell risk adding a breakfast menu, or not?

This case gives students an opportunity to debate growth and new product opportunities.

Calkins, Timothy. 2011. Technical Note: Presenting Well. Case 7-110-001.

Presenting is a critical skill for anyone in business. The ability to get up in front of a group and present an analysis or recommendation is a core, basic skill. Many students, however, struggle with presentations. This short technical note lays out best practices on presenting. It focuses on four keys to success. The note is well suited for any course in which students are expected to present.

Calkins, Timothy and Ann Deming. 2010. Pedigree Growth Strategy (A). Case 5-110-010(A) (KEL497).

Julie Smith, brand manager for dog food manufacturer Pedigree, has to determine how best to jump-start growth in the slumping business. The (A) case centers on the debate over which type of strategy to pursue, brand building versus in-store activity, while the (B) case focuses on the concept of cause marketing as a growth strategy.

Calkins, Timothy and Mike Harris. 2017. Amgen: Launching Repatha. Case 5-416-759 (KE1004).

In March 2015, Amgen is preparing for the launch of Repatha, a new molecule that has demonstrated a remarkable ability to treat high cholesterol. Through a series of clinical trials, Amgen has proven that the molecule is both safe and effective for patients with high cholesterol. It also is effective for patients with familial hypercholesterolemia, a difficult-to-treat population that has exceptionally high levels of cholesterol. Amgen expects the FDA to approve the molecule before the end of the year. Now, the Repatha team has to develop a revenue forecast.

Calkins, Timothy and Julien Dangles. 2009. Leclerc: The Growth Challenge. Case 5-109-001 (KEL407).

The senior management team at Leclerc, one of the largest retailers in France, is considering how best to maintain growth in the highly regulated French retail industry. Strict limits on pricing and store construction will significantly limit Leclerc’s flexibility; many of the traditional growth levers cannot be used. These regulations also have a major impact on competition. The executives at Leclerc must identify the optimal growth plan and then consider whether it will deliver the desired growth.

Calkins, Timothy and Lynn Harris. 2009. Genzyme: The Renvela Launch Decision. Case 5-308-506 (KEL412).

Pharmaceutical company Genzyme has created a new drug, Renvela, which is a phosphate binder designed to be used primarily by patients with kidney failure. Renvela is a slightly different version of Genzyme’s highly successful Renagel. Company executives must now decide how best to launch Renvela. Should it replace Renagel? Should it be a premium version of Renagel? Is it worth launching the product at all? The case appears rather simple on the surface, but the questions are challenging to work through.

Spanish translation available.

Calkins, Timothy. 2004. A1 Steak Sauce: Lawry's Defense. Case 5-104-045 (KEL010).

In this case, Chuck Smith, senior brand manager of A1 Steak Sauce, learns that Lawry's will soon be launching a steak sauce product. He has to determine if A1 should defend its business, and if so, what A1 should do. In formulating the recommendation, he has to consider competitive dynamics and work through the financial implications.

Calkins, Timothy and Rajnish Changrani. 2004. MedImmune: FluMist Introduction. Case 5-104-046 (KEL012).

This case examines the launch of FluMist, the first significant innovation in influenza vaccines in over fifty years. The head of sales and marketing for MedImmune is working through the launch plan for FluMist. In particular, he is struggling with the question of how best to position FluMist. To determine the correct positioning, he has to consider business objectives, competitive set, differentiation, and pricing.

Calkins, Timothy and Joshua Neiman. 2006. Crestor. Case 5-306-506 (KEL245).

AstraZeneca is preparing for the launch of Crestor, the company’s first entrant in the enormous and fast growing statin category. The team responsible for the product launch is considering how best to bring Crestor to market. Should AstraZeneca simply follow the example set by Pfizer with the exceptionally successful launch of Lipitor? Or should the company instead launch Crestor as a niche product? The primary focus of the case is new product strategy. The case is unique because it can be used to teach new product strategy for both emerging and established categories. The case can also be used to teach competitive strategy.

Calkins, Timothy and Ann Deming. 2010. Pedigree Growth Strategy (B). Case 5-110-010(B) (KEL498).

Julie Smith, brand manager for dog food manufacturer Pedigree, has to determine how best to jump-start growth in the slumping business. The (A) case centers on the debate over which type of strategy to pursue, brand building versus in-store activity, while the (B) case focuses on the concept of cause marketing as a growth strategy.

Calkins, Timothy and Matt Cobb. 2006. Carolina Lunker Sauce. Case 5-106-001 (KEL215).

Carolina Lunker Sauce is a new product attempting to break into the fishing attractants category. At the time of the case, the company founders are evaluating cutting the retail price of the product in order to secure distribution. Analyzing this decision forces the leaders of this struggling company to evaluate their overall new product strategy and the product’s positioning in the market. The case is ideal for classes focused on new product strategy, positioning and pricing.

Calkins, Timothy. 2005. Penfolds. Case 5-405-751 (KEL524).

The Penfolds case is designed to help students think through brand positioning and brand portfolio questions. Penfolds, one of the world’s best known brands of wine, is performing poorly and a new management team needs to quickly reverse the business trends. To do so, the new management team needs to answer key questions, such as: What is Penfolds’ positioning? Has the brand extended too far? Can Penfolds successfully play in all price segments of the wine industry? What is the best way to grow the brand going forward?

Calkins, Timothy. 2015. El Cerrito: Driving Growth. Case 5-414-756 (KEL929).

Michael Belden, longtime manager of the El Cerrito brand of high-end leather products and accessories, had just concluded a presentation to the senior executive team on his plan to increase profits by 4 percent over the next year. His new boss, Sara Jensen, was not pleased and instructed him to go back to the drawing board: “You and I both know that a 4 percent profit increase just isn’t sufficient. I was hoping to see an increase of 20 percent or more.” Belden was deeply concerned. El Cerrito was a mature brand that catered to exclusive, high-end clientele. Would it be possible to generate the kind of growth Jensen wanted without damaging the brand’s equity?

This is the real story of a well-known luxury brand that has been disguised for purposes of this case. Students sometimes will correctly guess at the brand’s true identity, but this does not impact the discussion. The disguised brand gives the case an entertaining twist when the brand’s true identity is revealed.

Calkins, Timothy. 2005. Writing Great Marketing Plans. Case 7-405-750 (KEL146).

Marketing plans are critically important tools for marketing executives. Indeed, if you can’t create a strong marketing plan it is unlikely that you will be successful. This technical note explains why marketing plans are so important and provides a framework for creating a strong marketing plan and keys to success.

Calkins, Timothy and Karen White. 2004. Eli Lilly: Xigris (A). Case 5-104-047(A) (KEL014).

This case examines the launch of Xigris, a breakthrough new pharmaceutical product for the treatment of sepsis. In the (A) case, the newly appointed head of marketing for Xigris is reviewing the launch plan. In the (B) case, Eli Lilly receives FDA approval and proceeds to market.

Calkins, Timothy and Megha Vora. 2009. Merck: Pricing Gardasil. Case 5-308-505 (KEL400).

Allison Watkins, senior director of Merck’s Vaccines Division, needed to decide on the pricing of Gardasil, Merck’s newest vaccine and one of the company’s most important product launches of the year. The outside consulting firm she had hired to recommend a price for Gardasil had suggested a price of $120 per dose (or $360 per person, as each person required three doses over six months to achieve adequate immunity). The Gardasil marketing team disagreed about this recommended price; some thought it was clearly too high, whereas others said it was too low. The latter group argued that Merck would be missing a major opportunity by setting the price at such a low level. Watkins now needed to decide whether to follow the consulting firm’s recommendation or to set a different price.

Calkins, Timothy and Nayna Aggarwal. 2011. Forecasting Denosumab. Case 5-111-004 (KEL531).

This case looks at an important business task: forecasting a new product. The case can be used to teach finance, marketing (new product introduction), and healthcare strategy. The product is one of Amgen’s most important new products: denosumab. On the surface, the case is fairly easy; students simply have to do some simple mathematical calculations. However, the challenges of forecasting quickly become apparent; every forecast depends on some critical assumptions and the answer can vary dramatically.

Calkins, Timothy and Karen White. 2004. Eli Lilly: Xigris (B). Case 5-104-047(B) (KEL015).

This case examines the launch of Xigris, a breakthrough new pharmaceutical product for the treatment of sepsis. In the (A) case, the newly appointed head of marketing for Xigris is reviewing the launch plan. In the (B) case, Eli Lilly receives FDA approval and proceeds to market.

Calkins, Timothy and Joseph Harmon. 2007. Zimmer: The Gender-Specific Knee. Case 5-207-252 (KEL276).

This case is focused on a simple question: should Zimmer develop a gender specific knee? The decision is complicated, because while the idea seems to make sense, there is little clinical evidence that a gender specific knee produces superior patient outcomes, and orthopedic surgeons are likely to be skeptical of the innovation. This case can be used to teach new product strategy and growth strategy. It can also be used to introduce students to the medical device industry. The case is appropriate for a basic marketing course, a marketing strategy course, or a medical marketing course.

Calkins, Timothy, Kara Palamountain, Aniruddha Chatterjee, Robert Frantz, Elizabeth Hart, Sean Mathewson and Gabriela Perez-Hobrecker. 2015. Fighting Childhood Pneumonia in Uganda. Case 5-413-755 (KEL874).

It is January 2014, and the case protagonist, David Milestone (senior advisor at the Center for Accelerating Innovation and Impact at the U.S. Agency for International Development’s Global Health Bureau), is preparing for a meeting of global stakeholders and pharmaceutical manufacturers who are interested in reducing mortality caused by childhood pneumonia and are prepared to donate $10 million to support this effort.

Milestone’s goal is to propose a strategy to address childhood pneumonia in Uganda, toward which the $10 million donation would go. In addition to effectively and sustainably reducing childhood pneumonia deaths, the plan must align the interests of various stakeholders behind the problem. A successful strategy in Uganda could be a model for interventions elsewhere. The United Nations Commission on Lifesaving Commodities for Women and Children recently identified Uganda as a “pathfinder” country, meaning it could serve as the example for other countries wrestling with the same issues. This is a remarkable opportunity to change the lives of children in Uganda—and all around the world.

Calkins, Timothy and Ann Deming. 2010. Genzyme: The Synvisc-One Investment Decision. Case 5-110-001 (KEL439).

Executives at biotechnology firm Genzyme are debating funding a clinical trial for a new version of a medical device called Synvisc. The trial is expensive and the odds of success are not high, but the upside is substantial. The case presents a common business question: invest or not? The case forces students to think about customer insights, wrestle with a number of complex issues, and evaluate the financials of the decision.

Calkins, Timothy and Blair Darrell. 2015. Taco Bell: The Breakfast Opportunity. Case 5-414-757 (KEL917).

In 2013 Taco Bell, a large U.S. fast food chain, was looking for ways to grow. One of the opportunities the company was considering was adding a line of breakfast foods, something the brand had tried—unsuccessfully—before.

There were clear reasons to proceed with the launch, as breakfast offered a completely new meal occasion with tremendous potential. However, there were also notable concerns when it came to operational issues and consumer behavior. Opening for breakfast would increase costs, and getting people to change their morning routine would be difficult. Should Taco Bell risk adding a breakfast menu, or not?

This case gives students an opportunity to debate growth and new product opportunities.

Calkins, Timothy. 2011. Technical Note: Presenting Well. Case 7-110-001.

Presenting is a critical skill for anyone in business. The ability to get up in front of a group and present an analysis or recommendation is a core, basic skill. Many students, however, struggle with presentations. This short technical note lays out best practices on presenting. It focuses on four keys to success. The note is well suited for any course in which students are expected to present.

Calkins, Timothy and Ann Deming. 2010. Pedigree Growth Strategy (A). Case 5-110-010(A) (KEL497).

Julie Smith, brand manager for dog food manufacturer Pedigree, has to determine how best to jump-start growth in the slumping business. The (A) case centers on the debate over which type of strategy to pursue, brand building versus in-store activity, while the (B) case focuses on the concept of cause marketing as a growth strategy.

Calkins, Timothy and Mike Harris. 2017. Amgen: Launching Repatha. Case 5-416-759 (KE1004).

In March 2015, Amgen is preparing for the launch of Repatha, a new molecule that has demonstrated a remarkable ability to treat high cholesterol. Through a series of clinical trials, Amgen has proven that the molecule is both safe and effective for patients with high cholesterol. It also is effective for patients with familial hypercholesterolemia, a difficult-to-treat population that has exceptionally high levels of cholesterol. Amgen expects the FDA to approve the molecule before the end of the year. Now, the Repatha team has to develop a revenue forecast.

Calkins, Timothy and Julien Dangles. 2009. Leclerc: The Growth Challenge. Case 5-109-001 (KEL407).

The senior management team at Leclerc, one of the largest retailers in France, is considering how best to maintain growth in the highly regulated French retail industry. Strict limits on pricing and store construction will significantly limit Leclerc’s flexibility; many of the traditional growth levers cannot be used. These regulations also have a major impact on competition. The executives at Leclerc must identify the optimal growth plan and then consider whether it will deliver the desired growth.

Calkins, Timothy and Lynn Harris. 2009. Genzyme: The Renvela Launch Decision. Case 5-308-506 (KEL412).

Pharmaceutical company Genzyme has created a new drug, Renvela, which is a phosphate binder designed to be used primarily by patients with kidney failure. Renvela is a slightly different version of Genzyme’s highly successful Renagel. Company executives must now decide how best to launch Renvela. Should it replace Renagel? Should it be a premium version of Renagel? Is it worth launching the product at all? The case appears rather simple on the surface, but the questions are challenging to work through.

Spanish translation available.

Calkins, Timothy. 2004. A1 Steak Sauce: Lawry's Defense. Case 5-104-045 (KEL010).

In this case, Chuck Smith, senior brand manager of A1 Steak Sauce, learns that Lawry's will soon be launching a steak sauce product. He has to determine if A1 should defend its business, and if so, what A1 should do. In formulating the recommendation, he has to consider competitive dynamics and work through the financial implications.

Calkins, Timothy and Rajnish Changrani. 2004. MedImmune: FluMist Introduction. Case 5-104-046 (KEL012).

This case examines the launch of FluMist, the first significant innovation in influenza vaccines in over fifty years. The head of sales and marketing for MedImmune is working through the launch plan for FluMist. In particular, he is struggling with the question of how best to position FluMist. To determine the correct positioning, he has to consider business objectives, competitive set, differentiation, and pricing.

Calkins, Timothy and Joshua Neiman. 2006. Crestor. Case 5-306-506 (KEL245).

AstraZeneca is preparing for the launch of Crestor, the company’s first entrant in the enormous and fast growing statin category. The team responsible for the product launch is considering how best to bring Crestor to market. Should AstraZeneca simply follow the example set by Pfizer with the exceptionally successful launch of Lipitor? Or should the company instead launch Crestor as a niche product? The primary focus of the case is new product strategy. The case is unique because it can be used to teach new product strategy for both emerging and established categories. The case can also be used to teach competitive strategy.

Calkins, Timothy and Ann Deming. 2010. Pedigree Growth Strategy (B). Case 5-110-010(B) (KEL498).

Julie Smith, brand manager for dog food manufacturer Pedigree, has to determine how best to jump-start growth in the slumping business. The (A) case centers on the debate over which type of strategy to pursue, brand building versus in-store activity, while the (B) case focuses on the concept of cause marketing as a growth strategy.

Calkins, Timothy and Matt Cobb. 2006. Carolina Lunker Sauce. Case 5-106-001 (KEL215).

Carolina Lunker Sauce is a new product attempting to break into the fishing attractants category. At the time of the case, the company founders are evaluating cutting the retail price of the product in order to secure distribution. Analyzing this decision forces the leaders of this struggling company to evaluate their overall new product strategy and the product’s positioning in the market. The case is ideal for classes focused on new product strategy, positioning and pricing.

Calkins, Timothy. 2005. Penfolds. Case 5-405-751 (KEL524).

The Penfolds case is designed to help students think through brand positioning and brand portfolio questions. Penfolds, one of the world’s best known brands of wine, is performing poorly and a new management team needs to quickly reverse the business trends. To do so, the new management team needs to answer key questions, such as: What is Penfolds’ positioning? Has the brand extended too far? Can Penfolds successfully play in all price segments of the wine industry? What is the best way to grow the brand going forward?

Calkins, Timothy. 2015. El Cerrito: Driving Growth. Case 5-414-756 (KEL929).

Michael Belden, longtime manager of the El Cerrito brand of high-end leather products and accessories, had just concluded a presentation to the senior executive team on his plan to increase profits by 4 percent over the next year. His new boss, Sara Jensen, was not pleased and instructed him to go back to the drawing board: “You and I both know that a 4 percent profit increase just isn’t sufficient. I was hoping to see an increase of 20 percent or more.” Belden was deeply concerned. El Cerrito was a mature brand that catered to exclusive, high-end clientele. Would it be possible to generate the kind of growth Jensen wanted without damaging the brand’s equity?

This is the real story of a well-known luxury brand that has been disguised for purposes of this case. Students sometimes will correctly guess at the brand’s true identity, but this does not impact the discussion. The disguised brand gives the case an entertaining twist when the brand’s true identity is revealed.

Calkins, Timothy. 2005. Writing Great Marketing Plans. Case 7-405-750 (KEL146).

Marketing plans are critically important tools for marketing executives. Indeed, if you can’t create a strong marketing plan it is unlikely that you will be successful. This technical note explains why marketing plans are so important and provides a framework for creating a strong marketing plan and keys to success.

Calkins, Timothy and Karen White. 2004. Eli Lilly: Xigris (A). Case 5-104-047(A) (KEL014).

This case examines the launch of Xigris, a breakthrough new pharmaceutical product for the treatment of sepsis. In the (A) case, the newly appointed head of marketing for Xigris is reviewing the launch plan. In the (B) case, Eli Lilly receives FDA approval and proceeds to market.

Calkins, Timothy and Megha Vora. 2009. Merck: Pricing Gardasil. Case 5-308-505 (KEL400).

Allison Watkins, senior director of Merck’s Vaccines Division, needed to decide on the pricing of Gardasil, Merck’s newest vaccine and one of the company’s most important product launches of the year. The outside consulting firm she had hired to recommend a price for Gardasil had suggested a price of $120 per dose (or $360 per person, as each person required three doses over six months to achieve adequate immunity). The Gardasil marketing team disagreed about this recommended price; some thought it was clearly too high, whereas others said it was too low. The latter group argued that Merck would be missing a major opportunity by setting the price at such a low level. Watkins now needed to decide whether to follow the consulting firm’s recommendation or to set a different price.

Calkins, Timothy and Nayna Aggarwal. 2011. Forecasting Denosumab. Case 5-111-004 (KEL531).

This case looks at an important business task: forecasting a new product. The case can be used to teach finance, marketing (new product introduction), and healthcare strategy. The product is one of Amgen’s most important new products: denosumab. On the surface, the case is fairly easy; students simply have to do some simple mathematical calculations. However, the challenges of forecasting quickly become apparent; every forecast depends on some critical assumptions and the answer can vary dramatically.

Calkins, Timothy and Karen White. 2004. Eli Lilly: Xigris (B). Case 5-104-047(B) (KEL015).

This case examines the launch of Xigris, a breakthrough new pharmaceutical product for the treatment of sepsis. In the (A) case, the newly appointed head of marketing for Xigris is reviewing the launch plan. In the (B) case, Eli Lilly receives FDA approval and proceeds to market.

Calkins, Timothy and Joseph Harmon. 2007. Zimmer: The Gender-Specific Knee. Case 5-207-252 (KEL276).

This case is focused on a simple question: should Zimmer develop a gender specific knee? The decision is complicated, because while the idea seems to make sense, there is little clinical evidence that a gender specific knee produces superior patient outcomes, and orthopedic surgeons are likely to be skeptical of the innovation. This case can be used to teach new product strategy and growth strategy. It can also be used to introduce students to the medical device industry. The case is appropriate for a basic marketing course, a marketing strategy course, or a medical marketing course.

Calkins, Timothy, Kara Palamountain, Aniruddha Chatterjee, Robert Frantz, Elizabeth Hart, Sean Mathewson and Gabriela Perez-Hobrecker. 2015. Fighting Childhood Pneumonia in Uganda. Case 5-413-755 (KEL874).

It is January 2014, and the case protagonist, David Milestone (senior advisor at the Center for Accelerating Innovation and Impact at the U.S. Agency for International Development’s Global Health Bureau), is preparing for a meeting of global stakeholders and pharmaceutical manufacturers who are interested in reducing mortality caused by childhood pneumonia and are prepared to donate $10 million to support this effort.

Milestone’s goal is to propose a strategy to address childhood pneumonia in Uganda, toward which the $10 million donation would go. In addition to effectively and sustainably reducing childhood pneumonia deaths, the plan must align the interests of various stakeholders behind the problem. A successful strategy in Uganda could be a model for interventions elsewhere. The United Nations Commission on Lifesaving Commodities for Women and Children recently identified Uganda as a “pathfinder” country, meaning it could serve as the example for other countries wrestling with the same issues. This is a remarkable opportunity to change the lives of children in Uganda—and all around the world.