CASE 1 –Build a Bear, Build a memory-
Synopsis:
Build a Bear was founded by Maxine Clark in hard times. Where the internet was in its early phases of development, this era was a bad time to come with this type of business idea and as a matter of fact, Maxine Clark was criticized for this business idea. But nearly a decade later this company was considered as one of the hottest five retailers. The company hit number 25 on Business Week´s Hot Growth list of fast expanding small companies and Maxine Clark won Fast Company´s Customer-Centered Leader award.
After being the president of Payless shoe store and resigning in 1996 (Selk, 2015), Maxine Clark´s Build a Bear first store opened in 1997 in Saint Louis Missouri. By 2007 it had sold over 50 million customer-made teddy bears and registered sales of $474 million. Clark’s inspiration came from her 10 year old friend Katie. She argued why she couldn´t find the stuffed toy she wanted and that it was so easy to make (Build a Bear, 2015); and so the inspiration came. Currently, there are over 400 stores in the USA, UK, Puerto Rico, Canada and franchises in Europe, Asia, Middle East, Australia, Mexico and Africa, with more than 125 million Bears living around the world. They are also diversifying the product, not only teddy bears. Now customers can build dinosaurs (Build a Dino), dolls (Friends 2B Made) and Build a Bear at the Zoo where customers can decide in a variety of more than animals. (Build a Bear)
Nowadays the current chief executive officer is Shannon Price John, who previously worked at Stride Rite, Hasbro and Mattel and has a wide experience at managing this brands which are targeted to children.
People Involved: * Maxine Clark founder and former CEO of Build a Bear, who started this company from dust, was the strategist for the rising success of this company. Based on the close contact with the customer she understood that the key is to sell as added value the experience of building a bear that represents love and care for its customers, something they can remember for life as an experience. Clark was characterized for understanding the importance of the contact with the customer and thus this led to the costumers to do something that is in their control and making the line is a process of fun, because waiting enhances the experience. She insistently stayed in contact with her costumers and created the “Virtual Cub Advisory Council”, from which stays in contact with the client and gathers ideas for development. * Shannon Price John who is the current CEO has previously worked in brands like Mattel, Hasbro, and Stride Ride and has the potential to drive this company. (Kumar, 2013) * Clark´s friend Kate, who had the simple idea of creating a bear as the person wants.
Organizations Involved: * One of its main competitors the Vermont Teddy Bear Company, which manufactures the same product but not as the same way as Build a Bear does. The difference is based in customization. * ICTI (International Council of Toy Industry) which certificates that Build a Bear operates ethically, safely and in a healthful manner “It upholds the principles that no underage, forced, or prison labor should be employed; that no one is denied a job because of gender, ethnic origin, religion, affiliation or association, and that factories comply with laws protecting the environment. Supply agreements with firms manufacturing on behalf of ICTI members must also provide for adherence to these principles.” (Build a Bear) * The licensing agreements with the NASCAR, NHL, NFL, NBA and NFL.
Main Problem:
Even though they have launched their product in several continents and countries they are missing a huge piece of the pie, which is South America. They can have a potential market here and through franchises or investment in new stores Build a Bear may step strong in this region.
Strategy (solution):
First make a marketing research of how potential may the market be in South America, to analyze pricing, culture, costs, target and SWOT. Then decide whether it is reasonable enter this market because customization of these type of product is not usually seen in South America. This incursion in this market may be successful because with this type of product a key driver of customer value is created and selling this unique experience of building an experience and a memory is scarce.
Questions:
Give examples of needs, wants, and demands that Build-A-Bear customers demonstrate, differentiating each of three concepts. What are the implications of each on Build-A-Bear´s actions?
Basically when a customer buys a bear it can personalize the bear as it wants, with elements that identify the customer and by which they reflect itself (self-expression). Also by purchasing the experience and the bear, it creates or strengthens a bond with the person to whom it shares the experience, usually the parents or a relative. And the privilege of belonging to Build a Bear club.
In detail, describe all facets of Build-A-Bear’s product. What is being exchanged in a Build-A-Bear transaction?
Firstly as they are purchasing a tangible product, it includes the facets of building the bear such as “choose me, stuff me, fluff me, hear me stitch me and name me” and pay an affordable price. Adding all these up a unique experience is born, it leaves a track of memories, a unique and personalized product, all of these is the intangible value of the product which differentiates from many companies and it is the key to success.
Which of the five marketing management concept best describes build-a-bear workshop?
The close relationships with the costumers lead Clark to understand what the customers were demanding and willing to buy. Based on the customer needs and wants, Maxine Clark managed to link the customer will and needs into the production and selling, which lead to the success of the product because of its intangibility.
Discuss in detail the value that build a bear creates for its customers.
As the case is named Build a Bear Build a Memory, the intangible value the product creates is worth for a life time. It certainly creates beautiful memories that strengthen the emotional bond between parents and son or relatives. That is why Build a Bear creates an experience which is intangible. Giving the costumer the chance of creating the product it´s will, it lets the costumer to express itself and be very creative. May be in the future, the actual customers who are living the experience nowadays will come back in the future with their children to revive the experience and live it with them, making this experiences a tradition.
Is build a-bear likely to be successful in continuing to be successful in continuing to build customer relationships? Why of not why?
The toy industry is very unsteady an erratic and it is all about trends. The future ahead for Build a Bear must come with many innovations, for example creating phone applications, create thematic parks etc. Technology will be starring the future and here is where the company must be very careful. But the tradition and the experience must not vanish; it must keep the costumer appraisal alive. They must pay attention to what the customer wants, as it has being performing lately.

Bibliograhy
Build a Bear. (30 de 01 de 2015). Build a Bear. Recuperado el 30 de 01 de 2015, de Build a Bear: http://www.buildabear.com/shopping/workshop/The%20Story%20of%20Build-A-Bear%20Workshop/3100021/10100034
Build a Bear. (s.f.). Build a Bear. Recuperado el 30 de 01 de 2015, de Build a Bear: http://www.buildabear.com/shopping/workshop/About-Our-Supply-Chain/3100005/4400007?sc_hpan=footer&sc_hpdr=footer_centerleft
Build a Bear. (s.f.). Build a Bear. Recuperado el 30 de 01 de 2015, de Build a Bear: http://www.buildabear.com/shopping/workshop/Our%20Products/3100003/10500009
Kumar, K. (03 de 06 de 2013). St. Louis Post Dispatch. Recuperado el 30 de 01 de 2015, de http://www.stltoday.com/business/local/build-a-bear-names-new-ceo/article_6bbd772f-3c82-5520-8b48-cb7e2b03ca75.html
Selk, J. (20 de 01 de 2015). Forbes. Recuperado el 30 de 01 de 2015, de Forbes: http://www.forbes.com/sites/jasonselk/2015/01/20/the-road-to-true-wealth-and-success-is-driven-by-purpose/