“Despite being a superior product, we’re a push brand. How can we become a pull brand with our tiny budget and not lose facings?”

- Marketing director, refrigerated food brand

“We don’t have an entry in the most profitable segment of our category. How can we compete with Purina in the dry dog food category and still make money?

- President, Quaker Oats

“Dove owns the beauty bar business. What can we develop that will be percieved as different and better?

- New products director, Colgate Palmolive Company

We’ve just redesigned the oldest and most respected newspaper in Barcelona. How do we position the change so our old readers don’t leave us?”

- Publisher, LaVanguardia

Nestlé is a mass marketer of packaged foods. Herta is an old fashioned sausage maker. How can we combine the two and not lose Herta’s equities?”

- Director, Nestlé S.A.

“The imported vodka market is growing, profitable and we don’t have an entry. Is there a position for another Scandinavian import that can compete with Absolut?”

- VP Development, Spirits Company

“Our margins are squeezed by competing in the toy business, even though our brand has great equity with parents. How can we reposition our company to command higher margins and increase our value-added image?

- President, Binney & Smith (Crayola)

“The airline shuttles are cutting prices and spending ten times our ad budget. What can we do in the northeast corridor to gain ridership without losing our shirt?”

- Exec. VP, Amtrak