Body of knowledge matrix important guidelines: · Each knowledge area is associated with logistics and supply chain management. For example, sustainability can have different meanings in different areas of research, whereas logistics network or supply chain refers to environmental impact, waste costs, etc. (for an artifact on inventory management, the student can insert X in the operational and/ or tactical columns and should submit a document/ artifact to support that. · Minimum of 10 artifacts and 15 summaries (each summary associated with a unique cell in the body of knowledge matrix) · An artifact can be assigned to more one knowledge as long as it can be justify: a separate summary for each knowledge area association will be required. For example, an artifact on collaborative supply chains that also includes discussion on inventory management can be assigned to both collaborative supply chain management and inventory management. · An artifact should be directly related to the knowledge area. For example, an artifact on collaborative supply chains, which may have a mention of inventory management but doesn’t include detailed discussion on inventory management, is not applicable for inventory management. Each artifact summary utilizes the following grading criteria: · Quality and depth of content · Organization of the report · Overall format, i.e., typed, use of page numbers, title page, table of contents, appropriate labels on figures and tables, etc. · Correct grammar and evidence of proofing, i.e., no spelling errors. · Variety and documentation of references used. Format for citations and references must follow APA guidelines. INTRODUCTION TO MARKETING (MKT333) Converse Case Study Converse dominated the basketball court for more than 40 years. The first U.S. Olympic basketball team wore them, Dr. J made them famous in the NBA. Punk rocker Joey Ramone made them standard issue for cult musicians. Today, a broad range of consumers, from the nerdiest of high school students to A-list celebrities, claim them as their own. What are they? Converse All Starts – more specifically, the famous Chuck Taylor All Stars known throughout the world as Cons, Connies, Convics, Verses, Chuckers, Chuckies, Chucks, to name a few. The “cool quotient” of the iconic Converse brand is unquestionable. How has the brand maintained its status decade after decade? The answer is: by doing nothing. This may seem an oversimplification but the folks who run Converse brand understand that in order to provide a meaningful customer experience, you have to just stand back and leave customers alone! Converse was founded in 1908 and introduced the canvas high-top sneaker in 1917. From the 1930s through the 1960s the Converse All Stars were the shoes to wear, even though they only came in the basic black and white until 1969. At that time, about 80% of all basketball players wore Converse. The sneaker market began to explode in the 1970s and 1980s. Athletic shoe ...

1. Body of knowledge matrix important guidelines:
· Each knowledge area is associated with logistics and supply
chain management. For example, sustainability can have
different meanings in different areas of research, whereas
logistics network or supply chain refers to environmental
impact, waste costs, etc. (for an artifact on inventory
management, the student can insert X in the operational and/ or
tactical columns and should submit a document/ artifact to
support that.
· Minimum of 10 artifacts and 15 summaries (each summary
associated with a unique cell in the body of knowledge matrix)
· An artifact can be assigned to more one knowledge as long as
it can be justify: a separate summary for each knowledge area
association will be required. For example, an artifact on
collaborative supply chains that also includes discussion on
inventory management can be assigned to both collaborative
supply chain management and inventory management.
· An artifact should be directly related to the knowledge area.
For example, an artifact on collaborative supply chains, which
may have a mention of inventory management but doesn’t
include detailed discussion on inventory management, is not
applicable for inventory management.
Each artifact summary utilizes the following grading criteria:
· Quality and depth of content
· Organization of the report
· Overall format, i.e., typed, use of page numbers, title page,
table of contents, appropriate labels on figures and tables, etc.
· Correct grammar and evidence of proofing, i.e., no spelling
errors.
· Variety and documentation of references used. Format for
citations and references must follow APA guidelines.
INTRODUCTION TO MARKETING (MKT333)

2. Converse Case Study
Converse dominated the basketball court for more than 40 years.
The first U.S. Olympic basketball team wore them, Dr. J made
them famous in the NBA. Punk rocker Joey Ramone made them
standard issue for cult musicians. Today, a broad range of
consumers, from the nerdiest of high school students to A-list
celebrities, claim them as their own. What are they? Converse
All Starts – more specifically, the famous Chuck Taylor All
Stars known throughout the world as Cons, Connies, Convics,
Verses, Chuckers, Chuckies, Chucks, to name a few.
The “cool quotient” of the iconic Converse brand is
unquestionable. How has the brand maintained its status decade
after decade? The answer is: by doing nothing. This may seem
an oversimplification but the folks who run Converse brand
understand that in order to provide a meaningful customer
experience, you have to just stand back and leave customers
alone!
Converse was founded in 1908 and introduced the canvas high-
top sneaker in 1917. From the 1930s through the 1960s the
Converse All Stars were the shoes to wear, even though they
only came in the basic black and white until 1969. At that time,
about 80% of all basketball players wore Converse.
The sneaker market began to explode in the 1970s and 1980s.
Athletic shoes became more specialized, more high-tech, and
more expensive. As Nike, Adidas, and Reebok took over the
market Converse experienced a financial roller coaster ride and
declared bankruptcy in 2001 as it market share dropped to a
dismal 2% of all athletic shoes.
However, something interesting happened in the marketplace.
Emerging artists, designers, and musicians began wearing
Chucks because of their affordability, simplicity, and classic
look. Young people caught on an adopted them as an
expression of individuality. In fact, Converse’s shrinking
market share and miniscule ad budget made its shoes a favorite
of the anti-establishment, anti-corporate crowd who were tired

3. of trendy fashions. Perhaps the most intriguing aspect of
consumers adopting Converse as a counter-culture icon is that
Converse never promoted the brand as anything other than a
basketball shoe.
In 2003, Nike came to the rescue by acquiring Converse and
making it part of the Nike corporate family. Although Nike has
infused cash and provided opportunity for product development,
it has allowed Converse management to implement its own
strategy. Although Converse sales have increased, the market
share has shown very little growth.
In certain respects, the Converse brand seems to be more
popular today than ever. In fact, in spite of low market share,
Converse is the most popular sneaker brand on Facebook. With
more than 19 million fans – almost four times as many as
market leader Nike – Converse brings in an average of 20,000
likes each day. All this popularity comes from a brand that
grabs less than 3 percent of the total athletic shoe market.
When Geoff Cottrill, Converse’s chief marketing officer, was
asked what Converse should do with this popularity on social
meda, he replied, “nothing.” By that Conttrill meant that the
brand should do nothing to mess up their valuable customer-
brand relationship. Today, Converse spends 90% of its
marketing budget on emerging digital media rather than
traditional media. As the various social media outlets have
emerged, Converse has developed a “good party guest”
approach to managing customer relationship. They listen more
than they talk. They follow the philosophy of “letting go.”
Converse sees its role as one of making great products that its
customers want to wear. It participates in consumer discussions
rather than dictates.
Having millions of “advocates” can be a powerful marketing
force. Converse is very strategic about its “stand back”
approach. The brand sponsors planned communications such as
posts about product, content, and questions of the day.
In addition, Converse has joined forces with the (RED) Global
Fund which raises money to fight AIDS, tuberculosis, and

4. malaria. In the past five years, Converse has sent $160 million
to the (RED) fund.
In another strategic move, Converse built a music studio in New
York called Converse Rubber Tracks. Although Converse is not
really trying to get into the must business, this effort keeps a
strong brand association with music. Converse offers emerging
artists free recording time in exchange for doing free future
promotions for the brand.
Converse now walks a fine line: How many limited editions
and upscale designs can the brand produce without losing its
image as a non-marketing marketer? How popular can a brand
become without losing the core customers who love it because it
isn’t popular? For Converse, where authenticity is the most
important attribute, the customer experience needs to be driven
by the customer.
Questions:
1. How would you define the needs, wants, and demands of the
Converse customer?
2. Please describe Converse’s “stand-back” approach. Is it
appropriate? Effective?
3. What is the benefit of Converse’s participation in the (RED)
Global Fund? Does it “fit” with the target market?
4. What role has music played in the current image of Converse
products?
5. Do you think Converse can maintain its authentic brand
image and grow the brand? Why or why not?