1. Give examples of needs, wants, and demands that Build-A-Bear customers demonstrate, differentiating each of these three concepts. What are the implications of each on Build-A-Bear’s actions?
2. In detail, describe all facets of Build-A-Bear’s product. What is being exchanged in a Build-A-Bear transaction?
3. Which of the five marketing management concepts best describes Build-A-Bear Workshop?
4. Discuss in detail the value that Build-A-Bear creates for its customers.
5. Is Build-A-Bear likely to be successful in continuing to build customer relationships? Why or why not?

In the late 1990s, it was all about the dot-com. While venture capital poured into the high-tech sector and the stock prices of dot-com start-ups rose rapidly, the performance of traditional companies paled in comparison. That era seemed like a bad time to start a chain of brick-and-mortar mall stores selling stuffed animals. Indeed, when Maxine Clark founded Build-A-Bear Workshop in 1996, many critics thought that she was making a poor business decision.
But with its first decade of doing business behind it, Build-A-Bear Workshop now has more cheerleaders than naysayers. In the last few years, it has won numerous awards, including being named one of the five hottest retailers by one retail consultancy. The company hit number 25 on BusinessWeek’s Hot Growth list of fast-expanding small companies. And founder and CEO Maxine Clark won Fast Company’s Customer-Centered Leader Award. How does a small start-up company achieve such accolades?