Case Study Analysis- Marketing
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MAN3106 Marketing Strategy Case Study Analysis Framework
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Assessment
Coursework 50%. Each student should analyse a case study following the framework and guidelines provided through lectures and seminars (MAXIMUM 1500 words). § This case study analysis report will allow students to go beyond what was learned in
class and learn how to develop marketing strategies for a real-world case study. Exam 50%. Closed book exam (duration 120 minutes) based on a case study provided in advance of the examination. Students will be given a case study in Week 9 via SurreyLearn. § You cannot bring your own case study in the exam. During the exam, you will be given
a new but identical copy of the case study along with FOUR questions. Out of the FOUR questions, you will have to answer TWO questions (50% each). You must answer the questions based on the information on the case study (i.e., not further search or market stats is required).
Type Weighting Details Due Date Coursework 50% 1500 words individual assignment 23rd March 2020
Exam 50% 2-hour closed book exam Examination period
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Plan for Seminars Week 1-7
Seminars intend to ensure a comprehensive understanding of the topic area and to make sure that students are able to apply learned concepts to practice. Preparation and active participation in seminars will be expected. § Student will have the opportunity to practice analysing an example case
study during Weeks 1 to 7. § Please print and review “CASE STUDY 10.3: Global ice cream wars” from
Lynch, R. (2018) Strategic Management, Pearson, 8th Edition – pp. 351-355. § Students have online access to this textbook via the university library website
§ Students will be given a different case study for the individual assignment in Week 3 via SurreyLearn.
§ Students will be given a different case study for the exam in Week 9 via SurreyLearn.
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Structure of Individual Assignment
§ Executive summary – around 200 words-not included in the word count § Table of contents – not included in the word count § Situational analysis (20% of the mark) – Macro environment, industry,
competitors, & customer environment – around 350 words § Internal environment & SWOT analysis (20% of the mark) – around 350
words § Evaluation of current strategies and problem statement (30% of the mark)
– 400 words § Alternative strategies proposition, evaluation, & justification (30% of the
mark) – around 400 words § Reference list (if necessary – not included in the word count)
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Teaching Schedule
Week Lectures Seminars Week 1 - Introduction to the Module Case study analysis framework Week 2 - Strategic marketing planning Example case study – Situation analysis Week 3 - Competitive market analysis Example case study – Situation analysis
Week 4 - Understanding the organisational resource base - Competing through innovation
Example case study – SWOT analysis & problem identification
Week 5 - Segmentation, positioning, and selecting target markets Example case study – Alternative strategies Week 6 - Creating competitive advantage Individual assignment Q&A
Week 7 - Competing through marketing mix Example case study – Implementation & control
Week 8 - Competing through superior service and customer relationships
Costs of customer loyalty
Week 9 - Strategy implementation and control Soft and hard control measures
Week 10 - Ethics and social responsibility in marketing strategy - Evolving topics in marketing strategy
Group discussion on CSR and crisis management
Week 11 - Module Revision Exam preparation Q&A
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What is the Case Study
Case studies (or case reports) are written by academics and professional focusing on actual problems and decisions companies face. § Most articles about companies in magazines and newspapers such as The Wall
Street Journal, Business Week, Fortune, Harvard Business Review, and Forbes are mini-cases.
§ This is not a substitute for real world experience in a job with an organisation, but it is an effective and practical type of learning.
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The Analysis Framework
§ Case studies offer stories, including facts, opinions, projections, results, expectations, plans, policies, and programs.
§ A systematic approach (or framework) is required to structure and analyse presented information within a case study.
§ Benefits of having a framework to analyse: § Comprehensive coverage § Ease of communication § Consistency of analysis
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Tips Before Analysis!
§ No one can analyse a case study after reading it only one time, or even worse, doing the analysis during the first reading of the case.
§ Do not get trapped into thinking the “answer” to the case study is hidden somewhere in the case text.
§ Make an effort to put yourself in the shoes of the decision maker in the case study.
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5 Step Case Analysis Framework
Step 1: Situation Analysis (Macro environment - Industry, Competitors, & Customer environment)
Step 2: Internal Environment Analysis
Step 3: Problem(s) Statements and Setting Objectives
Step 4: Alternative Strategies Proposition, Evaluation, & Justification
Step 5: Implementation Plan/Actions and Control Mechanisms
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Step 1: Situation Analysis
Organising the pieces of information into more useful topic blocks: § PESTLE analysis § Industry and competitors analysis (Porter’s 5 forces –Competitors’
weaknesses & strength) § Customer analysis (Market potential – Market segmentation
demographics and preferences – Main target customers)
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Step 1: Situation Analysis – Measuring PEST Impact
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Step 1: Situation Analysis – Industry & Competitors
Industry and competitors analysis § Porter’s 5 forces § Competitors’ weaknesses & strengths
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Porter’s 5 Forces Analysis – Industry & Competitors
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Step 1: Situation Analysis – Customers
Customer analysis § Market potential § Market segmentation demographics and preferences § Main target customers
- Who are our Current and Potential Customers? - What do Customers do with our Products/Services? - Where/When do Customers Purchase our Products/ Services? - Why (and How) do Customers Select our Products/ Services? - Why do Potential Customers not Purchase our Products/ Services?
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Step 1: Situation Analysis – Customers
Three Tiers of Noncustomers
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Step 2: Internal Analysis
Identify the Company’s Generic Competitive Strategy Type
Overall Low-Cost Leadership Strategy
Broad Differentiation Strategy
Focused Differentiation Strategy
Focused Low-Cost Strategy
Hybrid Strategy
A Broad Cross- section of Buyers
Market Niche
M ar
ke t T
ar ge
t
Type of Competitive Advantage Being Pursued
Lower Cost Differentiation
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Step 2: Internal Analysis
SWOT Analysis
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Step 2: Internal Analysis
A four-cell array used to make a conclusion of SWOT analysis § Should be based on customer perceptions, not the perceptions of the manager or
firm § Elements with the highest total ratings should have the greatest influence in
developing the strategy. § Focus on competitive advantages by matching strengths with opportunities
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Step 3: Problem(s) Statements and Setting Objectives
Only a problem properly defined can be addressed The proper definition of the problem(s) facing the company is the most critical part of the analysis § Define the problem too narrowly, or miss the key problem, and all subsequent
framework steps will be off the mark § Getting a clear picture of the problem is one major benefit derived from PEST,
industry environment, customer environment, and SWOT analyses
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Step 3: Problem(s) Statements and Setting Objectives
Problem Identification Process § The process of identifying problems is similar to the one people go through with
their doctors - A nurse or assistant comes in to conduct a strength and weakness assessment on a
patient - The patient’s vital signs are taken and the patient is asked about any symptoms
§ Symptoms are observable indications - Symptoms are not the problem themselves
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Input Question The problem is that sales have declined. → Why have sales declined?
Sales have declined because there are too many sales territories that are not assigned to a salesperson.
→ Why are so many sales territories unassigned?
Sales territories are unassigned because sales force turnover has doubled in the past year. → Why has sales force turnover doubled? Turnover began to increase over a year ago when the sales force compensation plan was altered to reduce variable expenses.
→ Why….
* When a student can no longer devise a meaningful response to the Why question, the problem is probably revealed. In this instance, the problem statement might read:
Conclusion: The current sales force compensation plan at XYZ Company is inadequate to retain an acceptable percentage of the firm’s salespeople, resulting in lost customers and decreased sales.
Step 3: Problem(s) Statements and Setting Objectives
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Step 4: Alternative Strategies Proposition, Evaluation, & Justification
Strategy formulation involves the identification of alternative strategies, a review of the merits of each of these options and then selecting the strategy that has the best fit with a company’s trading environment, its internal resources and capabilities. § Strategies are agreed to be most effective when they support specific business
objectives – e.g. increasing the online contribution to revenue, or increasing the number of online sales enquiries.
§ A useful technique to help align strategies and objectives is to present them together in a table, along with the insight developed from situation analysis which may have informed the strategy.
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Step 5: Implementation Plan/Actions and Control Mechanisms
Implementation plan/actions § Implementation includes actions to be taken, the sequencing of marketing
activities, and a time frame for their completion - First, students should explain the actions should be taken to implement alternative
strategies. In doing so, describe any necessary internal marketing activities such as: – Employee training, employee buy-in and motivation to implement the
marketing strategy, etc - Second, a timeline (e.g., Gantt chart, schedule planning table) should be provided
in directing the implementation actions § Tip: Review literature related to Balanced Scorecards
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Step 6: Implementation Plan/Actions and Control Mechanisms
Control Mechanisms & KPIs § Specify the types of input controls/objectives that must be in place before the
marketing plan can be implemented - e.g., financial resources, additional R&D, additional HR
§ Specify the types of process controls/objectives that will be needed during the execution of the marketing plan - e.g., management training, management commitment to the plan, revised
employee evaluation/compensation systems, internal communication activities § Specify overall performance standards/objectives
- e.g., sales volume, market share, profitability, customer satisfaction, customer retention
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Conclusion
5 Step Framework § Step 1: Situation Analysis (Macro environment - Industry, Competitors, & Customer
environment)
§ Step 2: Internal Environment Analysis
§ Step 3: Problem(s) Statements and Setting Objectives
§ Step 4: Alternative Strategies Proposition, Evaluation, & Justification
§ Step 5: Implementation Plan/Actions and Control Mechanisms
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