Case Study Analysis- Marketing

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MAN3106 Marketing Strategy Case Study Analysis Framework

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.

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

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

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

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

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

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

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

Type of Competitive Advantage Being Pursued

Lower Cost Differentiation

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Step 2: Internal Analysis

SWOT Analysis

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

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

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

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