Case Study Analysis- Marketing
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L04-Slides.pdf
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MAN3106 Marketing Strategy Understanding the Organisational Resource Base Competing Through Innovation
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Announcements
Frequently Asked Questions: 1. Using perceptual (or positioning) map for competitor analysis 2. PDF vs PPT lecture slides 3. Completing SWOT before or after situation analysis 4. Is there an ideal number of alternative strategies that is recommended to
include in the assignment to secure a high mark? 5. Individual assignment structure and assessment criteria 6. Where I can find the individual assignment case study? 7. Can I indicate XYZ in a particular analysis? Could you please check my XYZ
analysis?
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Main Topics
1. Chapter 6: Understanding the Organisational Resource Bass a. Resource-based View b. Marketing resources – Assets c. Marketing resources – Capabilities d. Marketing resources – Dynamic capabilities
2. Chapter 12: Competing Through Innovation a. Why Innovation Matters b. Engaged to a Robot? The Role of AI in Service c. Planning for New Products/Services d. New Product/Service Development Process
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Chapter 6 Understanding the Organisational Resource Base
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Unit of Analysis in Market Analysis
Unit of Analysis
External Environment
Macro- Environment
Micro- Environment
Internal Environment
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Analysis of the Internal Environment Review of current marketing objectives, strategy, and performance § What are the current marketing goals and objectives? § How are current marketing strategies performing with respect to anticipated
outcomes? Review of current and anticipated organisational resources § What is the state of current organisational resources? § Are these resources likely to change for the better or worse in the near future? § If the changes are for the better, how can these added resources be used to better
meet customers’ needs? Review of current and anticipated cultural and structural issues § What are the positive and negative aspects of the current and anticipated
organisational culture? § What issues related to internal politics or management struggles
might affect the marketing activities?
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Resource-based View
§ Resource-based view (RBV) is a framework to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage and to explain performance heterogeneity across firms (Barney, 1991).
§ A key insight arising from RBV is that not all resources are of equal importance § VRIO Framework:
§ Valuable – enable a firm to implement its strategies. § Rare – not available to other competitors. § Imperfectly (or costly to) imitable –
not easily implemented by others. § Organized to Capture Value –
resources do not confer any advantage for a firm if they are not organized using organisational structure, processes/capabilities, and culture.
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Resource-based View
§ Value-creating disciplines: Only some resources/capabilities need to be superior to competition and enable firms to propose differentiated offering to customers that are hard for competitors to match.
§ Resource Portfolios
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Resource-based View
Value-creating disciplines § Operational excellence – providing middle-of-market
products at the best price with the least inconvenience. e.g., McDonald’s, Burger King and KFC.
§ Product leadership – offering products that push the boundaries of product and service performance. e.g., Intel is a product leader in computer chips.
§ Customer intimacy – delivering what specific customers want in cultivated relationships. The core requirements are flexibility, a ‘have it your way’ mindset, mastery of ‘mass customisation’, and the ability to sustain long-term relationships.
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Marketing Resources: Assets – Capabilities – Dynamic Capabilities
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Marketing Resources: Assets
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Marketing Resources: Capabilities
§ An organisation's ability to manage assets effectively to meet customer needs and gain an advantage over competitors.
§ A capability is a coordinated bundle of inter-related routines that a firm (or a group of employees) undertakes to perform specific tasks.
Input Output
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Marketing Resources: Capabilities
Organizational routines (Nelson and Winter, 1982; Feldman and Pentland, 2003) § Regular & predictable
§ Collective, social & tacit - Learned over time
§ Behaviour & performance: The way firms do things
§ Enable tasks to be executed sub-consciously
§ Binding knowledge, including tacit knowledge
§ Can promote or prohibit innovation
Importantly routines are learned over time and they are highly firm-specific § Each organization has its own particular ways of doing things, and this can often
be a source of competitive advantage.
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Marketing Resources: Capabilities
Marketing CapabilityPricing
Promotion / Advertising
Market Research
Distribution Sales
Marketing Planning
New P/S Launch Management
CRM
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Marketing Resources: Dynamic Capabilities
Dynamic capabilities represent the capacity of an organisation to purposefully create, extend, or modify its resource base (Helfat et al., 2007). § As markets change and become more globally integrated, new forms of
competition emerge and firms cannot rest on their existing capabilities alone.
Source: Pavlou & El Sawy (2011)
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Marketing Resources: Dynamic Capabilities
Resource Portfolios: Developing and exploiting resources Organizational ambidexterity: The simultaneous exploration and exploitation of resources and product-market opportunities.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
What are benefits and drawbacks of being ambidextrous in the car
industry?
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Reading Resources Chapters 6: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy & Competitive Positioning, Prentice Hall, 6th Edition.
Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650.
Heirati, N., O’Cass, A., & Sok, P. (2017). Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance. Journal of Business & Industrial Marketing, 32(8), 1038-1050.
Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30(8), 909-920.
O'Cass, A., Heirati, N., & Ngo, L. V. (2014). Achieving new product success via the synchronization of exploration and exploitation across multiple levels and functional areas. Industrial Marketing Management, 43(5), 862-872.
Pavlou, P., & El Sawy, O. (2011). Understanding the elusive black box of dynamic capabilities. Decision sciences, 42(1), 239-273.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
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Chapter 12 Competing Through Innovation
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Why Innovation Matters
§ Everybody wants to be the next Google, IBM, or Netflix § Nobody wants to be Kodak, Blockbuster, or BlackBerry.
§ “Companies achieve competitive advantage through acts of innovation. They approach innovation in its broadest sense, including both new technologies & new ways of doings things” - Michael Porter
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Why Innovation Matters
§ Achieving success through innovation is not easy and the failure rate is high § What is missing is a clear set of principles for action!
§ This can only be achieved by treating innovation as a process.
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Source: Adapted from Piercy (2017)
Why Innovation Matters
Innovation as the Driver of Renewal and Reinvention
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Key Success/Failure Factors
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Planning for New Products/Services
New product development stages and time lapse
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Planning for New Products/Services
Innovation types based on the level of Newness
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Planning for New Products/Services
Innovation types based on the level of Newness
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Planning for New Products/Services
Scope of Innovation: 4Ps of Innovation Space § Product – Changes in the things (products/services) § Process – Changes in the ways in which they are created and delivered § Position – Changes in the context in which the products/services are introduced § Paradigm – Changes in the underlying mental & business models
1’ 40’’: IBM's Process Innovation for Healthcare
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Planning for New Products/Services
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Planning for New Products/Services
Innovation Lifecycle Management
INTRODUCTION GROWTH MATURITY DECLINE
EXTENSION
SA LE
S
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Make an Extension Plan for: Typing machine
INTRODUCTION GROWTH MATURITY DECLINE
EXTENSION
SA LE
S
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New Product/Service Development Process
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New Product/Service Development Process
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New Product/Service Development Process
Collaborative Innovation
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New Product/Service Development Process
Collaborative Innovation Blut, M., Heirati, N., & Schoefer, K. (2019). The Dark Side of Customer Participation: When Customer Participation in Service
Co-Development Leads to Role Stress. Journal of Service Research, 1094670519894643. Heirati, N., & Siahtiri, V. (2019). Driving service innovativeness via collaboration with customers and suppliers: Evidence from
business-to-business services. Industrial Marketing Management, 78, 6-16. Heirati, N., O'Cass, A., Schoefer, K., & Siahtiri, V. (2016). Do professional service firms benefit from customer and supplier
collaborations in competitive, turbulent environments?. Industrial Marketing Management, 55, 50-58.
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Reality in Many Organisations
The End. Have Fun!
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Reading Resources Chapters 12: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy & Competitive Positioning, Prentice Hall, 6th Edition.
Anthony, S. D., Eyring, M., & Gibson, L. (2006). Mapping your innovation strategy. Harvard Business Review, 84(5), 104-13.
Blut, M., Heirati, N., & Schoefer, K. (2019). The Dark Side of Customer Participation: When Customer Participation in Service Co-Development Leads to Role Stress. Journal of Service Research, 1094670519894643.
Calantone, R. J., Schmidt, J. B., & Song, X. M. (1996). Controllable factors of new product success: A cross- national comparison. Marketing Science, 15(4), 341-358.
Heirati, N., & Siahtiri, V. (2019). Driving service innovativeness via collaboration with customers and suppliers: Evidence from business-to-business services. Industrial Marketing Management, 78, 6-16.
Heirati, N., O'Cass, A., Schoefer, K., & Siahtiri, V. (2016). Do professional service firms benefit from customer and supplier collaborations in competitive, turbulent environments?. Industrial Marketing Management, 55, 50-58.
Pisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, 93(6), 44-54. Szymanski, D. M., Kroff, M. W., & Troy, L. C. (2007). Innovativeness and new product success: Insights from
the cumulative evidence. Journal of the Academy of Marketing Science, 35(1), 35-52.
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Teaching Schedule
Week Lectures Seminars
Week 1 - Introduction to the Module Case study analysis framework Week 2 - Strategic marketing planning Gillette case study situation analysis Week 3 - Competitive market analysis Gillette case study situation analysis
Week 4 - Understanding the organisational resource base - Competing through innovation
Gillette case study SWOT analysis
Week 5 - Segmentation, positioning, and selecting target markets Gillette case study problem identification & alternative strategies provision
Week 6 - Creating competitive advantage Individual assignment Q&A Week 7 - Competing through marketing mix Using metaphors in marketing campaigns
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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