I need this case study done on the topic 2 power point, also the instructions for the case study are attached.

MKT 701 Case Study Analysis Guidelines Learning Objectives: 1. Identify the range of decisions implicit in strategic marketing management and planning. 2. Apply a variety of analytical frameworks to making such decisions. 3. Demonstrate critical thinking in decisions that are innovative and sustainable. The case analyses should be approached as if you are a marketing manager that has been asked to present three long-term strategies to the board of directors of the brand/product in question. Based on your understanding of the case and external research on the CURRENT situation, what are the three best strategies to revitalize this brand/product to the same target market and/or alternative markets? Please do not limit yourself to the specifics of the case when formulating your strategies. Think 'BIG PICTURE' (internal/external factors, complementary products/industries, sustainability, etc.). Strategic recommendations should be measurable and broad enough to encompass the direction of the brand for at least 5 years. At the same time, analyses should explain in detail the logic and process behind implementing such initiatives. Please use the below rubric as a guideline and checklist for your submissions. Critical Thinking Rubric Not Proficient 0 Some Proficiency Proficient Highly Proficient 3-4 5 1-2 Total Points Received (x2) Identified and Explained Issues Fails to identify, summarize, or explain the main problem or question, or represents the issues inaccurately or inappropriately. Identifies main issues but does not summarize or explain them clearly or sufficiently. Successfully identifies and summarizes the main issues, but does not explain why/how they are problems or create questions. Clearly identifies and summarizes main issues and successfully identifies implicit issues, addressing their relationship to each other. Recognizes Stakeholders and Contexts Fails to accurately identify and explain any context for the issues or presents problems as having no connections to other contexts. Shows some understanding of the influences of theoretical contexts on stakeholders, but does not identify any specific ones relevant to situation at hand. Correctly identified all the empirical and most of the theoretical contexts relevant to all the main stakeholders in the situation. Not only correctly identifies all the contexts relevant to stakeholders, but also finds minor stakeholders and contexts and shows conflicts of interests among them. Takes Intellectual Risks Stays strictly within the guidelines of the assignment. Considers new directions or approaches without going beyond the guidelines of the assignment. Incorporates new directions or approaches to the assignment in the final product. Actively seeks out and follows through on untested and potentially risky directions or approaches to the assignment in the final product. Evaluates Assumptions Fails to identify and evaluate any of the important assumptions behind the recommendations made. Identifies some of the most important assumptions, but does not evaluate them Identifies and evaluates all the important assumptions, but not the ones deeper in the backgroundthe Not only identifies and evaluates all the important assumptions, but also some of the more hidden, more abstract ones. Not Proficient 0 Some Proficiency Proficient Highly Proficient 3-4 5 1-2 Total Points Received (x2) Innovative Thinking Merely restates existing ideas. for plausibility or clarity. more abstract ones. Experiments with creating a novel or unique idea, format, or product. Actually creates a novel or unique idea, identifies a new void, or proposes a new product. Extends a novel or unique idea, question, format, or product to create new knowledge or knowledge that crosses boundaries. Topic 2: Developing Marketing Strategies and Plans Value Creation When an organization is no longer a value creator and becomes product oriented, it is least likely to adapt to changing customer needs Kodak recently filed for bankruptcy because they were reactive and not proactive in consumers' rapid shift to digital cameras. Kodak's value proposition since its inception was always \"high quality picture film\". Once consumers switched technologies, they became obsolete. IBM, on the other hand, was primarily a hardware company. Once competitors saturated the market with cheaper hardware alternatives, they adjusted by moving into software. This is because their value was never product based, it was \"providing business solutions\" in whatever form Phases of Value Creation We can divide the value creation and delivery sequence into three phases. Choosing the value-- represents the \"homework\" marketers must do before any product exists. Marketers must segment the market, select the appropriate target, and develop products with customer appeal. The formula \"segmentation, targeting, positioning (STP)\" is the essence of strategic marketing. Providing the value-- Marketing must determine specific product features, prices, and distribution. Communicating the value -- utilizing the sales force, Internet, advertising, and any other communication tools to promote the product. The value delivery process begins before there is a product and continues through development and after launch. What is the Value Chain? The value chain is a tool for identifying ways to create more customer value. Every firm is a synthesis of activities performed to design, produce, market, deliver, and support its product. The Generic Value Chain Value Chain If a value chain develops one bad link, the entire chain can suffer (Microsoft outsourcing customer service, delayed delivery by suppliers, or inventory shortages, etc.) A diamond cutter, as a profession, can be used to illustrate the difference of cost and the value chain. The cutting activity may have a low cost, but the activity adds much of the value to the end product, since a rough diamond is significantly less valuable than a cut diamond (adding value should not be viewed as a cost, but an investment) Value chain analysis has also been employed in the development sector to identify poverty reduction strategies by upgrading along the value chain Core Business Processes Core business processes are activities which are necessary for the the survival of the firm. These include: Market-sensing process - gathering and acting upon information about the market New-offering realization process - researching, developing, and launching new high-quality offerings quickly and within budget Customer acquisition process -defining target markets and prospecting for new customers Customer relationship management - developing and maintaining close customer relationships to encourage loyalty Fulfillment management process -receiving and approving orders, shipping goods on time, and collecting payment Successful companies like WalMart, Southwest, and IKEA have learned how to integrate these processes into \"activity systems\" which are consistent across categories. This makes it very hard to imitate these companies Characteristics of Core Competencies A core competency has three characteristics: 1) It is a source of competitive advantage and makes a significant contribution to perceived customer benefits 2) It has applications in a wide variety of markets 3) It is difficult for competitors to imitate Apple outsources the manufacture of their products because offshore manufacturers are more efficient in this task. Instead, Apple focuses its efforts on product design, product development and marketing (core competencies). Good Mission Statements Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short, memorable, meaningful A company should address the following questions: What is our business? Who is the customer? What is of value to the customer? What will our business be? What should our business be? These seemingly simple questions are among the most difficult for a business to answer. Successful companies continuously reflect on them. Google Boundaries in Mission Statements Industry- specify nature of industry. Caterpillar operates primarily in industrial markets, John Deere operates in both industrial and consumer. Products- specify the range of products and applications supplied Competence- specify the range of technological and/or other core competencies Market segment- specify type of consumers served (Gerber, Victoria's Secret, Big & Tall) Vertical channels- specify number of channel levels from raw materials to final product. Large vertical scopes are those that are involved throughout this process and smaller vertical scopes outsource some of these functions Geographic- specify the regions or countries served Product Orientation (myopia) vs. Market Orientation Company Product Market Missouri-Pacific Railroad We run a railroad We are a people-andgoods mover Xerox We make copying equipment We improve office productivity Standard Oil We sell gasoline We supply energy Columbia Pictures We make movies We entertain people Characteristics of SBUs It is a single business or collection of related businesses It has its own set of competitors It has a leader responsible for strategic planning and profitability Strategic Business Units (SBUs) A Strategic Business Unit (SBU) is a subgroup of a single business or a collection of related businesses within the larger organization Characteristics: [SBU HAS...] A distinct mission and specific target market Control over its resources Its own competitors Plans independent of other SBUs Strategic Business Units (SBUs, Continued) Answers the question \"What business are we in?\" Focuses on the market(s) rather than the good or service Strategic Business Units (SBUs) may also have a mission statement Large firms like Walt Disney Company usually operate several SBUs. Disney SBUs include Disney SBUs include: ABC, ESPN, Disney Channel, Touchstone Pictures, Miramax Films, Pixar, Walt Disney Studios, Walt Disney Parks and Resorts, Disney Cruise Line, and they also own their own city called Celebration, FL. News Corp. owns the New York Post, Wall Street Journal, The Sun, TV Guide, Fox Network, Fox News Channel, 20th Century Fox, MySpace, and Hulu. Each of these SBUs is independently run The Strategic Planning Gap Filling the Strategic Planning Gap Assessing growth opportunities includes planning new businesses, downsizing, and terminating older businesses. The lowest curve projects the expected sales over the next five years from the current business portfolio. The highest describes desired sales over the same period. Evidently, the company wants to grow much faster than its current businesses will permit. How can it fill the strategic-planning gap? The first option is to identify opportunities for growth within current businesses (intensive opportunities). The second is to identify opportunities to build or acquire businesses related to current businesses (integrative opportunities). The third is to identify opportunities to add attractive unrelated businesses (diversification opportunities). Product-Market Growth Matrix Strategic Alternatives Market penetration - increase market share among existing customers (loyalty cards) Market development - attracting new customers to existing products (foreign direct investment) Product development - creating new products for present markets (Apple) Diversification - introducing new products into new markets Disney licenses characters for other products (packaging). Image What is Corporate Culture? Corporate culture is the shared experiences, stories, beliefs, and norms that characterize an organization. Corporate culture can become dysfunctional in a rapidly changing business environment (Enron). Whereas managers can change structures and policies, the company's culture is very hard to change (Facebook) Yet adapting the culture is often the key to successfully implementing a new strategy. SWOT Analysis Situation analysis An assessment of a firm's internal and external environments Internal environment: Controllable elements inside of an organization (human capital, organizational cultureGoogle, financial stability, corporate reputation, quality products, brand strength, etc.) These elements represent key strengths and weaknesses of the firm SWOT Analysis (Continued) External environment: Uncontrollable elements outside of an organization that may affect its performance either positively or negatively (economy, competition, technology, political unrest, etc.) (Greece) Firm cannot directly control external factors but can respond to them via planning SWOT Analysis (Continued, 2) An analysis of an organization's strengths (S) and weaknesses (W) and the opportunities (O) and threats (T) in the external environment SWOT enables the firm to develop strategies that maximize strengths and capitalize upon opportunities. (Is low price a competitive advantage?) What is the SWOT analysis for the movie industry in relation to Netflix and Redbox? Remember that 70% of film profits come from DVD sales. How has Disney responded? Market Opportunities Sources for market opportunities: 1) Offering something that is in short supply (becoming more difficult) 2) Supplying an existing service in a new or superior way 3) Conducting marketing research in which consumers imagine an ideal version of the product and then chart their steps in acquiring, using, and disposing of the product 4) Introducing hybrid products (cannibalization risk) 5) Making a buying process more convenient/efficient (self checkout, Paypal) 6) Customization (Build a Bear, Dell) 7) Providing low cost through efficiency in another area (manufacturing, distributiongeneric pharmaceuticals) Incandescent TV Lighting Company Example A business is defined on three dimensions: customer groups, customer needs, and technology. Consider a small company that defines its business as designing incandescent lighting systems for television studios. Its customer group is television studios; the customer need is lighting; the technology is incandescent lighting. The company might want to expand to make lighting for homes, factories, and offices, or it could supply other services television studios need, such as heating, ventilation, or air conditioning. Opportunity and Threat Matrices (Lighting Company) Incandescent TV Lighting Company Example (Continued) By using the SWOT analysis and market opportunity analysis, we can create opportunity and threat matrices. The best marketing opportunities facing the TV lighting company above appear in the upper-left cell (#1). The opportunities in the lower-right cell (#4) are too minor to consider. The opportunities in the upper-right cell (#2) and the lower-left cell (#3) are worth monitoring in the event that any improve in attractiveness and potential. Goal Formulation and MBO In order for a business unit to manage by objectives (MBO), it should follow these criteria: The unit's objectives must be hierarchical (focus on corporate priorities first) Objectives should be quantitative (\"to increase ROI to 15% within 2 years\") Goals should be realistic (based on SWOT) Objectives must be consistent (cannot maximize sales and profits simultaneously. Volkswagen has 15 times the annual revenue of Porsche but Porsche's profit margins are 7 times bigger than Volkswagen's) Most business units pursue a mix of objectives including profitability, sales growth, market share improvement, risk containment, innovation, and reputation. Porter's Generic Strategies Overall cost leadership- firms work to achieve the lowest production and distribution costs so they can underprice competitors and win market share (Cheaptickets, LowestFare) Differentiation- concentrates on achieving superior performance in an important customer benefit area valued by a large part of the market (Travelocity) Focus- focuses on one or more narrow market segments, gets to know them intimately, and pursues either cost leadership or differentiation within the target segment (Last Minute) Circuit City went out of business because it did not stand out in consumer electronics industry as highest in perceived value, lowest in cost, or best at serving a niche segment Strategic Alliances Oftentimes, huge companies cannot achieve leadership without forming alliances with domestic or multinational companies that complement or leverage their capabilities (Star Alliance) 1. Product or service alliances One company licenses another to produce its product, or two companies jointly market their complementary products or a new product (credit card companies and airlines) 2. Promotional alliances One company agrees to carry a promotion for another company's product or service (McDonald's and Disney) 3. Logistics alliances One company offers logistical services for another company's product (Amazon and UPS) 4. Pricing collaborations One or more companies join in a special pricing collaboration (Hotel and rental car mutual discounts)