STRATEGI

C
MANAGEMENT
CASESTUDI
ES

Submi
tt
edt
o:

Mr
.Ar
nol
dVer
gar
a

Submi
tt
edby
:

Ji
zel
l
eR.Fuent
es

Pr
incessMaur
eenJoyY.Sagr
e

BSA-
2
CONTENTS

Case1:Kel
loggs–Usi
ngai
msandobj
ect
ivest
ocr
eat
eabusi
nessst
rat
egy

Case2:Mot
tMcDonal
d–Cr
eat
ingst
rat
egi
cdi
rect
ion

Case3:Fi
rst–Managi
ngext
ernal
inf
luences

Case4:Amway–Ther
oleofst
akehol
der
s

Case5:Skoda–SWOTanal
ysi
sinact
ionatŠkoda

Case6:Asos.
com –St
rat
egi
cgr
owt
hint
hef
ashi
onr
etai
li
ndust
ry

Case7:I
ntel–Usi
ngi
nnov
ati
ont
ocr
eat
ecompet
it
iveadv
ant
age

Case8:Wi
lki
nson–Mar
ket
ingst
rat
egyf
orgr
owt
h

Case9:Dav
is–Gr
owi
ngacompanybyi
nter
nat
ional
acqui
sit
ion

Case10:Par
celFor
ce–Cust
omerser
viceasast
rat
egy

Case11:Kel
loggs–Ext
endi
ngt
hepr
oductl
i
fecy
cle

Case12:Tar
mac–Howr
olesandf
unct
ionscont
ri
but
etocompet
it
iveadv
ant
age
CASESTUDYNO.1:KELLOGG'
S
Usi
ngai
msandobj
ect
ivest
ooper
ateabusi
nessSt
rat
egy
.

1.
)Expl
ainwhati
smeantbyapr
emi
um br
and.

 Premium Br andmeansgi vingthebestfeatur

esatt hebestv al
ueandt hatwhat
makes" Kellogg"hasi t
sdi sti
nctpremium posit
ionwi t
hinthemar ket
.Byhav i
ng
anexceptionalqualit
ythatgi v
estheKellogg'
sConsumer '
sneedsparti
cular
lywit
h
regar
dst oheal t
hissues.Theyal sosupportstheirconsumerspullyabouthavi
ng
healt
hybalancel i
festyl
eandbecauseoft hatt
heycaneasi lysel
lthei
rproduct
sat
ahigherpricethantheot hercompany .

2.
)Descr
ibet
hedi
ff
erencebet
weenanai
m andanobj
ect
ive.

 Aimi stheov eral

ltargetorgoalthatneedst obeachi evedbyt hebusi ness.
Setti
nganai m hel
pt hoseoutsi
detheorganizat
ionleconsumer stounderstand
thebeli
ef sandPr i
ncipl
esoft hatbusi
ness.Whi leobj
ectiv
esmeansi ncl
uding
ri
ghtactionsoraspeci pi
cstepsthatissetorpl anbythemanager st oensure
thattheaimi ssuccessful
lymetandwer ecommuni cat
edt oallstar
tt omake
surethattheywi l
lagreetofoll
ow acertai
nactionstoachi ev
et hestatedaim.
Thisobjecti
veswi l
lhelptotakethebusinesstowher ei twantedtobei nthe
futur
e.

3.
)Out
li
net
hepur
poseofKel
logg'
swor
kwi
thASA.

 Kel
loggst art
edwor ki
ngwi t
hASAbecausethetwocompanyhavet
hesamegoal
ofpromot inganact i
vehealt
hybal
ancel i
festy
lebyengagi
ngmoretosome
physi
calact i
vi
ty.Thisrel
ati
onshi
pwi
thASAhel pedkel
logt
obecomeconnected
wit
hot hercompanyandopensanoppor tunit
ytobecomethemainsponsorof
swimmi nginBritai
n.

4.
)Usingexampl
estosupporty
ourdial
ogue,eval
uat
ehowKel
loggcommuni
cat
esand
di
scusshowthi
senabl
esittoposi
ti
onitsbrand.

 Kellogg'sisdeservi
ngtoit
'shi
ghpositi
onasacompanybecausei tknowshowt o
effecti
velycommuni catetoactaprofessionalbusi
ness,wi t
hstrongmor al
sand
responsibil
it
ies.Thecompanycommuni catestotheircustomersaboutt heneed
forheal t
hylivingthr
oughav ari
etyofadv er
ti
sement s.Theyevenhav ecreat
ed
cartoonchar acter
st hatcanbef oundonpackagi ngoft hei
rpr oduct
s,which
shar ethemessaget oeatproper
ly.Wit
hint hecompany ,Kell
ogg'
shasgi veneach
employeeapedomet ertoencouragemor eactiv
ityonadailybasis.Ontopofthat,
theyhaveamagazi newhi chgetspr ovi
dedt otheempl oyeessot hattheyhave
completeknowledgeaboutKel l
ogg'
ssuppor twork,alongwiththeimpor t
anceof
creat
ingabalanced,andhealthyli
festy
le.Theseef f
ortscomet ogethertoassi
st
great
lyinKel
logg'
sov er
all
successinsoci et
yasabr and.
CASESTUDYNO.2:MOTTMCDONALD
Cr
eat
ingSt
rat
egi
cdi
rect
ion.

1.
)Expl
aint
hedi
ff
erencebet
weenor
gani
cgr
owt
handacqui
sit
ion.

 Organicgrowthist
hebusi nessgr
owththroughint
ernalprocessesandrely
ingon
i
tsownr esourcestoacqui r
enewcustomer sandexpandbusi nesswithexist
ing
customers.WhileAcquisiti
onispurchasesmostoral lofanot hercompany '
s
sharestogaincont
rolofthatcompany.

2.
)Whar
tismeantbyaper
for
mancepayscheme?

 PerformancePaySchememeansgi vi
ngacompensationorani ncent
ivesto
employeesbasedont heirperfor
manceorcont r
ibut
iontothesuccessoft he
companyandf ordoi
ngtheirjobverywell
.Thi
ski
ndofpaystruct
ureensur
esthat
theproducti
vi
tyofempl oyeeswillincr
easeandimprovetohelpthecompany
remainprof
it
ableanddynami c.

3.
)Anal
ysehowMOTTMacDonal
dsv
aluesi
nfl
uencei
tsbusi
nessact
ivi
ti
es.

 Mot tMacDonal d'

svaluesinfluenceisbusinessacti
v i
tybycompl eti
ngmeani ngful
proj
ect swhi chincr
easest heirCorporateSocialResponsi bi
l
ityorconsi deri
ng
socialout comesi nev ery
thingt heydoandcr eatest heacr onym PRI DEthat
representst hei
rcompany '
sv alues to make people's grow as wel las the
organisation'
sprogr
esswor ldwidebyhav i
ngrespectt oeachot herregar
dlessof
backgr oundororigi
n,doingt hei
rbusinessacti
vi
tieswi t
hintegri
ty,beingdri
vento
exceed t arget
si thas setf orcust omerexpect ati
ons and associ at
ed with
excellenceandinnovati
on.

4.
)Ev al
uatehow ar ol
li
ngf
ive-
yearpl
anhel
psMOTTMacDonal
dtoi
dent
if
ywhi
ch
pr
ojectsi
twil
ltakeon.

 TheRol l
ingFi ve-y earplanhel psMot tMacDonal dposit
ionthebusi nessinthe
mar ketint helong-term becauseitcoversallar
easofimpor t
ancet ot hebusiness
that i ncludes f i
nancial gr owth, markets, servi
ces, customer s, par t
ners,
sustainabi l
it
yandst af
fdev el
opment .Also,
,ithelpstoidenti
fywhi chpr oj
ectsit
will
t akeonbyhav ingplansandknowi ngtheirt
argetsfort
heor gani
zat ion.
CASESTUDYNO.
3:FI
RST
Managi
ngExt
ernal
Inf
luences

1.)Whatdot helet
terPESTELstandf
or?Cany oui
denti
fyanyli
nksbetweensomeof
thesef
actors.Forexamplebetweenpol
it
icalandl
ocalfact
orsaff
ect
ingabusiness?
whatotherl
inkscany oumake?

 PESTELst
andsf
or:

P-ol
i
tical

E-conomi
cs

S-oci
al

T-echnol
ogi
cal

E-nv
ironment
al

L-egal

Exampl
es:

ECONOMI
CS.SOCI
ALandTECHNOLOGI
CAL

 Businessesneedt omakeandear nmoneyt ocont i

nuet oexi
stbutasofnow,
society
'shabi
tsarechangingandpeoplearenowmobi le.Anexamplefort
hisis
OnlineShoppi
ng,withthehel
pofnewtechnologi
espeoplecaneasil
ybuyorsella
certai
nproduct
sbutatt hesametimeitpr
ovidesthebestsolut
ionf
orthemarket
placeandthebusinesstoexpandandgrow.

POLI
TICAL,
LEGALandENVI
RONMENTAL

 The Governmentwhi ch has j urisdicti

on on a basi c necessiti
es and pr i
me
commodi t
ieslikeDepartmentofAgr i
cultur
eimpl ement sapolicyorlawtoensur e
theavai
labili
tyorbasicnecessi ti
esatr easonablepr i
ces.Anexampl eforthisis
thepri
cesofgoodst hathav erisenespeci all
yagr i
cul
turalcr
ops, marineproducts
andotherfarmi nput
swhi charet hebasi cnecessiti
esandpr imecommodi ti
esof
peopleandhav i
ngdif
ficult
iesint r
anspor t
ingallthepr oducts.Duet olockdown
thatiscausedbyt hepandemi c,busi nessesmayr eceivedal ossofi ncome
becausetheycannotsel lt
heirpr oduct sabovei t
sor i
ginalpr
iceandmakeapr ofi
t
outofitsi ncet hePolicy"Pri
ceAct "isser vedasapr ot
ectiontoconsumer s
 agai
nstprof
eet
ingwit
hrespecttosupplyandprici
ngofthesai
dgoodsdur
ing
peri
odsofemer
gencyandothersi
tuat
ionsl
iket
hispandemi
c.

2.)How doesitbenefi
tFI
RST to wor
kcl osel
ywi
th gover
nmentin desi
gning i
ts
tr
anspor
tserv
icest
rat
egy?i
nyouranswer,
showwhyiti
si mport
antt
owor kwit
hlocal
gover
nment.

 The adv ant

age ofwor ki
ng closelyt o Gov ernmentwi llall
ow people or
netizenstouset het r
ansportati
onser vicet hatisprovidedbyFI RSTtochange
how peopl efeelaboutpubl i
ctranspor tati
onbydel iveri
ngt hehighesttravel
l
ev elofservi
ceandcust omersat isfaction.Also,itreducesCo2emi ssionsto
asl ow aspossi ble.whichmakest heenv ironmentapol luti
onf r
eeandeco-
fr
iendly.Bywor kingwi t
hl ocalgov emment ,itprovidemor eopportuniti
es,
stabili
tyandgreatbenef itsfort
hebusi nessbecausel ocalgov er
nmentswer e
designedwi t
ht hepur poseofcr eati
ngor derinway st hatwi l
lservet
hepubl i
c
andt oensurest hattherulesandr egulationsar efol
lowed.

3.)Anal
ysehowef
fect
iveFI
RSThasbeeni
nrespondi
ngt
ochangesi
ndemandf
orbus
servi
ces.

 FIRSTGr oup'sr ai
ldi v
isionhassetupgr oundbr eakingaler
ti
ngser vicesfor
passenger s,Jour neyCheck and Jour neyAl ert
.These services provide a
conveni
entwayofl ett
ingpeopl eknow iftherear edelaysoralterati
onst o
tr
ainsotheycanpl antheirjourneysaccor
dinglybyrecei
vingatextoremai lto
keepthem up- t
o-dateal so,theyintr
oducepr epai
dsmar tcardasamodeof
paymenti nsteadofusi ngcashonbuseseasi erandFaster.

4.
)Evaluat
ethe effect
ivenessofthe waythatfi
rsti
smeet
ing t
he chal
lenge of
pr
ovi
dingsust
ainabl
esoluti
onstot
ranspor
tneeds

 TheCl i
mateChangeSt rategythatFI RSThasi nt
roducedwasef f
ecti
vebecause
asidefr
om reducingtheemi ssi
onofhar mfulgassesby25%f orit
sbusdi visi
on
and20% f orrai
l,i
talsohel pspeopl etofeelsecuredinri
dingpubli
ct ransport
servi
ces by givi
ng them t he higherl ev
els ofser vi
ces and i
ncreases the
product
ivi
tyoflaborbyreducingtr
av elti
me.
CASESTUDYNO.
4:AMWAY
Ther
oleofst
akehol
der
s

1)
Whoar ethest
akehol
der
sandwhatmet
hodsofcommuni
cat
iondoesAmwayhav
e
wi
theach?

 Stakeholdersar egroupsori ndivi

dual
st hatcanbei nter
naltot hebusinesssuch
asempl oyeesorext ernalli
kesuppl i
ers,customersort hepublicwhohav ean
i
nteresti nt hedecisionsoft hecompanyandi t
sbusi ness.Apartf r
om t his,
Amwayusesdi ffer
entmet hodsorway st ocommuni cat
ewi thitsvar
iousgr oups
ofst akeholders,li
ke through websites oremai lst o promot e pr
oduct s and
servi
cest ocust omersespeci al
lytoABOSt okeept hem updat ed.Wheni tcomes
toindust ryAmwayenabl est oshareandr ecei
vedi nformationthrought rade
member ship and maki ng an ev entsuch as exhi bi
tions helps Amway t o
communi cateto ABOsandconsumer st o know onwhatpr oductst heycan
provi
de.

2.
)Expl
ainhowt
heABOSoper
atet
hei
rbusi
nessandt
hepot
ent
iali
ssues?

 ABOsoper ateindependentl
yasasmal lbusi
ness.Theydev elopdirectsupply
channel
sandsel lproductst oFriendsandcust omersthattheyknow ormeet .
Theyalsoneedt ohav eaf lexibl
eappr oachtobusinessandr equir
eAmwayt o
provi
dehighqualit
yvalueformoneypr oductswith100%Sati
sf acti
onguar ant
ee.
ABOsdet er
mi neforthemsel veshow theywi l
lconductbusi
ness,Howev erthey
si
gnacont racttoworkwi t
hAmway 'RulesofConductandcodeofEt hicsandif
ABOsdonotconductbusi nesswi thi
nt heserul
es,thei
rbehav iorcouldrefl
ect
backonthecompany .

3.
)Descr
ibeAmway
'sSt
rat
egyandi
tsi
mpactoni
tsst
ockhol
der
s?

 Amway '
sv i
sionis" hel
pingpeopl el
i
v ebetterl i
ves".Ithasagl obalstrat
egyf or
producing,di str
ibuting and market
ing itspr oductwor l
dwideand al so hasa
strat
egyf orpr omot i
ngcor porat
esocialresponsibili
ty(CSR)i naglobalway .CSR
refer
st ot her ol
et hatacompanypl aysinmeet ingitswi dercommi t
ment sasa
cit
izen,suchcommi tment sincl
udesuppor t
ingwor t
hycausesandal way sacti
ng
i
n an et hicalhonestway .Amway 's str
at egy also has an i mpactt oi ts
stakeholdersandasar esponsibl
eorganization,Itdevelopsast r
ategytosuppor t
thegr owthoft hebusi nessorsoci alaimsoft hecompanyandcr eati
ngan
appropriateAmway spr oductforABOst osel landt oear nmoney .Theyal so
 devel
opsagoodqual i
typr
oductt omeetthestandar
dsorcust omer'
swantsand
demonstratethev al
uesoft hecompanybydoi ngtherightthi
ng.Lastl
y,t
hey
support
sf undr
aisi
ngbyvoluntar
il
yjoi
ningdi
ff
erentchar
it
yor gani
zat
ion.

4.
)Usi
ngexampl
es,
discusst
hemeani
ngofanet
hicalbusi
ness?

 Ethi
calbusinessi mplement
sanappr opri
atebusi
nesspolici
esandpr act
icesthat
i
ncludescor porati
onsocialresponsi
bil
i
tiesandf i
duci
aryr esponsi
bili
ti
es.Also,
businessethicspr ovi
desaf r
amewor ktoguidethebehav i
ouroft hecompany
andi t
sstakeholders.Anexampl efort
hisistheglobalenterpri
seli
keAmway ,I
t
mustcompl ywit hthelawsofthemanydiffer
entcountr
yinwhi chitoperates.
CASESTUDYNO.5:SKODA
Swotanal
ysi
sinact
ionatSkoda

1.
)Whatwast
hekeyweaknesst
hatSkodawasabl
etoi
dent
it
y?

 Theweaknesswaspar t
lyduet o-out-
datedperceptionsoft hebrand.Thi
srelat
ed
toSkoda'swesternEuropeanor i
gins.Inthepastt hecar shadani mageofpoor
vehicl
equalit
y,desi
gn,assembl yandmat eri
als.Cr uci
all
y.thi
spoorper cepti
on
alsoaffect
edSkodaowner s.Formanypeopl e,carowner shipi
sal labouti
mage,
thisSkodaUK'sanal
ysisshowedt hati
nor dertogr owiltneededt oaddresskey
questi
onsaboutthebrandposition.

2.
)WhatSr
engt
hdi
dskodauset
otur
nit
sbr
andweaknessi
ntoanoppor
tuni
ty?

 Thest rengthofSkodawer eidenti

fi
edandassessedbyconduct i
ngaSWOT
analysis.Skodawasabl etoidentif
ywher ei thadst r
engthst o compet eby
focusingandunder standtheweaknessesi nabusi nessandt urni tinto an
oppor t
uni t
y.I
tshowshowSkodaUKt ransf
ormedt hebrandimagei nt heeyesof
potentialcust omersandbui l
ditscompet i
ti
v eedgeoverr i
val
s.Bydev el
opinga
mar ketingst r
ategyplayi
ngoncl ear
lyi
denti
fiedstr
engthof"customerhappi ness'
,
Skodawasabl etoov ercomeweaknessesandt ur
neditspreviouslydefensive
positi
onoft hebrandt oapori
ti
vecustomer -
focusedexperi
enceoranoppor tuni
ty.

3.
)HowhasSkodast
rat
egi
cal
lyaddr
essedext
ernalt
hreat
s?

 Thr ought heSwotanal y

sis,Skodawasabl et oidentif
yt heexternalthr
eatsthat
canaf f
ectt hesuccessandst andingoft hecompanyi nt hemar ket.Oneoft he
threatst oskodai st hecompet i
torslaunchingcheaperpr oductal i
keUK car
mar kett hatincludes50di fferentcarmaker st el
li
ng200model s.Inor derto
addr esst het hr
eat,SkodaUkneededt omakeast rategi
est hatwi l
lmakei t
standouti nt hemar ketandensur esthepot entialbuyerstoov erl
ookSkoda.I t
neededt ocreateapr oductranget hatwil
lappealt odif
ferentsegment sandeach
model rangepr i
cingwillr
efl
ectstot hecompet it
ivenatureofSkoda'smar ket.The
combi nat i
onofacl earrangewi thcompet i
ti
vepr i
cinghasov ercomet het hr
eatof
thecr owdedmar ket.

4.
)Whati
nyourv
iewar
ethei
mpor
tantbenepi
tsofusi
ngaSWOTanal
ysi
s?

 Swotanal
ysi
sisv
eryusef
ulwhen i
tcomes t
o cr
eat
ing and f
ormul
ati
ng a
str
ategi
esf ort
hesuccessoft hecompany .Itprovidesinf
ormationaboutt he
str
engthsofthecompanywhicht heycanusetobuildastrat
egicadvantageover
fr
om itscompetit
orsandf ocusi
ngonoppor tunit
iest oovercomet hr
eatsand
weaknesses.Al
so,i
tisagreatwayt oguideastr
ategymeet i
ngsforthebusiness
todevelopandmeetthei
rgoals.
CASESTUDYNO.
6:ASOS.
COM
St
rat
egi
cgr
owt
hint
heFashi
onr
etai
li
ndust
ry.

1.
)Inwhatway
scanacompanybenef
itf
rom gr
owt
h?

 Growthi
s crucialt othe long-t
erm survi
v aloft he busi
ness butsi
nce the
Asos.
com hasachievedar emarkablegrowth,i
tiseasi
erforthem t
oacquir
enew
cust
omersormar kett
hatwi l
lhelpt hecompanyt obecomeFi nanci
all
ysecure
andmayprotectthebusinessfrom unfor
seencircumstances.

2.
)Whatdoy
ouf
eelmi
ghtbepot
ent
ialdi
sadv
ant
agesofv
eryr
api
dgr
owt
h?

 Acompanycangr owinsev eralwaysl

ikesimplyselli
ngmor eofit
sproductbut
veryrapid gr
owth can also be a potenti
aldisadvant
ages tothe busi
ness.
Managementmaybeunderpr essur
eduet oheav yworkl
oadsandt hequali
tyof
theproductsandservicescoulddropOf fbecauseofnotcopi ngupwithextra
works.Inthiscase,thebusinessmayl ossit
scust omerst othecompetit
ors
becauseoflowproductivi
tyt
hatincr
easescustomer'scomplaint
s

3.
)Descr
ibe,
usi
ngexampl
es,
whati
tmeantbyhor
izont
alandv
ert
icali
ntegr
ati
on.

 Hor izontali
ntegrati
oniswhenabusi nessgrowsbyacqui r
ingasi milarcompany
i
nt heirindustryatthesamepoi ntoft hesupplychain,Anexampl ef orthisi s
whent hesuper marketchainMorrisonsacqui r
edt heri
valsaf ewaychai nin2004,
i
tsi mpl ycreatedalargersupermar ketchain.Whil
eVer t
icalIntegrati
oniswhena
busi nessexpandsbyacqui ringanot hercompanyt hatoper atesbef oreoraf ter
them i nthesuppl ychain.Anexampl eforthi
stoapur nituremanuf acturermi ght
purchaseachai nofFur nit
urestor essot hatitcansel litspr oductsdirectt o
consumerandwoul dpr evi
ouslyhav elookedtosel litspr oductt othisr etai
l
furniturebusiness.

4.
) Whatdoy oufeelarethekeythi
ngst
hatAsoc:Com di
dinor
dert
oaachi
eved
manageandsuccessf
ulorgani
cgr
owth?

I
nmyownper
spect
ive,t
hekeyt
hingst
hatAsos.
Com di
dtoachi
evedmanaged
andsuccessfulorganicgrowthisbyt akencar ef
ull
ythei
rplanstoensurethat
Asos.Com meetcust omer'
sneed.Also,itexpandeditsmarketshar
es,t
akenon
morest af
f,grownsal esandprof
it
s.Thisgr owthhasbeenachievedthr
oughon
syst
emat i
cal
lyplannedinvest
mentinbot hpeopleandtechnol
ogy.
CASESTUDYNO.7:I
NTEL
Usi
ngi
nnov
ati
ont
ocr
eat
ecompet
it
iveadv
ant
age

1.
)Ident
if
ythr
eekeyst
eps(i
nnovat
ions)i
nthedevel
opmentofmicrochi
ptechnol
ogy.
I
neachcaseexplai
nhow t
heinnovati
onhastransf
ormedpeopl
e’swork,li
feand/or
l
eisur
e.

 Research -Ithel
ps t
oi mprovethe met
hods creati
ng a new and bett
er
products.Al
so,
Morebroadresear
chcanhel
ptof ocusedonwhatt echnol
ogy
canoffer.

 Devel
opment-Technologi
caladvancesdevel
opmenti
susetodevel
opnew
marketoppor
tuni
ti
est
osustainoraccel
erat
egrowt
handtor
educesorl
essen
theener
gyconsumpti
on.

 Manuf
actur
ing-I
tdesignsanddevel
opaproduct
,par
ti
cularachipthenbri
ng
i
tmar ketf
asterthananyoneelseand usesanaut omated sophi
sti
cat
ed
r
oboti
cequi
pmentt oensur
eaccur
acy.

2.)Whatismeantbya)mar
ket
-l
edandb)pr
oduct
-l
ednewproductdev
elopment?Gi
ve
two examples t
o show how Int
elhas combined mar
ket
-l
ed and product
-l
ed
approaches.

 Mar ket
-Led -This appr
oach ident
if
ies and anal
yzed cust
omers needs by
producingordevel
opingaproductandserviceswhi
chcanmeett hecustomers
sati
sfacti
on.

 Pr
oduct-
Led-Thi
sappr
oachf
ocusesonenhanci
nganddev
elopi
ngt
hepr
oduct
ion
pr
ocess.

-Bot happr oachesar eimpor tant.Rightfrom itsear l

yday s,Intelr eal
i
sedt he
i
mpor tanceofcombi ni
ngpr oductinnovationwi t
hamar ketf ocusedappr oach.
I
nt elrespondst obot hcust omerdemandandpr oductinnov ati
on.I tsproducts
aret herefor
e‘ usercent r
ic’
,thati s,t
hepr oductdev el
opmentmeet st heneedsof
thecust omer .Intelhasant hropologist
swhost udyhowpeopl euset echnologyin
theirlives.Thisi nformationhel psI ntel
’
spr oductdesi gnt eamst ounder stand
whatcust omerr equir
ement sare.

-Intelalso has a devel

opmentpr ogramme toincr
ease t
he capaci
tyofa
micropr
ocessor.Thi
sfit
swi t
hthetwo-yearcy
clei
nwhichthemicropr
ocessori
s
adaptedoranewpr oducti
slaunched.
3.)Showhowresear
chanddevel
opmenthasenabl
edI
ntelt
odev
elopanewpr
oduct
thati
sai
medataspecif
icgr
oupofuser
s.

 Ther esearchanddev el
opmentef f
ortsofI nt
elarefocusedonsixkeyareas
whichar edeal twithindetailbelow.I neachoft heseareas,t
hegoalofthe
companyi st oimproveusersexperiencebyadv anci
ngperf
ormance,
power
,cost
,
connecti
v i
ty,secur
ityfeat
ures,formf act
or,andotherfeat
ureswit
heachnew
generati
onofpr oductsbypr ovidi
ngchi psf ormanydi f
fer
entsegment
sand
i
denti
f ythei
rsegmentbypr oducts.

4.)Whyisitsoi
mport
antforbusi
nessesl
ikeI
nteltoinv
estinR&D?Expl
ainwi
th
exampl
eshowR&Dhasenabl
edInt
elt
ogaincompeti
ti
veadvant
age.

 I
ntelisacompanyt hatpr
oducesthechi psthatdeli
verthi
sincr
easedcomput i
ng
powerbutt herearemanycompet it
or sthatproducechipinthemar kett
hatcan
decreasetheircust
omerduet oal otofchoi ceandt hei
mportanceofwor ki
ng
wit
hR&D,I ntelcanmakemanyr evoluti
onaryproducts.Anexamplef ort
hisi
s,it
makest hefir
stcompanyinthemar ketthatcanproduceasi l
i
conchip.
CASESTUDYNo.8:WI
LKI
NSON
Mar
ket
ingst
rat
egyf
orgr
owt
h

1)Whatisthedif
fer
encebetweenprimaryandsecondar
yr esearch?I
dent
if
yone
exampl
eofpr
imar
yandsecondar
yresearchcar
ri
edoutbyWil
kinson

 Pri
mar yresearchalsocalledf i
ll
edresearchinvolvescoll
ectingdat af i
rsthand
andcant akeint
omanyf ormsl ikebeingint
erview,questi
onnai res,panelsand
observati
on.Thiscanbemor eexpensivethansecondaryresear chbuti tismor e
rel
evant,canbebasedi fnotwel lpl
anned,recentanddesi gnedspeci ficall
yfor
thecompany '
sintendedst r
ategy.Anexampl ef orthi
si sWi lkinsonunder took
pri
marymar ketr
esearchusingquestionnai
resdistri
but
edt ost udentsacr ossthe
Unit
edKi ngdom aboutthei
rpr oduct
.

 Secondar yresearchal socal leddeskr esear

chi nvol
vescollecti
ngdatawhi ch
alreadyexist
sthatincludesusi nginfor
mat i
onf r
om report
s,publi
cati
ons,
Int
ernet
researchandcompanyf i
les.Thi sresearchisrel
ati
velycheap,canbeundertaken
quicklyandsoenabl esdeci si
on- makingsoonerhowev er,i
tcam begoout-of-
date
andmaynotbeent i
relyrelevantt othebusi nessdata.Anexampl eofthisin
secondar yresearchusi nggov er
nmentanduni ver
sityadmissionsdatawhi ch
didn'trequi
realotofmoneyt obespent .

2.
)Expl
ainwhyWi
lki
nsonneededamar
ket
ingst
rat
egyt
ohel
pthem t
ogr
ow.

 Wilki
nsonneededt of i
ndnew customersinorderforthem tohavearoom for
developmentand gr owtht ot hei
rbusiness.They needed to pr
ovi
de t
heir
customersanaf fordabl
ey etquali
typroductandgivet hem agoodservi
ces.
Withoutthesemar ketstr
ategi
es.Wilki
nsonwouldhavepossibl
ylostanover3
mill
ionpotent
ial
students.

3.
)Ev
aluat
ethebenef
it
soft
hemar
ket
ingcampai
gnt
owi
lki
nson.

 Amar keti
ngcampaignwaslaunchedwhi
chfocusedonar angedofpr omoti
onal
t
acti
cs,special
lydesi
gnedtoappealtoUni
versi
tyst
udents.Ithelpstoachieve
manyoft hebusi
ness'
saims,Creat
ingi
ncr
easedbrandawar enessandr epeat
vi
sit
s.Also,i
thel
pedtoinf
ormthecompany'
sfutur
estr
ategiesforgrowth.
4.)Anal
yzehow eff
ecti
vet
hemar
ket
ingcampai
gnwasi
nhel
pingWi
lki
nsonr
espond
tocompeti
ti
vepressur
e?

 Byshapingthei
rstrat
egiesthr
oughconduct
ingacampaign,i
thelpsWil
kinsonto
successf
ull
ybroughtanew cust omersbyincreasi
ngt
hestudentspopulat
ion'
s
awarenessaboutthebrandanditgiv
esthem theknowl
edgeonhowt odealwi t
h
fi
ndingnewtargetaudi
ences.
CASESTUDYNO.9:DAVI
S
Gr
owi
ngacompanybyi
nter
nat
ional
acqui
sit
ion

1.)
Descr
ibet
womaj orwaysi
nwhi
chacompanycangr
ow.Gi
veexampl
est
oil
lust
rat
e
thetwowaysofgr
owing.

 Organi
cGrowt
h-isresour
cesandwhati songroundofacompanyareusedto
i
ncreasegr
owtht
hrougheitherexpansi
onorpr
ofitandcanbet
hroughbothof
t
hem.

Forexample,an exist
ing companymaydeci de toi ncr
ease t
he numberof
branchesi
thas,ar egi
onorar eaofoperat
ion.Italsochoosetoincreasethe
numberofvehi
clesusedformarket
ingori
ncreasethenumberofemployees.

 I
norganicGrowt
h-thecompanyexpandst
oanew ter
ri
tor
yorpr
oductli
neand
descr
ibeshowabusi
nessgr
owbyjoini
ngoneormor
ecompani
estoget
her.

Typicalexampleofi nor
gani
cGrowthistheonet hatoccur
sinMi cr
osoft.I
tisone
ofthecompani esthathasgrownbymer gers,takeoverandacquisit
ionofover
hundredot hercompaniessi
nce1986.Unli
ket hecaseofApple,weregrowthisby
productinnovationanddevel
opment,theyhav eserv
iceofproductli
neupssuch
asIpod, I
Mac, I
padandmanymor e.

2.)Businessesgr
owwhent heyhavether esour
cest
oexpandandopportuni
ti
esexi
st
forgrowt h.Explai
n how the acquisi
ti
on ofBerendsen pr
ovi
ded such a good
opportunit
yfort
heDavisSer
viceGroup.

 Acqui
sit
ionofBer endseni ssuchagoodoppor t
uni t
ybecausel ikeSunlight,itwas
themarketl eaderi npr ovidingtexti
leser vi
cesini tsgeogr aphicalarea.Al so,It
wasbetterfort heDav isSer viceGroupt otakeov erBer endsenr athert
hansetup
anewr i
valcompanyi nEur opeandt heycoul dbuyi ntoest abli
shednet worksand
cust
omerr elati
onships because ofBer endsen’sl ocalexper ience and l ocal
marketcont acts.Byt aki ngov erBer endsen,rathert hanmer gingwithi t,gave
Davi
sSer v
iceGr oupthecont roltoputthebestsy stemsi nplaceatBer endsen.I t
wasablet or educeoper atingcosts,forexampl e,cl osi
ngdownsomel ocat i
ons
whereBerendsenhadt woout l
etsoper at
inginthesamear eaandi tstrengthen
themanagementoft het wocompani es.
3.
)Whataspect
sofEur
opeanUni
onmar
ket
shav
epar
ti
cul
arl
yencour
aged:

hor
izont
algr
owt
hoft
heDav
isSer
viceGr
oup?or
gani
casopposedt
oinor
gani
cgr
owt
h?

 HorizontalGrowthoft heDavi
sServiceGr
oupofDS6i ntheEUmar ketaresimple
thef actthatsunlightisasubsidi
aryofDS6i nthesamebusi nesssectorwith
Berendsen.Anot herf act
ori
stheEUmar ket
slargecustomerbaseofov er500
mill
ionpot ent
ialcustomerandtheeconomicsofscal
eaffordedcost
sshar i
ngfor
i
mpr ov edprofi
tabi
lit
y.

 Growi
ngor gani
call
ymeansacompanyexpandswi thouttheuseofmergersand
acqui
sit
ion orothert akeov
erswhi l
einorgani
cgr owthi ntheoperat
ion ofa
busi
nessthatarisesf rom mergersortakeovers,ratherthati
ncr
easesinthe
companiesownbusi nessacti
vi
ties.

4.)Ifthe companywer
eto expand i
nto new ar
eas oft
he gl
obe,where woul
d
y
ourecommendandwhy?Whatfact
orsmightencour
ageordi
scour
agethi
schoi
ce?

 Ift
hecompanywer etoexpandi nt
onewar easofthegl obe,Iwouldrecommend
Asiancount riessuchasSi ngapor e.Asidef rom bei
ngcal ledasthebestcount ry
accor di
ngtoceowor l
dmagazi nebecauseofsomear easwhi chcanabusi ness
helpst ogr ow andexpand.Thi scount r
yi sbestknownf oritsideallocati
on,
polit
icall
yst ableenvir
onment ,no divi
dendorcapi t
algai nsint axes,for
war d
l
ooki ngeconomi cpol
ici
est hatenabl edSi ngaporetobet hewor l
d'sgatewayt o
ASEAN andhi ghl
yeducatedandpr oducti
v einwor kforcewhichpl aysacr i
tical
rol
ei nt hesuccessandsust ainabil
it
yoft heeconomy .Incontrast
,meet i
ngwi t
h
dif
ferentcul tures when y ou st artdoing busi ness abr oad may caused a
misunder st
andi ngandcanbeamaj ordisadvantagei fwedonothav eenough
knowl edgeaboutt hei
rbackgr oundandcul ture.
CASESTUDYNO.10:PARCELFORCE
Cust
omerser
viceasast
rat
egy

1)
Descr
ibewhati
tmeantbyacust
omer
-or
ient
atedappr
oach.

 Customer-
ori
entat
edapproachi sallaboutf ocusi
ngonmeetingandhel pi
ng
customersmeett hei
rneedsandgoal s.Also,itisanappr
oachi nwhichthe
companyv al
uedthecustomer sneedsovertheneedsofthebusinessandfor
customerser
vice,
theteam shoul
dbefocusedononhowt heyaregoingt
omeet
thecust
omerneeds.

2.
)Expl
ainhowaswotanal
ysi
scanhel
pabusi
nesst
oimpr
ove.

 SWOTanal ysi
scanhel pabusi nesstodentifyt
hebestst r
ategieshav etotakeor
pursueandt hear easwher et hebusinessareper f
ormi ngwel l.Itil
l
umi nates
detail
stofor mulateacti
onableplansbasedoneachoft hef ourquadrants.Itis
alsov er
yusefulinknowingandunder st
andingthecompany 'sposi t
ionwithi
nt he
mar ketorindustrybecauseoft heintemalandexternalfactors.Apartfrom this
havingallt
hoseknowl edgeallowst hecompanyt obestrategical
lydeveloprather
thanwast i
ngef f
ortsandt i
met ryi
ngt oexpandintoamar kett hatdoesnotal ign
withthebusinessy ouareint
o.

3.
)Anal
yset
hedi
ff
erencebet
weenB2BandB2Cbusi
ness

 B2BorBusi ness-t
o-Busi
nessser vi
cesaredeli
veri
ngparcel
sandsuppl i
esfr
om
companiestoothercompaniesort r
ansact
ionbetweenonebusinessandanot
her
suchasawhol esalerandretail
er.Whil
eB2CorBusi ness-
to-
consumerservi
ces
aredel
i
veringparcel
ytoindi
vidual
sortocustomer si
nthei
rhomesdi r
ect
ly.

4.
)Eval
uatewhyi
tisi
mpor
tantf
orabusi
nesst
ohav
east
rongdi
ff
erent
iat
ori
nan
openmarket
?

 Compet it
iveadvantageisequalst
ohavingcompet i
ti
v epoweri
nt hemarketand
havingast rongdiffer
enti
atori
nanopenmar ketcanhel ptokeept heexi
sti
ng
customersorat tr
actnewcust omersorbusinessesthatwil
lul
ti
mat el
ydri
vethe
reputat
ionandpaceofgr owt ht
othebusiness.
CASESTUDYNO.11:KELLOG'
S
Ext
endi
ngt
hepr
oductl
i
fecy
cle

1.)Usingcurr
entproduct
sfamili
artoy
ou,
drawandl
abelapr
oductl
if
ecy
cledi
agr
am
showingwhichstageeachproducti
sat
.

Pr
oductLi
feCy
cleDi
agr
am

 I
ntr
oduct
ion-Cadbur
ylaunchedDai
ryMi
l
kint
otheMar
keti
nUK.

 Growth-growt hforthebranddealtwit
hpopular
isi
ngconsumpt
ioninasocial
contextespeci
all
yi n moretradi
ti
onalsett
ingsl
ike weddi
ngsand t
hebrand
penetrat
edint
osmal l
ertownsandsalevol
umesgrewby40%.

 Maturi
ty-DairyMil
kbecomesCadbur y
'sbestsel
li
nglineinUKbyhav i
ng70%of
chocol
ate consumpti
on marketshare asa mar ketleaderand i
ntr
oduces a
campaignfortheconsumer
stopatroni
zethei
rproduct.

 Decli
ne -Consumers hav
e st
arted showi
ng i
nter
esti
n ot
hercat
egor
ies of
chocolat
essuchasdar
kchocol
ate.
2.
)Suggestappr
opr
iat
eai
msandobj
ect
ivesf
orasmal
l,
medi
um andl
argebusi
ness.

Smal
lBusi
ness

 Tosurvi
veandcont
inuet
oexi
stint
hefutur
ear
etheaimsofasmal
lbusi
ness.It
s
obj
ecti
vesi
stoearnmorepr
ofi
tsbyinv
esti
ngi
nthecust
omerst
hatt
hebusiness'
al
readyhav
e.

Medi
um Busi
ness

 Theaim ofmedium businessesistogrow i

nter
nall
yandi tsobject
ivesi
st o
expand t
hei
rcurrentbusiness oper
ati
ons and i
ncreases marketshare by
maximizi
ngt
hei
rprofi
tsandgr owt
h.

Lar
geBusi
ness

 Growingexternal
lyistheai
m ofal
argebusi
ness.I
tsobj
ect
ivei
stoimprov
ethe
business'st
andingamongconsumersbyprovidi
nganew setofideasornew
producti
onmet hods.

3.)Expl
aint
hediff
erencebet
weenmar
ketor
ient
atedr
out
esandpr
oductor
ient
ated
rout
esinAnsof
f’
smat r
ix.

Mar
ketOr
ient
edRout
es

 I
trespondst omarket
ingr
esear
chandtai
l
ort
hei
rproduct
sinaccordancewi
th
whattheypercei
vetobethedemandsoft
hemar
ketthati
sledbytheneedsof
i
tscustomers.

Pr
oductOr
ient
edRout
es

 Itdoesnotpaycl oseattenti
ontoi t
scust omersandt endst olookfornew
customer
sifexist
ingcust
omer saredissati
sfi
ed.Maxi
mizingproducti
onoutput.
Acompanyissucceedingwheni ti
smanuf act
uri
ngasmanypr oductsaspossibl
e
atthecheapestpossi
bleprice.
Approacht oCustomer
sLedbyt heneedsofi t
s
customer
s.

4.
)Consi
dert
hedecisi
ont
akenbyKell
oggt ooptforproductdev
elopment
.Suggesta
wayi
nwhichi
tcoul
dhavedi
ver
sif
iedi
nstead.Just
ifyyouranswer
.

 Kel
l
ogg has a st
rong posi
ti
on i
nthe mar
ketf
orbot
h heal
thy f
oods and
conv eniencefoods.Nut r
i-
Grainfittedwel lwi t
hitsmai nai msandobj ecti
vesand
thereforewasapr oductandabr andwor t
hr escuing.Wi thAnsoff'
sMat ri
xhel p,
Mar ketPenet r
ati
onwast hemostr easonabl eandbestal t
ernati
vewayf orthe
given si t
uati
on.Iti nvol
ves re-launching t he productort oi ncr
ease br and'
s
awar enessandKel logg'schooset hi
sst rategythenmpl ementi tsuccessfull
y.If
Kellogg'shastounder godi v
ersif
icati
on, t
hemostpossi bleandmostl ikel
yopt i
on
forgr owthistomakeanacqui sitionofapr oductl i
nesuchasmanuf acturi
ngofa
good qual i
ty oats. This di versif
icati
on i s j
ust i
fi
ed because di st
ributi
on
managementandi t
schannel i
sthest rengths'sofKel l
ogg's.
CASESTUDYNO.12:TARMAC
Howr
olesandf
unct
ionscont
ri
but
etocompet
it
iveadv
ant
age.

1.
)Whati
shi
erar
chi
calor
gani
zat
ionalst
ruct
ure?

 Hier
archicalOr gani
zat i
onstructurerefer
st ocompany '
schai nofcommandora
str
ucturet hatappl i
es to or gani
zati
on wi t
h a sol eleaderand a f l
ow of
subordinatesunder neaththem (generalemployer
s).itistypicall
yr epresentedin
apy r
ami dshapet hathelpst heempl oyeestounder st
andt hev ari
ousl evelsof
l
eadershi panddi fferentl
evelsofaut horit
yandpowerwher ei
nempl oyeeswi l
l
havedi r
ectsuper vi
sor swhot heycanr eportt
oandt heOper at i
onswi llwinmor e
smoot hlybecauseofhav i
ngv ari
ouslevelsofcont
rolwithi
nt heor ganizati
on.

2.
)Descr
ibet
he(
3)t
hreel
evel
sofr
esponsi
bil
it
yatTar
macandt
hebyr
olespereach.

 Managers -t hey or
ganize and plan to ensuret he dailyfuncti
oning ofa
departmentorgroupofempl oyeestoexceedt heexpectationofi nt
ernaland
exter
nalcustomers.Theyalsowor kclosel
ywi thothermanager st opromot ea
range ofbenef i
tsincludi
ng,cont i
nuous process impr ovements,Impr ovi
ng
accuracy
,reduci
ngtheneedt orepeatwork,
Dr i
i
vingupefficiencyyearony ear
.

 Supervi
sors-wor kwit
hmanager stoensur
et heoperat
orsappl
ypr
ocedureand
pract
icesconsist
ent
ly.Thisinvol
vesusi
ngbestpract
icetocr
eat
eav al
ue-
added
servi
cesacrossthebusiness.

 Operators-theyaretheonewho' sresponsibleforday-
to-dayoperati
onoft he
business.Thi
sisthelevelatwhichagr aduate mightentertheorganizat
ionin
ordertolearnal
laspectsofthebusiness.Itrequi
resaccuracy,ef
fi
ciencyanda
hi
ghl evelofi
ndi
vi
dualresponsi
bil
i
ty.

3.
)Expl
ainhowor
gani
zat
ionalst
ruct
uresuppor
tsbusi
nessai
m andobj
ect
ives

 Organizat
ionstructur
ehel psthemanagementt ocoor di
nateandcorntr
olal lthe
acti
vit
ieswi t
hintheor ganizat
ion.Ital
soallocatesempl oyeesdesi
gnatedwor k
rol
esandr esponsi
bil
iti
est ocompl etethei
rwor ksef f
ecti
velyandeff
icientlyin
orderfort
hem t osuccessfull
yachievedtheorganizat
ion'
saim andobj
ectives.
4.
)Ev
aluat
ehowkeyper
for
mancei
ndi
cat
orshel
ptodr
ivebusi
nessi
mpr
ovement
s.

 KeyPer formanceI ndicat or

s(KPI)showst argett hatanor gani zati
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theirpurposesandr oles.Inthi
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ormancebymot i
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ar ewar dandemphazi singtheimpor t
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Thisar et hewayt hatcanhel pani ndi
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dualt of eelmor emot i
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grearerunder standingOft hebusinessandf eelFr eet ogi v
eorcont r
ibutet heir
i
deaonhowt oachiev ethedesireresultoftheor ganization.