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UJIAN AKHIR SEMESTER GENAP TAHUN AKADEMIK 2019/2020

KODE / MATA KULIAH (SKS) : 191411002 / Advanced Marketing Management
FAKULTAS / PROGRAM STUDI : SPS/MM/S2 (B1)
HARI / TANGGAL : Sabtu, 10 Juli 2021
WAKTU : Sesuai Waktu di Kuliah on Line
DOSEN PEMBINA : MARIANA RACHMAWATI DR SE MM
SIFAT UJIAN : TAKE HOME

Catatan : Tim dosen sangat menghargai jawaban dari pendapat dari mahasiswa sendiri, copy paste dari teman akan sangat
mempengaruhi penilaian,terima kasih kerja samanya .

SOAL TEORI :

Jawablah semua pertanyaan dibawah ini dalam Bahasa Indonesia

1. Marketing 5.0
a. Has the implementation of digital technologies in your organization gone beyond social media
marketing and e-commerce?What are some of the advanced technologies that you envision
will bring value to your organization?
b. What generations does your organization serve today? Have you fully understood their
preferences and behaviors?
c. Is your organization well positioned for the future? In other words, are you preparing your
organization to serve the digital natives—Generation Z and Generation Alpha?
d. Think of how you can make more impact by aligning your strategies to the sustainable
development goals (SDGs). Which of the 17 goals are related to your business?
e. Think about how you can improve your organization’s digital readiness and create a plan to
implement the transformation.
f. Evaluate the agility of your organization. What are the obstacles to implementing agile
marketing
in your organization?What are marketing initiatives that you can design and develop using
agile
marketing in your organization?

SOAL KASUS

SOAL UAS KASUS ADVANCE MARKETING (PILIH 1 KASUS DARI 3 KASUS DIBAWAH INI)
.JAWABLAH PERTANYAAN KASUS DALAM BAHASA INDONESIA.

Case 1 : Snickers Achieving Promotional Integration with a Universal Appeal—Hunger

Over the years, many Super Bowl ads have scored well with viewers and provided a big boost to their brands.
Snickers aired one such ad during the 2010 Super Bowl. In the ad, during a neighborhood pickup football game,
Golden Girl Betty White appeared as a player who was ―playing like Betty White.‖ After biting into a Snickers,
however, the football player turned back into himself and the play ensued. The ad ended with the now famous
slogan, ―You’re not you when you’re hungry,‖ followed by the tagline, ―Snickers satisfies.‖ This ad proved to
be a turning point for Snickers. It generated tremendous buzz for the brand. According to Nielsen, it was the
―best-liked spot‖ of that year’s Super Bowl. It had the highest score on USA Today’s Ad Meter and received top
honors from many other sources. It went viral, racking up millions of views online. It sparked endless free
media for the candy bar brand. It even marked a comeback for Betty White, who went on to host Saturday Night
Live and score numerous roles on television shows, including that of octogenarian Elka Ostrovsky on the TV
Land series Hot in Cleveland. But this promotional event was far more than just a single hit ad. It became the

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cornerstone for a long-term integrated cam- paign that would eventually see Snickers become the best-selling
confection on the planet.

Satisfying from the Start

Not only is Snickers now the biggest candy bar brand, it’s one of the oldest. In the late 1920s, a young Mars Inc.
started develop- ing a candy bar to complement its own Milky Way. Combining common candy bar ingredients
like chocolate, nougat, caramel, and whole peanuts, it came up with a winning formula. Heartier than most
candy bars, Snickers acted more like a meal than a snack. The brand was an instant success, even selling
initially at four times the price of the Milky Way bar. Within a decade, the company was mass-marketing the
Snickers in global markets. In 1979, Ted Bates Worldwide coined the tagline, ―Snickers really satisfies,‖ a
direct reference to the bar’s stomach filling prop- erties. Often pitched as a meal alternative, Snickers targeted
young athletic males. One classic print ad showed an approving mother sending her son off to football practice
with a Snickers bar. Snickers enjoyed years of growth before saturating that mar- ket and winding up in a rut
characterized by flat sales growth and a loss of market share. Mars decided to take the brand in a new strategic
direction. It set out to create an integrated marketing campaign that would retain the essence of the brand but
achieve greater growth by appealing to new markets. However, developing an effective integrated campaign is
easier said than done. These days, companies everywhere are shooting for one and agencies claim to offer one.
But in reality, true integra- tion of marketing communications is rarely achieved. Integration requires more than
merely using the same language or symbols in every element of the campaign. At a minimum, an integrated
cam- paign must work equally well across TV, online, print, and outdoor media. Beyond that, the campaign’s
message must take a unique aspect of the brand and present it in a way that is both powerful and engaging, thus
motivating consumers to act.

But Mars found a winning campaign created by agency BBDO. The agency started with the unique attribute that
had been as- sociated with Snickers for decades—―satisfying.‖ Although the famous tagline ―Snickers satisfies‖
had been used to primarily target young men, BBDO found that the line was far more robust. By appending
―Snickers satisfies‖ with ―You’re not you when you’re hungry,‖ the brand tapped into a powerful and universal
emotional appeal—hunger—relevant to a much broader audi- ence. After all, who can’t relate to hunger? ―Now,
Snickers is talk- ing to the factory worker, the office worker, the college student,‖ says one marketing expert.
It’s as powerful for women as it is for men. And it works across world cultures.

A Global Campaign

The Snickers ―You’re not you when you’re hungry‖ campaign has spawned plenty of traditional mass-media
ads—dozens of different television ads have run in more than 80 different countries. The campaign draws
heavily on well-known local celebrities. One memorable ad features Robin Williams as a football coach in-
structing his team to ―kill them—with kindness,‖ by making bal- loon animals and tea cosies. In another,
lumberjack Roseanne Barr complains ―My back hurts!‖ just before she is flattened by an enormous log being
moved by a crane. In a more recent ad intro- ducing the new Snickers Bites, a poker-playing Kenny G is pro-
nounced ―a buzzkill when you’re hungry‖ by one of his buddies at the table. The Snickers team lets local
markets plug their own celebrities. In the UK, hunger turns footballers in a locker room into Joan Collins and
Stephanie Beacham. In Latin America, its men on BMX bikes turning into Mexican singer Anah . But such
traditional media advertising serves as only one pil- lar of this integrated campaign. The ―You’re not you when
you’re hungry‖ message has also rolled out across Facebook, Twitter, and other social networks. In the UK,
celebrities tweeted things that were, for them, completely out of character. Supermodel Ka- tie Price posted
about quantitative easing, liquidity in the bond market, and the political economy. Footballer Rio Ferdinand
posted about the joys of knitting. Cricketer Ian Botham waxed eloquent about learning to play the cello. And
boxer Amir Khan tweeted about stamp collecting. These celebrity tweets were fol- lowed by an additional tweet
showing them eating a Snickers ac- companied by the ―You’re not you‖ tagline. The out-of-character tweets
created lots of buzz, including a mention in Parliament. ―It’s come to something,‖ exclaimed the UK’s Chief
Secretary to the Treasury, Danny Alexander, ―When Katie Price’s tweets make more sense on the economy than
the Labour front bench.‖

Other elements illustrate the Snickers campaign’s flexibility across media platforms, such as print and outdoor,
with or with- out celebrities. One ad shows three sprinters in start position on a track, one of them facing the
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wrong direction. Another shows four soccer players in position to block a direct kick, all covering their crotches
save one who is gazing off into the distance. One print ad gets the point across without using humans at all. In
an extreme reversal of roles, it shows a zebra in hot pursuit of a lion. Each simple visual is accented by a cross
section of the inside of a Snickers bar and the phrase, ―You’re not you when you’re hungry. Snickers satisfies.‖
The campaign not only illustrates integration across different media types, it also accomplishes one of the most
important feats of a modern promotional campaign—integration through content sharing. For example, ads like
the Betty White Super Bowl spot themselves get things rolling. But other ads, tweets, and social me- dia posts
by the brand also spur sharing. For example, Snickers’ 11 million Facebook fans receive frequent messages such
as ―Slow afternoon? Might be time for your secret SNICKERS stash,‖ ac- companied by a picture of a Snickers
bar in an office desk drawer. On average, thousands of fans ―like‖ each message and often place them in
newsfeeds where they are seen by tens of thousands more. A more complex example is a live stunt captured and
edited into a short YouTube film for the Australian market. Actors posing as workers at a downtown Melbourne
construction site shouted out to female passersby. But rather than sexist catcalls and suggestive comments, in
line with the ―You’re not you‖ theme, the workers shouted out empowering statements. Women were clearly
caught off guard by statements such as ―I’d like to show you the respect you deserve!‖ and ―A woman’s place is
where she chooses.‖ One worker gets a woman’s attention by shouting out, ―You know what I’d like to see?‖
She is noticeably amused when he continues, ―A society in which the objectification of women makes way for
gender-neutral interaction free from assumptions and expecta- tions.‖ The clip ends with one of the workers
leading the others in a rousing call. ―What do we want? Equality! What don’t we want? Misogony!‖ Within
weeks, the clip had racked up more than 3 mil- lions views on the Snickers Australia brand channel.

Year after Year, It Keeps on Satisfying

After more than four years, Mars Inc. continues to infuse the various elements of its global promotional
campaigns with the ―Snickers satisfies‖ and ―You’re not you when you’re hungry‖ taglines. How has it kept this
campaign going on such a broad and global scale? ―You’re not you‖ strikes at the core of a universal human
emotion— that a person gets a bit cranky and out of sorts when he or she hasn’t eaten for a while. ―Peanut
power was always at the heart of the brand,‖ explains Debra Sandler, president of Mars Chocolate North
America. By retaining the key word ―satisfies,‖ Mars retained all the brand familiarity it earned through years of
promoting the old slogan. But by taking a storytelling approach and illustrating the effect that hunger has on
people, Mars gave the brand a more emotional and powerful appeal. The message today is that Snick- ers is ―the
bar of substance that sorts you out,‖ says Sandler.

It’s sometimes difficult to measure the success of an integrated marketing campaign. The fact that Mars has kept
this campaign running suggests that the effort is succeeding in spades. And in the case of ―You’re not you when
you’re hungry,‖ the numbers seem to say it all. Prior to the start of the campaign in 2010, the iconic chocolate
bar was losing share in a very competitive mar- ket. But not long after Betty White made her Super Bowl debut,
Snickers surpassed both Trident gum and Mars’s own M&M’s to become the bestselling confection on Earth.
With a portfolio that now includes Snickers Dark, Snickers Almond, Snickers Peanut Butter Squared, Snickers
Bites, and Snickers Ice Cream bars, the Snickers franchise now contributes more than $3.5 billion to Mars Inc.’s
$33 billion revenues. All this just goes to show that an integrated message combining a salient brand attribute
with a compelling emotional appeal can live on indefinitely.

Questions :

1. Which promotional mix elements does Snickers use? 14-19 How does this Snickers campaign demonstrate
the characteristics of integration?

2. What grade would you give Snickers on integration effectiveness?

3. What challenges does Mars Inc. face in maintaining the success it has achieved with the ―You’re not you‖
campaign?

4. What recommendations would you make to Mars Inc. for future Snickers promotional efforts?

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Case 2 : Mavi Jeans, Jeans That Fit

Founded in 1991 by Sait Akarlılar, Mavi Jeans designs and sells a collection of denim and other apparel. Mavi
apparel is sold in specialty stores, department stores, and chains in 50 countries, including the United States,
Germany, Australia, and Russia. The company was founded in 1991 by Sait Akarlılar and operates more than
280 retail stores in many major cities; of these, six are flagship stores, including those in New York, Vancouver,
and Berlin. Mavi apparel is available at more than 4,000 points of sale worldwide. Global sales reached $300
million in 2012, and the company has been growing about 30 percent annually in recent years. Mavi had been
manufacturing private-label jeans since 1984 for brands such as Lee, Calvin Klein, Armani, and Tommy
Hilfiger. Building on this experience, Mavi, which means ―blue‖ in Turk- ish, quickly became a success in
Turkey due to the high-quality denim used and the fashionable designs. In 1994 the brand was introduced in
Europe, and 1996 was an important year for the company, as a customs union agreement between Turkey and
the European Union (EU) opened up a new era of increasing op- portunities in EU countries. Although the
customs agreement heated up the competition in Turkey, Mavi became the num- ber one brand in Turkey,
replacing Levi’s. That same year, the company built the largest jeans production facility in Europe in Istanbul.
In 1996, Mavi entered the North American market, and not in a way one would expect from an apparel
manufacturer from a developing country. Mavi was sold in high-end retailers such as Bloomingdales and
Nordstrom, targeting fashion-conscious buyers. It was a challenging move; after all, jeans are as much a part of
American life as Coca Cola. Sait Akarlılar, being a young Turk, knew that if Mavi succeeded in the United
States, success in other markets would be easier. Although Mavi apparel carried a higher price than mainstream
brands, quality and price at- tracted teenagers and college students. The brand gained huge visibility as the
choice of Chelsea Clinton, Cher, and some MTV hosts. The company opened its flagship store in New York
City in Union Square, near New York University. In 2001, Mavi took on a move that was a first in the industry:
it transferred the menu con- cept to fashion. Customers could order outfit combinations from menus hanging
behind the checkout counters. Customers could purchase already-paired jeans, shirt, and shoes, for instance, and
salespeople actually dressed similar to service providers in a fast- food restaurant. The company has not
disclosed what percent- age of sales comes from menu-item sales, but the practice is still used in Turkey. Mavi
Jeans has become one of the most well-known jeans brands globally, as foretold by its 1999 campaign motto
―we’ve gone too far.‖ The first Mavi store opened at Sharjah Mega Mall in the UAE in June 2013, with plans
under way to open Mavi stores in the Dubai Mall and Abu Dhabi Mall. Celebrities known to like Mavi include
Avril Lavigne, Kate Winslet, Hillary Duff, Jason Biggs, Annie Lenox, Billy Zane, Lady Gaga, Fergie, Hayden
Pa- netterie, Zac Efron, and Carly Rae Jepsen, among others.

Keeping Up the Brand Image

From the beginning, Mavi Jeans heavily emphasized the ―fit,‖ as in the slogan ―Mavi fits.‖ Its jeans were
designed to be comfort- able, and size availability for different styles was important. The state-of-the-art plant in
Istanbul was designed to have flexibility in production, as flexibility helps to cater to the different tastes and
physical characteristics of customers dispersed in many countries. Mavi jeans are not just comfortable, but also
fashionable; Mavi is a brand for fashion-conscious young people. In ad- dition to styling and denim quality,
many designer labels can be identified by a worn-in appearance. This special style re- quires additional
processing and handling, which can actually cost more than the fabric itself. Mavi has been successful in
keeping its prices on the lower side of the designer jean price continuum, so that the price–quality combination
is attractive for target buyers. For example, Mavi’s Molly, a popular design for women, is priced at about twice
the cost of a pair of Levi’s 501 jeans.

The brand is built around the jeans culture and young cus- tomers, and it emphasizes a Mediterranean feeling in
fashion. The company considers the brand as exotic and inspirational, contemporary and accessible. Building on
the Mediterranean feel, in 2005 Mavi started to feature evil eye beads on its prod- ucts. These are eye-shaped
amulets of dark blue with a blue eye at the center, which are believed to protect against ―evil eye‖; such charms
are a popular souvenir in Greece and Turkey. In 2007, the Anatolian yemeni (a headscarf of loose cotton) was
featured in the collection globally. The Mediterranean feel is also reflected in the design of some stores, such as
the flagship store in New York. ―Mavi fits‖ is understood not just as fitting the bodies of cus- tomers, but their
lifestyles as well. This necessitates following the ever-changing youth culture. It is a constant challenge to
remain fresh in the eyes of the target market. The company employs a very young, multicultural design team.
This helps the company to not age with its customers, and keep up with the global pop culture. In addition to the

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in-house design teams in Turkey, the United States, Canada, Australia, and Italy, the company col- laborates
with designers and consultants from different parts of the world. To name a few, Adriano Goldshmied
(considered the world’s best jeans designer by many experts), Venucia de Russi, and Rıfat Ozbek were among
those who worked with Mavi Jeans. Preparing a collection for a jeans brand was a first for Rıfat Ozbek, whose
clientele list includes Madonna, Diana Ross, and the late Princess Diana.

Mavi tries a similar approach in its advertising campaigns. Oli- vero Toscani and Emir Kusturica took part in a
recent ad cam- paign; Toscani is an Italian photographer known for the Benetton campaigns of the 1980s and
1990s, and Kusturica is Serbian filmmaker, a two-time winner of the Palme D’Or award of the Cannes film
festival. Mavi also features celebrities carefully cho- sen for different markets. For instance, Kıvanc Tatlıtug , a
Turkish model-actor, is featured in Middle East, where Turkish soap op- eras are extremely popular. Other faces
of Mavi include Francisco Lachowski and Adriana Lima; Lima was featured on a global scale for the fall/winter
campaign of 2012. Top management considers travel as very important for identi- fying new trends worldwide.
Ersin Akarlılar, son of the founder and a manager in the company, once said he spent about two-thirds of his
time on the road, chasing new ideas across the globe. A visit to Rio by Ersin’s sister Elif led to the introduction
of a Latin line to the brand’s collection. Mavi Jeans is an active company in public relations and contributions to
the society. For example, some stores are developed into more than a shopping place. The NYC flagship store
has a gallery for up-and-coming artists, and exhibits short films by filmmakers twice a month. The company
issues the Ma- viology magazine, and sponsors the Mavi Cup collegiate bas- ketball championship in Turkey.
When the company introduced its organic cotton jeans line in 2006, only a few companies had gone before it.

What Is Ahead

Having established operations in many major markets, Mavi is trying to keep a balance between strengthening
its position in certain markets and further expansion. The company expects a 30 percent annual increase in
upcoming years, and hopes to hit the $500 million mark by 2016. The priority in terms of the collection is to
further expand the women’s line, which is becoming more colorful.

Questions :

1. What factors contributed to the success of Mavi Jeans?

2. How would you define the company’s target market? What is the current positioning strategy? Briefly explain
Mavi’s four Ps.

3. What are customers of Mavi actually buying? How do you evaluate the ―menu‖ approach?

4. What recommendations would you make to help Mavi keep up the brand image and enhance the connection
to the target market?

Case 3 : L.L.Bean “ A Customer-Centric Icon Focuses Inward “

What happens when a company achieves perfection in executing its competitive advantage? If it’s L.L.Bean, it
moves on to some- thing else. For decades, in addition to producing high-quality merchandise and innovative
designs, the direct marketing ap- parel retailer has won the hearts of customers everywhere with service that
exceeds industry standards. Putting customers first has resulted in consistent growth that today has L.L.Bean
selling more than $1.5 billion worth of clothing worldwide. But after more than 100 years of focusing externally
to provide outstanding customer experiences, the catalog retailer from Maine is now changing its ways. Under a
new strategic initiative, L.L.Bean is also focusing internally, looking to achieve greater efficiency through
operational improvements. After years of strong performance, the new moves beg the question—can a company
focus internally on itself without losing its external focus on the customer?

The Customer Is in the DNA

Like many successful businesses, L.L.Bean was born of humble circumstances. In 1911, Maine resident Leon
Leonwood (L.L.) Bean returned from a hunting trip with cold, damp feet and a rev- olutionary idea. He went to
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a local cobbler and commissioned a pair of boots the likes of which the world had never seen. Bean’s design
called for leather uppers to be stitched to rubber work boots. He called it the Maine Hunting Shoe, a boot that
was both comfortable and functional, allowing for extensive treks in the Maine woods in all kinds of weather.
That boot not only launched a company, it forever changed outdoor footwear. Working out of the basement of
his brother’s apparel shop, Bean went into business. He obtained a list of non-resident Maine hunting license
holders and mailed out a three-page promotional flyer making a persuasive claim: ―You cannot expect success
hunting deer or moose if your feet are not properly dressed. The Maine Hunting Shoe is designed by a hunter
who has tramped the Maine woods for the last 18 years. We guarantee them to give perfect satisfaction in every
way.‖

The direct marketing effort worked. The first 100 orders flowed in quickly and were promptly filled. However,
shoe design was flawed, and 90 of those first 100 pairs were returned after the leather tops separated from the
rubber bottoms. Remaining true to his promise, Bean refunded the money for all 90 pairs, almost going out of
business in the process. But it was that commitment to keeping customers satisfied at any cost that launched a
very successful company. That core value laid a foundation for quality merchandise and exceptional customer
service. Bean believed that if he did right by his customers, not only would they remain loyal, they would
promote the company to others. Thus, L.L.Bean has progressively set customer service standards that seem all
but impossible to maintain. At the core is the famous L.L.Bean 100 percent satisfaction guarantee. ―Our
products are guaranteed to give 100 percent satisfaction in every way. Return anything purchased from us at any
time if it proves otherwise. We do not want you to have anything from L.L.Bean that is not completely
satisfactory.‖ As one customer points out, the 100 percent satisfaction guarantee isn’t just an empty prom- ise.
―Several years ago we purchased a lamp from L.L.Bean. We had the lamp for two or three years when the paint
started to chip off. We asked them if we could get it repaired. They sent us a new lamp.‖ This is not an isolated
experience—customer testimonials are replete with such accounts. As Bean’s business transitioned to the digital
space over the print catalog, the company remained focused on providing the best customer experience possible.
In addition to its satisfaction guarantee, L.L.Bean offers free shipping without a minimum pur- chase. And even
though the company’s Web and mobile inter- faces are up and running 24 hours a day, seven days a week, its
well-staffed call center is also open 24/7 if a customer wishes to speak to a representative in person. ―Last night
I had to correct an online order,‖ reports one exuberant customer. ―I dialed cus- tomer service and put the phone
down, thinking I’d have to wait forever until I got to a person, it being Christmas Season and all. I was wrong. A
woman picked up my call immediately, and our conversation was five minutes long.‖

Over the past few years, L.L.Bean has won numerous customer service awards, including the number one
ranking from ForeSee’s Brand Satisfaction survey, the number one outdoor outfitter by For- rester, number 14
on Stores.org’s Favorite 50 Retailers, and num- ber two on Prosper’s most recent Customer Service Champions.
According to CEO Chris McCormick, there’s no magic involved in providing great service. ―A lot of people
have fancy things to say about customer service,‖ he says. ―But it’s just a day-in, day-out, ongoing, never-
ending, persevering, compassionate kind of activ- ity.‖ In other words, it’s a long game with no shortcuts.
Because L.L.Bean sells directly to customers, it has always been in a position to gather customer data.
Maintaining a cus- tomer database has enabled L.L.Bean to do more than just give good service or respond to
customer concerns with a ―customer is always right‖ mentality. It has allowed L.L.Bean to become in- timately
acquainted with its customers, providing service that is tailored to each individual. And as the company has
grown in its ability to analyze an ever-growing quantity of customer data, it has continued to find new ways to
provide such tailored service.

Sustaining Competitive Advantage

For a long time, exceptional customer service was enough to give L.L.Bean a competitive advantage. But more
retailers—both tra- ditional and online—are becoming known for the same types of service policies that
L.L.Bean has practiced for years. Zappos reps will talk to you for as long as you wish, providing free shipping
for both purchases and returns. Amazon has forged new ground by selling almost every type of good imaginable
at competitive prices with superior personalized service that is unsurpassed on such a mass level. And what is
number two Customer Service Cham- pion L.L.Bean to do when number three is Lands’ End? Although Lands’
End targets a somewhat different type of customer, there is certainly overlap with L.L.Bean’s clientele. A
competency is only a competitive advantage if other companies can’t match it. This increasingly competitive
retail market has caused L.L.Bean to reevaluate its strategic initiatives. Although the company built itself by

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primarily focusing outward on customer service, it is now enhancing that with an inward focus on improving
company pro- cesses. In an effort to become more efficient, L.L.Bean is making a major investment in its
systems infrastructure. ―The systems we’re implementing are about operational excellence,‖ says Terry Sutton,
L.L.Bean’s vice president of business transformation. ―As a direct marketer, we know a lot about customers. In
the past we’ve fixed problems reactively to keep customers happy. We have known for a long time that we
needed to be operationally excellent.‖ At first glance, it might seem that L.L.Bean’s redirected focus is
unwarranted. After all, the direct retailer is coming off a record year for profits and four straight years of
revenue growth. By the end of the last fiscal year, the company was struggling just to fill orders, having sold a
record 400,000 pairs of its iconic hunt- ing boots—now a popular item on college campuses. L.L.Bean’s board
was so happy with recent financial results, it authorized an 8 percent bonus for all full-time employees, the
biggest since 2005. ―L.L.Bean has performed very well in a marketplace that continued to struggle with
economic uncertainty, political distrac- tions, and shaky consumer confidence,‖ said CEO McCormick. But
L.L.Bean management is not content to remain content. Having moved conservatively for the past five years,
the company is now poised to become more aggressive. It plans to acceler- ate growth and grab market share. It
also plans to improve op- erational efficiency. So far, the company has made substantial investments toward
improving its Web site as well as making various internal processes more efficient. Such investments will only
increase in the coming year as McCormick has pledged an additional $100 million capital investment—the
company’s larg- est ever for a single year—in the Web operation, retail expansion, and business systems.
Looking forward, it is clear that L.L.Bean intends to keep serv- ing customers the same way the company has
for over 100 years. That component is in the company’s DNA. But the direct outfitter is also clearly dedicated to
forging new strengths by making inter- nal process improvements to the company’s operations. Some analysts
might question whether a corporate customer intimacy culture focused on serving customers can add an
operational ex- cellence focus on more efficient internal processes. By increasing operational excellence, what
will be the cost to L.L.Bean’s found- ing core strength of providing exceptional customer service?

Questions

1.How would you classify L.L.Bean in terms of competitive position? Why?

2.Is L.L.Bean a market-centered company? Support your answer.

3.Can L.L.Bean continue to maintain its customer focus while simultaneously focusing inward on operational
efficiency? What is the relationship between the two?

4. In the face of L.L.Bean’s changing competitive environment, what other recommendations would you make
to the company?

------------------SELAMAT BEKERJA-----------------

Validasi (Paraf /td tangan)

Dosen Pengampu MK : Dr. Mariana Rachmawati, S.E., M.M

Dosen Koordinator : R.Adjeng Mariana F.DR HJ SE.MM

Ka.Prodi : Dr Nurul Hermina SE.MM

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