02.3. The Vanca Reworking Digital Marketing Strategy Case Solution

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The Vanca Reworking Digital

Marketing Strategy Case
Solution
Posted by Adam Hudson on Dec-20-2017
1. INTRODUCTION OF The Vanca

Reworking Digital Marketing
Strategy CASE SOLUTION
The Harvard business review has published the The Vanca Reworking
Digital Marketing Strategy Case Study. Like all HBR case studies, the
The Vanca Reworking Digital Marketing Strategy Case is designed and
drafted in a manner to allow the reader to experience a real-world
problem and solve it accordingly. The case study, like other HBR case
studies, will help the reader and students develop a broader, and a
clearer understanding of the business world and dynamics.
The The Vanca Reworking Digital Marketing Strategy Case is based on

a current managerial and strategic problem being faced by the
organization, which must be solved tactfully to allow progression, as
well as maintain a competitive position. This paper is written to facilitate
the case solution for the The Vanca Reworking Digital Marketing
Strategy Case Study.
The case solution for the The Vanca Reworking Digital Marketing
Strategy Case Study first identifies the central issue that is elaborated
on throughout the case. The case solution then analyses the case
through relevant strategic models and tools including the SWOT
Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO
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analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix

analysis, and the Marketing Mix analysis. This analysis is to help in the
identification of a feasible strategy and solution for the The Vanca
Reworking Digital Marketing Strategy Case Study. Alternative solutions
are also proposed in the case solution, primarily because alternative
solutions often act as contingency plans.
2. PROBLEM IDENTIFICATION
2.1. Harvard business school case studies
All case studies published by the Harvard business review comprise of
a central problem that is faced by the protagonist. This problem mostly
holds implications for managerial and strategic directions of the
company. For readers and students of HBR case studies, it is critical to
identify the problem that the The Vanca Reworking Digital Marketing
Strategy faces. This problem is usually hinted towards in the
introduction of the case and develops along the way.
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As a result, for solving the The Vanca Reworking Digital Marketing

Strategy case, it is essential to read the case study thoroughly. The
identification of the problem correctly is vital for undergoing the analysis
rightly, and for developing relevant solutions for the The Vanca
Reworking Digital Marketing Strategy Case Study. It is also essential to
identify all the appropriate parties that are being impacted by the
problem as well as the decision. The correct problem identification will
ensure that all the solutions developed during the case analysis of the
The Vanca Reworking Digital Marketing Strategy Case Study are
applicable and pragmatic.
EXTERNAL ENVIRONMENT
ANALYSIS
The external environment analysis is needed for the The Vanca
Reworking Digital Marketing Strategy Case Study to make sure that it
actively, and proactively responds to the macro-environment. The
macro environment or the external environment for the The Vanca
Reworking Digital Marketing Strategy Case includes those factors which
are not in control of the business or the company directly. As a result:
• The The Vanca Reworking Digital Marketing Strategy cannot

influence these factors in its favour, and in contrast, these factors
directly affect the operations and workings of the company.
• As a result, The Vanca Reworking Digital Marketing Strategy must
make sure to continually assess and review the external
environment to make sure that it responds to external factors, and
take them into account, during strategic decisions, and strategy
devising.
Businesses like The Vanca Reworking Digital Marketing Strategy
make use of strategic model tools continually to make sure that
they are aware of the external environment.
• These include tools like the pestle analysis and Porter’s five force
model, as well as strategic group analysis and pentagonal
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analysis, to name a few.

The external analysis for the The Vanca Reworking Digital
Marketing Strategy Case Study will assess and will apply the
strategic models and tools to review the business environment for
the company.PESTEL Analysis
3.1.1. Political
Political factors and elements can have a direct and indirect impact on
the business. This is seen through the The Vanca Reworking Digital
Marketing Strategy Case Study.
3.1.1.1. Policy Makings

• Policymakers for the The Vanca Reworking Digital Marketing
Strategy Case are in all likelihood to intervene in the business
surroundings.
• Commercial restrictions and political stability are additionally
integral factors that will determine the success or failure of The
Vanca Reworking Digital Marketing Strategy.
3.1.1.2. Taxation
• Tax policy will influence the cost of doing business for The Vanca
Reworking Digital Marketing Strategy.
• An increase in organization taxation (on business profits) has a
similar impact as an expansion in expenses.
• Organizations can pass a portion of this increase on to shoppers
in more expensive rates, yet it will likewise influence the bottom
line of the business.
3.1.1.3. Government Support

• The government helps organizations in two primary ways:
monetary help and regulatory.
• The Vanca Reworking Digital Marketing Strategy can use
government assistance and grants for purposes of growing the
business, advancement, exporting, and innovative work.
• The Vanca Reworking Digital Marketing Strategy can also be
impacted by when Governments modify regulations and laws.
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• Lack of political stability in a country impacts business tasks.

Political stability is particularly essential for the organizations
which work globally, such as The Vanca Reworking Digital
Marketing Strategy.
• A forceful takeover could oust a legislature. The takeover could
prompt mobs, plundering and general issue in nature. These
disturb business tasks for The Vanca Reworking Digital Marketing
Strategy.
• Purchasing political risk insurance is a way for The Vanca
Reworking Digital Marketing Strategy to oversee political hazard.
Organizations that have worldwide activities utilise such as
insurance to lessen their risk presentation.
• The soundness of a political framework can influence the
attractiveness of a specific nearby market for The Vanca
3.1.2. Economic
The economic factors are one of the most important of PESTEL factors
and can influence The Vanca Reworking Digital Marketing Strategy in
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several ways.
3.1.2.1. GDP
• Economic components have the most evident effect on the
profitability and overall appeal of The Vanca Reworking Digital
Marketing Strategy.
• Even though GDP per capita is a useful economic factor, GDP per
capita gives just a fractional perspective on the economic factors
that may influence The Vanca Reworking Digital Marketing
Strategy.
• Higher GDP leads to higher disposable income and hence higher
sales for The Vanca Reworking Digital Marketing Strategy.
3.1.2.2. Inflation
• Higher inflation will disintegrate the purchasing power of the
consumer and the shopper
• Higher inflation will also harm the costs of raw materials and other
inputs that are utilised by The Vanca Reworking Digital Marketing
Strategy.
3.1.2.3. Interest Rates

• Fluctuations in interest rates may translate into higher or lower
costs for the purchase or sale of items and administrations
provided by The Vanca Reworking Digital Marketing Strategy.
• Higher interest rates hurt the disposable cash of consumers.
3.1.2.4. Unemployment Rate

• A high unemployment rate is also unadvisable as it dissolves
dispensable income of consumers, and will harm The Vanca
Reworking Digital Marketing Strategy ’s position.
• The high unemployment rate will lead to lower sales for The
Vanca Reworking Digital Marketing Strategy and impact its overall
profitability and revenues.
3.1.2.5. How can the The Vanca Reworking Digital

Marketing Strategy decrease the risk of economic
instability?
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• The Vanca Reworking Digital Marketing Strategy can work

towards building economies of scale
• Maintaining business costs and controlling the final price of the
product can also help The Vanca Reworking Digital Marketing
Strategy fight economic instability
• The Vanca Reworking Digital Marketing Strategy can also work
towards building a sustainably managed workforce
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3.1.3. Social
Social influences will stem from social components of the macro
environment. Under the PESTEL Analysis, they can influence The
Vanca Reworking Digital Marketing Strategy in several ways:
3.1.3.1. Social patterns and consumer behaviour

• Social patterns affect work trends and patterns and are directly
related to the behaviours of consumers.
• Social patterns also have a direct influence on buyer tastes and
inclinations, and the specific kind, structure, and volume of
interest for an item or service.
3.1.3.2. Social patterns and changing consumer needs

• The checking of social patterns will enable The Vanca Reworking
Digital Marketing Strategy to reposition its items or administrations
to meet the changing desires and needs of consumers.
3.1.3.3. Social trends in education

• Social trends of higher education have allowed firms like The
Vanca Reworking Digital Marketing Strategy to have access to a
pool of higher skilled talent – but at the same time, also face a
more criticising consumer base.
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• Higher education has also made consumers more aware of

different product offerings by companies like The Vanca
• consumers are also more educated and knowledgeable of
different substitutes of a product, as well as become more readily
available at different touchpoints.
3.1.3.4. Social patterns make companies more

consumer-centric
• Companies like The Vanca Reworking Digital Marketing Strategy
are expected to become more consumer-centric than product-
centric.
• Similarly, Market segmentation and consumer grouping are
dynamically moving towards measures of psychographics and
lifestyles to understand the consumer more.
3.1.3.5. How can The Vanca Reworking Digital

Marketing Strategy use social aspects for growth?
• Use consumer-centric means of segmentation and targeting.
• Use consumer-oriented and consumer-based marketing – which
use emotional appeals to influence consumers.
• Make products more accessible at different touch points common
to target consumers socially.
3.1.4. Technological
The technological factors can influence The Vanca Reworking Digital
Marketing Strategy in several ways:
3.1.4.1. Innovation
• The quick pace of technological change at The Vanca Reworking
Digital Marketing Strategy may be driven through innovation.
• Business leadership at The Vanca Reworking Digital Marketing
Strategy tries to push the limits of present limitations.
3.1.4.2. The advent of the internet and online retailing

• The expansion of the Internet and online business has discarded
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many intermediaries. The Vanca Reworking Digital Marketing

Strategy can communicate and retail directly to the consumers
now, or through modern intermediaries such as eBay as well, for
example.
• The Vanca Reworking Digital Marketing Strategy may also use
current social networks to retail and use e-commerce to boost
sales.
3.1.4.3. Social media and business growth

• The Vanca Reworking Digital Marketing Strategy can make use of
social media to interact and reach with consumers
• Social media can also be used to reach the target market
audience more effectively
• Social media is cost-effective and strategically more influential for
The Vanca Reworking Digital Marketing Strategy
3.1.4.4. Improved value chain network

• For The Vanca Reworking Digital Marketing Strategy,
technological innovation can be utilised to build on competitive
advantage through several different ways.
• The Vanca Reworking Digital Marketing Strategy can incorporate
less expensive production, improved access to clients, improved
marketing, improvement in product quality, and increased levels of
business intelligence than the competition.
3.1.4.5. Managing technology and the future for The

Vanca Reworking Digital Marketing Strategy
• To flourish in a business world that is quick paced and receptive to
innovative change, The Vanca Reworking Digital Marketing
Strategy must stay cautious.
• It must be always be updated on any technological developments
in the business and industry.
• The Vanca Reworking Digital Marketing Strategy should weary of
how the company are probably going to influence its future
attractiveness and profitability.
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3.1.5. Environmental
For The Vanca Reworking Digital Marketing Strategy, the environmental
aspects of the PESTEL analysis may include:
3.1.5.1. Environmental stability and business standards

• The Vanca Reworking Digital Marketing Strategy may be
expected to incorporate maintainability standards into their
business methodologies and to help resource allocation choices.
• The Vanca Reworking Digital Marketing Strategy may also be
subject to environmental laws – which will impact and guide its
operations to become more environmentally friendly.
3.1.5.2. Environmental stability and budget allocation

• Leadership in the The Vanca Reworking Digital Marketing
Strategy must measure the connection between natural activities
and budgetary execution.
• The Vanca Reworking Digital Marketing Strategy also strategically
decides and assesses if the organization have been estimating
the monetary effect of natural and social activities.
3.1.5.3. Environmental sustainability

• The Vanca Reworking Digital Marketing Strategy also
distinguishes and differentiates explicit zones of concern and
impediments to the coordination of environmental sustainability
into corporate performance and strategy
• The Vanca Reworking Digital Marketing Strategy also gives
explicit direction concerning how organizations can push toward a
superior reconciliation of ecological and social activities in their
basic leadership procedures and tasks.
3.1.5.4. Environmental sustainability and business

growth
• The Vanca Reworking Digital Marketing Strategy may use
environmental issues to adjust financial, natural and social
performance.
• Concerns towards the environment will enhance the business
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image for The Vanca Reworking Digital Marketing Strategy.

• Environmental sustainability within business goals and strategy
will also reflect corporate responsibility on the part of The Vanca
3.1.5.5. Environmental sustainability and improved

consumer relations
• Consumers will be more inclined towards the use of
environmentally sustainable products.
• Environmental sustainability in operations works towards
improving the bottom line and overall profitability for the business
of The Vanca Reworking Digital Marketing Strategy.
• Improvement of cost management and operations will be
observed in the business as well.
3.1.6. Legal
Legal components can influence The Vanca Reworking Digital
Marketing Strategy directly, and can likewise influence the instruments
through which an organization buys its stock or connects with the client.
The The Vanca Reworking Digital Marketing Strategy should be
mindful, for example, of the following legal aspects:
3.1.6.1. Labour law

• Labour law refers to the guidelines in regulations that set up
minimum and benchmark conditions.
• These include identifying with the work of people.
• Labour laws include aspects of minimum working age, least time-
based compensation, etc.
• The Vanca Reworking Digital Marketing Strategy must be mindful
of these laws in routine business tasks such as hiring, for
example.
3.1.6.2. Discrimination law

• Under the discrimination law, The Vanca Reworking Digital
Marketing Strategy must ensure to avoid episodes of unequal or
uncalled for treatment based on an individual's age, inability, sex,
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national source, race, religion, and sexual orientation.

• The Vanca Reworking Digital Marketing Strategy should train its
human resource management team in ensuring that there is no:
◦ Unequal hiring
◦ Discrimination in recruitment
◦ Internal discrimination in talent management
◦ Bias in training opportunities
◦ Unfair compensation systems
◦ Prejudiced promotions and succession management
3.1.6.3. Health and safety laws:

• Under this, The Vanca Reworking Digital Marketing Strategy is
required to give a protected work environment to their workers.
• Working environment security and wellbeing laws build up
guidelines intended to dispense with individual wounds and
injuries from happening in the work environment.
• all operations of The Vanca Reworking Digital Marketing Strategy
should be designed to physically and emotionally safeguard and
protect the employees and the labour force employed
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3.2. Porter’s five forces

• The five forces identified in Porter's model can effect The Vanca
Reworking Digital Marketing Strategy ’s ability to serve its clients
and make a profit.
• A change in any of the five forces may regularly require a
business unit from The Vanca Reworking Digital Marketing
Strategy to reassess the market place given the general change in
industry data and dynamics. The general industry appeal and
attractiveness.
• The Vanca Reworking Digital Marketing Strategy should apply and
centre their skills, plan of action or business models to accomplish
profits above the business average. This may be done in multiple
ways, each distinguished in their application to the forces
individually as is elaborated below:
3.2.1. The threat of new entrants

3.2.1.1. Market and industry share
• New entrants to an industry bring new potential and a choice to
increase the market share and overall share of the pie that puts
pressure on price, costs, and the investment price essential to
compete.
• For The Vanca Reworking Digital Marketing Strategy, particularly
while new entrants are diversifying from different markets into the
chief industry, they will be able to leverage existing talents and
cash flows to shake up the opposition.
3.2.1.2. Limitation on earning expectation and capability

of firms in an industry
• The threat of entry in the industry, consequently, puts a cap at the
earning capacity and profit capability for The Vanca Reworking
Digital Marketing Strategy.
• While the threat of new entreaty is high, The Vanca Reworking
Digital Marketing Strategy should maintain their prices or increase
funding and investment to discourage new competition.
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3.2.1.3. The risk to new entrants because of high entry

barriers
• The risk of entry in an industry depends upon on the peak of entry
barriers and limitations that are a blessing for players such as The
Vanca Reworking Digital Marketing Strategy and on the response
that new entrants can count on from existing players.
• If entry barriers are low and novices count on little retaliation from
the entrenched competition, the chance of entry is high, and
profitability for The Vanca Reworking Digital Marketing Strategy
will be moderated.
• It is the danger of entry, not whether the entry of new players
takes place that holds down profitability.
3.2.1.4. Some barriers to entry for new entrants in

favour of The Vanca Reworking Digital Marketing
Strategy :
• Capital requirements: a strong barrier to entry as new entrants will
require strong financial and resource cushioning for operations to
take off and be sustained.
• Economies of scale: a strong barrier to entry as existing players in
the industry operate with high economies of scale, which new
entrants will take time to achieve.
• Product differentiation: the strong barrier of entry if products within
the industry have high levels of differentiation on which they
operate and approach customers.
• Access to distribution: a standard barrier to entry since new
entrants will have equal access to the retailers and distributing
agents within the industry.
• Customer loyalty to established brands: a strong barrier to entry
since customer loyalties and perceptions are emotionally built and
strongly enforced as long as the brand continues to deliver on its
core promise and quality.
3.2.1.5. What can The Vanca Reworking Digital

Marketing Strategy do to face this challenge?
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• Build and invest in marketing to distinctly establish a point of

differentiation in customer perception as well as strengthen
customer loyalty.
• Invest in research and development to make sure that it continues
to have competitive differentiation from other players at all times.
• Focus on building economies of scale in production and sales.
3.2.2. The threat of substitute products or

services
3.2.2.1. Substitute form
• There are always different alternatives or substitutes for various
products that lead an industry.
• These substitutes may be direct or indirect– the direct substitutes
are the same category products. produced by different players;
indirect substitutes are the ones from different product categories
that can replace the product for The Vanca Reworking Digital
Marketing Strategy.
3.2.2.2. Switching cost to substitutes for consumers

• Switching costs for direct substitutes is not very high for
consumers.
• The per-unit-volume prices may be higher or lower.
• This makes the threat of substitute high.
3.2.2.3. Substitute and product benefit

• Alternatives to the product or substitutes may not be able to
provide the same benefits
• May often lead to additional costs incurred.
• Switching costs towards alternatives becomes higher, and
consumers may not switch to substitutes.
• This, in turn, will make the threat of substitutes low.
3.2.2.4. Substitutes and consumer behaviour

• From the point of view of the consumer, there are some
differences between the ways different products of the same or
similar category are used, but many consumption decisions are a
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matter of personal taste - this makes products vulnerable to the

threat of other substitutes.
• Overall, the threat of substitutes is assessed to be moderately
high.

Marketing Strategy combat the threat from substitute
products?
• Focus on delivering consistently high quality.
• Focus on maintaining strong consumer relationships.
• Integrate strategic marketing to form an emotional connection with
the consumers and strengthen consumer loyalty.
• Invest in pop up stores owned by the company to stock the The
Vanca Reworking Digital Marketing Strategy brand exclusively,
and integrate it with brand characteristics and personality to
attract consumers.
3.2.3. Bargaining Power of Buyers

3.2.3.1. Who is the buyer?
• The buyer for The Vanca Reworking Digital Marketing Strategy is
not necessarily the group that consumes the product – but rather
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refers to the group of customers that purchases the product from

The Vanca Reworking Digital Marketing Strategy to either
distribute further, retail it, or even consume it.
• Hypermarkets and supermarkets, as well as independent retailers
and distribution agents to end consumers, are the core buyers for
The Vanca Reworking Digital Marketing Strategy that make up the
market’s volume.
• Supermarkets and hypermarkets, along with many food chains
that are concentrated, which increases the buyer power.
• Products are stocked with buyers and retailers by The Vanca
Reworking Digital Marketing Strategy based on consumer
demand.
3.2.3.2. Buyer power and costs

• The Vanca Reworking Digital Marketing Strategy will not
experience switching costs for switching buyers.
• Multiple product offerings by buyers also increase buyer power.
3.2.3.3. Retail product differentiation

• Products offered by retailers are differentiated based on several
characteristics – not only reliant upon product characteristics but
also consumer segment characteristics. Because of this, retailers
are expected to offer a wide range of the same product category.
This works towards negating and weakening the overall buyer
power.
• Buyer power is assessed to be moderate to high.
3.2.3.4. What can The Vanca Reworking Digital

Marketing Strategy do to ensure risks against high
buyer power?
• The Vanca Reworking Digital Marketing Strategy can focus on
differentiating its product and increasing its demand with the end
consumers through different marketing tactics, this will increase
the demand of the product with different buyers, and will work
towards moderating buyer power.
• The Vanca Reworking Digital Marketing Strategy should employ
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economies of scale to manage costs of production. If it offers

products at moderate prices to buyers, it will again be able to
attract a large number of buyers for its product, and in this way,
will be able to break off the high bargaining power.
3.2.4. Bargaining Power of Suppliers

3.2.4.1. Who is the supplier?
• Supplier power refers to the power that is held by the suppliers in
terms of pricing of the raw materials and inputs used for the
business.
3.2.4.2. Sources of production for The Vanca Reworking

Digital Marketing Strategy
• The main sources for production are the following:
• Supplies from vendors – sourcing from independent suppliers.
• Own manufactured equipment and resources: this model is
practised by companies that are well integrated backwards and
forwards.
3.2.4.3. Independent suppliers

• For The Vanca Reworking Digital Marketing Strategy, there are
numerous independent suppliers within the industry, and all
comprise of a few pretty small operations that lead to weakened
overall supplier power.
• Independent sellers and suppliers, however, can locate different
opportunities and invest in alternative markets – which can be a
challenge for The Vanca Reworking Digital Marketing Strategy.
3.2.4.4. Supply quality and business dynamics

• Suppliers can integrate forward into the decision making and
business dynamics themselves as well.
• Also, to the buyers, the quality of the supplies and the raw
materials is of utmost importance.
• However, in an industry with a high number of suppliers, The
Vanca Reworking Digital Marketing Strategy can switch to
different suppliers at any time without experiencing any costs of
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the business.
• Overall bargaining power of suppliers is assessed to be moderate.

Marketing Strategy deal with the challenge?
• Get contracts with multiple suppliers and get resources and raw
materials from them accordingly.
• Invest in manufacturer controlled production facility to maintain
consistency in quality.
3.2.5. Competitive Rivalry among Existing

Firms.
3.2.5.1. Nature of fragmentation
• The market is highly fragmented, which makes it more
competitive.
• The market is never too concentrated, and as a result, it has
players of varying size of operation – from very small to big
players.
3.2.5.2. Brand management

• Producers have begun to make use of brand management
techniques and contemporary merchandising by launching bold
brands, label designs and marketing campaigns to become more
identifiable to the public.
3.2.5.3. Diversification
• Purchasers and buyers have a wide range of products to choose
from, with relatively low switching costs. These factors tend to
intensify rivalry.
• Though players in the industry may off niche or premium products,
they also continue to operate in the mass markets at large, which
again leads to high competition.
3.2.5.4. High business costs

• The high fixed cost and the high bargaining power of the buyers,
which can lead to the lowering of the prices from manufacturers
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add to the highly competitive nature of the industry.

• The overall rivalry is assessed to be high.

Marketing Strategy combat rivalry and competitive
forces of the industry?
• Focus on research and development to identify market niche as
well as to be able to add differentiating factors t its products. This
will increase its shield against influence from competitive forces
and their actions.
• Build a strong and loyal consumer base by focusing on quality and
marketing strategies.
• Focus on capturing new markets – in the same region as well as
new regions to avoid saturation of resources in one market only.
3.3. Pentagonal analysis

3.3.1. The threat of new entrants
3.3.1.1. Restriction into industry
• The ease of entry into the industry is restricted.
• There are high barriers to entry.
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• These are government policies, consumer loyalty, brand

differentiation etc.
3.3.1.2. Switching costs for consumers

• The high number of direct and indirect alternatives available also
make The Vanca Reworking Digital Marketing Strategy vulnerable
to the high threat of substitutes.
• Low to negligible switching costs experienced on the part of the
consumers and buyers.
3.3.1.3. Profitability
• New entrants are attracted to the industry because of high
profitability.
• If there are high barriers to industry, the industry will continue to
maintain high profitability
• Low barriers to entry will result in a lower average of industry
profits.
• Lower entry barriers will also lead to higher operational costs
because it will increase the intensity of competition within the
industry.
3.3.2. The threat of substitute products/services

3.3.2.1. Increased competition
• High threat of substitutes.
• This is because of higher competition.
• The higher competition leads to imitation of products and systems.
• This imitation makes substitute products similar to each other – as
much as possible.
3.3.2.2. The offering of similar benefits

• Consumers readily adopt alternative and substitute products.
• They offer similar benefits.
• They have similar functional benefits and features.
3.3.2.3. Low costs of switching

• Consumers often experience a low cost of switching between
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substitute products.
• Low switching costs are also developed because competition
often produces at lower operational costs.
• Low switching cost results in lower overall product prices for the
consumer.
• Industry players, therefore, also start competing on aspects of
price.
3.3.3. Bargaining power of buyers

3.3.3.1. Market fragmentation
• The industry in which The Vanca Reworking Digital Marketing
Strategy operates is highly fragmented.
• It has numerous local and international players.
• It is not very likely for players in the industry to integrate forward
into on-trade or retail businesses.
• This results in the players experiencing high bargaining power of
the buyers from the market.
3.3.3.2. The concentration of retailing agents

• It also results in a high concentration of individual retailing agents.
• Retailing is also done through hypermarkets and supermarkets.
3.3.4. Bargaining power of suppliers

3.3.4.1. Backward integration by producers
• Backward integration from producers is more commonly observed
and seen,
• Many players in the industry have their own production facilities
for raw materials as well.
• The industry has seen a large number of players needing to
outsource resources and raw materials.
3.3.4.2. Outsourcing raw materials

• This outsourcing is done by third-party manufacturers.
• A large number of suppliers present lowers the bargaining power
of suppliers.
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• Players in the industry have low switching costs between

suppliers.
• Suppliers usually are contracted by producers.
• Producers may change suppliers frequently.
3.3.5. Industry rivalry

3.3.5.1. Intensity of competition
• There are strong competition and rivalry in the industry.
• There is a high number of players.
• All players provide similar products.
• Switching costs for consumers is low, which increases
competition.
3.3.5.2. Differentiation
• Platers try to differentiate products on different aspects.
• Functional aspects and appeals for all products across the
industry remain the same.
• Competitors and players use emotional appeals, and modern
brand management techniques for differentiation.
• Industry players try to gain consumer loyalty by developing strong
emotional bonds and ties.
Figure 1 Pentagonal analysis for The Vanca Reworking Digital

Marketing Strategy
3.4. Placement of the business
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along the industry life cycle

3.4.1. Identifying where The Vanca Reworking
Digital Marketing Strategy is on the Industry Life
Cycle Curve
Identification of the place and placement on the industry lifecycle is
important as it will help The Vanca Reworking Digital Marketing
Strategy make important decisions and strategies for the future.
3.4.1.1. Strategic decision making

• Expansionary plans and investment decisions.
• Decide on various marketing strategies and tactics for targeting
different consumer segments to establish and establish the
product.
• Selection of new geographic regions for expansion and
exploration of new consumer bases.
3.4.1.2. Budget allocation

• Resources and alternative routes for future growth and
establishment.
• Exploration of different diversification options.
Figure 2 PLC Placement along the Industry Lifecycle curve
3.4.2. Introductory stage

3.4.2.1. Firm strength
• The industry is in the infancy stage.
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• Firms are generally small, entrepreneurial and compact during this

stage.
• The Vanca Reworking Digital Marketing Strategy will be focused
on research and development during this phase.
3.4.2.2. Financial Position

• Looking for investment and funds for growth.
3.4.2.3. Nature of product

• Products offered during this stage re doubtful as success and life
of the product is unproven and not known.
• The Vanca Reworking Digital Marketing Strategy will use a
focused strategy during this phase to emphasise the uniqueness
of the product.
• The product or the brand will have a small market of consumers –
known largely as early adopters
• Marketing strategies adopted by the company will focus on
generating awareness of the product and therefore, will largely
use a functional appeal.
3.4.3. Growth stage

3.4.3.1. Financial position
• The Vanca Reworking Digital Marketing Strategy will require high
capital during this stage.
• The Vanca Reworking Digital Marketing Strategy will need
investment and funds for launching strategic marketing
campaigns.
• Funds will also be required for fuelling physical growth of the
company in the form of investment in equipment and property to
facilitate growth.
3.4.3.2. Growth factors

• Companies may increasingly encourage economies of scale
because of standardisation experienced during this stage.
• Consumer feedback from the introductory phase will be
incorporated, and research and development will be conducted to
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make appropriate changes in the product design and offering.

• Success in this stage for The Vanca Reworking Digital Marketing
Strategy will lead to growing demand, which in turn will fuel sales
demand.
3.4.3.3. Nature of Product

• Products in this stage have high growth and high market share.
• There is also increasing competition and rivalry in the market –
new entrants will enter and compete looking at the success of
products during this stage.
3.4.4. Maturity stage

3.4.4.1. Sales and growth
• The Vanca Reworking Digital Marketing Strategy will experience
slowing growth during this stage of the industry life cycle.
• Sales will be expanding, and earning will be growing – however,
the rate will be slower than the growth stage.
• Competition from late entrants will be present, and obvious during
this stage – who will all try to fight for The Vanca Reworking
Digital Marketing Strategy ’s share of the market.
3.4.4.2. Strategic Marketing

• The marketing strategies must now focus on building loyalty.
• Marketing tactics must be strong and should focus on the
uniqueness of the product. Increasingly emotional appeals may be
used.
3.4.4.3. Firm size

• Firm size is generally larger and is more dominant over players if
successful- compared to growth stage.
• Innovations continue but are stable and not radical.
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3.4.5. Decline stage

3.4.5.1. Industry changes
• New technological changes and upgrades may make an industry
obsolete.
• Players within an industry may also fall back and lose on market
share if they do not keep up with innovations, and investment in
research and development.
3.4.5.2. Sales and Competition

• Sales during this phase are decreasing at a high rate.
• Competing players also exit the industry because of the changes
and low demand.
3.4.5.3. Surviving in the decline cycle

• The Vanca Reworking Digital Marketing Strategy may also
experience mergers and acquisitions during this phase.
• Diversifications are also most common during this phase as a
means of survival.
3.5. Strategic Group Analysis

3.5.1. The Vanca Reworking Digital Marketing
Strategy and strategic group formation
• The strategic group analysis will look at an industry’s players'
situations in focused conditions and scenarios.
• It will assess different players competing with The Vanca
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Reworking Digital Marketing Strategy through the basic strategic

factors that will decide an organization's profitability, similar to how
the profitability will also be impacted and influenced by the
competitive nature of the industry.
• The strategic group analysis will describe the procedures of every
single noteworthy competitor of The Vanca Reworking Digital
Marketing Strategy along different strategic dimensions.
• These dimensions of comparison differentiate players into
strategic groupings and must be selected as the basis of
comparison by taking into account industry structure, productivity
factors, and the venture issues being tended to.
3.5.2. Different aspects of strategic grouping

Key strategic groupings of players within an industry can be made
based on numerous different aspects, such as:
• Specialization
• Brand identification
• Push versus pull strategies
• Channel determination
• Product quality
• Technological position
• Vertical joining
• cost position
• Service
• Price strategy
• Financial or working influence
• Parent organization relationship
• Government relationship
Despite the various aspects available for comparison of competing

players, it is often important to differentiate strategic groupings of
players of aspects of how they compete with each other, and on
aspects of where they compete as well
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3.5.3. Procedure for strategic group analysis for

The Vanca Reworking Digital Marketing
Strategy
1. Collect results of the player’s analysis.
2. Determine aspects of comparison for strategic groupings.
◦ Distinguish the players and pick the most important aspects
that separate the players into strategic groups comparing to
the issues being tended to.
◦ Dimensions may include price strategy and product quality.
3. Group the players: position The Vanca Reworking Digital

Marketing Strategy and rivals along with the matrix.
4. Evaluate group mobility and direction. Assess the key purpose of
individual organizations competing with The Vanca Reworking
Digital Marketing Strategy, similar to assessing industry patterns
and barriers to entry/exit to be able to decide potential
developments inside and between groupings.
3.5.4. How will strategic group planning help

Strategy
For The Vanca Reworking Digital Marketing Strategy, strategic group
analysis is important because it will:
3.5.4.1. Strategic industry dynamics

• Help in reviewing the strategic dynamics and shifts in the industry.
• Identify the closest competition and competing players for the
business; help in assessing the strategic direction of these
competing players; and lastly, aid in developing strategies to stay
ahead of the competition.
3.5.4.2. Assessment of market position

• The strategic group analysis is also important for The Vanca
Reworking Digital Marketing Strategy because it will assist in
analysing the current market position of players, as well as help in
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assessing future strategic moves and directions of the competition

in the market.
• Assists in evaluating and identifying different underlying factors
that will influence the company’s profitability.
• Makes use of standard comparison aspects between different
players in an industry to group them as per strategic directions as
well as strategic dimensions.
3.5.4.3. Identification of barriers to entry in an industry

• Different strategic dimensions along the matrix of strategic
groupings are often characterized by barriers to entry and exit
along the strategic groups’ dimensions, as well as by mobility
barriers.
• These barriers make it difficult for companies to move along, and
in between different strategic dimensions – often forcing it to stay
in place with the same competition.
3.6. Scenario planning

Scenario planning for The Vanca Reworking Digital Marketing Strategy
’s strategic direction will take form through speculation and contingency
form – methods used by the military for strategic planning and direction.
3.6.1. The Vanca Reworking Digital Marketing

Strategy ’s Utilization of Scenario planning
For The Vanca Reworking Digital Marketing Strategy, scenario planning
comprises of making suppositions of what's to come, of what will be and
how the business condition will adapt, fluctuate, change, and respond to
the future conditions, and changes in the futuristic strategic planning.
3.6.1.1.1. Identify the driving forces of the business:

• Changes in the macro environment
• Changes in technology
• Changes in the economic trade system
• Changes in production methods
• Changes in consumer demands and tastes
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• changes in technology and economy
3.6.1.1.2. Identify basic vulnerabilities:

• After The Vanca Reworking Digital Marketing Strategy has
identified the possible uncertainties of the macro environment,
The Vanca Reworking Digital Marketing Strategy should decide on
any two only. These can be:
◦ Changes in technological advancements and developments.
These changes can be in the form that the industry has
progressed to install more modern and contemporary
technological developments.
◦ Changes in consumer demands and needs.
• These two uncertainties of the future are those that will have the
largest impact and influence on the business.
3.6.1.1.3. Develop a scope of conceivable situations:

• The Vanca Reworking Digital Marketing Strategy will now be able
to place these two uncertainties along a matrix.
• Depending on the intensity and direction of the uncertainties and
vulnerabilities, the business will be able to chalk out four possible
scenarios as probable plans of action for the future. For The
Vanca Reworking Digital Marketing Strategy, these can be:
◦ Install new technology, or update current technology to be
on par with new technology.
◦ Do market research.
◦ Engage in innovative marketing to influence consumers.
◦ Change vertical and backward integrated systems to ensure
in-house or out-house production of technology to stay
ahead of the competition.
3.6.1.1.4. Discuss the suggestions:

• Each scenario should be discussed in detail.
• Possible strategic direction and responses for each scenario
should be developed.
• Realignment of business goals and direction, as well as a mission
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during each scenario, should also be done to ensure future

resilience.
4. ANALYSIS OF RESOURCES AND

COMPETENCES
• This inner analysis and assessment of The Vanca Reworking
Digital Marketing Strategy decide the centre skills based on the
resource based view (RBV) of the premium company.
• Utilizing its core capabilities and capacities, The Vanca Reworking
Digital Marketing Strategy can maintain a competitive distinction,
and leadership over other local as well as international players in
the industry.
• In the VRIN analysis and assessment, The Vanca Reworking
Digital Marketing Strategy makes use of its core capacities to
strengthen its worth and the to continue to deliver the promise of
consistent quality and taste to consumers – as well as guarantee
futuristic and long term gains in the industry.
The following section presents a brief analysis of the VRIN strategic tool
as it is applied to The Vanca Reworking Digital Marketing Strategy and
its impact on the strategic direction.
4.1. VRIN analysis

4.1.1. Valuable
4.1.1.1. International distribution network
The company has an international distribution system with agents and
contracts in countries across the world. This helps the company in
making sure that its products are widely available and easily accessible
to all consumers.
4.1.1.2. Experience in expansion to other countries

The experience of expansion to other countries directly as well as
indirectly has allowed the company to gain exposure and experience in
international business, culture and trades.
4.1.1.3. Marketing skills
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The company has a unique blend of marketing skills, which allows it to

reach consumers directly through various channels, in a creative way.
This is a valuable resource for the company as it allows the company to
ward off potential competition.
4.1.1.4. Market research

The company invests in market research regularly, which allows it to
stay updated with market trends, consumer needs, demands, as well as
the changes that take place in different markets and consumer groups.
This is also valuable as it then allows The Vanca Reworking Digital
Marketing Strategy to make changes in product and service offering
accordingly.
4.1.2. Rare
4.1.2.1. Use of progressive technology
The company makes use of progressive technology and invests in new
technology to help it make the business more effective and efficient.
This is important for maintaining competitive differentiation. The
technology used by the company also allows lower chances of human
error and increases precision.
4.1.2.2. Use of progressive harvesting methods

The company makes use of modern as well as new and innovative
means of cropping and harvesting as well. The means of production are
important for a business to maintain cost efficiency. This allows lower
levels of spoilt raw materials and enhances the quality as well as the
feel of the final product. Also, it allows the company to maintain the
product quality in-house, and maintain consistency in the raw material.
4.1.2.3. Efficient use of economies of scale in production

The company’s effective and efficient use of resources has allowed it to
maintain economies of scale. The company uses economies of scale as
a rare resource available to maintain costs, enhance production, and
increase sales – all the while maintaining a high focus on premium
quality and consistency of taste.
4.1.2.4. The uniqueness of product portfolio
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The company has a unique and diversified portfolio. This has allowed it
to penetrate different consumer groups. And maintain income from
different streams. Into urn, that gives a strong financial cushioning to
the business.
4.1.3. Inimitable
4.1.3.1. Human resource management
The company has taken part in exemplified human resource
management in all its function – from recruitment to training of talent
management. This has allowed the company to develop an inimitable
resource that is aligned with the organizational goals, and mission, and
which is synonymous to the organization itself.
4.1.3.2. R&d - new product development

The company’s continued investment in r&d allows it to generate ideas
for new products, as well as test these new products in limited market
settings. This allows the company to assess the viability of new ideas,
as well as generate feedback for improvement where needed. This is
an inimitable resource for the company because it has become part of
the company’s system and culture.
4.1.3.3. Innovation
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The innovation at The Vanca Reworking Digital Marketing Strategy is an

inimitable resource that allows the company to stay ahead of the
competition as well as maintain high leadership in the industry by
having the first mover advantage in its product portfolio continuously.
4.1.3.4. Organizational culture

The organizational culture at The Vanca Reworking Digital Marketing
Strategy is supportive and innovative. Employees share information
freely. The organizational hierarchy is flatter, which makes leadership
and follower relation smooth and easy. This organizational culture and
its aspects cannot be imitated by competition.
4.1.3.5. Cost control

The company has employed progressive means of controlling costs and
maintaining economies of scale. In this way, prices of the products are
maintained and controlled, and very few cost increases are passed to
the consumers. This allows the product to be easily affordable by the
company’s target audience.
4.1.4. Non-substitutable
4.1.4.1. Brand recognition
The brand value and brand recognition enjoyed by The Vanca
Reworking Digital Marketing Strategy is a non-substitutable resource.
The high brand recognition across different consumer group’s in
different countries allows the brand to enjoy high consumer ship, high
sales, and a unique bond with the consumers. This cannot be imitated
at all by the competition as the brand recognition and resonance has
been built over the years through hard work and quality deliverance.
4.1.4.2. Brand equity

The The Vanca Reworking Digital Marketing Strategy enjoys high brand
equity. This has been developed through the different stages presented
by Keller in his model for brand equity. The high brand equity also
reflects a high emotional appeal that The Vanca Reworking Digital
Marketing Strategy has for the consumers.
4.1.4.3. Emotional affiliation with consumers
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This means that the brand fulfils not only functional but also emotional
and psychological needs of the consumers. Again, this is an inimitable
resource which the company has developed because of its honest and
trusted relationship with the clients over some time.
4.2. VRIO ANALYSIS

4.2.1. Strong global presence
4.2.1.1. Valuable
Having a strong worldwide presence is significantly valuable for an
organization attempting to expand its size, deals, and piece of the
overall industry. It is a competitive and sustainable method to acquire
incomes from new and existing buyers.
4.2.1.2. Rare
The Vanca Reworking Digital Marketing Strategy is one of the greatest
company all inclusive. Even though there are other worldwide and
international chains of competing companies, The Vanca Reworking
Digital Marketing Strategy has made a distinct name for its quality and
offers.
4.2.1.3. Non-substitutable
For the time being, no competition of The Vanca Reworking Digital
Marketing Strategy could match such an enormous international
presence in terms of quality and consistency. It would require critical
investment and assets to achieve this.
4.2.1.4. Organized to exploit

The Vanca Reworking Digital Marketing Strategy is effectively exploiting
this capacity.
4.2.2. Claim to premium products

4.2.2.1. Valuable
The Vanca Reworking Digital Marketing Strategy offers numerous
exceptional and fulfilling products that different contenders don't offer all
the time. The Vanca Reworking Digital Marketing Strategy additionally
incorporates information and detailed ingredients for its products to
interest an assortment of clients.
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4.2.2.2. Rare
Other competition also offers different products that are offered by The
Vanca Reworking Digital Marketing Strategy, which means that it is not
a rare resource for the company. This is because other players also
have access to similar products and portfolios.
4.2.2.3. Inimitable
Considering other businesses and players are now using this capacity
as a means of expansion and penetration, it can, therefore, be imitated.
4.2.2.4. Organized out to exploit

By offering an assortment of choices and ceaselessly changing the
portfolio through active innovation and new product development, The
Vanca Reworking Digital Marketing Strategy is exploiting this resource.
With plenty of alternatives, the vast majority can discover something
they like, and individuals who like to attempt new products and services
every now and again can undoubtedly do as such with The Vanca
4.2.3. Upscale brand name

4.2.3.1. Valuable
The The Vanca Reworking Digital Marketing Strategy brand name
enables clients to enjoy and feel a bond of association with the brand.
This allows consumers to feel emotionally attached with the brand, and
experience it as an extension of themselves as well. As such, this
becomes a valuable asset for the company.
4.2.3.2. Rare
The Vanca Reworking Digital Marketing Strategy is a contemporary
brand name that has a premium touch to it and is upscale, modern and
lively. Most other companies and competing brands don't have the
quality and packaging to urge clients to engage in a way they do with
The Vanca Reworking Digital Marketing Strategy .
4.2.3.3. Non-substitutable
It would be generally simple for other companies to revamp their
packaging and duplicate the plan of action of The Vanca Reworking
Digital Marketing Strategy. In this way, the upscale and comfortable
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promise of the offering by The Vanca Reworking Digital Marketing

Strategy could be imitated.
4.2.3.4. Organized out to exploit

The Vanca Reworking Digital Marketing Strategy is effectively using this
resource and enhancing the brand and the brand promise that
numerous clients altogether appreciate. The organization is exploiting
the stylish way of life that is right now present in numerous urban
communities where the brand’s products are widely appreciated and
consumed.
4.3. Porter’s value chain

4.3.1. The Vanca Reworking Digital Marketing Strategy:
drawing value from VRIN/VRIO
• The core competencies and strengths of The Vanca Reworking
Digital Marketing Strategy are organizational sources and
capacities that enable the business to flourish regardless of
substantial challenge and strategic difficulties in local and
international markets.
• As the VRIO/VRIN analysis have shown and highlighted, the
important core abilities depend on intellectual properties and
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related propriety data or related technological structures.

• Different resources and abilities appeared in the VRIN/VRIO
analysis and review that are non-core, and non-central skills but
that help the business and its value chain.
• The Vanca Reworking Digital Marketing Strategy ’s core abilities
are strong yet restricted.
• In the resource based view, this constraint presents key
difficulties, as the organization wards off competing players from
local and international markets.
• The core capabilities in the VRIN/VRIO analysis assume critical
jobs in The Vanca Reworking Digital Marketing Strategy ’s value
chain. Considering the resource based view and Michael E.
Doorman's value chain conceptualization, The Vanca Reworking
Digital Marketing Strategy ’s value chain gives reasonable and
tasteful products to target buyers.
• The accompanying outline shows the value chain for The Vanca
Reworking Digital Marketing Strategy and its situation in the
bigger value arrangement of the industry:
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Figure 3 Value chain for The Vanca Reworking Digital Marketing

Strategy
4.3.2. Value framework

The Vanca Reworking Digital Marketing Strategy ’s value chain is a
segment of the business' value framework. The value framework is
made out of different other value chains of the speciality units of all
associations included, for example, the organization's producers and
the remainder of the inventory network. In the value chain
representation, The Vanca Reworking Digital Marketing Strategy works
directly, as well as through contracted third parties.
4.3.3. Example from value framework for The Vanca

Reworking Digital Marketing Strategy
• The organization has an internal transportation system of vehicles
for making deliveries to other companies that are in business with
stocking and serving The Vanca Reworking Digital Marketing
Strategy products – in the local markets.
• In this value chain and value framework, The Vanca Reworking
Digital Marketing Strategy ’s competitive advantage and abilities
are distinguished through the VRIO/VRIN assessment are huge in
how the organization's procedures offer some incentive and
advantage to the consumers.
4.3.4. Value chain activities

Brief details of The Vanca Reworking Digital Marketing Strategy ’s value
chain are discussed in the next section:
4.3.4.1. Primary activities

4.3.4.1.1. Inbound logistics
The inbound logistics for The Vanca Reworking Digital Marketing
Strategy refers to producers in different designated and appointed
locations by the company. Also, it also refers to selecting the finest
quality raw materials from in-house production as well as from third-
party contractors. These are transported to the storage sites after which
the raw materials are used for producing different products by the
company.
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4.3.4.1.2. Operations
The Vanca Reworking Digital Marketing Strategy operates
internationally directly or indirectly. The company has owned offshore
shops, as well as stocks its products with other shops across different
countries.
4.3.4.1.3. Outbound logistics

The company has contracted agents in offshore countries and sites to
manage product selling. However, a majority of the products are sold
directly to licensed sellers and shops locally as well as internationally.
4.3.4.1.4. Marketing and sales

The Vanca Reworking Digital Marketing Strategy produces and invests
in high quality and premium products. It also invests in a high level of
customer servicing and marketing. All its marketing activities, however,
are based on strong market research and market data.
4.3.4.1.5. Service
The Vanca Reworking Digital Marketing Strategy invests in customer
service to develop customer loyalty and build strong relations with its
clients. The company invests in gaining and incorporating customer
feedback and in solving customer queries effectively.
4.3.4.2. Support activities

4.3.4.2.1. Infrastructure
This includes different departments like management, finance, legal,
etc. which are required to keep the company’s business running.
4.3.4.2.2. Human resource management

The company’s committed and trained workforce is considered to be a
valuable and an inimitable resource that has played a vital role in the
success and growth of The Vanca Reworking Digital Marketing Strategy
the employees of the company are motivated, professional, trained, and
work alongside the company’s mission and goals.
4.3.4.2.3. Technology development

The Vanca Reworking Digital Marketing Strategy has been commended
and celebrated for the use of effective technology not only production
but also to make the overall system of production and sale, as well as in
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house production more effective and efficient. Also, the company also
uses technology to communicate and connect with its consumers
effectively.
4.3.4.2.4. Procurement
This involves purchasing the raw material for the final product. The
company has appointed agents that work for the company in different
countries and regions to purchase consistently high quality raw material
so that the company can produce the finest product qualities for
delivering to the consumers.
4.3.4.2.5. Bottom line

The concept of the value chain for The Vanca Reworking Digital
Marketing Strategy helps in understanding how value is added in each
process and stage of the value chain. It also helps to understand and
separate useful activities from those that are not useful as such. This
improves the overall bottom-line of the company and increases the
profit margins for the company as well.
4.3.4.3. Virtual chain

4.3.4.3.1. Customer-centrism
• Renewed and enhanced way of engaging with consumers.
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• Installation of sophisticated consumer data management systems.

• Made use of artificial intelligence to enhance the value chain.
4.3.4.3.2. Improved technological use

• Installed progressive technology for primary and support activities.
• The overall purpose is to provide a better experience to
consumers.
• Allows the company to predict future market conditions, and
prepare strategic contingencies accordingly.
• Allows understanding of consumer behaviour and market
movements.
4.3.4.4. Generic strategies

• Managed to establish core competitive strategy in the market.
• Competes in the premium sector.
• Does not engage in competition with other cost groups.
• Worked towards improving the service of premium target groups.
• Consumers understand and perceive the brand as a high quality
and premium.
• The brand is appreciated for its focused strategy and standing.
• The brand is appreciated and engaged in for its offerings.
5. INTERNAL ENVIRONMENT
ANALYSIS
5.1. Porter’s Strategic Options
• Leading organizations such as The Vanca Reworking Digital
Marketing Strategy have obtained sustainable competitive
advantage and have had the option to achieve the strategic
position.
• There can be different sources of sustainable competitive
advantage for The Vanca Reworking Digital Marketing Strategy. A
firm can depend on innovation to decrease its overall production
costs and would then be able to pass this advantage on to its
clients.
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• The Vanca Reworking Digital Marketing Strategy can also

concentrate on making a differentiated item or administration to
increase its overall share of the pie.
• The Vanca Reworking Digital Marketing Strategy can generate
considerable sustainable competitive advantage utilizing these
systems. This is done through means of traditional as well as
modern procedures embraced by The Vanca Reworking Digital
Marketing Strategy to competitive advantage hand and increase
its share of the pie.
5.1.1. Differentiation strategy

5.1.1.1. Organizational Leadership
The Vanca Reworking Digital Marketing Strategy has made use of the
differentiation factor to maintain higher leadership and differentiation
from industry competition. Differentiation of effective leadership may be
achieved through different forms and basis.
5.1.1.2. Broad product portfolio

5.1.1.2.1. Product Quality
Moreover, this differentiation can fluctuate from item to item, market to
market and industry to industry. Generally, the essential bases of
differentiation are quality, durability, usefulness and in a few consumer
loyalty, and brand image. The Vanca Reworking Digital Marketing
Strategy has differentiated its items and products dependent on the
quality and set a completely different, and engaging consumer
experience. Brand image
5.1.1.2.2. Brand Image

Aside from these things, it has developed a distinct and distinguished
brand image which is additionally a premise of differentiation and
encourages The Vanca Reworking Digital Marketing Strategy to
advertise, promote and market its products and brand better than the
competing players in the local and international markets.
5.1.2. Focus strategy

5.1.2.1. Overall Quality of product and service
The essential premise of differentiation for The Vanca Reworking Digital
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Marketing Strategy is quality and premium taste. It serves just premium

quality products, which enables it to charge a top notch and a premium
cost. It has embraced the most astounding measures as far as the
nature of its raw materials used for producing its products. At each
progression, The Vanca Reworking Digital Marketing Strategy puts forth
an admirable attempt to guarantee that its product fulfils the most
noteworthy quality guidelines.
5.1.2.2. Value addition at each step of the value chain

However, the account of value does not finish at getting incredible
quality of raw materials. It goes more remote from that point. A great
deal of contrast originates from the readiness. The Vanca Reworking
Digital Marketing Strategy prepares its product diligently to draw out the
quality.
5.1.2.3. Human resource management

Rest of the credit goes to the human resource and employees at The
Vanca Reworking Digital Marketing Strategy. The brand carefully picks
its raw materials - just when they in ideal condition. Products are tested
from each cluster in any event thrice before endorsement. This is how
The Vanca Reworking Digital Marketing Strategy makes the quality that
each client looks forward to, and is excited about.
5.1.3. Leadership and differentiation through cost

Porter’s traditional methodologies are methods for increasing and
developing a sustainable competitive advantage for The Vanca
Reworking Digital Marketing Strategy - as it was, building up the "edge"
that will get the company the ideal position and differentiates it from the
industry rivals. There are two primary methods for accomplishing this
inside a cost leadership methodology:
• Increasing profits by decreasing expenses, while charging

industry-average prices and costs from consumers
• Increasing share of the overall industry by charging lower costs,
while at the same time making a sensible profit on every trade
since The Vanca Reworking Digital Marketing Strategy has
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controlled and reduced expenses.
The cost-based strategy and system are that – it includes The Vanca
Reworking Digital Marketing Strategy being the pioneer regarding cost
in the industry and market where it operates. Just being among the
most minimal cost producers isn't adequate, as the company leaves
itself wide open to aggressive attacks by other producers and players in
the industry. These players may undermine The Vanca Reworking
Digital Marketing Strategy ’s costs and in this way hinder the company’s
endeavours towards the expansion of its share of the overall market
pie.
5.1.3.1. Achieving cost differentiation

Based on this, The Vanca Reworking Digital Marketing Strategy should
be sure that it can accomplish and keep up the leading position before
deciding on choosing the cost leadership strategy. The Vanca
Reworking Digital Marketing Strategy will be able to become effective in
accomplishing cost differentiation by having:
• Access to the capital expected to put resources into innovation

that will cut expenses down.
• Very proficient coordination’s.
• A minimal effort base (work, materials, offices), and a method for
economically cutting expenses beneath those of different
competing players.
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5.1.3.2. Achieving cost leadership

However, The Vanca Reworking Digital Marketing Strategy should
ensure contingency for imitation by competition, as well as be prepared
for competing payers to imitate its cost-effectiveness strategy to
decrease and control their costs, and increase the overall share of the
pie for their products as well. It is therefore important that The Vanca
Reworking Digital Marketing Strategy does not only settle for one
means of cost leadership but continually improves. This can be done
through several different methods:
• Engaging and applying the Japanese technique of kaizen

• High efficiency
• High limit use
• Use of dealing capacity to arrange the least costs for generation
inputs
• Lean production techniques (for example JIT)
• Effective creation process
• Effective dissemination channels
5.1.3.2.1. Overall Cost Effectiveness through Cost Leadership and Cost

Differentiation
• Cost differentiation and leadership strategy for The Vanca
Reworking Digital Marketing Strategy will be based on the nitty-
gritty.
• Cost initiative endeavours towards slicing expenses to a base to
give clients lower costs and in this manner will help the company
of The Vanca Reworking Digital Marketing Strategy to reserve
funds.
• Cost leadership strategy requirements regularly identify with high
specialized abilities and access to capital
• The company should also resource into innovation and guarantee
economies of scale.
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5.2. SWOT Analysis

• The Vanca Reworking Digital Marketing Strategy maintains its
competitiveness as one of the best and the most premium locally
and internationally through inventive systems that use business
strengths in overcoming the weaknesses present in the business
inherently.
• Also, they make use of these internal strengths and weaknesses
to make use of opportunities and ward off potential threats, for
example, the dangers in the business condition and market.
• These factors can be distinguished, assessed, and analysed
through the strategic SWOT tool.
• The SWOT analysis and review for The Vanca Reworking Digital
Marketing Strategy talk about the strengths and weaknesses
(internal core strategic components) intrinsic in tasks in the
business, and for the The Vanca Reworking Digital Marketing
Strategy organization.
• The assessment and analysis of SWOT likewise look at the
opportunities and threats (external key variables) identified with
the nature of competitiveness in the market and industry, which is
mostly founded based on the level and intensity of competition
and rivalry – as may be gauged through Porter's Five Forces
analysis of The Vanca Reworking Digital Marketing Strategy.
5.2.1. The need for SWOT because of expanded

operations of The Vanca Reworking Digital Marketing
Strategy
• The Vanca Reworking Digital Marketing Strategy is present and
operational in different markets, and each of the markets poses
unique yet various difficulties in developing the business.
• The Vanca Reworking Digital Marketing Strategy and its portfolio
in these many markets have expanded over time and as the
organization grows, more items are added to its portfolio in
addition to its pioneer product.
• With regards to the SWOT analysis model, these circumstances
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of multiple operations and multiple presences in various markets

make a difficult business situation where the organization needs
to utilize various arrangements of skills that match different
markets.
• Core elements of different nature – both internal and external to
the organization, can help increment The Vanca Reworking Digital
Marketing Strategy ’s accomplishment in contending with different
companies and other businesses – both locally and internationally.
• The SWOT analysis for The Vanca Reworking Digital Marketing
Strategy is presented below:
5.2.2. The Vanca Reworking Digital Marketing Strategy

Strengths (Internal Strategic Factors)
This section of the SWOT analysis model works with the inner variables
that the organization can use as competencies and strengths to
address shortcomings and ensure the business against rivalry. For this
situation, The Vanca Reworking Digital Marketing Strategy ‘primary
qualities are:
5.2.2.1. Strong brand image

• The Vanca Reworking Digital Marketing Strategy is one of the
world's most premium, well known and most famous brands.
• The organization has a developing populace of steadfast clients,
which adds to the soundness of the business.
5.2.2.2. International distribution network

• In the SWOT analysis model, the global distribution network
through directly owned subsidiaries, or contracts with third-party
agents further strengths The Vanca Reworking Digital Marketing
Strategy by supporting activities.
• For instance, the organization has a worldwide system of
providers that are deliberately chosen dependent on criteria
relating to quality, for example, of raw materials as has been
discussed in the value chain - primary and supporting activities.
5.2.2.3. Strong investment in research and development, and

high focus on innovation
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• The focus on innovation not only keeps the company apart but
also facilitates its industry leadership.
• The internal core strengths and competent variables recognized in
this section of the SWOT analysis of The Vanca Reworking Digital
Marketing Strategy demonstrates that the business has qualities
that advance strength through expansion and a worldwide
production network.
5.2.2.4. Focus on market research

• Additionally, the organization steadily expands its business
• This is done through contracts with offshore agents and licenses.
Also, the company continues to broaden its portfolio by adding
new products based on market research and consumer data.
5.2.3. The Vanca Reworking Digital Marketing Strategy

Weaknesses (Internal Strategic Factors)
Business weaknesses or shortcomings are recognized in this part of the
SWOT analysis. Shortcomings are inward factors that diminish or cut off
business capabilities and strengths. The Vanca Reworking Digital
Marketing Strategy shortcomings are as per the following:
5.2.3.1. Premium prices for most portfolio products
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• The Vanca Reworking Digital Marketing Strategy has a premium

brand image attached, and thus all its products in the portfolio are
priced highly
• This expands overall revenues yet decrease the affordability of its
items.
• This internal key factor is a shortcoming since it confines the
organization's share of the overall industry, particularly in
territories with generally lower disposable earnings
5.2.3.2. Standard and benchmarked regulations and business

procedures for all portfolio items
5.2.3.2.1. Generalization
• Likewise, this SWOT analysis highlights that generalized
standards for all portfolio products may be a weakness because it
restrains the adaptability of these products and items in the
business.
5.2.3.2.2. Imitability
• What's more, numerous The Vanca Reworking Digital Marketing
Strategy items are imitable.
• Several items in the portfolio have been imitated by completion,
and are also being provided by them at different price points.
• Though the quality is unique to The Vanca Reworking Digital
Marketing Strategy, the competing players have also developed
close enough, and acceptable products.
• This business condition engages competition, as has been
highlighted already.
5.2.3.3. Fighting the challenge of imitation

• The internal factors in this section of the SWOT analysis of The
Vanca Reworking Digital Marketing Strategy demonstrate that the
business must create qualities to diminish the unfavourable
impacts of impersonation and the impact of high value focuses on
the organization's share of the overall industry in the international
and local business.
5.2.4. Opportunities for The Vanca Reworking Digital
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Marketing Strategy(External Strategic Factors)

This section of the SWOT analysis and strategic model focuses on
external components that opportunities for business development and
advancement. For this situation, the key opportunities accessible to The
Vanca Reworking Digital Marketing Strategy are:
5.2.4.1. Green business products

• With an increased focus and awareness of health and wellness
lifestyles by consumers, it is important that The Vanca Reworking
Digital Marketing Strategy recognizes this as a viable business
opportunity.
• Increased numbers of consumers are shifting to the green lifestyle
of consuming environmentally friendly and organic products.
• The Vanca Reworking Digital Marketing Strategy should focus on
the expansion of the product portfolio: inclusion of green products
and environmentally sustainable services are suggested.
5.2.4.2. Expansion in emerging markets

• The Vanca Reworking Digital Marketing Strategy can expand its
income streams through expansion and developing presence in
emerging markets – such as Brazil, China and India.
• This opportunity draws consideration far from the U.S. region,
where the majority of the organization's incomes are created.
5.2.4.3. Business enhancement

• Likewise noteworthy in this SWOT analysis of opportunities is the
opportunity of business enhancement and further business
development.
• This can help improve the long term position of The Vanca
• For instance, through higher diversification of the portfolio and the
overall business, the The Vanca Reworking Digital Marketing
Strategy organization can diminish its reliance on its present
enterprises, and along these lines work towards improving its
general income development.
5.2.4.4. Partnerships with different firms
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5.2.4.4.1. Diversification through Partnerships

• Diversification is right now a minor strategy as can be observed
from The Vanca Reworking Digital Marketing Strategy ’s
competitive strategy and its overall directive strategy as well.
• The business environments likewise display the chance to
enhance the organization's competencies and strengths
• This will also increase its share of the overall industry through the
association’s s with different firms. For example, a partnership
with real retailers improves dispersion.
5.2.4.4.2. Development of corporate clientele

• The company can also formulate new B2B relations and contracts
with other companies and corporate entities.
• The external key factors in this section of the SWOT analysis
demonstrate that The Vanca Reworking Digital Marketing Strategy
can improve its industry position by building up its activities to
make use of the opportunities in the international business
markets.
5.2.5. Threats facing The Vanca Reworking Digital

Marketing Strategy(External Strategic Factors)
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Threats against the The Vanca Reworking Digital Marketing Strategy

business are distinguished in this piece of the SWOT analysis. Threats
are external components that decrease or breaking point of business
execution. In this case of The Vanca Reworking Digital Marketing
Strategy, the following section looks at, and assesses threats that apply
to the organization in question:
5.2.5.1. Price wars by competition

• The Vanca Reworking Digital Marketing Strategy competes with a
wide assortment of firms in the local as well as the international
market.
• For instance, the organization competes against significant
premium companies as well as against cheaper companies that
offer cheap priced items and products.
• This external but important factor in the SWOT assessment
undermines The Vanca Reworking Digital Marketing Strategy
because such competing players can lessen the organization's
share of the overall industry by competing based on low prices
and overall low costs of production.
5.2.5.2. Increased competition

• Additionally, this SWOT assessment also analyses increased
competition as a noteworthy threat against the business.
• In light of the organization's shortcomings, the risk of imitation
includes firms that attempt to duplicate the taste, look and feel of
The Vanca Reworking Digital Marketing Strategy items.
• Saturated market place and industry can also lower sales of the
organization and shrink its share of the overall pie
• Increased competition can also lead to the increased cost of doing
business for the organization if they bring innovative processes,
and implement novice systems to control costs
5.2.5.3. Independent players

• The industry environment and profitability are liable to invite
independent developments, and small-scale players.
• These players may not have high levels of integration and may be
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retailers and marketers for items produced during backward

integration.
• Strategic marketing techniques and promotional communications
are expected to neutralize the impacts of these patterns.
• This section of the SWOT analysis of The Vanca Reworking
Digital Marketing Strategyrecognizes external key factors that
force difficulties to international expansion and growth of the
company as well as highlight market infiltration.
5.3. TOWS Matrix

TOWS analysis will allow The Vanca Reworking Digital Marketing
Strategy to identify and understand the strategic choices and future
strategic options and directions available to the company. The TOWS
matrix and analysis will help The Vanca Reworking Digital Marketing
Strategy to look at various possible future and long term situations, and
ill force The Vanca Reworking Digital Marketing Strategy to look at
these options by questioning strategic directives such as:
• How will The Vanca Reworking Digital Marketing Strategy make

the most of its strengths and core competencies?
• How will The Vanca Reworking Digital Marketing Strategy
Circumvent its weaknesses and shortcomings?
• How will The Vanca Reworking Digital Marketing Strategy
capitalize on the various opportunities present in the business
environment?
• How will The Vanca Reworking Digital Marketing Strategy ward
off, and manage the threats that are present in the external
business environment?
The analysis of the SWOT and the subsequent assessment and

development of the TOWS matrix will allow the The Vanca Reworking
Digital Marketing Strategy to be able to identify the following answers:
• Strengths and Opportunities (SO) – How would The Vanca

Reworking Digital Marketing Strategy be able to utilize on its
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strengths to exploit the opportunities?

• Strengths and Threats (ST) – How would The Vanca Reworking
Digital Marketing Strategy be able to exploit its strengths and core
competencies to keep away from genuine and potential threats?
• Weaknesses and Opportunities (WO) – How would The Vanca
Reworking Digital Marketing Strategy be able to capitalize on its
opportunities to overcome the weaknesses that The Vanca
Reworking Digital Marketing Strategy is encountering?
• Weaknesses and Threats (WT) – How would The Vanca
Reworking Digital Marketing Strategy be able to limit its
weaknesses and evade threats?
5.3.1. TWOS matrix visual presentation

Table 1 TWOS matrix for The Vanca Reworking Digital Marketing
Strategy
Strengths Weakness
TWOS Matrix • Leading • Major
premium dependence on
company that the market as
operates the country of
internationally origin market
• Leading • Despite being in
presence operation for
across decades, has
countries standard
• Reasonable procedures and
control over regulations for all
production portfolio items
and • Imitability
distribution possible by
due to competition
backward and
forward
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integration
Opportunities SO strategies WO Strategies

• New South • Expanding • Increasing more
Asian and into Asia stores outside
Asia Pacific Pacific region the country of
regions and stabilizing origin, and in
available for emerging other parts of the
expansion – markets by world –
emerging opening new especially
markets stores and emerging
• Acquisition developing markets such as
of medium- new products India, China and
sized similar Brazil
companies
and shops
in
developing
countries
Threats ST strategies WT strategies

• Increased • Improving the • Increase budget
marketing ambience of for marketing
from service, communications,
competing focusing on and strategic
players, augmented promotions and
which might service levels pursue a
affect sales when moderate
negatively providing expansion
• An products and strategy
increasing adapting to
number of local culture.
independent
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producers
and
marketers
• Increased
and
saturating
competition
• The TOWS Matrix is a moderately basic strategic tool used by

The Vanca Reworking Digital Marketing Strategy for producing
key alternatives and identifying key strategic alternatives that may
be pursued by The Vanca Reworking Digital Marketing Strategy.
• By utilizing it, The Vanca Reworking Digital Marketing Strategy
can take a look towards understanding that it can best exploit the
opportunities present, while at the same time also limit the effect
of shortcomings and ensure itself against threats.
5.4. ANSOFF Matrix

• The Vanca Reworking Digital Marketing Strategy has viably
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utilized this instrument to develop a procedure for accomplishing

competitive advantage in the industry and various markets it
operates in.
• Recently, The Vanca Reworking Digital Marketing Strategy has
made use of the four strategies of Ansoff matric to maintain
competitive advantage and leadership position. These strategies
are
◦ Market development
◦ Market penetration
◦ Product development
◦ Product penetration
The following section highlights the various strategies that may be used
through the Ansoff matrix. These strategies have been highlighted and
identified through vigorous research methodologies, as well as through
expert analyst data and opinion.
5.4.1. Market development strategies

5.4.1.1. Advertising and promotion of products
• One of the most popular means of developing a market is to use
marketing strategically.
• By making use of advertising and marketing communications, the
company will be able to disseminate information about its product,
and the various benefits of consumption to its target market easily.
• Also, the use of social media for marketing will, at the same time
allow the company to communicate directly with the consumers,
and answer their queries.
5.4.1.2. Education about product consumption.

• The company can make use of widespread marketing campaigns
using traditional means as well as means of social media to
increase awareness of their product amongst the target market.
• This task of educating the markets will give the company a first-
mover advantage, as well as develop important functional appeals
for the product.
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5.4.2. Market penetration strategies

5.4.2.1. Geographical expansion
• The company can expand into other markets through its previous
experience, as well as through partnerships and contracts with
other agents and parties.
• The company can also develop subsidiaries, as well as offer its
products through franchising as well as licensing.
• The geographical expansion is suggested into emerging
economies because of the favourable income levels of the
consumers, as well as the growing infrastructure.
5.4.2.2. Increased number of retail outlets and retail presence

• The company can penetrate existing markets by offering more
shops or making its product more widely available.
• This may be done through increasing the accessibility of the
product at places where the target consumers are expected to
purchase from, as well as improving the interaction of the product
with consumers at different touchpoints.
5.4.2.3. Online retailing

• Another means of improving market penetration is through online
retailing. The Vanca Reworking Digital Marketing Strategy can
stock its products on online retailing sites locally and
internationally.
• This would help the company improve sales, accessibility, as well
as reach higher levels of target consumers. All of this, in turn,
would increase market penetration.
• Besides, it would also help the company maintain and control
costs for The Vanca Reworking Digital Marketing Strategy, and
thereby help it achieve cost leadership in the industry
5.4.3. Product development strategies

5.4.3.1. Research and development
• To be able to develop new products, the company should have a
focused interest and budget sending allocated to new product
research and development.
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• This research would take a basis in the consumer market and the
overall market trends, to identify the gap in consumer demands,
and market availability of different products.
• The new product would then generally be aimed towards fulfilling
this gap.
5.4.3.2. New product development labs

• The company should have dedicate incubation labs for the
development of new products.
• This means that this development should be a focused and
separate entity that should focus on the company’s innovation.
• The company should also hire the right talent for business
development and innovation to be able to achieve targets and
goals accordingly.
5.4.3.3. Market testing

• New products should follow PD cycles for testing before launching
in a market.
• This will ensure that the company can fix any loopholes present in
the product, as well as incorporate positive feedback.
5.4.3.4. Strategic Marketing

• The company should also have a focused and strategic budget for
marketing and communications allocated for new product
development.
• This is because the company will need to increase the appeal, as
well as develop functional and emotional appeals and
characteristics of the new product.
• Communicate with the consumers to enhance sales as well as
increase likeability and rate of consumption and trial.
5.4.4. Product penetration strategies

5.4.4.1. Acquiring personally owned retail to strengthen its
presence.
• One way of increasing product penetration is that the company
directly manages and controls sales operation through owned
retail.
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• This will give the campy leverage over communication, as well as

product stocking and placement.
5.4.4.2. Diversification of portfolio

• The company can further expand its portfolio as a means of
product penetration.
• The expansion of the portfolio will allow the company to reach a
different and diverse target group, thereby increasing the overall
share of the pie for the company
• This will also increase The Vanca Reworking Digital Marketing
Strategy ’s products’ accessibility to different consumers.
5.5. SAF criteria

5.5.1. How The Vanca Reworking Digital Marketing
Strategy can strengthen its strategic position using SAf
criteria
• When The Vanca Reworking Digital Marketing Strategy is
deciding upon a certain strategic direction for the future, it will face
challenges.
• Choosing the right strategy at the right time can be a daunting
task for managers.
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• It is therefore important that managers look at the strategy from

aspects of its value and viability.
• The principal thing the managers of The Vanca Reworking Digital
Marketing Strategy will have to do is settle on a foundation by
which to evaluate the different strategic alternatives.
• They will also need to choose a viable methodology is to assess
the different strategies independently.
• Strategies can be evaluated and assessed using criteria of
suitability, acceptability and feasibility (SAF).
• The following section weighs different strategies and possible
future directives for The Vanca Reworking Digital Marketing
Strategy based on the SAF criteria.
5.5.2. Creation of a menu for high-income groups

5.5.2.1. Suitability
5.5.2.1.1. New market development
• This strategy is suitable because it will allow The Vanca
Reworking Digital Marketing Strategy to develop new markets by
tapping into new consumer groups.
• At the same time, it will allow the company to penetrate higher into
existing markets.
• Both these possibilities can be realized because The Vanca
Reworking Digital Marketing Strategy invests in consumer
research and has a strong financial standing.
5.5.2.2. Acceptability
5.5.2.2.1. Alignment with organizational goals
• The strategy is acceptable because it is in line with the company’s
goals and mission.
• Also, it is also in line with the internal marketing and culture of the
organization.
5.5.2.2.2. Financial risk

• As such, the strategy does not pose any risk – financially and
otherwise and is also palatable for stakeholder reactions.
• Lastly, the strategy promises to give high returns. Overall, the
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strategy appears to be highly acceptable.
5.5.2.3. Feasibility
5.5.2.3.1. Market research and financial cushioning
• This strategy is highly feasible.
• This is because the company already operates along with this
mission, and has high levels of market research and information
regarding high-income groups.
• This information could be utilized for creating a suitable menu for
high-income groups.
• At the same time, the company also has the financial power to
introduce premium menu items for the higher class – to expand its
menu accordingly.
5.5.3. Creation of a healthy menu for existing target

consumer groups
5.5.3.1.1. Diversification of product portfolio
• This strategy would require a high diversification of the product
portfolio.
• This is suitable because the company has the resources and the
information to make strategic decisions about diversification.
5.5.3.1.2. Innovation
• Moreover, the company also innovates regularly, which can be an
added benefit for the suitability of the strategy.
5.5.3.2.1. Risk of financial investment
• This strategy appears to be moderately acceptable.
• This is because it poses a risk through diversification with high
levels of finances invested, the company can never be too sure of
the consumer reactions.
5.5.3.2.2. Risk of new product development

• Therefore, the risk of new product development and consumer
reaction would be there.
• Also, the acceptability is also low because of stakeholder reaction
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– who might not all agree with the expansion of the portfolio
horizontally – i.e. The broadening of the portfolio away from the
core offerings.
• Lastly, if the strategy works, it promises high returns, which make
sit low to moderately acceptable.
•
• This strategy is also feasible for the company.
• This is because of the company’s strong financial position, as well
as its ability to researching into different market trends and
patterns.
• The identification of these trends and patterns is important for
being able to decide which market and industry to diversify into for
the company.
5.5.4. Increasing existing advertising expenditure

5.5.4.1.1. Focused budgeting
• This strategy is suitable because the company has high and
focused budgeting for marketing and communications.
• This would also allow The Vanca Reworking Digital Marketing
Strategy to withdraw from failing markets or markets that have a
weak share, and gain access to rising markets.
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5.5.4.1.2. Strategic marketing

• The company will be able to exploit its research and development
for strategic marketing
• The Vanca Reworking Digital Marketing Strategy will also make
use of existing systems and products to reach new consumer
groups through marketing.
5.5.4.2.1. Return on investment
• The strategy is acceptable because it poses a low risk in terms of
investment in strategic marketing.
• Also, it promises high returns on investment in marketing through
the promise of increased awareness, increased penetration,
increased brand recall and brand recognition – all of which will
translate into higher sales.
• Lastly, stakeholders will also not frown upon this strategy, which
makes it more acceptable to implement.
• The strategy is highly feasible because the company has a strong
financial standing.
• This means that the company can afford to increases budget for
marketing purposes.
• However, for the stagey to be successful, it is important that the
company aces sure that all promotional campaigns developed are
in sync with consumer needs, demands and behaviour.
• This is again possible for the company because of its investment
in research and development.
6. FINAL RECOMMENDATIONS
Based on the overall internal and external analysis done for The Vanca
Reworking Digital Marketing Strategy, this section will offer
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recommendations which will help the company take on strategic

directions that will enhance its core competencies and capabilities, as
well as reduce its chances for risks and threats? The following
recommendations are thus made for The Vanca Reworking Digital
Marketing Strategy:
6.1. Strengthen distribution network

6.1.1. Control
This is an important strategic recommendation as it will allow higher
control to the company over its products in different markets. The
company will be able to control where its products are placed, and
thereby, will also be able to enhance the accessibility and easy
availability of its products.
6.1.2. Stronger relation with consumers

At the same time, the strengthening of the distribution network will allow
the company to work more closely with end consumers by being able to
reach them with the same high quality of products across different
markets.
6.2. Develop unique marketing tactics

6.2.1. Higher penetration
This strategic recommendation will help the company reach a higher
number of consumers and penetrate deeper into target consumer
groups. Also, this strategy will allow the company to increase trial and
consumption and sales of its products.
6.2.2. Forming a partnership with consumers

Unique marketing tactics will involve new and informed strategic means
of communicating with the consumers and engaging them with the
brand. One way that this can be done is by making consumer co-
producers for the brand. Another way that The Vanca Reworking Digital
Marketing Strategycan do this is through co-branding with other similar,
yet dissimilar brands and companies to enjoy higher market visibility
amongst target consumers.
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6.3. Adapt to different cultural aspects of

different markets
6.3.1. Identify different consumer group characteristics
Each market and target group has distinct characteristics. This
recommendation is suggested so that the company can connect better
with different target groups in different markets.
6.3.2. Adapt to and respond to characteristics

By adapting to different cultural and regional characteristics, the
company will be able to present itself better to target consumers – who
would then feel a greater affinity, and more likeliness of consuming the
product and the service.
6.4. Expand into new regions

6.4.1. Market expansion
Another strategic recommendation for The Vanca Reworking Digital
Marketing Strategyis to expand into newer regions and markets. This
can be done by expanding into new markets, firstly. This expansion will
give the company exposure to new consumer groups. Increase the
overall consumption rate, as well as diversify income streams. Also, it
will give the company related expansion exposure regionally as well as
internationally.
6.4.2. Product diversification

Another means of expansion is through product diversification. By
adding new products, the company will be Abe to penetrate deeper into
existing markets bye exploring new consumer groups, and new target
consumer groups. This will also diversify income streams for the
company, and increase its overalls hare of the market.
6.5. Strengthen value network

By strengthening the value network further, and by adding quality and
enhanced elements at different stages, the company will be able to
maintain competitive advantage, as well as put off new players from the
industry by increasing barriers to entry. This will allow the company to
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maintain sustainable competitiveness over other players, as well as

maintain a possible leadership position in the local and international
markets and industry.
7. References
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The Vanca Reworking Digital

1. INTRODUCTION OF The Vanca

The The Vanca Reworking Digital Marketing Strategy Case is based on

analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix

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As a result, for solving the The Vanca Reworking Digital Marketing

• The The Vanca Reworking Digital Marketing Strategy cannot

analysis, to name a few.

3.1.1.1. Policy Makings

3.1.1.3. Government Support

• Lack of political stability in a country impacts business tasks.

3.1.2.3. Interest Rates

3.1.2.4. Unemployment Rate

3.1.2.5. How can the The Vanca Reworking Digital

• The Vanca Reworking Digital Marketing Strategy can work

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3.1.3.1. Social patterns and consumer behaviour

3.1.3.2. Social patterns and changing consumer needs

3.1.3.3. Social trends in education

• Higher education has also made consumers more aware of

3.1.3.4. Social patterns make companies more

3.1.3.5. How can The Vanca Reworking Digital

3.1.4.2. The advent of the internet and online retailing

many intermediaries. The Vanca Reworking Digital Marketing

3.1.4.3. Social media and business growth

3.1.4.4. Improved value chain network

3.1.4.5. Managing technology and the future for The

3.1.5.1. Environmental stability and business standards

3.1.5.2. Environmental stability and budget allocation

3.1.5.3. Environmental sustainability

3.1.5.4. Environmental sustainability and business

image for The Vanca Reworking Digital Marketing Strategy.

3.1.5.5. Environmental sustainability and improved

3.1.6.1. Labour law

3.1.6.2. Discrimination law

national source, race, religion, and sexual orientation.

3.1.6.3. Health and safety laws:

3.2. Porter’s five forces

3.2.1. The threat of new entrants

3.2.1.2. Limitation on earning expectation and capability

3.2.1.3. The risk to new entrants because of high entry

3.2.1.4. Some barriers to entry for new entrants in

3.2.1.5. What can The Vanca Reworking Digital

• Build and invest in marketing to distinctly establish a point of

3.2.2. The threat of substitute products or

3.2.2.2. Switching cost to substitutes for consumers

3.2.2.3. Substitute and product benefit

3.2.2.4. Substitutes and consumer behaviour

matter of personal taste - this makes products vulnerable to the

3.2.2.5. How can The Vanca Reworking Digital

3.2.3. Bargaining Power of Buyers

refers to the group of customers that purchases the product from

3.2.3.2. Buyer power and costs

3.2.3.3. Retail product differentiation

3.2.3.4. What can The Vanca Reworking Digital

economies of scale to manage costs of production. If it offers

3.2.4. Bargaining Power of Suppliers

3.2.4.2. Sources of production for The Vanca Reworking

3.2.4.3. Independent suppliers

3.2.4.4. Supply quality and business dynamics

3.2.4.5. How can The Vanca Reworking Digital

3.2.5. Competitive Rivalry among Existing

3.2.5.2. Brand management