Course: Strategic Management Internal Assignment April 2023 Examination

Answer No 1

Introduction –
In the given scenario, Zoom Video communications had made steady progress in the enterprise
communications had made steady progress in the enterprise communications domain with a
structured growth pattern, it was founded in 2011 and launched in 2013 in St Jose California
USA. The company also receives regular funding from venture funds and was listed on the
New York Stock Exchange in 2019. It was also the year in which Zoom hit profit territory in
December of 2019. Zoom had a total user base of 10 million, then the pandemic struck, the
user load of Zoom zoomed from 10 million to 300 million by January of 2020 as the pandemic
wanes Zoom growth rate is slowing down as well, the drop in growth has seen its stock value
plummeting in 2022.

As the Chief Strategy Officer of Zoom, I would focus on expanding our customer base by
diversifying our product offerings and targeting new market segments. Our potential USP for
Zoom could be our focus on security and privacy, as remote work and online communication
become increasingly important for business and individuals. Zoom is a video conferencing app,
geared towards business usage. It was founded in 2011 by Eric Yuan and launched in January
2013. While gathering considerable popularity and coming to run profitably in the following
years, Zoom truly entered the public consciousness during the coronavirus pandemic of 2020.
It was to Zoom that users across the world turned to stay in touch during the lockdown effected
to stop the spread the virus.

Zoom Key Statistics

 Zoom generated $4 billion revenue in 2021, a 53% increase year on year.

 Zoom was one of the fastest growing apps of the pandemic, meeting participants
increased by 2900%.
 It had 1,91,000 enterprise customers in 2021.
 Zoom’s valuation exceeded $100 billion during the pandemic, a 383% increase on its
value in January 2020.

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Zoom Profit

Zoom has been profitable for four years and has increased its net income each year. In 2021, it
made over $1 billion in profit.

Year Profit ($mm)

2018 7

2019 21

2020 671

2021 1060

As the chief strategy officer of the company, following are the plans to acquire new customers
and following is the core business strategies to make the company more relevant for its
consumers

Crucial Aspects of Zoom Marketing Strategy

o Customer-Driven Design
o Freemium Model
o Radical Transparency

❑ Customer - Driven Design –

This is a classic company mantra. Every other start up would say, “Customer is
everything”, but very few companies can live up to that. Before founding Zoom in 2011,
Eric Yuan joined WebEx communications which quickly expanded and went public.
Cisco acquired it in 2007. The only difference was that he was able to set up the
company on the core values and Zoom Marketing strategy that Eric desperately wanted

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 for his audience. He created video conferencing software that not just worked but was
also simple to use and could easily fit into your daily lives.

“We have a relentless focus on making the best product with the best user experience.
This is ultimately what every customer wants. Toward this end, we spend much of our
time listening to customers and fine-tuning our software to fit their needs”
Eric Yuan, CEO, Zoom App.

Those at Zoom were only focused on the customer feedback, not just listening to them but also
digesting it and acting on it until the perfect solution had been achieved those woes the
customers.

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❑ Freemium Model –

There is no denying that everyone likes to feel they are getting something for free. This
is a universal truth. Freemium offers a quality product with some limitations. Zoom
Marketing Strategy in 2022 involves a freemium model where the core features are free
for everyone but only for 40 minutes if you want to meet more than 1 to 100 people.
This offers a taste of greatness but also leaves you wanting more. People wanted to
jump into group meetings during the pandemic, whether through work or social. Also,
they wanted the calls to last longer than 40 minutes, especially during the zoom drinking
game socials. In a smart move, the Zoom meeting marketing team analyzed the best
time for a conference call and observed that it was 45 minutes. Reducing those 5
minutes was inconvenient enough for people who are wrapping up. This encouraged
them to choose a valid subscription to the Zoom App. Zoom’s core mission statement
says that – “Making video communication frictionless” Zoom did that, but if you want
truly unlimited features, you must pay. This is a smart move. The concept of frictionless
does not just apply to the user experience, but it is about the team, those who are
working for Zoom.

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 ❑ Radical Transparency –
It is not easy to find companies that offer complete transparency. Zoom offer complete
transparency to offer trust and keep everyone informed. If you visit the website, you
shall find a lot of interviews with the core team, regular briefings and blog posts on
company direction. In addition, if you are a stakeholder, you can expect regular
communication that is shared on their social channels. Zoom marketing strategy
includes hosting Zoomtopia – an annual user conference.

Conclusion -

There is no denying the fact that the last two years have been a dream for Zoom in terms of
profit and earnings. 2020 was the year when zoom became popular. The zoom marketing
strategy worked well, and they got lucky with the pandemic as the main reason for its growth.

These were two impressive things that they did:

 They were able to handle all the growth.

 They worked out their flaws and maintained the customer base.

The ability to scale rapidly is why they could hold on to so much of their revenue and usage
growth. In addition, they have adapted well to the increasing user base. The best part is that
even in the post-pandemic world, Zoom’s marketing strategy could hold on to the current user
base.

Above were all the core business strategies to make the company more relevant for its
consumers.

Answer No 2

Introduction –

In the given scenario, the Indian Super League (ISL) which is India’s premiere soccer league
has added 16% growth of viewership in 2020 season over 2019 season but the league compares
poorly with the 400 billion viewers delivered by the IPL in 2020.

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ISL was built on the lines of IPL or we can say with the same objective of nurturing the local
talent with a mix of foreign international to ensure Indian Football reaches new heights. The
Indian Super League has come across a long way since its inception in 2014 – from featuring
eight clubs to eleven, from being the secondary tournament in India behind the league to
overtaking it from boasting international superstars to giving a push to more Indian players on
a field. And it is safe to say that ISL has progressed on the path of Indian football optimistically
so far. Despite it being said for decades, Indian football is on the rise. Similarly, the country’s
football league has traversed through different eras of trials, tribulation, and triumphs. Despite
soccer being a leading sport, it is seen that there is a decrease in the viewership of soccer than
that of cricket. In India, IPL has more viewership than that of ISL. This is because the IPL has
a huge branding. They focus not only more on the advertisement but also on the kind of players
they are choosing. High rated players are chosen to play the sport for their respective team. IPL
tries to be on the headlines all the times when it is occurring. The marketing strategies of IPL
teams are far better than that of ISL.

India’s top super league the ISL is one such event. Home to over 130 million dedicated fans
across geographies, the league has played a crucial role in shaping up the football scene in
India. And with such massive participation of a loyal audience, the league has been
commercially successfully with a myriad of brands partnering with the event. Last year amidst
the pandemic, ISL was the first event to be held on Indian soil. This is not just added a kick to
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its fan base of millions who have been earning but also gave an opportunity for brands to grab
these eyeballs. ISL opening game clocked in a massive 0.96 TVR while the time spent per
viewer for the entire season shot to 28 mins (16% growth over season 6). ISL social chatter has
registered a 137% growth over ISL 6. Google search index saw a growth of 87% over the last
season. With a year-on-year increase viewership, the league today is the fifth biggest football
league in the world in terms of audience attendance.

Strategic Plan for increasing viewership of the ISL are as follows:

❑ Better Match Experience -

Invest in new technology and facilities to enhance the match experience for fans,
including improved seating, better concessions, and state of the art audio visual
systems. Before the emergence of ISL, Indian football leagues had poor television
coverage coupled with poor branding, marketing and a dull ambience which was not
enough to attract the audience from the national and international community. The TV
ratings improved like never before leveraging social media pressure with millions of
admirers has also helped the league to attract a fanbase through banners, pictures, and
tweets on social media. The rising graph clearly suggest that today’s youth are not just
welcoming the game but enjoying it too.

❑ Enhanced Fan Engagement -

Develop a range of initiatives to engage and interact with fans, including online
contests, social media activations, and fan meet and greets. Create opportunities for
fans to provide feedback and suggestions for improvements to the league. With the
advent of the ISL, the fans have found new vigor and are able to attend matches
regularly and follow their teams to away matches which ultimately results in a better
matchday atmosphere, something that seemed like a pipe dream 10 years ago. For
others, these games mean nothing in the long term, but for the fans, it is more than a
club involvement and every matchday counts as a big count.

❑ Improved Marketing and Promotion -

Increase the visibility and appeal of the ISL through targeted marketing campaigns,
leveraging social media and other digital platforms to reach a wider audience. Develop
partnerships with media outlets to secure increased coverage and airtime for ISL
matches and events.

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❑ Direct Links with foreign clubs -
With an eye to improving the level of football in India and expanding their own brand,
some European clubs have taken steps to get involved with ISL clubs. One of the most
significant deals in the history of the league was when City Football Group added
Mumbai City FC to their portfolio of football clubs after acquiring a majority stake of
65%. Germany’s Bundesliga outfit Borussia Dortmund has a partnership with
Hyderabad FC in the enhancement of the academy and coach education. German
Bundesliga established a strategic partnership with FC Goa to offer their facilities in
order to develop Indian talents and also expand their own brand in the country. All these
tie-ups with foreign clubs inspire and pave the way for the next generation of
footballing stars in India.

❑ Opportunity –
With a 97% growth in TV ratings this year, the Indian Super League is an emerging
football league that has garnered a large viewership since its inception. This season,
owing to social distancing amidst the ongoing pandemic, football fans across the
country could not make it to the final match of the Indian Super League but with the
Twitter it was made possible for spectators to join in the triumph of the winning team
from the comfort of the homes. The Indian Super League teamed up with the Twitter
to create a perfect opportunity for a memorable celebration that would be remembered
for years to come.

❑ Strategy – True Love Campaign –

The Indian Super League launched the #TrueLove campaign on Twitter inspiring and
encouraging people from across the nation to showcase their love for their favourite
teams for the finale between ATK FC and Chinnaiyan #Truelove heightened the
passion of football fans as it gave them a chance to take their stadium cheer online.
The campaign received an overwhelming response from fans across the country, with
thousands of Tweets sent in support of the teams. In a thrilling finale, ATK FC rose
to be the champions and the classic celebration during the trophy-lifting ceremony
was given a Tweet makeover, in the form of physical Tweets showered as confetti on
the winning team, making it a one-of-a-kind on-ground experience. The True-

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 Love campaign bought the fans closer to the players even though they could not make
the trip to the stadium.

❑ Strategic Partnerships –
Pursue strategic opportunities with corporate sponsors, media outlets and other
stakeholders to support the growth and success of the ISL. These partnerships can
provide funding and other resources to help the league achieve its goals.

❑ Diversified Revenue Streams –

Develop new revenue streams to support the growth and success of the ISL, including
sponsorship deals, merchandise sales and ticket sales.

Conclusion -

Implementation: To achieve these goals, we will create a dedicated team responsible for
implementing the strategic plan. This team will be responsible for tracking progress and
ensuring that the plan remains on track and relevant.

With a focus on improving the overall experience for fans, investing in player development,
and expanding the reach of the ISL, we believe that we can deliver sustained growth in
viewership and establish the ISL as a premier soccer league in India and internationally.

Answer No 3.a

Introduction-

In the given scenario, I am the CEO of super events a successful event organization working
with top movie stars and organizing one of the marquee events in the annual entertainment
calendar. During the pandemic, business was completely shut down. Post Pandemic the
business environment is opening again.

Entertainment is the main thing in what people search for relaxation and enjoyment. And in
some countries like India, entertainment is emotion. So, at the time when COVID started hitting
rapidly, the main question was how the entertainment seeker will consume entertainment now.

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At this time everything is dependent on how the marketing director will remain relevant in such
situations. Along with the severe health and humanitarian crisis caused by the coronavirus
pandemic, executives around the world face enormous business challenges the collapse of
customer demand, significant regulatory modifications, supply chain interruptions,
unemployment, economic recession, and increased uncertainty. The Covid 19 pandemic has
tested companies of all sizes and forced many businesses to make serious adjustments to their
standard operating practices. But while several businesses particularly those dependent on old
revenue models have lost value and even gone under as a result of the economic shutdown and
shifting customer demands, businesses that remain nimbler and adapt their approach to fit the
times have been able to withstand the economic pressure and even grow.

As the CEO of Super Events the following strategies can be implemented to ensure that the
organization remains relevant in the post-pandemic world –

➢ Build your customer relationships –

A business always relies on its customers in order to grow but the pandemic has made
it even more essential to maintain and those core customers. Companies have always
needed to be savvy with respect to social media and email marketing but increasingly
important now when customers are logging so many hours each day on laptops and
smartphones. Reaching out to the customers and offering them exclusive discounts or
early access to upcoming events can help in rebuilding customer loyalty.

➢ To embrace Hybrid events -

With the pandemic situation, people are now more comfortable with online events.
Super Events can offer hybrid events that allow people to attend both online and in
person. This type of event can make the events more accessible, and more cost-effective
and can help to increase attendance.

➢ Be strategic about marketing efforts –

In an economic downturn every pound matters. Now more than ever, marketing
decisions need to be targeted and data-driven to return the best results. Use marketing
technology and platforms otherwise known as “martech stack” that integrates with all
your channels so that you can track which posts are performing and how your customers

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 are responding and use that information to drive your decision making. And consider
hiring agencies or consultants who have marketing expertise in industry to immediately
boost profile and drive-up customer interaction across social media platforms.

➢ Focus on Safety -
Post-Pandemic, safety concerns will remain a priority for customers. Super Events can
focus on measures that ensure the safety of customers attending events such as
sanitization, temperature checks, and social distancing.

➢ Host Virtual Events that interest and educate -

Webinars on topics relevant to our industry can draw interest particularly if they involve
high-profile speakers who are engaged in an interactive discussion. Not only it is easiest
for customers to participate virtually but it is also easier to secure in demand speakers,
so take this opportunity to reach out to experts. Add giveaways and other incentives to
draw interest and promote across social media channels.

As far as the type of events Marquee Events can get into rebuild the business, the organization
can consider the following:

1. Concerts and Music festivals.

2. Sports Events.
3. Product Launches.
4. Charity Events.
5. Corporate Events and Conferences.
6. Food and Drink Festivals.
7. Art and Culture Events.

By implementing these strategies and exploring different event options, Marquee Events can
remain relevant in the post-pandemic world and rebuild its business.

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 Answer No 3.b

Introduction –

Diversification strategies are used to expand firm’s operations by adding markets, products,
services, or stages of production to the existing business. The purpose of diversification is to
allow the company to enter the lines of business that are different from current operations.

When the new venture is strategically related to the existing lines of business, it is called
concentric diversification. Conglomerate diversification occurs when there is no common
thread of strategic fit or relationship between the new and the old lines of business the new and
old businesses are unrelated.

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Detailed plan for diversification is as follows:

➢ Growth -
One of the main reasons a business might be looking to diversify is growth. Perhaps
your current industry is stagnating or perhaps you are no longer performing well in
market, whatever the reason you may find diversification is a great method to support
the growth strategy of your company. When you are considering this as a motive, keep
in mind profitability too.

➢ Develop a business Plan -

Create a thorough business plan outlining your diversification strategy, along with the
dates, costs and resources you’ll need.

➢ Acquisition of another company -

We could acquire a company already operating in the market we wish to enter with the
capabilities we want to develop.
There are three key aspects to deciding which approach to go for:

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 1. How long it will take to complete the diversification.
2. What is the cost implication for the diversification.
3. What risks are associated to the diversification.

➢ Conduct Market Research –

To assess the potential demand for the suggested diversification options, conduct
thorough market research. Determine the new markets or industry’s target markets, the
competition, and any potential entry hurdles.

➢ Assess the Current Business -

Start by evaluating the prospects, threats, weaknesses, and strengths of your current
company. To find possible areas for diversification, evaluate the company’s resources,
capabilities, and core competencies.

➢ Identify Potential Diversification Opportunities -

Locate prospective diversification opportunities that are consistent with the strategic
aims and objectives of your firm. This can entail entering new markets, creating fresh
good or solutions or buying out rival companies.

➢ Implement the Diversification Strategy –

After the business plan has been put in place, the diversification strategy should be put
into action. To make sure the strategy is on track to achieve its objectives, constantly
assess progress and adjust as needed.

➢ Outcomes Evaluation –
Consistently assess the diversification’s strategy outcomes. Key performance indicators
(KPIs) should be measured and compared to set benchmarks. Use this information to
improve the plan and make the necessary adjustments for the best outcomes.

Above steps can help your company create and implement a successful diversification
strategy that will help it grow it clientele and meet its long-term growth goals.

❖❖❖

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