Case & Situation Analysis Tools Nov 08 Backup

Supplemental Marketing Package
for: MKTG1000
MKTG1001
MKTG2000
MKTG2012
Marketing Planning Framework,
Analytical Tools, and
Case/Report Writing Guidelines
Instructor: Gary Boydell
Revised: Winter 2007

AN INTRODUCTION TO THE CASE METHOD
WHAT IS A CASE?
In this book, we use the term case to refer to a written description of "an actual administrative
situation commonly involving a decision or problem."' Although names, places, and other facts have
sometimes been disguised at the request of the organizations involved, the cases in this book are
real situations that have been faced by real people. The objective of each case is to leave you at a
point at which a decision must be made, much like the one that the individual in the case actually
confronted.
In each case situation, the decision maker was expected to determine what problems and
opportunities existed, to analyze the situation, to generate and evaluate alternative courses of action,
and to recommend and implement a plan of action. The expectation is that you will go through this
same process, except that you will not have the opportunity to implement the plan of action and see
the results.
A number of frustrations commonly plague decision makers as they grapple with problems: a
shortage of good information on which to base decisions, a shortage of time in which to make
decisions, uncertainty about how plans will work out, and the lack of opportunity to reduce this
uncertainty at a reasonable cost. You will experience these same frustrations because the cases give
you the information the decision maker had, along with the same time pressures, and so on. In short,
you will simulate the experience of decision-making. However, the task has been somewhat
simplified for you because someone has collected all the available data. In real life the decision
maker also faces the task of collecting the data that might be relevant for making a decision.
INDIVIDUAL PREPARATION FOR CLASS

Cases can be complicated and controversial. Your instructor may or may not assign specific
questions for you to address as you prepare a case. When no questions are assigned, you must be
ready in class to recommend what you would do as the decision maker and why. When questions
are assigned, they should be considered as a means of assisting you in getting into the case and not
as the limits of your preparation. Accordingly, each case should be regarded as a challenge to your
ability to define a problem, to sort relevant from irrelevant information, to separate fact from
opinion, to interpret and analyze information, to come to a reasoned decision and course of action,
and to be able to communicate your thoughts clearly and persuasively to others during class
discussions. Cases can also serve to communicate a good deal of descriptive information to you
about a wide variety of institutions and business practices. Many cases are sufficiently complex to
absorb all the preparation time you have--and then some! Thus, it is extremely important for you to
develop skill in using your preparation time efficiently.
Much of your preparation time should be spent analyzing and interpreting information. In effect,
the case presents facts and opinions. Your job is to become acquainted with those facts and opinions
and to say what they mean when making decisions.
The following steps are offered to help you in your individual case preparation:
1. Read the case once quickly to get an overview.

2. Skim the case exhibits, if there are any, just to see what is available.
3. Find out--frequently from the first few and last few paragraphs of the case -- who the decision
maker is (this will be your role), what the immediate concern, problem, or issue appears to be,
Marketing Planning Framework and Analytical Tools Page 2 of 23

why this concern has arisen, and when the decision is to be made.
4. Read the case again, more carefully. This time highlight key information, make notes to yourself
in the margin, and jot down ideas on a piece of paper as they occur to you. At this stage you are
trying to familiarize yourself as thoroughly as possible with the case information. Having done so,
you are ready to begin your analysis.
5. Apply the problem-solving model, which contains the following steps:

a. What are the objectives of the organization? What are the organization's strengths and
weaknesses? How do you know? What opportunities and threats exist?
b. What is the decision to be made or what is the problem? How do you know? What is
your evidence?
c. What are the key relevant facts? Are these symptoms? Causes? What is your
quantitative and qualitative size-up of the strengths and weaknesses of the
organization?
d. What are the alternatives? Are they relevant to the problem at hand?
e. What are the decision criteria?
f. What is your analysis of the alternatives in view of the decision criteria? What are the
pros and cons of each?
g. Which alternative or combination of alternatives do you recommend? Why?
h. What is your plan of action? Outline your plan by answering the questions: who, when,
what, where, why, and how.
i. What results do you expect? Why?

FIGURE 2-6 The strategic marketing process

FIGURE 22-2 The strategic marketing process; actions and information

GARY’S MARKETING PLANNING FRAMEWORK
1. Statement Problems/Opportunities.
2. Situation Analysis
A. Consumer Analysis - Segmentation Analysis
(People/Organizations: Money to spend; Willingness to spend money)
(Who, What, Where, When, Why, How - Subdivide into homogeneous segments)
(Market Size; Segment Size)
Conclusions/Implications
B. Competitive Analysis - Direct and Indirect Competitors

(Who are they? Who are their target market segments? What Marketing Plans do they
use with each segment they target? What share of the market do they have in each
segment they target? What are their strengths and weaknesses?)
C. Macroenvironmental (External)Analysis- Demographics; Economics; Social/Cultural;

Political/Legal Technology
(Current situation; Recent Trends; Future Prediction)
(What in the external Microenvironment represent Opportunities and Threats for this
organization?)
D. Microenvironmental (Internal) Analysis - Financial, Production, and Human Resources;

Marketing Intermediaries; Location; R&D Strengths; Overall Company and Product
Image
(Current resources available; What are OUR strengths and weaknesses in comparison
to the needs of the Market and the strengths and weaknesses of the competition?)
E. Summary - SWOT
- Determine positioning and differential advantage.
3. Develop Marketing Objectives

(Based upon Corporate Objectives and Strategies; Short term, Medium Term, Long Term; Clear
and specific; Ambitious yet realistic; Consistent with one another; Quantitatively measurable
whenever possible.)
4. Select target market(s) and forecast market demand.

(Analyze/Develop Market Potential and Sales Potential).
5. Generate and analyze Strategic Marketing Alternatives - Product; Price; Distribution; Promotion
(What are the alternatives? All four elements of the mix MUST be consistent with each other.
What are the implications on the internal resources (needed and available)? ADVANTAGES
and DISADVANTAGES of each.)
6. DECISION
Select the BEST of the alternative strategies. State rationale for decision.
7. Develop Tactical/Implementation Plan

(Specific short term, medium term, and long term tactics. Develop sales forecast. Assign
specific responsibilities to people. Develop timing for implementation. Develop reporting/
measurement process and mechanisms. Coordinate plans with other operational disciplines.)
8. Monitoring/Evaluation/Reporting/Fine Tuning
(As tactical plans are implemented, evaluate and fine tune as necessary.)
9. Start the process all over again.

Implications of the Consumer Analysis
Who Target Market Segment(s)
What Product Strategy
Where Distribution Strategy
When Distribution Strategy
Promotion Strategy
Product Strategy
Why Pricing Strategy
Distribution Strategy
Promotion Strategy
How Pricing Strategy
Promotion Strategy

COMPETITIVE ANALYSIS
1. Who are they? - Direct

- Indirect
2. What target market segment(s) are they going after?
3. What is their marketing strategy (mix) for each segment they are going after?
- Product/service mix? - definition?

- positioning statement(s) and strategies?
- brand image? mark?
- packaging?
- Pricing - strategies, discounts, and policies?
- Distribution -channel(s)?
- members?
- incentives?
- Promotion mix - elements used and emphasized?

- budget?
- creative themes and executions?
4. How successful are they? - market share? by segment?

- growing? declining?
- image with customers? non-customers?
5. Can you find any information that might indicate what they are likely
to do in the upcoming period (year)?
Conclusions/Implications: Opportunity? Threat?
* How strong is the competition?

* Who do we have to pay particular attention to?
* What should we be doing as part of our marketing strategy to counteract
their strengths and/or take advantage of their weaknesses?

Macroenvironmental Analysis
~ Need to analyze the external factors that will have an influence on the development
and implementation of the Marketing Plan
~ These are the factors that you can NOT control but you may be able to influence in
some manner.
Factor Current Status Impact

Future Trends
Positive Negative
Demographic
Political/Legal
Regulatory
Environmental
Economic
Social/Cultural
Technological

Corporate Capabilities Analysis
~ Need to analyze the internal capabilities and resources of your own organization.
~ What resources and capabilities does your organization have (or lack) to support
your Marketing Plan?
Factor Resources/Capabilities Strength Weakness

Available
Financial
Production/
Manufacturing
Marketing
Expertise
Managerial
Expertise
Human
Resources
R&D
Supply Chain/
Supplier Links

Corporate Capabilities Analysis
Marketing Audit
• Sales and Profits: increasing? decreasing? percentage growth?
 Profits as a percentage of sales: increasing? decreasing?
• What is the target market segment(s) that the company is trying to attract?
• Product Strategy: what is the nature of the product/service offered?

 Tangible and intangible attributes of the product/service?
 Breadth/depth of the product mix? Is it appropriate for the target
audience?
 Sales by product line: increasing? decreasing? percentage growth?
 Is the product meeting the needs of the targeted consumers?
• Pricing Strategy: what price is charged for the product/service?

 What is the “expected price” targeted consumers are willing to pay for
this product/service? How does that compare with the prices charged?
 Break-even analysis.
 Does the price charged allow for a “fair and reasonable” profit?
 Skimming or penetration strategy? Is it working?
• Distribution Strategy: how is the product/service distributed to the targeted

consumers?
 What is/are the channel(s) of distribution used to reach the targeted
consumers?
 Is the product/service available where and when the consumers want it?
In the right quantities? With the required ancillary services available?
• Promotion Strategy: what promotion tool(s) are used to reach the targeted
consumers?
 Push vs. Pull strategy?
 What is the message that is being delivered to the targeted consumers?
 What is the promotion budget? What promotional tools are
emphasized?
 Is the promotion strategy working? What are the measurable results of
the campaign?
• What components of the marketing mix are working well – in comparison to the
consumers’ needs/wants/behaviours and the competitors’ marketing strategies?
• What components of the marketing mix are NOT working well – in comparison to
the consumers’ needs/wants/behaviours and the competitors’ marketing
strategies?
• Overall – strengths and weaknesses of the current marketing mix.
F IG U R E -12 2 M a rk e tin g a u d it q u e s tio n s
© 2 0 0 3 M c G -H
ra will C o m p a n ie s , In c ., M-Hcill/
G raIrw
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S.W.O.T. Analysis
 A tool that is used to organize and summarize the information from all of the
preceding sections of the Situation Analysis.
Strengths Weaknesses
A summary of: A summary of:

- the things that a company does - the things that a company
better than its competition. does not do as well as its
- the factors that give a company competition
a distinct competitive advantage. - the factors that give a company's
competitors a distinct competitive
advantage.
Opportunities Threats
A summary of: A summary of:

- the factors that will give a - the factors that will threaten
company an opportunity to a company's survival if it does
succeed in the future if it can not find a way to overcome them
can capitalize on them. or a way to avoid them.
Conclusions/Implications:
Of all the items contained in the sections above, what are the most critical factors that
the company must either try to take advantage of, or prepare to deal with, in the
marketing plan? Prioritize them if you can into a list that becomes the Key Success
Factors - the list of key things the organization MUST do in future marketing plans
in order to be successful..

Developing the Marketing Plan
The marketing plan is developed around the 4 key controllable marketing

elements - Product, Price, Place (Distribution), and Promotion
Each of the 4 marketing elements of the plan will have both strategic and
tactical components.
Strategy: a broad description of the actions to be implemented; for example
– “we will use a market skimming pricing strategy”.
Tactic: a very detailed description of the actions to be implemented: for
example – “we will set the price at $499.99”.
Once the strategies and tactics are set, a detailed budget (for both
financial and other resources) must be developed.
The final element of the marketing plan will be to determine what specific
performance outcomes will be measured in order to determine the success
or failure of the marketing plan.

Developing the Marketing Plan
Setting the Marketing Goals/Objectives
Q?? Where do we want to go? What do we want this marketing
plan to achieve for the organization?
 As you develop your marketing objectives, go back to the Situation Analysis and
review the KSF’s that you listed following the SWOT. Make certain that in you
objectives, you have captured the things that you said you MUST do in order to be
successful.
Goals or Objectives
 Profit
 Sales revenue
 Market share
 Unit sales
 Quality
 Customer satisfaction
 Employee welfare
 Social responsibility
Strategic Choice for Growth

Market-Product Analysis
Market Penetration
Product Development
Market Development
Diversification
 Do-it-yourself
 Merger/Partnership
 Acquisition
 Criteria for writing “good” objective statements:
 Clear, concise, precise
 Challenging, yet
 Attainable
 Measurable
 Time-specific

PRODUCT COMPONENT OF THE MARKETING MIX
Strategic Decisions to be Made:
1. Design and development of the specific product

• physical features/attributes
• intangible attributes
• number of variations of the product – depth/breadth of the product mix
2. Brand Name/Branding strategy

• develop a “good” brand name
• trademark it/protect it
• determine overall branding strategy for product mix – how does this product fit
into that overall strategy
3. Packaging
• size(s), quantity(ies) to make product available in
• select specific type of packaging
o maintain product freshness/quality
o protection from tampering
o protection from damage during shipment
• labeling to go on packages
o legal requirements
o informational requirements
o promotional requirements
Links:
What
 Consumer Analysis Why
How
 Competitive Analysis - What is their product strategy?

- How successful have they been with this strategy?
- What weaknesses can we see in their strategy?
 Macroenvironmental Analysis - legal requirements (product,

packaging, and labeling)
 Internal Analysis - available resources and skills – can we deliver

what is required?
o do it ourselves?
o partner? purchase? acquire?

 Other Components of the Marketing mix – especially promotion
strategy
- decisions here in product strategy MUST be consistent with
strategic choices in all other elements of the marketing mix
PRICE COMPONENT OF THE MARKETING MIX
1. Determine what price to charge for the product and/or service

• list price
• pricing policies (discounts and allowances) off of list price
2. As part of # 1 above:
• determine which pricing strategy(ies) to implement
o skimming vs. penetration
o prestige
o price lining
o odd-even pricing
o target pricing
o bundle pricing
Links: Where What is the customer looking for in

What terms of “value”?
 Consumer Analysis Why How much is the
customer willing to
How buy at specific price levels?
How much
 Competitive Analysis - what is their pricing strategy?

- how successful have they been with this strategy?
- what weaknesses can we see in their strategy?
 Macroenvironmental Analysis - legal constraints; economic trends

and influences
• Internal Analysis - what

are our costs (fixed, variable) to produce this product?
- what are our sale, profit, unit volume objectives?
- what is our B/E at various price levels?
- supply vs. demand – what levels of production can we
sustain?
 Other Components of the Marketing mix

- decisions here in price strategy MUST be consistent with
strategic choices in ALL other elements of the marketing
mix
DISTRIBUTION COMPONENT OF THE MARKETING MIX
1. Design and development of the channel of distribution

• direct vs. indirect?
• independent intermediaries vs. vertical marketing system?
• dual distribution? traditional plus electronic? plus vertical marketing system?
• length of channel – how many intermediaries are required?
2. Determine distribution intensity

• exclusive? selective? intensive?
3. Selection and recruitment of specific intermediaries

• determine which specific types of marketing intermediaries required.
o eg. full service merchant wholesaler vs. manufacturer’s agent
• determine which specific intermediaries to use.
o eg. Home Depot vs. Sears vs. Whitney’s Appliances
• recruit/negotiate contractual agreements
4. Management of channel(s)
• appoint (formally or informally) a channel captain
• manage channel(s) to minimize channel conflict and promote joint marketing
efforts to other channel members and/or ultimate consumers
Links: Where
What What do the consumers need/want
 Consumer Analysis Why in terms of product
features/benefits
How and ancillary (related) services?
 Competitive Analysis - What is their distribution strategy?

- How successful have they been with this strategy?
- What weaknesses can we see in their strategy?

 Macroenvironmental Analysis - legal requirements
 Internal Analysis - available resources and skills – can we deliver

what is required?
o do it ourselves?
 If yes, direct.
 If no, indirect of some form.
 Other Components of the Marketing mix – especially price and

promotion strategy
- decisions here in distribution strategy MUST be consistent
with strategic choices in all other elements of the marketing
mix
PROMOTION COMPONENT OF THE MARKETING MIX
1. Design, development, and implementation of the Promotion Mix

• which of the 5 key/major promotional elements to use, and why?
• which specific promotional tactics (tools) to use (ie. which newspaper, which
magazine, which TV channel/program/daypart)?
2. Determine promotional budget

• which budget method(s) to use? why?
• how much to spend (detailed plan and marketing activities
calendar)
3. Design, development, and implementation of the Creative

• what message do we need to send to the target
audience? what F-A-B’s do we need to communicate? what USP’s or UCA’s do
we need to communicate?
• what are the words/pictures/sounds (audio) that we need
to use to successfully communicate that message to the target audience?
Links: What
Where
 Consumer Analysis Why
How
o what influences the customers to purchase?
o what information source(s) do they rely on as they make their
purchase decision?
o what media do our current and prospective customers
watch/read/listen to on a regular basis? which do they put more credence in?
(use this for media decisions)

o what are the key benefits that customers purchase (use this for
message development)
 Competitive Analysis - what is their promotion strategy?

- how much do they spend on their promotional activities?
- how successful have they been with this strategy?
- what weaknesses can we see in their strategy?
 Macroenvironmental Analysis - legal requirements/restrictions on

promotional elements
 Internal Analysis - available resources and skills

 can we deliver what is required?
 financial resources – how much can we spend?
 Other Components of the Marketing mix

o decisions here in promotion strategy MUST be consistent with strategic
choices in all other elements of the marketing mix

Summarizing the Marketing Plan
• The Marketing Plan is often summarized into a more

visual format for easy reference and for presentation purposes. There are
a number of tools used for this purpose. One of these tools is called a
Blocking Chart (or Marketing Activities Calendar), and it follows on the
next page.
• A second format is a table format, as shown below:
Marketing Element: Product
Objective(s) Related Related Timing Resources Measurement Responsibility

Strategies Tactics

Sample Blocking Chart
(or Marketing Activities Calendar)

Case Analysis: Report Format
1. TITLE PAGE
This will include the following elements:
Course Name and Number; Instructor's Name; Date of Submission; Case Name; and the
names, in full, of all group members.
2. EXECUTIVE SUMMARY
This is a short summary of the key highlights of your analysis. It is, at most, two pages in
length. It will include a brief description of:
 the Problem/Issue/Opportunity that is central to the case; what is the purpose of this
report;
 the 2 or 3 most critical elements from your SWOT analysis;
 the Objective(s) you are trying to achieve;
 the major Recommendations you are putting forward and the key reasons in support
 of those recommendations;
 the critical elements of the implementation Plan;
 what you want the reader to do once she/he has finished reading the report.
3. PROBLEMS/ISSUES/OPPORTUNITIES
What are the problems/issues involved in this case? Are there opportunities that must be
evaluated3 Consider only the most relevant issues, and be certain to distinguish the "true" or
underlying problems from the symptoms. Provide supporting rationale that explains why you
feel these are the critical issues in the case.
4. SITUATION ANALYSIS
Present your thorough analysis of the situation. Specifically, you should include sub-sections in
this area of the report that outline your analysis of the relevant (to this case) issues in the
following areas:
· Consumer/Customer Analysis;
· Competitive Analysis;
· Macroenvironmental Analysis;
Corporate Capabilities Analysis;
Summarize this entire section with a SWOT Analysis.
5. CORPORATE AND MARKETING OBJECTIVES

Objective statements must be clear, concise, measurable, and time-oriented statements that
outline what your organization (and therefore your Marketing Plan) is trying to achieve. These
statements provide some of the rules or guidelines for making final decisions and
recommendations.
Outline the Objectives for this organization, and provide supporting rationale that explains why
you feel these are appropriate objectives. These objectives become the Decision Making
Criteria against which the alternatives will be evaluated.

6. ANALYSIS OF ALTERNATIVES
What alternatives are available to solve the problems identified, or resolve the issues the
organization faces, or exploit the opportunities identified? List, and explain, each alternative.
Critically evaluate (advantages and disadvantages based upon the Decision Making Criteria
established in the previous section) each alternative, drawing upon your situation analysis to
provide supporting explanation and rationale for this analysis of the alternatives. This will
usually involve some quantitative (numerical) analysis.
7. DECISIONS/RECOMMEN DATIONS
Of the alternatives outlined in the previous section, select the most appropriate alternative (or
combination of alternatives) that satisfies the objectives outlined in section 5. Give a clear and
concise justification of your recommendation. This Decision/Recommendation will include NO
new material.
8. IMPLEMENTATION PLAN
a) ACTION PLAN: Briefly describe the action plan that will be required to implement your
decision(s)/recommendation(s). WHO will do WHAT, WHEN, WHERE, and HOW.
b) CONTINGENCY PLAN: What might go wrong in the implementation of these decision(s)/
recommendation(s)? How will you know if something goes wrong - what factors will you
monitor to know this? What will you do IF something does go wrong?
9. CONCLUSION
 Remind the reader of the purpose of the report.
 Briefly summarize what action she/he should now take as a result of having read this
report.
GENERAL:
 A case analysis assignment should be written as a formal report. Please refer to your
Communications' publication Cites & Sources to guide you in the preparation and writing of
this report. The headings and sub-headings outlined above should be used within your
report.
 No special or "fancy" type fonts should be used unless it is for a special purpose or effect
within the report. Recommended type fonts are Arial, Courier, or Times New Roman. A
minimum type size is 10 point; a preferable size would be 12 point.
 The report MUST be double-spaced.
 Spelling, grammar, style, and report format will all be evaluated as a part of the marking
scheme for this assignment.

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Supplemental Marketing Package

Marketing Planning Framework,

Analytical Tools, and

Case/Report Writing Guidelines

Instructor: Gary Boydell

Revised: Winter 2007

INDIVIDUAL PREPARATION FOR CLASS

1. Read the case once quickly to get an overview.

Marketing Planning Framework and Analytical Tools Page 2 of 23

5. Apply the problem-solving model, which contains the following steps:

Marketing Planning Framework and Analytical Tools Page 3 of 23

Marketing Planning Framework and Analytical Tools Page 4 of 23

Marketing Planning Framework and Analytical Tools Page 5 of 23

B. Competitive Analysis - Direct and Indirect Competitors

C. Macroenvironmental (External)Analysis- Demographics; Economics; Social/Cultural;

D. Microenvironmental (Internal) Analysis - Financial, Production, and Human Resources;

3. Develop Marketing Objectives

4. Select target market(s) and forecast market demand.

7. Develop Tactical/Implementation Plan

9. Start the process all over again.

Who Target Market Segment(s)

What Product Strategy

Where Distribution Strategy

When Distribution Strategy

Why Pricing Strategy

How Pricing Strategy

Marketing Planning Framework and Analytical Tools Page 8 of 23

1. Who are they? - Direct

2. What target market segment(s) are they going after?

- Product/service mix? - definition?

- Pricing - strategies, discounts, and policies?

- Promotion mix - elements used and emphasized?

4. How successful are they? - market share? by segment?

Conclusions/Implications: Opportunity? Threat?

* How strong is the competition?

Marketing Planning Framework and Analytical Tools Page 9 of 23

Factor Current Status Impact

Marketing Planning Framework and Analytical Tools Page 10 of 23

Factor Resources/Capabilities Strength Weakness

Marketing Planning Framework and Analytical Tools Page 11 of 23

• Product Strategy: what is the nature of the product/service offered?

• Pricing Strategy: what price is charged for the product/service?

• Distribution Strategy: how is the product/service distributed to the targeted

F IG U R E -12 2 M a rk e tin g a u d it q u e s tio n s

Marketing Planning Framework and Analytical Tools Page 13 of 23

A summary of: A summary of:

A summary of: A summary of:

Marketing Planning Framework and Analytical Tools Page 14 of 23

The marketing plan is developed around the 4 key controllable marketing

Marketing Planning Framework and Analytical Tools Page 15 of 23

Strategic Choice for Growth

Marketing Planning Framework and Analytical Tools Page 16 of 23

Strategic Decisions to be Made:

1. Design and development of the specific product

2. Brand Name/Branding strategy

 Competitive Analysis - What is their product strategy?

 Macroenvironmental Analysis - legal requirements (product,

 Internal Analysis - available resources and skills – can we deliver

Marketing Planning Framework and Analytical Tools Page 17 of 23

PRICE COMPONENT OF THE MARKETING MIX

Strategic Decisions to be Made:

1. Determine what price to charge for the product and/or service

Links: Where What is the customer looking for in

Case & Situation Analysis Tools Nov 08 Backup

Case & Situation Analysis Tools Nov 08 Backup