1. Pretend you are the #8 company in the bath soap business. Your company, Merit Enterprises, makes CLEANLY Soap, a product BRAND that has a 2.3% market share in an industry that is growing about 1.9% a year, mostly due to population growth. Over the past five years, your market share has very slowly eroded from a high of 2.6% to its current 2.3%. Sales the past two years have been essentially the same. CLEANLY Soap does provide a small net profit of $4M per year on sales of $62M.
Your VP of Marketing has conducted her weekly staff meeting and she has put things cleanly on the line. The President has asked her to increase profits. Your VP, after the meeting, asked you to have a cup of coffee with her... as she wanted to gain your perspectives as to what should Merit Enterprises do with its CLEANLY Soap. Your role at Merit Enterprises is Manager of Strategic Directions, responsible for mapping out the company's STRATEGIC marketing direction and overall profitability. In your role, you work with marketing managers for the different product lines, including Dale Williams, marketing manager for CLEANLY Soap.
Given the situation provided you, how would you approach this situation? As you answer, demonstrate your comprehension of the term strategic vs. tactical. As you look at your TOTAL approach, what, too, are potential risks and benefits of your approach?
I would suggest not trying to increase profits through sales of the soap as it is now marketed, but to expand the target markets. Identify other groups that would benefit from Cleanly Soap. When you target those markets, identify the types of soaps already used by them and make decisions on how different Cleanly Soap is from those competitive and substitute products. With this information, the strategic plan can now be formulated.
First conduct research to identify the interests and needs of the new target markets. Adjust and modify advertising and placement of the product in ...
Comprehension of term strategic versus tactical are examined.
An Analysis of Dish
Why is it best for large organizations like Dish to use both PEST and Porter's 5 Forces analysis in helping its leaders to understand their particular external environment? Make sure you demonstrate understanding of both analytical processes in your discussion and give clear, Dish-related examples to support your arguments.
Second, describe how the information obtained from the organization's macro-level external analysis might be used by an organization like Dish in performing their SWOT analysis.
In short, what should an organization like Dish be doing to analyze the external environment at the macro-level and how does that overlap with the organization's micro-level analysis efforts? Make sure you provide well-reasoned and well supported arguments.
Allio, R. J., & Fahey, L. (2012). Joan magretta: What executives can learn from revisiting Michael Porter. Strategy & Leadership, 40(2), 5-10.
Dobbs, M. E. (2012). Porter's five forces in practice: Templates for firm and case analysis. Competition Forum, 10(1), 22-33.
Eskildson, L. E. (2010, Apr 08). 5* Michael Porter's five competitive forces (4/2010). McClatchy - Tribune Business News.
Mind tools (n.d.). PEST Analysis: Identifying "Big Picture" Opportunities and Threats. Retrieved from: http://www.mindtools.com/pages/article/newTMC_09.htm
Agarwal, R., Grassl, W., & Pahl, J. (2012). Meta-SWOT: Introducing a new strategic planning tool. The Journal of Business Strategy, 33(2), 12-21.
Coman, A., & Ronen, B. (2009). Focused SWOT: diagnosing critical strengths and weaknesses. International Journal Of Production Research, 47(20), 5677-5689.
Crilly, D. (2012). STAKEHOLDERS: THREAT OR OPPORTUNITY. Business Strategy Review, 23(4), 59-61.
Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis - where are we now? Journal of Strategy and Management, 3(3), 215-251.View Full Posting Details