Case Analysis

Organizations that remain stagnant In their strategy eventually become so salary to their competitors that the only differentiating characteristic between them is price; this hometown, according to Cummings and Gnawing transforms these companies into â€Å"lemmings† that blindly follow their peers without unleashing their full potential. An organization can set itself apart and create new paths for itself by changing its strategy to meet the new environment, a change Into what the authors call the Annual chimera† or PVC.In mythology, a chimera Is a multi-headed, different-faced creature with different body parts. The idea behind the chimera analogy is clear: organizations can differentiate themselves by adapting to the changing environment, hangs brought about by technology and increasing globalization. Most companies want to â€Å"differentiate themselves by developing a unique network of psychological characteristics and associations that separate them from others. Th ere is a clash between the old school management theories and the PVC: where the previous theories focused on cost reduction and efficient production, the PVC focuses on differentiation and customization. The clash emerges because the focus of these two ideas necessarily contradicts the other, as in how can you reduce cost but still customize your product? The PVC Is consistent with the resource-based model since It views organizations â€Å"In terms of their distinctive constellations of tangible and Intangible resources, the sum of whose parts create unique and often Inimitable capableness. The value chain analysis, according to the PVC, is not the preferred method of viewing strategy; instead, strategy should be a mixture of resources and value to create a hybrid organization that is both agile and also maintains its ability to produce what its customers want. 4. Dell faces Increased competition from Its rivals such as HP, Acre, Apple, and Leno and must stay agile to keep its ma rket share. All of them segment their customers effectively and then set their strategies to focus on each segment.Dell has four market segments that it has identified: home users, large enterprise customers, small/medium businesses, and the public sector. Dell's strategy is to maintain its focus on each of these segments to provide better customer service to malting loyalty. Acre group's strategy Is to acquire other competing brands and en to tailor tense Dramas to meet tenet segments needs. Acres strategy Is salary to Dell's, however Acre does not possess the knowledge that Dell has gained in-house to successfully focus its strengths into different brands for different segments.HP also segments is markets, however it started out by focusing on printing and imaging and not personal computers. HP also focuses its strategy on the services-side of computing, a segment that Dell does not compete in directly. HP seems to be focusing its PC sales on new, fancy-looking computers rather th an setting itself apart eased on its customer service or services business. Apple, on the other hand, does not segment its market in the same way that Dell, HP, and Acre segment their markets. Apple's market is a niche computing market that serves the â€Å"high-end† computer user.Dell does not need to directly compete with Apple since Apple-loyalty is based on the niche, and not based on the quality of service or quality of product like Dell's loyalty is based. Leno started out late in the game and purchased Vim's personal computer division and is the largest producer in Asia. Leno focuses, like HP, on the services-side of computing, a segment that Dell does not compete in yet. Dell also offers adjacent products like televisions and entertainment products, segments that Leno does not offer.Dell should compete with Leno only in Asia and the Middle Eastern markets in the future. Based on the previous analysis, Dell should continue to focus its strategy on its current market se gments and not venture into new territory such as services and other management tools. While Dell might consider Asia as its next frontier, there are many issues with facing Leno on its own ruff, as well as new entrants to the market as developing countries like India begin their own computer producing companies.I would recommend that Dell maintain its focus on Asia and keep its strategy limited to offering quality customer service and affordable, customizable personal computers in the U. S. 2. We must classify environments because firms can control certain aspects of it, and cannot control other aspects of it. General environment segments directly influence an industry and include segments such as political, demographic, and coloratura. Firms cannot control the general environment segments, however these segments directly influence the strategies these firms will choose.On the other hand, industry environment factors directly influence a firm and its strategic choices: the power of suppliers, threat of new entrants, and the intensity of rivalry among competitors. Successful firms gather all the necessary information on the external environment and then also gather intelligence on their competitors in the industry to properly form their strategy. Five important factors in the general environment include anemographic, technological, coloratura, global, and legal segments.The demographic segment considers that age and population of the market as well as the income of customers; technology considerations include advances in communication and product innovation; coloratura segment analysis includes workforce diversity, shifts in product characteristic preferences, and shifts in work/career preferences; the global segment considers emerging new markets and different cultural attributes; finally, the legal segment considers laws and regulations that may affect strategic decisions. Case Analysis Organizations that remain stagnant In their strategy eventually become so salary to their competitors that the only differentiating characteristic between them is price; this hometown, according to Cummings and Gnawing transforms these companies into â€Å"lemmings† that blindly follow their peers without unleashing their full potential. An organization can set itself apart and create new paths for itself by changing its strategy to meet the new environment, a change Into what the authors call the Annual chimera† or PVC.In mythology, a chimera Is a multi-headed, different-faced creature with different body parts. The idea behind the chimera analogy is clear: organizations can differentiate themselves by adapting to the changing environment, hangs brought about by technology and increasing globalization. Most companies want to â€Å"differentiate themselves by developing a unique network of psychological characteristics and associations that separate them from others. Th ere is a clash between the old school management theories and the PVC: where the previous theories focused on cost reduction and efficient production, the PVC focuses on differentiation and customization. The clash emerges because the focus of these two ideas necessarily contradicts the other, as in how can you reduce cost but still customize your product? The PVC Is consistent with the resource-based model since It views organizations â€Å"In terms of their distinctive constellations of tangible and Intangible resources, the sum of whose parts create unique and often Inimitable capableness. The value chain analysis, according to the PVC, is not the preferred method of viewing strategy; instead, strategy should be a mixture of resources and value to create a hybrid organization that is both agile and also maintains its ability to produce what its customers want. 4. Dell faces Increased competition from Its rivals such as HP, Acre, Apple, and Leno and must stay agile to keep its ma rket share. All of them segment their customers effectively and then set their strategies to focus on each segment.Dell has four market segments that it has identified: home users, large enterprise customers, small/medium businesses, and the public sector. Dell's strategy is to maintain its focus on each of these segments to provide better customer service to malting loyalty. Acre group's strategy Is to acquire other competing brands and en to tailor tense Dramas to meet tenet segments needs. Acres strategy Is salary to Dell's, however Acre does not possess the knowledge that Dell has gained in-house to successfully focus its strengths into different brands for different segments.HP also segments is markets, however it started out by focusing on printing and imaging and not personal computers. HP also focuses its strategy on the services-side of computing, a segment that Dell does not compete in directly. HP seems to be focusing its PC sales on new, fancy-looking computers rather th an setting itself apart eased on its customer service or services business. Apple, on the other hand, does not segment its market in the same way that Dell, HP, and Acre segment their markets. Apple's market is a niche computing market that serves the â€Å"high-end† computer user.Dell does not need to directly compete with Apple since Apple-loyalty is based on the niche, and not based on the quality of service or quality of product like Dell's loyalty is based. Leno started out late in the game and purchased Vim's personal computer division and is the largest producer in Asia. Leno focuses, like HP, on the services-side of computing, a segment that Dell does not compete in yet. Dell also offers adjacent products like televisions and entertainment products, segments that Leno does not offer.Dell should compete with Leno only in Asia and the Middle Eastern markets in the future. Based on the previous analysis, Dell should continue to focus its strategy on its current market se gments and not venture into new territory such as services and other management tools. While Dell might consider Asia as its next frontier, there are many issues with facing Leno on its own ruff, as well as new entrants to the market as developing countries like India begin their own computer producing companies.I would recommend that Dell maintain its focus on Asia and keep its strategy limited to offering quality customer service and affordable, customizable personal computers in the U. S. 2. We must classify environments because firms can control certain aspects of it, and cannot control other aspects of it. General environment segments directly influence an industry and include segments such as political, demographic, and coloratura. Firms cannot control the general environment segments, however these segments directly influence the strategies these firms will choose.On the other hand, industry environment factors directly influence a firm and its strategic choices: the power of suppliers, threat of new entrants, and the intensity of rivalry among competitors. Successful firms gather all the necessary information on the external environment and then also gather intelligence on their competitors in the industry to properly form their strategy. Five important factors in the general environment include anemographic, technological, coloratura, global, and legal segments.The demographic segment considers that age and population of the market as well as the income of customers; technology considerations include advances in communication and product innovation; coloratura segment analysis includes workforce diversity, shifts in product characteristic preferences, and shifts in work/career preferences; the global segment considers emerging new markets and different cultural attributes; finally, the legal segment considers laws and regulations that may affect strategic decisions. Case Analysis The Effects of Advertising CONSUMER BEHAVIOR COURSE – Brief overview The schedule will be available in September Dr. Anne-Laure Sellier Tisch 8-11 Phone: (212) 998-0553 Fax: (212) 995-4855 [email  protected] nyu. edu Office Hours: flexible, call for appointment Teaching assistant: TBA Optional Readings: I highly recommend you go through the readings below. However, please note we will never refer to the Solomon book in class. I will merely indicate what chapters are relevant for each class, and you can use the book as a tool to better grasp some of the concepts we will discuss in class. . Solomon (2008). Consumer Behavior: Buying, Having and Being (8th ed). Upper Saddle River, New Jersey. 2. Additional journal articles, exercises, and recent news from the popular business press will be provided throughout the semester. The journal articles will provide you with a deeper insight into selected topics and methods of consumer behavior research. The business news articles, cases, and exercises will give you the opportunity to apply the conceptual framework to current real-world marketing problems.The readings and assignments will be handed out in class and/or posted on the Blackboard. 3. Most cases assigned for the class are in the course pack, and some will be posted on Blackboard, as we will enjoy freshly baked cases from the London Business School and the industry. Overview: Consumer behavior is one of the most interesting and important aspects of marketing management. Virtually all decisions involved in developing an effective marketing mix for a product or service rely on thorough knowledge of the consumers who comprise the target market.Understanding the behavior of the consumer can help marketers anticipate reactions to changes in the marketing mix, or determine whether new products are likely to be adopted. Consumer behavior is also closely related to marketing research. A practical understanding of the consumer can aid in the selection of an approp riate research methodology, question design and selection, as well as in interpreting consumer responses to such questions. In this course we will directly examine the available theory and research concerning the behavior of the consumer in order to understand its most basic principles.The majority of the course will focus on the consumer as an information processor of one sort or another. We will examine the motivational and perceptual factors upon which buyer behavior is built, as well as look at more complex processes such as persuasion, attitude judgment, and decision-making. In practical terms, we will address the following questions: What kinds of marketing stimuli do consumers notice? How can we get them to notice our marketing messages? What motivates consumers? What do consumers value?What elements can we include in our marketing mix to motivate consumers to learn more about our product or to buy it? What kinds of information are consumers good at remembering? How can we ai d consumer memory for our brand name and product features? What makes consumers evaluate products as good or bad, and how can we persuade them that our product is good? How can we get consumers to choose our product over competitors? What features do consumers care about, and how does this influence their decision? What are the main things that determine whether consumers are satisfied with a product or not?The goals of this class are: †¢ to acquire a framework for analyzing consumer behavior problems †¢ to learn how consumer behavior can be affected by different marketing strategies †¢ to show how behavioral evidence can be used to evaluate alternative marketing strategies †¢ to learn about and use consumer behavior theories in marketing and social psychology The course is structured as followed: we will discuss a case; it will be followed by a lecture related to the case. Note that we discuss the case for 1h30 / 2 hrs, so you are expected to be thoroughly prepa red for class discussion.Course prerequisites: a solid understanding of your Core Marketing course Course Grades: Class participation Written assignments (2) Final exam 20% 40% 40% N. B. on class participation: Attending all sessions is obviously crucial. It will also give you the opportunity to actively participate in class discussions and obtain a high class participation grade. Note, however, that your mere presence is not sufficient to earn points for class participation. What matters is the quantity and, especially, the quality of your contributions to class discussions.Assignments Assignments are due at the beginning of the relevant class. They are to be prepared in groups of 4 or 5 students. Students are expected to choose who they want to work with. All groups should be formed before the third week of class. Length: 3 pages (single spaced), plus any appendices, graphs, etc. The assignments involve a case analysis. Groups will write a brief paper examining the buyer behavior issues involved in two case readings assigned for the class, and describe the implications these principles have for the strategy they propose in the case.Each case will have associated questions with it that will help you structure your answer. Each assignment is due at the beginning of the class where the case will be discussed. Final exam The final exam will be a three-hour case-study, closed book, involving questions related to consumer behavior. It will take place during the last week of the course. We will finalize the exam date during our first class. Please make sure that you will not have any other work / interview-related commitment that day.Course Website This website has many useful things on it, including continuously updated information on assignments, readings, course schedule, etc. Also, we will use it as a platform to discuss consumer behavior issues covered in the press during the semester. Please check Blackboard regularly. Class Notes I will hand out hard copies of the slides after the case discussion in every session. In addition, the PowerPoint slides for each class will be available for downloading from the website as of right after class. Note, however, that these slides only present an outline of the class discussion.You will need to take notes to fully capture the material discussed in class. Additional Literature You can find additional relevant literature (e. g. , for your team project) using the Bobst Business Databases ( http://www. nyu. edu/library/bobst/database/d_bus. htm ), as well as links on the class website. Class Policy †¢ Be prepared: Make sure that you have read the readings assigned for each class. This will help you to better understand the material discussed in class and to actively participate in class discussions.Attend regularly: Regular attendance will provide you with more opportunities to contribute to class and thus increase your participation grade. Please note that you are responsible for knowing any ch anges or assignments announced in class. Arrive on time: Late-comers are very disturbing. Systematic tardiness will have a negative impact on your participation grade. Respect assignment deadlines: Late assignments will not be accepted without a prior agreement. Be honest: Cheating and plagiarism will result in a grade of â€Å"F† for the assignment/test for all parties involved. †¢ †¢ †¢ †¢ Case Analysis Organizations that remain stagnant In their strategy eventually become so salary to their competitors that the only differentiating characteristic between them is price; this hometown, according to Cummings and Gnawing transforms these companies into â€Å"lemmings† that blindly follow their peers without unleashing their full potential. An organization can set itself apart and create new paths for itself by changing its strategy to meet the new environment, a change Into what the authors call the Annual chimera† or PVC.In mythology, a chimera Is a multi-headed, different-faced creature with different body parts. The idea behind the chimera analogy is clear: organizations can differentiate themselves by adapting to the changing environment, hangs brought about by technology and increasing globalization. Most companies want to â€Å"differentiate themselves by developing a unique network of psychological characteristics and associations that separate them from others. Th ere is a clash between the old school management theories and the PVC: where the previous theories focused on cost reduction and efficient production, the PVC focuses on differentiation and customization. The clash emerges because the focus of these two ideas necessarily contradicts the other, as in how can you reduce cost but still customize your product? The PVC Is consistent with the resource-based model since It views organizations â€Å"In terms of their distinctive constellations of tangible and Intangible resources, the sum of whose parts create unique and often Inimitable capableness. The value chain analysis, according to the PVC, is not the preferred method of viewing strategy; instead, strategy should be a mixture of resources and value to create a hybrid organization that is both agile and also maintains its ability to produce what its customers want. 4. Dell faces Increased competition from Its rivals such as HP, Acre, Apple, and Leno and must stay agile to keep its ma rket share. All of them segment their customers effectively and then set their strategies to focus on each segment.Dell has four market segments that it has identified: home users, large enterprise customers, small/medium businesses, and the public sector. Dell's strategy is to maintain its focus on each of these segments to provide better customer service to malting loyalty. Acre group's strategy Is to acquire other competing brands and en to tailor tense Dramas to meet tenet segments needs. Acres strategy Is salary to Dell's, however Acre does not possess the knowledge that Dell has gained in-house to successfully focus its strengths into different brands for different segments.HP also segments is markets, however it started out by focusing on printing and imaging and not personal computers. HP also focuses its strategy on the services-side of computing, a segment that Dell does not compete in directly. HP seems to be focusing its PC sales on new, fancy-looking computers rather th an setting itself apart eased on its customer service or services business. Apple, on the other hand, does not segment its market in the same way that Dell, HP, and Acre segment their markets. Apple's market is a niche computing market that serves the â€Å"high-end† computer user.Dell does not need to directly compete with Apple since Apple-loyalty is based on the niche, and not based on the quality of service or quality of product like Dell's loyalty is based. Leno started out late in the game and purchased Vim's personal computer division and is the largest producer in Asia. Leno focuses, like HP, on the services-side of computing, a segment that Dell does not compete in yet. Dell also offers adjacent products like televisions and entertainment products, segments that Leno does not offer.Dell should compete with Leno only in Asia and the Middle Eastern markets in the future. Based on the previous analysis, Dell should continue to focus its strategy on its current market se gments and not venture into new territory such as services and other management tools. While Dell might consider Asia as its next frontier, there are many issues with facing Leno on its own ruff, as well as new entrants to the market as developing countries like India begin their own computer producing companies.I would recommend that Dell maintain its focus on Asia and keep its strategy limited to offering quality customer service and affordable, customizable personal computers in the U. S. 2. We must classify environments because firms can control certain aspects of it, and cannot control other aspects of it. General environment segments directly influence an industry and include segments such as political, demographic, and coloratura. Firms cannot control the general environment segments, however these segments directly influence the strategies these firms will choose.On the other hand, industry environment factors directly influence a firm and its strategic choices: the power of suppliers, threat of new entrants, and the intensity of rivalry among competitors. Successful firms gather all the necessary information on the external environment and then also gather intelligence on their competitors in the industry to properly form their strategy. Five important factors in the general environment include anemographic, technological, coloratura, global, and legal segments.The demographic segment considers that age and population of the market as well as the income of customers; technology considerations include advances in communication and product innovation; coloratura segment analysis includes workforce diversity, shifts in product characteristic preferences, and shifts in work/career preferences; the global segment considers emerging new markets and different cultural attributes; finally, the legal segment considers laws and regulations that may affect strategic decisions. Case Analysis The Effects of Advertising CONSUMER BEHAVIOR COURSE – Brief overview The schedule will be available in September Dr. Anne-Laure Sellier Tisch 8-11 Phone: (212) 998-0553 Fax: (212) 995-4855 [email  protected] nyu. edu Office Hours: flexible, call for appointment Teaching assistant: TBA Optional Readings: I highly recommend you go through the readings below. However, please note we will never refer to the Solomon book in class. I will merely indicate what chapters are relevant for each class, and you can use the book as a tool to better grasp some of the concepts we will discuss in class. . Solomon (2008). Consumer Behavior: Buying, Having and Being (8th ed). Upper Saddle River, New Jersey. 2. Additional journal articles, exercises, and recent news from the popular business press will be provided throughout the semester. The journal articles will provide you with a deeper insight into selected topics and methods of consumer behavior research. The business news articles, cases, and exercises will give you the opportunity to apply the conceptual framework to current real-world marketing problems.The readings and assignments will be handed out in class and/or posted on the Blackboard. 3. Most cases assigned for the class are in the course pack, and some will be posted on Blackboard, as we will enjoy freshly baked cases from the London Business School and the industry. Overview: Consumer behavior is one of the most interesting and important aspects of marketing management. Virtually all decisions involved in developing an effective marketing mix for a product or service rely on thorough knowledge of the consumers who comprise the target market.Understanding the behavior of the consumer can help marketers anticipate reactions to changes in the marketing mix, or determine whether new products are likely to be adopted. Consumer behavior is also closely related to marketing research. A practical understanding of the consumer can aid in the selection of an approp riate research methodology, question design and selection, as well as in interpreting consumer responses to such questions. In this course we will directly examine the available theory and research concerning the behavior of the consumer in order to understand its most basic principles.The majority of the course will focus on the consumer as an information processor of one sort or another. We will examine the motivational and perceptual factors upon which buyer behavior is built, as well as look at more complex processes such as persuasion, attitude judgment, and decision-making. In practical terms, we will address the following questions: What kinds of marketing stimuli do consumers notice? How can we get them to notice our marketing messages? What motivates consumers? What do consumers value?What elements can we include in our marketing mix to motivate consumers to learn more about our product or to buy it? What kinds of information are consumers good at remembering? How can we ai d consumer memory for our brand name and product features? What makes consumers evaluate products as good or bad, and how can we persuade them that our product is good? How can we get consumers to choose our product over competitors? What features do consumers care about, and how does this influence their decision? What are the main things that determine whether consumers are satisfied with a product or not?The goals of this class are: †¢ to acquire a framework for analyzing consumer behavior problems †¢ to learn how consumer behavior can be affected by different marketing strategies †¢ to show how behavioral evidence can be used to evaluate alternative marketing strategies †¢ to learn about and use consumer behavior theories in marketing and social psychology The course is structured as followed: we will discuss a case; it will be followed by a lecture related to the case. Note that we discuss the case for 1h30 / 2 hrs, so you are expected to be thoroughly prepa red for class discussion.Course prerequisites: a solid understanding of your Core Marketing course Course Grades: Class participation Written assignments (2) Final exam 20% 40% 40% N. B. on class participation: Attending all sessions is obviously crucial. It will also give you the opportunity to actively participate in class discussions and obtain a high class participation grade. Note, however, that your mere presence is not sufficient to earn points for class participation. What matters is the quantity and, especially, the quality of your contributions to class discussions.Assignments Assignments are due at the beginning of the relevant class. They are to be prepared in groups of 4 or 5 students. Students are expected to choose who they want to work with. All groups should be formed before the third week of class. Length: 3 pages (single spaced), plus any appendices, graphs, etc. The assignments involve a case analysis. Groups will write a brief paper examining the buyer behavior issues involved in two case readings assigned for the class, and describe the implications these principles have for the strategy they propose in the case.Each case will have associated questions with it that will help you structure your answer. Each assignment is due at the beginning of the class where the case will be discussed. Final exam The final exam will be a three-hour case-study, closed book, involving questions related to consumer behavior. It will take place during the last week of the course. We will finalize the exam date during our first class. Please make sure that you will not have any other work / interview-related commitment that day.Course Website This website has many useful things on it, including continuously updated information on assignments, readings, course schedule, etc. Also, we will use it as a platform to discuss consumer behavior issues covered in the press during the semester. Please check Blackboard regularly. Class Notes I will hand out hard copies of the slides after the case discussion in every session. In addition, the PowerPoint slides for each class will be available for downloading from the website as of right after class. Note, however, that these slides only present an outline of the class discussion.You will need to take notes to fully capture the material discussed in class. Additional Literature You can find additional relevant literature (e. g. , for your team project) using the Bobst Business Databases ( http://www. nyu. edu/library/bobst/database/d_bus. htm ), as well as links on the class website. Class Policy †¢ Be prepared: Make sure that you have read the readings assigned for each class. This will help you to better understand the material discussed in class and to actively participate in class discussions.Attend regularly: Regular attendance will provide you with more opportunities to contribute to class and thus increase your participation grade. Please note that you are responsible for knowing any ch anges or assignments announced in class. Arrive on time: Late-comers are very disturbing. Systematic tardiness will have a negative impact on your participation grade. Respect assignment deadlines: Late assignments will not be accepted without a prior agreement. Be honest: Cheating and plagiarism will result in a grade of â€Å"F† for the assignment/test for all parties involved. †¢ †¢ †¢ †¢