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Cbmec

The document provides instructions for analyzing a case study: 1. Read and examine the case thoroughly, taking notes and highlighting key facts and problems. 2. Focus the analysis on answering the case questions. 3. Include a section with proposed solutions and supporting theory or research. 4. The conclusion should summarize key takeaways and significance. 5. Recommend the most effective solution or business model. 6. Include references.

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Francisco Assisi
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69 views3 pages

Cbmec

The document provides instructions for analyzing a case study: 1. Read and examine the case thoroughly, taking notes and highlighting key facts and problems. 2. Focus the analysis on answering the case questions. 3. Include a section with proposed solutions and supporting theory or research. 4. The conclusion should summarize key takeaways and significance. 5. Recommend the most effective solution or business model. 6. Include references.

Uploaded by

Francisco Assisi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Please post your PPT here

1. Read and Examine the Case Thoroughly

2. Take notes, highlight relevant facts, underlinhe

key problems.

3. Focus Your Analysis = answer the case

questions

4. Solutions If your case study focuses on a

problem within the company or project, you would

include aa

section on your proposed solution. Be sure to

both present your solution and to also present

theory oor

research to support your solution

5. The conclusion is where you wrap up your

takeaway points for your reader. Here, you may

also

present the significance of your case study. Why

is this valuable?

6. RECOMMENDATION: propose the most

effective solution, Strategies or Business Model

7. References

The causes of poor Competitiveness

According to the report of the BASC (Business Advisory Service Center) there are some basic
causes of poor local and global competitiveness of Bangladeshi firms or companies. The decision-making
process of these companies is based on short term horizons which results in under investment in
research and development. They failed to recognize the threats posed by foreign competitors, neglected
the manufacturing function relative to other functional areas of the company and under invested in
physical and human capital. There is a lack of cooperation among departments within firms that led to
too little communication among marketing, product design, process design engineering and
manufacturing. Consequently, firms have ended up with products unsuitable to customer needs or
wants, products that needed redesigning, products unsuitable to the manufacturing capabilities of an
organization, and products lacking sufficient quality to be competitive in the market place. Moreover,
most of the companies or firms have the tendency to view labor as a cost factor to be minimized instead
of a valuable resource underestimating the importance of training, motivation and adaptability. Finally,
there are some weaknesses in technological practice, often characterized by emphasizing rapidly to the
market, and subsequently, to a loss of market position.

Case questions

1. As a manager, do you agree with the causes of poor competitiveness traced out by the BASC? If
yes, then how will you handle the problems to overcome the situation? If no, then give reasons to
support your opinion.

2. Define your production/operation strategy. Describe how your strategy leads your organization
to a competitive advantage.

The cosmetic manufacturer

The top management of a cosmetic manufacturing company had formulated a mission to


increase their market share significantly. It involved a five-year plan with an innovative product: stay-on
lip gloss. The production department informed management that it would take at least one year to
make a trial batch to release in the market. The Head of Finance was anxious about the huge capital
input involved in buying the technology required. Five years after their product was in the market, but
proved a failure. The demand for their product had not been what they had anticipated, and market
share had not increased. Their main competitor had introduced a product that had diverted all attention
from theirs,

and their promotional endeavors had failed miserably. Due to the huge capital already invested, they
were unable to stop production, and cut their losses.

Question:

1. What was the problem with top management’s mission? How should they

have formulated their strategy?


Duke’s Business Plan

As the business team sits at their round conference table, Rita brings up an issue now near to her heart.
She has just become engaged to Duke, who works for Pepsi Co. Duke is worried about his new job.
Coke’s CEO Robert Goizueta has created more wealth for shareholders than any CEO in history with the
single focused strategy of making Coke the domestic and international drink. On the other hand, Pepsi is
a conglomerate with domestic and international drinks; restaurants such as Sonargaon, Sheraton,
Sundarban, and Pizza Hut etc; Bottling operations. While Coke has been focused on selling Coke, Pepsi
has diversified, pouring billions of dollars into other capital-intensive business. Some think Pepsi has lost
the cola wars, both in Bangladesh and overseas. Duke wants the team’s advise about what strategic help
he can give his new boss.

Questions:

1. Taking the steps in the strategic process in order, what advice do you think the team should give
Duke?

2. What factor do you think have led Pepsi to choose its strategy instead of Coke’s strategy?

3. What strategic planning changes would you recommend to Pepsi and why?

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