Based on the article above, provide (see guideline and example on MyLo): 1. Situation Analysis and Problem Statement of the brand (Harris Scarfe) 2. Using brand strategies that you have learned in the last few weeks, propose an Alternative Solution and Recommendation for the brand to grow in Australia.
RUBRIC – CASE STUDY ANALYSIS (BMA710 STRATEGIC BRAND MARKETING) CRITICAL ELEMENT HD/ DN CREDIT PP NN VALUE Situational Analysis and Problem Statement Identifies and understands all the main issues in the case study. SWOT Analysis contains more than 5 points for each quadrant. A paragraph is provided for each point explaining their inclusion. Excellent research with clearly documented associations between problems or questions and key course concepts and good (3 or more) use of corroborating sources Identifies and understands most of the main issues in the case study. SWOT Analysis contains 4 points for each quadrant. Several sentences are provided for each point, explaining their inclusion. Good research and documented associations between problems or questions and key course concepts and some (2 or more) uses of corroborating sources. Identifies and understands some of the main issues in the case study. SWOT Analysis contains less than 4 points for each quadrant. A sentence may or may not be provided for each point explaining their inclusion. Limited research and associations between the problems or questions and key course concepts and little (1 or more) use of corroborating sources. Identifies and understands few of the main issues in the case study. SWOT Analysis contains less than 4 points for each segment. Only a few or no sentences are provided for each point explaining their inclusion. Incomplete research and associations between the problems or questions and key course concepts and no use of corroborating sources. 40 An alternative solutions Alternatives cover all the key issue with the method to evaluate all equally. Weighs and assesses various alternative actions that address multiple issues in the case, all of which are realistic options. Alternatives cover most of the key issues with methods to evaluate. Weighs and assesses various alternative actions that address multiple issues in the case, most of which are realistic options. Alternatives cover some of the key issues with a method to evaluate. Weighs and assesses a limited variety of alternative actions that address multiple issues in the case, some of which are realistic options. Incomplete analysis of alternatives with no evaluation method. There is no discussion on the critical assessment of the case and no viable options. 25 An evaluation and Recommendation Well-reasoned, logical, relevant observations and recommendations on effective solutions to most of the problems/issues. Solid, well-thought-out observations and recommendations on effective solutions to many of the problems/issues. Shallow observations and recommendations on effective solutions to some of the problems/issues. The recommendation is not feasible or mostly incongruent with strategic analysis due to a major lack of detail and support; the strategy tripod is not referenced. 25 Writing Effectively uses an engaging, fluent style appropriate for a business professional, and has no errors related to organization, grammar, or use of appropriate citation formatting. Uses a fluent style appropriate for a business professional, and has minimal errors related to organization, grammar, or use of APA citation formatting. Uses an informal style inappropriate for a business professional, and has errors related to organization, grammar, or use of APA citation formatting. Uses an informal or incoherent style inappropriate for a business professional and there are major errors related to organization, grammar, or use of APA citation formatting 10 BMA710 – STRATEGIC BRAND MARKETING GUIDELINES ASSESSMENT 2: BRAND CASE STUDY ANALYSIS ASSESSMENT 3: BRAND CASE STUDY PRESENTATION BMA710 – STRATEGIC BRAND MARKETING ASSESSMENT 2: BRAND CASE STUDY ANALYSIS You are required to write a case study analysis (1,500-2000 words, single space) and the case that you are required to present online. The "case method" is an approach to learning that encourages you to extract valuable lessons from the real-life experiences of others ("cases"). Writing the analysis of a case study may be something you are unfamiliar with. However, developing the skills required for writing such a report is important. Analyse, don’t report! The analysis should not simply restate the facts in the case but instead should take our understanding of what is happening in the case to a higher level. Demonstrating a high level of understanding requires the application of the various concepts and models to bring greater clarity to the situation in the case. In any scenario, the main idea is to identify a problem (or a set of problems), analyse/hypothesize critical drivers of that problem, and offer a solution, provided in a set of recommendations. The solution stage is typical can be proposed as a set of alternative solutions, evaluation of the alternatives, and then recommended course of action. We use case teaching because it allows us to make teaching relevant, apply theory and judgment to real problems, and enable students to learn from each other and not just from the teacher. Brand case study analysis format: I. Cover Page (Page 1) II. Situation Analysis and Problem Statement (Page 2) a. A brief background of key relevant information/facts pertinent to the case. The first step in systematically analysing an organisation's marketing problems is to conduct a situation analysis. This answers the question, “Where are we now?” Once you have conducted a thorough situation analysis, you can identify the problem(s) facing the organisation. Be careful not to assume that the characters in the case are objective or accurate in identifying the problem or make a rush to judgment about the problem. b. 1-2 sentences succinctly describing one primary key problem facing the organisation. The statement should be direct and actionable, e.g., the problem must be stated in some way that the organisation can take action to solve the problem. It should also be strategically focused, not tactically or operationally focused. One (of the many ways) to determine whether a problem is strategic is to ask yourself “What happens to the organisation within the next 3-5 years if the problem is not solved?” c. 3-5 sentences describing the best case, likely case, and worse case scenarios if the strategic problem is not addressed (i.e., no action is taken): 1-2 sentences for each scenario III. An Alternative Solutions and Recommendation (Page 3-4) What are reasonable options for solving the identified problem? While you should initially consider the options discussed in the case, do not assume that these are the best or even appropriate alternatives, especially if these options are not consistent with the problem— identification of feasible or plausible alternatives. Alternatives must be strategic, and they must be mutually exclusive. For example, two alternatives for an issue could be to a) buy the competitor or b) not to buy the competitor – obviously, the organisation cannot do BMA710 – STRATEGIC BRAND MARKETING both. You will usually develop 2 or 3 alternatives in an analysis. Rarely, if ever, is “do nothing” or “continue doing what they are doing” a strategic alternative for a case. For each alternative briefly details the alternative (1-3 sentences) and then: i. Discuss 2-3 strategic advantages of the alternative (1-2 sentences for each advantage) ii. ii. Discuss 2-3 strategic disadvantages (1-2 sentences for each disadvantage). An Evaluation and Recommendations section where you select 1 (and only 1) alternative from the list above as the recommendation – this answers the question of “what should the organisation do?” a. Describe 3-5 key decision criteria and/or assumptions, with rationale, that will serve as the basis of the decision (2-3 sentences). What are the criteria that can be applied to reach a decision among the identified alternatives? These may depend on the organisation’s circumstances, including organisational goals (e.g., 20% increase in sales) or be generally sound criteria for making a decision such as profitability. In order to objectively consider the alternatives, you need to identify common criteria that can be used to sort out the best choice. These criteria should include both quantitative and qualitative factors. For example, you might compare two different potential target markets in terms of market growth (quantitative) and competitive threat (qualitative though it may be based on quantitative elements such as a number of competitors). b. State the recommended course of action (from your list of alternatives) and possibly provide a little more elaboration of the recommendation beyond its description in the alternative section (1-3 sentences). Comparison and evaluation of each alternative on common, defined evaluative criteria. Distinguish between relatively important and unimportant criteria used to evaluate and compare alternatives. Analysis should include both quantitative and qualitative elements. Market and financial analyses are critical to the successful evaluation of alternatives. This includes projections of profitability, sales, market share, costs, etc. In a systematic and consistent fashion, each alternative should be compared on the same common criteria to clearly illustrate what the best choice would be for the organisation. c. Describe why the recommended course of action is the best alternative and the weaknesses of the other alternatives that prevent them from being selected as the recommendation (2-4 sentences) d. Describe the goals/vision behind the recommendation (2-5 sentences). References Shay, H. (2003). Strategic Management Seminar. University of Montana. Bakpayev, M. (2019). Strategic Marketing Management. University of Minnesota Duluth. BMA710 – STRATEGIC BRAND MARKETING ASSESSMENT 3: BRAND CASE STUDY PRESENTATION After submitting your case study analysis, you need to present the case study (video) and submit it online. Start by reading the case study and your analysis carefully. Make sure you understand the problem or situation presented. Identify the key issues and the stakeholders involved, and develop a clear understanding of the context and background of the case. You need to record the presentation of the case study. Each presentation is limited to 10 minutes. In the presentation, present: • Situation Analysis and Problem Statement (3-4 slides) • An Alternative Solutions and Recommendation (5-6 slides) Using Zoom, Echo360 or other media, upload the video to MyLo. The rubric is posted on MyLo Plan your presentation carefully, making sure to cover all the key points and to provide a clear and logical flow of information. Use visual aids to support your presentation but be sure to keep them simple and clear. 1 CASE STUDY 2 Harris Scarfe 2 Harris Scarfe announces store closures across Australia A national chain has announced the closure of 21 stores across five states after the iconic department store was placed in receivership. By AAP (7 January 2020) Twenty one Harris Scarfe stores across five states will close over the next four weeks after the retailer was placed in receivership in December. The administrators say 44 stores will continue to trade with the group offered for sale. The closures include Harris Scarfe’s flagship store on Adelaide’s main shopping strip of Rundle Mall. Deloitte Restructuring Services partner Vaughan Strawbridge says the move to close stores was a difficult decision but necessary to position the Harris Scarfe business for a successful sale. “All efforts are being made to redeploy affected staff around the rest of the store network, and all staff that leave the business will receive all wages and entitlements in full on the closure of individual stores,” Mr Strawbridge said. Harris Scarfe in Rundle Mall, Adelaide. Picture: Kelly Barnes/AAP “Our review of the store network included a range of factors, including past and likely future profitability. “Going forward, we certainly remain focused on running the broader store network and selling the business as the best outcome for remaining employees and suppliers.” The stores to close are in Western Australia, Queensland, NSW, Victoria and South Australia and include the flagship Rundle Mall store in Adelaide. 3 Harris Scarfe was founded 170 years ago in central Adelaide and was rescued from bankruptcy in 2001. It has since changed hands four times. The SDA retail union said the loss of the Rundle Mall store would bring an end to 170 years of trading in the city centre. “This closure is the result of poor decision making that has driven its flagship store into an unprofitable position over the past 15 years,” the union said. “Harris Scarfe Rundle Mall has provided work for countless South Australians and this is a huge loss for our state.” The SDA also called on the federal government to address wider issues across the retail sector in the wake of poor sales. Harris Scarfe has been