Based on the article above,
Situation Analysis and Problem Statement of the brand (David Jones)
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.
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1 CASE STUDY 1 David Jones 2 David Jones could be sold by Christmas By Emma Koehn December 14, 2022 The retail sector has been swept up in a rush of speculation that David Jones is on the cusp of new ownership as private equity firm Anchorage Capital is expected to snap up the department store this Christmas. But David Jones is keeping tight-lipped about the rumours and it appears a deal has not been formally signed off yet, even though sales talks are progressing. Speculation has been rising since earlier this year that Woolworths Holdings was keen to offload the department store chain.CREDIT:MICHAEL QUELCH The Australian Financial Review reported on Wednesday that executives from David Jones’ South African parent company, Woolworths Holdings, flew to Australia over the weekend to green light a sale to suitor Anchorage Capital. A David Jones spokesman declined to comment on those reports. Those with knowledge of the discussions said a deal had not yet been signed off, though it could be formalised before Christmas. Speculation has been building throughout 2022 that the company’s owner, Cape Town-based Woolworths Holdings, was looking to exit the business eight years after buying the brand for $2.1 billion. 3 Market speculators are putting the value of the sale at between $120 million and $150 million – a fraction of the sale price brokered less than a decade ago. It is expected the deal will exclude David Jones’ flagship store in Melbourne’s Bourke Street. Woolworths looks set to hold on to the property. Chief executive Scott Fyfe looks set to stay on with the business after the sale, with Anchorage’s team impressed by the current leadership and happy to back them. It’s understood that the private equity firm will have a strong “omnichannel” focus as part of its strategy to boost the brand, and will continue to invest in upgrading its stores as well as working to make the shopping experience seamless for customers whether they interact with the brand online or in store. Woolworths had big plans to transform the company into a more experiential retailer but struggled to gain traction and David Jones was hit hard by COVID-19 retail lockdowns over the past two years. In October, Woolworths Holdings chief executive Roy Bagattini said the company was in “better shape than it had been in some time” and that the retailer was ready to explore all options for the business to unlock value for shareholders. A trading update for the five months to November showed David Jones had bounced back from lockdowns and was now delivering sales ahead of pre-COVID levels. “David Jones’ turnover and concession sales increased by 55.3 per cent, with our flagship and CBD-located stores performing well ahead of expectations,” Woolworths Holdings said in an update to shareholders. David Jones and its rival department store operator Myer have been upbeat about Christmas sales demand. “We saw record trading volumes and sales at the recent Black Friday/Cyber Monday shopping events, and this momentum shows no signs of slowing in the lead-up to Christmas,” David Jones chief executive Scott Fyfe said last week. Anchorage specialises in buying businesses that are “not performing to their full potential” and has bought out high-profile retail brands in the past including Brand Collective, which owned the Volley brand of shoes and licence for products such as Hush Puppy. Source: https://www.smh.com.au/business/companies/david-jones-could-be-sold-by-christmas- 20221214-p5c6c7.html TASK: Based on the article above, provide (see guideline and example on MyLo): 1. Situation Analysis and Problem Statement of the brand (David Jones) 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. https://www.smh.com.au/business/companies/christmas-sales-deal-making-sense-of-the-djs-takeover-rumours-20221118-p5bzbz.html https://www.smh.com.au/business/companies/christmas-sales-deal-making-sense-of-the-djs-takeover-rumours-20221118-p5bzbz.html https://www.smh.com.au/business/companies/david-jones-could-be-sold-by-christmas-20221214-p5c6c7.html https://www.smh.com.au/business/companies/david-jones-could-be-sold-by-christmas-20221214-p5c6c7.html BMA710 – STRATEGIC BRAND MARKETING GUIDELINES ASSESSMENT 2: BRAND CASE STUDY ANALYSIS 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
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. 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.