I need a write up for the given case study explaining all the theoretical framework of strategic management that is relevant to the question. I NEED THE SOLUTION WITHIN 3 HOURS! 11 AM SYDNEY TIME.I have attached the actual case and questions related to it and another pdf contains the sample of another case which gives you tentative idea about how to structure the solution. THE ANSWERS MUST BE 800-1000 WORDS FOR EACH OF THE 2 QUESTIONS, WHICH MAKES THE WHOLE SOLUTION OF AROUND 2000 WORDS.NOTE: I NEED ANSWERS TO THE QUESTIONS RELATED TO COFFEE CORP CASE STUDY.THE DYSNEY CASE STUDY IS JUST A SAMPLE. PLEASE DON'T GET CONFUSED.
Page 1 of 4 DIGITAL (ONLINE) EXAM INSTRUCTIONS DEPARTMENT OF MANAGEMENT, MACQUARIE BUSINESS SCHOOL FINAL EXAM: SESSION 1, 2021 UNIT CODE: MGMT3050 UNIT NAME: Strategic Management EXAM DURATION: 2 hours 40 minutes (2-hour exam + 10 minutes reading time + 30 minutes technical time) (WITHIN A 6 HOUR WINDOW: A ‘WINDOW’ EXAM) INSTRUCTIONS ON EXAM DURATION • Breakdown of Total Exam Duration: 2-hour exam + 10 minutes reading time + 30 minutes technical time (for downloading, uploading and submission issues). • This exam is designed to be completed in 2 hours 40 mins. That means there is no expectation, and there is no need, to take more than 2 hours 40 mins in total to complete the exam. But please note, you are not timed on when you open the exam questions and when you submit your exam response in Turnitin. This can occur anywhere in the 6-hour window. GENERAL INSTRUCTIONS ON EXAM RESPONSES AND EXAM SUBMISSION • Students must type their exam responses into a single Word document. Please use ‘standard’ formatting settings: 12-point font, Times New Roman, single or 1.5 spacing, standard margins. • Students must strictly adhere to the word limits set for each exam question. Exam markers will only read up to the word limit for each question and mark accordingly. • Students must submit their exam response document by the due time of the scheduled exam window. Please remember: to minimise potential technical issues with uploading to Turnitin, ideally aim to submit your exam response document well before the due time. • Late exam submissions will not be marked and will be treated as not submitted. If students are unable to submit their exam responses by the due time, or experience significant issues hindering exam completion, they must submit a Special Consideration application to sit a supplementary exam. ENSURING ACADEMIC INTEGRITY • This is an open book exam. That means students can consult, for example, the unit’s textbook, related readings, and dictionaries, to support exam completion. • However, it is expected that the exam responses that students submit are their own work. That is, in line with the exam questions, aim to demonstrate your understanding of the unit content in your own words. • Macquarie University takes the upholding of academic integrity seriously. In taking and submitting this exam, students are agreeing to the following statement: "By taking this exam I affirm that I am the student whose MQ ID has been used to log into iLearn and that I am submitting my own, independent work. I confirm that I am aware of the penalties for academic dishonesty which may include failure in the unit or potentially even expulsion from the University." Please ensure you follow any other guidance for the exam that your Unit Convenor has provided. Page 2 of 4 MGMT3050 Strategic Management Final Exam Case Questions Coffee Corp ANSWER BOTH QUESTIONS BELOW BASED ON THE FOLLOWING COFFEE CORP CASE STUDY – THEY ARE WORTH EQUAL MARKS 1. Is Mike Porter an effective strategic leader? Making use of frameworks explored in the unit, carefully explain why or why not? When he returned as Coffee Corp CEO in 2008, he put in place several strategic initiatives to recreate Coffee Corp’s uniqueness. Again, using frameworks explored in the unit, advise him on how he might be successful in executing/implementing these. (1000-word limit) 20 marks 2. Coffee Corp is attempting to grow the business by both product and geographic diversification. Making use of frameworks explored in the unit, carefully explain their logic in both these growth strategies and also discuss the challenges they face in both these attempts to be good corporate parents. (1000-word limit) 20 marks Coffee Corp Case Study Mike Porter contemplated his second and, he hoped, final retirement when stepping down as CEO in 2021. Coffee Corp was founded by Porter in 1990 as a niche coffee bean roaster and rapidly growing into a global beverage retailer. In a little more than a decade, Porter built one of the world’s most successful global chains of coffee stores earning the highest revenue, income, and profit margin, so he decided to retire in 2000. However, by 2008, Coffee Corp’s fortunes had deteriorated and Mike Porter had returned as CEO. During his eight-year hiatus, Porter felt that that Coffee Corp was losing its unique ambience and customer experience. Porter bemoaned decisions that improved efficiency, economies of scale, and company growth at the expense of customer experience. Even though revenues were still growing, the projected trend did not look positive: growth in overall revenue and same-store sales were much smaller than in the previous year. The company had grown to over 17000 stores by 2008, but its stock price was falling. In 2008, Porter presented a “transformation program” including goals such as “reignite the emotional attachment with our customers,” “make each store the heart of a local neighbourhood,” and “engage and inspire partners.” These goals illustrate the emphasis that Porter placed on customer experience above the usual goals of simply being market leader. Page 3 of 4 As part of the turnaround strategy, in 2009 Coffee Corp introduced Premia, its new instant coffee, a move that some worried might further dilute the brand. In 2010, Porter rolled out new customer service guidelines: baristas would no longer make multiple drinks at the same time but would instead focus on no more than two drinks at a time, starting a second one while finishing the first. And, attempting to drive more store traffic other than the morning hours where customers need their daily caffeine intake, Coffee Corp continued to diversify its menu. To get more afternoon and evening customers - traditionally its slowest time of the day - Coffee Corp stores now offer items such as vegetables, flatbread pizza, plates of cheese, and desserts. It even introduced wine and beer, available after 4 pm. Coffee Corp’s goal is to double its revenues from food over the next few years, and also to be seen as an evening food-and-wine destination. Porter also pushed the adoption of new technology to engage with customers more intimately and effectively. Coffee Corp now uses social media platforms like Facebook and Twitter to communicate with customers in real time. The latest innovation is the Coffee Corp app that allows customers to order and pay for drinks and food before reaching the store to pick up their order directly to avoid queues. Non-existent before 2011, some 21 percent of all Coffee Corp transactions in U.S. stores are now made through the Coffee Corp app. Coffee Corp in 2020 As of early 2020, 32 Coffee Corp products are offered in over 25000 company-operated and franchised stores, as well as in other retail locations globally. With stores in 75 countries, Coffee Corp is one of the largest roasters and retailers of specialty coffee in the world. Coffee Corp employs approximately 254000 people around the world. In the U.S., Coffee Corp employs 170000 people with 162000 working in company-operated stores and the remainder in support facilities, store development, and roasting, manufacturing, warehousing, and distribution operations. Approximately 84000 employees work outside of the U.S., with 81000 in company-operated stores and the remainder in regional support operations. Coffee Corp is geographically organized into four divisions: 1) Americas 2) Europe, Middle East, and Africa (EMEA) 3) China/Asia Pacific (CAP) and 4) Channel Development. Revenues as a percentage of total net revenues for fiscal 2016 were as follows: Americas (69 percent), CAP (14 percent), EMEA (5 percent), Channel Development (9 percent) and All Other Segments (3 percent). Coffee Corp operates its own stores and also licenses stores to third-party operators. Licensees pay Coffee Corp license fees and a portion of all revenues generated by the store in exchange for use of the Coffee Corp brand name, Coffee Corp products, detailed store operating procedures, and Coffee Corp training classes similar to those provided to employees of company-owned stores. While Coffee Corp receives a lower portion of revenues from licensed stores, most operating costs are borne by the licensee, resulting in higher operating profit margins to Coffee Corp than are earned by company-operated stores. In addition to the license fees and royalties, Coffee Corp also gains additional market access and retail space as well as local market data and expertise from licensees. In 2020, 79 percent of total net revenues were generated by company-operated stores and 10 percent were generated from licensed stores. Page 4 of 4 Current Challenges In 2015, CEO Porter announced the goal of growing Coffee Corp’s annual revenue to $30 billion and global store count to 30000 stores around the world within the next five years. However, three persistent challenges needed to be addressed to make his stretch goals become a reality: Coffee Corp’s dependence on an increasingly saturated U.S. market, Coffee Corp’s stronger focus on competitive international markets to meet its growth targets and entering the high-end coffee shop segment. Saturation of U.S. Market From 2015 to 2016, Coffee Corp opened an additional net 804 stores in the Americas, increasing the total number of stores from 14803 to 15607. Coffee Corp’s quarterly earnings throughout 2016 showed the potential problem of such a reliance on a single market. In Q3 of 2016, comparable store sales grew by only four percent in the Americas, whereas comparable store sales growth “had been at or above five percent for the 25 consecutive quarters prior to Q3 [2016],” according to Porter. The limited sales growth suggests to some analysts that Coffee Corp was nearing saturation of its largest market. Would Coffee Corp’s efforts to diversify its menu be enough to alleviate these fears? Global Growth Porter believed that Coffee Corp’s largest growth opportunities might lay outside the U.S. In China alone, Coffee Corp is planning to operate 5000 stores by 2021, more than double the 2400 stores in 2016. Outside China and Japan, Coffee Corp also plans to double its number of cafés elsewhere in Asia to more than 4000 in the next few years. How will Coffee Corp fare in the emerging markets of Southeast Asia? Coffee Corp Premium Roastery The idea