Sample Paper on Case Studies in Marketing

Case Studies in Marketing

Strategic Marketing Insights (SMI)

1. Is marketing professional services in the B2B market really different from marketing B2B products? Why / Why not.

Marketing of professional services in the B2B markets are different from the marketing of products in the B2B markets because in the product marketing, there is tangibility in the product and hence the most prevalent mode of marketing strategy is in terms of branding. In service marketing, a public relation strategy must be employed and the personal selling takes a center stage in the marketing of service (Brealey, &, Stewart, 97)

2. How important is establishing a relationship with customers in this industry? Have changes in the procurement processes influenced this? What information in the case supports (or refutes) the importance of customer relationships to SMI?

The SMI regards customer relationship as an integral component in their service offering. The customer relationship enables the SMI to achieve their long-term goals because through customer center decision making, the company is able to discern the taste and preferences of the customers and hence is in a position to serve them well in order to remain brand loyalist (Belch, George, and Michael 98). According to SMI, the relationship with the customer is important to understand the problems, political environment at the work place, and the specific market characteristics in order to devise an appropriate research. In the procurement sector, the SMI has refused to be an approved vendor because of the prolonged procedures that come with it. This is where the significance of customer relationship building comes about, where the SMI associates (employees) create cordial relationship with the customers and discern their needs and potential wants, and thereafter avail the product for them (Belch, and Michael, 226)

3. Does case evidence support SMI’s focus on relationship building? How? Support your answer with case data.

The SMI fully supports the relationship building in different stances. This is depicted in the book where the SMI associates take the burden of procurement procedures, which always prove to be tedious to the customer and hence makes things easier for the customer. To this point, the customer would be advertently relied on due to the fact that he/she can access the product and services with ease (Belch, and Michael, 376)

4. Should SMI narrow their focus and target only relationship customers? Why / Why not?

 It is quite important that the SMI should not only concentrate on the customer relationship but also check on the other aspects of business environment, such as the economic upheavals, the impact of the legal environment, and various aspects of the firm that may act as a tool of influence to the firm.

Work cited

Belch, George E, and Michael A. Belch. Advertising and Promotion: An Integrated Marketing Communications Perspective. New York: McGraw-Hill/Irwin, 2012. Print.

Brealey, Richard A, Stewart C. Myers, Franklin Allen, and Pitabas Mohanty. Principles of marketing and Corporate Finance. New York: McGraw-Hill Inc., US, 2012. Print.

Calox Case

1. What type of sales structure did Calox have with the previous distributor, G. W. Diggers

Calox had a partnership structure with the previous distributor G w Diggers in which he used specialization. As key to his success, their products were specifically used to enhance the performance of heavy expensive equipments like the caterpillars (376).

2. What category of sales are most important for Calox at the distribution level?

The category of sales that were most important for the calox company was at the distribution, and sale of products that would enhance the performance of expensive equipments of which it would offer such services at their best for a premium price and to have it readily available in the field through a network of strong distributors (Porter, and Curtis 358).

3. Would you consider Calox to be a “learning organization?” (See text page 368.) What suggestions can you give Mike Brown to make to his new sales force builds stronger relationships in the future?

I do not see the calox company as a learning organization, but a firm that see the opportunity and ceases it because of the interest that it had with the glade that advertently made it leave mike. In Oder for mike to remain relevant in the market, it should improve on the quality of production and customize its products with the relevant clients. He should also beef up his distribution channels. A thorough research should be carried out with a view to boost the sales volumes and a projection thereof should be made appropriately to ensure no breakdown in terms of production and distribution of the products into the market (Hutt, and Thomas,368).

4. Should sales manager Mike Brown follow through on his decision to terminate Glade Industries in New Zealand? What are the pros and cons of this decision?

            Mike should not terminate his glade industries in the New Zealand because he is deemed too loose his clientele base that he has built for all this while. The overall revenue thereof will be drastically reduced, and a nod would pose a threat of extinction to mike at some instances (Robert, and John 368). On the advantages, if mike decides to do away with glade in the New Zealand, then it would mean that the organizational structure will considerably be reduced hence the daunting tasks that come with the lager complexity of the organizational structure will be reduced. Therefore, I would advise the mike company to do a detailed research on the cost implications of terminating the glade company in New Zealand (Porter, and Curtis 243).

Work cited

Hutt, Michael D, and Thomas W. Speh. Business Marketing Management: A Strategic View of Industrial and Organizational Markets. Mason, Ohio [u.a.: Thomson/South-Western, 2004. Print.

Porter, Gary A, and Curtis L. Norton. Using Financial Accounting Information: The Alternative to Debits and Credits. Mason, OH: South-Western/Centgage Learning, 2013. Print.

Fleury and Equipment Case

1. What internal and external factors led to the decline of Fleury’s business over the last three decades of the 20th century?

The pertinent issues that have seen the Fleury firm decline are the high competition depicted in the market, and the harsh legal environment that has contracted the market. Therefore, he has not favored his growth, something that he could not seemingly avoid because it was a macro external issue (Porter, and Curtis 345). The firm did not keep up with the dynamics of the ever changing technological advancement. Consequently, the kind of technology that was used became out rightly obsolete and hence considered redundant and dead weight (Robert, and John 26). The government regulations could also not be upheld in the company, which made it to have even a tougher time in implementing it policies and goals. Moreover, the company is not much aware of the rule of the game. A drive that saw it deteriorates in terms of sales (Belch, George, and Michael 92).

2. What is the impact of globalization on competition, labor markets, trade and trade barriers and outsourcing: What can be outsourced? What cannot be outsourced?

Globalization has made competition to be very stiff because it has made the customers to have the perfect knowledge of the market, this entangled with price war and advancement in the technology has brought competition to escalating heights. Labor has become easily mobile due to globalization since there are various platforms in which the workforce interact and interlay pertinent issues affecting them (Robert, & John 105). To the area of trade and trade barriers, globalization has consistently been the key to unlock the trade barriers. Businesses are carried out in the internet platform with little restrictions and barriers to the trade-taking place in such areas. This has brought about the building of the economy in a vast way that sees everyone benefit from such adventures (Porter, and Curtis, 225).

Globalization has made it easier for outsourcing to take place where a section of labor force can be outsourced to help the company grow. The security personnel can always be outsourced. The equipments that are not directly linked to the meeting of the firm’s objectives can also be outsourced; the things that cannot be outsourced are those that help in directly achieving the goals of the firm, such as the management personnel, and some vital equipment used in production and the monopolistic techniques of producing a product (Dwyer, and John ,27).

3. What should be done with regard to the earthmoving line? What pricing/value issues were discussed in the case?

The earth moving machines should be revalued according to find their real value in the market. The loss or the profit got thereof should recognized in the books. This will help keep this line in check and hence it will bring about proper planning of that sector.

4. Will the market believe the new level of quality and productivity claimed by Fleury for the new product? What actions should Fleury take to help potential customers to see the advantages of the new product?

The customers will not be at a position to accept the quality and the new level of pricing of the new product owing to the fact that they will be looking at the past records and seeing the failures that have come with the company’s products. They will not be convinced with the quality of the new product. This mainly happens because the public image of the firm is distorted (Porter, and Curtis, 445).

Floury should engage in publicity and extensive advertisement of the new product so that it can reach very many potential clients. It should also engage in promotional campaigns to eradicate the unawareness amongst its clients. A research about the tastes and preferences of the customers’ should also be done to ensure what the customers really want (Dwyer, and John, 26).

Works Cited

Dwyer, F R, and John F. Tanner. Business Marketing: Connecting Strategy, Relationships, and Learning. New York: McGraw-Hill Higher Education, 2008. Print.

Hutt, Michael D, and Thomas W. Speh. Business Marketing Management: A Strategic View of Industrial and Organizational Markets. Mason, Ohio [u.a.: Thomson/South-Western, 2004. Print.

Porter, Gary A, and Curtis L. Norton. Using Financial Accounting Information: The Alternative to Debits and Credits. Mason, OH: South-Western/Centgage Learning, 2013. Print.