Project #34493 - Marketing

This is a case analysis for an Advanced marketing management class - This is a short 4 page case to read - Needs to be done proper but professional is not needed - Below are guidelines/directions that were provided followed by the brief and questions to consider:

 

CASE ANALYSIS GUIDE

 

 

A case report is a modified staff report.  The purpose of the report is to convey the results of your analysis of a situation and set forth a program of action for strengthening the operations of the organization or particular elements of the organization.  The following is a description of the format, standards, and guidelines which you are to follow in your case reports.

 

A case report should include a brief introduction indicating the explicit purpose of your report.  Clearly identify your understanding of the problem at hand, and include a brief explanation or illustration of the major issues and sub-issues that must attended to by the organization if it is to resolve the primary problem.  Do not leave it to the reader to guess what the major problem is. 

 

Once you have identified the problem and sub-problems/issues you should indicate the various alternative courses of action which remain open to the organization and enable it to resolve the current and impending problem(s).  As such, you may itemize these alternatives in the form of brief but complete statements that reflect the timing of action, sequence of events and priorities attached to these alternatives.  You should try to exhaust all possible alternatives that are identified in the case as well as any additional alternatives that you believe to be viable and worthy of management's consideration.  It is important that the alternative courses of action which you identify reflect a total managerial approach to the operations of the entire organization. 

 

In light of the above you should be ready to offer a recommendation to management.  This recommendation should be stated in detail; indicate what is to be done, who is to do it, when it is to be done, and how it is to be done.  Indicate what problem will be resolved by the specific course(s) of action you recommend.  Note that it is important that you use the facts of the case wherever possible.  Facts may be referenced to support your recommendation(s). 

 

Alternatives should be mentioned only when deemed relevant and significant to your analysis.  If considered,  in your evaluation, briefly review the alternatives and the reasons for their acceptance or rejection.  If you make any recommendation that is based upon some assumption, it is necessary to indicate its appropriateness and insure that it is reasonable and realistic.

 

Again, the recommendations must constitute a plan of action that will solve the major issues and sub-issues, prevent a recurrence of similar problems, and move the firm forward in terms of the objectives of the organization and its decision makers. 

 

If facts are lacking or unobtainable, you may recommend an investigation or gathering of data prior to action.  However, you should not postpone the crafting of managerial decisions pertaining to the problem at hand because data is not available.  State what data will be required, how it will be collected and analyzed and specify the decision rules that you will use to act on that information.  Having done so will eliminate the need for your supervisor to return to you for further advice. 

 

As in any business decision/problem situation, an evaluation of the competitive situation and strengths and weaknesses of the organization should be undertaken.  In addition, consideration of future problems or peripheral questions may be included if deemed appropriate. 

Questions for the Haverwood Furniture, Inc. (B) Case

The following questions are designed to guide you through some of the major elements of the Haverwood (B) case. 

1. What is the role of personal selling in developing sustained and profitable trade relations?

2. What are the pros and cons of giving the Lea-Meadows line to the Haverwood sales force?

3. What will be the impact on the sales effort if the Lea-Meadows line is given to the Haverwood sales force if there no increase in sales force size?

4. What are the costs and benefits of adding additional sales reps versus using sales agents?

5. What impact will the addition of the Lea-Meadows line have on Haverwood's costs if the sales force are required to make more frequent visits to its customers?

6. Under what conditions, if any, should Haverwood give the upholstery line to it own sales force?

This case is due Tuesday, July 1st and is the final optional individual written case analysis.  

This case is relatively short, but this case involves a considerable amount of calculations.  The chapter material is VERY relevant to the solution of this case.  Note that it is essential that you read Haverwood "A" (pp. 294-305) in order to become familiar with the background of Haverwood.  Do NOTsolve the problems mentioned in Haverwood "A" since they are not related to the problems and analyses introduced in Haverwood "B".  Focus your analysis on the issues presented in Haverwood “B” (pp. 306-308).  This case involves the application of the “sales force allocation model” and you will need to use this tool in your analyses.

 

 

Subject Business
Due By (Pacific Time) 06/01/2014 12:00 am
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