Executive MBA

Case Study Assignment Feedback: February, 2011

Subject: Strategic Excellence

Name of the Student: Partha Pratim Datta

Enrollment Number: 6010090809157.

1. Case: Emerging Markets Strategy: Nokia Life Tools for Rural Markets
Question (a)
The question requires discussing whether Nokia’s emerging markets strategy created a win-win
situation for the company, its rural customers and its business partners who provided
telecommunication services or the content on agriculture, education and entertainment.
The answer presents arguments in support of the statement that Nokia’s emerging markets
strategy created a win-win situation for the company, its rural customers and its business
partners. It justifies its arguments by explaining the benefits accrued to the company, to users
and to the business partners. It explains the benefits to the company like establishing as a
market leader, penetrating to newer market for gaining market share, consolidating the position
in the market etc. The response also describes the benefits to the customers like farmers
increased productivity through updated information about weather, market etc. and students
benefited from enhancing job skills etc. The answer also discusses various benefits to business
partners in terms of popularizing the partners’ products etc.
The answer would have gained value if it had discussed the benefits of the strategy to its
business partners who provided service to its customers.
Question (b)
The question has two parts. The first part of the question requires analyzing the marketing mix
adopted by Nokia in the emerging markets like India. For the second part of the question, the
question requires discussing the issues and challenges faced by Nokia in targeting the rural
markets in India.
For the first part of the question, the answer discusses 4P’s of marketing mix adopted by Nokia
in the emerging markets like India. It clearly explains the importance of marketing mix
elements to Nokia for pursuing its marketing objectives in the target market like rural India.
The second part explains the various issues and challenges faced by Nokia while entering the
rural market like India. It explicates the challenges such as scope of subjects to be covered
through NTL services, poor infrastructure, replicating the model in other states, delivering
updated information in specific areas like commodity prices etc.
The answer covers relevant points elaborately.

2. Case: Starbucks: Back to Basics?

Question (a)
The question requires discussing in detail the reasons for the falling popularity of Starbucks in
2008.
The answer discusses various reasons for falling popularity of the company in 2008. It
considers internal and external factors for explaining the reasons. It explains the external
factors like economic slowdown in the US that affected the customers’ spending habit,
publication of an article regarding offering unhealthy fast foods at the counter, controversy
 with Ethiopian Government and threat from competitors. The internal factors such as loss of
customer value proposition, dilution of brand value, lack of customer service etc.
The answer would have added value if it had presented a brief background of Starbucks.
Question (b)
The question has two parts. The first part of the question requires discussing the
transformational initiatives implemented by Starbucks. For the second part of the question, the
question requires substantiating the stand whether these initiatives implemented by the
company will help in stopping the slide in footfalls and earnings.
For the first part of the question, it discusses the various transformational initiatives
implemented by Starbucks. It explains the initiatives like reinventing by going back to basics
by closing down 7100 stores for 3 hours to provide training to employees, etc., launching new
products, opening new stores to mitigate losses, initiating customer-centric approach by
improving customer service, introducing loyalty programs etc. and strengthening of
relationship with conservation International (CI). The second part states that the initiatives
launched by the company would definitely yield result. It revisits the initiatives and explains
how these initiatives will help in stopping the slide in footfalls and earnings.
As the answer covers relevant points, the response is acceptable.
3. Case: Problems at China Airlines
Question (a)
The question needs analyzing the external and internal factors which hampered China Airlines’
operations over the years.
The answer discusses the internal and external environments which hampered China Airlines’
operations. Under internal factors, it explains the issues like having poor safety records in
terms of inexperienced pilot in flying commercial plane, low concentration on aircraft
maintenance, repair and operation facilities, lack of customer service from crew and
unnecessary reduction of cost. Under internal environment, the answer discusses the issues like
political environment, competition from low cost carriers etc.
The answer covers relevant points and discusses how these factors affected the airlines’
operations over the years.
Question (b)
The question has two parts. For the first part of the question, the explanation should present an
analysis of the efforts undertaken by the airline to restore its image and regain consumer
confidence. The second part of the question requires justifying the stand whether China
Airlines’ business prospects could be enhanced by improving in cross-strait relations between
Taiwan and mainland China and if not, it requires discussing the possible strategies to be
adopted by the airline.
For the first part of the question, the answer discusses the efforts undertaken by the airlines to
restore its image and regain customer confidence. It explicates the efforts like improving safety
standards through safety awareness training program, bringing uniformity in the fleet in terms
of retaining on model to cut operation costs, revamping human resource policies through the
reduction of hiring pilots from military background, giving training at regular intervals etc. The
second part of the answer presents arguments in support of the thought that improvements in
cross-trait relations between Taiwan and mainland China could enhance business prospects of
the airlines. It justifies its stand in terms of getting more business volume in terms of passenger
and revenue and flying to more airports. Besides the initiatives, the answer suggests a few
points for China Airlines’ to do better. It states that the airlines’ should change the business
model, set up regional and sub-regional hubs, providing training for upgrading skills etc.
4. Case: Bajaj Auto limited’s Business Strategy- From Market Leader to Follower
Question (a)
The question has two parts. The first part of question requires analyzing the transformation
initiative started by Bajaj Auto in 2001. For the second part of the question, the explanation
needs to substantiate the stand whether the initiatives adopted by the company was successful
in achieving its strategic objective.
For the first part of the question, the answer discusses the various reasons that led the company
to adopt transformation initiatives in 2001. It discusses initiatives started by the company,
reasons for adopting these strategies and outcomes of the initiatives. It explains the initiatives
like sales promotion, brand repositioning, differentiating products and brand image through
parameters like innovation, speed and perfection, designing model for semi-urban and rural
customers, focusing on R&D etc. The second part presents arguments stating that the strategy
adopted by the company was successful. It justifies the stand by describing the outcomes of
each initiative.
The answer covers relevant points.
Question (b)
The question has three parts. For the first part of the question, the answer should explain the
reasons for Bajaj losing its leadership status in the Indian two wheeler industry. The second
part of the question should analyze the most important reasons for the company losing
leadership status. For the third part of the question, it requires discussing the measures to be
taken by the company to increase its market share in the Indian two wheeler industry.
For the first part of the question, the answer discusses various reasons for the company to lose
its leadership status in the Indian two wheeler industry. It explains the reasons like complacent
to the market changes, demographic shift led to change in customer preferences, change in
economic policy led to entry of foreign companies, failure to launch innovative products,
failure to effectively position the company’s image etc. The second part discusses the most
important reason for losing leadership position to be wrong choice and faulty execution of the
strategy. It states that the company failed to sense the opportunity in the two wheeler industry.
For the third part of the question, the answer suggests measures for Bajaj to increase its market
share. It explains the measures like graduating customers to higher segment bikes, focusing on
gearless scooters, improving customer service at service centers etc.
Though the answer covers relevant points, it could have discussed the reasons that failed to
formulate and implement a value creating strategy.
5. Case: Mr. Clean Car Wash: Procter & Gamble’s Foray into Services
Question (a)
The question has two parts. The first part of the question should evaluate the decision of P&G
to enter highly competitive car wash market. For the second part of the question, the answer
requires analyzing the choice of franchising model for the business.
For the first part of the question, the answer explains the motives of P&G to enter into highly
competitive car wash market. It discusses the reasons with proper justifications. It explicates
the reasons like having well established brand image of own car wash products, high consumer
spending on services, lucrative business as market capitalization worth $5 billion, highly
fragmented car wash market etc. The second part discusses the advantage of franchising model
in a nutshell. It explains the advantages like reducing financial risk and discusses the activities
carried out by the company to strengthen the franchising network.
 The answer could have been more comprehensive for the second part of the question. It should
discuss the advantage of franchising model in terms of expansion strategy, market penetration,
motivation and controlling the quality of the service.
Question (b)
The question has two parts. The first part of the question requires discussing the challenges
faced by P&G in diversifying and establishing business in the service sector. For the second
part of the question, the answer requires substantiating the stand whether P&G would be able
to manage the value chain and create a sustainable competitive advantage in the service
industry.
For the first part of the question, the answer explains the various challenges faced by P&G in
diversifying and establishing business in the service sector. It discusses the challenges like lack
of business experience, lack of infrastructure facility, lack of knowledge regarding managing
franchising model of business, meeting high customer expectations etc. The second part
presents arguments in support of view that P&G would sustain in the service industry by
creating a competitive advantage. It explains the reasons like tried and tested business model,
providing support to franchisees, selecting appropriate franchisees, using its FMCG experience
to target customers etc.
Though the answer covers many relevant points in the first part of the question, the answer
falls short in explaining major points. The major challenges can be faced by P&G like difficult
to define and establish specific standards for delivering quality service, non-existence of time
gap, importance of prompt service and difficulty in evaluating service quality.
6. Case: Anomaly: Not Just Another Ad Agency
Question (a)
The question requires discussing the factors that are causing changes in the business model of
the advertising industry.
The answer presents a lengthy discussion on the factors that are causing changing traditional
modes of advertising. It explains the factors like technology innovation, need for integrated
solutions, advent of social online community etc. It does not address the intent of the question.
The answer has to be more comprehensive. It merely presents a difference between traditional
advertising modes and online advertising. In this case, traditional business model followed by
the advertising agencies have been changed because the way of doing the work and the
responsibilities handled by the advertising agencies have been changed. In this regard, the
answer has to bring down points regarding the cause of changing business model in advertising
industry. It could have focused on the issues of operating environment etc.
Question (b)
The question has three parts. For the first part of the question, the answer has to discuss the
most important structural and functional aspects of Anomaly’s business model. The second
part requires discussing the drawbacks of the business model. For the third part, the answer has
to present arguments whether the business model will be a sustainable competitive advantage
for the company in a long run.
For the first part of the question, the answer discusses the value what a customer would get
from the service and revenue generation approaches. These two components of business model
is discussed in a detailed manner. The second part of the answer explains the drawbacks of the
adopted business model. It states the drawbacks like requires new understanding from clients
and neglecting customer involvement in getting designing inputs. For the third part of the
question, the answer discusses the arguments in support of the existing model that would
provide a sustainable competitive advantage to the company in a long run.
 Though the answer covers many relevant points, it could have discussed functional aspects of
value chain structure and position in value network which would deliver more value to the
customers.
Thus, the answer covers relevant points.
7. Case: Trader Joe’s: A Unique Customer Experience
Question (a)
The question needs presenting viewpoints whether Trader Joe’s differentiation strategy helped
the company to overcome competition.
The answer presents viewpoints in support of differentiation strategies adopted by Trader’s
Joes helped the company to overcome competition. It discusses various strategies adopted by
the organization like maintaining a unique work culture led to increase operational efficiency
in the store, providing customer experience in the store, offering a wide variety of products not
available in other stores, affordable pricing of the products etc. It discusses how these
mentioned strategies helped the company to overcome competition. It states that these
strategies helped in lowering the buyer’s overall cost of using the product, enhancing customer
satisfaction etc.
Thus, the answer covers relevant points.
Question (b)
The question requires discussing the HR strategy and the supply chain strategy at Trader Joe’s
and the contribution of these strategies to the competitiveness of the retailer.
The answer discusses the HR strategy and the supply chain strategy at Trader Joe’s. While
discussing the HR strategy, it explains the HR practices like recruitment, selection, training of
employees etc., adopting flat organization structure, adopting transparent performance
appraisal system etc. It also discusses the supply chain strategies and its significance in
achieving competitiveness.
Thus, the answer covers relevant points.
8. Case: Voltas Ltd.: From Turnaround to the ‘Big Bang’
Question (a)
The question requires explaining the external and internal environmental factors that caused the
downturn of Voltas in the late 1990s.
The answer discusses various issues regarding the external and internal environmental factors
that caused the downturn of the company. It explains the factors such as- excessive capital
investment in production, low returns amounting to debt burden, high fixed cost, failure to
change work culture and attitude, failure to see opportunity, failure to anticipate change in
customer preferences, not effective distribution channel system and low brand equity.
Though the answer covers relevant points, it would have gained value if it had categorized the
issues under the external and internal environment.
Question (b)
The question needs to justify the stand whether Voltas was wise to invest to grow in the retail
AC market, rather than in the institutional market.
The answer presents arguments in support of the decision of Voltas to invest to grow in the
retail AC market. It states the various reasons to support the stand stated. It explains the
reasons like forecasted growth of retail AC market, change in the government policy regarding
taxes, change in income levels, non-availability low range AC, superior technology etc. It
 makes a conclusion by saying that the diversification to retail AC sector by the company led to
achieve lost market leadership position.
Thus, the answer covers relevant points.
9. Case: H&M’s Supply Chain Management Practices
Question (a)
The question has two parts. The first part of the question requires examining the various factors
that helped H&M to emerge as one of the players in the global fast fashion industry. The
second part needs discussing the measures to be taken by H&M to compete with competitors
like Wal-Mart, Zara and Target Stores.
For the first part of the question, the answer examines the factors on the line of quality fashion,
bringing in new design etc. It explains the factors like introducing new and innovative design,
establishing effective procurement system of raw materials, having an effective order
processing, tracking and distribution system, focusing on sales and marketing management etc.
The second part explains the various measures taken by the company to compete with Wal-
Mart, Zara and Target Stores. It states the measures like outsourcing non-core activities,
selecting third party supplier, well crafted production procedure, continuous launch of
products, instead, two main collections in spring and autumn etc.
Thus, the answer covers relevant points.
Question (b)
The question requires discussing how the company attempted to use its supply chain
management practices as a source of competitive advantage with respect to store management
practices at H&M.
Given the effective stores management at H&M, the answer explains the steps taken by the
company to use its supply chain management practices as a source of competitive advantage. It
discusses the procedures adopted for both its upstream supplier networks and the downstream
distribution networks. It discusses how the company takes note of design changes whenever
customers demand to the fulfillment of the customer order.
The answer follows a logical process and covers relevant points.
10. Case: JC Penney’s People Strategy: Setting the Right Climate for Human Resource
Development
Question (a)
The question has two parts. For the first part of the question, it requires presenting viewpoints
regarding Mike Ullman’s decision to change the century-old culture at JCP just after a
successful turnaround of the company. The second part of the question requires justifying the
stand whether the cultural change at JCP would help in achieving the goals of reducing attrition
rate of employees, attracting new talent from outside and increasing the effectiveness of the
company’s coaching program.
For the first part of the question, the answer discusses the reasons for Mike Ullman to change
the old culture in JC Penney. It states the reasons like rigid organization structure, negative
company image, non-conducive working environment etc. The second part of the question is
not clearly answered. The answer discusses the initiatives taken by Ullman and the benefits of
turnaround process.
The first part of the answer covers the intent of the question. For the second part of the
question, the answer should be presented in a logical manner. It could have explained the
cultural changes adopted by Ullman and provided justification whether these changes helped
the company to achieve the goals of reducing attrition rate of employees, attracting new talent
 from outside and increasing the effectiveness of the company’s coaching program. In this
regard, each factor could have analyzed by taking their outcomes into consideration.
Question (b)
The question has two parts. For the first part of the question, it requires discussing the lessons
that it carries for other companies from the JCP culture change initiatives. The second part of
the question requires discussing the strategies to be adopted by the company to keep the
momentum of change in its favor in the future.
For the first part of the question, the answer discusses the lessons that it carries for other
companies from the JCP’s cultural change initiative. It explains the lessons like adoption of top
down approach and involvement of the top management, change to be consultative, democratic
and inclusive, incremental change to be preferred over radical change etc. The second part of
the answer suggests a few strategies to be adopted to keep the momentum of changes in the
company’s favor in the future. It suggests strategies like continuing with mentoring process and
on the job training and involvement of the top management.
Though the answer covers relevant points, it could have gained value if it had discussed few
points like creating an environment for change, framing easy to understand policies, gaining
acceptance from employees etc.

Note: Overall, performance in the subject ‘Strategic Excellence’ is found to

be acceptable. This subject has been passed and the grade awarded in
this subject is ‘Good’. However, certain areas of concern have been
pointed out in the feedback above. You are required to address these
concerns for improving performance in future assignments.