Does It Hurt To Ask Case Solution

The Harvard Business Review published a case study that primarily focuses on Does It Hurt To Ask. The following case solution has been designed to give the reader an overview about the business world along with a clear understanding of its growth dynamics. Recently, Does It Hurt To Ask has been subjected to strategic as well as managerial problems that require immediate attention so that they can be resolved to allow future growth, expansion, and competitive edge within the marketplace. This case study solution is being written to provide a strategic solution to Does It Hurt To Ask using various appropriate tools and frameworks. Harvard Business Review’s case studies involve a central problem that is faced by a particular company. The problem identified involves strategic and managerial implications for the company. Therefore, it is important for readers to critically identify the problem Does It Hurt To Ask faces. Moreover, it is also essential to highlight the key stakeholders that are impacted and influenced by the problem identified.

External Environmental Analysis

The external environment holds significant importance for Does It Hurt To Ask to ensure that the company is able to respond to all the changes in the macro-environment. This is because Does It Hurt To Ask cannot control the factors and thus can directly influence the company's operations (Indris & Primiana, 2015). The external environment of Does It Hurt To Ask will be assessed using PESTLE Analysis.

Political

• A stable political environment provides a favorable market growth trend for Does It Hurt To Ask.

• It is important for Does It Hurt To Ask to analyze the pressure groups, and social environment activists. The company can make close collaborations with these groups to achieve company goals (Wang, Wang, & Shi, 2022).

• High restrictions on trade and high levels of taxes can contribute to the complex business environment for Does It Hurt To Ask by impacting imports and exports.

Economic

• Does It Hurt To Ask can benefit from wide-range opportunities in business growth by operating in developing economies (Munro, 2017).

• High GDP can determine the long-term growth strategies of Does It Hurt To Ask, signaling the ability of consumers to spend on more products.

• Higher rates of interests can provide Does It Hurt To Ask with more investment opportunities.

• The flexibility in the labor market allows Does It Hurt To Ask to take advantage of higher workforce productivity.

Social

• The selection of appropriate demographic segments has allowed Does It Hurt To Ask to select the right segments of the market that have high growth potential.

• The research on gender roles has helped Does It Hurt To Ask to develop and align communication as well as marketing strategies accordingly.

• Does It Hurt To Ask has been successful in understanding the norms and cultures of different countries by developing local teams and partnerships (Hueske, Endrikat, & Guenther, 2015).

Technological

• The adoption of innovative marketing techniques that involves communication technologies has allowed Does It Hurt To Ask to collaborate successfully with consumers.

• The company has stayed ahead in the market, and can significantly increase its market share by placing its major focus on emerging technologies (Akpoviroro & Owotutu, 2018).

• Does It Hurt To Ask should maximize its profits by investing in disruptive technologies.

Environmental

• It is crucial for Does It Hurt To Ask to adopt effective waste management practices to reduce environmental pollution (J. K, W. J, & D., 2016).

• Does It Hurt To Ask should adopt eco-friendly products to establish better relationships with the stakeholders.

• Does It Hurt To Ask can take advantage of subsidies offered in renewable technologies to achieve the long-term goal of sustainability.

Legal

• Does It Hurt To Ask should follow proper laws concerning employee health and safety, and anti-discrimination laws to effectively develop HRM.

• Consumer protection laws are also important for Does It Hurt To Ask as it involves the consumer protection from fraudulent marketing (S. Samusenko, S. Plaskova, & A. Prodanova, 2020).

• Does It Hurt To Ask can gain a competitive advantage, and can position itself strongly in the market by protecting intellectual property laws.

Porter’s Five Forces Analysis

Threat of New Entrants

• It is difficult to achieve economies of scale in Does It Hurt To Ask’s industry, making it a weaker force for new entrants.

• There are high capital requirements in the industry. This makes it difficult for new businesses to set up their companies, and compete against Does It Hurt To Ask.

• The industry has a strong product differentiation, and heavy investment is needed for customer acquisition. Thus, Does It Hurt To Ask can focus on innovation to differentiate itself from its competitors (H. Th. Bruijl, 2018).

• There are strict legal requirements to join the industry in which Does It Hurt To Ask operates, making it difficult for new entrants to enter the market.

Bargaining Power of Suppliers

• The bargaining power of suppliers in the industry is weak.

• Does It Hurt To Ask operates in an industry with a higher number of suppliers. This means that suppliers do not have much control over their prices.

• Standardized products that have low switching costs are provided by suppliers allowing buyers like Does It Hurt To Ask to easily switch their suppliers (Fabbri & F.Klapper, 2016).

• Raw materials can be purchased at lower prices by Does It Hurt To Ask. The company can also switch suppliers for more reasonable pricing.

• Does It Hurt To Ask can benefit from a variety of suppliers as it can have multiple suppliers for its various geographical areas (Cho, Ke, & Han, 2019).

Bargaining Power of Buyers

• The bargaining power of buyers in the Does It Hurt To Ask industry is weak.

• There is a high product differentiation in the industry, making it difficult for buyers to switch to alternative firms.

• Does It Hurt To Ask can come with differentiated and innovative products to attract more buyers of the industry (Zhao, Zuo, & Wu, 2016).

• Buyers of this industry has low incomes. This means they prefer to purchase items at lower prices, making them more price sensitive. Organizations like Does It Hurt To Ask can offer lower prices to attract customers.

Threat of Substitute Products or Services

• There are few substitute products available in the industry in which Does It Hurt To Ask operates.

• Expensive substitutes are available in the industry of Does It Hurt To Ask, making it difficult for buyers to switch to those substitutes (Aithal, 2016).

Rivalry Among Existing Firms

• The rivalry among existing firms is moderate to weak.

• There are few competitors in the industry in which Does It Hurt To Ask operates.

• A large market share is enjoyed by fewer firms in the industry. This means that more competitive actions will be made to become leaders in the market (Seema, 2016).

• The industry in which Does It Hurt To Ask operates has highly differentiated products, making it difficult for companies to win each other customers.

• Does It Hurt To Ask can focus on making more differentiated products to gain a strong competitive edge in the market (Zhao, Zuo, & Wu, 2016).

Internal Environmental Analysis

Does It Hurt To Ask can use internal environmental analysis to identify and evaluate the competitive positioning of a company in the business environment. This involves conducting a SWOT Analysis that can help Does It Hurt To Ask to identify the company’s internal strengths, weaknesses, opportunities, and threats (Halmaghi, Iancue, & Băcilă, 2017).

SWOT Analysis

Strengths

• Does It Hurt To Ask has a strong distribution network that has allowed it to make its products available to large customers within the given timeframe.

• A strong presence on social media platforms has allowed Does It Hurt To Ask to have a high level of customer engagement (Rizaldi, 2015).

• Does It Hurt To Ask has been successful in building a large product portfolio, so unique and distinctive products can be offered to consumers.

• Does It Hurt To Ask has a strong brand image in the market.

• A low-cost structure of Does It Hurt To Ask has allowed it to manufacture products at lower costs, so they become affordable for consumers to purchase.

• The financial position of Does It Hurt To Ask is strong as the company has generated higher profits over the past years (Phadermrod, M.Crowder, & B.Wills, 2019).

• Does It Hurt To Ask has invested in the training and development of its employees to keep them motivates, leading to higher efficiency and productivity.

Weaknesses

• The expenditure of Does It Hurt To Ask on its research and development is comparatively less to other competitors of the market.

• Does It Hurt To Ask uses a centralized decision-making process that takes time and reduces operational efficiency (Ahmadi, Dileepan, & K. Wheatley, 2016).

• There are high rental costs because Does It Hurt To Ask operates on more of the rental properties rather than purchasing them.

• There is no workforce diversification in Does It Hurt To Ask. This makes it difficult for the employees to adjust with the different workers who belong to different backgrounds.

Opportunities

• Since the online shopping has increased significantly, Does It Hurt To Ask can take it as an opportunity to expand its online presence.

• Does It Hurt To Ask can make use of social media platforms to market its products, with more customers interactions.

• Due to more technological developments, Does It Hurt To Ask can make its operations more automated so that overall company costs can be reduced (Ahmadi, Dileepan, & K. Wheatley, 2016).

• Globalization provides an opportunity to Does It Hurt To Ask to expand its operations in multiple countries.

• Does It Hurt To Ask can enter in a niche market and sell distinctive products to gain a competitive advantage.

• The increase in the demand of environmentally friendly goods, Does It Hurt To Ask, can place its major focus on making such products (E.Quezada, A.Reinao, & I.Palominos, 2019).

Threats

• In recent times, there has been an increase in the bargaining power of suppliers, making it difficult for Does It Hurt To Ask to buy raw materials at lower costs.

• Numerous players are entering the industry, posing a major threat to Does It Hurt To Ask.

• There has been constant pressure on Does It Hurt To Ask to conduct frequent research to understand the changing customer tastes and preferences (Kolbina, 2015).

• Technological advancements require workforce training. This adds to the costs of Does It Hurt To Ask.

VRIO Analysis

Does It Hurt To Ask uses VRIO Analysis to assess and evaluate the company resources to determine the competitiveness, and strategic advantage.

Valuable

• Does It Hurt To Ask has a strong brand image and engages in corporate social responsibility.

• Does It Hurt To Ask has a high brand recognition because of the quality of products it offers to its customers (Ariyani & Daryanto, 2018).

• The distribution system of Does It Hurt To Ask is valued all round the world. The company has been able to successfully establish strong relationships with its suppliers.

• Does It Hurt To Ask focuses on continuous innovation in its business. The company has expanded this innovation in its multiple functional areas.

• There are potential growth opportunities in the market, and Does It Hurt To Ask has been able to penetrate the market through its ability to raise large funds.

Rare

• Does It Hurt To Ask operates globally. This global presence has allowed the company to increase its customer base (Miethlich & G. Oldenburg, 2019).

• Does It Hurt To Ask has an organizational culture that promotes more teamwork, innovation, and creativity among its employees, that leads to a competitive advantage.

• Since Does It Hurt To Ask has a global presence, it allows the company to easily adapt to different cultures, norms and values.

• The risk-taking ability of Does It Hurt To Ask is strong. This provides more opportunities to the company to penetrate different markets.

Inimitable

• The inimitable resource for Does It Hurt To Ask is its high-quality products. These products have allowed consumers to make repeat purchases.

• Does It Hurt To Ask operates through multiple locations of stores in different companies, allowing easy access to products.

• Strong marketing communications have been used by Does It Hurt To Ask to attract more customers.

• Does It Hurt To Ask has been using integrated technology that has allowed it to offer competitive pricing to its customers (Ariwibowo, Saputro, & Haryanto, 2021).

• Does It Hurt To Ask maintains an excellent customer service that has enabled it to have a high brand engagement.

Organization

• Strong financial position has allowed Does It Hurt To Ask to explore more product development opportunities.

• Does It Hurt To Ask is successfully maintaining the efficiency and effectiveness of its business operations with the help of more integrated and advanced technology.

• Employees are given both in-house and off-the-job training opportunities by Does It Hurt To Ask that allow more skills development (Adnan, Abdulhamid, & Sohail, 2018).

• The strong value chain and distribution network has enabled Does It Hurt To Ask to increase its revenue through the sale of its products.

Marketing Mix

Marketing Mix is needed by Does It Hurt To Ask to formulate effective strategies to achieve the company objectives.

Product

• Does It Hurt To Ask has five product categories. Each of these categories has a product line that involves more variety of products (Išoraitė, 2016).

• Highly differentiated products are offered by Does It Hurt To Ask to its customers. These distinctive products are not easily available at competitors.

• The products of Does It Hurt To Ask are of higher quality, and thus, customers pay more prices for these products.

• Does It Hurt To Ask designs products with traditional designs giving customers more product variety.

• Does It Hurt To Ask offers multiple sizes for its every product to make it easy for its customers to select the right product.

• Warranty and same-day delivery option if also provided by Does It Hurt To Ask to its customers.

Price

• Does It Hurt To Ask follows a competitive pricing strategy.

• To attract more customers, bundle pricing has also been used by the company.

• Little higher prices are charged for products that are sold online because of the delivery costs (Thabit & Raewf, 2018).

• Optional product pricing strategy is also adopted by Does It Hurt To Ask for some of its products, such as a base product is offered for a certain price, and there are separate prices for its accessories.

• Regular promotional prices are also offered by Does It Hurt To Ask to its customers.

Place

• Does It Hurt To Ask uses two channels for its product distribution. This includes online selling and through own stores.

• There are more than multiple stores owned by Does It Hurt To Ask globally. This ensures easy product availability to customers (Pogorelova, Yakhneeva, & Agafonova, 2016).

• Does It Hurt To Ask has partnered with delivery service companies to distribute its products effectively to consumers.

• Does It Hurt To Ask has also adopted an omni-channel distribution system.

Promotion

• Does It Hurt To Ask uses a traditional promotional strategy that involves TV advertisements (Fan, Y.K.Lau, & Zhao, 2015).

• Social media advertisements are also adopted by Does It Hurt To Ask to increase brand awareness.

• Does It Hurt To Ask takes part in various events and exhibitions as a way of promoting its products.

• Large sales force is used to provide the customers with a more personal experience.

• Does It Hurt To Ask also makes use of influencer marketing to increase the demand for its products.

• Regular content and deals are posted on the social media pages of Does It Hurt To Ask to attract and retain customers.

Value Chain Analysis

Does It Hurt To Ask can use Value Chain Analysis to identify and assess inter-relationships as well as interdependencies.

Primary Activities

• Does It Hurt To Ask’s primary activities involves the production and selling of products to the final consumers (Mintz, J.Gilbride, & Lenk, 2021).

• Does It Hurt To Ask has a strong relationship with the suppliers. This ensures that the product is received, stored, and distributed in a timely manner.

• Operational activities of Does It Hurt To Ask are effectively aligned.

• For inbound logistics, after the arrival of raw material, the company processes it to manufacture the final product (Hasan, Nekmahmud, & Yajuan, 2019).

• In terms of outbound logistics, Does It Hurt To Ask has been able to set up optimal costs as well as efficient delivery processes to deliver the product on time.

• Does It Hurt To Ask invests in its sales and marketing activities to build relationships with customers.

• Marketing funnel approach is used by Does It Hurt To Ask to effectively devise and build sales and marketing activities.

• Does It Hurt To Ask offers both pre-sale and post-sales services to its customers.

Secondary Activities

• Does It Hurt To Ask has an effective infrastructure that has allowed the company to successfully optimize its value chain.

• The competitive pressure in terms of employee skill development, motivation, and commitment is reduced as Does It Hurt To Ask has developed a strong HRM (Linkov, Carluccio, Pritchard, & Bhreasail, 2020).

• Does It Hurt To Ask uses a cost minimization approach to reduce its costs by analyzing the costs associated with training and hiring the employees.

• Does It Hurt To Ask has been using integrated technology in its value chain activities. This includes technological customer support, research and data analytics concerning product design, and automated software.

• The procurement activities of Does It Hurt To Ask are effectively optimized with its inbound, outbound, and operational activities (Maheswari, Yudoko, & Adhiutama, 2019).

Market Penetration Strategies

• Does It Hurt To Ask can increase the capacity of its production so it can reach more of the customers in its existing market.

• Does It Hurt To Ask can focus on controlling the overhead costs so that it can offer competitive pricing that can attract customers of the market (Dawes, 2018).

• Investments can be made by Does It Hurt To Ask in marketing and sales activities to increase the chances of successful market penetration.

• Does It Hurt To Ask can design and develop a content that increases customer engagement within a particular marketplace.

• Does It Hurt To Ask can assess and identify more enhanced distribution networks (Radpour, Mondal, & Kumar, 2017).

• Improved distribution systems and supply chains can improve the product accessibility for the customers, making it easier for Does It Hurt To Ask to penetrate the market.

• Does It Hurt To Ask can adopt price cuts in its products to compete in the market. This will give a company a competitive edge over its competitors.

• Does It Hurt To Ask can plan strategies where it can focus on acquiring the leading players of the market. Such acquisitions will give the company an opportunity to reach more customer segments.

• Strategic partnerships and joint ventures agreements can be signed by Does It Hurt To Ask to mitigate the risk factors, and to gain customer groups of the market.

• Does It Hurt To Ask can come up with new and innovative features in its already existing product for the market (Daouda, Barth, & T. M. Ingenbleek, 2019).

Market Development Strategies

• It is important for Does It Hurt To Ask to invest in the research and development department so potential markets can be identified (Hilman, Bohari, & Abdullah, 2018).

• Regional expansion strategy can be used by Does It Hurt To Ask for growth purposes. This will also take into consideration the cultural differences.

• Does It Hurt To Ask should also consider to expand its business operations in the international market. This will allow access to a larger customer base.

• New customer groups and segments should be explored by Does It Hurt To Ask.

• Does It Hurt To Ask should also invest in brand-building activities as it will give an opportunity to reach more potential customers (C. Koks & M. Kilika, 2016).

• Does It Hurt To Ask should consider the market education in terms of its product. The company can significantly increase its sales by giving product awareness to new segments.

Product Development Strategies

• Does It Hurt To Ask can come up with new improvements and modifications in the existing products to attract the market.

• Does It Hurt To Ask should undergo the NPD process, so the company is able to assess and identify new points for its customers.

• Regular investments in the research and development will help Does It Hurt To Ask to develop something new and innovative that can give a competitive advantage (Kalogiannidis & Mavratzas, 2020).

• Does It Hurt To Ask can develop new products by getting into more strategic partnerships.

Diversification Strategies

• Does It Hurt To Ask can adopt vertical diversification to develop business. This can be done by adding more products to the existing portfolio (Kalogiannidis & Mavratzas, 2020).

• Horizontal integration can also be adopted by Does It Hurt To Ask, where the company can enter into a completely new product development phase that does not exist in the current product line.

• Does It Hurt To Ask can also consider to conglomerate by starting a different business.

Conclusion

Based on all the models and frameworks discussed above, it is concluded that Does It Hurt To Ask should focus on widening the existing product portfolio. Moreover, the psychological pricing strategy can be adopted. Does It Hurt To Ask should also maintain close relationships with its suppliers to benefit from lower prices. Similarly, Does It Hurt To Ask should develop more integrated outbound logistics for its perishable items. It is also important to continue producing quality and innovative products, so Does It Hurt To Ask is less affected by the new emerging competition in the industry.

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