The Manager B Case Solution

The Harvard Business Review published a case study that primarily focuses on The Manager B. 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, The Manager B 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 The Manager B 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 The Manager B 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 The Manager B to ensure that the company is able to respond to all the changes in the macro-environment. This is because The Manager B cannot control the factors and thus can directly influence the company's operations (Indris & Primiana, 2015). The external environment of The Manager B will be assessed using PESTLE Analysis.

Political

• A stable political environment provides a favorable market growth trend for The Manager B.

• It is important for The Manager B 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 The Manager B by impacting imports and exports.

Economic

• The Manager B 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 The Manager B, signaling the ability of consumers to spend on more products.

• Higher rates of interests can provide The Manager B with more investment opportunities.

• The flexibility in the labor market allows The Manager B to take advantage of higher workforce productivity.

Social

• The selection of appropriate demographic segments has allowed The Manager B to select the right segments of the market that have high growth potential.

• The research on gender roles has helped The Manager B to develop and align communication as well as marketing strategies accordingly.

• The Manager B 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 The Manager B 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).

• The Manager B should maximize its profits by investing in disruptive technologies.

Environmental

• It is crucial for The Manager B to adopt effective waste management practices to reduce environmental pollution (J. K, W. J, & D., 2016).

• The Manager B should adopt eco-friendly products to establish better relationships with the stakeholders.

• The Manager B can take advantage of subsidies offered in renewable technologies to achieve the long-term goal of sustainability.

Legal

• The Manager B should follow proper laws concerning employee health and safety, and anti-discrimination laws to effectively develop HRM.

• Consumer protection laws are also important for The Manager B as it involves the consumer protection from fraudulent marketing (S. Samusenko, S. Plaskova, & A. Prodanova, 2020).

• The Manager B 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 The Manager B’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 The Manager B.

• The industry has a strong product differentiation, and heavy investment is needed for customer acquisition. Thus, The Manager B 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 The Manager B 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.

• The Manager B 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 The Manager B to easily switch their suppliers (Fabbri & F.Klapper, 2016).

• Raw materials can be purchased at lower prices by The Manager B. The company can also switch suppliers for more reasonable pricing.

• The Manager B 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 The Manager B industry is weak.

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

• The Manager B 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 The Manager B can offer lower prices to attract customers.

Threat of Substitute Products or Services

• There are few substitute products available in the industry in which The Manager B operates.

• Expensive substitutes are available in the industry of The Manager B, 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 The Manager B 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 The Manager B operates has highly differentiated products, making it difficult for companies to win each other customers.

• The Manager B can focus on making more differentiated products to gain a strong competitive edge in the market (Zhao, Zuo, & Wu, 2016).

Internal Environmental Analysis

The Manager B 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 The Manager B to identify the company’s internal strengths, weaknesses, opportunities, and threats (Halmaghi, Iancue, & Băcilă, 2017).

SWOT Analysis

Strengths

• The Manager B 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 The Manager B to have a high level of customer engagement (Rizaldi, 2015).

• The Manager B has been successful in building a large product portfolio, so unique and distinctive products can be offered to consumers.

• The Manager B has a strong brand image in the market.

• A low-cost structure of The Manager B has allowed it to manufacture products at lower costs, so they become affordable for consumers to purchase.

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

• The Manager B has invested in the training and development of its employees to keep them motivates, leading to higher efficiency and productivity.

Weaknesses

• The expenditure of The Manager B on its research and development is comparatively less to other competitors of the market.

• The Manager B uses a centralized decision-making process that takes time and reduces operational efficiency (Ahmadi, Dileepan, & K. Wheatley, 2016).

• There are high rental costs because The Manager B operates on more of the rental properties rather than purchasing them.

• There is no workforce diversification in The Manager B. 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, The Manager B can take it as an opportunity to expand its online presence.

• The Manager B can make use of social media platforms to market its products, with more customers interactions.

• Due to more technological developments, The Manager B can make its operations more automated so that overall company costs can be reduced (Ahmadi, Dileepan, & K. Wheatley, 2016).

• Globalization provides an opportunity to The Manager B to expand its operations in multiple countries.

• The Manager B can enter in a niche market and sell distinctive products to gain a competitive advantage.

• The increase in the demand of environmentally friendly goods, The Manager B, 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 The Manager B to buy raw materials at lower costs.

• Numerous players are entering the industry, posing a major threat to The Manager B.

• There has been constant pressure on The Manager B 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 The Manager B.

VRIO Analysis

The Manager B uses VRIO Analysis to assess and evaluate the company resources to determine the competitiveness, and strategic advantage.

Valuable

• The Manager B has a strong brand image and engages in corporate social responsibility.

• The Manager B has a high brand recognition because of the quality of products it offers to its customers (Ariyani & Daryanto, 2018).

• The distribution system of The Manager B is valued all round the world. The company has been able to successfully establish strong relationships with its suppliers.

• The Manager B 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 The Manager B has been able to penetrate the market through its ability to raise large funds.

Rare

• The Manager B operates globally. This global presence has allowed the company to increase its customer base (Miethlich & G. Oldenburg, 2019).

• The Manager B has an organizational culture that promotes more teamwork, innovation, and creativity among its employees, that leads to a competitive advantage.

• Since The Manager B has a global presence, it allows the company to easily adapt to different cultures, norms and values.

• The risk-taking ability of The Manager B is strong. This provides more opportunities to the company to penetrate different markets.

Inimitable

• The inimitable resource for The Manager B is its high-quality products. These products have allowed consumers to make repeat purchases.

• The Manager B operates through multiple locations of stores in different companies, allowing easy access to products.

• Strong marketing communications have been used by The Manager B to attract more customers.

• The Manager B has been using integrated technology that has allowed it to offer competitive pricing to its customers (Ariwibowo, Saputro, & Haryanto, 2021).

• The Manager B maintains an excellent customer service that has enabled it to have a high brand engagement.

Organization

• Strong financial position has allowed The Manager B to explore more product development opportunities.

• The Manager B 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 The Manager B that allow more skills development (Adnan, Abdulhamid, & Sohail, 2018).

• The strong value chain and distribution network has enabled The Manager B to increase its revenue through the sale of its products.

Marketing Mix

Marketing Mix is needed by The Manager B to formulate effective strategies to achieve the company objectives.

Product

• The Manager B 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 The Manager B to its customers. These distinctive products are not easily available at competitors.

• The products of The Manager B are of higher quality, and thus, customers pay more prices for these products.

• The Manager B designs products with traditional designs giving customers more product variety.

• The Manager B 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 The Manager B to its customers.

Price

• The Manager B 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 The Manager B 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 The Manager B to its customers.

Place

• The Manager B uses two channels for its product distribution. This includes online selling and through own stores.

• There are more than multiple stores owned by The Manager B globally. This ensures easy product availability to customers (Pogorelova, Yakhneeva, & Agafonova, 2016).

• The Manager B has partnered with delivery service companies to distribute its products effectively to consumers.

• The Manager B has also adopted an omni-channel distribution system.

Promotion

• The Manager B uses a traditional promotional strategy that involves TV advertisements (Fan, Y.K.Lau, & Zhao, 2015).

• Social media advertisements are also adopted by The Manager B to increase brand awareness.

• The Manager B 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.

• The Manager B 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 The Manager B to attract and retain customers.

Value Chain Analysis

The Manager B can use Value Chain Analysis to identify and assess inter-relationships as well as interdependencies.

Primary Activities

• The Manager B’s primary activities involves the production and selling of products to the final consumers (Mintz, J.Gilbride, & Lenk, 2021).

• The Manager B has a strong relationship with the suppliers. This ensures that the product is received, stored, and distributed in a timely manner.

• Operational activities of The Manager B 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, The Manager B has been able to set up optimal costs as well as efficient delivery processes to deliver the product on time.

• The Manager B invests in its sales and marketing activities to build relationships with customers.

• Marketing funnel approach is used by The Manager B to effectively devise and build sales and marketing activities.

• The Manager B offers both pre-sale and post-sales services to its customers.

Secondary Activities

• The Manager B 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 The Manager B has developed a strong HRM (Linkov, Carluccio, Pritchard, & Bhreasail, 2020).

• The Manager B uses a cost minimization approach to reduce its costs by analyzing the costs associated with training and hiring the employees.

• The Manager B 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 The Manager B are effectively optimized with its inbound, outbound, and operational activities (Maheswari, Yudoko, & Adhiutama, 2019).

Market Penetration Strategies

• The Manager B can increase the capacity of its production so it can reach more of the customers in its existing market.

• The Manager B 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 The Manager B in marketing and sales activities to increase the chances of successful market penetration.

• The Manager B can design and develop a content that increases customer engagement within a particular marketplace.

• The Manager B 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 The Manager B to penetrate the market.

• The Manager B can adopt price cuts in its products to compete in the market. This will give a company a competitive edge over its competitors.

• The Manager B 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 The Manager B to mitigate the risk factors, and to gain customer groups of the market.

• The Manager B 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 The Manager B 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 The Manager B for growth purposes. This will also take into consideration the cultural differences.

• The Manager B 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 The Manager B.

• The Manager B should also invest in brand-building activities as it will give an opportunity to reach more potential customers (C. Koks & M. Kilika, 2016).

• The Manager B 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

• The Manager B can come up with new improvements and modifications in the existing products to attract the market.

• The Manager B 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 The Manager B to develop something new and innovative that can give a competitive advantage (Kalogiannidis & Mavratzas, 2020).

• The Manager B can develop new products by getting into more strategic partnerships.

Diversification Strategies

• The Manager B 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 The Manager B, where the company can enter into a completely new product development phase that does not exist in the current product line.

• The Manager B can also consider to conglomerate by starting a different business.

Conclusion

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

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