Mario Laborin and the Turnaround of Mexico s Nacional Financiera A Case Solution

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

Political

• A stable political environment provides a favorable market growth trend for Mario Laborin and the Turnaround of Mexico s Nacional Financiera A.

• It is important for Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A by impacting imports and exports.

Economic

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A, signaling the ability of consumers to spend on more products.

• Higher rates of interests can provide Mario Laborin and the Turnaround of Mexico s Nacional Financiera A with more investment opportunities.

• The flexibility in the labor market allows Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to take advantage of higher workforce productivity.

Social

• The selection of appropriate demographic segments has allowed Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to select the right segments of the market that have high growth potential.

• The research on gender roles has helped Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to develop and align communication as well as marketing strategies accordingly.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A should maximize its profits by investing in disruptive technologies.

Environmental

• It is crucial for Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to adopt effective waste management practices to reduce environmental pollution (J. K, W. J, & D., 2016).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A should adopt eco-friendly products to establish better relationships with the stakeholders.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can take advantage of subsidies offered in renewable technologies to achieve the long-term goal of sustainability.

Legal

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A should follow proper laws concerning employee health and safety, and anti-discrimination laws to effectively develop HRM.

• Consumer protection laws are also important for Mario Laborin and the Turnaround of Mexico s Nacional Financiera A as it involves the consumer protection from fraudulent marketing (S. Samusenko, S. Plaskova, & A. Prodanova, 2020).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A’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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A.

• The industry has a strong product differentiation, and heavy investment is needed for customer acquisition. Thus, Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to easily switch their suppliers (Fabbri & F.Klapper, 2016).

• Raw materials can be purchased at lower prices by Mario Laborin and the Turnaround of Mexico s Nacional Financiera A. The company can also switch suppliers for more reasonable pricing.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A industry is weak.

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

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can offer lower prices to attract customers.

Threat of Substitute Products or Services

• There are few substitute products available in the industry in which Mario Laborin and the Turnaround of Mexico s Nacional Financiera A operates.

• Expensive substitutes are available in the industry of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A, 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A operates has highly differentiated products, making it difficult for companies to win each other customers.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can focus on making more differentiated products to gain a strong competitive edge in the market (Zhao, Zuo, & Wu, 2016).

Internal Environmental Analysis

Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to identify the company’s internal strengths, weaknesses, opportunities, and threats (Halmaghi, Iancue, & Băcilă, 2017).

SWOT Analysis

Strengths

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to have a high level of customer engagement (Rizaldi, 2015).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has been successful in building a large product portfolio, so unique and distinctive products can be offered to consumers.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has a strong brand image in the market.

• A low-cost structure of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has allowed it to manufacture products at lower costs, so they become affordable for consumers to purchase.

• The financial position of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A is strong as the company has generated higher profits over the past years (Phadermrod, M.Crowder, & B.Wills, 2019).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has invested in the training and development of its employees to keep them motivates, leading to higher efficiency and productivity.

Weaknesses

• The expenditure of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A on its research and development is comparatively less to other competitors of the market.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A uses a centralized decision-making process that takes time and reduces operational efficiency (Ahmadi, Dileepan, & K. Wheatley, 2016).

• There are high rental costs because Mario Laborin and the Turnaround of Mexico s Nacional Financiera A operates on more of the rental properties rather than purchasing them.

• There is no workforce diversification in Mario Laborin and the Turnaround of Mexico s Nacional Financiera A. 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, Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can take it as an opportunity to expand its online presence.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can make use of social media platforms to market its products, with more customers interactions.

• Due to more technological developments, Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can make its operations more automated so that overall company costs can be reduced (Ahmadi, Dileepan, & K. Wheatley, 2016).

• Globalization provides an opportunity to Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to expand its operations in multiple countries.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can enter in a niche market and sell distinctive products to gain a competitive advantage.

• The increase in the demand of environmentally friendly goods, Mario Laborin and the Turnaround of Mexico s Nacional Financiera A, 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to buy raw materials at lower costs.

• Numerous players are entering the industry, posing a major threat to Mario Laborin and the Turnaround of Mexico s Nacional Financiera A.

• There has been constant pressure on Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A.

VRIO Analysis

Mario Laborin and the Turnaround of Mexico s Nacional Financiera A uses VRIO Analysis to assess and evaluate the company resources to determine the competitiveness, and strategic advantage.

Valuable

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has a strong brand image and engages in corporate social responsibility.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has a high brand recognition because of the quality of products it offers to its customers (Ariyani & Daryanto, 2018).

• The distribution system of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A is valued all round the world. The company has been able to successfully establish strong relationships with its suppliers.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has been able to penetrate the market through its ability to raise large funds.

Rare

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A operates globally. This global presence has allowed the company to increase its customer base (Miethlich & G. Oldenburg, 2019).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has an organizational culture that promotes more teamwork, innovation, and creativity among its employees, that leads to a competitive advantage.

• Since Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has a global presence, it allows the company to easily adapt to different cultures, norms and values.

• The risk-taking ability of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A is strong. This provides more opportunities to the company to penetrate different markets.

Inimitable

• The inimitable resource for Mario Laborin and the Turnaround of Mexico s Nacional Financiera A is its high-quality products. These products have allowed consumers to make repeat purchases.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A operates through multiple locations of stores in different companies, allowing easy access to products.

• Strong marketing communications have been used by Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to attract more customers.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has been using integrated technology that has allowed it to offer competitive pricing to its customers (Ariwibowo, Saputro, & Haryanto, 2021).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A maintains an excellent customer service that has enabled it to have a high brand engagement.

Organization

• Strong financial position has allowed Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to explore more product development opportunities.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A that allow more skills development (Adnan, Abdulhamid, & Sohail, 2018).

• The strong value chain and distribution network has enabled Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to increase its revenue through the sale of its products.

Marketing Mix

Marketing Mix is needed by Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to formulate effective strategies to achieve the company objectives.

Product

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to its customers. These distinctive products are not easily available at competitors.

• The products of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A are of higher quality, and thus, customers pay more prices for these products.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A designs products with traditional designs giving customers more product variety.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to its customers.

Price

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to its customers.

Place

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A uses two channels for its product distribution. This includes online selling and through own stores.

• There are more than multiple stores owned by Mario Laborin and the Turnaround of Mexico s Nacional Financiera A globally. This ensures easy product availability to customers (Pogorelova, Yakhneeva, & Agafonova, 2016).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has partnered with delivery service companies to distribute its products effectively to consumers.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has also adopted an omni-channel distribution system.

Promotion

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A uses a traditional promotional strategy that involves TV advertisements (Fan, Y.K.Lau, & Zhao, 2015).

• Social media advertisements are also adopted by Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to increase brand awareness.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to attract and retain customers.

Value Chain Analysis

Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can use Value Chain Analysis to identify and assess inter-relationships as well as interdependencies.

Primary Activities

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A’s primary activities involves the production and selling of products to the final consumers (Mintz, J.Gilbride, & Lenk, 2021).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has a strong relationship with the suppliers. This ensures that the product is received, stored, and distributed in a timely manner.

• Operational activities of Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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, Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has been able to set up optimal costs as well as efficient delivery processes to deliver the product on time.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A invests in its sales and marketing activities to build relationships with customers.

• Marketing funnel approach is used by Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to effectively devise and build sales and marketing activities.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A offers both pre-sale and post-sales services to its customers.

Secondary Activities

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A has developed a strong HRM (Linkov, Carluccio, Pritchard, & Bhreasail, 2020).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A uses a cost minimization approach to reduce its costs by analyzing the costs associated with training and hiring the employees.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A are effectively optimized with its inbound, outbound, and operational activities (Maheswari, Yudoko, & Adhiutama, 2019).

Market Penetration Strategies

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can increase the capacity of its production so it can reach more of the customers in its existing market.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A in marketing and sales activities to increase the chances of successful market penetration.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can design and develop a content that increases customer engagement within a particular marketplace.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to penetrate the market.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can adopt price cuts in its products to compete in the market. This will give a company a competitive edge over its competitors.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to mitigate the risk factors, and to gain customer groups of the market.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A for growth purposes. This will also take into consideration the cultural differences.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A should also invest in brand-building activities as it will give an opportunity to reach more potential customers (C. Koks & M. Kilika, 2016).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can come up with new improvements and modifications in the existing products to attract the market.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A to develop something new and innovative that can give a competitive advantage (Kalogiannidis & Mavratzas, 2020).

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can develop new products by getting into more strategic partnerships.

Diversification Strategies

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A 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 Mario Laborin and the Turnaround of Mexico s Nacional Financiera A, where the company can enter into a completely new product development phase that does not exist in the current product line.

• Mario Laborin and the Turnaround of Mexico s Nacional Financiera A can also consider to conglomerate by starting a different business.

Conclusion

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

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