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Ava Case Solution
Ava Case Solution
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The Aava Natural Mineral Water A Case is based on a current managerial and strategic problem being faced by the organization, which
must be solved tactfully to allow progression, as well as maintain a competitive position. This paper is written to facilitate the case
solution for the Aava Natural Mineral Water A Case Study.
The case solution for the Aava Natural Mineral Water A Case Study first identifies the central issue that is elaborated on throughout the
case. The case solution then analyses the case through relevant strategic models and tools including the SWOT Analysis, Porter Five Forces
Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Anso" Matrix analysis, and the Marketing Mix analysis.
This analysis is to help in the identification of a feasible strategy and solution for the Aava Natural Mineral Water A Case Study. Alternative
solutions are also proposed in the case solution, primarily because alternative solutions often act as contingency plans.
2. PROBLEM IDENTIFICATION
2.1. Harvard business school case studies
All case studies published by the Harvard business review comprise of a central problem that is faced by the protagonist. This problem
mostly holds implications for managerial and strategic directions of the company. For readers and students of HBR case studies, it is
critical to identify the problem that the Aava Natural Mineral Water A faces. This problem is usually hinted towards in the introduction of
the case and develops along the way.
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The Aava Natural Mineral Water A cannot influence these factors in its favour, and in contrast, these factors directly a"ect the
operations and workings of the company.
As a result, Aava Natural Mineral Water A must make sure to continually assess and review the external environment to make sure
that it responds to external factors, and take them into account, during strategic decisions, and strategy devising.
Businesses like Aava Natural Mineral Water A make use of strategic model tools continually to make sure that they are aware of the
external environment.
These include tools like the pestle analysis and Porter’s five force model, as well as strategic group analysis and pentagonal analysis, to
name a few.
The external analysis for the Aava Natural Mineral Water A Case Study will assess and will apply the strategic models and tools to
review the business environment for the company.PESTEL Analysis
3.1.1. Political
Political factors and elements can have a direct and indirect impact on the business. This is seen through the Aava Natural Mineral Water
A Case Study.
3.1.1.2. Taxation
Tax policy will influence the cost of doing business for Aava Natural Mineral Water A.
An increase in organization taxation (on business profits) has a similar impact as an expansion in expenses.
Organizations can pass a portion of this increase on to shoppers in more expensive rates, yet it will likewise influence the bottom line
of the business.
3.1.2. Economic
The economic factors are one of the most important of PESTEL factors and can influence Aava Natural Mineral Water A in several
ways.
3.1.2.1. GDP
Economic components have the most evident e"ect on the profitability and overall appeal of Aava Natural Mineral Water A.
Even though GDP per capita is a useful economic factor, GDP per capita gives just a fractional perspective on the economic factors
that may influence Aava Natural Mineral Water A.
Higher GDP leads to higher disposable income and hence higher sales for Aava Natural Mineral Water A.
3.1.2.2. Inflation
Higher inflation will disintegrate the purchasing power of the consumer and the shopper
Higher inflation will also harm the costs of raw materials and other inputs that are utilised by Aava Natural Mineral Water A.
3.1.2.5. How can the Aava Natural Mineral Water A decrease the risk of economic instability?
Aava Natural Mineral Water A can work towards building economies of scale
Maintaining business costs and controlling the final price of the product can also help Aava Natural Mineral Water A fight economic
instability Aava Natural Mineral Water A can also work towards building a sustainably managed workforce
3.1.3. Social
Social influences will stem from social components of the macro environment. Under the PESTEL Analysis, they can influence Aava
Natural Mineral Water A in several ways:
3.1.3.5. How can Aava Natural Mineral Water A use social aspects for growth?
Use consumer-centric means of segmentation and targeting.
Use consumer-oriented and consumer-based marketing – which use emotional appeals to influence
consumers. Make products more accessible at di"erent touch points common to target consumers
socially.
3.1.4. Technological
The technological factors can influence Aava Natural Mineral Water A in several ways:
3.1.4.1. Innovation
The quick pace of technological change at Aava Natural Mineral Water A may be driven through
innovation. Business leadership at Aava Natural Mineral Water A tries to push the limits of present
limitations.
3.1.4.5. Managing technology and the future for Aava Natural Mineral Water A
To flourish in a business world that is quick paced and receptive to innovative change, Aava Natural Mineral Water A must stay
cautious. It must be always be updated on any technological developments in the business and industry.
Aava Natural Mineral Water A should weary of how the company are probably going to influence its future attractiveness and
profitability.
3.1.5. Environmental
For Aava Natural Mineral Water A, the environmental aspects of the PESTEL analysis may include:
3.1.6. Legal
Legal components can influence Aava Natural Mineral Water A directly, and can likewise influence the instruments through which an
organization buys its stock or connects with the client. The Aava Natural Mineral Water A should be mindful, for example, of the
following legal aspects:
3.2.1.4. Some barriers to entry for new entrants in favour of Aava Natural Mineral Water A :
Capital requirements: a strong barrier to entry as new entrants will require strong financial and resource cushioning for operations to
take o" and be sustained.
Economies of scale: a strong barrier to entry as existing players in the industry operate with high economies of scale, which new
entrants will take time to achieve.
Product di"erentiation: the strong barrier of entry if products within the industry have high levels of di"erentiation on which they operate
and approach customers.
Access to distribution: a standard barrier to entry since new entrants will have equal access to the retailers and distributing agents
within the industry.
Customer loyalty to established brands: a strong barrier to entry since customer loyalties and perceptions are emotionally built and
strongly enforced as long as the brand continues to deliver on its core promise and quality.
3.2.1.5. What can Aava Natural Mineral Water A do to face this challenge?
Build and invest in marketing to distinctly establish a point of di"erentiation in customer perception as well as strengthen customer
loyalty. Invest in research and development to make sure that it continues to have competitive di"erentiation from other players
at all times.
Focus on building economies of scale in production and sales.
3.2.2.5. How can Aava Natural Mineral Water A combat the threat from substitute products?
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Focus on delivering consistently high quality.
Focus on maintaining strong consumer relationships.
Integrate strategic marketing to form an emotional connection with the consumers and strengthen consumer loyalty.
Invest in pop up stores owned by the company to stock the Aava Natural Mineral Water A brand exclusively, and integrate it with
brand characteristics and personality to attract consumers.
3.2.3.4. What can Aava Natural Mineral Water A do to ensure risks against high buyer power?
Aava Natural Mineral Water A can focus on di"erentiating its product and increasing its demand with the end consumers through
di"erent marketing tactics, this will increase the demand of the product with di"erent buyers, and will work towards moderating
buyer power.
Aava Natural Mineral Water A should employ economies of scale to manage costs of production. If it o"ers products at moderate
prices to buyers, it will again be able to attract a large number of buyers for its product, and in this way, will be able to break o"
the high bargaining power.
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without experiencing any costs of the business.
Overall bargaining power of suppliers is assessed to be moderate.
3.2.4.5. How can Aava Natural Mineral Water A deal with the challenge?
Get contracts with multiple suppliers and get resources and raw materials from them accordingly.
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Invest in manufacturer controlled production facility to maintain consistency in quality.
3.2.5.3. Diversification
Purchasers and buyers have a wide range of products to choose from, with relatively low switching costs. These factors tend to intensify
rivalry. Though players in the industry may o" niche or premium products, they also continue to operate in the mass markets at
large, which again leads to high competition.
3.2.5.5. How can Aava Natural Mineral Water A combat rivalry and competitive forces of the industry?
Focus on research and development to identify market niche as well as to be able to add di"erentiating factors t its products. This will
increase its shield against influence from competitive forces and their actions.
Build a strong and loyal consumer base by focusing on quality and marketing strategies.
Focus on capturing new markets – in the same region as well as new regions to avoid saturation of resources in one market only.
3.3.1.3. Profitability
New entrants are attracted to the industry because of high profitability.
If there are high barriers to industry, the industry will continue to maintain high
profitability Low barriers to entry will result in a lower average of industry profits.
Lower entry barriers will also lead to higher operational costs because it will increase the intensity of competition within the
industry.
3.3.5.2. Di"erentiation
Platers try to di"erentiate products on di"erent aspects.
Functional aspects and appeals for all products across the industry remain the same.
Competitors and players use emotional appeals, and modern brand management techniques for di"erentiation.
Industry players try to gain consumer loyalty by developing strong emotional bonds and ties.
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Figure 1 Pentagonal analysis for Aava Natural Mineral Water A
Figure 2 PLC
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3.5. Strategic Group Analysis
3.5.1. Aava Natural Mineral Water A and strategic group formation
The strategic group analysis will look at an industry’s players' situations in focused conditions and scenarios.
It will assess di"erent players competing with Aava Natural Mineral Water A through the basic strategic factors that will decide an
organization's profitability, similar to how the profitability will also be impacted and influenced by the competitive nature of the
industry.
The strategic group analysis will describe the procedures of every single noteworthy competitor of Aava Natural Mineral Water A along
di"erent strategic dimensions.
These dimensions of comparison di"erentiate players into strategic groupings and must be selected as the basis of comparison by taking
into account industry structure, productivity factors, and the venture issues being tended to.
Specialization
Brand identification
Push versus pull
strategies Channel
determination Product
quality Technological
position Vertical joining
cost position
Service
Price strategy
Financial or working influence
Parent organization relationship
Government relationship
Despite the various aspects available for comparison of competing players, it is often important to di"erentiate strategic groupings of
players of aspects of how they compete with each other, and on aspects of where they compete as well
3.5.3. Procedure for strategic group analysis for Aava Natural Mineral Water A
1. Collect results of the player’s analysis.
2. Determine aspects of comparison for strategic groupings.
Distinguish the players and pick the most important aspects that separate the players into strategic groups comparing to the issues
being tended to.
Dimensions may include price strategy and product quality.
3. Group the players: position Aava Natural Mineral Water A and rivals along with the matrix.
4. Evaluate group mobility and direction. Assess the key purpose of individual organizations competing with Aava Natural Mineral Water
A, similar to assessing industry patterns and barriers to entry/exit to be able to decide potential developments inside and between
groupings.
3.5.4. How will strategic group planning help Aava Natural Mineral Water A
For Aava Natural Mineral Water A, strategic group analysis is important because it will:
The following section presents a brief analysis of the VRIN strategic tool as it is applied to Aava Natural Mineral Water A and its impact
on the strategic direction.
4.1. VRIN analysis
4.1.1. Valuable
4.1.1.1. International distribution network
The company has an international distribution system with agents and contracts in countries across the world. This helps the company in
making sure that its products are widely available and easily accessible to all consumers.
4.1.2. Rare
4.1.2.1. Use of progressive technology
The company makes use of progressive technology and invests in new technology to help it make the business more e"ective and efficient.
This is important for maintaining competitive di"erentiation. The technology used by the company also allows lower chances of human
error and increases precision.
4.1.3. Inimitable
4.1.3.1. Human resource management
The company has taken part in exemplified human resource management in all its function – from recruitment to training of talent
management.
This has allowed the company to develop an inimitable resource that is aligned with the organizational goals, and mission, and
which is synonymous to the organization itself.
4.1.3.3. Innovation
The innovation at Aava Natural Mineral Water A is an inimitable resource that allows the company to stay ahead of the competition as
well as maintain high leadership in the industry by having the first mover advantage in its product portfolio continuously.
4.1.4. Non-substitutable
4.1.4.1. Brand recognition
The brand value and brand recognition enjoyed by Aava Natural Mineral Water A is a non-substitutable resource. The high brand
recognition across di"erent consumer group’s in di"erent countries allows the brand to enjoy high consumer ship, high sales, and a
unique bond with the consumers. This cannot be imitated at all by the competition as the brand recognition and resonance has been built
over the years through hard work and quality deliverance.
4.2.1.2. Rare
Aava Natural Mineral Water A is one of the greatest company all inclusive. Even though there are other worldwide and international
chains of competing companies, Aava Natural Mineral Water A has made a distinct name for its quality and o"ers.
4.2.1.3. Non-substitutable
For the time being, no competition of Aava Natural Mineral Water A could match such an enormous international presence in terms of quality
and consistency. It would require critical investment and assets to achieve this.
4.2.2.2. Rare
Other competition also o"ers di"erent products that are o"ered by Aava Natural Mineral Water A, which means that it is not a rare
resource for the company. This is because other players also have access to similar products and portfolios.
4.2.2.3. Inimitable
Considering other businesses and players are now using this capacity as a means of expansion and penetration, it can, therefore, be
imitated.
4.2.3.2. Rare
Aava Natural Mineral Water A is a contemporary brand name that has a premium touch to it and is upscale, modern and lively.
Most other companies and competing brands don't have the quality and packaging to urge clients to engage in a way they do with
Aava Natural Mineral Water A.
4.2.3.3. Non-substitutable
It would be generally simple for other companies to revamp their packaging and duplicate the plan of action of Aava Natural Mineral Water
A. In this way, the upscale and comfortable promise of the o"ering by Aava Natural Mineral Water A could be imitated.
The inbound logistics for Aava Natural Mineral Water A refers to producers in di"erent designated and appointed locations by the company.
Also, it also refers to selecting the finest quality raw materials from in-house production as well as from third-party contractors. These are
transported to the storage sites after which the raw materials are used for producing di"erent products by the company.
4.3.4.1.2. Operations
Aava Natural Mineral Water A operates internationally directly or indirectly. The company has owned o"shore shops, as well as
stocks its products with other shops across di"erent countries.
4.3.4.1.3. Outbound logistics
The company has contracted agents in o"shore countries and sites to manage product selling. However, a majority of the products are
sold directly to licensed sellers and shops locally as well as internationally.
4.3.4.1.4. Marketing and sales
Aava Natural Mineral Water A produces and invests in high quality and premium products. It also invests in a high level of customer
servicing and marketing. All its marketing activities, however, are based on strong market research and market data.
4.3.4.1.5. Service
Aava Natural Mineral Water A invests in customer service to develop customer loyalty and build strong relations with its clients. The
company invests in gaining and incorporating customer feedback and in solving customer queries e"ectively.
This includes di"erent departments like management, finance, legal, etc. which are required to keep the company’s business running.
The company’s committed and trained workforce is considered to be a valuable and an inimitable resource that has played a vital
role in the success and growth of Aava Natural Mineral Water A the employees of the company are motivated, professional, trained, and
work alongside the company’s mission and goals.
4.3.4.2.3. Technology development
Aava Natural Mineral Water A has been commended and celebrated for the use of e"ective technology not only production but also to make
the overall system of production and sale, as well as in house production more e"ective and efficient. Also, the company also uses
technology to communicate and connect with its consumers e"ectively.
4.3.4.2.4. Procurement
This involves purchasing the raw material for the final product. The company has appointed agents that work for the company in
di"erent countries and regions to purchase consistently high quality raw material so that the company can produce the finest product
qualities for delivering to the consumers.
4.3.4.2.5. Bottom line
The concept of the value chain for Aava Natural Mineral Water A helps in understanding how value is added in each process and
stage of the value chain. It also helps to understand and separate useful activities from those that are not useful as such. This improves
the overall bottom- line of the company and increases the profit margins for the company as well.
Moreover, this di"erentiation can fluctuate from item to item, market to market and industry to industry. Generally, the essential bases
of
di"erentiation are quality, durability, usefulness and in a few consumer loyalty, and brand image. Aava Natural Mineral Water A has
di"erentiated its items and products dependent on the quality and set a completely di"erent, and engaging consumer
experience. Brand image
5.1.1.2.2. Brand Image
Aside from these things, it has developed a distinct and distinguished brand image which is additionally a premise of di"erentiation
and encourages Aava Natural Mineral Water A to advertise, promote and market its products and brand better than the competing players in
the local and international markets.
Increasing profits by decreasing expenses, while charging industry-average prices and costs from consumers
Increasing share of the overall industry by charging lower costs, while at the same time making a sensible profit on every trade
since Aava Natural Mineral Water A has controlled and reduced expenses.
The cost-based strategy and system are that – it includes Aava Natural Mineral Water A being the pioneer regarding cost in the
industry and market where it operates. Just being among the most minimal cost producers isn't adequate, as the company leaves itself
wide open to
aggressive attacks by other producers and players in the industry. These players may undermine Aava Natural Mineral Water A’s costs and
in this way hinder the company’s endeavours towards the expansion of its share of the overall market pie.
Access to the capital expected to put resources into innovation that will cut expenses
down. Very proficient coordination’s.
A minimal e"ort base (work, materials, offices), and a method for economically cutting expenses beneath those of di"erent competing
players.
Cost di"erentiation and leadership strategy for Aava Natural Mineral Water A will be based on the nitty-gritty.
Cost initiative endeavours towards slicing expenses to a base to give clients lower costs and in this manner will help the company
of Aava Natural Mineral Water A to reserve funds.
Cost leadership strategy requirements regularly identify with high specialized abilities and access to
capital The company should also resource into innovation and guarantee economies of scale.
5.2.1. The need for SWOT because of expanded operations of Aava Natural Mineral Water A
Aava Natural Mineral Water A is present and operational in di"erent markets, and each of the markets poses unique yet various
difficulties in developing the business.
Aava Natural Mineral Water A and its portfolio in these many markets have expanded over time and as the organization grows, more items
are added to its portfolio in addition to its pioneer product.
With regards to the SWOT analysis model, these circumstances of multiple operations and multiple presences in various markets
make a difficult business situation where the organization needs to utilize various arrangements of skills that match di"erent
markets.
Core elements of di"erent nature – both internal and external to the organization, can help increment Aava Natural Mineral Water
A ’s accomplishment in contending with di"erent companies and other businesses – both locally and internationally.
The SWOT analysis for Aava Natural Mineral Water A is presented below:
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5.2.2. Aava Natural Mineral Water A Strengths (Internal Strategic Factors)
This section of the SWOT analysis model works with the inner variables that the organization can use as competencies and strengths to
address shortcomings and ensure the business against rivalry. For this situation, Aava Natural Mineral Water A ‘primary qualities
are:
5.2.2.3. Strong investment in research and development, and high focus on innovation
The focus on innovation not only keeps the company apart but also facilitates its industry leadership.
The internal core strengths and competent variables recognized in this section of the SWOT analysis of Aava Natural Mineral
Water A demonstrates that the business has qualities that advance strength through expansion and a worldwide
production network.
5.2.3.2. Standard and benchmarked regulations and business procedures for all portfolio items
5.2.3.2.1. Generalization
Likewise, this SWOT analysis highlights that generalized standards for all portfolio products may be a weakness because it
restrains the adaptability of these products and items in the business.
5.2.3.2.2. Imitability
What's more, numerous Aava Natural Mineral Water A items are imitable.
Several items in the portfolio have been imitated by completion, and are also being provided by them at di"erent price points.
Though the quality is unique to Aava Natural Mineral Water A, the competing players have also developed close enough, and
acceptable products.
This business condition engages competition, as has been highlighted already.
5.2.4. Opportunities for Aava Natural Mineral Water A (External Strategic Factors)
This section of the SWOT analysis and strategic model focuses on external components that opportunities for business development
and advancement. For this situation, the key opportunities accessible to Aava Natural Mineral Water A are:
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With an increased focus and awareness of health and wellness lifestyles by consumers, it is important that Aava Natural Mineral
Water A recognizes this as a viable business opportunity.
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Increased numbers of consumers are shifting to the green lifestyle of consuming environmentally friendly and organic
products.
Aava Natural Mineral Water A should focus on the expansion of the product portfolio: inclusion of green products and
environmentally sustainable services are suggested.
Diversification is right now a minor strategy as can be observed from Aava Natural Mineral Water A ’s competitive strategy and its
overall directive strategy as well.
The business environments likewise display the chance to enhance the organization's competencies and strengths
This will also increase its share of the overall industry through the association’s s with di"erent firms. For example, a partnership
with real retailers improves dispersion.
The company can also formulate new B2B relations and contracts with other companies and corporate entities.
The external key factors in this section of the SWOT analysis demonstrate that Aava Natural Mineral Water A can improve its industry
position by building up its activities to make use of the opportunities in the international business markets.
5.2.5. Threats facing Aava Natural Mineral Water A (External Strategic Factors)
Threats against the Aava Natural Mineral Water A business are distinguished in this piece of the SWOT analysis. Threats are external
components that decrease or breaking point of business execution. In this case of Aava Natural Mineral Water A, the following section looks
at, and assesses threats that apply to the organization in question:
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TOWS analysis will allow Aava Natural Mineral Water A to identify and understand the strategic choices and future strategic options and
directions available to the company. The TOWS matrix and analysis will help Aava Natural Mineral Water A to look at various possible future
and long term situations, and ill force Aava Natural Mineral Water A to look at these options by questioning strategic directives such
as:
How will Aava Natural Mineral Water A make the most of its strengths and core
competencies? How will Aava Natural Mineral Water A Circumvent its weaknesses and
shortcomings?
How will Aava Natural Mineral Water A capitalize on the various opportunities present in the business environment?
How will Aava Natural Mineral Water A ward o", and manage the threats that are present in the external business
environment?
The analysis of the SWOT and the subsequent assessment and development of the TOWS matrix will allow the Aava Natural Mineral Water A
to be able to identify the following answers:
Strengths and Opportunities (SO) – How would Aava Natural Mineral Water A be able to utilize on its strengths to exploit the
opportunities? Strengths and Threats (ST) – How would Aava Natural Mineral Water A be able to exploit its strengths and core
competencies to keep away from genuine and potential threats?
Weaknesses and Opportunities (WO) – How would Aava Natural Mineral Water A be able to capitalize on its opportunities to overcome
the weaknesses that Aava Natural Mineral Water A is encountering?
Weaknesses and Threats (WT) – How would Aava Natural Mineral Water A be able to limit its weaknesses and evade threats?
The TOWS Matrix is a moderately basic strategic tool used by Aava Natural Mineral Water A for producing key alternatives and
identifying key strategic alternatives that may be pursued by Aava Natural Mineral Water A.
By utilizing it, Aava Natural Mineral Water A can take a look towards understanding that it can best exploit the opportunities present,
while at the same time also limit the e"ect of shortcomings and ensure itself against threats.
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Recently, Aava Natural Mineral Water A has made use of the four strategies of Anso" matric to maintain competitive advantage and
leadership position. These strategies are
Market development
Market penetration
Product development
Product penetration
The following section highlights the various strategies that may be used through the Anso" matrix. These strategies have been
highlighted and identified through vigorous research methodologies, as well as through expert analyst data and opinion.
This strategy is suitable because it will allow Aava Natural Mineral Water A to develop new markets by tapping into new consumer
groups. At the same time, it will allow the company to penetrate higher into existing markets.
Both these possibilities can be realized because Aava Natural Mineral Water A invests in consumer research and has a strong financial
standing.
5.5.2.2. Acceptability
5.5.2.2.1. Alignment with organizational goals
The strategy is acceptable because it is in line with the company’s goals and
mission. Also, it is also in line with the internal marketing and culture of the
organization.
5.5.2.2.2. Financial risk
As such, the strategy does not pose any risk – financially and otherwise and is also palatable for stakeholder
reactions. Lastly, the strategy promises to give high returns. Overall, the strategy appears to be highly
acceptable.
5.5.2.3. Feasibility
5.5.2.3.1. Market research and financial cushioning
5.5.3.1.2. Innovation
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Moreover, the company also innovates regularly, which can be an added benefit for the suitability of the strategy.
5.5.3.2. Acceptability
5.5.3.2.1. Risk of financial investment
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This is because it poses a risk through diversification with high levels of finances invested, the company can never be too sure of the
consumer reactions.
5.5.3.2.2. Risk of new product development
Therefore, the risk of new product development and consumer reaction would be there.
Also, the acceptability is also low because of stakeholder reaction – who might not all agree with the expansion of the portfolio
horizontally – i.e. The broadening of the portfolio away from the core o"erings.
Lastly, if the strategy works, it promises high returns, which make sit low to moderately acceptable.
5.5.3.3. Feasibility
5.5.3.3.1. Market research and financial cushioning
This strategy is suitable because the company has high and focused budgeting for marketing and communications.
This would also allow Aava Natural Mineral Water A to withdraw from failing markets or markets that have a weak share, and gain
access to rising markets.
The company will be able to exploit its research and development for strategic marketing
Aava Natural Mineral Water A will also make use of existing systems and products to reach new consumer groups through marketing.
5.5.4.2. Acceptability
5.5.4.2.1. Return on investment
The strategy is acceptable because it poses a low risk in terms of investment in strategic marketing.
Also, it promises high returns on investment in marketing through the promise of increased awareness, increased penetration, increased
brand recall and brand recognition – all of which will translate into higher sales.
Lastly, stakeholders will also not frown upon this strategy, which makes it more acceptable to implement.
5.5.4.3. Feasibility
5.5.4.3.1. Market research and financial cushioning
The strategy is highly feasible because the company has a strong financial
standing. This means that the company can a"ord to increases budget for
marketing purposes.
However, for the stagey to be successful, it is important that the company aces sure that all promotional campaigns developed are in
sync with consumer needs, demands and behaviour.
This is again possible for the company because of its investment in research and development.
6. FINAL RECOMMENDATIONS
Based on the overall internal and external analysis done for Aava Natural Mineral Water A, this section will o"er recommendations which will
help the company take on strategic directions that will enhance its core competencies and capabilities, as well as reduce its chances for
risks and threats? The following recommendations are thus made for Aava Natural Mineral Water A :
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6.1.2. Stronger relation with consumers
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At the same time, the strengthening of the distribution network will allow the company to work more closely with end consumers by being
able to reach them with the same high quality of products across di"erent markets.
7. References
Bierly, P. & Hämäläinen, T., 1995. Organizational learning and strategy. Scandinavian Journal of Management, 11(3), p. 209–
224. Cole, G., 2003. Strategic Management. Boston: Cengage Learning EMEA.
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