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Strategic Management Case Studies

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 COMILLA UNIVERSITY

Course Title:
Strategic Management

Assignment on

Case Study

Submitted to: Submitted by:

Lamina Binta Jahan Md. Akram Hossain
(Assistant Professor) REG. NO: 11806010
Department of AIS Department of AIS
Comilla University Comilla University
 Evaluate a mission proposal for Delta Airlines
Exercise 2F:
We, Delta Airlines always concerned about our stakeholders. Our aim is to
deliver better customer service, maintain our profitability for survival and we
work for the betterment of our standards of living and Improvement of our
environment. We have the purpose to make the air travel more reliable and
enjoyable for the customers. We connect people with communities, with
experiences and with each other.

Develop a competitive profile matrix for PepsiCo

Exercise 3G:
CPM of PepsiCo & its rivals:
PepsiCo Coca-Cola
Critical success factor Weight Rating Score Weight Rating Score
Financial position 0.15 4 0.6 0.15 4 0.6
Product quality 0.15 2 0.3 0.15 4 0.6
Advertisements 0.09 4 0.36 0.09 3 0.27
Strong brand position 0.07 3 0.21 0.07 2 0.14
Profit 0.02 4 0.08 0.02 3 0.06
CSR 0.16 2 0.32 0.16 4 0.64
Customers loyalty 0.07 4 0.28 0.07 3 0.21
Distribution channels 0.12 3 0.36 0.12 2 0.24
Price competitiveness 0.09 4 0.36 0.09 4 0.36
Market Share 0.08 4 0.32 0.08 4 0.32
1 3.19 1 3.44

By analyzing the CPM we can be concluded that Coca-cola has stronger

position than PepsiCo.
 Develop a profile matrix for your University

Exercise 3H:
The Competitive Profile Matrix CPM identifies a firm’s major competitors and
its strength and weakness in relation to a sample firm’s strategic position. Here
I developed my University and the two competing institutions:
Comilla University Khulna University NSTU
Critical success
factors Weight Rating Score Rating Score Rating Score
Tuition costs 0.13 3 0.39 2 0.26 4 0.52
Quality of
faculty 0.07 3 0.21 2 0.14 4 0.28
Academic
reputation 0.1 2 0.2 4 0.4 3 0.3
Average class
size 0.11 4 0.44 3 0.33 2 0.22
Campus
landscaping 0.12 1 0.12 2 0.24 3 0.36
Athletic
programs 0.09 4 0.36 3 0.27 2 0.18
Quality of
students 0.08 3 0.24 1 0.08 4 0.32
Graduate
programs 0.1 3 0.3 2 0.2 4 0.4
Location of
campus 0.09 2 0.18 1 0.09 3 0.27
Campus culture 0.11 3 0.33 2 0.22 4 0.44
1 2.77 2.23 3.29

By analyzing CPM it is reveal that NSTU is comparatively better than Comillia

University and Khulna University. NSTU > Comilla University > Khulna
University.
 Internal Environment Analysais: Coffee Cabana

Q1: What should he do? Expand or not?

Rohit should not expand his business. Because he was facing problems in
managing his outlets, he also opened 3 new outlets of the company and for
this he faced several problems. Like, problems in integrating the functions of
4 outlets, management problems, Economies of scale no matches. For these
reasons He shouldn’t expand his business.

Q2: What means would be best suited?

By any means if Rohit needs to expand his business internationally. My
suggestion is that, at first he must explore the coffee business in the
international market and identify the acceptance of his customised coffee
blend.
Also he must change his business operational activities of the other three
outlets. At present he should operate his other three outlets as Chandigarsh’s
outlets coffee shop is operated as hangout place rather than special occasion
place.

Rohit has always believed in Himself, he always remembered what his father
taught him "If you want something done right do it yourself". Even if he
needs any kind of help he must go for the person who had initially financed
his business.

Q3: Make an IFE matrix for the case.

Strengths Weight Rating Score

Boasted of best brand 0.12 2 0.24
High Visibility of the shop 0.1 3 0.3
Satisfied customers 0.08 2 0.16
Strong relationship with supplier 0.09 1 0.09
Fresh and unique coffee 0.1 2 0.2
Good work environment 0.07 3 0.21
Superior service 0.09 2 0.18
0.65 15 1.38
weaknesses Weight Rating Score
High (expensive) price 0.06 3 0.18
Management problem 0.08 3 0.24
No advertising 0.08 3 0.24
Customization strategy couldn’t work 0.07 4 0.28
Problems in integrating the functions of 4 outlets 0.06 2 0.12
0.35 15 1.06
Q4: Conduct a SWOT for Rohit.

▪ Boasted of best brand ▪ High (expensive) price

▪ High Visibility of the shop
▪ Satisfied customers
▪ Strong relationship
supplier
▪ Fresh and unique coffee
▪ Good work environment
▪ Superior service
▪ Management problem
▪ No advertising
with ▪ Customization strategy
couldn’t work
▪ Problems in integrating the
functions of 4 outlets

Strengths Weakness

Opportu Threats
▪ Popularity
nities
▪ Regional recognition
▪ International business
▪ Economies of scale no match
▪ Young customers
▪ Increasing competition
 Cafeteria Restaurant
Q1: What business level strategy is Shefalli targeting?
Shefalli is targeting Cost Leadership, focus oriented strategies to formulate her
business model. Shefalli started her business in 2012, which is a small
cafeteria restaurant with the aim of providing best quality foods and services
at a lower price. The main theme of cost leadership strategy is to produce
standardised products at a very low per unit cost for consumers who are cost
sensitive. Shefalli adopts a best value strategy that offers products or services
to a wide range of customers at the best price. Shefalli differentiate her
products compared to rival products. She offers self service cafeteria
restaurant in which customers have the option to carry this food to
workstation. Also Shefalli adopts a low cost focus strategy that offers products
or services to a small range of customers at the lowest price available in the
market.

Q2: What is the bottleneck in the functional level strategy of Shefalli that
is not allowing her to exploit the full potential of her business level
strategy?
In the functional level of Shefalli Cafeteria business there are some
operational and managerial issues which are not allowing her to exploit the
full potential of her business level strategy.
Shefalli estimated that She has the ability to handle 360 customers but the
ultimate results do not fulfill her expectations. Because of the slower
processing time each customer spends twice as much time than the previous
counter. The ultimate result is that it makes a long queue. Because of the high
processing time customers are also dissatisfied with the service.
These are the bottleneck in the functional level strategy of Shefalli that is not
allowing her to exploit the full potential of her business level strategy.

Q3: What can she do to remove the bottleneck?

In the cafeteria business of Shefali she uses the self Service concept that
allows customers to carry their own food in the food court.
but in regard to this the processing time of the counter is high to provide
Customer services.

My suggestion for Shefali to remove bottleneck from the functional level is

that she must change or rearrange the blueprint of Har business.
The following things she must be taken consideration:
➢ The processing time of each counter must be reduced. to do this She may
increase the number of counters. that reduces the total processing time.
➢ She may increase the number of employees in each counter to make the
processing time lower.

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