Case 1 – W Perks Ltd

(WP) textile machinery

Chapter One
Page 25-28
Question 1. Which members of a typical supply/demand chain involving the use
of textiles must be considered by WP’s managers in formulating their strategies?

• Manufacturers
• Retailers
• Raw material providers
• Distributors
• Logistic providers
• Finance providers
• Procurement
• Interacting managers of customer firms-people from IT, production,
operations etc
• Question 2. How has the firm ensured that it is an attractive distributor to its organizational customers and, indeed, to its suppliers?

1. Problem solving expertise-Aware of customers choice/demand, culture,

premises, closer partnerships with clients.
2. Provide solutions- Creating value by utilizing all knowledge of suppliers.
3. Develop products in collaboration with key customers-Done on site by
observing the machines in action, develop unique solutions to keep ahead of
the game
4. Life time service support-include external servicing also.
5. Good reputation-loyal clients who never switched.
6: Marketing communication strategies –Quarterly newsletters, one on one
contact
7. Relationship Marketing-Constructive meetings, good salesman ship etc
Question 3 Have conventional marketing communications been sufficient to
effectively target clients? What other approaches has WP used to build its

• Marketing Communication Strategies –Quarterly newsletters, one on

one contact.
• Relationship Marketing-Constructive meetings, good salesman ship
etc
Question 4.
What did you learn from this case?

• It taught us how the analyze the marketing and sales process in B2B.
• Element of communication process.
Question No 5. Which parallels can you draw from different theories and
models when analyzing this case?
Question 6. What did you learn from each other during the cased
iscussions and which different perspectives were discussed?
Case 2 –
Danurex packaging
Chapter Two
Question 1. What were the internal and external factors that influenced the
choice of a supplier by Duranex in the early 1990s?
Changed Purchasing Strategy:
Factors:
• Rationalize managerial practices
• Develop single corporate culture
• Eradicate historical but local brands
• Dedicated suppliers for all in order to reduce supply cost
Actions:
• Decided to merge business offices to HO
• Gathered suppliers from local market with one sourcing manager for one line
of product.
• Launched a Partnership project
• Director of partnership appointed to lead
Question 2. What had Danurex learnt by the late 1990s-early 2000s
about their purchasing strategy from their first partnership?
Question 3. Explain
why Papirex struggled to maintain its relationshipwith
Danurex, and why it ultimately lost the European deal
Question 4.
What did you learn from this case?
Question 5.
Which parallels can you draw from different theories and models when analysing this case?
Question 6.
What did you learn from each other during the case discussions; whichdifferent perspectives were
discussed and how did you collaborate?