Marketing
Paper instructions:
Write a case analysis on the case study below, I do not have a copy of the case to upload:

Case #13 Red Bull (Marketing Management 11th edition, page 381-394)

Please follow the case analysis framework below:

A Case Analysis Framework

A basic approach to case analysis involves a four step process. First, the problem is defined. Second, alternative courses of action are formulated to solve the problem. Third, the alternatives are analyzed in terms of their strengths and weaknesses. The fourth, and alternative is accepted and a course of action is recommended.

1. Analyze and Record the Current Situation
The first step is to analyze the current situation.

A. The environment
The first phase in analyzing a marketing problem or case is to consider the environment in which the firm is operating. The environment can be broken down into a number of different components such as the economic, social, political and legal areas. Any of these may contain threats to a firm’s success or opportunities for improving a firm’s situation. Here are some questions to ask:
• What is the state of the economy and are there any trends that could affect the industry, firm, or marketing strategy?
• What are the current trends in cultural and social values and how do these affect the industry, firm, or marketing strategy?
• What are the current political values
• Is there any current or pending federal, state or local legislation that could change the industry, firm, or marketing strategy?
• Overall, are there any threats or opportunities in the environment that could influence the industry, firm, or marketing strategy?

B. The Industry
The second phase involves analyzing the industry in which the firm operates. A framework provided by Michael Porter includes five competitive forces that need to be considered to do a complete industry analysis. The framework includes: rivalry among existing competitors, threat of new entrants, and threat of substitute products. In addition, the buyers and suppliers are included as competitors because they can threaten the profitability of an industry or firm.

While rivalry among existing competitors is an issue in most cases, analysis and strategies for dealing with the other forces can also be critical. Here is a check list:
• What industry is the firm in?
• Which firms are the major competitors in the industry and what are their annual sales, market share, or growth profile?
• What strategies have competitors in the industry been using and what has been their success with them?
• What are the relative strengths and weaknesses of competitors in the industry?
•

C. The Organization
The third phase involves analysis of the organization itself not only in comparison with the industry and industry averages but also internally in terms of both quantitative and qualitative data. Key areas of concern at this stage are such factors as objectives, constraints, management philosophy, financial condition, and the organizational structure and culture of the firm.
• What are the objectives of the organization?
• What are the constraints?
• Are there areas of conflict?

D. The Marketing Strategy
Although there may be internal personnel or structural problems in the marketing department that need examination, typically an analysis of the current marketing strategy is the next phase. Each element of the marketing mix (the four P’s) as well as other areas, such as marketing research and information systems, is analyzed in term of whether it is internally consistent, synchronized with the goals of the department and firm, and focused on specific target markets.
• What are the objectives of the marketing strategy? Are they consistent with the organization? Is the entire marketing mix structured to meet these objectives?
• What marketing concepts are at issue in the current strategy? Is the marketing strategy well planned and laid out?

A watchful eye must be kept on each phase to determine (1) symptoms of problems, (2) current problems, and (3) potential problems. Symptoms of problems are indicators of a problem but are not problems in and of themselves. For example, a symptom of a problem may be a decline in sales in a particular sales territory. However, the problem is the root cause of the decline in sales, perhaps the field representative quit making sales calls and is relying on phone orders only.
2. Analyze and Record Problems and Their Core Elements
After careful analysis, problems and their core elements should be state and listed. It’s not uncommon when reading a case for the first time for the student to view the case as a description of a situation in which there are no problems. However, careful analysis should reveal symptoms, which lead to problem recognition. Recognizing and recording problems and their core elements are most critical for the meaningful case analysis. The following is check list of questions.
• What is the primary problem in the case? What are the secondary problems?
• What proof exists that these are the central issues?
• What symptoms are there that suggest these are the real problems in the case?
• What are the ramifications of these problems?

3. Formulate, Evaluate, and Record Alternative Courses of Action
This step is concerned with the question of what can be done to resolve the problem defined in the previous step. Generally, a number of alternatives courses of action are available that could potentially help alleviate the problem condition. The following list provides a guideline of questions for this phase.
• What possible alternatives exist for solving the firm’s problems?
• What limits are there on the possible alternatives?
• What major alternative are now available to the firm?
• Are the alternatives reasonable and logical?
• What are the financial considerations of the alternatives?
• Which alternative best solves the problem and minimizes the creation of new problems?

4. Select and Record the Chosen Alternative and Implementation Details
The alternative is now to select the best alternative that solves the problem with a minimum creation of a new problem. No analysis is complete without an action oriented decision and plan for implementing the decision. The checklist indicates the type of questions that need to be answered.
• What must be done to implement the alternative?
• What will be the probable outcome?
• How will you measure the success or failure of the alternative?
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