ANALYN B.

SOLITO MBA-I MARKETING MANAGEMENT

Case #1
ISABELA CEMENT CORPORATION
Facts
1. Political and Legal Forces
2. Social and Cultural Forces
3. Physical Forces
Problem
1. Energy crisis
2. Financing problem
3. Labor union case
4. Quarrel over the land
5. The receivables scandals
Recommendation
1. Bankruptcy is an option of last resort of the company.
2. Cutting costs come up with a bottom line goal and set a total companywide spending figure.
Review each of your functional areas and do this with the input and guidance of your key
personnel.
3. Employee participation. Never try to hide serious financial trouble from your employees.
Inform them of the problem.
4. Everyone avoids layoffs. But it is better to lay off a few people at once rather than let
everyone go because you are shutting your doors.
5. Seek legal actions to collect receivables.
6. Negotiate to Creditors
7. Debt Restructuring
8. Seek and merge with a company with the same nature of business


Case # 2

SILMAC MARKETING, INC.

Facts
1. Economic Factors
2. Physical Forces
3. Social and Cultural Forces


Problem
1. What should the company choose to expand the candle making business or the selling
and distribution of food products?
Recommendation
1. SILMAC MARKETING, INC. should focus on selling and distribution of food products.
As Arturo said candle making gave the company a high profit so why need to develop it.
2. The identity of the company is on food product distribution so the company should focus,
expand and develop it to pace in candle making business.
3. Before doing such expansion the company should consider a lot of factors such as; the
cost of production, the consumers, the price of the product and etc.
Case # 3
UNIVERSAL CIGAR AND CIGARETTE CO.
Facts
1. Economic Factors
2. Social and Cultural Forces
Problem
1. Should the company launch the new brand of cigarette?
Recommendation
1. Starts With the Consumer. Its important to remember that the consumers view of your
brand may not be the same as your companys view.
2. Make a market evaluation
3. Analysis of the target market
4. Ask employees, especially those who deal with customers regularly, for product ideas.


Case # 4

DYNAMIC SPORTSWEAR INC.

Facts
1. Economic Factors
2. Social and Cultural Forces

Problem

1. How to launch a new product line that is seasonal.
Recommendation
1. Identify the product/service bundles (groups of features) that would be most attractive to them.
2. Create a unique value proposition for the proposed line extensions and decide how you'll
position the product in the market segments you've identified.
3. Determine the sales and distribution channels that will achieve the highest penetration of your
target market segments.
4. In all, you'll need to use market research and speak with customers and marketing partners or
distributors and evaluate competitive products.
5. Validate the present level of demand for the product and the best channels for sales distribution,
plus shape the product messaging.



CASE # 5
THE CONSOLIDATED BREWERY CORPORATION
Facts
1. Economic Factors
2. Social and Cultural Forces
Problem
1. Whether to launch or not to launch the new brand of beer?
Recommendation
1. Survey customers for feedback on existing products.
2. Evaluate the Ideas. Discuss the pros and cons of each idea and narrow the list to just a
handful of the best ideas, based on their potential to generate revenue, as well as the time
and resources you have to actually create the products.
3. Seek feedback from customers, employees and partners on which idea is most appealing.
4. Analyze the remaining product idea from a business perspective. Determine how much, if
any, competition exists for similar products. Determine the demand for the product, and
estimate all costs affiliated with the product, such as development costs and operational
costs, to help determine the profit margin.
5. Prototype and Marketing
6. Market Testing
7. Prepare for Launch. Begin production for the first round of the product launch.
8. Evaluate how many products to produce based on your market testing and demand for the
product.




CASE # 6

FIBERTEX INTERNATIONAL, INC.

Facts
1. Economic Factors
2. Social and Cultural Forces
Problem
1. How to increase sales wherein many imitations of the products are in the market?

Recommendation
1. The company cannot control the entering of imitations in the market. The company
cannot also decrease the price of the product due to the high cost of production. The
company should develop a new product with a good but with lower cost of production
that can pace to the price of imitations in the market.


CASE # 7
PHILIPPINE ORGANIC FERTILIZER CORPORATION
Facts
1. Economic Factors
2. Social and Cultural Forces
3. Demographic Forces
Problem
1. How the sales manager can manage his sales force.
Recommendation
1. As a sales manager you should build your team well. You should serious, consideration is
given to individual salesman, his characteristics, recruitment and selection, the training
should be given, and the compensation package is also important factors and motivation
for them to work well. Effective sales force must focus on clearly define market
segmentation.





CASE # 8

MANILA BAY PAPER COMPANY, INC.

Facts
1. Economic Factors
2. Social and Cultural Forces

Problem
1. How the sales managers develop a new channel of distribution?

Recommendation
1. Evaluate a new distribution channel or improve the channel marketing / management at
any time.
2. Identity natural partners. If you want to grow beyond the direct model, look for
companies that have relationships with your end-users. If consultants, wholesalers or
retailers already reach your customer base, theyre natural partners.
3. Build your distribution channel
If youre setting up a distribution channel with one or more partners, treat it as a sales process:
Approach the potential channel partner and sell the value of the partnership.
Establish goals, service requirements and reporting requirements.
Deliver inventory (if necessary) and sales/support materials.
Train the partner.
Run promotions and programs to support the partner and help them increase sales.
4. Minimize pricing conflicts. If you use multiple channels, carefully map out the price for
each step in your channel and include a fair profit for each type of partner. Then compare
the price that the end-user will pay; if a customer can buy from one channel at a lower
price than from another, your partners will rightfully have concerns. Pricing conflict is
common, and it can jeopardize your entire strategy, so do your best to map out the price
at each step and develop the best solution possible.
5. Drive revenue through the channel. Service your channel partners as youd service your
best customers and work with them to drive revenue. For example, provide them with
marketing funds or materials to promote your products; run campaigns to generate leads
and forward them to your partners.



CASE # 9

THE CEBU CONFECTIONARY CORPORATION

Facts
1. Economic Factors
2. Social and Cultural Forces

Problem
1. The Advertising Manager cannot decide whether to launch a new brand or maintain the
present brand.

Recommendation
1. Due to minimal funds the advertising manager should maintain the present brand of the
company.
2. Focus on innovation and development of the existing brand.

3. Know the consumer who wants, needs or should buy the single value your product
delivers. Remain laser focused on communicating, selling and delivering this single value
until the brand owns its intended market.
4. Then you can consider expanding into:
New geographic regions
New brand extensions
New consumer profiles
New cultures