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The increased  popularity of Cholula Hot Sauce has been aided, in part, by a    successful social  media and word-of-mouth program. Cholula has managed to    effectively compete and  grow its market share and profitability in the already    crowded U.S. hot sauce  market. Determining how that has been accomplished is    the basis for this unit’s  assignment.

Analyze the Best  Global Practice case study, “Cholula: America’s Hottest    Sauce,” on pages  77 in the textbook

(PDF Attached)


Complete the tasks  below, which are associated with the case study in the    textbook.

Answer   question 1 using Porter’s approach as a framework for your            response.

Answer   question 2, and support your answer by incorporating            information from the   resources located in the “Sources” section on page 77            in the  textbook.

Respond to each  question in essay format; each answer should be a minimum of   250 words. This  assignment should be approximately two pages in length.


APA 7th Edition

formatting  when writing your responses. All sources used, including    the textbook, must be  referenced, and quoted or paraphrased material must have    accompanying in-text  citations.

Strategic Market Management – Pages 76 – 77
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Creating Marketing Strategies That
Align with the Company’s Mission
and the Market
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Analyze an organization’s strategic marketing goals that align with its mission.
1.1 Determine a company’s profitability analysis for its business strategy based on a case scenario.
1.2 Analyze a company’s business strategy to accomplish its marketing goal.
Learning Outcomes
Learning Activity
Unit I Lesson
Chapters 1 and 4
Unit I Case Study
Unit I Lesson
Chapters 1 and 4
Unit I Case Study
Reading Assignment
Chapter 1: Strategic Market Management—An Introduction and Overview
Chapter 4: Market/Submarket Analysis
Unit Lesson
Companies create plans to determine how they may create offerings to customers. The result of an effective
business strategy is one where there is strong alignment between customers’ satisfied needs and wants, the
capabilities of the firm to provide offerings addressed to its customers’ needs and wants, and the firm’s
developed strategic competitive advantages (SCAs) to address its targeted customers’ needs and wants
better than its competition. This strategy is found within a dynamic, ever-changing, and competitive
marketplace. In other words, the firm’s business strategy centers on its ability to create customer value, which
is the difference between the benefits customers perceive they are getting from an offering minus the
perceived cost of obtaining these benefits (Aaker & Moorman, 2018). For their offerings to effectively compete
in an ever-changing marketplace, companies must provide superior perceived benefits while demonstrating
minimal perceived costs and perceived risks to their customers. This is, in part, how customers determine an
offering’s level of value to them.
The Value of Planning and Creating a Superior Business Strategy
A company’s mission statement is the first step in creating this alignment. It is the company’s statement that
informs the public of its purpose and what it represents—a statement it wishes to be known by. Its vision
statement demonstrates the kind of company it wishes to be in the future. A critical examination that the
company conducts on itself and its competitive marketplace is called a SWOT analysis. SWOT stands for
strengths (internal), weaknesses (internal), opportunities (external), and threats (external). The results of this
important, self-revealing analysis, which is usually conducted across the organization and across its market
environment, provide the firm with the business strategy for where it may compete and how it may compete.
An example of a company that maximized its strengths to take advantage of opportunities in a new, early
20th-century technology was that of a very old 19th-century button manufacturer in Scranton, Pennsylvania.
The factory retained its competitive advantage with its shellac button coating technology, which was
developed in the 19th century, but adapted it to the then-new industry opportunity requirements for pressing
phonograph records. As its traditional button markets shifted and became more competitive, it used its
MBA 5841, Strategic Marketing
sustained competitive advantage developed in the making and coating of buttons
coat a newly
developed recording industry technology required in the manufacture of phonograph
Title records. This shift in
strategy enabled the company to continue prospering for many decades (“In The Lurch,” 2017).
Strategic market management is a process designed to help management create, change, or retain a
business strategy and to create new strategies for the future. A marketing strategy is a subset of
business strategy that involves the same four strategy components, although, the scope is restricted
to marketing. It includes decision and budgets related to product market activities, customer value
proposition, marketing assets and competencies, and different functional areas within marketing.
(Aaker & Moorman, 2018, p. 10)
Creating Marketing Strategies
Traditionally, most of a firm’s key functional departments were focused internally in managing and controlling
its production and manufacturing efforts. Marketing was one of the few departments that spent more time and
effort focused externally—first on customers and then on industry competition. Now, however, with everchanging markets driven by rapid technological changes, no department in the firm has the luxury of only
focusing inward. Marketing is more important than ever, maintaining its focus on what the customer needs or
The following illustration is an overview of strategic management as shown in Figure 1.3 in the textbook.
(Aaker & Moorman, 2018)
Finally, the firm engages in implementing the strategy and producing a firm value (Aaker, & Moorman, 2018).
In order to be competitive, the company must develop and create the following five management task
competencies: strategic analysis, innovation, getting control of multiple business units, developing SCAs, and
developing growth platforms (Aaker & Moorman, 2018).
Implementing Strategy
One of the most difficult aspects of the strategic market strategy planning process is implementing the
strategy itself. It is at this point that the implemented strategy takes on a life of its own. One of the greatest
reasons most strategic plans fail is that the planners underestimate challenges, perceiving them as
insignificant challenges that ultimately end up being major implementation stumbling blocks.
MBA 5841, Strategic Marketing
An example might be a firm producing a much-needed and helpful product that
is shown
its market
research to be ideally suited for and desired by its target market. The product Title
fulfilment and customer service
departments need to work harmoniously with the marketing department to ensure that the newly launched
product’s promise and its performance attributes are perceived and enjoyed at the same levels by customers.
This way, the implemented marketing strategy will achieve the initial success that the planners had expected.
Companies all too often assume other key internal departments tasked with supporting the marketing strategy
implementation effort automatically know what is required of them in their role of achieving implementation
success. It is up to the marketing department during its planning stages to ensure these key internal
departments are all aware and trained to the levels necessary in order to reach or surpass the marketing
strategy planners’ set goals. The customer service and product fulfillment departments, for example, must
convey the same levels of confidence and enthusiasm about the newly launched products to their customers
as the marketing department did in selling the products in the first place. The promise versus performance
gap perceived by the customer must remain positively aligned. If it does not, customers can be left with high
expectations that cannot be met. This can cause needless customer frustration. In the end, not only does the
marketing strategy suffer, but the potential for the brand to suffer is a real possibility.
There are ways to avoid marketing strategy implementation failure. One way is for firms, during the market
planning process, to coordinate better internally. The marketing department has the responsibility to take the
lead in reaching out to support departments in order to make them more aware of how the marketing value
proposition is intended to be communicated to potential customers. It is through this interaction that these
internal support departments can visualize how they will contribute to the market strategy success. It also
provides an opportunity for challenges to be raised that might impede plan implementation. Something that
the marketing department believes should be simple for a functional internal department to achieve may not
be simple at all. The level of automation that may be a key customer service requirement may not be working
as well as previously thought by the market strategy planners. This would have a negative effect on how well
the company could respond to its customers during the product strategy implementation phase. At this point,
a short-term fix could be addressed, such as adding and training additional customer service representatives
with the long-term goal of better developing the necessary automation initially required by the plan.
Product launch schedules and expected plan revenue targets could still be met. The additional short-term
labor costs that were not planned would have a much lower overall impact as a result. To the customer, it
would be met as a desired product that would now be available to them. The customers’ experience with the
product would create an experience that would be supported, uniformly, by the company in order for the
buyers to receive the best value at the best price. The targeted customers’ experience with the company and
its support for its product and brand would be a seamless and positive event.
Market Analysis
In a highly competitive environment, it is good to assume that all markets are dynamic. Firms must be able to
differentiate between competitive market activity and potential emerging submarkets as discussed in Chapter
4 of the textbook. Figure 4.1 shows the six criteria by which markets and submarkets can be evaluated:
submarkets, size and growth, profitability, cost structure, distribution systems, market trends, and key success
factors (KSFs) (Aaker & Moorman, 2018).
When analyzing emerging submarkets, firms’ activities during the planning stage need to determine the
potential size and profitability of the identified market. The goal for the firm, using its SCAs, is to effectively
compete and earn above-standard industry profits on its products offered in the emerging submarket. This
can be achieved through implementing Porter’s five-factor model of market profitability. In this model, which
was developed by Harvard professor Michael Porter, firms can measure the long-term return on investment
by comparing it against five factors, which are listed below:
the intensity of competition among existing competitors,
the existence of potential competitors who will enter if profits are high,
substitute products that will attract customers if prices become high,
the bargaining power of customers,
the bargaining power of suppliers (as cited in Aaker & Moorman, 2018).
MBA 5841, Strategic Marketing
During a firm’s strategy planning analysis of an emerging submarket, KSFs are
identified. A
KSF is either a strategic necessity or a strategic strength. Interestingly, if the former
Title is missing, it can be a
sign of significant weakness. Its presence, though, does not indicate a significant strength. It may not be
readily recognized, but it can negatively impact a company’s market strategy success if overlooked. Strategic
strengths are distinctive competencies that a company does much better than its competitors, enabling the
firm to compete better. During a firm’s planning process, the evidence of emerging markets can create
opportunities or demonstrate the current relevance of the firm’s current strategic market plan.
Aaker, D. A., & Moorman, C. (2018). Strategic market management (11th ed.). Hoboken, NJ: Wiley.
In the lurch; left-behind places. (2017, October 21). The Economist, 425, 19. Retrieved from https://searchproquest-com.libraryresources.columbiasouthern.edu/docview/1953984747?accountid=33337
Suggested Reading
In order to access the following resource, click the link below.
The following article offers interesting information on online retailers using specific business strategies for
Rowley, J. (2009). Online branding strategies of UK fashion retailers. Internet Research, 19(3), 348–369.
Retrieved from https://search-proquestcom.libraryresources.columbiasouthern.edu/abicomplete/docview/219845414/F6E45664556D4946P
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Chapter 1 Knowledge Check
Complete the Chapter 1 Knowledge Check below to gain a better understanding of the lesson.
Click here to access the Chapter 1 Knowledge Check.
Chapter 4 Flash Cards
The following interactive presentation on Chapter 4 will assist you in better understanding the lesson.
Click here to access the Chapter 4 Flash Cards presentation. (Click here to access a PDF version.)
Chapter 4 “For Discussion” Questions
Review the Chapter 4 “For Discussion” questions on page 75 in your textbook, and answer one to two
questions. Submit your responses to your instructor for relevant feedback.
MBA 5841, Strategic Marketing

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