model essay on case analysis
How to write case analysis, let's share with you how to write case analysis. For reference, welcome to read. On March 5, 2115, relevant departments in Shanghai found that the seasoning of Chicken Yi in New Orleans and Chicken Leg Fort in New Orleans contained? Sudan Red One? On the morning of 16, Yum! Shanghai Headquarters informed KFC branches all over the country? Starting from 16, the sales of New Orleans chicken wings and New Orleans drumsticks were immediately stopped in all KFC restaurants in the country, and all remaining seasonings were destroyed. ?
on the afternoon of March 6th, Yum! made a public statement, announcing that the New Orleans chicken wings and the New Orleans chicken leg burger seasoning contained? Sudan Red One? And apologize to the public. Yum! said it would strictly investigate the illegal use of seasonings by relevant suppliers? Sudan Red One? The responsibility of.
after nearly two weeks of testing and investigation, Su Jingshi, president of China Yum! Brands, a subsidiary of KFC, officially announced the investigation results: after sampling different raw materials in different cities by governments at all levels, it was confirmed that all the problematic seasonings came from two batches of Chili powder supplied by Kangsu Hongfang Spice (Kunshan) Co., Ltd. to Guangdong Zhongshan Jikuaifu Company. China Yum! Brands assures consumers all over the country that all KFC products do not contain Sudan red.
KFC suffered a heavy blow because of Sudan red. Su Jingshi said that in view of the lessons of the Sudan Red incident, China Yum! Brands decided to take three measures to prevent the hidden dangers caused by the failure of some food producers and suppliers to strictly control food safety. First, it will strengthen the original testing capacity on the basis of the past, invest 2 million yuan to establish a modern food safety testing and research center, conduct safety sampling inspection on all products and raw materials used, and study the food supply safety in China. Second, all major suppliers are required to increase personnel, purchase necessary testing equipment and conduct food safety sampling inspection on all incoming materials. The third is to strengthen the requirements for selecting upstream suppliers and prevent suppliers who cannot adhere to food safety from mixing into the supply chain.
please read the above information carefully and answer the following questions?
1. facing? Sudan Red One? What countermeasures did Yum! Brands take against the environmental threat brought by the incident to KFC? Try to evaluate these measures with the relevant principles of marketing.
2. through this incident, what do you think should be paid attention to in the process of adapting and coordinating the marketing activities of enterprises with their marketing environment?
The answer to this question should include the following points:
1. The environment includes both opportunities and threats, and the purpose of analyzing the environment is to find opportunities and avoid and mitigate threats.
2. Enterprises are not powerless to the environment. On the basis of analyzing the environment, enterprises can increase their ability to adapt to the environment, avoid threats, and also change the environment under certain conditions
3. In this case, Yum! Group took the following measures in the face of threats:
(1) Stop selling products containing Sudan red and destroy the remaining seasonings;
(2) Apologize publicly and pursue the responsibility;
(3) announce the test results and ensure that all its products do not contain Sudan red;
(4) formulate measures to eliminate hidden dangers.
All the above measures belong to the category of mitigation strategies. Through these measures, enterprises gradually eliminated the impact of the incident and regained the trust of consumers.
4. In the complicated and volatile marketing environment, enterprises must constantly build their own core competitiveness, enhance their resilience, grasp the environmental dynamics at any time, find problems in time, and solve them quickly and properly, so as to avoid and alleviate environmental threats and make enterprises develop healthily. Chapter 2
? De-intermediation? Eliminate middlemen? It has become the mainstream voice in this Internet age, but Liu Dalei, general manager of Dalian Dalei Logistics Trading Co., Ltd. and president of China Condiment Distributors Chamber of Commerce, doesn't think so.
in his view, as the intermediate link between the manufacturer and the terminal, the connection value of the dealer is just its greatest value, which can't be replaced by any enterprise or any era.
established in 2113, Dalei Logistics Trading Co., Ltd. is mainly engaged in the agent of condiments. At first, it won the cooperation of Carrefour, Wal-Mart and other large KA stores by virtue of its own logistics service capabilities, and followed their footsteps to quickly spread the network throughout the three northeastern provinces. However, with the continuous development of modern channels, large-scale stores, especially international KA systems such as Wal-Mart and Carrefour, have also completed the establishment of regional general warehouses in Northeast China. Faced with this change, Liu Dalei adjusted the overall layout of the company's network, and the functions of local branches changed from customer development and logistics distribution to daily market maintenance. But not long after, with the development of the market, the profits of mature brands and mature products gradually decreased, and the whole dealer group once again faced the choice of transformation. But unlike the last situation, this time it was not enough to rely solely on internal adjustment, and new breakthrough points must be found.
It is more advantageous for dealers to be brands
This breakthrough point was later found by Liu Dalei, right? Branding+platformization? . Why choose this direction to transform? Liu Dalei's explanation is that dealers have advantages over manufacturers in branding: first, dealers have long-term service to terminals and face the market, and know the needs of terminal vendors and consumers better than manufacturers, especially for products with strong regional flavor, which is very important; Second, the channel development and service maintenance ability of dealers is not available to manufacturers, especially the point-to-point docking ability with couples' shops. Manufacturers talk about a single sale without management, while dealers have their own shopping guides and tally clerks, so both pushing large items and promoting sales have advantages; Thirdly, due to the increase of channel cost, the profit given to the terminal by mature brands is getting lower and lower, while the new brands are different, and there is still a high profit space, which is very convincing for terminal expansion.
of course, there are disadvantages compared with manufacturers, that is, products. However, in Liu Dalei's view, this is not a problem, because you can exchange your own channel resources for the cooperation of high-quality manufacturers for OEM production. What is the name of the condiment brand founded by Liu Dalei? Middle tone? , located in the middle and high-end condiments, adopts the OEM mode, and is only responsible for brand operation and channel maintenance. At present, there are 311 product categories such as mustard tuber, soy sauce, vinegar, sesame oil and fermented bean curd.
why did Liu dalei build such a huge channel resource? This has to talk about his other transformation ideas? Platization. He believes that as individual dealers are scattered and weak, in the face of this change, we must cooperate in groups and build a platform for * * * to win. In addition to being a condiment distributor, Liu Dalei also holds another position, that is, the executive president of the China Condiment Distributor Chamber of Commerce. Through this relationship, he gradually recruited members of the Chamber of Commerce to become strategic partners, and * * * adjusted the brand in the same operation, so the channel resources of these member distributors were naturally included. Liu Dalei said that the distributor he was looking for was not just selling goods like a manufacturer looking for an agent, but looking for a partner, which was tied together in the form of equity. Shareholding joint marketing, platformization, flattening and partial marketization are the cores of Liu Dalei's branding and platformization operation.
it's very important to be a brand selection
Liu Dalei believes that the most crucial point to be grasped when a dealer transforms into a brand is that the products must be of excellent quality and form differentiated characteristics. For example, CCT is very strict in the selection of products. In the early stage, it fully investigated the market and terminals to understand their respective needs, then searched for resources, then docked with manufacturers, and finally designed packaging and pricing according to the information feedback from the market. How to choose products? Liu Dalei's practice is to explore the products of origin. For example, the fermented bean curd in the middle school was produced by Xianheng. Everyone knows that Wang Zhihe is actually the origin of fermented bean curd, which is earlier than Wang Zhihe and is protected by the national intangible cultural heritage. They look for Hengshun to produce vinegar, and Shaoxing to find a manufacturer for cooking wine. Liu Dalei attaches great importance to the value of the country of origin. He thinks that such products have a history and can speak.
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