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Formato de Análisis de Casos Advance USS
Formato de Análisis de Casos Advance USS
Favor limitar el texto del análisis del caso a un máximo de dos (2) páginas,
además de anexos. El texto del caso debe ser escrito a espacio sencillo
utilizando una letra de no menos de 10 puntos (ejemplo, Arial 10).
Ud. puede agregar a esas dos páginas, anexos con tablas, gráficos, etc.
siempre que se refiera directamente a ellos en las dos páginas del texto y si
ellos agregan elocuencia, coherencia o fuerza al argumento.
Por delante de las dos páginas de texto, añadir una página titular, con el
nombre del caso, nombre del curso, nombre del profesor y el nombre(s)
completo(s) de autor(es).
Página 1. Esta página debe focalizarse sobre el diagnóstico de los problemas a que la
empresa se enfrenta. Puede incluir como anexo un resumen de los puntos principales del
análisis SWOT o FODA (Caso de Marketing) o del análisis de las 5 Fuerzas
Competitivas de Porter (Caso de Estrategia) por ejemplo:
Cada problema (es decir, el Problema Central y los otros dos problemas) deben ser
encabezados por una frase u oración que claramente describa la esencia del problema,
e.g., "Problema Central: Los productos de la empresa se canalizan a través de un
sistema de distribución que no alcanza al cliente designado como segmento objetivo. A
dicho encabezamiento le debe seguir una explicación de la naturaleza e importancia
(implicaciones) del problema. Si contribuye al análisis o la justificación, puede incluir
anexos que expliquen o ilustren mejor el argumento. Usted tiene que asegurarse de que
la estrategia definida en la página 2 del análisis ataque y resuelva al menos parcialmente
el problema central.
(2) Confundir el problema con un síntoma: "las ventas no han llegado a los niveles
esperados " es un síntoma cuyas causas Ud. desea utilizar para explicar por qué no
se han logrado los resultados esperados.
(3) Pensar que "la empresa no tiene una estrategia " o "la empresa tiene una
estrategia errada " son ideas demasiado amplias que no contienen un diagnóstico
especifico de lo que anda mal. Por lo tanto no son apreciaciones direccionales, es
decir no dirigen nuestra atención hacia las tareas que un gerente con juicio crítico
decide sean las acciones prioritarias de entre la gran variedad de posibles acciones.
(4) "Carecemos de un estudio más detallado " Aunque generalmente es útil tener
más información, debe suponerse que el caso contiene suficientes elementos para
poder identificar problemas y estrategias. Si bien en muchas ocasiones es deseable
realizar estudios previos, en el contexto de análisis de casos, conlleva a resignar
nuestra responsabilidad de analizar el caso. Si Ud. desea sugerir que se haga más
investigación, no haga eso el tema central, sino recomiéndelo en la parle sobre
estrategia.
En resumen:
Páginas 3-en adelante (si se necesitan): Análisis FODA (Caso de Marketing), las 5
Fuerzas Competitivas de Porter (Caso de Estrategia), el Marketing Mix (Las 7 P´s
por ejemplo), además de anexos con tablas y gráficos. Los anexos deben ser
numerados secuencialmente en el orden a que se refiere a ellos en el texto del
análisis. El texto debe referirse al anexo por un propósito específico. No los use
como "relleno". Deben ser auto-explicativos, es decir, los ejes de una gráfica deben
estar definidos y lo que la gráfica indica debe ser transparente, sin tener que
consultar con el autor.
Sample case analysis¹
Central Problem: Gallo Rice is misallocating its resources geographically by over allocating
resources at home when considering growth opportunities in Emerging Markets such as
Argentina and Poland and in the high value added categories of pre-cooked and parboiled
rice. This misallocation appears to be rooted in a misconception of the evolution of Emerging
Markets. As Exhibit 1 shows, although the total market in Poland and Argentina is smaller than
that of Italy’s it is rapidly moving to parboiled products. Whereas in Italy, traditions account for
a large following for regular rice, in the new markets it may be easier to move to higher value-
added categories. Already, Gallo has a stronger share position in parboiled in those countries
than it does in Italy. Both Poland and Argentina are going through the pains of economic
restructuring, which leaves a greater concentration of purchasing power in the upper and
upper middle urban classes - all the more reason to look to higher value added products. Yet
Gallo's total and per capita advertising investment in Poland and Argentina is minuscule
compared to Italy's. Advertising is needed in order to steer consumers to new products and to
develop a strong brand image.
Problem: Gallo's position in high valué added sub-categoríes is being challenged bv other
brands that have centered their strategies in those sub-categories. Because of Gallo's
traditional allegiance to regular rice, the company may not have exploited its strengths in
parboiled rice. In Italy, Buittoni, part of a major multinational food company, leads the market
in parboiled. In Argentina, Gallo leads but its share is 35% — high but not dominant. There it
faces potentially stiff competition from Bunge & Born, a very large Argentinean company with
large resources. In Poland, Uncle Ben's is set to make a run. Throughout, Gallo does not seem
to have developed good relations with the trade – crucial in a mature product that can be used
by retailers to build traffic at the expense of the brand.
Problem: Inter-market differences are smaller than Gallo`s management believes and need
to be better understood. Undeniably, there are cultural differences among these nations as
well as differences in their rice "culture" and in the marketing system. In Northern Italy, there
is a rich culinary tradition of risotto. However, in Argentina, rice plays second fiddle as an
addition to the main dish, and in Poland, there is not a rice culture at all. Also, Poland's
consumers are emerging from a Marxist system and have not been as exposed to brands as
Argentina's consumers. In addition, whereas supermarkets are the dominant method of
distribution in Italy and Argentina, they are still a minor factor in Poland. Nonetheless,
parboiled already has achieved a similar share in all three countries (see Exhibit 2), and young
consumers will value convenience and ease. Thus, the company needs to discern what is global
and uniform from what is specific to distinct emerging markets on the basis of their paths to
development. At this point, the company lacks a clear vision of those differences and
similarities.
1 This sample analysis is not intended to portray the only or the best interpretation of the facts contained in
the case. Rather it is intended to depict a recommended approach to identifying, analyzing and presenting
interpretation of information and data in a management case.
STRATEGY
Strategic Logic: Gallo Rice is over-spending resources in its home market (Italy) defending its
position in the mature white rice market while it not leading Italy's parboiled market. The key
to Gallo's future lies in leading the development of high levels of consumption of high value
added products in new, emerging markets. Experience has shown in Argentina and Poland
suggests that new markets can move more quickly to new types of rice than tradition-bound
markets. We see parboiled rice and favored rice recipes as the key areas for future product
development and marketing. Argentina and Poland constitute test markets where we can
develop the proposed strategies and later apply the emerging lessons to other markets of
Central Europe and Latin America.
Programmatic Actions: Overall, we suggest shifting the majority (roughly 2/3) of all advertising
to parboiled, pre-cooked and seasoned rices and to increase the advertising effort in Poland
and Argentina to about $0.50 per Kg. We also would if necessary reduce some of the overall
advertising effort in Italy while moving it to parboiled and pre-seasoned, making the packaging
more contemporary. In all markets, we propose focusing primarily on younger consumers who
will be more innovative and more open to the types of products that Gallo needs to support in
order to accomplish its goals. We also shift the promotional budget to products and
promotions and away from general umbrella advertising (See Exhibit 3). The models developed
in Argentina and Poland will be used as basis for roll-outs in other emerging markets.
We also propose an across the board lowering of prices in Argentina to maintain rice's
relationship to beef and to reflect reduction in input costs. The Nobleza Gaucha brand,
however, should be dropped because its sales are weak and it distracts from Gallo's overall
stance. Instead, we recommend strengthening relationships with retailers, using point of
purchase displays and recipes to promote use variety and give retailers an opportunity to
collaborate with Gallo.
In Poland, the primary emphasis should be on building primary demand for rice in high value
added forms. This has two advantages: it makes it easier for consumers to view rice as other
than a commodity from the start and it positions Gallo as a fist mover. Given the rudimentary
nature of Polish advertising and retailing, the company needs to invest in the handling of
retailer relationships and in maintaining displays at the point of purchase.
Thus, the proposed strategy focuses on global opportunities while recognizing the uniqueness
of each environment.
Also, we have to include the SWOT analysis (Marketing Case), the 5 Competitive Forces of
Porter (Strategy Case) and the Marketing Mix (The 7 P´s for example) in which the
Programmatic Actions are based.