1. Contemporary Business Environment

2. Course Learning Objectives
 To facilitate theoretical inputs on contemporary
issues and enable learning through comparative
analysis of select firms.
 To develop skills required to effectively study the
business environment of the industry in which the
firm is operating on the respective issue.
 To evaluate the relevance of the marketing issue in
the context of changing customer expectations and
emerging technologies.
 To enable industry readiness of the students through
collection, analysis of data and by developing
conceptual thinking and decision making skills.

3. Course Learning Outcomes
By the end of the course, students will be able to:
 Develop a conceptual model on the marketing issue
that they will study.
 Do industry analysis, internal firm analysis, and value
chain analysis from a marketing perspective
combining all elements of the marketing mix.
 Critically evaluate the marketing issue, identify Key
Success Factors of the chosen firm and provide
solutions for improving the marketing effectiveness of
the chosen firm.
 Develop inter personal and team working skills.

4. Marketing Issues
Sl Issue Sl Issue
Successful value creation / co-creation
Role of technology in improving the
1 6 through bundling of products and /or
marketing mix of a product category
services
Role of technology in improving the Relevance of brand positioning strategy
2 7
marketing mix of service category in today’s world
Product line extensions and their Role of internal marketing in successful
3 8
effectiveness implementation of marketing strategy
Success story of an innovative Customer engagement strategies & the
4 9
product / service company in India role of social media marketing
Designing experiences, not products.
Role of digital marketing in brand
5 10 What accounts for experiences that are
building
remembered, interesting and valued?

5. Course Outline
 Course Structure
 Develop a conceptual model on the topic##
 Choose a firm in an industry
 Collect data on the environment in which the firm operates
 Collect data on the variables in the conceptual model w.r.to the firm
 Present findings along with recommendations for improvement
## Some of the important research journals in marketing include Journal of Marketing, Journal of
Marketing Research, Journal of Retailing, Journal of the Academy of Marketing Sciences, Journal of
Advertising, Marketing Theory, European Journal of Marketing, Journal of Service Research, Journal
of Macro Marketing, Journal of Consumer Research, Psychology & Marketing etc.
 Facilitation
 Basic theoretical inputs and guidance from the facilitator. Self-taught course with
students leading the learning through class presentations.
 Evaluation
 Attendance and Class Participation - 10%
 Mid-Term Examination - 25%
 End-Term Examination - 40%
 Project Work - 25%

6. What do you mean by Business Environment
Your thoughts
How does the environment affect these brands?

7. Session Objective
This session will enable students to:
 Understand definition of strategy
 Introduce the concept of Environment Analysis (PESTEL)
 Introduce the concept of Five Forces Model
 Establish the importance of environment & competitor analysis

8. What is Strategy?
 Operational Effectiveness vs. Strategy
 Necessary but not sufficient
 Strategic Positions
 Unique Activities & Strategic Positions (e.g. Indigo)
 Trade-offs - Sustainable Strategy Needs Trade-offs
 Right trade-offs (e.g. Rolex)
 Fit Drives competitive advantage and sustainability
 Reinforce the activities – tightly integrated – difficult to imitate
 Growth trap (Strategy vs. Growth)
 Leadership

9. What is strategy ?
 Strategy - Creation of a unique and valuable position, involving a
different set of activities.
 The essence of strategic positioning is to choose activities that are
different from rivals.
Amazon, Flipkart
 Strategy is making trade-offs in competing. The essence of strategy
is choosing what not to do.
 Without trade-offs, there would be no need for choice and thus no need for
strategy. (Any good idea could and would be quickly imitated. Performance
would once again depend wholly on operational effectiveness)
BMW

10. What is Strategy?
 Strategy is creating fit among a company’s activities.
 Success depends on doing many things well–not just a few– and
integrating among them.
 If there is no fit among activities, there is no distinctive strategy and little
sustainability.
South West
Airlines

11. Environment Analysis

12. PESTEL Analysis of environmental influences
1. What environmental factors are affecting the organization?
2. Which of these are the most important at the present time?
In the next few years?
Political/legal Economic factors
Monopolies legislation • Business cycles
Environmental protection laws • GNP trends
Taxation policy • Interest rates
Foreign trade regulations • Money supply
Employment law • Inflation
Government stability • Unemployment
• Disposable income
• Energy availability and cost

13. PESTEL Analysis of environmental influences
1. What environmental factors are affecting the organization?
2. Which of these are the most important at the present time?
In the next few years?
Sociocultural factors Technological
Population demographics • Government spending on
Income distribution research
Social mobility • Government and industry focus
Lifestyle changes on technological effort
Attitudes to work and leisure • New discoveries / development
Consumerism • Speed of technology
Levels of education • Rates of obsolescence

14. Porter’s Five Forces Model of Competition

15. Home Assignment
M&M is aspiring to enter the two-wheeler
business.
Analyse the industry using Porter’s Five Forces
Model