Situation Analysis: Noon Nopi, Vision & Strategy

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Do curso por Yonsei University

International Marketing & Cross Industry Growth Capstone Project

14 classificações

Yonsei University

International Marketing & Cross Industry Growth Capstone Project

14 classificações

Curso 6 de 6 em Specialization International Marketing & Cross Industry Growth

This course will act as the culmination of the Specialization: International Marketing & Cross Industry Growth. The aim is to help you apply what you have learned during the 16 weeks of the 5 courses and conduct an "action learning" project that will consist of the following: 1. Situation Analysis for their chosen company or brand. 2. Marketing Mix Analysis for their chosen company or brand. 3. Cross Country Innovation Plan when expanding abroad. 4. Cross Industry Innovation Plan when sourcing ideas or expanding into another industry. All of these analyses will have templates that will be explained in the video lectures using an exemplar case, "Yuhan Kimberly." You will be required to choose a company on which these analyses will be performed. As such, the intent will be to provide you an integrated set of insights and application to a chosen managerial situation and problems at hand in the context of a specific region or country. You will be required to also choose another industry (from the ones covered in the Specialization: B2C, B2B, Healthcare, Hospitality, Entertainment, Sports) when developing your Cross Industry Innovation Plan. For example, if you work for a company in the Healthcare industry and have analyzed that company, you should then conduct a Cross Industry Innovation project using concepts from a different industry such as Entertainment.

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Milestone 1: Situation Analysis

For Milestone 1, you will be expected to complete a Situation Analysis for a chosen company in a chosen industry. The major components of Milestone 1 will be A. A Noon Nopi Definition of the learners' Product. B. A Vision and Strategy Analysis. C. An Omni-Branding Analysis. And D. A SFU (Strong Favorable and Unique) Branding Analysis.

Milestone 1: Situation Analysis Intro0:44

Situation Analysis: Noon Nopi, Vision & Strategy7:56

Situation Analysis: Omni Branding & SFU Analysis10:52

Conheça os instrutores

Dae Ryun Chang
Professor of Marketing
School of Business

Ok so there will be four milestones and we will begin with milestone

number 1, Situation Analysis.

And there will be four components, A, Noon Nopi Definition,

B Vision and Strategy Analysis, C, Omni-Branding Analysis, and finally D,

SFU, which stands for Strong, Favorable, and Unique Branding Analysis.

So let's get started.

Okay, so I don't think I need to remind you what Noon Nopi means,

it means eye level matching.

It gets that the essence of what marketing means.

And so there will be a Noon Nopi Definition that you will do for

your chosen company or brand or

if you so decide, yourself.

So please introduce who you are or what the company is or what the brand is.

And, based on that, define your Noon Nopi.

And so for each guideline, I will give you a scoring tip.

So to get very high marks for Noon Nopi, you have to be customer-oriented.

And by that I mean, don't tell me about what your product is and

define your Noon Nopi just based on say the technical aspects of the product.

But instead what does the customer get having used

your product or service or even you.

So, keeping that in mind, let's apply that to Yuhan-Kimberly.

It doesn't state that in the case.

For me, I would define define the Noon Nopi for

Yuhan-Kimberly as offering modern and localized comfort.

Whether it's baby diapers, or feminine napkins, or

even some of their other products.

And so, as I talked about when I talked about Yuhan-Kimberly,

especially back in the early 70s when the company was started,

they ushered in paper products to Korea.

So, Koreans weren't used to be conveniences of using

paper products like tissue and toilet paper and feminine napkins.

But, they went beyond that by localizing those products

to the very specific needs and wants of Koreans.

And very interesting case in point was looser fitting baby diapers as

compared to the tighter fitting baby diapers in other countries.

And so, the priority was more on the comfort of the user,

meaning the baby as opposed to the convenience of

the buyer which would be the mother or the father.

So this was very different in terms of the Noon Nopi priority as elsewhere.

Okay, component B is identifying what your vision and strategy is.

And so I had a lecture on vision and strategy and action.

But, here we'll concentrate much more on vision and strategy.

So, vision talks about where you want to be,

as a company, or a brand, or even yourself, in the future.

Say ten years from now, or

it could be even five years from now if you're in a very turbulent industry.

And the vision has to allow you some room for growth.

So there has to be this growth orientation.

And what I emphasize in strategy is that it has to be in two parts

what I call flexible fit.

For the flexible part is a relatively new platform for you to grow.

Which is aligned with your vision.

So the so called wiggle room that I've mentioned throughout this course

is reflected in the flexible part of your strategy.

But that said, you could be doing many things very well.

So, the fit part talks about keeping on doing what you've been very successful at.

So, it is, relatively speaking,

an existing platform that you want to maintain.

So the scoring tip here, is that you should differentiate the 2F's.

Be sure that you have a fit part, which is easier of course.

But making sure that you identify what the new platform for

growth is, which is of course what I call flexible.

So let's take a look at what YK has been doing on the vision front,

as well as on the strategies front.

So in terms of the vision, I had a look at their homepage.

They say it's confidence towards a better life.

Note here that they don't talk about tissue,

they don't talk about toilet paper, they don;t talk about diapers.

But it's all included, because, again, it's providing all these conveniences for

a more convenient life, for a better life.

And, maybe even some of their corporate social responsibility campaigns

is consistent with this this notion of them wanting to achieve

a better life for society

As for their strategy which is aligned with that vision is in two parts.

One which is very consistent which would be the the fit part, continuing to produce

these paper products, which make life more convenient for the user.

But note that they have a flexible part.

So back in 84 when they started the CSR campaign,

of course that was something that was really different,

that was much more overarching and so that would have been again,

as the case describes, very forward looking but in the long run,

it did help the company even in terms of the brand equity of their paper products.

And another product that they're contemplating

at the end of the case is to launch possibly this baby skincare line.

So, until now they haven't been involved in skin care but

they are trying to launch this baby, eco-friendly, skin care line.

So it is indeed very new, and flexible.

And assuming that that market is growing, again, it has this growth orientation.

So, again for YK vision is very customer and

growth oriented and the strategy is balanced between the 2F.

So, I would score them veryhighly in terms of their V and S.

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