Conduct a comprehensive Analysis of the External Environment using a PESTLE: Strategic Marketing Case Study, NTU, Singapore

Answer all questions

Question1

Conduct a comprehensive analysis of the external environment using a PESTLE. A table format is fine and you can use a row for each factor. Dot points are OK but make sure you clearly describe each point.

Question 2

1. a) Briefly describe the industry JGH operates in and analyze it using the 5-force model. A table format is fine and you can use a separate row to discuss each force.
2. b) Discuss how the information you found doing the PESTLE will influence each of the 5-forces in the future. Conclude your discussion with a list of opportunities and threats for JGH management.

Question 3

Walker & Mullins* combined two popular strategy models to create four business-level strategies. These are Prospector, Analyzer, Low-cost defender, and Differentiated defender. Using the information that is provided in the case, argue which strategy would best suit JGH based on the industry and market, technology, competition, and their business strengths.

Mementos That Anchor Homes: Growing Joyous Group In The Business Of Photos And Portraitures

Family portraiture, hanging in the living room, of beaming parents flanked by their children donning graduation regalia. It carried symbolic and emotional weight. A memento, in framing an event, anchored a home. Joyous Group Holdings (JGH) was in the business of creating such mementos from “milestones of happiness.” The company sought to grow both its customer base and its range of products and services since its inception.

This turned out to be far more challenging than anticipated, in part because portraiture as a business, while competitive, had plateaued with limited growth opportunities in Singapore. In the age of selfies, selfies, and instant mementos, what could JGH do? How could it thrive in today’s digital environment? Should the company embark on an overseas expansion program to pursue growth?

BACKGROUND ON JGH

JGH had two subsidiaries, Werkz and Joyous Asia. While both entities provided photography, portraiture services, and graduation regalia rental, Werkz focused almost entirely on universities. Joyous Asia competed in a variety of sectors, including the early childhood and preschool sectors. Going by revenue breakdown, close to 100% of Werkz’s coffers came from the universities. Joyous Asia’s was about 80%, with the balance coming from the preschool and childcare segments.

Both Werkz and Joyous Asia were largely independent, each with their separate shopfronts and staff. Werkz had five full-time staff members and Joyous Asia had four. It was not surprising then, given their small sizes, that the subsidiaries shared resources for large-scale events, such as mobilizing a common pool of photographers.