We’re using our case study this week for both the Discussion Board AND the homework assignment – so everything this week revolves around the Seventh Generation case study.? ??C

 We're using our case study this week for both the Discussion Board AND the homework assignment – so everything this week revolves around the Seventh Generation case study. 

  CSR Case Study

What you need for this assignment: (attached)

Case- Seventh Generation

Bus 4060 Q-Swot 2022

Case study guidelines

Deliverables:  Turn in your completed Q-SWOT spreadsheet and 2-3 pages summarizing the analysis and your strategy.  Be sure to follow the Case Study Guidelines.

Instructions:  This week our goal is to become familiar with the Q-SWOT spreadsheet, and we're using the Seventh Generation Case Study to do that.  We are talking about this case in the discussion board this week, and we are sharing our spreadsheets there.  Here you are turning in a more complete and edited version of your spreadsheet.  In essence, the discussion board is practice, and this assignment is where I'll grade the quality of your work using the spreadsheet.

Please note that this case does not include any financial information, so we are using all of the tabs in the spreadsheet up to and including the Strategy Summary Tab.  We will not use the Financial Analysis, Pro-Forma Income Statement or Pro-Forma Balance Sheet tabs this week (we will use these starting next week).

Your goal is to complete a strategic analysis of Seventh Generation, brainstorm some possible strategies in the Strategies Tab, and fully develop one of those ideas on the Strategy Summary Tab.

DB WK 6

 When you are ready, make a short post about the case, and attach your spreadsheet.  

Case Study Paper Guidelines

We have a series of case studies in this class where we are learning about strategic analysis and decision making.  The cases require you to complete a copy of the Q-SWOT spreadsheet and a 2-3 page paper summarizing your findings.

Here is the basic outline that you case study papers must follow: 1. Short introduction about the company 2. Review of the Key Internal Factors (1-3 factors that you believe are critical) 3. Review of the Key External Factors  (1-3 factors that you believe are critical) 4. Review of the Internal and External Scores, and what they are telling you.  (from the spreadsheet) 5. Review of the I&E Matrix Plot, and whether or not you agree with the location.  (from the spreadsheet) 6. Identify the Generic Strategy that you feel your company is using.  (from the text – Porter's Generic Strategy Model) 7. Talk briefly about the 5 forces model for the industry this company is in.  (from the text – Porter's Five Forces Model) 8. Provide written financial analysis of the key ratios you identified  (If the case or annual report contains financials) 9. Brief statement on where the company stands today.   (You're overall outlook on how the company is doing) 10. Briefly list 2-3 possible future strategies that could be employed.  (from your Strategies Tab in the spreadsheet) 11. Provide a complete detailed outline of the strategy you have selected  (From your Strategy Summary Tab) 12. Include discussion around forward looking financials   (How much will you spend, what is the source of funding, what is the return, and when will that happen) 13. Tell my why this strategy will be successful, in your view   14. Summary and conclusion

,

Internal

Internal Factor Evaluation
Internal Key Factors Rate Weight Total
1 – 4 .01 – .99 FACTOR RATING SCALE
0.00
0.00 1. Major Weakness 3. Minor Strength
0.00 2. Minor Weakness 4. Major Strength
0.00
0.00 Factor Weighting Scale – 0.01 = Low importance 0.99 = High importance
0.00 All Factor Weights must sum to 1.0.
0.00
0.00 INTERNAL FACTOR CODE:
0.00 FN = FINANCE
0.00 MG = MANAGEMENT
0.00 MK = MARKETING
0.00 IS = INFORMATION SYSTEMS
0.00 PR = PRODUCTION OF A PRODUCT
0.00 RD = RESEARCH AND DEVELOPMENT
0.00 SV = THE PROVIDING OF A SERVICE
0.00
0.00
0.00
0.00
Total Weight must equal 1.0 = 0.00 0.00 Internal Score Analysis
1.0 – 2.0 = Weak internal structure and execution.
2.0 – 3.0 = Moderate to Average internal strength is seen in the in the analysis of the busienss.
3.0 – 4.0 = Internal factors are primarily very strong and can be used to advantage over competitors.

External

External Factor Evaluation
External Key Factors Rate Weight Total
1 – 4 .01 – .99
0.00 FACTOR RATING SCALE
0.00
0.00 1. Major Threat 3. Minor Opportunity
0.00 2. Minor Threat 4. Major Opportunity
0.00
0.00 Factor Weight Scale – 0.01 = low importance 0.99 = high importance
0.00
0.00 EXTERNAL FACTOR CODE:
0.00 CP = COMPETITIVE
0.00 CL = CULTURAL
0.00 DM = DEMOGRAPHIC
0.00 EC = ECONOMIC
0.00 GE = GEOGRAPHIC
0.00 GV = GOVERNMENT
0.00 IN = INDUSTRY
0.00 LG = LEGAL
0.00 PL = POLITICAL
0.00 SC = SOCIAL
0.00 TC = TECHNOLOGICAL
Total Weight must equal 1.0 = 0.00 0.00 External Score Analysis
1.0 – 2.0 = External environment is hostile and threatening. Will require definsive strategies for success.
2.0 – 3.0 = External environment is average and may contain pockets of opportunity.
3.0 – 4.0 = External environment is primarily loaded with opportunity.

SWOT

S W O T
STRENGTHS (S) Rating Weight WEAKNESSES (W) Rating Weight
1 0 0 0.00 1 0 9 9.00
2 0 0 0.00 2 0 9 9.00
3 0 0 0.00 3 0 9 9.00
4 0 0 0.00 4 0 9 9.00
5 0 0 0.00 5 0 9 9.00
6 0 0 0.00 6 0 9 9.00
7 0 0 0.00 7 0 9 9.00
8 0 0 0.00 8 0 9 9.00
9 0 0 0.00 9 0 9 9.00
10 0 0 0.00 10 0 9 9.00
11 0 0 0.00 11 0 9 9.00
12 0 0 0.00 12 0 9 9.00
13 0 0 0.00 13 0 9 9.00
14 0 0 0.00 14 0 9 9.00
15 0 0 0.00 15 0 9 9.00
16 0 0 0.00 16 0 9 9.00
17 0 0 0.00 17 0 9 9.00
18 0 0 0.00 18 0 9 9.00
19 0 0 0.00 19 0 9 9.00
OPPORTUNITIES (O) Rating Weight THREATS (T) Rating Weight
1 0 0 0.00 1 0 9 9.00
2 0 0 0.00 2 0 9 9.00
3 0 0 0.00 3 0 9 9.00
4 0 0 0.00 4 0 9 9.00
5 0 0 0.00 5 0 9 9.00
6 0 0 0.00 6 0 9 9.00
7 0 0 0.00 7 0 9 9.00
8 0 0 0.00 8 0 9 9.00
9 0 0 0.00 9 0 9 9.00
10 0 0 0.00 10 0 9 9.00
11 0 0 0.00 11 0 9 9.00
12 0 0 0.00 12 0 9 9.00
13 0 0 0.00 13 0 9 9.00
14 0 0 0.00 14 0 9 9.00
15 0 0 0.00 15 0 9 9.00
16 0 0 0.00 16 0 9 9.00
17 0 0 0.00 17 0 9 9.00
18 0 0 0.00 18 0 9 9.00
19 0 0 0.00 19 0 9 9.00
SORT

I&E Matrix

THE INTERNAL AND EXTERNAL FACTOR MATRIX (I/E)
IFEM TOTAL WEIGHTED SCORES
INTERNAL FACTOR SPACE
HIGH LOW
EFEM 3 2 1
TOTAL
WEIGHTED HIGH
SCORES
EXTERNAL
FACTOR
FAVORABLENESS
EFEM Total: 0.00
LOW
IFEM Total: 0.00
STRATEGY AREA:
0.00
*NOTE: DIVESTITURE, LIQUIDATION, RETRENCHMENT,
AND RESTRUCTURING SHOULD BE ONGOING STRATEGIES,
REGARDLESS OF THE ORGANIZATION'S STRATEGIC POSTURE.
POSSIBLE STRATEGIES: GROW & HOLD & HARVEST &
BUILD MAINTAIN DIVEST
BACKWARD INTEGRATION……………. X
CONCENTRIC DIVERSIFICATION……… X X X(?)
CONGLOMERATE DIVERSIFICATION……. X X(?)
DIVESTITURE…………………….. X* X* X*
FORWARD INTEGRATION…………… X
HORIZONTAL DIVESIFICATION……….. X X(?)
HORIZONTAL INTEGRATION……….. X X(?)
LIQUIDATION……………….. X* X* X*
MARKET DEVELOPMENT……………. X X(?)
MARKET PENETRATION……………. X X
PRODUCT DEVELOPMENT………………… X X(?)
RESTRUCTURING………………… X* X* X*
RETRENCHMEMT…………………. X* X* X*
(?) DEPENDS ON THE FINANCIAL CONDITION OF THE ORGANIZATION

I&E Matrix
IFEM
EFEM
I&E Chart

STRATEGIES

THE SWOT MATRIX STRATEGIES
Use this tab to brainstorm 3-4 strategies for each of the four possible factor pairings.
Please watch the tutorial video for this tab so that you are certain to be writing your factors correctly.
STRENGTH/OPPORTUNITY (SO) STRATEGIES
WEAKNESS/OPPORTUNITY (WO) STRATEGIES
STRENGTH/THREAT (ST) STRATEGIES
WEAKNESS/THREAT (WT) STRATEGIES
I
II
III
IV
V
VI
VII
VIII
IX

Strategy – Summary

This tab is called the "Strategy Summary" tab.
Please type of a description of the forward looking strategy that you have decided to go with.
This should be detailed, and it must contain the following information:
1. How much money are you willing to spend on your strategy? What will it cost?
2. What is the source of these funds? Are you using cash, selling stock, getting personal investors to contribute?
3. What is the expected return on this investment?
4. What is the timing of both the expenses and the return?
Important considerations:
Most strategies play out over several years, so I want to see your thinking out 2-3 years on both expenses and revenue.
"Keep doing what you are doing" is NOT a strategy. That usually leads to failure.
Show me HOW you estimated your costs, and your revenue. Online research is very helpful here – show me your sources.
Make sure you are using a strategy that was generated and recorded on the Strategies tab. That insures proper analysis.
Think boldly. Most daring strategies are not conservative in nature.
Type the summary of your strategy here:

Financial Analysis

Place your financial ratio and trend analysis on this tab.
Please look back 2-3 years, and also do the same ratios
and trends in the forward-looking three years so that you
can see the affect of your strategy on the financial performance
of the business.
You may adjust this template to your liking, and add/remove items as necessary
Year 3 Year 2 Current Future Yr 1 Future Yr 2 Future Yr 3 Describe what each ratio and trend is telling you about the company performance
Year
Gross Profit Margin
Operating Profit Margin
Net Profit Margin
Current Ratio
Quick Ratio
Debt to Equity ratio
Average Collection Period
Return on Equity
Inventory Turns
Days of Inventory
Trends:
Annual % increase in sales
annaul % increase in Net Income
Annual % change in Cash
Annual % change in short term liabilities
Annual % change in Long term Liabilities

Pro Forma Income Statement

Please watch the tutorial video regarding the
pro-forma statements before you tackle this part of
the sprreadsheet. It's important that you predict
the next three years without your strategy, and then
add the financials of your strategy into that plan –
and the tutorial video will walk you through that process.

Pro Forma Balance Sheet

Please watch the tutorial video regarding the
pro-forma statements before you tackle this part of
the sprreadsheet. It's important that you predict
the next three years without your strategy, and then
add the financials of your strategy into that plan –
and the tutorial video will walk you through that process.

,

Case: Marketing Sustainability: Seventh Generation Creating a Green Household

Consumer Product

L E A R N I N G O B J E C T I V E S

1. Understand how a coherent and consistent commitment to sustainability in the

company’s marketing mix—product, promotion, place, and price—enabled

Seventh Generation to differentiate itself in a highly competitive industry.

2. Explain how sustainable marketing differs from traditional marketing as reflected

in Seventh Generation’s experience.

3. Describe the difficulties that large incumbent firms in traditional industries have

in selling sustainable (“green”) products.

4. Understand the key challenges and opportunities in sustainable marketing for

small and large firms.

8.1 Introduction

This chapter was written by Diane Devine.

Sustainable marketing involves developing and promoting products and services that

meet consumer and business user needs utilizing society’s natural, human, and cultural

resources responsibly to ensure a better quality of life now and for future generations to

come. Sustainable products and services as they are commonly defined are more

sustainable than traditional products and services, without necessarily being

environmentally neutral or sustainable in a scientifically valid way.

The size of the sustainable market is significant and is expected to grow to $922 billion

by 2014.“Consumers Claim They Are Willing to Pay Extra for Green,” eMarketer Green,

April 1, 2010, http://www.emarketergreen.com/blog/index.php/consumers-pay-extra-

green; http://newhope360.com/business-directory/definitions-healthy-products-

healthy-planet-hp2-sectors. This represents an increasing but still relatively small

portion of the US and world economies, with the size of the US economy being

approximately $15 trillion and world economy being about $60 trillion in 2010.

What are some of the marketing strategies that have helped to create this market niche

and have helped it to grow? How much can the market grow in the future? This chapter

focuses on one company that is a leader in sustainability, Seventh Generation, to

address these questions and to gain detailed insight and perspective about sustainable

marketing.

Seventh Generation (http://www.seventhgeneration.com/about) is one of the first

companies founded on sustainability principles and mission in the United States. It is a

Burlington, Vermont–based privately held manufacturer and distributor of

environmentally friendly household and personal care products. The company’s

marketing vision and marketing mix known as the four Ps—product, price, promotion,

and place—emanated from its founding principles and the ideals and aspirations of its

founder, Jeffrey Hollender. Seventh Generation’s products are made using only natural,

recycled, or renewable materials that use nontoxic ingredients and the company focuses

all its operations to minimize its impact on the environment. Initially Seventh

Generation started out as a small mail-order company. As of 2011, Seventh Generation

was a $150 million brand selling products at eco-focused stores, such as Whole Foods,

and also in the broader consumer market at outlets, such as Target and Walmart.

At its core and driving its marketing plans is the company’s mission to enable

consumers to make a positive difference for the planet and people’s health through

everyday consumer choices. For Seventh Generation, this means providing consumers

the opportunity to make a positive difference through their purchases of laundry

detergent, paper towels, and other household products.

Figure 8.1 Jeffrey Hollender—Sustainable Visionary, Entrepreneur, Business Leader, Author,

and Activist

Source: Flickr, http://www.flickr.com/photos/businessinnovationfactory/2981552844/.

Jeffrey Hollender was born in 1954 and raised in New York City. In many respects his

social values and activism grew out of discontent growing up in a wealthy family on Park

Avenue in the early 1960s. According to Hollender, “I grew up in ‘Mad Men.’ Everyone

was smoking. Everyone was drinking, and I was encouraged to watch TV.” His parents

had a beach house on Long Island, in Westhampton, New York, near which he would

surf, a welcome escape. “I turned on all that in a pretty rebellious way,” he said.Laura

Holsen, “An Environmentalist’s Latest Laundry List,” New York Times, February 23,

2011. At age seventeen, Hollender left home and headed to Santa Barbara, California,

where for a short time, he lived in his car. He protested the Vietnam War. He returned

to New York City after about nine months, finished high school, and headed to

Hampshire College, a nontraditional college in Massachusetts, in 1974.

Hollender’s discontent first motivated him to break the rules and expectations of him in

his own life and over time to try to change business and consumer practices. His

marketing instincts and savvy might have come from his father, Alfred, an advertising

executive with a prestigious New York City advertising firm. And his inclination toward

the dramatic might have been from his mother, Lucille, a former actress.

Hollender dropped out of college and began his business career in 1977 by developing a

not-for-profit skills exchange program based in Toronto. The program was successful

but had to be shut down as a result of Hollender’s personal failing to get a work permit.

After spending time on his cousin’s ginseng farm in Vermont, he decided to go back and

continue his entrepreneurial career in the education industry, but this time as a for-

profit business in New York City. He created Network for Learning, with nontraditional

classes such as “The Art of Flirting,” which quickly grew, attracting sixty thousand

students and turned a profit by its second year. Mr. Hollender sold the business to a

Warner Communications unit for more than $2 million in 1985.“Three Who Thrived

after Early Gaffes,” Wall Street Journal, May 4,

2010, http://online.wsj.com/article/SB100014240527487036483045752121515783805

86.html. As a result, he became president of Warner Audio Publishing, a division of

Warner Communications, a position he held through 1987.

Following his tenure at Warner Audio Publishing, Hollender partnered with Vermont

“eco-preneur” Alan Newman and acquired a small mail-order catalogue centered on

energy conservation products known as Renew America. Jess McCuan, “It’s Not Easy

Being Green,” Inc. Magazine, November 1,

2004, http://www.inc.com/magazine/20041101/seventh-generation.html. This

business provided him with the opportunity to change the society he was discontented

with and it eventually became Seventh Generation in 1988.

The company’s beginning was not easy, and the partners soon split. But Jeffrey

Hollender had passion and kept the company. His values and unique personality moved

upfront in the company and dominated its marketing and branding. This helped to

differentiate the company and its products in a very competitive market.

“Many of us who have businesses run them within our cultural restraints,” said Yoram

Samets, an early investor in Seventh Generation who has known Hollender for two

decades. “We compromise ourselves. Jeffrey has done the opposite.”

Fast forward to 2010 and Hollender has served as the president, CEO, and “Chief

Inspired Protagonist” of Seventh Generation, building the company to a $150 million

brand and a leading authority on making a positive difference in the health of the people

and planet through everyday choices. This included Seventh Generation being named

the seventh most responsible brand in America in 2004 based on a study performed by

Alloy Media + Marketing. Seventh Generation, 2007 Corporate Consciousness

Report, http://www.seventhgeneration.com/files/assets/pdf/2007_SevGen_Corporate

-Consciousness.pdf. The commitment to sustainability was what their products were

about and throughout the company—from founding CEO to product ingredient sourcing

through marketing and to the end of the product’s lifecycle. For Seventh Generation as a

sustainable brand, the company seeks to have positive impact in the world and do it all

transparently.

8.2 Marketing Focus on the Triple Bottom Line: People, Planet, and Profit

Seventh Generation’s marketing has focused on offering consumers the opportunity to

act on their idealism, passion, and commitment to causes larger than themselves at the

supermarket each week. Consumers could get this when they purchased a Seventh

Generation product.

Sidebar

Seventh Generation’s Global Imperatives Seventh Generation, 2007 Corporate

Consciousness

Report, http://www.seventhgeneration.com/files/assets/pdf/2007_SevGen_Corporate

-Consciousness.pdf.

1. As a bu

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