Daewoo Case
MSc Marketing & Strategy
“This work is submitted as part of the requirements for MSc in Marketing & Strategy. The work contained in this assignment is our own, individual and original work and has not been used in whole or in part for any other assessment on this or any other degree. We have read and understand the University rules on Plagiarism”
Table of Content
| Abstract | 2 | 1. | Introduction | 3 | 2. | Analysis of the Case | 4 | 2.1 | Dilemma Facing the Car Industry | 5 | 2.2 | | | 2.3 | Customer-focused Approach | | 2.4 | Sustainable Competitive Advantage | | 2.5 | Other Sector Options | | 2.6 | Brand Etension | | 3. | Conclusion | | | References | | | Appendix | |
Abstract
1. Introduction
The aim of this report is to critically evaluate the Daewoo’s 1995 UK automotive market entrance. After entering the highly competitive British car industry, Daewoo managed to achieve a competitive advantage by focusing on delivering effective customer service. We seek to understand why established car firms did not respond to customer needs prior Daewoo’s entrance and what strategies they could possibly adopt to outperform Daewoo presently. The report also takes a look at the innovations associated with the UK entry of the Korean car manufacturer and how they could sustain these innovations to retain and build on their existing market share. Possible brand extension strategies will be suggested for Daewoo to follow subsequent to the successful launch of the car. We finally assess other sectors where firms could achieve a competitive advantage by applying a customer-centred strategy.
2. Analysis of the Case
2.1 Dilemma facing the car industry
The industry is faced with two main choices when responding to Daewoo’s challenge. The first of which is to save resources and not respond based on the belief that Daewoo’s competitive advantage is not sustainable. Daewoo’s direct distribution strategy
“This work is submitted as part of the requirements for MSc in Marketing & Strategy. The work contained in this assignment is our own, individual and original work and has not been used in whole or in part for any other assessment on this or any other degree. We have read and understand the University rules on Plagiarism”
Table of Content
| Abstract | 2 | 1. | Introduction | 3 | 2. | Analysis of the Case | 4 | 2.1 | Dilemma Facing the Car Industry | 5 | 2.2 | | | 2.3 | Customer-focused Approach | | 2.4 | Sustainable Competitive Advantage | | 2.5 | Other Sector Options | | 2.6 | Brand Etension | | 3. | Conclusion | | | References | | | Appendix | |
Abstract
1. Introduction
The aim of this report is to critically evaluate the Daewoo’s 1995 UK automotive market entrance. After entering the highly competitive British car industry, Daewoo managed to achieve a competitive advantage by focusing on delivering effective customer service. We seek to understand why established car firms did not respond to customer needs prior Daewoo’s entrance and what strategies they could possibly adopt to outperform Daewoo presently. The report also takes a look at the innovations associated with the UK entry of the Korean car manufacturer and how they could sustain these innovations to retain and build on their existing market share. Possible brand extension strategies will be suggested for Daewoo to follow subsequent to the successful launch of the car. We finally assess other sectors where firms could achieve a competitive advantage by applying a customer-centred strategy.
2. Analysis of the Case
2.1 Dilemma facing the car industry
The industry is faced with two main choices when responding to Daewoo’s challenge. The first of which is to save resources and not respond based on the belief that Daewoo’s competitive advantage is not sustainable. Daewoo’s direct distribution strategy