MK 672 University of North Alabama Sephora Case Study Questions

User Generated


Business Finance

MK 672

University of North Alabama



How Sephora Creates Beauty Across Brand Touchpoints

  • Sephora, a premium cosmetics retailer, has earned tremendous loyalty by extending their brand across what its customers value—all things beauty. The company understands that its customers want to enjoy and experience their passion for beauty in different ways, and it uses several brand touchpoints to enable this.
  • The first is by providing a sensory-filled in-store experience. As they shop, Sephora customers have the unique opportunity to physically interact and experiment with different lines of products. Such accessibility has resonated especially well among Millennials, who view beauty buying as a “hunt” for their right individual look. The company has introduced numerous customer-facing tools to further facilitate finding a personalized style. For example, InstaScent spritzes raw notes of a perfume to help customers determine which defining scent they identify with the most before exploring specific fragrances with a store consultant. Sephora offers the Color IQ handheld device to aid customers in understanding what products match their skin tones.
  • Sephora’s commitment to the experiential element of shopping for beauty products extends to its web presence. Sephora Virtual Artist allows customers to try on dozens of lipstick color variations in seconds, with add-on features like the ability to compare different shades simultaneously or randomize options to test out. For customers either seeking something specific or hoping to be inspired, the Sephora Beauty Board is a great resource. Along with the option to simply browse through the site, users can post pictures of products to gain feedback from others. Sephora TV provides yet another platform where customers can see “how-to” instructional videos on how to achieve a certain look.
  • Lastly, Sephora views its online community as valuable for connecting customers who share the same passion for beauty. The BeautyTalk forum provides an opportunity to converse with experts about makeup, skin care, fragrances, and more.
  • With 360 stores in North America and nearly 1,800 worldwide, Sephora’s footprint continues to grow. By offering programs that connect its brand to what customers value, Sephora has successfully strengthened customer–brand relationships and improved brand loyalty.


  1. Analyze how Sephora connects its brand to emotional, self-expressive, and social benefits for the customer. Please clearly identify which of these 3 benefits (or combination of the 3) each connection targets. Do not lump all three together!
  2. How can Sephora’s brand touchpoints be improved to reach non-Millennials? Please be specific here and include your original thoughts as well as outside sources.

For instructions on how to upload this assignment through Turnitin, please review this instructional video Submitting a Case Study through Turnitin.

Grading Rubric

50 pts

The essay answers the question clearly with sufficient explanation. It reflects original thought, sound logic and provides ample supporting detail, which needs references and citations. This will make for a strong, convincing response. The writer projects a consistent and mature voice throughout the response.

44 pts

The essay answers the question clearly. It meets most of the criteria of the 50 points with one or more minor errors.

38 pts

The essay answers the question clearly but is lacking in explanation and provides less than ample supporting detail to make for a strong, convincing response.

25 pts

The essay does not answer the question clearly but rather via implied logic. The writer frequently fails to satisfy the reader's desire for proof or illustration. Overall, the response seems mechanical, reflecting little awareness of audience.

5 pts

The essay answer is vague and supporting evidence is irrelevant, or the thinking is illogical. The writer seldom develops enough points using sufficient concrete detail. The proportion of generalities to specific support or illustration is inappropriately high.

Presents Specifics from the Applicable Chapter/Content

30 pts

The essay provides multiple references to specific information presented in the chapter and/or learning materials.

15 pts

The essay provides some references to specific information presented in the chapter and/or learning materials.

While some references to the chapter content are provided, they are either not clearly linked to the chapter (ex: "on page XX") or not enough to fully relate the case questions to the learned material.

0 pts

The essay provides no references to specific information presented in the chapter and/or learning materials.

Sentence Structure, Grammar, Mechanics, and Spelling

20 pts

All sentences are well constructed and have varied structure and length. The author makes no errors in grammar, mechanics, and/or spelling.

16 pts

Most sentences are well constructed and have varied structure and length. The author makes a few errors in grammar, mechanics, and/or spelling, but they do not interfere with understanding.

10 pts

Most sentences are well constructed, but they have a similar structure and/or length. The author makes several errors in grammar, mechanics, and/or spelling that interfere with understanding.

5 pts

Sentences sound awkward, are distractingly repetitive, or are difficult to understand. The author makes numerous errors in grammar, mechanics, and/or spelling that interfere with understanding.



  1. David Aaker, “Six Reasons to Admire the Sephora Brand,” Prophet,
  2. Sarah Halzack, “The Sephora Effect: How the Cosmetics Retailer Transformed the Beauty Industry,” The Washington Post, March 9, 2015,
  3. “Sephora Concept Store Taps Next-Generation Experience,” Beauty Business Magazine, November 24, 2015,
  4. Cameron Wolf, “Sephora’s New Lipstick Try-on App Works Creepily Well,” Racked, February 3, 2016,
  5. Victoria Dawson Hoff, “Crowdsource Your Beauty Look with Sephora’s New Social Shopping Platform,” Elle, March 13, 2014,

Unformatted Attachment Preview

E L E V E N T H E D I T I O N STRATEGIC MARKET MANAGEMENT David A. Aaker Vice-Chairman, Prophet Professor Emeritus, University of California, Berkeley Christine Moorman T. Austin Finch Sr. Professor of Business Administration Fuqua School of Business, Duke University VP AND EDITORIAL DIRECTOR EDITORIAL DIRECTOR EXECUTIVE EDITOR SPONSORING EDITOR EDITORIAL MANAGER CONTENT MANAGEMENT DIRECTOR CONTENT MANAGER SENIOR CONTENT SPECIALIST PRODUCTION EDITOR COVER PHOTO CREDIT George Hoffman Veronica Visentin Lise Johnson Jennifer Manias Gladys Soto Lisa Wojcik Nichole Urban Nicole Repasky Bharathy Surya Prakash © Qweek/iStockphoto This book was set in 10/12 NewCaledoniaLTStd by SPi Global, Chennai and printed and bound by Strategic Content Imaging. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support. For more information, please visit our website: Copyright © 2018, 2014, 2013, 2011 and 2008 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923 (Web site: Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, or online at: Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge return shipping label are available at: If you have chosen to adopt this textbook for use in your course, please accept this book as your complimentary desk copy. Outside of the United States, please contact your local sales representative. ISBN: 978-1-119-39220-0 (PBK) ISBN: 978-1-119-39226-2 (EVALC) Library of Congress Cataloging-in-Publication Data Names: Aaker, David A., author. | Moorman, Christine, author. Title: Strategic market management / by David A. Aaker, Vice-Chairman, Prophet, Professor Emeritus, University of California, Berkeley, Christine Moorman, T. Austin Finch Sr. Professor of Business Administration, Fuqua School of Business, Duke University. Description: Eleventh edition. | Hoboken, NJ : John Wiley & Sons, Inc., 2017. | Includes bibliographical references and index. | Identifiers: LCCN 2017029437 (print) | LCCN 2017034381 (ebook) | ISBN 9781119392224 (epub) | ISBN 9781119392217 (pdf) | ISBN 9781119392200 (pbk.) Subjects: LCSH: Marketing—Management. | Strategic planning. Classification: LCC HF5415.13 (ebook) | LCC HF5415.13 .A23 2017 (print) | DDC 658.8—dc23 LC record available at The inside back cover will contain printing identification and country of origin if omitted from this page. In addition, if the ISBN on the back cover differs from the ISBN on this page, the one on the back cover is correct. PREFACE This eleventh edition of Strategic Marketing Management continues its mission to help business leaders develop business, brand, and marketing strategies that lead to enduring competitive advantage—a task that has become more daunting over the years. In most markets, competitors are reaching parity on basic functional benefits. As a result, creating and protecting strong customer relationships and ongoing innovation is more important than ever and requires a strong marketing strategy and organization to make it happen. Developing and implementing strategies is now very different from only a few decades ago when business environments were more stable and simpler. Every market can now be described as dynamic—with Internet entrants, new business models, global competitors, and customers who seek engagement and quality. As a result, firms need to be able to adapt strategies in order to stay relevant. It is a challenging and exciting time—full of opportunities as well as threats. Several unique aspects of the book have been retained: A business strategy focus that includes consideration of product/market scope, value proposition, assets and competencies, and functional area strategies. A structured strategic analysis, including customer, competitor, market, environmental, and internal analyses, leading to an understanding of market dynamics that is supported by tools, frameworks, and planning forms. A detailed discussion of the various types of customer value propositions as the basis for strong customer relationships and brands. A strategy requires a compelling value proposition to be customer driven and successful over time. A deep discussion of how to grow the company by energizing the business, leveraging the business into new areas, creating new businesses, and going global. A comprehensive analysis of how to harness the key organization activities to create an effective strategy for long-term performance. A view of strategy emphasizing the dynamic nature of markets, which requires customerdriven strategies. It also details paths to break from the momentum of the past to generate creative strategies and offerings. THE ELEVENTH EDITION The eleventh edition reflects the following revisions: Chapter 5, “Environmental and Strategic Analyses,” has been updated to focus on contemporary trends. It combines materials from the previous Chapter 6 to integrate firm strengths and weakness with environmental threats and opportunities in SWOT analysis as well as scenario and impact analysis. Details on firm performance metrics from the previous Chapter 6 have been retained and put into Appendix A at the end of the book. Chapter 6 (old Chapter 8), “Creating Advantage: Customer Value Leadership,” offers a concise overview of alternative value propositions and how a firm achieves customer value leadership through points of parity and points of difference. It also overviews key threats iii iv Preface to customer value leadership, including failure to select a focus and to align the business model. The concept of synergy is introduced in Chapter 6 as part of achieving customer value leadership. Chapter 7, “Building and Managing Customer Relationships,” and Chapter 8, “Creating Valuable Customers,” are both new to the book. These chapters include several of the customer-related ideas in different chapters in the tenth ediction. Chapter 7 examines managing the customer journey and customer experiences—two emerging topics important to practice. Chapter 8 offers a tutorial on how to ensure that companies not only create value for customers, but also that the company has valuable customers that contribute to its performance. Using customer lifetime value tools, the concept of customer equity is introduced and evaluated. Chapter 16, “Harnessing the Organization,” has been revised extensively to focus on a broader array of factors associated with a customer-centric organization, including culture, competencies, structure, metrics and incentives, leaders, and employees. Chapter 17, “How Marketing Creates Value for Companies,” is new to the book. This chapter examines customer equity and brand equity discussed in earlier chapters with a focus on how these assets improve firm value—both revenues and stock market performance. The latter is shown to be achieved by influencing the speed, level, volatility, and vulnerability of company cash flows. Each chapter (except Chapter 1) contains two new “Best Practice” case studies—one digital and one global. These case studies were written to focus on successful companies— large, small, product, service, B2B, and B2C—and to highlight aspects of their strategies that correspond to the chapter topic. Discussion questions at the end of each case will allow instructors to turn to these mini-cases during class to discuss what these companies did well and to examine challenges to their success going forward. The “Case Challenges for Part I and II” in the tenth edition have been moved to the end of the book into a section called “Case Studies.” The following cases have been retained and updated, “The Energy Bar Industry,” “Assessing the Impact of Changes in the Environment,” “Contemporary Art,” and “Dove.” “Competing Against Walmart” has been changed to focus on “Competing Against Amazon” given it now appears to be the “industry giant.” AN OVERVIEW Chapter 1 introduces concepts of business strategy and strategic market management. The goal of sustainable competitive advantage (SCA) is discussed in detail because it drives all chapters that follow. Part I of the book, Chapters 2–5, covers strategic analysis with chapters discussing customer, competitor, market, environmental, and internal analyses. Part II of the book, Chapters 6–17, covers the development, implementation, and evaluation of strategy. Chapter 6 examines alternative value propositions that can be adopted by the company and the importance of achieving customer value leadership. Chapters 7 and 8 focus on the allimportant role of the customer relationship, including building and managing strong customer relationships and managing customer equity. Chapters 9 and 10 consider how to create valuable brands and to develop brand equity. The next four chapters present growth strategies—energizing the business (Chapter 11), leveraging the business (Chapter 12), creating new businesses Preface v (Chapter 13), and managing global strategies (Chapter 14). Chapter 15 discusses setting priorities among business units and managing investment and divestment decisions for future growth. Chapter 16 examines the organizational challenges underlying the implementation of marketing strategy and offers solutions in the form of developing a customer-centric organization. Finally, Chapter 17 examines how strong marketing assets in the form of strong customer relationships and brands produce value for the company. THE AUDIENCE This book is suitable for any course in a school of management or business that focuses on the management of strategies. In particular, it is aimed at: The marketing strategy course, which might be titled Strategic Market Management, Strategic Market Planning, Strategic Marketing, or Marketing Strategy. The policy or entrepreneur course, which might be titled Strategic Management, Strategic Planning, Business Policy, or Entrepreneurship. The book is also designed to be used by managers who need to develop strategies in dynamic markets—those who have recently moved into general management positions or who run small businesses and want to improve their strategy development and planning processes. Another intended audience is general managers, top executives, and planning specialists who would like an overview of recent issues, frameworks, and tools in strategic market management. A WORD TO INSTRUCTORS The eleventh edition is accompanied by a revision of the extensive instructor’s resource guide authored by David Aaker and Christine Moorman, which is located on the book’s companion Web site at The resource guide has a set of lecture suggestions for each chapter, a test bank, several course outlines, case notes, recommended external cases to be used with select chapter, and case notes. An Image Gallery, containing all figures and tables in the text, will also be available for instructors. ACKNOWLEDGMENTS This book could not have been created without help from friends, students, reviewers, and colleagues at the Haas School of Business and at Prophet. Special thanks to research assistants at the Duke University Fuqua School of Business who supported this revision, including Ishita Anil, Dion Aviki, Danilo Haliz, Maddie Hilal, Brittany Holland, Anant Johri, Shreyas Jayanth, Emily Madden, Sarah Memmi, Debra Origel, Nishant Samuel, Dana Vielmetti, Scott Wallace, and Hillary Weiner. Your insights and support were essential to this revision. Thanks to Leah Porter, John Carmichael, and Mark Brodeur at Nestle who helped with the pet food example used in the planning forms and to Ricardo Guerra from Itau for his assistance in constructing the best practice case study. Finally, thanks to Edward Holub for his outstanding editorial support. We are pleased to be associated with the publisher, John Wiley, a world class organization, and its superb editors—Rich Esposito (who helped give birth to the first edition), John Woods, Tim Kent, Ellen Ford, Jeff Marshall, Judith Joseph, Jayme Heffler, Franny Kelly (who guided the vi Preface ninth and tenth editions), and Lise Johnson who supported us in this edition. Special thanks to Bharathy Surya Prakash, Wiley’s Production Editor, who supported us during each stage of the publication process. Thanks to friend and colleague Jim Prost, a strategy teacher extraordinaire who made numerous suggestions about prior editions of the book and has helped create a world-class teacher’s resource manual in previous versions of the book. Thanks to Scott Wallace, Ph.D. student at Duke, who updated the teaching guides and test bank for this eleventh edition. From Dave: This book is dedicated to the women in my life—my wife, Kay, and my three girls, Jennifer, Jan, and Jolyn, who all provide stimulation and support. From Christine: This book is dedicated to all of my students—thank you for inspiring me to think harder and teach better. David A. Aaker and Christine Moorman, 2017 CONTENTS Chapter 1 Strategic Market Management—An Introduction and Overview What Is a Business Strategy? Strategic Market Management Marketing and Its Role in Strategy 1 3 10 14 PART ONE STRATEGIC ANALYSIS 17 Chapter 2 External and Customer Analysis External Analysis The Scope of Customer Analysis Segmentation Customer Motivations Unmet Needs 19 19 23 23 28 31 Chapter 3 Competitor Analysis Identifying Competitors—Customer-Based Approaches Identifying Competitors—Strategic Groups Potential Competitors Competitor Analysis—Understanding Competitors Competitor Strengths and Weaknesses The Competitive Strength Grid Obtaining Information on Competitors 39 40 42 44 44 49 52 55 Chapter 4 Market/Submarket Analysis Dimensions of a Market/Submarket Analysis Emerging Submarkets Actual and Potential Market or Submarket Size Market and Submarket Growth Market and Submarket Profitability Analysis Cost Structure Distribution Systems Market Trends Key Success Factors Risks in High-Growth Markets 59 59 61 62 63 65 68 69 69 70 71 Chapter 5 Environmental and Strategic Analyses Environmental Analysis Strategic Analysis From Analysis to Strategy 78 79 89 96 vii viii Contents PART TWO CREATING, ADAPTING, AND IMPLEMENTING STRATEGY 101 Chapter 6 Creating Advantage: Customer Value Leadership Alternative Value Propositions Customer Value Leadership Managing for Customer Value Leadership 103 104 110 114 Chapter 7 Building and Managing Customer Relationships The Customer Decision Journey Managing Customer Experience Toward Long-Term Customer Relationships 122 122 128 137 Chapter 8 Creating Valuable Customers The Purchase Funnel Customer Lifetime Models and Strategy Effectiveness Customers as Valuable Assets 146 147 152 157 Chapter 9 Building and Managing Brand Equity Brand Awareness Brand Loyalty Brand Associations Brand Identity 162 163 164 165 171 Chapter 10 Toward a Strong Brand Relationship Understanding and Prioritizing Brand Touchpoints Focusing on the Customer’s Sweet Spot How to Create or Find a Customer Sweet Spot Get Beyond Functional Benefits Broadening the Concept of a Brand 180 180 182 184 185 187 Chapter 11 Energizing the Business Innovating the Offering Energizing the Brand and Marketing Increasing the Usage of Existing Customers 194 195 200 208 Chapter 12 Leveraging the Business Which Assets and Competencies Can Be Leveraged? Expanding the Scope of the Offering New Markets Evaluating Business Leveraging Options The Mirage of Synergy 214 215 220 221 222 224 Chapter 13 Creating New Businesses Create “Must Haves,” Rendering Competitors Irrelevant The Innovator’s Advantage Managing Category Perceptions Creating New Business Arenas From Ideas to Market 230 231 234 236 237 242 Contents ix Chapter 14 Global Strategies Motivations Underlying Global Strategies Standardization vs. Customization Expanding the Global Footprint Strategic Alliances Global Marketing Management 248 249 253 257 259 262 Chapter 15 Setting Priorities for Businesses and Brands The Business Portfolio Divestment or Liquidation The Milk Strategy Prioritizing and Trimming the Brand Portfolio 266 267 269 272 275 Chapter 16 Harnessing the Organization Customer-Centric Organizational Cultures Customer-Centric Competencies Customer-Centric Organizational Structure Metrics and Incentives for Customer Centricity Leading for Customer Centricity Customer-Centric Talent 283 284 286 288 291 292 294 Chapter 17 How Marketing Activities Create Value for Companies The Impact of Customer and Brand Equity on Firm Revenues The Effect of Marketing Assets on Firm Value How Markets Value Marketing Assets Managing Marketing to Contribute to Firm Value 303 304 307 311 314 The Energy Bar Industry Assessing the Impact of Changes in the Environment Creating a New Brand for a New Business Competing Against the Industry Giant Leveraging a Brand Asset 320 320 322 324 326 329 Case Studies Appendix A: Internal Analysis 332 Appendix B: Planning Forms 339 Notes 354 Index 367 CHAPTER ONE Strategic Market Management—An Introduction and Overview Plans are nothing, planning is everything. —Dwight D. Eisenhower Even if you are on the right track, you’ll get run over if you just sit there. —Will Rodgers If you don’t know where you’re going, you might end up somewhere else. —Casey Stengel All markets today are dynamic. Change is in the air everywhere, and change affects strategy. A winning strategy today may not prevail tomorrow. It might not even be relevant tomorrow. There was a time, not too many decades ago, when the world held still long enough for strategies to be put into place and refined with patience and discipline. The annual strategic plan guided the firm. That simply is no longer the case. New products, product modifications, subcategories, technologies, applications, market niches, segments, media, channels, and on and on are emerging faster than ever in nearly all industries—from snacks to fast food to automobiles to financial services to software. Multiple forces feed these changes, including digital technologies, the rise of China and India, trends in healthy living, energy crises, political instability, and more. The result is markets that are not only dynamic but risky, complex, and ...
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer


sephora case analysis
by HAL Lab

Submission date: 07-Sep-2020 09:32AM (UTC-0400)
Submission ID: 1381364911
File name: Sephora_Case_Study.edited.edited.docx (19.1K)
Word count: 727
Character count: 4147

Report: IOM Future of Nursing report

IOM Future of Nursing report
by HAL

General metrics



4 min 27 sec

8 min 33 sec






Writing Issues
No issues found

This text hasn’t been checked for plagiarism

Report was generated on Monday, Sep 7, 2020, 07:06 PM

Page 1 of 7

Report: IOM Future of Nursing report

Unique Words


Measures vocabulary diversity by calculating the
percentage of words used only once in your

unique words

Rare Words


Measures depth of vocabulary by identifying words
that are not among the 5,000 most common English

rare words

Word Length


Measures average word length

characters per word

Sentence Length


Measures average sentence length

words per sentence

Report was generated on Monday, Sep 7, 2020, 07:06 PM

Page 2 of 7

Report: IOM Future of Nursing report

IOM Future of Nursing report

IOM Future of Nursing Report

IOM Future of Nursing Report

Report was generated on Monday, Sep 7, 2020, 07:06 PM

Page 3 of 7

Report: IOM Future of Nursing report

Regarding the US healthcare, need to have service upgrades and better
conditions for both providers and patients become necessary. In this regard,
IOM is focused on promoting healthcare System as an advanced system that
helps in overcoming challenges. In this regard, changes are instrumental in
improving qualities. The paper will consider the IOM report and its
recommendation in addition to formulating possible strategies for their
Signi cant highlights of the 2010 Institute of Medicine Report
According to the 2010 IOM report, various issues were highlighted and require
responsive actions. These include various areas about acquiring quality
healthcare services. It considered you need to have scope changes in nursing
practice, nursing education advances, continuum care, and nursing practice
enhancement, improved nurse leadership, and nurse utilization in a way that
leads to their transformation to better professionals (IOM, 2010). The transition
and highlight ion such issues was a basis of underlying problems that hinder
the provision of quality healthcare services to patients. Generally, there was a
high re ection on the roles of nursing in addition to the contribution to the
patients' outcomes.
Primary recommendations
The IOM report makes four signi cant recommendations. First, nurses need to
practice their training and education fully to unlimited potential. Secondly,
concerning the education aspect, nu...

Really useful study material!

Similar Questions
Related Tags