{"id":66686,"date":"2020-12-07T10:59:03","date_gmt":"2020-12-07T09:59:03","guid":{"rendered":"https:\/\/www.bbs.unibo.it\/?post_type=ricerca&p=66686"},"modified":"2021-10-25T11:04:33","modified_gmt":"2021-10-25T09:04:33","slug":"making-financial-evaluation-new-branding","status":"publish","type":"ricerca","link":"https:\/\/www.bbs.unibo.it\/en\/research\/making-financial-evaluation-new-branding\/","title":{"rendered":"Making Financial Evaluation: New Branding"},"content":{"rendered":"

Abstract<\/strong><\/p>\n

This is the second case where we perform the evaluation exercise that is conditional on the assumption of a strong marketing strategy, which follows a B2B2C approach. In the present TN, we present the results. Case 2 is intended to be a student- led exercise: here, we report the solution. Before we start, it is important to stress the origin of the marketing strategy, which is underpins this case. Macron started its business with professional and non-professional clubs. This is a market that suffers from two problems: i) it is limited (the number of clubs is limited and the competition is stiff); ii) the Days Sales Outstanding (DSO) is particularly high when the customer is represented by non-professional clubs. Both i) and ii) create a problem related to the period inflows of cash. To overcome these problems, Macron has adopted a B2B2C strategy aimed at capturing the attention of the retail side through several steps, as described in the case. The impact of this strategy has two intended effects: i) enlarge the market and ii) reduce the DSO. In both cases, we observe an increase in sales and a notable increase in cash flows. The goal of this case is to provide a quantitative evaluation of this approach, showing how much value Macron could add through this marketing strategy.<\/p>\n

Target for Teaching<\/strong><\/p>\n