HI5004 Marketing Management Case Study Sample
Assignment Details
Please read the below case carefully, then answer ALL five questions after reading the research report. In answering the questions, demonstrate your ability to apply your knowledge of marketing management.
Wawa Case Study
Fulfilling lives every day, this has been the driving purpose behind the East Coast convenience store chain, Wawa, for more than 50 years. Wawa has evolved from a milk delivery service in the early 1900s to a cutting-edge retailer offering branded coffee, built-to-order sandwiches, surcharge-free ATMs and an employee stock ownership plan; all in an effort to consistently offer the best experience to customers and associates.
Wawa has always been proud of its culture of innovation. So, when customers and associates expressed a preference for an even more customized experience, Wawa rose to the challenge. Thinking big, they asked: How can technology enhance the more than 400 million customer interactions and over 40,000 associates without sacrificing personal connections?
Wawa’s goal was to create a unified commerce strategy — augmenting human action with digital enhancements for greater experiences for both customers and associates. It was important for Wawa to be available whenever and wherever its customers want. So, Wawa ran several customer personal workshops. Using data and user research, the team documented current and potential Wawa consumer needs and buying motivations.
Customer feedback indicated Wawa needed to offer a consistent experience in-store and online. As a result, Wawa set out to utilise new user interface-optimised omnichannel retail options to create a world-class multichannel environment across the web and mobile applications — offering automation and personalisation for customers.
Under the premise that front-line associates can be the intelligence hub of the organization, Wawa is uniquely positioning technology to assist associates in working and thinking differently. The goal is to ensure operations run more smoothly and customers’ needs are more quickly addressed.
To help enable more autonomous operations, Wawa built a cloud-based technology infrastructure. By moving back-office applications into a modern technology stack, Wawa associates are better equipped to keep pace with productivity and Wawa could gain operational efficiencies - leading to accelerated time to market of new products and services.
Catering offers a one-stop shop for consumers who are looking for large food orders for their next business meeting, family gathering or even to fuel their wedding guests dancing the night away. Wawa’s catering has an expanded menu including some fan favorites like the Breakfast Sandwich Box featuring six hot and fresh bagel and croissant hand-held breakfast meals; and a trendy candy box offering guests an assortment of candies. Not only did this new offering increase volume ordering for Wawa, but it opened its doors to new customers and further strengthened its unified commerce strategy.
Wawa’s creative digital transformation is already exceeding consumer and associate expectations while driving significant growth. The catering business is expected to drive new business sales and the Wawa rewards program has been recognized twice by Loyalty360 Awards — in 2020 Wawa received a Platinum award for business transformation and in 2021, they received a Silver award for leveraging customer insights. On top of that, Wawa’s people-centric approach has even positioned the company in the 12th spot nationally on Forbes top Halo 100 list for 2022. These awards showcase Wawa’s commitment to delivering excellent customer experiences.
Question 1
Based on what you have learnt in this unit, explain what you believe Wawa’s research process to be based upon.
Question 2
Based on what you have learnt in this unit, and with the aid of relevant models/theories taught to you, explain what the marketing strategy was with relation to the entry into catering.
Question 3
Based on what theories you have learnt in this unit and human resources, explain why Wawa has an employee option plan. How does an option plan translate into good customer service?
Question 4
Suppose you were being considered for the role of development market manager at Wawa. What would be your strategic advice in terms of expanding the business?
Question 5
The new technology introduced at Wawa assisted to build the revenue and was the platform for introduction of new products (Wawa’s new interactive website and mobile application catering platform). Explain what this means and how it integrates with the rest of the products sold in the business. Use the theories taught in the unit to explain.
Solution
Question 1
Wawa's Customer-Centric Research Process
Referring to the provided information, “the Wawa case study” has revealed a “research process” that aims to understand the “requirements of the customer”. In other words, the “research process” has shed light on these following aspects in order to fulfill “customer needs” over the period.
a. Identifying the Need
The case has highlighted Wawa's commitment to ensure a “superior customer experience”. Wawa had initiated exhaustive research activities in order to understand customers’ desire for more “personalization and ordering options” (wawa, 2024).
b. Data Collection Methods
Wawa has employed several approaches to gather data.
• It has been identified that Wawa has integrated “quantitative data” (i.e. website traffic, sales figures etc.) with “qualitative insights” to ensure better understanding.
• Arrangement of “customer workshops” has provided opportunities to the Customers to directly express their needs, expectations and dissatisfactions (wawa, 2024). The same has enabled to gain “valuable insights” into their “pain points” and “purchasing behavior” (Nicod et al, 2020,p102069(3)).
c. Analysis and Insights Generation
As indicated in the case study, Wawa has combined the “quantitative and qualitative data” in order to identify patterns, trends and desired customer needs. The same has shaped “actionable insights”. Eventually, it has contributed to the development of Wawa’s technology and marketing strategies.
d. Actionable Recommendations
Based on the research findings, the research team focuses on “translating insights” into “actionable recommendations” for Wawa's marketing and technology strategy development.
Evidence of a Customer-Centric Approach
Apart from the enlisted, several aspects that has pointed towards the “customer-centric research process” of Wawa are as follows.
• Data-Driven Decision Making
Wawa relies on both “quantitative and qualitative data” in order to inform their decisions. The same must focus on addressing the actual needs of the consumers
• Focus on Customer Feedback
The entire “research process” aims to serve “customer requests” for “personalization” and “more ordering options”.
• Innovation Driven by Customer Needs
The “introduction of the catering service” and the “focus on omnichannel convenience” are both related to the “customer-centric innovations” (wawa, 2024).
In accordance with the information stated, Wawa's “research process” can be referred to as a holistic initiative that combines “quantitative” and “qualitative” data collection methods. This combined approach prioritizes customer feedback. In other words, a “multi-method approach” has been utilized to gather quantitative and qualitative data. Wawa has generated “actionable recommendations” by combining these insights with data analysis. The same aims to drive “customer-centric innovation”. Eventually, it will contribute to improving the overall “customer experience”.
Question 2
Wawa's Market Expansion Strategy: Catering with Customer Centricity
Wawa's “strategic market expansion plan” is driven by “customer needs” (wawa, 2024). Development of “Wawa's Market Expansion Strategy” has been shaped by these following aspects as enlisted below for university assignment help.
a. Identifying an Underserved Market Segment
Wawa has recognized a “gap in the market”. The “party planners” and “busy professionals” often experience challenges with the traditional caterers who have “limited menu options”, may require “significant lead time” or “inadequacy in convenience factor”. Wawa has positioned itself as a solution by identifying this underserved segment. The same enables them to serve the specific needs of the customers.
b. Leveraging Existing Brand Recognition and Customer Base
Wawa can strategically “leverage” their existing “loyal customer base” and “brand recognition”. Customers who are familiar with Wawa's “quality and convenience” are likely to consider “Wawa’s catering service”, particularly for “smaller gatherings” (wawa, 2024).
c. Offering a Differentiated Service
Based on the information stated in the provided case study, Wawa has positioned itself as a “one-stop shop” for catering needs. This approach has combined “the convenience of a familiar brand” with the wider menu variety. In addition, “the online ordering platform” will be employed to speed up the process. The same will contribute to enhance further convenience in comparison to traditional caterers. In this context, it is relevant to state that traditional caterers often provide service in support of “phone calls” or “in-person meetings”.
d. Market Expansion Model
Wawa's catering service has adopted a significant “Market Expansion Strategy”. This strategy ensures “entering a new market” with existing products and services (i.e. Wawa's food offerings). This approach has minimized potential development risks. On the other hand, it has contributed in optimizing “existing brand strengths”.
e. Value Creation Model
Wawa's catering service aims to create value for the customers by emphasizing on these following aspects as enlisted below
• Providing a convenient solution
Customers can order catering through “familiar channels” (i.e. “mobile app” or “website”). Precisely, the customers are allowed to select pick-up or delivery options (wawa, 2024).
• Saving them time and effort
The “online ordering platform” and “readily available menu options” has eliminated the requirement for extensive “searching or planning” for caterers.
• Offering high-quality food
The existing “brand reputation” of Wawa has enabled this company to build trust for their catering service (wawa, 2024).
f. Customer-Centric Approach
The decision to enter “catering” is aligned with Wawa's customer-centric philosophy. The same has demonstrated Wawa's commitment to “understanding and attaining” customer needs.
Question 3
Wawa's Employee Stock Ownership Plan: Motivated Employees, Enhanced Customer Service
Wawa's decision to offer an “Employee Stock Ownership Plan (ESOP)” is a strategic initiative. It is just not the basic “employee reward initiative”. Precisely, it is a “strategic human resource practice” that can have a significant impact on “customer service” (Degbey et al, 2021,p100745 (2)) .
Employee Ownership Mentality
An Employee Stock Ownership Plan optimizes “a sense of ownership” among the employees. Employees are no longer just working for a paycheck. Rather; they are working for a “shared objective”. The same contributes to shape these following aspects as enlisted below
• Improved Decision-Making
Employees with an “ownership mentality” are inclined to think critically about their work. In addition, they make decisions that benefit the company (Ghaly et al, 2020,p,101634(3)). The same eventually lead to “increased efficiency” and “better customer service”.
• Increased Motivation
It has been identified that the employees with a stake in the “company's success” are more invested. Precisely, these employees are highly motivated in comparison to those who are only working for getting paycheck. They understand how their actions can impact the “bottom line” of the company along with their own “financial well-being”.
• Enhanced Customer Focus
The employees with a stake in the “organization’s success” are motivated to deliver “valuable service” to the customers. The same can eventually shape “customer-centric approach” to a great extent. In addition, this strategic practice has increased focus on delivering a positive customer experience.
Alignment of Employee and Company Goals
The Wawa case study has provided some evidence to support the link between “ESOPs and customer service”. The case has highlighted Wawa's "culture of innovation" and its focus on "delivering excellent customer experiences" (wawa, 2024). An “Employee Stock Ownership Plan” is strategically aligned with company’s objective. This alignment can contribute to the following aspects as enlisted below;
• Reduced Turnover
Employees who feel “invested and valued” in the company are willing to stay with the company for the long term (Cachón-Rodríguez et al, 2022,p102171(3)). The same reduces “turnover costs”. In addition, it ensures a more knowledgeable and experienced workforce.
• Improved Customer Satisfaction
It has been identified that the employees who are more invested in the company's success are motivated to provide “excellent customer service”.
• Enhanced Employer Brand
Offering a well-defined “Employee Stock Ownership Plan” can be an impactful strategic initiative for “attracting” and “retaining” top talent.
Question 4
Strategic Advice in terms of expanding the Wawa's business
Strategic initiatives must be adopted in order to initiate “business expansion” as also relevant in the context of Wawa. In my opinion, my job role as a “development market manager” at Wawa will emphasize on this following aspects as stated below.
a. Leverage Customer Insights and Data Analytics
• It is essential to conduct “in-depth market research” in order to identify “new geographic areas” with “demographics” (Shah and Murthi, 2021,p774(2)). The same must be aligned with the existing customer base of Wawa.
• It is necessary to thoroughly evaluate “existing customer data” in order to properly understand purchasing habits and customer preferences.
• It is significant to utilize Wawa's established customer research methods including data analysis, workshops etc. The same will enable to gather insights from potential customers. Eventually, it will contribute to target expansion markets.
b. Multi-Channel Strategy and Seamless Omnichannel Experience
• Wawa's existing focus on omnichannel retail must be further uplifted. It is essential to ensure consumer-centric experience across mobile app functionality, online ordering and in-store options (wawa, 2024).
• Initiatives must be taken to offer “delivery options” through the “partnerships with established delivery services”.
• It will be highly effective if integrated loyalty program can be developed. It is significant to ensure that the “loyalty program” must integrate with all channels rewarding both “online and in-store purchases”.
c. Continued Innovation and Product Development
• It is essential to “capitalize” on the success of the catering business.
• It will be highly significant to maintain Wawa's commitment to innovation. The same can be attained by developing new product lines that cater to the “evolving consumer requirements” (Kumar et al, 2021,p870(3)).
• It will contribute to strategic changes if “partnership” can be developed with the “local businesses” for unique offerings.
d. Technology and Operational Efficiency
• Implementation of “real-time inventory management systems” will be beneficial. The same will enable to “optimize stock levels” and “minimize product shortages”.
• It is significant to ensure adequate investment in “automation” and “self-service kiosks” in “high-traffic stores”. The same will enable to ease the checkout process. It will eventually reduce wait times.
• Explore the use of “Artificial Intelligence” to personalize the “customer experience” in-store.
Wawa can successfully expand its business into the new markets by combining “data-driven decision making”, “customer-centric research” and “a commitment to innovation” (wawa, 2024). In addition, the same will contribute in shaping “exceptional customer service” for the consumers.
Question 5
Wawa's Digital Transformation: Building Revenue and Product Innovation
Wawa's newly introduced “interactive website” and “mobile application catering platform” has reflected “the power of digital transformation”. In other words, “Wawa's Digital Transformation” aims to maximize revenue generation by re-defining its “product introduction” (wawa, 2024).
Revenue Generation through Increased Accessibility and Convenience
• Frictionless Transactions
The platform has simplified the “catering process”. It has eliminated the need for “in-person visits” or “phone calls”. The same has optimized the “ordering process”. Over the period, it has encouraged more customers to explore the catering option. Eventually, this process aims to potentially boost the estimated revenue generation.
• Omnichannel Marketing
Wawa's platform has created an “omnichannel experience” by allowing its customers to place orders through their preferred channel (i.e. app or website). The same supports the preferences of the diverse range of customers. Precisely, it leads to increase accessibility. This practice contributes to higher “order volume” and “revenue maximization” (Sun et al, 2020,p102200(3)).
Reflect on Product Innovation and Introduction
• Targeted Promotions
Wawa can utilize the platform for “upselling opportunities” and “targeted promotions”.
• New Product Visibility
It is significant to state that the platform has provided an opportunity to showcase Wawa's “catering menu” including “new catering-specific offerings”, “established favorites”(wawa,2024) . It is expected that this “increased visibility” can drive “sales of existing products”. In addition, this practice can introduce “new product offerings” to the wider range of audience.
Integration with Existing Products and Services
• Menu Consistency
The “catering platform” has featured the same key menu items available in-store. The same is aimed at ensuring a “consistent customer experience”. This familiarity has encouraged the existing customers to explore catering menu. This approach aims to strengthen the established “brand reputation” for quality.
• Complementary Services
Wawa has adopted initiatives to promote “other in-store services” alongside catering.
The platform has allowed Wawa to collect customer data on “order history and preferences”. This practice has shaped the “Customer Relationship Management or CRM of Wawa”. It is relevant to state that the data can be used for “personalized recommendations”, “targeted marketing campaigns” and “loyalty programs”. Apart from that, this practice can potentially increase “repeat business” to a great extent (Gazi et at, 2024,p100227(3)). Referring to the key concept of value proposition, Wawa's catering platform has offered a “unique value proposition” that combines “quality”, “convenience” and “variety”. The customers can order their favorites in “larger quantities”. The same can simplify the “event planning”. In addition, Wawa's catering platform is designed to serve the “diverse preferences of its consumers”.
Reference list
Cachón-Rodríguez, G., Blanco-González, A., Prado-Román, C. and Del-Castillo-Feito, C., 2022. How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference?. Evaluation and program planning, 95, p.102171. Available at: https://doi.org/10.1016/j.evalprogplan.2022.102171 [Accessed on 15 June 2024]
Degbey, W.Y., Rodgers, P., Kromah, M.D. and Weber, Y., 2021. The impact of psychological ownership on employee retention in mergers and acquisitions. Human Resource Management Review, 31(3), p.100745. Available at: https://doi.org/10.1016/j.hrmr.2020.100745 [Accessed on 15 June 2024]
Gazi, M.A.I., Al Mamun, A., Al Masud, A., Senathirajah, A.R.B.S. and Rahman, T., 2024. The relationship between CRM, knowledge management, organization commitment, customer profitability and customer loyalty in telecommunication industry: The mediating role of customer satisfaction and the moderating role of brand image. Journal of Open Innovation: Technology, Market, and Complexity, 10(1), p.100227. Available at: https://doi.org/10.1016/j.joitmc.2024.100227 [Accessed on 15 June 2024]
Ghaly, M., Dang, V.A. and Stathopoulos, K., 2020. Institutional investors' horizons and corporate employment decisions. Journal of Corporate Finance, 64, p.101634. Available at: https://doi.org/10.1016/j.jcorpfin.2020.101634 [Accessed on 15 June 2024]
Kumar, V., Ramachandran, D. and Kumar, B., 2021. Influence of new-age technologies on marketing: A research agenda. Journal of Business Research, 125, pp.864-877. Available at: https://doi.org/10.1016/j.jbusres.2020.01.007 [Accessed on 15 June 2024]
Nicod, L., Llosa, S. and Bowen, D., 2020. Customer proactive training vs customer reactive training in retail store settings: Effects on script proficiency, customer satisfaction, and sales volume. Journal of Retailing and Consumer Services, 55, p.102069. Available at: https://doi.org/10.1016/j.jretconser.2020.102069 [Accessed on 15 June 2024]
Shah, D. and Murthi, B.P.S., 2021. Marketing in a data-driven digital world: Implications for the role and scope of marketing. Journal of Business Research, 125, pp.772-779. Available at: https://doi.org/10.1016/j.jbusres.2020.06.062 [Accessed on 15 June 2024]
Sun, Y., Yang, C., Shen, X.L. and Wang, N., 2020. When digitalized customers meet digitalized services: A digitalized social cognitive perspective of omnichannel service usage. International Journal of Information Management, 54, p.102200. Available at: https://doi.org/10.1016/j.ijinfomgt.2020.102200 [Accessed on 15 June 2024]
wawa, (2024).Hoagie vibes only. Show your Hoagiefest love with new tees and beach towels! Available at: https://www.wawa.com/ [Accessed on 14 June 2024]
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