BUS106 Marketing Principles

Assessment Information
COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969
This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material
in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection
under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a
registered higher education provider CRICOS Provider Code 02426B.
Assessment 3 Information

Your task
Individually, you are required to analyse the given case study, conduct external research and create a
report that includes your responses to the four tasks listed below the case study.
Assessment Description
The purpose of this individual case study analysis is to further your skills in applying relevant marketing
analysis tools. It will also test your ability to identify a range of marketing problems and propose strategical
solutions. This will enable you to apply marketing theories and concepts to a “real world” business case.
Assessment Instructions
Step 1: Read the following case study carefully:
Koala Boats Company Case Study
Koala Boats Company (KBC) is a family‐owned boat building and repairing business based in Coffs
Harbour, New South Wales. Operating since 1961, KBC designs builds and repairs many kinds of luxury
and recreational boats. They operate three distinct business divisions. Their ‘small vessels’ division
creates a line of hand-built rowing boats, canoes and sailboats, which are sold to consumers who
personally use them for racing, fishing or other recreational purposes. The maximum competition KBC
faces in Australia is in this segment as there are at least three other companies that have grown
substantially in the last few decades and pushed KBC’s market share down. They have been able to
achieve this primarily by offering lower-priced alternatives (by importing cheaper inputs, using
technology-intensive methods of production or offshoring production completely). KBC, on the other
hand, takes pride in supporting its Australian suppliers and the Australian workforce by keeping
manufacturing local.
KBC’s second business division manufactures ‘medium vessels’ that are luxurious and expensive, such
as cruisers and catamarans. These boats too are mainly sold to end-users, but a few of KBC’s customers
are tourism and hospitality businesses that lease out the rooms or boats to an elite clientele. Historically,
this is KBC’s oldest division and was its primary focus and revenue driver until the year 2000, when the
‘small vessels’ division was launched. Even now, over 50% of KBC’s revenues come from this division
Assessment Information
COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969
This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material
in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection
under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a
registered higher education provider CRICOS Provider Code 02426B.
and KBC is the market leader in this category by a huge margin. It has been KBC’s conscious decision
to stay ahead of the technological curve by continually innovating and using newer materials to improve
the longevity and reduce the costs of their boats. In Australia, KBC was the initiator of using fibreglass
instead of traditional materials, such as wood and steel, for boat making. Lately, KBC has been
spearheading the move to advanced material such as Kevlar and carbon fibre. Of course, these
advancements come at a high cost, which KBC has been able to pass on to the consumers in this
category.
‘Repair and maintenance services’ constitutes their third business division, and it serves businesses as
well as final users. Questions have been raised in past business meetings about whether KBC should
focus on boat building, rather than repairing, as the latter is mostly labour intensive and wage rates in
the country are quite high. Thus, this doesn’t allow for huge profit margins. While only about 20% of
KBC’s income is generated from this division, the decision was made to continue it as it contributes to
increased customer satisfaction. KBC is the only big manufacturer offering these services in a market
that is otherwise unorganised and scattered over numerous small repair businesses.
Till 2010, this Australian industry was in its growth stage, with more and more of the population entering
upper-middle and upper classes while working a smaller number of hours weekly. More and more people
were turning to water-based recreational activities and owning a boat became a prestige symbol. Though
this decade did not bring substantial growth for KBC, until 2015, KBC was enjoying decent profits. It had
managed to build up strong reserves of cash and keep its employees extremely satisfied by paying them
well above the industry standards. Thanks to this, KBC’s employees have been immensely loyal for
decades and KBC attracts the best talent from the nation.
However, the last few years have not been too kind to the Australian economy. Unemployment is on the
rise with some manufacturing moving offshore, and many industries are experiencing recession
(especially the mining, construction and automobiles industries). The service industries of tourism,
hospitality, arts and recreation, and education have been faring better. These sectors have been able to
experience growth mostly due to foreign income being spent in Australia. Other sectors such as defence
and health, which are largely driven by government spending, have also been stable. The Australian
households haven’t been experiencing healthy wage or wealth gains and their purchasing power, on the
whole, is decreasing. Though the government is trying out various means to revive the economy, it warns
that the next few years will be tough. As a result, consumers’ preferences have continually shifted from
luxury and more expensive products to basic and less expensive ones. Due to the gloomy economic
outlook, consumers have even tended to postpone purchases of consumer durables, preferring to restore
or refurbish them instead.
Though some neighbouring emerging economies show the promise of growth, KBC’s boats are not
competitive in those markets due to high production costs and unsuitable foreign exchange rates. The
consumers in those countries are price sensitive and local producers there already enjoy the advantages
of low costs, established marketing channels and favourable brand reputation.
Step 2: Complete the following tasks:
A. Create a perceptual map for anyone of KBC’s products. Apart from showing KBC’s positioning, use
external research to plot two other actual companies’ boats on the same perceptual map. Include a
short write up (100 words) explaining your logic.
B. Perform the SWOT analysis for KBC. List all the relevant points from the case in the correct
category. No further explanations are required. (200 words)
C. Create a BCG matrix for KBC’s three business divisions and follow it up with a short write up (200
words) explaining your classification.
Assessment Information
COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969
This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material
in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection
under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a
registered higher education provider CRICOS Provider Code 02426B.
D. Using the Ansoff matrix, discuss the four strategic alternatives that KBC has. Evaluate the
suitability/unsuitability of each and recommend ONE best alternative that you think KBC should
pursue now and explore how they could go about it. Provide reasons for your choice and use credible
external research to support your recommendations. (500 words)
Step 3: Present your responses to the above in a professional report structure with the following headings:
Title Page
Table of Contents
Perceptual Map for KBC (100 words)
SWOT Analysis for KBC (200 words)
BCG Matrix for KBC (200 words)
Strategic Alternatives’ Analysis & Recommendations for KBC (500 words)
Reference List (you must apply the Kaplan Harvard Referencing Style)
In preparing your report, you will need to use at least 5 sources of information and reference these
in accordance with Kaplan Harvard Referencing Style. These may include corporate websites,
government publications, industry reports, census data, journal articles, newspaper articles, and textbook
material.
Assessment Information
COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969
This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material
in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection
under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a
registered higher education provider CRICOS Provider Code 02426B.
Assignment Submission
This file must be submitted as a ‘Word’ file to avoid any technical issues that may occur from incorrect
file format upload. Uploaded files with a virus will not be considered as a legitimate submission. Turnitin
will notify you if there is an issue with the submitted file. In this case, you must contact your workshop
facilitator via email and provide a brief description of the issue and a screenshot of the Turnitin error
message.
You are also encouraged to submit your work well in advance of the deadline to avoid any possible delay
with the Turnitin similarity report or any other technical difficulties that may occur
Late assignment submission penalties
Penalties will be imposed on late assignment submissions in accordance with Kaplan Business School
“late assignment submission penalties” policy.

*Assignments submitted at any stage within the first 24 hours after the deadline will be considered to
be one day late and therefore subject to the associated penalty
For more information, please read the full policy via
https://www.kbs.edu.au/documents/assessment-policy
Assessment Information
COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969
This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material
in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection
under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a
registered higher education provider CRICOS Provider Code 02426B.
Important Study Information
Academic Integrity Policy
KBS values academic integrity. All students must understand the meaning and consequences of
cheating, plagiarism and other academic offences under the Academic Integrity and Conduct Policy.
What is academic integrity and misconduct?
What are the penalties for academic misconduct?
What are the late penalties?
How can I appeal my grade?
Click here for answers to these questions:
http://www.kbs.edu.au/current-students/student-policies/.
Word Limits for Written Assessments
Submissions that exceed the word limit by more than 10% will cease to be marked from the point at
which that limit is exceeded.
Study Assistance
Students may seek study assistance from their local Academic Learning Advisor or refer to the
resources on the MyKBS Academic Success Centre page. Click here for this information.
COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969
This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further
reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86
098 181 947 is a registered higher education provider CRICOS Provider Code 02426B.
BUS106 Assessment Marking Rubric – Individual Case Study Analysis 40%

The post BUS106 Marketing Principles appeared first on My Assignment Online.

Expert Help With This Assignment — On Your Terms