Marketing 400 Level Case Study
NO PLAGERISM
LENGTH: 3-4 pages typed on word document+ financials on WORKING excel spreadsheet
INSTRUCTIONS:
1. Solve case attached “Coleman Art Museum case”
2. Follow document attached as “Hints” very strictly please, this is very important please
3. Use IFAAR format for the case, attached as “ifaar instructions” some changes made to format which are mentioned in the “hints” attachment聽
4. Regarding the financials, you need to show it all on a WORKING excel spreadsheet, used attached as “outline format for excel”, so first years calculations (2003) along with year 2004 are given. Please relate and refer to calculation on the case.. numbers are to back your reasoning up.
5. be very direct and to the point, so state issue, followed by factors, then alternatives and end with reccomendation
So i will need 3-4 pages typed following the ifaar format followed by a working excel sheet, so I should receive 2 documents from you
Coleman Art Museum Hints
Important!!
Given the nature of this case and the many different options Ashley Mercer, Donald Smith, and the Board of Trustees can consider, you will not be completing a full IFAAR on this case. Instead, you will create one recommendation for Coleman Art Museum (CAM) which will address your issue (presumably related to CAM鈥檚 current state of affairs). A revised rubric is attached with the revised criteria and weights.
Hints
Given its association with Chapter 9, this case concerns reformulation with both strategic and operational implications. You might first consider strategy and then operations. In doing so, think about the following questions:
路 What is Coleman Art Museum? What does it do? (Think beyond the obvious to other ways people use CAM.) What is CAM鈥檚 mission and overall strategy?
路 What is CAM鈥檚 current image? Why is this important for a museum? What does the image affect?
路 How would you rate CAM鈥檚 overall performance?
路 What are CAM鈥檚 various activities, both operational and auxiliary, and how critical are they to its mission/strategy? Putting these activities on the grid below can help you determine how they relate to CAM鈥檚 mission and how critical it is that they be profitable (based on future performance). It may be less important for those that are critical to the mission make a profit, while those not specifically related to the mission should be profitable.
| Turn a Profit | Break Even | Operate at a Loss | |
| Supports Mission | |||
| Compatible with Mission | |||
| Non-mission related |
路 Of CAM鈥檚 activities, which ones are currently profitable? Which ones are not? (Include the analytics on how you determined profitability.) How does the profitability of these activities compare to what they should be according to the grid? What should CAM do about it? For example, if an activity you included in the 鈥淭urn a Profit鈥/鈥漀on-mission Related鈥 box is not profitable, what would you recommend for CAM?
路 How can CAM at least break even on its operations? You can use some of the options presented in the case, and/or develop your own. Be sure to demonstrate how you will achieve any increased revenue and/or reduced expenses (your analysis of the activities in the bullet point above will help). Note that your recommendation can include multiple activities, both operational and auxiliary.
路 Is membership an area where CAM can bring in more revenues? If so, you may wish to analyze the cost of each type of membership vs. the revenue; also consider the cost to recruit new members and the impact on membership cost/revenue. (Note that members receive special benefits per the chart on page 600. These membership benefits are accounted for differently in the expenses reflected on the income statement versus the cost information on page 601. Use the appropriate data in your calculations.)
路 Based on the net results of your recommendation, what does CAM鈥檚 2005 income statement look like? You may wish to use the format from page 597 as the basis, and include 2004 results to demonstrate the changes resulting from your recommendation. (This format also allows you to separate out operations results from auxiliary results.) You may wish to create a 鈥渄o nothing鈥 2005 option using Mercer and Smith鈥檚 thoughts toward the end of the case about anticipated revenues and expenses to help you see where changes are possible, and then one incorporating your recommendation. Use information and data from the case as well as your own projections (with backup financial analysis on how you determined them) for line items where direct case data is not available. Be sure your recommendations are realistic and achievable for CAM.
(S15)
Coleman Case Grading Rubric
| 0 (0%) | 1 (65%) | 2 (75%) | 3 (85%) | 4 (100%) | |
| Issue
(10%) |
Does not identify any issue | Identifies something not particularly relevant | Identifies major issue but not in insightful manner | Identifies major issue; evidences some insight | Succinctly and insightfully identifies major issue |
| Factors
(20%) |
Does not identify any factors | Identifies few factors; factors not relevant to case | Identifies some factors but factors not relevant or sufficient | Identifies most major factors | Clearly identifies all major factors |
| Recommen-dation
(20%) |
Does not make a recommendation | Recommendation not clear or not relevant | Makes a generally on-base recommendation | Good recommendation, evidence of thought | Appropriate and well thought out recommendation |
| Rationale/
supporting evidence (40%) |
No supporting evidence or analytics for recommendation | Some supporting analytics but inappropriate and/or insufficient | Adequate analytics, provides some support for recommendations | Good analytics, provides some support for recommendation | Appropriate and complete analytics, provides complete support to recommendation |
| Mechanics
( paper and spreadsheet) (10%) |
Unreadable and incomprehensible, many errors, has not followed directions | Difficult to read and understand, many errors, follows some directions | Mostly readable and comprehensible, some errors, follows directions | Readable and comprehensible, organized, few errors, follows directions | Very readable and comprehensible, almost no errors, follows all directions |
(S14)
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