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Shoppers stop - targeting the young case study analysis & solution, harvard business case studies solutions - assignment help.

Shoppers Stop - Targeting the Young is a Harvard Business (HBR) Case Study on Sales & Marketing , Fern Fort University provides HBR case study assignment help for just $11. Our case solution is based on Case Study Method expertise & our global insights.

Sales & Marketing Case Study | Authors :: Shanker Krishnan, Chandra Sekhar Ramasastry

Case study description.

The case deals with how Shoppers Stop, a home-grown Indian retailer of branded apparel and accessories closely identified with the adult segment of customers for a decade and a half since inception, looked at the growing segment of the youth population. Against the backdrop of an aging demographic, particularly among countries in North America and Europe, India had an advantage of a largely young population. Thirty-five per cent of Indian were under 15 years of age and 70 per cent under 35 years of age - a profile likely to remain so for the next two decades. Topics of discussion include: Is there a risk for an adult company in targeting the young? Is there a risk in not targeting the young? Is there a business opportunity in the youth segment? What should Shoppers Stop do if it were to seize the opportunity? What is the addressable segment? Is a change in strategy required now or will tweaking the current strategy do?

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[10 Steps] Case Study Analysis & Solution

Step 1 - reading up harvard business review fundamentals on the sales & marketing.

Even before you start reading a business case study just make sure that you have brushed up the Harvard Business Review (HBR) fundamentals on the Sales & Marketing. Brushing up HBR fundamentals will provide a strong base for investigative reading. Often readers scan through the business case study without having a clear map in mind. This leads to unstructured learning process resulting in missed details and at worse wrong conclusions. Reading up the HBR fundamentals helps in sketching out business case study analysis and solution roadmap even before you start reading the case study. It also provides starting ideas as fundamentals often provide insight into some of the aspects that may not be covered in the business case study itself.

Step 2 - Reading the Shoppers Stop - Targeting the Young HBR Case Study

To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map. In some cases you will able to find the central problem in the beginning itself while in others it may be in the end in form of questions. Business case study paragraph by paragraph mapping will help you in organizing the information correctly and provide a clear guide to go back to the case study if you need further information. My case study strategy involves -

• Marking out the protagonist and key players in the case study from the very start.
• Drawing a motivation chart of the key players and their priorities from the case study description.
• Refine the central problem the protagonist is facing in the case and how it relates to the HBR fundamentals on the topic.
• Evaluate each detail in the case study in light of the HBR case study analysis core ideas.

Step 3 - Shoppers Stop - Targeting the Young Case Study Analysis

Once you are comfortable with the details and objective of the business case study proceed forward to put some details into the analysis template. You can do business case study analysis by following Fern Fort University step by step instructions -

• Company history is provided in the first half of the case. You can use this history to draw a growth path and illustrate vision, mission and strategic objectives of the organization. Often history is provided in the case not only to provide a background to the problem but also provide the scope of the solution that you can write for the case study.
• HBR case studies provide anecdotal instances from managers and employees in the organization to give a feel of real situation on the ground. Use these instances and opinions to mark out the organization's culture, its people priorities & inhibitions.
• Make a time line of the events and issues in the case study. Time line can provide the clue for the next step in organization's journey. Time line also provides an insight into the progressive challenges the company is facing in the case study.

Step 4 - SWOT Analysis of Shoppers Stop - Targeting the Young

Once you finished the case analysis, time line of the events and other critical details. Focus on the following -

• Zero down on the central problem and two to five related problems in the case study.
• Do the SWOT analysis of the Shoppers Stop - Targeting the Young . SWOT analysis is a strategic tool to map out the strengths, weakness, opportunities and threats that a firm is facing.
• SWOT analysis and SWOT Matrix will help you to clearly mark out - Strengths Weakness Opportunities & Threats that the organization or manager is facing in the Shoppers Stop - Targeting the Young
• SWOT analysis will also provide a priority list of problem to be solved.
• You can also do a weighted SWOT analysis of Shoppers Stop - Targeting the Young HBR case study.

Step 5 - Porter 5 Forces / Strategic Analysis of Industry Analysis Shoppers Stop - Targeting the Young

In our live classes we often come across business managers who pinpoint one problem in the case and build a case study analysis and solution around that singular point. Business environments are often complex and require holistic solutions. You should try to understand not only the organization but also the industry which the business operates in. Porter Five Forces is a strategic analysis tool that will help you in understanding the relative powers of the key players in the business case study and what sort of pragmatic and actionable case study solution is viable in the light of given facts.

Step 6 - PESTEL, PEST / STEP Analysis of Shoppers Stop - Targeting the Young

Another way of understanding the external environment of the firm in Shoppers Stop - Targeting the Young is to do a PESTEL - Political, Economic, Social, Technological, Environmental & Legal analysis of the environment the firm operates in. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. You can even identify the source of firm's competitive advantage based on PESTEL analysis and Organization's Core Competencies.

Step 7 - Organizing & Prioritizing the Analysis into Shoppers Stop - Targeting the Young Case Study Solution

Once you have developed multipronged approach and work out various suggestions based on the strategic tools. The next step is organizing the solution based on the requirement of the case. You can use the following strategy to organize the findings and suggestions.

• Build a corporate level strategy - organizing your findings and recommendations in a way to answer the larger strategic objective of the firm. It include using the analysis to answer the company's vision, mission and key objectives , and how your suggestions will take the company to next level in achieving those goals.
• Business Unit Level Solution - The case study may put you in a position of a marketing manager of a small brand. So instead of providing recommendations for overall company you need to specify the marketing objectives of that particular brand. You have to recommend business unit level recommendations. The scope of the recommendations will be limited to the particular unit but you have to take care of the fact that your recommendations are don't directly contradict the company's overall strategy. For example you can recommend a low cost strategy but the company core competency is design differentiation.
• Case study solutions can also provide recommendation for the business manager or leader described in the business case study.

Step 8 -Implementation Framework

The goal of the business case study is not only to identify problems and recommend solutions but also to provide a framework to implement those case study solutions. Implementation framework differentiates good case study solutions from great case study solutions. If you able to provide a detailed implementation framework then you have successfully achieved the following objectives -

• Detailed understanding of the case,
• Clarity of HBR case study fundamentals,
• Analyzed case details based on those fundamentals and
• Developed an ability to prioritize recommendations based on probability of their successful implementation.

Implementation framework helps in weeding out non actionable recommendations, resulting in awesome Shoppers Stop - Targeting the Young case study solution.

Step 9 - Take a Break

Once you finished the case study implementation framework. Take a small break, grab a cup of coffee or whatever you like, go for a walk or just shoot some hoops.

Step 10 - Critically Examine Shoppers Stop - Targeting the Young case study solution

After refreshing your mind, read your case study solution critically. When we are writing case study solution we often have details on our screen as well as in our head. This leads to either missing details or poor sentence structures. Once refreshed go through the case solution again - improve sentence structures and grammar, double check the numbers provided in your analysis and question your recommendations. Be very slow with this process as rushing through it leads to missing key details. Once done it is time to hit the attach button.

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Category: Case Study blogs Redesign

Date: April 30, 2024

Popular Rebranding Case Studies for Inspiration

Establishing a compelling brand is pivotal for any business, and comprehending the intricacies of branding can be complex. It’s essential not only to understand your brand identity but also how customers perceive your products and services. Exploring brand case studies provides valuable insights, uncovering potential growth avenues based on the triumphs of other businesses. Leveraging the expertise of a reputable digital marketing company can further amplify your brand’s impact through strategic digital marketing services .

Did You Know?

It takes 5 to 7 impressions for people to remember a brand. And what if you were to rebrand the existing one?

Popular companies that were looking to rebrand often found it difficult because the old name was already established. The problem with this is when you are trying not only to establish your new brand but also live up the expectations of existing customers who have grown accustomed to buying from that particular business or industry category over time.

A lot goes down during this step: from researching companies’ history (both past successes/failures), coming up with new ideas about logo designs .

Here at ColorWhistle , we have curated a list of popular (non popular but useful ones too) rebranding case studies that you can refer to, when you are looking to rebrand your brand.

Inspirational Rebranding Case Studies

The rebranding process is a lot like an organism that evolves over time. The goal for any brand, whether they’re doing well or not so much in their market space, is to be able to find ways of improving on what’s already there and sometimes this means changing how you look from head-to toe!

As seen with many brands who’ve gone through major transformations such as Nike Inc., Redbull, Target etc.. Let’s have a look at some popular rebranding case studies to have a better vision of what worked and what was the thought process behind rebranding.

Animal Planet 

The new logo and tagline for Animal Planet is “Bringing people up close in every way,” which really tells the channel’s story. The graphic reflects this mission statement with an elephant, just representing the mood of the brand!

Case Study Link

Animal Planet has been a much-loved brand around the world for more than 20 years and the time has never been more right to engage with mass audiences across every platform who are as passionate about animals as we are.

– Susanna Dinnage, Animal Planet’s Global President

Rejuvenating a well-loved brand is no easy task. But it’s critical to ensure that the refreshed, revitalized product resonates with customers and speaks directly at their hearts in order for them not only stay loyal but increasingly come back again and recommend your business or organization to others.

Your products should reflect what you stand for as an organization so they can speak volumes about who are trying new things while still holding true on key values like quality, durability & affordability; also ensuring there’s room left over just because people want more than anything else truly meaningful when engaging digitally these days

Evernote’s brand rejuvenation is a clear example of well crafted rebranding strategy.

Throughout the process of evolving our brand, we have looked to our past for inspiration for our future. We started as a place to remember everything, and that will never go away. Our brand now reflects our broader purpose.

– Chris O’Neill, Evernote’s CEO

Mailchimp’s branding was a bit outdated and they needed a complete rebranding. They also wanted their website updated so customers could find them easily on different devices like tablets or smartphones instead of just desktop computers.

With this redesign, we set out to retain all the weird, lovable elements that endeared our earliest customers to Mailchimp, while creating space for the brand to grow and connect with even more small businesses. We didn’t want to lose our heritage in the process, so we focused on capturing the essence of what Mailchimp has always been.

– Mailchimp’s Blog

The Ruby Mills

Ruby Mills teamed with a digital agency to rebrand itself and showcase it as a part of the new trending modern digital space. The logo was refurbished to reaffirm the legacy of the brand in a contemporary manner, and yet keeping the visual language flexible enough for digital (online) & offline media and product representation. 

The brand name connoted preciousness and gave us a solid foundation to work with. The new identity was found completely aligned to the Ruby legacy and its progressive future.

– Elephant Design, Digital Agency

Slate’s Logo needed a revamp as their logo was outdated and needed a refresh to match the new industry standards. The logo was reimagined and cleaned up for a more distinct look. The “A” is being revealed, uncovering its true form in an elegant manner that hints at all those who have come before it.

Our approach was to visualize Slate’s story-making process with a language that feels like sifting through the news, looking for hidden clues and cracking the code that blows open the case. 

– Gretelny, Design Studio

Uber was famous for its inverted U in their logo and when they decided they needed a brand refresh, There were mixed responses and yet Uber’s logo refresh was a very significant one with more sophisticated typography and branding elements.

Molly Watson, the director of the verbal identity at Wolff Olins San Francisco, said the new logo was designed to represent Uber’s growth and security.

The name dunkin itself reminds us of their bright colors and their fresh look in branding. While rebranding they took a big decision of letting go their second word which is donuts and made a more crispier logo that’s even more recognizable and carried their legacy.

The new branding, developed in partnership with new creative and branding agencies Jones Knowles Ritchie (JKR), BBDO New York and Arc Worldwide, is one part of Dunkin’s multi-faceted blueprint for growth, a plan designed to transform the company into the premier beverage-led, on-the-go brand.

– news.dunkindonuts.com

When you’re just starting out, it is enough to create a single image for your company. But as soon as growth starts happening at an impressive rate and new employees start calling in with questions about how things work or what their function might be within the organization, you need to be more aware of how the brand fits the industry. Dropbos decided on a revamp that didn’t change much but yet created an impact.

Our new illustration style picks up where our earliest style—loose, handmade, witty—left off,” write creative director Aaron Robbs and VP of Design Nicholas Jitkoff.

Slack always had an eye of detail in their logo. The hash in their logo was very popular for the kind of brand it was. Yet slack decided to rebrand and give a fresh look to their logo to adapt more into the trend and industry. The new logo looked fresh and more adaptable to the brand statement of Slack

It uses a simpler color palette and, we believe, is more refined, but still contains the spirit of the original. It’s an evolution, and one that can scale easily, and work better, in many more places. 

– Slack Team

Intel with the ring is what comes to mind when one thinks about the brand. Intel decided to give a brand refresh while continuing their brand vision and brand statement. They believed that this refresh will help them connect more to their customers and do something wonderful.

The new logo represents a dramatic simplification of the Intel brand identity. Crafted with an underlying geometry, the logo has a refined symmetry, balance, and proportion that is understated and iconic.

– Team Intel

PayPal is a digital payments company known for its bold and progressive innovations. With all the exciting changes in the industry, they considered creating an even more creative expression of PayPal—the original innovator that started it all!

“At PayPal, we always strive to lead as a revolutionary brand. With our rapidly changing environment, we must create based on the needs and changes in the marketplace,” said Christina Smedley, vice president, Global Brand and Communications, PayPal.

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Seize and experience the transformative impact of Website Redesign Services & Solutions with ColorWhistle.

​​The importance of branding/rebranding case studies to understand the process cannot be overstated. 

These case studies provide an excellent and detailed look at how different brands were able to successfully navigate their own unique challenges, which will ultimately translate into success for your business in various aspects ranging from digital marketing efforts through customer service interactions with clients or employees alike!

Looking for rebranding services? Contact Us

The rebranding process is a lot of work, but it’s worth the effort. Case studies show that when you take on this challenge and succeed in your goal to make an improved version of who we were before-only then will people see how great the new branding really does help to achieve better positioning within markets.

This is where website redesign packages come in. Our packages can help you create a website that seamlessly integrates your new branding, strengthens your customer experience, and drives results. The benefits extend beyond just business leaders – a well-designed website empowers your entire team with a clear and consistent brand message.

-Sankar, CEO at ColorWhistle

In quest of the Perfect Website Redesign Solutions Buddy?

Be unrestricted to click the other trendy writes under this title that suits your needs the best!

• Website Redesign Journey of ColorWhistle – How We Achieved 100% Performance!
• Web Application Redesign – Things to Consider Before Starting
• How to Redesign a Website Without Losing SEO?
• Website Redesign Checklist: 9+ Things to Consider Before Website Redesign [PDF Download]
• Why Digital Marketing Demands Website Redesign?
• Website Redesign Complete Guide
• Why Should you Redesign your Website?

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Case Study | Abercrombie & Fitch’s Brand Reinvention

• Cathaleen Chen

In 2016, Abercrombie & Fitch was the most-hated retailer in the US. That, at least, was the story numerous headlines conveyed that year after the American Customer Satisfaction Index ranked the retailer last in a survey measuring consumer happiness with brands. Internationally, too, the brand lost its appeal as sales slipped year after year.

There were good reasons why A&F had fallen out of favour with consumers. The company’s sexualised marketing seemed dated and offensive at a time when people began to celebrate body positivity. Young shoppers had also ditched logos and brand names for a more expressive personal style from fast-fashion newcomers. Once provocative, A&F’s shirtless models who stood outside the stores to promote the brand now came across as out of touch.

But by the time the damning survey came out, A&F was already one year into a sweeping turnaround plan. The company’s long-standing chief executive, Mike Jeffries, had left the company a few years earlier under a cloud of controversy, leaving a new executive team to forge ahead with a plan to resurrect the once-successful company. A&F discontinued its signature racy ads — the most recognisable of which were black-and-white images of chiselled men shot by Bruce Weber, whose alleged history of sexually abusing models exacerbated A&F’s problematic image — and set about overhauling the company, from its merchandising to internal culture.

Turning around the brand was a tall order, and one that would take several years to sway both consumers and industry insiders. To overhaul a brand with such dismal public relations and a diminishing customer base seemed near impossible. As one industry analyst recalls today: “We didn’t think they could do it.”

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By 2021, Abercrombie & Fitch Co. — which owns the namesake label as well as Hollister, Abercrombie Kids and two smaller brands under the Hollister umbrella — was on the rebound. A recent earnings report trumpeted the group’s best second-quarter operating income and margin since 2008, with sales exceeding pre-pandemic levels.

In an industry that is now in a state of flux, other retailers are facing similar challenges to A&F, leaving many desperate to reinvent their tired brands. Abercrombie’s ongoing work provides evidence that it can be done. Among US retailers, J.Crew, Banana Republic and Express all unveiled fresh product campaigns in autumn 2021 in an attempt to renew their product assortment and battle years of sales decline.

Victoria’s Secret began its own turnaround in 2020, following in A&F’s footsteps in eradicating outdated racy marketing that glamourised unrealistic beauty standards for women. Companies outside the US are undertaking rebrandings, too. In the UK, for example, Asos is looking to update its recently acquired Topshop and Miss Selfridge brands, whose former-parent company Arcadia Group filed for bankruptcy in late 2020.

“For a long time, we thought [A&F’s] rebrand was impossible,” said Janine Stichter, retail analyst at investment bank Jefferies. “What they’ve achieved is really unique… A lot of it came down to having faith that they’re on the right path and giving it time.”

Under chief executive Fran Horowitz, who was appointed to the top position in 2017 after a stint as head of Hollister, the company has honed a strategy built around four pillars that fundamentally transformed how the company functions: making customer feedback the highest priority across teams; identifying a specific brand purpose to plan products and transform them into versatile, style-forward pieces with a reputation for quality; breaking down internal silos to improve collaboration and innovation; and adopting a marketing strategy that focuses on social media first.

Horowitz’s strategy has also included the sensible big moves one would expect from a new leader. She made a number of key hires and promotions to build a team that now includes Carey Krug, senior vice president of Abercrombie marketing; Corey Robinson, who leads merchandising and design; and global brands president Kristin Scott. Like many of its peers, the company also eliminated unprofitable stores and updated store formats. As of July 2021, A&F had 733 locations, a fleet that is around 30 percent smaller than 2012, when it boasted 1,100 stores.

This case study unpacks the pillars underpinning A&F’s strategy that can be tailored to the turnaround strategies of other companies, taking into consideration that a label that targets an older customer segment, for instance, will have different marketing methods from one that is intended for a Gen-Z clientele.

Every retailer, whether or not it is in need of a turnaround, wants to enhance its products and heighten customer perception. BoF explores just how Abercrombie brought these ambitions to life.

Click below to read the case study now.

Cathaleen Chen is Retail Correspondent at The Business of Fashion. She is based in New York and drives BoF’s coverage of the retail and direct-to-consumer sectors.

• Fran Horowitz
• Mike Jeffries
• Kristin Scott
• Abercrombie & Fitch

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Counterfeit Goes Cool: Brands Urged to Embrace #Dupe

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At Front Row, Accelerating New Routes to the Consumer

Formed of five different agencies with complementing areas of expertise, Front Row partners with beauty, health, wellness, and consumer brands to accelerate their e-commerce growth. Here, its chief brand officer, Christopher Skinner, shares the challenges and opportunities in reaching new consumers.

This Week, Hoka, Macy’s and Ralph Lauren Play the Expectations Game

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Does America Need Another Fast-Fashion Brand? Uniqlo Thinks So

The Japanese apparel chain will be launching its sister brand GU in the US later this year, targeting younger consumers with lower prices and a curated selection of trendy wares.

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Can You Win Back Online Shoppers? (HBR Case Study)

By: Thales S. Teixeira, Sunil Gupta

Benjy's, an electronics and appliance retailer, is losing business because of "showrooming": Customers come into the chain's stores to see, touch, and compare products but then buy at a lower cost…

• Length: 4 page(s)
• Publication Date: Sep 1, 2015
• Discipline: Marketing
• Product #: R1509X-PDF-ENG

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Benjy's, an electronics and appliance retailer, is losing business because of "showrooming": Customers come into the chain's stores to see, touch, and compare products but then buy at a lower cost from online competitors. Does the company's answer lie in matching online prices, trying to thwart price comparisons, improving customer service, offering exclusive products, charging manufacturers a fee for showcasing their products, or something else? Expert commentary comes from Roberto Leao, a finance executive for a global retail organization, and Steve Conine, chief technology officer of Wayfair, on online retailer.

For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R1509Z. The complete case study and commentary is reprint R1509K.

Sep 1, 2015

Discipline:

Industries:

E-commerce industry, Retail trade

Harvard Business Review Digital Article

R1509X-PDF-ENG

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IELTS Academic Reading: Cambridge 2 Test 2 Reading passage 1; IMPLEMENTING THE CYCLE OF SUCCESS: A CASE STUDY; with best solutions and best explanations

This Academic IELTS Reading post focuses on solutions to  IELTS Cambridge 2 Reading Test 2 Reading Passage 1 titled ‘ IMPLEMENTING THE CYCLE OF SUCCESS: A CASE STUDY’ . This is a targeted post for IELTS candidates who have big problems finding out and understanding Reading Answers in the AC module. This post can guide you the best to understand every Reading answer without much trouble. Finding out IELTS Reading answers is a steady process, and this post will assist you in this respect.

IELTS Cambridge 2 Test 2: AC Reading Module

Reading Passage 1: Questions 1-13

The headline of the passage: IMPLEMENTING THE CYCLE OF SUCCESS: A CASE STUDY

Questions 1-5: Multiple choice questions

[This type of question asks you to choose a suitable answer from the options using the knowledge you gained from the passage. Generally, this question is set found as the last question set in most passages so you should not worry much about it. Finding all the answers for previous questions gives you a good idea about these questions.]

Question no. 1: The high costs of running AHI’s hotels are related to their ______.

Keywords for the question: high costs, running, AHI’s hotels, related to,

The answer is in the first paragraph. First, look at the first few lines, “Within Australia, Australian Hotels Inc (AHI) operates nine hotels and employs over 2000 permanent full-time staff , 300 permanent part-time employees and 100 casual staff . .. .. .”

Then, in lines 11-16 of the same paragraph, the writer says, “ . . . . Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country’s high labour-cost structure . .. .. .”

Here, high labour-cost structure = high cost of staff,  

So, the answer is: C (staff)

Question no. 2: SAH’s new organisational structure requires _______.

Keywords for the question: SAH’s new organisational structure, requires,  

The answer can be traced from the final lines of paragraph no. 1 and the first few lines of paragraph no. 2. Let’s have a look.

In the final lines of the first paragraph, the writer says, “ .. . … In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH .”

Here, some new policies and practices at SAH = SAH’s new organisational structure,

Then, at the beginning of the second paragraph, the writer says, “ The first of the initiatives was an organisational structure with only three levels of management – compared to the traditional seven. Partly as a result of this change, there are 25 per cent fewer management positions , enabling a significant saving. .. … ..”

Here, there are 25 per cent fewer management positions = 75% of the old management positions,

So, the answer is: A (75% of the old management positions.)

Question no. 3: The SAH’s approach to organisational structure required changing practices in _________. 

Keywords for the question: SAH’s approach, organisational stricture, changing practices,  

In the third paragraph, the writer says in the beginning, “ The hotel also recognised that it would need a different approach to selecting employees who would fit in with its new policies. . .. .”

Here, The hotel = the SAH, a different approach = changing practices, selecting employees = hiring staff,

So, the answer is: C (hiring staff.)

Question no. 4: The total number of jobs advertised at the SAH was ______.

Keywords for the question: total number, jobs advertised, SAH,   

The answer can be found in lines 8-10 of paragraph no. 3, where the writer says, “ . … .. Over 7000 applicants filled in application forms for the 120 jobs initially offered at SAH . .. … .”

Here, 120 jobs initially offered at SAH = 120 jobs advertised at the SAH,

So, the answer is: B (120.)

Question no. 5: Categories A, B and C were used to select ______.

Keywords for the question: Categories A, B, and C, used to select,  

The answer can be found in paragraph no. 4, “A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing for the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made to team members. ”

So, the answer is: B (new teams.)

Questions 6-13: Summary completion

[In this kind of questions candidates are given a summary for one, two or three paragraphs with some fill in the blanks questions. Candidates need to find out the related paragraphs by correctly studying the keywords from the questions. Then, they should follow the steps of finding answers for fill in the gaps.]

Title of the summary: WHAT THEY DID AT SAH

Question no. 6: Teams of employees were selected from different hotel departments to participate in a _________ exercise.

Keywords for the question: teams of employees, selected, different hotel departments, participate, exercise,  

At the end of paragraph no. 5, the writer mentions the selection of employees from different hotel departments, “ . . .. . For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fill in.”

Here, food or beverage or housekeeping departments = different hotel departments,

Then, take a look at these lines of paragraph no. 6, “ . .. .. SAH management concluded this would first require a process of ‘ benchmarking ’ . .. .. . ..”

So, the answer is: benchmarking

Questions no. 7, 8 & 9: The information collected was used to compare 7. ________  processes which, in turn, led to the development of 8. ________  that would be used to increase the hotel’s capacity to improve 9. _________  as well as quality.

Keywords for the questions: information collected, used to compare, processes, led to, development, used to increase, hotel’s capacity, improve, as well as quality,  

Take a look at the these lines of paragraph no. 6, “ .. . . The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using teams made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality .”

Here, resulted = led to, greatly enhanced SAH’s ability to improve = increase the hotel’s capacity to improve, and quality = as well as quality,

So, the answers are:

• (a range of) service delivery
• (performance) measures
• productivity

Question no. 10: Also, an older program known as _______ was introduced at SAH.

Keywords for the question: older program, known as, introduced at SAH,

In paragraph no. 8 of the text, the writer says in the beginning, “ In addition , a program modelled on an earlier project called ‘ Take Charge ’ was implemented .

Here, In addition = Also, a program modelled on an earlier project = an older program, called = known as, was implemented = was introduced,  

So, the answer is: ‘Take Charge’ / Take Charge

Question no. 11: In this program, __________ is sought from customers and staff.

Keywords for the question: sought from customers and staff,

Take a look at lines 3-5 of paragraph no. 8 where the writer says, “ . ..  Essentially, Take Charge provides an effective feedback loop from both customers and employees . . . . .”

Here, Take Charge = this program, loop from both customers and employees = sought from customers and staff,

So, the answer is: feedback

Question no. 12: Wherever possible _________ suggestions are implemented within 48 hours.

Keywords for the question: wherever possible, suggestions, implemented, within 48 hours,   

Again, take a look at lines 5-18 of paragraph no. 8 where the writer says, “ . .. Customer comments, both positive and negative, are recorded by staff . These are collated regularly to identify opportunities for improvement. Just as importantly, employees are requested to note down their own suggestions for improvement. (AHI has set an expectation that employees will submit at least three suggestions for every one they receive from a customer.) Employee feedback is reviewed daily and suggestions are implemented within 48 hours , if possible, or a valid reason is given for non-implementation. .. .. . .”

So, the answer is: employees / employees’ / staff

Question no. 13:  Other suggestions are investigated for their feasibility for a period of up to _________.

Keywords for the question: other suggestions, investigated, feasibility, for a period, up to,   

In paragraph no. 8, the final few lines say, “. . . . … If suggestions require analysis or data collection , the Take Charge team has 30 days in which to address the issue and come up with recommendations.”

Here, suggestions require analysis or data collection = other suggestions are investigated,

So, the answer is: 30 days

Click here for solutions to Cambridge 2 Test 2 Reading Passage 2

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Academic IELTS Reading: Test 2 Passage 1; The Dead Sea Scrolls; with top solutions and best explanations

This Academic IELTS Reading post focuses on solutions to an IELTS Reading Test 2 passage 1 that has a passage titled ‘The Dead Sea Scrolls’. This is a targeted post for Academic IELTS candidates who have major problems locating and understanding Reading Answers in the AC module. This post can guide you the best to understand […]

Academic IELTS Reading: Test 1 Reading passage 3; To catch a king; with best solutions and explanations

This Academic IELTS Reading post focuses on solutions to an IELTS Reading Test 1 Reading Passage 3 titled ‘To catch a king’. This is a targeted post for IELTS candidates who have great problems finding out and understanding Reading Answers in the AC module. This post can guide you the best to understand every Reading answer […]

• Consumer Products
• Food Service
• Private Equity
• Consumer Electronics
• Organization Transformation
• Learning & Development
• Functional Training Programs
• Revenue Growth Management
• Digital Commerce
• Category Management
• Buying and Merchandising
• Brand Strategy & Execution
• Marketing Performance
• Data, Tech & AI
• Insights, Research & Influence
• Supply Chain
• Manufacturing
• Store Operations
• Join Our Team

Case Study: In-Store Shopper Marketing Excellence

Client description.

Global Brand leading CPG .

Working in a traditionally confusing and complex category, this client was looking to more deeply understand their shoppers and how best to activate the point of purchase, to improve business results.

To develop a detailed understanding of the category and brand shopper, using TPG’s ‘3D’ model to analyze the insights and develop innovative Point of Purchase solutions.

TPG Approach

TPG worked with the client team to reviewing current k knowledge using the ‘3D’ model, and developed new research to fill key gaps. These insights were then translated into a new and innovative suite of point of purchase solutions that were tested with Shoppers. The refined and shopper validated ideas were then executed with selected partner retailers.

Impact/Results

The client and the retailer achieve above average returns from the category – and crucially increased shopper satisfaction and loyalty to the brand and retailers as a result of this innovative new approach

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13. Business

Reading passage:, answers are at the bottom of the page, the digital shift: the challenge facing traditional retailers.

The emergence of the internet has redefined our daily routines, and one of the most noticeable changes has been in the way we shop. With just a few clicks, consumers can now access a vast array of products and services online. This transformation, from traditional brick-and-mortar retail to online shopping, is having profound effects on the retail industry.

One of the primary factors propelling the shift to online shopping is technological advancement. The internet has become faster and more accessible, with secure payment systems making online transactions safer than ever before. This has drastically improved the online shopping experience, making it an attractive option for consumers. Furthermore, the convenience and accessibility of online shopping, offering the opportunity to shop at any time, from anywhere, is a major draw for consumers with busy lifestyles. According to Forrester research, this accessibility factor has been a significant driver behind the surge in online sales.

Online retailers also enjoy distinct cost advantages over their traditional counterparts. The cost efficiency of operating an online store, without the overheads associated with physical storefronts, allows for competitive pricing and potentially higher profit margins. Additionally, the global reach of e-commerce platforms transcends geographical boundaries, providing much simpler access to an international market. This not only benefits retailers, but consumers too, who now have a choice of a wider range of goods than ever before.

Online shopping has grown hand in hand with customer reviews and feedback. Shoppers can quickly check the reputation of an online store by looking at customer reviews and comments. Meanwhile, thanks to endorsements from previous customers, online shops can demonstrate that they are reliable and safe to use to their potential customers. This system of reviews and feedback means that shoppers have good reason to feel secure about their online purchase and has really helped drive the trend towards online shopping.

Personalisation of the shopping experience has become of paramount importance. Online retailers can use algorithms and data analytics which enable them to easily track consumer behaviour, preferences, and purchase history, allowing for tailored recommendations and targeted advertising. This level of personalisation enhances the overall shopping experience, providing consumers with a customised selection of products that align with their tastes and interests. As a result, consumers feel more valued and understood, fostering a stronger connection between them and the online shop.

However, the transition to online retailing is not without its challenges. The online marketplace is fiercely competitive, with numerous retailers vying for consumer attention. Traditional businesses must employ effective marketing and branding strategies to remain competitive. Many of these businesses could not do this successfully, and have since gone bankrupt. In addition, many large online retailers are very well funded and, with relatively low overheads, can make it very difficult for local brick-and-mortar shops to operate profitably. In some cases, online retail giants have even been accused of predatory pricing, appearing to deliberately undercut competitors at the expense of profits. This is doubtless a factor in the disappearance of so many retailers from local high streets. These shops can’t offer the same deals as are found online, and have lost a lot of business as a consequence.

In response to this digital shift, traditional retailers are evolving their strategies. Many are adopting hybrid models, integrating online and physical storefronts to offer customers a seamless shopping experience. Verhoef et al, in their 2015 study, emphasised that this approach capitalises on the strengths of both platforms. Moreover, physical stores are focusing on creating memorable in-store experiences to attract and retain customers. These experiences include interactive displays, in-store events, and personalised services.

While traditional retailers have faced many challenges as a result of the online shopping phenomenon, it’s safe to say that consumers have largely benefitted. Shoppers have enjoyed lower prices, and a plethora of special offers and discounts on many of their favourite products. In addition, delivery services have improved massively over the years, to the point where it’s now often possible to have your purchase delivered on the same day it’s ordered, which of course, is very convenient.

With the success of online players, the competition in the marketplace has become even more fierce. This has driven efficiency gains and innovation, as businesses face-off against one another in the competition for consumers’ money, further driving down prices and improving products and services. Furthermore, thanks to online retail, consumers are able to source and purchase products abroad much more easily. The combination of online stores and quick and efficient worldwide shipping means that shoppers can purchase products from countries ranging from Thailand to Norway, at the touch of a button.

In fact, the only real downside for shoppers is the demise of the local high street. Town and village shopping areas have really lost out to online retailers and consequently the selection of goods and services available on high streets is much poorer than in the past. This is especially the case in smaller towns and villages where it’s almost impossible for a small retail business to operate profitably. As a result, the typical British village high street has now been largely reduced to coffee shops, restaurants and charity shops.

The trend towards online shopping is reshaping the retail landscape. Traditional businesses must adapt to changing consumer preferences and technological advancements to remain competitive. By leveraging the strengths of both online and physical platforms, retailers can thrive in this digital era. Meanwhile, consumers have reaped many benefits from the increased competition and innovation in the online space, enjoying access to a wider range of goods than ever, and at reasonable prices.

Questions 1-6

The Reading Passage has eight sections, A-H .

Which section contains the following information?

1. a reference to how easy it is to buy products from foreign countries

2. an explanation of some of the difficulties facing traditional retailers

3. a reference to the importance of safe payment mechanisms for shoppers

4. a reference to how traditional shopping areas are less popular than in the past

5. an explanation of how traditional retailers are changing

6. an explanation of why online shops make more money from a sale than traditional shops

Questions 7-10

Complete the summary below.

Choose ONE WORD ONLY from the passage for each answer.

Shopping online is increasing in popularity. Shoppers have been encouraged to shop online thanks to faster and safer payments, as well as lower prices on goods and services. They  like online shopping because they can read customer reviews to quickly understand the 7 ____________ of the shop.

Online retailers have lower 8 ____________ because they don’t pay for a physical store. This means they can make larger profits or offer lower prices. However, this is making it hard for regular shops to compete. Some traditional retailers are trying new things like mixing online and physical stores. However, some have not been successful and have gone 9 ____________. Local retailers are now really struggling, and as a result many high street shops have closed.

Reading Answer Key:

1.F, 2.D, 3.A, 4.G, 5.E, 6.B, 7. overheads, 8. reputation, 9. bankrupt