Case Study Leopard Controls Management System

Question: Discuss about the Case Study of Leopard Controls Management System. Answer: Marketing professional for Leopard Controls Leopard Controls had been in the field of building management systems (BMS) for over 20 years now. But the business has been restricted to Western Australia with very little expansion. With increasing globalization it is unfortunate that a company that is extremely client oriented havent found an opportunity to grow beyond Perth and explore the world of options provided by the increasing need for environmental protection. The companys current advertising is minimum and has no active social presence. After backing the contract with Perth International Airport it has become obvious that the company is more invested in the bottom-top approach which may not be beneficial in several other organizations where contract decisions are hardly consulted with the day-to-day workers. Hence, for Leopard Controls to sustain in the current market and expand its shares it is crucial that they penetrate into international markets and find ways to gain larger contracts. Achieving the same can be done b y investing substantially in to marketing (Kotler, 2013). A marketing professional would be able to provide a better analysis of the current market scenario and present the Leopard Controls with the current market needs, the current competitors and their strategy as inputs to understand what changes need to be done with the company. Marketing has taken a back seat with Leopard Controls and hence cheap and efficient ways to increase the market scope would be provided by a marketing professional (Kotler, 2015). Potential international markets that have few competitors in BMS can be identified and the simplest market that would provide considerable returns and an opportunity to understand how business overseas happen can be used to penetrate the international waters (Czinkota, 2013). One other key concept for which a marketing view can be given is the open sourcing adopted. It is necessary to understand if this strategy is making more loss than profit. Pros and Cons of the current business strategy The current business strategy of Leopard Controls is to provide software and hardware that has open source programming implemented allowing its clients to change to any other service provider if need be. This kind of approach can be extremely sensitive as there is a need for Leopard Controls to be the best service provider at minimum cost at all times. Not compromising in regard to quality of services is always as asset to the company. But to be able to provide low price services slows down the growth of the organization. Pros: The current strategy of Leopard Controls is completely client oriented, giving the one option that none of the current BMS service providers provide. The chance to choose a different vendor in case the client is not satisfied with the company. It is obvious that any client would prefer trying on the services of a 20 year experienced provider who gives the option of reaching to other vendors if need be. Hence, the number of clients that approach are significantly high when compared to other organizations (Glasser, 2015). This approach would secure clients who are loyal and would be associated with the company for long terms since Leopard controls is not locking in the clients. This strategy also shows the confidence that the company has in its products and services, making the company a strong contender. The company uses a bottom-up selling approach which ensures that a strong bond is maintained not just with the client but also with the working staff. Cons: The business strategy of Leopard Controls is definitely innovative and provides what the current market lacks. However, there is a potential chance that the same strategy is one on the main reasons for the slow growth of the company. The strategy provides a free get away to the clients by simply stating that they are not satisfied by the services. However, the actual reason may be a better priced client. Also, the company does not have in-house expertise that can develop open source equipment leading to the need of external vendors. If the company started using proprietary equipment, the company can establish their own assembly line for these products making the cost of production significantly low. Retention of clients can be a difficult task in this kind of scenarios since it is necessary that the services have to be at the best quality at all times (Goetsch, 2014). It is not just the equipment but also the customer support has to have a strong presence (Gilmour, 2013). The need to please the clients is much higher. Also, the company has to ensure that the services are provided at a competitive price when compared to other contenders decreasing the revenue substantially. References Czinkota, M.R. and Ronkainen, I.A., 2013. International marketing. Cengage Learning. Gilmour, P., Borg, G., Duffy, P.A., Johnston, N.D., Limbek, B.E. and Shaw, M.R., 2013. Customer service: differentiating by market segment. International Journal of Physical Distribution Materials Management. Glasser, M.D. and Meagher, J., 2014. Choice theory. Harper Collins Publishers. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. pearson. Kotler, P. and Reibstein, D., 2013. Does your company really need a marketing department. Marketing News, pp.20-21. Kotler, P., Keller, K.L., Manceau, D. and Hmonnet-Goujot, A., 2015. Marketing management (Vol. 14). Englewood Cliffs, NJ: Prentice Hall.