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© International Baccalaureate Organization 2021 All rights reserved. No part of

© International Baccalaureate Organization 2021 All rights reserved. No part of this product may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems, without the prior written permission from the IB. Additionally, the license tied with this product prohibits use of any selected files or extracts from this product. Use by third parties, including but not limited to publishers, private teachers, tutoring or study services, preparatory schools, vendors operating curriculum mapping services or teacher resource digital platforms and app developers, whether fee-covered or not, is prohibited and is a criminal offense. More information on how to request written permission in the form of a license can be obtained from https://ibo.org/become-an-ib-school/ib-publishing/licensing/applying-for-a- license/. © Organisation du Baccalauréat International 2021 Tous droits réservés. Aucune partie de ce produit ne peut être reproduite sous quelque forme ni par quelque moyen que ce soit, électronique ou mécanique, y compris des systèmes de stockage et de récupération d’informations, sans l’autorisation écrite préalable de l’IB. De plus, la licence associée à ce produit interdit toute utilisation de tout fichier ou extrait sélectionné dans ce produit. L’utilisation par des tiers, y compris, sans toutefois s’y limiter, des éditeurs, des professeurs particuliers, des services de tutorat ou d’aide aux études, des établissements de préparation à l’enseignement supérieur, des fournisseurs de services de planification des programmes d’études, des gestionnaires de plateformes pédagogiques en ligne, et des développeurs d’applications, moyennant paiement ou non, est interdite et constitue une infraction pénale. Pour plus d’informations sur la procédure à suivre pour obtenir une autorisation écrite sous la forme d’une licence, rendez-vous à l’adresse https://ibo.org/become-an-ib-school/ ib-publishing/licensing/applying-for-a-license/. © Organización del Bachillerato Internacional, 2021 Todos los derechos reservados. No se podrá reproducir ninguna parte de este producto de ninguna forma ni por ningún medio electrónico o mecánico, incluidos los sistemas de almacenamiento y recuperación de información, sin la previa autorización por escrito del IB. Además, la licencia vinculada a este producto prohíbe el uso de todo archivo o fragmento seleccionado de este producto. El uso por parte de terceros —lo que incluye, a título enunciativo, editoriales, profesores particulares, servicios de apoyo académico o ayuda para el estudio, colegios preparatorios, desarrolladores de aplicaciones y entidades que presten servicios de planificación curricular u ofrezcan recursos para docentes mediante plataformas digitales—, ya sea incluido en tasas o no, está prohibido y constituye un delito. En este enlace encontrará más información sobre cómo solicitar una autorización por escrito en forma de licencia: https://ibo.org/become-an-ib-school/ib-publishing/licensing/ applying-for-a-license/. © International Baccalaureate Organization 2021 2221 – 5001 5 pages For use in May 2021 Business management Case study: Multi Marketing Instructions to candidates y Case study booklet required for higher level paper 1 and standard level paper 1 business management examinations. – 2 – 2221 – 5001 Multi Marketing (MM) Rachel Goldstein, Javed Khan and Aarvan Anand met at university in London, United Kingdom, in 2010. They all grew up in different countries – Rachel in Israel, Javed in Jordan, and Aarvan in India. They also studied different things at university: Rachel studied graphic design, Javed studied business and Aarvan studied media and journalism. All had previously completed IB Diploma courses at their respective schools. During their studies, Rachel, Javed and Aarvan worked together on the university’s student magazine. Javed was responsible for managing the advertisements that appeared in the magazine, and his role included finding new advertisers, negotiating prices and getting the advertisements from design to print. Rachel used her graphic design skills to design and set each edition of the magazine. Aarvan used his talent for journalism to find stories and produce the news content of the magazine. They all enjoyed working as a team so much that they decided to set up a marketing business together when they graduated, which would allow them to each use their respective talents. In 2013, the three of them set up Multi Marketing (MM) as a partnership. The company provided marketing services, which involved helping businesses reach customers through improving corporate branding and creating marketing strategies. MM ’s start-up was financed mainly by loans from parents and friends as well as by crowdfunding1 on social media. It was originally based in London, which has many benefits as a world centre for media and creative activities and easy access to many large national and international businesses, particularly in European markets. Initially, MM advised customers on all issues relating to marketing and designed marketing strategies for them. It then outsourced the production work, which included making advertising campaigns, and managed and coordinated the various businesses involved. In its first year of operation, all of MM ’s customers were businesses located near the university or those that had connections with the university. Soon, however, MM had customers throughout the United Kingdom. The business grew rapidly over the next four years. Its growth was based on its innovative use of social media and other technologies, the youthful enthusiasm of its owners, its rapid response to customers and the strong word-of-mouth promotion from customers. In 2017, the partners (Rachel, Javed and Aarvan) converted MM to a private limited company. They became the majority shareholders, each owning a quarter of the shares, with the remaining quarter owned by their families. Rachel was appointed Managing Director and remains in that position. MM ’s organizational chart is shown in Figure 1. 5 10 15 20 25 30 – 3 – 2221 – 5001 Turn over Figure 1: MM ’s organizational chart Marketing Division Sales Division Digital Operations Division Finance Division Design Division Managing Director (Rachel) Javed Aarvan Rachel is fairly cautious in her approach. Although she favours expansion, she wants to minimize risks. Aarvan is much more enthusiastic about expansion. He thinks that risks have to be taken to gain rewards. Today, MM has both national and multinational businesses as customers. Unusually, it also has charities, non-governmental organizations (NGOs) and government departments as customers. The company now employs 50 people. MM focuses on those areas of business in which its owners have strong skills and outsources some of the other functions. Today, its services include: y advising on advertising media and designing appropriate material for the chosen media y developing marketing strategies, including the use of changing technologies like social media and other promotional methods and e-commerce websites y designing specifications for film and radio promotions, including creating storylines y advising on potential product improvements y buying advertising space for clients on the internet, radio and TV y advising customers on pricing strategies y recommending distribution channels where appropriate. Some of the services that MM outsources include: y photography used in marketing materials, such as advertisements y production of film and radio promotions y human resource management (HRM) for MM and its employees. MM has strong ethical objectives, including in its choice of customers. For example, the company will not accept business from organizations that do not have robust equal opportunities policies or those that do not actively work to reduce their carbon footprint. It will also not work with businesses that subcontract to other businesses that exploit employees, such as by paying lower-than-local-average wages, and it considers it important that the organizations with which it works value freedom of expression. The owners of MM try to reflect their own cultural diversity in everything the business does, such as having multicultural content in the marketing strategies it creates. This approach is liked by many of MM ’s customers. As well as these ethical objectives, MM reflects the youthful enthusiasm of its owners. Through hard work and commitment, the company also aims to respond to customers more quickly than others in the industry, with customer service being at the centre of everything it does. 35 40 45 50 55 60 65 – 4 – 2221 – 5001 Partly because of political events in the United Kingdom in 2016, the owners decided to open an office in Bengaluru2, the IT capital of India. One of the fastest growing countries in recent years, and one that Aarvan is familiar with, India provides many opportunities for growth and maintaining contact with existing customers. So far, the Bengaluru branch of MM has sales, design and customer care teams serving Asia. There is now the possibility of relocating more of the business to India in 2022. Rachel thinks that the opening of the Bengaluru office has provided her with the opportunity for a major reorganization of MM. Currently, the Sales Division, headed by Aarvan, is still based in London. It is organized by type of customer, which means that it has four separate departments: y The Corporate Department, which manages the contracts with business customers. y The Public Service Department, which manages contracts with government departments and NGOs. y The Charities Department, which manages contracts with charities. y The International Department, which coordinates all of MM ’s activities. Rachel has proposed that the Sales Division should now be organized by country of sale. The Indian office has been successful so far. Excellent premises were found in Bengaluru. Some of MM ’s uploads/Industriel/business-management-paper-1-case-study-hlsl 2 .pdf