Analyse the business problem at Courage Ltd.

Question

Introduction: You are working as Assistant Marketing Manager in a company called Courage Ltd. that sells electronic products. The inventory supervisor has informed you that inventory has been in the warehouse for the last two months because sales have drastically declined. As a result, they have not had enough orders to meet the monthly set targets. He has also informed you that the competitor is offering 20% off on their products. You have discussed this with your manager. He has asked you to conduct a meeting with your team (team includes 3 marketing and 3 sales officers) and any other responsible persons to gather enough information to take the necessary steps in resolving the problem. After that, you have been asked to prepare a detailed report on the current situation and submit it to your manager. Your report must cover the following points.

Answer 1

This case presents a very real marketing challenge: sales have dropped, and as a result, products have been sitting in the warehouse for two months, which is a serious issue for both cash flow and competitiveness. The competitor offering a 20% discount is an important factor, but it shouldn’t be assumed to be the only reason for the decline. What I find interesting is that the Assistant Marketing Manager is asked to bring together marketing, sales, and other relevant departments to discuss the problem, which really shows how important cross-functional teamwork is. Marketing doesn’t work in isolation, and getting perspectives from sales, inventory, finance, and even product teams can uncover key insights. I also think the exercise pushes us to look beyond a quick fix like simply matching the discount. It asks us to think more strategically: is the issue mainly price, or could it also be product relevance, customer needs, service levels, distribution, or even brand visibility? The report that follows the meeting should capture the current situation clearly, summarize what’s learned from team discussions, and then suggest possible actions. That might include short-term steps like promotions, pricing adjustments, or bundling, along with longer-term strategies like strengthening the brand, engaging customers, or exploring new sales channels. From my perspective, the value of this case is that it’s less about finding one “right” solution and more about practicing structured problem-solving, critical thinking, and leadership. It’s a good reminder that while hitting sales targets is urgent, strong marketing also means balancing immediate pressures with building sustainable competitiveness for the future.