Purpose: (1) Conduct initial, pertinent research; (2) Analyze and organize your research to craft persuasive arguments; (3) Hone essential skills for the C204 team report

Tasks:

(1) Develop persuasive claims that are clearly supported and specific;

(2) Use data (e.g., brief, effective quotations; infographics; market projections; etc.) to support your claim;

(3) Include in-text citations and a works cited page using APA format and reputable sources;

(4) Construct a document that builds from an introduction, to supported claims, to a memorable conclusion 

Topic: In your informed opinion, what are significant issues the company faces as it tries to differentiate itself and increase market share in this particular business environment? How might they address these concern(s)? Using the recommended resources, write a 1- 2 page, single-spaced document that makes a claim and supports it with credible evidence and analysis. Include specific evidence as well as an APA-style References page (on a separate page) with at least 5 sources.

CA E ANAL I
B : CA LINE CHANG

IN D C I N & C EN I A I N
Woodchuck USA is a ood products manufacturer speciali ing in customi able gifts such as
notebooks, phone cases, and flasks. Their mission, as stated on their ebsite, is to put nature back into
people s li es (Woodchuck USA, 2018). The pursue this mission b producing qualit ood products
that are made in the United States.

Woodchuck further fulfills this mission ith their Bu One. Plant One. program. Through this
initiati e, Woodchuck plants one tree some here around the orld for e er one of their products sold.
Since 2015, the compan has planted 1.3 million trees orld ide, and the ha e recentl pledged to
plant o er 10 million trees b the ear 2020 (Woodchuck USA, 2018).

Though Woodchuck USA has gro n tremendousl as a compan since its founding, the ant
to increase their market share. In this anal sis, I ill outline their business model and discuss direct
competitors. Furthermore, I ill address a s that Woodchuck can strengthen their connection ith
customers and target a more profitable audience, thus differentiating Woodchuck in this niche,
competiti e market.

HE B NE. LAN NE. M DEL
The bu one, gi e one model rose to prominence ith the popularit of TOMS Shoes. Since
then, man companies ha e adopted the model in attempt to increase the commercial and social alue of
their business. This model has helped companies like TOMS Shoes and Warb Parker gro e tensi el ,
as consumers care about the impact their shopping habits are making on the orld. This concept is

represented b the statistics in the bo to the left.
The Bu One. Plant One. model is superior

to comparable models, not onl because it is more
unique, but also because of its lo cost. Marquis and
Park (2014) assert that ith a bu one, gi e one
business model, each compan must charge a
premium for their product, find a a to reduce cost,
or accept a lo er profit margin in order to co er their
additional costs. Ho e er, Woodchuck s campaign is

ell-concei ed; its lo -cost structure has not resulted
in price increase or cost cut measures. Trees for the
Future (2018), an organi ation that orks to plant
trees around the orld, sa s that the cost of planting a
tree is onl ten cents. This allo s Woodchuck to
maintain its social impact ithout incurring e cessi e
costs.

Critics of the t pical bu one, gi e one
model suggest that e en though it has helped man
companies gro in the past, there is a problem ith
long-term iabilit . As more and more companies
adopt this business model or something similar, the
must find et another a to differentiate
themsel es from each other.

T e f g a c c e f a
d c d c ed b M e (2010) f 2000

c e ab e e age e g ee .

21% of consumers are
interested in a compan s
global outreach

3% of consumers feel

that bu ing products
made in the USA is a
responsible step

2% of consumers

agreed that the strongl
support bo cotting
companies that act
irresponsibl

CA E ANAL I
B : CA LINE CHANG

H EA & C M E I
The most significant issue Woodchuck faces is that the are in an e tremel niche market ith
lo barriers to entr and thus, high competition. The market for indi iduals purchasing customi able

ood products is not large. Ho e er, rising per capita disposable income has pro ided opportunities
for small-scale, high-qualit manufacturers, as consumers ha e had greater resources to spend on
discretionar items, such as decorati e ood products. (IBISWorld, 2018)
A gro ing market for these products also means gro ing participation in the industr . Indi idual
consumers can e en turn to ebsites such as Ets to find customi able, ood products. T o e amples
of Woodchuck s direct competitors are Autumn Summer Co. and The Wood Reser e. Both of these
companies offer a similar product selection to Woodchuck as ell as similar ser ices (e.g. corporate
gifting). Additionall , both of these companies plant a tree for e er product sold through their
partnerships ith Trees for the Future.

F E GEN INE C NNEC I N I H C N ME
Strong competition in Woodchuck s industr ill require them to differentiate themsel es.
Though Bu One. Plant One. is a solid start, the increasing number of companies adopting similar
models makes it less unique. Thus, Woodchuck must focus on fostering genuine connections ith their
consumers in order to attract ne business and inspire lo alt .
Generall , bu one, gi e one models succeed b ha ing an authentic stor , choosing the right
market, and creating effecting messaging (Marquis & Park, 2014). Woodchuck alread has qualit
products and compelling stories, so the should focus on creating effecti e messaging. In the same
article, Marquis and Park (2014) also conclude that all the successful companies ith a bu one, gi e
one model that the studied ha e an in ol ed, attracti e social media presence.
M opinion based on a re ie of Woodchuck s Instagram and Facebook is that their social
media platforms are acti e, but not engaging. Social media is an eas , ine pensi e a for Woodchuck
to increase its outreach and foster a genuine connection ith its customers. This can be done b
de eloping posts that encourage consumers to share the post ith their friends and comment ith
personal e periences and stories. Woodchuck could also further this effort b indi iduall responding to
some customer s comments, turning social media into a con ersation.

EACHING A C A E A DIENCE
Woodchuck should also focus on the business-to-business channel appealing to companies as
an option for corporate gifting. Since corporate gifting orders are significantl higher in olume than
indi idual orders, this ill increase re enue as ell as get their products into the hands of man people

ho ma not other ise be customers.
Woodchuck can start b reaching out to companies that it alread has a connection to, as these
companies ould probabl be e cited about supporting them. An e ample of this ould be targeting
local businesses or companies ith a connection to the Uni ersit of Minnesota, as Woodchuck has
proud, strong roots in Minneapolis and as founded on the Uni ersit of Minnesota campus.
Additionall , Woodchuck could reach out to companies that are also passionate about social impact,
specificall en ironmental conser ation (e.g. Patagonia).

One thing that is undeniable is Woodchuck s abilit to gro hat as initiall just a craft is
no a successful business. No , Woodchuck has the opportunit to gro its market share and reach
more consumers b emplo ing more engaging social media strategies and prioriti ing efforts to reach a
corporate audience. These recommendations ill inspire customer lo alt and increase re enue, thus
setting up Woodchuck USA to continue gro ing and putting nature back into more people s li es.

References

About Us. (2018). Woodchuck USA. Retrie ed from https://go. oodchuckusa.com/about-us

Attitudes To ards Corporate Responsibilit US. (September 2010). Mintel Academic. Retrie ed from
http://academic.mintel.com/displa /548107/?__cc=1&highlight

Bu One Plant One. (2018). Woodchuck USA. Retrie ed from https://go. oodchuckusa.com/bu -one-
plant-one

Marquis, C., & Park, A. (2014). Inside the BUY-ONE GIVE-ONE Model. Stanford Social Innovation
Revie , 12(1), 28-33

One Product One Tree. (2018). The Wood Reserve. Retrie ed from
https:// .the oodreser e.com/pages/one-product-one-tree

Promotional Products in the US. (Ma 2018). IBISWorld. Retrie ed from
http://clients1.ibis orld.com/reports/us/ie pert/default.asp ?entid=1440

We Plant a Tree for E er Product Sold. (26 Jul 2018). Autumn Summer Co. Retrie ed from
https:// .autumnsummerco.com/blogs/autumn-summer-blog/1-product-sold-1-tree-planted

Wood Product Manufacturing in the US. (June 2018). IBISWorld. Retrie ed from
https://clients1.ibis orld.com/reports/us/ie pert/default.asp ?entid=396

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CASE ANALYSIS

Introduction / Executive Summary:

Onyx and East is a real estate development company founded and headquartered in Indianapolis with an emerging market in Florida, specifically Tampa and St. Petersburg. Onyx and East provide luxury townhouses, with an emphasis on “their close proximity to the best dining, shopping, and cultural landmarks of our communities” (Onyx and East, n.d., n.p). Onyx and East follow a city planning trend called New Urbanism. According to Brown and Bonifay (2001), New Urbanism encompasses densely populated neighborhoods with easy access to shopping, open spaces, and mass transit. In addition to their New Urbanism principles, Onyx and East use a personal style quiz on their website, to help new owners tailor their homes to their preferences. Though Onyx and East present unique opportunities for their members, they look to differentiate themselves and increase their market share in the Tampa, St. Petersburg market. In this proposal, I will outline a way for Onyx and East to diversify their target market, strengthen their Florida market share, while maintaining their mission to, “build cool places in urban areas” (Onyx and East, n.d., n.p.).

Current Issue Facing Onyx and East:

The most pressing issues that threaten Onyx and East is a small customer base and stiff competition from a local competitor, Icon Residential. Condominiums are not the first choice of homebuyers. According to Zillow (2016), only 13% of homebuyers considered Condominiums. From that small interest, 5% of properties bought were condominiums nationwide. This preference for other home types constricts Onyx and East number of potential buyers significantly. Add to this Onyx and East develop luxury condominiums out of the price range for a typical Tampa resident, whose average salary is $47,471 (Waddell). Competing for this relatively small market is another luxury condominium builder, Icon Residential, who, “own over 600 residential and commercial properties located throughout Tampa Bay” (Icon Residential, n.d., n.p.). Icon Residential have six luxury apartment complexes in Florida, with three of them located in the Tampa area (Icon Residential n.d.).

Direction to Address Current Issue:

To diversify Onyx and East’s client base, they must utilize students of the University of South Florida by creating a luxury apartment complex near campus for students to rent. According to Bunch (2019), “colleges with the most off-campus housing per student tend to be concentrated in Florida” (n.p.). USF is a model of this southern trend, and the vast majority live in off campus

housing. A luxury apartment near campus would become a prime off-campus housing location for USF students. Onyx and East would be able to fulfill their mission of building with community and walkability in mind easily at a college campus. Locations near campus are appealing to university students, allowing students to walk to classes and other entertainment. Onyx and East could also hold a wide array of events to bring the diverse University of South Florida students together. Whether its yoga classes once a week or a barbeque on game day, students will grow closer together by participating in Onyx and East sponsored events.

The following data comes from U.S. News (2019) of University of South Florida Collegiate Ranking.

43,838 Students attend University of South Florida
82% of University of South Florida students live in off-campus housing

Conclusion:
Onyx and East plan to expand their business into the Tampa and St. Petersburg area. In their expansion efforts, Onyx and East face two major issues; their developments target a niche audience of homeowners and strong competition from an ingrained Florida company. To expand their market share, Onyx and East should create rentable apartments for University of South Florida students. This new development, will not only diversify themselves from other luxury condominium developers and increase their market share but also fulfill their mission to, “build cool places in urban areas” (Onyx and East, n.d. n.p.).

References

Brown, T. R., & Bonifay, C. (2001). Is new urbanism the cure? A look at central florida’s response. Real Estate Issues, 26(3), 21-27. Retrieved from https://proxyiub.uits.iu.edu/login?url=https://search-proquest-com.proxyiub.uits.iu.edu/docview/214005868?accountid=11620
Bunch, J. (2019, May 10). Southern schools tend to see highest off-campus housing ratios: RP Analytics. Retrieved from https://www.realpage.com/analytics/southern-schools-highest-off-campus-housing-ratios/
Icon Residential. (n.d.). Company history. Retrieved from https://iconresliving.com/about-us/company-history/
Onyx and East. (n.d.). The O+E difference Retrieved September 22, 2019 from https://www.onyxandeast.com/the-oe-difference/
U.S. News. (2019). Here’s what student life is like at University of South Florida. Retrieved from https://www.usnews.com/best-colleges/university-of-south-florida-1537/student-life
Waddell, L. (2016, February). The changing face of paradise. Florida Trend, 58, 51-52,54-56,58,60-62,64,66,68,70,72-74,76,78,80,82,84,86-88,90,92. Retrieved from https://proxyiub.uits.iu.edu/login?url=https://search-proquest-com.proxyiub.uits.iu.edu/docview/1773042459?accountid=11620
Zillow. (2016, October 18). The Zillow Group report on consumer housing trends. Retrieved from https://www.zillow.com/research/zillow-group-report-2016-13279/#method