Cancer Screening in Japan: Market Research and Segmentation Case Analysis

The elements of the USC-CT Case Analysis Framework are shown on pages 4 – 10. For each case analysis assignment, please provide the following:

1. The case analysis using the five elements of the USC-CT Framework (See pages 4 – 7)2. Risks associated with recommendations (See pages 7 – 8)3. A brief summary of the case (See page 8)4. A list of additional questions that could be utilized to enhance the comprehension of the case analysis

recognizing the context in which the case is written (See pages 8 – 9)5. Lessons learned (See pages 9 – 10)

A Supplement of Questions to Consider Before Completing Case Analyses which is listed on page 9 is intended to be for your reference only and not a part of the grading.

The Five-Step USC-CT Framework and Probing Questions to Support Each Step

U – Uncover the potential problems, challenges and opportunities vis-à-vis organizational goals.Uncover the various potential problems, challenges and opportunities that should be explored in the context of the case or business issue.Use probes to further identify, define or clarify issues which could include, among other considerations, the following:

What is the nature of problems, challenges and opportunities and how does that relate to the overall organizational goal/mission?

Who are the stakeholders? Are there differing views on problems, challenges and opportunities? How did this situation arise? Is this a finite event or systemic? Root cause versus symptoms? Interrelationship? Why is this important? What’s at stake? (e.g., Revenue? Brand image? Goals?) Where does this issue reside? (e.g., Marketing? Sales? Accounting? Finance? Combination?) When did the situation occur, when must it be resolved, is there a window of opportunity?

S – Select and prioritize the most critical problems, challenges, and/or opportunities.Select the three to five most critical problems, challenges and/or opportunities. Prioritize and explain rationale.Use probes to aid in selecting and prioritizing the problems/challenges/opportunities which could include, among other considerations, the following:

Magnitude : Have you identified/evaluated how big each problem/challenge is vis-à-vis the goal? Quantifiable : Can we quantify their impact through some metric? What data would help to quantify this impact? Have

you assessed data needs, sought info, and applied the most appropriate analytical method?

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Non-Quantifiable : Are there other non-quantifiable issues we need to consider (e.g. gains and losses in brand image, PR, stakeholder psychological commitment)?

Interrelationships : Are these issues potentially interrelated? Might one (e.g. today's promotions) impact another one (e.g. tomorrow's brand image)? Cause and effect?

C – Create a list of potential solutions. Create three to five potential solutions for each of the identified problems, challenges and/or opportunities. Look for out-of-the-box solutions that provide unique opportunities for the firm.Use probes to assist in the development of potential solutions which could include, among other considerations, the following:

Gather Solutions : What solutions might different stakeholder groups see as viable? What makes them viable from this stakeholder's perspective? Is this a marketing, accounting, finance solution or elsewhere? Combination of solutions? Don’t overlook a simple solution.

Look for Unique Solutions : Knowing what's really motivating stakeholders, are there unique solutions that haven't been considered?

Foster Creative Thinking : What are ways to think creatively that will lead to unique value propositions that are differentiable and not easily replicable? Each discipline has its own creative tool box. Probes could include the following.

- Be Open-Ended: Continue to ask “what’s another option?” to generate alternatives.- Change View: View issues from many perspectives (e.g. marketing, finance).- Build Metaphors and Analogies: Select a metaphor, analogy or precedent. How did a company in another

industry solve this? What would Disney or Google do?- Imagine a Future: List consequences of decisions and best/worst case scenarios. - Play Competition: If you were the competition, how would you attack you?- Rearrange: What if you substituted, modified, adapted, added/dropped elements? - Eliminate Constraints: If resources and time were not issues, what would you do?- Find Connections: Connect unrelated concepts (e.g. Zero calorie candy).- Create Headlines: What action will make positive headlines? Negative headlines?- Expand Solutions: What’s the practical, outlandish, trendy, non-trendy solution? - Change Analysis: What’s another way/method/framework to analyze the data?

Interrelationships . Are some solutions interrelated? Are some more viable in the short vs. long-term?

C- Choose the solution(s) that has the potential to be most effective.Choose the solutions for each problem, challenge and/or opportunity that have the potential to be the most effective and provide the rationale that support those conclusions.

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Use probes to provide more detail to the selected solution which could include, among other considerations, the following: Magnitude : What is the potential impact of each solution? Quantifiable : What tangible gain/loss does each solution represents in revenue, profit, other? Have you assessed data

needs, sought info, and applied the most appropriate analytical method? Non-Quantifiable : Do solutions have intangible gains/losses or consequences? (e.g. Image). Resources : What resources might each solution require? (e.g. money, time, people). Pros/Cons : What are the pros/cons for each in the short vs. long term? Are they interrelated? How would you handle a

rebuttal?

T- Translate the solution into an effective implementation plan.Translate the solutions into an effective implementation plan identifying key steps that are required to implement the solution to each problem, challenge and/or opportunity.Use probes to address key steps that ensure success of each solution which could include, among other considerations, the following:

ID Steps : Have you identified the key steps toward implementing the solution(s)? ID Hurdles : Have you identified potential implementation hurdles (e.g. lack resources) and a remedy? Unintended Consequences: Have you identified potential unexpected events that may result? What’s the potential

domino effect? Are you prepared for them? Final Check : Have you conducted a final check/critique of problem/solutions/implementation, looking for logic flaws?

Have you considered a third party review?

Cancer Screening in Japan: Market Research and Segmentation Case Analysis Using the USC-CT Framework

U – Uncover the Various otential Problems, Challenges and OpportunitiesVis-à-vis

S – Select and Prioritize the Most Important Problems,Challenges and/orOpportunities (3 – 5 with rationale)

C – Create a List of Potential Solutions (3 – 5 per problem/ challenge/opportunity)

C – Choose the Solution(s) that has the Potential to be Most Effective for Each Problem/ Challenge/Opportunity with Rationale for Selection

T - Translate the Solution into an Effective Implementation Plan

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Organizational Goals1. How to

improve breast cancer screening rates

2. Business expansion

3. Segmentation and targeting of Japanese women for breast cancer screening

4. Communication to increase cancer screening

5. Value Proposition

6. Promotion7. Marketing

research approach 8. Branding

1. Segmentation and targeting of Japanese women for breast cancer screening (#3)

A. Good awareness and urgency, but low motivation

B. Good awareness, but low urgency and motivation

C. Low awareness, urgency and motivation

D. All of the above.E. Two of the above.F. None of the above.G. Conduct new

marketing research to get an adequate segmentation that can be actionable

G. Conduct new marketing research to get an adequate segmentation that can be actionableRationale:- It is a government mandate

to have all women in Japan have breast screening exams.

- The goal will not be met by selecting only one or two groups.

- At this time, the direct mail campaigns might not go to the correct target audiences due to the flawed research so it is recommended to conduct new marketing research to properly segment the market and obtain segments that are actionable and in which targeted messages can be sent.

- Conduct new primary research to confirm customer profile to better understand the needs of customers to develop more successful marketing strategies

- Make sure that the statistics that need to be gathered to tailor IMC messages are gathered so that direct mail campaigns can be effectively delivered.

9. Types of cancers and penetration CancerScan mission and core competencies

10. Inability of CancerScan to scale its offerings

11. Target markets of CancerScan

12. Japanese goal to reduce cancer deaths by 20% for those less than 75

13. Cancer

2. What should be the message? (#16)

A. Conduct new qualitative and quantitative marketing research studies to determine consumer insights regarding motivation, needs and benefits of cancer screening among Japanese women.B. Do nothing.C. Purchase secondary

research on cancer deaths.

D. Test new IMC strategies in selected

A. Conduct new qualitative and quantitative marketing research studies to determine consumer insights regarding motivation, needs and benefits of cancer screening among Japanese women.D. Test new IMC strategies in selected markets in India to determine best approaches to increase appointments for screenings.Rationale:- Conduct research to better

understand customer characteristics and

- Conduct primary research to better understand the needs of customers to develop more successful marketing strategies and confirm correct segmentation

- Purchase and analyze secondary research studies, like IBISWorld, Passport, Datamonitor, Forrester, Nielsen,

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legislation14. Penetration of

municipalities by CancerScan

15. Media to communicate message

16. What should be the message?

17. Aging population in Japan

18. Japanese health care system

markets in India to determine best approaches to increase appointments for screenings.

identification of customer profiles.

- Test messaging and marketing strategies to increase awareness and action.

- Better understanding the needs of the target market will increase motivations.

- Base new strategies on research results and successes of the past.

- Doing nothing won’t prompt positive actions.

etc.

3. Media to communicate the message (#15)

A. Separate direct mail piece to each target audience and mail every year to all segments.B. Separate direct mail piece to each target audience and mail every third year to each of the three segments. B. One direct mail message to all via direct mailC. Do mass media to all municipalities.D. Develop IMC plan to have both direct mail and mass media nationwide.E. Do mass media by municipality.F. Do nothing.

D. Develop IMC plan to have both direct mail and mass media nationwide.Rationale:- This appeals to both the

collectivistic and individualistic appeals due to the culture and personal nature of the service being provided.

- It still makes sense to provide some level of personalization based on segment needs and fears if good segmentation can be determined.

- Test various direct mail and mass media ads to determine most effective vehicles to be used in the campaign by segment.

- Develop the ads and direct mail pieces and other materials, like social media, and launch program.

- Analyze results and determine the most effective techniques.

4. How to improve breast cancer screening rates (#1)

A. Have government sponsor nationwide breast cancer screening campaign nationwide.

A. Have government sponsor nationwide breast cancer screening campaign.

B. Japanese government hires CancerScan or other agency

- Japanese government agrees to sponsor nationwide campaign.

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B. Japanese government hires CancerScan or other agency to develop nationwide campaign.

C. CancerScan continues to conduct campaign by municipality.

D.Do nothing.

to develop nationwide campaign.

Rationale:- This would expand the

campaign to be nationwide instead of only in 35 of the 1,700 municipalities or 2.1% of the total country.

- This give more control to the government in helping it reach its goal of 50% having been cancer screened by 2016.

- It also give the government the option to select the agency they want to work with to develop the IMC Plan.

- Solicit bids to develop campaign from CancerScan and other agencies.

- Hire agency with best proposal to develop nationwide campaign.

- Launch campaign and track results compared to objectives.

5. Business expansion (#2) A. Cancer screening only in Japan, including uterus cancer screening

B. Ad copy development

C. Cancer screening in other countries

D. Other public health issues in Japan

E. Other public health issues outside of Japan

A. Cancer screening only in Japan, including uterus cancer screening.

Rationale:- They have barely touched the

penetration of municipalities in Japan, only working with 35 of the 1,700 municipalities or 2.1%.

- They need to build scale before launching into new areas.

- Eventually it makes sense to explore other public issues in Japan which is the market they have the most expertise in.

- Talk to Japanese government to determine their interest in a nationwide breast cancer screening campaign.

- Develop plan to market to all other municipalities in Japan.

- Send out proposal to those municipalities.

- Call on them and ask for the business.

- Close the sale and start implementing the plan.

Rationale for Selection or Non-SelectionCriteria used for selection included the following:1.Metrics of success – sales

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and profits vs. goals, ROI, etc.

2.Customer needs, behavior, motivations and segmentation

3.4 P’s and what needed to be addressed first based on impact to the customer and bottom line

4.External environment including industry trends, regulations, government mandates and the economy

5.Timing

Risks Associated with Recommendations

S – Select and Prioritize the Most Important Problems, Challenges and/orOpportunities (3 – 5 with rationale)

C – Choose the Solution(s) that has the Potential to be Most Effective for Each Problem/ Challenge/ Opportunity with Rationale for Selection

Risks Associated with Each Recommendation

1. Segmentation and targeting of Japanese women for breast cancer screening (#3)

G. Conduct new marketing research to get an adequate segmentation that can be actionable.

Identifying the wrong target market will result in objectives not being met of a government mandate with the impact being earlier deaths due to cancer because it was not caught through testing.

2. What should be the message? (#16)

A. Conduct new qualitative and quantitative marketing research studies to determine consumer insights regarding motivation, needs and benefits of cancer screening among Japanese women.D. Test new IMC strategies in selected markets in India to determine best approaches to increase appointments for screenings.

If the message is ineffective, women will not hear, see or remember the message and not take action, thus the goal of 50% cancer screening rate by 2016 not being met and many more early deaths due to cancer.

3. Media to communicate the message (#15)

D. Develop IMC plan to have both direct mail and mass media nationwide.

If the wrong media are used, the message will not be heard and cancer screening rates will not improve and the government goal will not be met.

4. How to improve breast cancer A. Have government sponsor nationwide Government does not agree to support the sponsorship

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screening rates (#1)

breast cancer screening campaign.B. Japanese government hires

CancerScan or other agency to develop nationwide campaign.

and not expand the reach of the campaign to 100% instead have only 2.1% of the municipalities participating in the campaign with CancerScan.

5. Business expansion (#2) A. Cancer screening only in Japan. They might not be able to expand the business and increase their business due to poor results, eventually ending up in bankruptcy.

Case Summary The case addresses a major health issue in Japan, breast cancer, among other forms of cancer, and how screening tests

should be used for preventative purposes. The case describes how a firm, CancerScan, attempted to raise awareness of the importance of prevention and set a

mandate that 50% of all Japanese under 75 years old be screened for cancel by 2016. It further examines the needs, motivations, behaviors and barriers to women not making appointment for breast cancer

screening exams. The case identifies the role of the government and discusses its involvement in disease control over time. It describes the methodology that CancerScan used to segment women before making decisions on what messages

should be delivered to different segments that they defined. The case also discusses some of the challenges CancerScan had when trying to test and eventually implement results

from the research that they conducted. The case closes with options that CancerScan should consider in growing its business to be more profitable.

Additional Questions You Would Like to Have Addressed in the Case – questions that could be utilized to enhance the comprehension of the case analysis recognizing the context in which the case is written.

1. Why were demographics not allowed to be tested among consumers?2. What are the costs of health insurance to consumers in Japan who are working and who are not?3. What are typical employee benefits for health insurance when typical costs are 4% of annual salary?4. What is the relationship between the National Cancer Center (p. 6), the Japanese Cancer Society (p. 4), the Japanese

government and the municipalities?5. How affordable is a mammogram at a cost of $12? How much is covered by insurance and how much is out of pocket to

the consumer?6. How accessible are databases in Japan?7. What was the rationale behind the design and methodologies of the marketing research studies that were conducted by

CancerScan?

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8. Why were the regular screener takers at 42% of the sample, why were they excluded and how could they have been considered to have had breast cancer screening in the past?

9. What have been the results of former breast screening campaigns or cancer screening campaigns? What messaging worked best and what was the least effective?

10. Why didn’t the government sponsor a nationwide cancer screening campaign?11. Why was CancerScan only working with 13 - 35 of the 1,700 municipalities?12. Why was the original research conducted only in Tokyo among 51 – 59 year old women?13. Why did they conduct the research at all knowing no demographics would be made available?14. Why were the direct mail pieces each 6 pages long?15. Why did CancerScan not test them first before mailing to the three targeted groups? How did they “guess” on what

mail piece to send to who?16. What were the costs of these direct mail pieces?17. Was any social media used?18. Why did it cost more for a screening for the control group at $52 versus $30 across the three test conditions?19. Do you think that CancerScan really didn’t have any competitors working with other municipalities than ad agencies?20. What are the real reasons for not going to have a breast cancer screening exam?21. Should the messaging be targeted or not?22. Of the 40% of CancerScan’s business that is not dedicated to breast screening testing, what has been most successful

and why?

Lessons LearnedUSC-CT Framework

The USC-CT Framework forces you to think about business problems and issues more broadly and holistically before honing in on issues to prioritize.

It forces you to think about multiple stakeholders upfront so that solutions can also address multiple stakeholders. When overlaying the case analysis outline, the analysis becomes more robust. By making sure the case questions are answered in the case write-up, it ensures that learning outcomes of the case are

met.Case

The case explores the use of market segmentation to develop more effective communications messages targeted at distinctive consumer groups for breast cancer screening exams.

However, it shows how marketing research studies can be used incorrectly and thus have results that are not accurate or actionable.

The case identifies the impact of the government and the impact it has on its society.

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The case demonstrates how a firm, CancerScan, carved out of the market a niche business and suggests ways in which it can grow to be more profitable.

SupplementQuestions to Consider Before Completing Case Analyses

1. Did you think of all of the potential problems and solutions to this case study in a more holistic way?2. Did you discover issues that weren’t obvious and not necessarily identified in the case?3. What criteria did you use to prioritize the five most critical problems/challenges/opportunities?4. How did you develop creative solutions?5. If you were the marketing director for this company, what information is missing and what outside information would

you use to more effectively analyze the case?6. What additional analytical directions/thoughts/methods could be used?7. Did you develop more creative solutions by being forced to develop three to five alternatives for each critical

problem/challenge/opportunity?8. What criteria did you use to assess which alternative solution would be most effective? Did you think about the pros

and cons of each?9. What is missing in the case analysis using this framework?10.What are your suggestions for improvement to this USC-CT Framework? What should be added, modified or deleted?

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