Develop a slide that establishes the theme and goals of the presentation.(13.33%)Does Not Meet ExpectationsDid…

 Develop a slide that establishes the theme and goals of the presentation.(13.33%)

Does Not Meet Expectations

Did not develop a slide that establishes the theme and goals of the presentation. Specific details to support the rationale are missing or incomplete and quality is poor.

Approaches Expectations

Attempted to develop a slide that establishes the theme and goals of the presentation. Specific details to support the rationale are incomplete and quality is below average.

Meets Expectations

Adequately developed a slide that establishes the theme and goals of the presentation. Specific details to support the rationale are complete and quality is acceptable.

Exceeds Expectations

Thoroughly developed a slide that establishes the theme and goals of the presentation. Specific details to support the rationale are complete and concise, and quality is exceptional.

2Define and discuss the PLC concept and its importance to marketing managers.(13.33%)Does Not Meet Expectations

Did not define and discuss the PLC concept and its importance to marketing managers. Did not provide a logical rational to support your definition and concepts. Specific details to support the rationale are missing or incomplete and quality is poor.

Approaches Expectations

Attempted to define and discuss the PLC concept and its importance to marketing manager. Attempted to provide a logical rationale to support your definition and concepts but the rationale is not clear. Specific details to support the rationale are incomplete and quality is below average.

Meets Expectations

Adequately defined and discussed the PLC concept and its importance to marketing managers. Provided a clear, logical rationale to support your definition and concepts. Specific details to support the rationale are complete and quality is acceptable.

Exceeds Expectations

Thoroughly defined and discussed the PLC concept and its importance to marketing managers. Provided a clear, logical rationale to support your definition and concepts. Specific details to support the rationale are complete and concise, and quality is exceptional.

3Discuss why the PLC is important to marketing managers and the possible implications if it is not monitored.(13.33%)Does Not Meet Expectations

Valid research is not used to support content; references to sources are not used when required.Did not discuss the reasoning behind why the PLC is important to marketing managers. Did not provide examples of the possible implications if it is not monitored. Specific details to support the rationale are missing or incomplete and quality is poor.

Approaches Expectations

Attempted to discuss the reasoning behind why the PLC is important to marketing managers. Attempted to provide examples of the possible implications if it is not monitored but the rationale is not clear. Specific details to support the rationale are incomplete and quality is below average.

Meets Expectations

Adequately discussed the reasoning behind why the PLC is important to marketing managers. Provided clear examples of the possible implications if it is not monitored. Specific details to support the rationale are complete and quality is acceptable.

Exceeds Expectations

Thoroughly discussed the reasoning behind why the PLC is important to marketing managers. Provided clear, logical examples of the possible implications if it is not monitored. Specific details to support the rationale are complete and concise, and quality is exceptional.

4Describe the selected company/organization, product/service, the target market for this product, and how the product/service is presented to the selected target market.(13.33%)Does Not Meet Expectations

Did not describe the selected company/organization, product/service, the target market for this product, and how the product/service is presented to the selected target market. Did not provide a logical rationale for descriptions. Specific details to support the rationale are missing or incomplete and quality is poor.

Approaches Expectations

Attempted to describe the selected company/organization, product/service, the target market for this product, and how the product/service is presented to the selected target market. Attempted to provide a logical rationale to support descriptions but the rationale is not clear. Specific details to support the rationale are incomplete and quality is below average.

Meets Expectations

Adequately described the selected company/organization, product/service, the target market for this product, and how the product/service is presented to the selected target market. Provided a clear, logical rationale to support descriptions. Specific details to support the rationale are complete and quality is acceptable.

Exceeds Expectations

Thoroughly described the selected company/organization, product/service, the target market for this product, and how the product/service is presented to the selected target market. Provided a clear, logical rationale to support descriptions. Specific details to support the rationale are complete and concise, and quality is exceptional.

5Describe how brand equity can be used to create a positive customer image of your product.(20%)Does Not Meet Expectations

Did not describe how brand equity can be used to create a positive customer image of your product. Did not provide a logical rationale for how brand equity can be used to create a positive customer image of your product. Specific details to support the rationale are missing or incomplete and quality is poor.

Approaches Expectations

Attempted to describe how brand equity can be used to create a positive customer image of your product. Attempted to provide a logical rationale to support how brand equity can be used to create a positive customer image of your product but the rationale is not clear. Specific details to support the rationale are incomplete and quality is below average.

Meets Expectations

Adequately described how brand equity can be used to create a positive customer image of your product. Provided a clear, logical rationale to support how brand equity can be used to create a positive customer image of your product. Specific details to support the rationale are complete and quality is acceptable.

Exceeds Expectations

Thoroughly described how brand equity can be used to create a positive customer image of your product. Provided a clear, logical rationale to support how brand equity can be used to create a positive customer image of your product. Specific details to support the rationale are complete and concise, and quality is exceptional.

6Describe each stage of the PLC, and analyze the implications that each stage may have on pricing, product definition, competition, and profitability for your selected product/service.(13.33%)Does Not Meet Expectations

Did not describe each stage of the PLC, and analyze the implications that each stage may have on pricing, product definition, competition, and profitability for your selected product/service. Did not provide a logical rationale for your analysis. Specific details to support the rationale are missing or incomplete and quality is poor.

Approaches Expectations

Attempted to describe each stage of the PLC, and analyze the implications that each stage may have on pricing, product definition, competition, and profitability for your selected product/service. Attempted to provide a logical rationale to support your analysis but the rationale is not clear. Specific details to support the rationale are incomplete and quality is below average.

Meets Expectations

Adequately described each stage of the PLC, and analyzed the implications that each stage may have on pricing, product definition, competition, and profitability for your selected product/service. Provided a clear, logical rationale to support your analysis. Specific details to support the rationale are complete and quality is acceptable.

Exceeds Expectations

Thoroughly described each stage of the PLC, and analyzed the implications that each stage may have on pricing, product definition, competition, and profitability for your selected product/service. Provided a clear, logical rationale to support your analysis. Specific details to support the rationale are complete and concise, and quality is exceptional.

7Prepare a 10- to 15-slide visual presentation.(6.67%)Does Not Meet Expectations

Prepared a 10- to 15-slide visual presentation with detailed speaker notes as if you were making a presentation to senior executives of the company. The presentation was incomplete. Slide count requirements not met. Visuals and speaker notes not included.

Approaches Expectations

Prepared a 10- to 15-slide visual presentation with detailed speaker notes as if you were making a presentation to senior executives of the company. The presentation was too basic. Slide count requirements not met. Visuals and speaker notes inadequate and basic.

Meets Expectations

Prepared a 10- to 15-slide visual presentation with detailed speaker notes as if you were making a presentation to senior executives of the company. The presentation was appropriate and complete. Slide count requirements met. Visuals and speaker notes adequate.

Exceeds Expectations

Prepared a 10- to 15-slide visual presentation with detailed speaker notes as if you were making a presentation to senior executives of the company. The presentation was substantial and in-depth. Slide count requirements met. Visuals and speaker notes thorough, detailed, and creative.

8The presentation is organized in a logical and coherent manner. Transitions are used to improved flow. The author uses correct grammar and spelling.(6.67%)Does Not Meet Expectations

Presentation is organized in a logical or coherent manner but not both. Multiple errors in grammar and spelling.

Approaches Expectations

Presentation is generally organized in a logical and coherent manner, however, transitions are awkward. Several errors in grammar and spelling.

Meets Expectations

Presentation is generally organized in a logical and coherent manner. Transitions for the most part are smooth. Few errors in grammar and spelling.

Exceeds Expectations

Presentation is fully organized in a logical and coherent manner. Transitions are smooth and flow seamlessly from one point to the next. No errors in grammar and spelling.

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*** Original, NON-PLAGIARIZED and not previously submitted work only ***A company self-examination. What are we…

 *** Original, NON-PLAGIARIZED and not previously submitted work only ***

A company self-examination. What are we known for? Who do we want to become?
In this assignment, you will create a Situation Analysis for the following companies / brands: Burger King which has been through numerous changes in recent years. 

Use the information listed, as well as your own knowledge and research, to complete the provided situation analysis template. Additional research should include the use of the company's Website, the course textbook, and other online sources.

Burger King Provided Information:

Burger King

History

Burger King Corporation, restaurant company specializing in flame-broiled fast-food hamburgers. It is the second largest hamburger chain the United States, after McDonald's. In the early 21st century, Burger King claimed to have about 14,000 stores in nearly 100 countries.

Persistently lagging behind McDonald's in sales and profitability, Burger King underwent many changes of ownership and corporate governance. In 1967 it was sold to the Pillsbury Company, which, in the late 1970s, brought in Donald N. Smith, a former McDonald’s executive, who revitalized Burger King by expanding the menu and tightening control of franchisees. Pillsbury was itself acquired by the British company Grand Metropolitan (Grand Met) PLC in 1989. Grand Met became Diageo PLC after its merger with the Irish brewer Guinness PLC in 1997. Diageo sold Burger King in 2002 to a consortium of private equity financiers, namely the Texas Pacific Group, Bain Capital, and Goldman Sachs Capital Partners. In 2010 3G Capital, an investment group controlled by the Brazilian billionaire Jorge Paulo Lemann, took over the company in a leveraged buyout. By 2012, Burger King shares were being sold to the public again, but 3G retained a controlling interest. Burger King Worldwide merged with the Canadian doughnut and fast-food chain Tim Hortons in 2014, and a new parent company called Restaurant Brands International was formed. In what some critics saw as a tax-avoiding "corporate inversion" move, Restaurant Brands International was headquartered in Oakville, Ontario, Canada.

A large hamburger called the Whopper is Burger King's signature product. The Whopper was introduced in 1957, at a time when its competitor McDonald's was still selling only small hamburgers. The chain took a new direction by adding hot dogs to the menu in 2016.

Template:

1. Customers

Who are the current customers/users? Include information related to demographics, psychographics and buying behavior, price sensitivity, customer satisfaction and loyalty. 

For example: You could include information such as whether the brand is trying to appeal to a certain social or cultural group and how customers perceive the product/brand. It’s also possible to include demographic information related to: age, educational attainment, geographic area, gender, race, employment status and/or home ownership. Additionally, you can discuss psychographic information which includes those attributes that relate to personality, values, attitudes, interests, or lifestyles of people. This area is also related to situational life stages as well as customer beliefs, and how customers want to see themselves and be perceived. Some examples of psychographic groups include video gamers, soccer moms, sports fanatics, hipsters, and single moms. Life cycle stages include: retirees, new homeowners, college students and new parents. Be aware that some products/brands may appeal to a wider customer base than others.

[Insert response]

What do the customers buy/use? 

[Insert response]

What changes can the company/brand expect in the future? How can the company/brand better serve its customers? 

(For example, you could include information about the current demand for the product/brand, and how it is changing or has changed including possible variations or modifications in the future. You may also determine/discuss if the brand/company can take advantage or has taken advantage of the changes. It’s also possible to consider and talk about whether the product/brand is a less expensive substitute, perhaps, or maybe a product/brand that is easier to use with more features.) 

[Insert response]

Opportunities (Make sure you label why you call each item an opportunity): 

1. [Insert response]

2. [Insert response]

3. [Insert response]

Threats: (Make sure you label why you call each item a threat):

1. [Insert response]

2. [Insert response]

3. [Insert response]

2. Company

This Section Discusses what the brand is currently.
Identify strengths and weaknesses of the company/brand as it exists today, providing at least 3 strengths and 3 weaknesses. What does the company/brand do well and not so well at this very moment?

List 3 Strengths (Make sure you label why you call each item a Strength): 

1. [Insert response]

2. [Insert response]

3. [Insert response]

List 3 Weaknesses: (Make sure you label why you call each item a weakness):

1. [Insert response]

2. [Insert response]

3. [Insert response]

This Section deals with what the company/brand needs to become.

How can the company/brand improve its weaknesses and maintain or grow its strengths? Suggest how the company/brand can improve upon the things it does well and not so well.

[Insert response]

3. Context

Define the current business environment. Include information about political, legal, economic technological and societal factors that may influence sales.

For example: You could perhaps discuss the current trends and conditions for this Industry and for the brand. It’s possible to include information about how the Economy affects this industry. This could include changes in income: are people losing jobs, or getting paid more?  Changes in spending habits could be considered as well. Other factors such as use of public transportation and shopping online may also be relevant. Whether or not the product is high-tech, or state-of-the-art can be also be included in describing the context. For example, are there other companies producing new versions of the product? Is the market changing quickly? How is technology affecting this product or service? Are there any new laws that may affect the brand?

Political Environment: [Insert response]

Legal: [Insert response] 

Economic: [Insert response] 

Technological: [Insert response]

Societal/Sociocultural: [Insert response]

4. Collaborators

Define the business partnerships. Does the company/brand have any current partnerships? What other company/brand may be a good partner for them?

Current Partnerships and the discussion on them: [Insert response]

Proposed Partnerships and the discussion them: [Insert response]

5. Competitors

Who are the main competitors? Label and discuss the top three competitors and why you consider them a competitor. 

Competitor 1: [Insert response]

Competitor 2: [Insert response] 

Competitor 3: [Insert response]

6. Recommendations

Based upon the analysis you just completed in this worksheet, what are three (3) key recommendations that you could pass along to Management regarding the future direction of the company you selected?  Discuss why you have created these strategies and why you think they should be undertaken and work for the business. 

1.Recommendation #1 and the Defense of the Recommendation: [Insert response]

2. Recommendation #2 and the Defense of the Recommendation: [Insert response]

3. Recommendation #3 and the Defense of the Recommendation: [Insert response]

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Read the following Case Assignment: EbayCreating Customers on the Move The advent of mobile commerce (m-commerce)…

 

Read the following Case Assignment: Ebay

Creating Customers on the Move The advent of mobile commerce (m-commerce) has begun to create significant changes in the way consumers make purchasing decisions. The introduction of online shopping first began to draw customers away from brick-and-mortar retailers, changing the location of where they made their purchases. The use of mobile devices has expanded the location of purchase decisions even further, so now consumers can make purchases from almost anywhere, so long as they have a mobile device with them. It also has leveled the playing field for consumers in many cases, as it allows them to comparison shop on prices of products that they might find in stores. 

In 2009, the mobile commerce market generated $18.3 billion in total revenue. By 2015 it’s projected to reach over $119 billion. When it comes to m-commerce, eBay has jumped in with both feet. It is estimated to hold about 3.3 percent of m-commerce, compared to online retailer Amazon’s 1.5 percent. It also was estimated to sell $1.5 billion in goods via m-commerce in 2010, compared to $600 million in 2009. eBay launched its first mobile application for the iPhone in July 2008 and has since produced 14 apps, including eBay Selling, StubHub, Deals, and Fashion. eBay’s core iPhone application has been downloaded 14 million times, and its entire stable of apps has seen over 30 million downloads worldwide. Purchases range from clothing and accessories to sporting event and concert tickets, computers and technology gadgets, collectables, and even luxury automobiles. Research indicates that more than half of regular m-commerce purchasers are comfortable spending over $100 on a mobile purchase, and 14 percent are willing to spend over $1,000. 

eBay has been quick to embrace the trend toward comparison-shopping, as potential buyers compare in-store prices online with those offered by other retailers. In June 2010, eBay purchased RedLaser, a mobile app that uses the cell phone camera to identify a product’s barcode and locate that product within eBay’s system. 

If a buyer is searching for a certain designer jacket for example, he could compare prices between eBay’s auctions, flat priced buy-it-now options, and eBay’s Fashion Vault, which offers limited-time deep discounts on select high-end merchandise. 

But while eBay has excelled in m-commerce so far, its ability to fully capitalize on this growth potential depends on how it is able to influence consumer-purchasing decisions. Merely allowing consumers to search for items, compare prices, and then make a purchase isn’t enough. As eBay VP of mobile platforms Steve Yankovich says, “We want consumers to engage when they don’t have a purchase in mind.” 

The combination of apps with mobile devices enables browsing and purchasing virtually anywhere at any time, especially during downtime—say when the potential buyer is getting a haircut or waiting in line at the coffee shop. By enabling buyers more opportunities to shop and make purchases, eBay is hoping to spark purchases based on the buyer’s immediate situation. The eBay Fashion app is designed to inspire browsing and experimentation, offering features such as a clothing-focused search function, a virtual closet to save various finds, and a mix-and-match feature that allows users to pair up articles of clothing with various accessories. Users can even take a picture of themselves using the phone camera and the Fashion app will superimpose the outfits they create over their figure, allowing shoppers to digitally “try on” the looks. So if a purchaser saw a dress she liked at a party, she could “try it on” and match it up with accessories in her wardrobe. eBay is planning to release even more apps like eBay Fashion, targeting key eBay shopping demographics such as car enthusiasts and home-and-garden enthusiasts. 

Early trends suggest that shoppers are responding to eBay’s efforts as well. As eBay has continued to develop the offerings of the eBay Fashion app, average user browsing time on the app has increased by 40 percent since its original release and mobile fashion sales tripled over the past year. If nothing else, the new trends in m-commerce move very quickly, and eBay must continue to innovate if it wants to stay ahead of the game. Says Yankovich, “Nobody knows what’s going to happen in mobile. We need to be ready to spin on a dime.” 

Answer the following:

  1. Which stages of the consumer decision-making process are affected most by comparison shopping on mobile platforms? Explain. 
  2. Technology has drastically altered the consumer buying behavior, today as consumers we have the luxury to browse and shop virtually anywhere at anytime. What are your thoughts on being able to shop 24/7 virtually?
  3. Do you find yourself shopping online more as opposed to the traditional shopping method of visiting the store during store hours? Why or Why not?
  4. What are your thoughts on Black Friday in store deals versus Cyber Monday, do you find one to be more beneficial to the consumer than the other? 

The requirements below must be met for your paper to be accepted and graded:  

  • Write between 500 – 750 words (approximately 2 – 3 pages) using Microsoft Word.
  • Attempt APA style, see example below.
  • Use font size 12 and 1” margins.
  • Include cover page and reference page.
  • At least 60% of your paper must be original content/writing.
  • No more than 40% of your content/information may come from references.
  • Use at least two references from outside the course material, preferably from EBSCOhost.  Text book, lectures, and other materials in the course may be used, but are not counted toward the two reference requirement.
  • Reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) must be identified in the paper and listed on a reference page.

Reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) must come from sources such as, scholarly journals found in EBSCOhost, online newspapers such as The Wall Street Journal, government websites, etc.  Sources such as Wikis, Yahoo Answers, eHow, etc. are not acceptable.

A detailed explanation of how to cite a source using APA can be found here (link).

Download an example here

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1.Welcome your fellow classmates by posing as the Director of International Business in any foreign…

1.Welcome your fellow classmates by posing as the Director of International Business in any foreign country of your choice.

Introduce yourself and then welcome them by telling them a few things you feel they should know about the culture or customs of the business sector in that country. These should be things that would require them to make some adjustments from what they are used to in the U.S. 

This will require you to do some research into the culture and customs of the country you chose.

2.Doing Business With Other Cultures

China

Very few outside firms have yet to make a profit in China. One primary reason is that Western-based MNCs do not appreciate the important role and impact of Chinese culture. When dealing with the Chinese, one must realize they are a collective society in which people pride themselves on being members of a group. 

France

Many in the United States believe that it is more difficult to get along with the French than with other Europeans. This feeling probably reflects the French culture, which is markedly different from that in the United States.

Russia

The Russian economy has experienced severe problems, and the risks of doing business there cannot be overstated. At the same time, however, by following certain guidelines, MNCscan begin to tap the potential opportunities. 

Discussion

  1. Post a few cultural highlights described from each country above listed.

3.read the case:  Saudi Arabia International Spotlight span 

  1. answer the two questions at the end of the case, using knowledge learned from the chapter.

 Saudi Arabia International Spotlight span :

Saudi Araljia is a large country in the Middle East cover- ing 856,000 square miles. The country borders the PersianGulf to the north and the Red Sea to the south. About one-fifth the size,of the United Statos, its natural resouraesinclude petroleum and natural gas (among the largest inthe world), iron ore, gold, and copper. The two major holycities of Islam are in Saudi Aratria: Mecca and Medina.l?5

With just ovar 2'l million people, Saudi Arabia isalmost entirely Arab Muslim (approximately 90 percentSunni and 10 percent Shia). The county's population growth rate is estimated at 1.46 percent. Additionally, thecounfy's population is overwhelrningly (approximately90 percent) yourger than 55 years of age. According toU.N. reports, 30 percent of the country's population con- sists of immigrants.r26

The country's GDP in 2014 was tlS$746 bi11ion.127From 2011 through 2013, annual GDP growth plummetedfrom 1"0 percent to 2.7 percent. With low oil prices world- wide, Saudi Arabia's GDP growth remains stunted atabout 3.5 perceni.128

Saudi Arabia operates its government as a monarchy, wherein the king makes all important official decisions. The king appoints ministers who act as his advisers. In2011, women were granted the right to vote and run forseats in municipal elections, though gender oppression isstill commonplace and integrated into the legal system.The country's laws are based on Islamic 1aw with someWestern elements incorporated. For many years, SaudiArabia has enjoyed favorable relationships with many Western nations. As it is a large exporter of fossil fuel, Western natioRs are somewhat dependent on maintainingcivility with the Saudis despite alleged human rights vio-Jations. In recent years, however, the Saudi monarchy androyal family have been suspected of aiding terrorismefforts, leading ,to somewhat strained relations withcountries in Europe and the U.S.12e

The government maintains strong conffols over the coun-try's economy, which is highly reliant on extraction andproduction of oil and gas. It is the largest exporter of petro- leum, is the leada of the Organization of Petroleum Export-ing Countries (OPEC), and accounts for approximately

16 percent of prwen petroleum r€serves. Forergn workers play a vital role in the economy, with more than 6 millionexpatriates empioyed in a variety of industries, especial$ construction afid manufacturing. The govemment is making efforts to diversify its economy by growing ihe private sec-tor and by seeking to employ more nationals, balancing theworkforce.l3o

As oi1 prices have plummeted, in recent years due to avariety of factors, Saudi Arabia and ihe other OPEC coun-tries have been keeping outprt levels relatively high,resulting in'huge losses. While the country can cover thedeticits for the time being, a prolonged period of low oildemand could have devastati*g effects on the economic health of the country.lsl

You Be the lnternatianal Management Consultant

As oil prices ,continue to drop, Saudi Arabia is actively seeking foreign investors to come into the country, espe-cially in sectors such as kansportation, health care, tour-ism, and building materials. The country has also opened the retail sector to companies seeking complete ownershipof their business, negating the need forjoint venture part-nerships. The Saudi officials courting foreign lnvestorssay that, despite falling oil prices, the countryls other sec-tors are still growing and provide excellent investment opportunities. Moreover, officials have said they are will-ing to discuss modifying any rule or regulation that mightimpede investment by a major fcreign company.l32 .

Questions

1. Given that the country is actively seeking foreign irwestors and appears to be creating a pro-business atmosphere, what non-oil businesses do you think would be best suited for expanding into Saudi Arabia?

2. If you were a foreign investor, what concerns wouldyou have about the country? Wbuld you make aninvestment in the countrv?

4. answer the following question:

  1. Why would it be difficult for an American company to devise a reward package for Chinese employees?

5.Organizational Cultures and Diversity 

Define the terms and state a country associated with each term

  1. Family Culture
  2. Eiffel Tower Culture
  3. Guided Missile Culture
  4. Incubator Culture

Cross-Cultural Communication and Negotiation

Define the terms

  1. Intimate Distance
  2. Personal Distance
  3. Social Distance
  4. Public Distance

Chronemics refers to the way in which time is used in a culture.

Define the terms

  1. Monochronic time
  2. Polychronic time

6.Chapter 9 – Entry Strategies and Organizational Structures

Define the terms

  1. Alliance
  2. Joint Venture
  3. Merger/Acquisition

7. Chapter 10 – Managing Political Risk, Government Relations, and Alliances

Define the terms

  1. Expropriation
  2. Indigenization Laws
  3. Conglomerate Investment
  4. Vertical Investment
  5. Horizontal Investment

Chapter 13 – Leadership Across Cultures

According to GLOBE researchers, they determined that leadership behaviors can be summarized into six broad categories. 

Define each term:

  1. Charismatic/Value-Based leadership 
  2. Team-Oriented leadership 
  3. Participative leadership
  4. Humane-Oriented leadership
  5. Autonomous leadership 
  6. Self-Protective leadership

Chapter 14 – Human Resource Selection and Development Across Cultures

There are four basic philosophical positions of multinational corporations that can influence the training program. 

Define each term:

  1. Ethnocentric MNC 
  2. Polycentric MNC 
  3. Regiocentric MNC 
  4. Geocentric MNC

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MARKETING 100: Situation AnalysisDue week 10 and worth 80 points Amazon: History”Amazon.com, (NASDAQ: AMZN) is an…

   

MARKETING 100: Situation Analysis

Due week 10 and worth 80 points

 

Amazon: History

“Amazon.com, (NASDAQ: AMZN) is an American e-commerce company based in Seattle, Washington. Founded in 1994 by Jeff Bezos, and launched in 1995, Amazon.com began as an online bookstore before diversifying its product lines by adding VHSs, DVDs, music CDs, MP3s, computer software, video games, electronics, apparel, furniture, food, toys, and more. Amazon has since established separate websites in Canada, the United Kingdom, Germany, Austria, France, China, and Japan.

Since starting out in his garage in Bellevue, Washington, Jeff Bezos has gone on to form one of the greatest ecommerce sites the internet has ever seen”.

A company self-examination. What are we known for? Who do we want to become?
Based on what you’ve learned so far in this course, regarding the 5 Cs, 4Ps, and STP, you will write a six to seven (6-7) page paper in which you create a Situation Analysis for the company Amazon.com 

Amazon.com has been through numerous changes in recent years. For this assignment, use the information listed above, as well as your own knowledge and research, to answer the provided situation analysis. Additional research should include the use of the company's Website and other online sources.

1. Customers

a- Who are the current customers/users? Include information related to demographics, psychographics and buying behavior, price sensitivity, customer satisfaction and loyalty. 

For example: You could include information such as whether the brand is trying to appeal to a certain social or cultural group and how customers perceive the product/brand. It’s also possible to include demographic information related to: age, educational attainment, geographic area, gender, race, employment status and/or home ownership. Additionally, you can discuss psychographic information which includes those attributes that relate to personality, values, attitudes, interests, or lifestyles of people. This area is also related to situational life stages as well as customer beliefs, and how customers want to see themselves and be perceived. Some examples of psychographic groups include video gamers, soccer moms, sports fanatics, hipsters, and single moms. Life cycle stages include: retirees, new homeowners, college students and new parents. Be aware that some products/brands may appeal to a wider customer base than others.

b- What do the customers buy/use? 

c- What changes can the company/brand expect in the future? How can the company/brand better serve its customers? Include information about potential opportunities and threats.

For example, you could include information about the current demand for the product/brand, and how it is changing or has changed including possible variations or modifications in the future. You may also determine/discuss if the brand/company can take advantage or has taken advantage of the changes. It’s also possible to consider and talk about whether the product/brand is a less expensive substitute, perhaps, or maybe a product/brand that is easier to use with more features. 

2. Company

a- [This is what the brand is currently.]
Identify strengths and weaknesses of the company/brand as it exists today. What does the company/brand do well and not so well at this very moment?

b- [This is what the company/brand needs to become.]
 How can the company/brand improve its weaknesses and maintain or grow its strengths? Suggest how the company/brand can improve upon the things it does well and not so well.

3. Context

Define the current business environment. Include information about political, legal, economic technological and societal factors that may influence sales.

For example: You could perhaps discuss the current trends and conditions for this Industry and for the brand. It’s possible to include information about how the Economy affects this industry. This could include changes in income: are people losing jobs, or getting paid more? Changes in spending habits could be considered as well. Other factors such as use of public transportation and shopping online may also be relevant. Whether or not the product is high-tech, or state-of-the-art can be also be included in describing the context. For example, are there other companies producing new versions of the product? Is the market changing quickly? How is technology affecting this product or service? Are there any new laws that may affect the brand?

4. Collaborators

Define the business partnerships. Does the company/brand have any current partnerships? What other company/brand may be a good partner for them?

  

5. Competitors

Who are the main competitors?

6. Recommendations

Based upon the analysis you just completed in this worksheet, what are three (3) key recommendations that you could pass along to Management regarding the future direction of the company you selected? 

7. References

Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.

Format your assignment according to the following formatting requirements:

a. Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.

b. Include a cover page. Cover page is not included in the required page length.

c. Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length.

–>Do not cut and paste someone else’s paper. Plagiarism detection software will be used to evaluate your submissions.

–>Note: This assignment will be run through SafeAssign plagiarism detection software and an originality report will automatically be sent to the instructor. 

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This is on the Mercedes BenzThis section provides the opportunity to develop your course project….

This is on the  Mercedes Benz

This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.

  

In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.

  

The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in M2: Assignment 2 and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.

  

Part I: Internal Environmental Scan (2–3 pages)

  

The internal environmental scan or organizational assessment should include the following:

  1. Mission, vision, and values: Assess the organization’s understanding of the mission, vision, and values, and      how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
  2. Strategy clarification: Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
  3. Cultural assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
  4. Value chain analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your      product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
  5. Summary of findings: Using these different analyses, identify the organizational strengths and weaknesses as they      relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are characteristics and capabilities (often lacking) that place the organization at a disadvantage relative to competitors.

Part II: SWOT Analysis (1–2 pages)

  

Your SWOT analysis should summarize the opportunities and threats from the external environmental scan with the strengths and weaknesses from your organizational assessment or internal environmental scan.

  

Your output should include a matrix depicting strengths or weaknesses on the horizontal axis and opportunities or threats on the vertical axis. This matrix will reveal a set of strategy forces that can be used to assess the current strategy and identify important potential changes to the strategic direction of the company.

In creating your SWOT analysis, look for natural pairings of internal and external factors that match internal resources and capabilities to the external environment. Internal strengths and external opportunities depicted in the upper-left quadrant on your matrix might form complementary pairs that suggest necessary strategic focus for the business unit to pursue opportunities that fit its competitive strengths. Conversely, internal weaknesses and external threats shown in the lower right quadrant of the matrix may combine to illustrate the need for a defensive strategy to avoid becoming highly susceptible to competitive threats.

  

Your matrix should not simply be a collection of four lists compiled together in a matrix. Your analysis should combine factors and explain why specific strengths complement specific opportunities, and selected weaknesses are amplified by external threats. In addition to your matrix, provide a brief narrative that summarizes the main findings in your analysis and the implications for the current and projected strategy.

  

Part III: Balanced Strategic Scorecard (1–2 pages)

  

Use the balanced scorecard or another similar tool to recommend indicators and measurements that will tell you if the company is successful or unsuccessful in progressing toward your vision through execution of strategy.

  

A balanced scorecard presents organizational performance on four primary groups of measures:

  • Financial
  • Customer (external stakeholder)
  • Learning and growth
  • Internal process

  

You should develop a strategy scorecard that ties the performance of your business unit in these areas to its overall business strategy. The challenge you face is selecting two-to-three measures in each of the four areas that give a measurable and reliable indication of the business unit performance in the key activities that promote strategic fit, customer value, and sustained competitive advantage.

  

Write a 5–7-page report in Word format. Apply APA standards to citation of sources. 

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Instructions:The marketing plan format is one that is utilized by major corporations all over the…

Instructions:

The marketing plan format is one that is utilized by major corporations all over the country. However, writing a comprehensive marketing plan is a difficult and challenging task, yet, the ability to write such a plan is critical to the development of a marketing manager and an organization. As you draw to the culmination of this course, apply all that you have learned to develop a comprehensive marketing plan.

Directions:

Identify a company you would like to use for this assignment. This should be an organization that you are familiar with, or have access to their information. You will complete a comprehensive marketing plan, which will include an analysis of their current market situation. In other words, ask yourself: Is the industry growing? What is the market share for the organization that they represent? Who is the dominant player in the marketplace? Remember, you will need to justify your approach using market research and data.

The second step in the process is the actual writing of the plan. Think about the following: What are the goals and objectives for the organization? What is the timing of the plan? What resources will be required to achieve the plan? What are the financial goals?

In your marketing plan, be sure to include the following sections:

  1. Executive Summary and Table of Contents

In the executive summary, make sure you address all the main goals and objectives of your plan. These goals and objectives need to be clear, measurable, and reasonable.

  1. Situational Analysis

A situational analysis presents a snapshot of the market in its current state by describing the company's products/services, target segments, distribution networks, and position of the products/services in the segment, along with competing offerings and relative positioning. It includes current and future assessment of the business conditions and challenges. Within your situational analysis, analyze all the following points:
Market summary
SWOT analysis
Competitor analysis
Product offering
Keys to success
Critical issues
Pricing

  1. Marketing Strategy

The marketing strategy describes the planned direction and goals of the marketing activities, incorporating facts and assumptions about the market size, growth, and financial objectives. Think about the following questions: Where do you see your business going in the next 3-5 years? What is unique about your product portfolio? How will you tell the consumer about your products and unique value proposition? How will you stay connected to your target market’s needs and wants? How will you price your product? Within your market analysis, be sure to address the following:
Mission
Marketing objectives
Product positioning
Marketing mix (4 Ps)
Marketing research

  1. Financials

The financials of the marketing plan describe a set of five-year revenue, cost, and profit projections for the marketing plan, including any initial startup costs, sales by channel and segment, and profit margins. Think about the following questions: How much do you plan to sell? What are your factory cost targets? What is your profit target by percent and dollar amount? Remember to include the following in your financials:
Sales Forecast
Profit targets

  1. Controls

The controls of the marketing plan describe the budget tactical activities for implementing the plan, as well performance benchmarks for each activity. These include pricing, product configuration, promotion, and distribution performance benchmarks, and plans for changing any of the parameters if performance measures are not met. They are in place to measure forecast and profit attainment. Forecasts should be reviewed monthly and quarterly. Secondly, a 12-month calendar should be developed to clearly target specific dates for product introductions and promotional activity.

Remember to include the following:
Milestones
Implementations and timelines

  1. Summary

The summary of the marketing plan should summarize the plan by summarizing the size and scope of the opportunity, and reiterating the STP (segmentation, targeting, positioning) and 4 P (product, price, place, promotion) elements of the plan. It should tell the reader that the plan is real, how you will win, and why it is worth pursuing as an organization (RRW). This section should be no longer than one page.
Remember to review the grading criteria as you write the plan to ensure you address all needed elements.

Use the grading criteria to guide your report. Make sure you include details within your analysis to support your ideas. Use proper grammar, spelling, and APA style throughout. For more information on modeling the buying process, refer to your textbook.

Write an 8–12-page report in Word format. Apply APA standards to citation of sources. 

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I want you to write 9 pages of Marketing Simulation Analysis! Just follow the attached…

I want you to write 9 pages of Marketing Simulation Analysis! Just follow the attached file and take all the information from this website Website https://game.ilsworld.com/marketplace-live/ —————————————————— Marketing Simulation Analysis Paper (50 points) The paper grade will be based on your ability to describe and analyze your strategic decisions from our marketing simulation. These points are independent of your actual simulation results. Papers will be submitted AFTER you’ve completed all six quarters. Papers will automatically lose 10 points per hour past the deadline (1-60 minutes late = 10 point penalty). Formatting Instructions: NONE – This paper is meant to capture your thoughts as to how you are proceeding with the simulation as well as reflecting back upon your actions so that we may learn from any mistakes. I do not care about the format, just the content (FYI, headings throughout the paper make it much easier to read). Type size, type font, margins single-/double-spaced are all irrelevant to me, as I am grading solely on the quality of your explanations of your decisions. I don't have any set page-length in mind but I would argue that for this assignment, if you spent a paragraph or two on every quarter, you probably wouldn't be supplying me with an *extensive* analysis of your simulation decisions/results. For comparison, decent papers average 12 pages, double-spaced. For each of the six quarters you need to extensively address the following: 1. Major decisions made for this quarter (what did you do?) and most importantly a thorough explanation as to why each decision was made (why did you do it?) 2. After you receive the simulation results for each quarter, describe your company’s results in depth (how did it turn out?) – I want you to analyze to find opportunities in your performance with respect to: a) Brand/ad/price judgments for each product b) Number of sales force per market per product c) Number of ads per product per market d) Major Competitors’ results for the above e) Balanced scorecard results So, reflecting upon your strategy, detail the changes you would make to your strategic decisions and explain why this would improve your strategy and results (what did you learn from these results and how can you improve your decision making strategies for next quarter?). We will combine Q1 and Q2 since there are no results to discuss for Q1. Therefore your paper should have five sections to it (Q1+Q2, Q3, Q4, Q5, Q6). Each of these sections will constitute 10 of the 50 points. Papers must be turned in through our MKT 300 Blackboard site. Near the end of the class, I will post a link for the assignment on Blackboard. To turn in the assignment, go to Blackboard and then "Course Documents." There you'll see a link to the Simulation Paper assignment. Click this. You'll see "1. Assignment Information." Next is "2. Assignment Materials" – scroll down to "Attach File." Click "Browse My Computer" to attach your Word document. After your file is attached, scroll down to "3. Submit." Then make sure you click submit. Helpful Hints: 1. Picture yourself in front of a board of directors to explain how you’re spending their money. They want in-depth explanations of *why* you’re doing what you’re doing. SO DO I. You need to sell me on your strategic thought process. 2. Failure to thoroughly discuss how your competitors’ actions affect your actions will kill your score. 3. Write your paper as you go! This will generate a much stronger paper… SafeAssign: All paper submissions will analyzed for plagiarism by the SafeAssign software through Blackboard. FYI, my SafeAssign database has thousands of papers. If yours is determined to be plagiarized in any way, this will not result in a 0/50 for the paper, but rather a harsher penalty up to and including a grade of XE for the entire course, regardless of your exam performance. Plus you will get to meet with the Dean of Academic Affairs; he will be handling all academic improprieties as this will be out of my hands. In short, you are far better off not turning in a paper and taking a zero than turning in a paper that in any way has borrowed from a different source. I cannot be clearer about this.

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You will use the same client and scenario for this assignment that you used for…

You will use the same client and scenario for this assignment that you used for Assignment 1.   

( see attached fil. Please use same company and scenario)

Instructions 

Develop a report about your client for your boss (three to five pages recommended) that includes the following components:

  1. Pricing Strategy Management
    1. Evaluate the pricing policies, processes, and methods your client uses to manage its pricing strategies.
      1. Identify the policies used to manage the pricing strategy of the company. 
      2. Describe the price-setting process the company uses and determine if prices are sustainable and profitable.
      3. Differentiate between incremental and avoidable costs and analyze contribution margin for your client’s three top-selling products. 
      4. Explain why your client should or should notinvest in a breakeven analysis.
  2. Pricing Decisions
    1. Determine the impact pricing decisions have on the overall marketing strategy of the company.
      1. Discuss the challenges your client could face when implementing a new or updated pricing strategy. 
      2. Describe the strategies used by competitors and create solutions to react to their actions.
      3. Determine the best method for managing competitive information and current trends in pricing.
      4. Explain the importance of accurate measurement of price sensitivity of consumers.
  3. Ethics and the Law
    1. Identify any potential ethical and legal implications related to pricing. 
  4. References
    1. Use at least three (3) quality academic resources in this assignment. Note:Wikipedia and other similar websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.

The specific course learning outcomes associated with this assignment are:

1.   Examine the key pricing considerations and strategies relative to the product life cycle.

  1. Analyze ethical and legal issues related to pricing.
  2. Evaluate the policies, processes, and methods used to develop and manage the pricing strategy of a company.
    1. Examine pricing policies used for various purposes, including: price objections, price increases, economic downturn, and promotional pricing strategies. 
    2. Analyze the price-setting process used to establish sustainable and profitable prices.
    3. Differentiate between incremental and avoidable costs and analyze contribution margin. 
    4. Examine breakeven analysis and outline approaches to determine profitability.
  3. Determine the impact pricing decisions have on the overall marketing strategy of a company.
    1. Examine the challenges of effectively implementing pricing strategy into an organization.  
    2. Assess the strategies used by competitors and create solutions to react to their actions. 
    3. Determine the best method for managing competitive information and current trends in pricing.
    4. Assess the importance of accurate measurement of price sensitivity of consumers.

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Competencies Distinguish between traditional, personal, and strategic selling. Create a strategic sales plan….

Competencies

  1. Distinguish between traditional, personal, and strategic selling.
  2. Create a strategic sales plan.
  3. Apply customer service skills before, during, and after a sale.
  4. Describe the key functions of managing a salesforce.
  5. Apply management strategies to a business-to-business (B2B) salesforce.
  6. Select appropriate software platforms for sales management and customer relationship management (CRM).

Scenario Information

You are one of the founders of a family-run business that offers bookkeeping for small businesses in your tri-state area. Your business has been level for many years, and you have a strong, healthy relationship with your clients. Many of your clients have been with you for over 10 years, and your new clients almost exclusively have come from word-of-mouth promotion from current, satisfied customers.

You want to expand the services you offer to include payroll and accounting beyond bookkeeping. You have heard from your current clients that they need assistance with those two services for their business to grow, but you have been hesitant until this last year. In the last 18 months, you have a family member that has passed the CPA exam and remains a vital employee. She has expressed interest in being more involved and leading the payroll and accounting business, but she is not very well-versed in sales.

Your sales staff has historically been the family, plus the bookkeeping staff. Your main job at the company has been in customer relations and hiring. There are 4 family members working full-time (including the new CPA), as well as 3 bookkeepers. You have 27 business that you consider your main customers, and you have about 2-3 new customers every year or two. There is also a natural attrition of about that same amount every couple of years as well.

Instructions

As the co-founder and managing partner of your business, you are in charge of this new project. You will be the primary researcher, and you have decided to present a comprehensive strategic sales plan to the other owners, the new CPA, and the bookkeepers.

As managing partner you have decided to create a strategic sales plan to share your findings and the proposal using a PowerPoint presentation. Before presenting, you will share with the other co-founders using a PowerPoint with detailed presentation notes to mimic your narration for their approval. Your goals will be to expand the services you offer to current customers, and to create a prospecting list of new customers that can use the full bundle of services you can now offer.

You decided it will be important to include the following:

  • Introduce the launch of the new payroll and accounting services to the employees emphasizing the selling style you expect to implement.
  • Outline how the sales program impacts personnel needs and the employee hierarchy. (For example: Will you hire a dedicated sales staff?)
    • Identify management strategy/ies being implemented to meet the goals.
  • Explain the structure of the sales compensation plan.
    • Incorporate how you will compensate the bookkeepers that help convert current customers to the new bundle of services.
  • Emphasize the role of customer service.
    • Express the value of customer service for this expansion.
    • Integrate the use of communication and psychological expertise and problem-solving skills.
  • Explain how customer data will be collected and shared.
    • Include your recommendation whether a CRM system needs to be purchased and integrated for your business to grow and for information to be shared with the full team.
  • Establish metrics to evaluate the success of the sales plan.
    • Incorporate both qualitative and quantitative.
    • Evaluate lead generation and sales conversion.

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