1. What differentiates the chosen business from others, and the ma.docx
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1. What differentiates the chosen business from others, and the markets the business serves? Provide a written company description. Be sure to include all the basic components of a company description. 2. What are the strengths and weaknesses of each primary competitor in terms of sales, quality, distribution, price, production capabilities, reputation, and products/services? Does the chosen business have a competitive advantage? Please explain. 3. What are the responsibilities and expertise of each manager? What role will they play in managing personnel and resources? Be sure to outline the skills and talents that each person posses (or will possess). 4. Does the chosen business provide a service or product? What are the specific benefits of the product or service from the customers' perspective? How does the product or service meet the consumer needs? Explain the production process for the service or product. 5. How will the chosen business reach their customers? Provide a written description of the marketing strategy for the chosen business. Be sure to include all the key components of a marketing strategy. ...
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Marketing Report LA – InstructionsInclude in headerfooter St.docx
Marketing Report LA – Instructions
Include in header/footer: Student Name & Number, Tutorial Time.
“Using one of the companies/ products/ brands we have used in class, identify and explain the five core marketing concepts. Describe and discuss the marketing strategy employed for one customer segment. This includes profiling one segment and each of the marketing mix elements employed to meet the needs of that segment.”
(We are looking for your ability to explain things both in theoretical terms and through practical application of the theory to the particular case).
The companies/ brands are:
Singapore Airlines
Introduction: overviews each of the areas included in the report.
Select and describe one targeted customer segment and outline the
Core Marketing Concepts: (describe and define the role of marketing and outline the 5 core marketing concepts commencing with ‘Markets’.
Define and describe what is a market and what is a segment.
Using your case as an example, explain and describe, needs, wants and demands and apply to the selected segment.
Using your case as an example, explain and describe the marketing offering (demonstrating the difference between a product, service and experience).
The Core Marketing
Concepts
What are the needs that form the basis of customers wanting this product? What social /cultural forces shape the wants? What promotes demand for this product? How might the organisation shape demand for its product?
Who are the organisation’s markets? Are they targeting the right customers? How might these markets/ customers perceive this organization relative to others it might be competing with? Are there other possible target markets? Which customers are likely to want the organisation’s ‘product’?
What things can the organisation do to engage emotionally with customers? How can it make customers feel good about their transactions with the organisation? What are your suggestions to the organisation for obtaining /building customer loyalty?
What is the product offered ? How is it created by the organisation? Are there any issues of note regarding its production and delivery to customers?
What are the perceived benefits to customers? What are the costs? How might customers expectations be managed? How is quality communicated to customers?
2
This relates to objective 1.
Describe the concepts of value and satisfaction. Describe the role of quality. Using the selected case, demonstrate how the product offering currently does, or could, create value and satisfaction for its customers.
Explain and describe the exchanges, transactions and relationships processes of your case. How might the company build more profitable relationships?
Marketing Report LA – Instructions
Marketing Report LA – Instructions
Outline the Marketing Mix elements used to target the selected segment: describe and define the role and importance of the marketing mix.
Product: Describe the company’s product offering including features, qua ...
1. Target CustomersUsersWho are the current customersusers.docx
1. Target Customers/Users
Who are the current customers/users? Include information related to demographics, psychographics and buying behavior, price sensitivity, customer satisfaction and loyalty.
How could/does the company reach its customers/users? What methods and media might and/or does the company use to reach the customers/users?
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.
2. Competitors
Who are the main competitors?
What frame of reference will customers use in making a choice to use/purchase this brand/service? What other brands/companies might customers compare this brand to?
3. USP (Unique Selling Proposition)
How is this brand/company better than its competitors? What is the brand’s USP (Unique Selling Proposition?
[Insert response]
What is the brand’s uniqueness?
[Insert response]
What is the competitive advantage of the brand? How is it different from other competing brands?
[Insert response]
Does the brand have any attributes or benefits that dominate competitors?
[Insert response]
4. Positioning Statement & Motto
Develop a new positioning statement and motto for the brand you selected. Below is an example of BMW’s positioning statement and motto.
· BMW Positioning statement: The brand for discerning customers of sports cars (target customers) who want an exhilarating experience (USP).
· BMW Motto: BMW is the ultimate driving machine.
[Insert response]
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.
Page 1 of 3
.
Surprisingly easy ways to develop your business
The document outlines the key components of an effective marketing plan, including conducting internal and external analyses, understanding customer needs, analyzing target markets and competition, developing promotional strategies, setting goals and tactics, and creating an action plan. An effective plan requires the business to thoroughly understand its strengths, weaknesses, customers, markets, and competition in order to select the appropriate marketing strategies and tactics to achieve its goals. The marketing plan should be regularly revisited and updated to ensure the business remains competitive in the marketplace.
Marketing plan
The document outlines the key components of an effective marketing plan, including conducting internal and external analyses, understanding customer needs, analyzing target markets and competition, developing promotional strategies, setting goals and tactics, and creating an action plan. An effective plan requires the business to thoroughly understand its strengths, weaknesses, products/services, customers, and markets in order to select appropriate strategies to achieve measurable goals and compete successfully. The marketing plan should be regularly revisited and updated to ensure the business remains on course.
Marketing plan
The document outlines a marketing plan template that covers key areas for a business to consider when developing their marketing strategy. It includes sections on analyzing the business, products/services, target markets, distribution, promotional activities, competition, pricing, and developing goals and strategies. The overall purpose is to help businesses gain a thorough understanding of their current position and customers in order to create a measurable plan to achieve marketing objectives and compete effectively.
Suppose that 20 of the people in a large city have used a hospita.docx
Suppose that 20% of the people in a large city have used a hospital emergency room in the past year. If a random sample of 125 people from the city is taken, approximate the probability that fewer than 22 used an emergency room in the past year. Use the normal approximation to the binomial with a correction for continuity.
Appendix A Part 1: Marketing Plan Outline
I. BUSINESS MISSION
II. SITUATION ANALYSIS (SWOT ANALYSIS)
1. Internal Strengths and Weaknesses
2. External Opportunities and Threats
III. OBJECTIVES
IV. MARKETING STRATEGY
1. Target Market Strategy
2. Marketing Mix
1. Product
2. Place/Distribution
3. Promotion
4. Price
V. IMPLEMENTATION, EVALUATION, AND CONTROL
As you read in Chapter 2, there is more than one correct format for a marketing plan. Many organizations have their own distinctive format or terminology for creating a marketing plan, and every marketing plan should be unique to the firm for which it was created. The format and order of presentation, therefore, must be flexible.
This appendix presents only one way to organize a marketing plan. The outline is meant to give you a more detailed look at what you need to include, topics you need to cover, and the types of questions you must answer in any marketing plan. But, depending on the product or service for which you are drafting a plan, this set of questions may only be the starting point for more industry-specific issues you need to address.
An actual marketing plan from E-motion Software follows this outline. The E-motion marketing plan includes annotations that tie each part of the plan to the material throughout the book. You'll see the correlation between chapter concepts and the elements of a professional marketing plan for a real company.
If you are assigned a marketing plan as a course requirement, this appendix can help you organize your work. In addition, worksheets that guide you through the process of marketing planning are available on your textbook's companion site. The worksheets can be completed electronically or printed out and filled in by hand.
I. BUSINESS MISSION
· What is the mission of the firm? What business is it in? How well is its mission understood throughout the organization? Five years from now, what business does it wish to be in?
· Does the firm define its business in terms of benefits its customers want rather than in terms of goods and services?
II. SITUATION ANALYSIS (SWOT ANALYSIS)
· Has one or more competitive advantages been identified in the SWOT analysis?
· Are these advantages sustainable against the competition?
1. Internal Strengths and Weaknesses
· What is the history of the firm, including sales, profits, and organizational philosophies?
· What is the nature of the firm and its current situation?
· What are the firm's resources (financial, human, time, experience, asset, skill)?
· What policies inhibit the achievement of the firm's objectives with respect to organization, resource allocation, operations, hiring, training, and ...
The marketing brief worksheet developed by napier marketing group
The document provides a worksheet to help businesses define their brand and marketing strategy through a discovery process. It includes questions to help outline the company, goals, target audience, brand perception, competitive positioning, strengths/weaknesses/opportunities, and a communication strategy. Completing the worksheet will provide a framework to improve the business model and guide marketing requirements and initiatives.
Entrepreneurship - SHS - Lesson 5 - 7 P's of Business Production and Branding
Entrepreneurship - SHS - Lesson 5 - 7 P's of Business Production and Branding
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Marketing Report LA – InstructionsInclude in headerfooter St.docx
Marketing Report LA – Instructions
Include in header/footer: Student Name & Number, Tutorial Time.
“Using one of the companies/ products/ brands we have used in class, identify and explain the five core marketing concepts. Describe and discuss the marketing strategy employed for one customer segment. This includes profiling one segment and each of the marketing mix elements employed to meet the needs of that segment.”
(We are looking for your ability to explain things both in theoretical terms and through practical application of the theory to the particular case).
The companies/ brands are:
Singapore Airlines
Introduction: overviews each of the areas included in the report.
Select and describe one targeted customer segment and outline the
Core Marketing Concepts: (describe and define the role of marketing and outline the 5 core marketing concepts commencing with ‘Markets’.
Define and describe what is a market and what is a segment.
Using your case as an example, explain and describe, needs, wants and demands and apply to the selected segment.
Using your case as an example, explain and describe the marketing offering (demonstrating the difference between a product, service and experience).
The Core Marketing
Concepts
What are the needs that form the basis of customers wanting this product? What social /cultural forces shape the wants? What promotes demand for this product? How might the organisation shape demand for its product?
Who are the organisation’s markets? Are they targeting the right customers? How might these markets/ customers perceive this organization relative to others it might be competing with? Are there other possible target markets? Which customers are likely to want the organisation’s ‘product’?
What things can the organisation do to engage emotionally with customers? How can it make customers feel good about their transactions with the organisation? What are your suggestions to the organisation for obtaining /building customer loyalty?
What is the product offered ? How is it created by the organisation? Are there any issues of note regarding its production and delivery to customers?
What are the perceived benefits to customers? What are the costs? How might customers expectations be managed? How is quality communicated to customers?
2
This relates to objective 1.
Describe the concepts of value and satisfaction. Describe the role of quality. Using the selected case, demonstrate how the product offering currently does, or could, create value and satisfaction for its customers.
Explain and describe the exchanges, transactions and relationships processes of your case. How might the company build more profitable relationships?
Marketing Report LA – Instructions
Marketing Report LA – Instructions
Outline the Marketing Mix elements used to target the selected segment: describe and define the role and importance of the marketing mix.
Product: Describe the company’s product offering including features, qua ...
1. Target CustomersUsersWho are the current customersusers.docx
1. Target Customers/Users
Who are the current customers/users? Include information related to demographics, psychographics and buying behavior, price sensitivity, customer satisfaction and loyalty.
How could/does the company reach its customers/users? What methods and media might and/or does the company use to reach the customers/users?
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.
2. Competitors
Who are the main competitors?
What frame of reference will customers use in making a choice to use/purchase this brand/service? What other brands/companies might customers compare this brand to?
3. USP (Unique Selling Proposition)
How is this brand/company better than its competitors? What is the brand’s USP (Unique Selling Proposition?
[Insert response]
What is the brand’s uniqueness?
[Insert response]
What is the competitive advantage of the brand? How is it different from other competing brands?
[Insert response]
Does the brand have any attributes or benefits that dominate competitors?
[Insert response]
4. Positioning Statement & Motto
Develop a new positioning statement and motto for the brand you selected. Below is an example of BMW’s positioning statement and motto.
· BMW Positioning statement: The brand for discerning customers of sports cars (target customers) who want an exhilarating experience (USP).
· BMW Motto: BMW is the ultimate driving machine.
[Insert response]
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.
Page 1 of 3
.
Surprisingly easy ways to develop your business
The document outlines the key components of an effective marketing plan, including conducting internal and external analyses, understanding customer needs, analyzing target markets and competition, developing promotional strategies, setting goals and tactics, and creating an action plan. An effective plan requires the business to thoroughly understand its strengths, weaknesses, customers, markets, and competition in order to select the appropriate marketing strategies and tactics to achieve its goals. The marketing plan should be regularly revisited and updated to ensure the business remains competitive in the marketplace.
Marketing plan
The document outlines the key components of an effective marketing plan, including conducting internal and external analyses, understanding customer needs, analyzing target markets and competition, developing promotional strategies, setting goals and tactics, and creating an action plan. An effective plan requires the business to thoroughly understand its strengths, weaknesses, products/services, customers, and markets in order to select appropriate strategies to achieve measurable goals and compete successfully. The marketing plan should be regularly revisited and updated to ensure the business remains on course.
Marketing plan
The document outlines a marketing plan template that covers key areas for a business to consider when developing their marketing strategy. It includes sections on analyzing the business, products/services, target markets, distribution, promotional activities, competition, pricing, and developing goals and strategies. The overall purpose is to help businesses gain a thorough understanding of their current position and customers in order to create a measurable plan to achieve marketing objectives and compete effectively.
Suppose that 20 of the people in a large city have used a hospita.docx
Suppose that 20% of the people in a large city have used a hospital emergency room in the past year. If a random sample of 125 people from the city is taken, approximate the probability that fewer than 22 used an emergency room in the past year. Use the normal approximation to the binomial with a correction for continuity.
Appendix A Part 1: Marketing Plan Outline
I. BUSINESS MISSION
II. SITUATION ANALYSIS (SWOT ANALYSIS)
1. Internal Strengths and Weaknesses
2. External Opportunities and Threats
III. OBJECTIVES
IV. MARKETING STRATEGY
1. Target Market Strategy
2. Marketing Mix
1. Product
2. Place/Distribution
3. Promotion
4. Price
V. IMPLEMENTATION, EVALUATION, AND CONTROL
As you read in Chapter 2, there is more than one correct format for a marketing plan. Many organizations have their own distinctive format or terminology for creating a marketing plan, and every marketing plan should be unique to the firm for which it was created. The format and order of presentation, therefore, must be flexible.
This appendix presents only one way to organize a marketing plan. The outline is meant to give you a more detailed look at what you need to include, topics you need to cover, and the types of questions you must answer in any marketing plan. But, depending on the product or service for which you are drafting a plan, this set of questions may only be the starting point for more industry-specific issues you need to address.
An actual marketing plan from E-motion Software follows this outline. The E-motion marketing plan includes annotations that tie each part of the plan to the material throughout the book. You'll see the correlation between chapter concepts and the elements of a professional marketing plan for a real company.
If you are assigned a marketing plan as a course requirement, this appendix can help you organize your work. In addition, worksheets that guide you through the process of marketing planning are available on your textbook's companion site. The worksheets can be completed electronically or printed out and filled in by hand.
I. BUSINESS MISSION
· What is the mission of the firm? What business is it in? How well is its mission understood throughout the organization? Five years from now, what business does it wish to be in?
· Does the firm define its business in terms of benefits its customers want rather than in terms of goods and services?
II. SITUATION ANALYSIS (SWOT ANALYSIS)
· Has one or more competitive advantages been identified in the SWOT analysis?
· Are these advantages sustainable against the competition?
1. Internal Strengths and Weaknesses
· What is the history of the firm, including sales, profits, and organizational philosophies?
· What is the nature of the firm and its current situation?
· What are the firm's resources (financial, human, time, experience, asset, skill)?
· What policies inhibit the achievement of the firm's objectives with respect to organization, resource allocation, operations, hiring, training, and ...
The marketing brief worksheet developed by napier marketing group
The document provides a worksheet to help businesses define their brand and marketing strategy through a discovery process. It includes questions to help outline the company, goals, target audience, brand perception, competitive positioning, strengths/weaknesses/opportunities, and a communication strategy. Completing the worksheet will provide a framework to improve the business model and guide marketing requirements and initiatives.
Entrepreneurship - SHS - Lesson 5 - 7 P's of Business Production and Branding
Entrepreneurship - SHS - Lesson 5 - 7 P's of Business Production and Branding
M a r k e t i n g P l a n O u t l i n eAs you read in C.docx
M a r k e t i n g P l a n
O u t l i n e
As you read in Chapter 2, there is more than one correct format for a marketing
plan. Many organizations have their own distinctive format or terminology for
creating a marketing plan, and every marketing plan should be unique to the
firm for which it was created. The format and order of presentation, therefore,
must be flexible.
This appendix presents only one way to organize a marketing plan. The
outline is meant to give you a more detailed look at what you need to include,
topics you need to cover, and the types of questions you must answer in any
marketing plan. But, depending on the product or service for which you are
drafting a plan, this set of questions may only be the starting point for more
industry- specific issues you need to address.
An actual marketing plan from e-motion software follows this outline. The
e-motion marketing plan includes annotations that tie each part of the plan to
the material throughout the book. You’ll see the correlation between chapter
concepts and the elements of a professional marketing plan for a real company.
If you are assigned a marketing plan as a course requirement, this appen-
dix can help you organize your work. In addition, worksheets that guide you
through the process of marketing planning are available on your textbook’s
companion site. The worksheets can be completed electronically or printed
out and filled in by hand.
I Business Mission
8 What is the mission of the firm? What business is it in? How well is its
mission understood throughout the organization? Five years from
now, what business does it wish to be in?
8 Does the firm define its business in terms of benefits its customers
want rather than in terms of goods and services?
II situation analysis
(sWot analysis)
8 Has one or more competitive advantages been identified in the SWOT
analysis?
8 Are these advantages sustainable against the competition?
A. Internal Strengths and Weaknesses
8 What is the history of the firm, including sales, profits, and organi-
zational philosophies?
I Business Mission
II Situation Analysis (SWOT
Analysis)
A. Internal Strengths and
Weaknesses
B. External Opportunities and
Threats
III Objectives
IV Marketing Strategy
A. Target Market Strategy
B. Marketing Mix
1. Product
2. Place/Distribution
3. Promotion
4. Price
V Implementation,
Evaluation, and Control
1Marketing Plan Outline
8 What is the nature of the firm and its current situation?
8 What are the firm’s resources (financial, human, time, experience, asset, skill)?
8 What policies inhibit the achievement of the firm’s objectives with respect to organization,
resource allocation, operations, hiring, training, and so on?
B. External Opportunities and Threats
8 Social: What major social and lifestyle trends will have an impact on the firm? What
action has the firm been taking in response to these trends?
8 ...
Mm8,9
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Begin by defining the specific objectives and expectations for the Inside Sales Representative within your organization.
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3. Consider using EasySource to help you discover candidates from your internal and external candidate pools. EasySource's Candidate Discovery Module will automate candidate discovery based on the metrics you have set.
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6.EasyAssess—which will help with the same. The assessment tools ensure that the candidate's relevant skills are closely examined and evaluated. You can examine a variety of assessments from our library of skill assessments.
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Facilitate a comprehensive onboarding process that introduces the new representative to your company’s sales processes, tools, and team members. A well-structured onboarding program is essential for setting them up for success in their new role.
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The document discusses the key components of a successful strategic sales plan in three phases. Phase I involves understanding customers, competitors, pricing and market factors. Phase II focuses on defining the ideal customer, competitive advantages, sales goals and conducting ongoing competitor analysis. Phase III emphasizes that the sales plan is dynamic and must be continuously maintained, adjusted and reviewed for the organization to continue to succeed. The sales plan is described as the "life blood" for an organization's ongoing success.
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When selecting brands for your final project, please note that the brands may no longer be in the stages
identified below, but they should be from a prominent company that allows you discuss key brand
attributes, marketing mix elements, marketing strategies, and the role of stakeholders while the brand
was in this stage. If you are choosing your own brand from the respective categories, .
Why competitor analysis is crucial for your marketing strategy.pdf
"Are you wondering why competitor analysis is crucial for your marketing strategy?
It helps you understand your competitors better, identify new opportunities, and develop strategies to stay ahead of the competition!
"If you want to stay ahead of the competition, it's essential to keep an eye on what your competitors are doing.
Don't miss out on this essential step in your marketing plan!"
bit.ly/3mOaAic
And get a free trial today with Webmaxy bit.ly/3ouz0xm
#competitoranalysis #acompetitoranalysis #analyzecompetitors #competitorinfo #businesscompetitoranalysis #industrycompetitiveanalysis #competitormarketinganalysis #analysiscompetitors #analysisofcompetitors #competitiveanalysisinmarketing #competitiveanalysis #competitordata #competitorcomparison #competitoranalysismarketing #whatiscompetitoranalysis #competitorinsight #competitorsanalysis #analysecompetition #competitiveanalysisdefinition #competitiveanalysismarketing #competitoranalysis
Creating a Marketing Plan
A general overview on the steps to take, considerations to make, research to conduct, and guidelines to follow for creating a marketing plan for your organization.
CAPS794 Presentation RubricLearning Outcome Assess the leader.docx
CAPS794 Presentation Rubric
Learning Outcome: Assess the leadership, human resources and organizational development needs associated with a firm’s strategic goals.
Presentation Content:
Your presentation is based on Greenwood Resources, Case #8 and should include:
· A Power Point presentation MUST also be included in conjunction with your Video
· An introduction and conclusion/recommendations must be included
· A brief overview of the case
· Applying concepts from Chapter 7 analyze their international strategy (reason for international expansion, entry mode, international strategy, etc.)
· Integrating concepts from chapter 8 discuss how Greenwood Resources adopted entrepreneurial strategies in its quest for growth.
· Must include references and citations when the thoughts or ideas are not your own
APA format
Add recording notes in the note section of the powerpoint below each slide, explaining in detail what the slide is explain.
This is not just SLIDES…. There has to be details that I will read on video explaining the context.. and it should flow as if you were giving a presentation in person
Levels of Achievement
Criteria
Does Not Meet Expectations or Missing
Needs Improvement
Meets Expectations
Demonstrates Mastery
Introduction and Conclusion
Weight 5%
0 to 72%
Introduction or Conclusion were missing.
73 to 79%
Failed to introduce self or purpose. Abrupt ending with no referencing.
80 to 93%
Introduced topic, purpose and self. General summary with appropriate referencing.
94 to 100%
Introduced topic, purpose and self along with an effective attention getter. Conclusion reinforced main points, appropriate referencing.
Body of the Presentation
Weight 50.00%
0 to 72 %
Several content areas are missing OR content areas are not addressed at the level of detail required.
73 to 79 %
A required content area may be missing OR some content demonstrates weak understanding of concepts being assessed and could be expanded upon.
80 to 93 %
Adequately addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in detail demonstrating a basic understanding of the concepts being assessed.
94 to 100 %
Addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in great detail demonstrating a strong understanding of the concepts being assessed.
Presentation Design
Weight
15%
0 to 72 %
Several content areas are not supported with information from the sim or textbook
73 to 79 %
Information from the simulation or the text is barely used or not used appropriately.
80 to 93%
Information from the simulation and the textbooks is used appropriately to support discussion and decisions.
94 to 100 %
Information from the simulation and the textbook is always used appropriately to support discussion and decisions with a high level of application to sim results.
Organization and Flow
Weight 10%
0 to 72 %
Information is not organized in a cl.
CAPSTONE CASE The Student will be required to read the Capstone.docx
CAPSTONE CASE:
The Student will be required to read the Capstone Case (page 476 of the course text) and respond to the 15 questions on page 483 & 484. Each question will require no less than a one-page response with appropriate references in APA format double-spaced, Times New Roman 12point font. Capstone case is due December 5, 2018, @ 9:00AM.
476
Presented here is the description of a serial homicide investigation in the 1960s that involved
the sexually motivated murders of seven mostly college-aged women in Michigan. The
discussion provided here draws primarily on Edward Keyes’s, The Michigan Murders.1 The
case is longer and more detailed than the other From the Case File chapter introductions.
It can serve as a capstone discussion of many of the issues covered in Criminal Investigation,
including the basic problems of criminal investigation, the value of eyewitness identifica-
tions, the value of other evidence, the potential value of DNA evidence, how proof can be
established, and the impact of technology on investigations. Questions for discussion and
review are presented at the conclusion of the case.
Appendix
Capstone Case
Capstone CASE
The Coed Murders
The nightmare began on the evening of July 10, 1967,
when nineteen-year-old Mary Fleszar did not return
to her apartment, which was located just a few
blocks from the Eastern Michigan University (EMU)
campus in Ypsilanti, Michigan. Mary was a student at
the university. As is the case in most missing person
investigations, the first task for investigators was to
determine when and where she was last seen. In
reconstructing the last known whereabouts of Mary,
an EMU police officer recalled seeing a girl matching
her description walking near campus at about
8:45 p.m. the night before she was reported missing.
She was alone. Another witness reported he had seen
the girl at about 9:00 p.m. that same night in the same
area, walking on the sidewalk. The witness reported
that a car had driven up next to her and stopped.
According to report the witness gave, the only person
in the vehicle was a young man, and the vehicle was
bluish-gray in color, possibly a Chevy. The witness said
it appeared that the young man inside the car said
something to Mary, she shook her head, and the car
drove off. Shortly thereafter, the same car passed the
witness’s house again and pulled into a driveway in
front of Mary, blocking her path. Mary walked around
the back of the car and continued down the sidewalk.
The car pulled out of the driveway and, tires squealing,
drove down the street. At this point the witness lost
sight of Mary and the vehicle. Mary was never again
seen alive.
On August 7, 1967, a heavily decomposed nude body
was found on farmland two miles north of Ypsilanti.
The body was identified as Mary Fleszar through
dental records. It was clear to investigators that the
cause of death was certainly not natural, accidental,
or suicide, given the area.
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M a r k e t i n g P l a n O u t l i n eAs you read in C.docx
M a r k e t i n g P l a n
O u t l i n e
As you read in Chapter 2, there is more than one correct format for a marketing
plan. Many organizations have their own distinctive format or terminology for
creating a marketing plan, and every marketing plan should be unique to the
firm for which it was created. The format and order of presentation, therefore,
must be flexible.
This appendix presents only one way to organize a marketing plan. The
outline is meant to give you a more detailed look at what you need to include,
topics you need to cover, and the types of questions you must answer in any
marketing plan. But, depending on the product or service for which you are
drafting a plan, this set of questions may only be the starting point for more
industry- specific issues you need to address.
An actual marketing plan from e-motion software follows this outline. The
e-motion marketing plan includes annotations that tie each part of the plan to
the material throughout the book. You’ll see the correlation between chapter
concepts and the elements of a professional marketing plan for a real company.
If you are assigned a marketing plan as a course requirement, this appen-
dix can help you organize your work. In addition, worksheets that guide you
through the process of marketing planning are available on your textbook’s
companion site. The worksheets can be completed electronically or printed
out and filled in by hand.
I Business Mission
8 What is the mission of the firm? What business is it in? How well is its
mission understood throughout the organization? Five years from
now, what business does it wish to be in?
8 Does the firm define its business in terms of benefits its customers
want rather than in terms of goods and services?
II situation analysis
(sWot analysis)
8 Has one or more competitive advantages been identified in the SWOT
analysis?
8 Are these advantages sustainable against the competition?
A. Internal Strengths and Weaknesses
8 What is the history of the firm, including sales, profits, and organi-
zational philosophies?
I Business Mission
II Situation Analysis (SWOT
Analysis)
A. Internal Strengths and
Weaknesses
B. External Opportunities and
Threats
III Objectives
IV Marketing Strategy
A. Target Market Strategy
B. Marketing Mix
1. Product
2. Place/Distribution
3. Promotion
4. Price
V Implementation,
Evaluation, and Control
1Marketing Plan Outline
8 What is the nature of the firm and its current situation?
8 What are the firm’s resources (financial, human, time, experience, asset, skill)?
8 What policies inhibit the achievement of the firm’s objectives with respect to organization,
resource allocation, operations, hiring, training, and so on?
B. External Opportunities and Threats
8 Social: What major social and lifestyle trends will have an impact on the firm? What
action has the firm been taking in response to these trends?
8 ...
Mm8,9
The document discusses product differentiation and positioning strategies for companies. It defines differentiation as designing meaningful differences between a company's offering and competitors' offerings. Companies can differentiate their products, services, personnel, channels, and image. Positioning is designing the company's offering and image to occupy a distinctive place in customers' minds. When positioning, companies must decide how many benefits to promote and avoid errors like underpositioning or overpositioning.
EcoGeo-Writing-a-Feasibility-Study.pptx
This document outlines how to write an effective feasibility study. It explains that a feasibility study helps objectively evaluate the viability of a new business idea by assessing its marketing, management, and financial potential. The study typically includes a 10-30 page section describing the management and marketing aspects of the business, including products/services, market analysis, marketing plan, location, and competition. This section should be thorough yet concise, using headlines and bullet points to improve readability.
The Marketing plan
The document outlines the key components of developing and implementing an effective marketing plan. It discusses conducting a SWOT analysis and situational analysis in the planning phase. In the implementation phase, it covers identifying target markets using segmentation, targeting, and positioning (STP). It also discusses implementing the marketing mix of product, price, place, and promotion. The control phase involves evaluating performance using marketing metrics and making adjustments. The outcomes of an effective marketing plan include cohesiveness, understanding strengths and weaknesses, maximizing profits, and continual evaluation and improvement.
Business Management Course Outlines
The document provides an overview of a Business Management training program. The program aims to provide business owners and managers with fundamental management skills through a series of interactive seminars covering topics like customer relations, marketing, finance, and human resources. It consists of 21 modules taught over 24 days. Specific modules will teach skills like surveying the market, developing advertising strategies, improving selling skills, and more. The overall goal is to help participants become confident and proficient business people.
MKT 421 Final Exam | MKT 421 Final Exam Answers | Studentwhiz
This document outlines the course content and assignments for MKT 421 Final Exam. It includes discussion questions, individual writing assignments, and learning team assignments on topics like marketing definitions, research, strategies, and plans. The assignments involve selecting products/services and organizations to analyze, justifying marketing approaches, and developing phases of a marketing plan over 5 weeks of study.
How to Hire an Inside Sales Representative
1. Clarify Your Needs and Goals
Begin by defining the specific objectives and expectations for the Inside Sales Representative within your organization.
2.Be sure to also incorporate information about your company culture and the benefits of joining your team. Utilize HireQuotient's JD generator to craft compelling job descriptions.
3. Consider using EasySource to help you discover candidates from your internal and external candidate pools. EasySource's Candidate Discovery Module will automate candidate discovery based on the metrics you have set.
4.EasySource's AI will help you with your candidate screening. EasySource's Candidate Screening Module will scan the profiles of the candidates and ensure that they are aligned with your JDs.
5. EasySource can help you here as well where its Candidate Engagement Module will scan the candidate's profile and the JD you have created and craft compelling messages that make sure that these candidates respond to your outreach.
6.EasyAssess—which will help with the same. The assessment tools ensure that the candidate's relevant skills are closely examined and evaluated. You can examine a variety of assessments from our library of skill assessments.
7. Check References
Contact previous employers or colleagues to verify the candidate’s accomplishments, sales abilities, and impact in previous roles
8.ce to work.
K. Ensure a Smooth Onboarding Process
Facilitate a comprehensive onboarding process that introduces the new representative to your company’s sales processes, tools, and team members. A well-structured onboarding program is essential for setting them up for success in their new role.
To read the full article, visit
https://www.hirequotient.com/how-to-hire/inside-sales-representative
DEFINING YOUR COMPETITIVE STRATEGY
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The Marketing Planning Workbook
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
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This slide show complements our learner guide NCV 2 Entrepreneurship Hands-On Training by Pieter Bruwer & Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Steps to develop a career in marketing
The document outlines a 4 step process for developing a career in marketing:
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2. Investigate possible career opportunities in marketing such as brand management, sales, market research, advertising etc.
3. Research potential employers in marketing like 3M, Amazon, PepsiCo, Ford etc.
4. Develop a career search strategy including networking, attending company presentations, preparing your resume and practicing for interviews.
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The document provides information on various marketing strategies, including:
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2. Target marketing identifies distinct customer groups (market segmentation), selects segments to target, and positions products to communicate key benefits to the targeted segments.
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The document discusses the key components of a successful strategic sales plan in three phases. Phase I involves understanding customers, competitors, pricing and market factors. Phase II focuses on defining the ideal customer, competitive advantages, sales goals and conducting ongoing competitor analysis. Phase III emphasizes that the sales plan is dynamic and must be continuously maintained, adjusted and reviewed for the organization to continue to succeed. The sales plan is described as the "life blood" for an organization's ongoing success.
Presentation2
The document discusses the key components of a successful strategic sales plan in three phases. Phase I involves understanding customers, competitors, pricing and market factors. Phase II focuses on defining the ideal customer, competitive advantages, sales goals and conducting ongoing competitor analysis. Phase III emphasizes that the sales plan is dynamic and must be continuously maintained, adjusted and reviewed for the organization to continue to succeed. The sales plan is described as the "life blood" for an organization's ongoing success.
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IFTF Conference - How to Develop an Effective Business Plan
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The document provides guidance on developing an effective business plan. It discusses that a business plan clarifies a company's direction, allows a company to acquire capital and financing, and identifies goals. It recommends including an executive summary, company description, products/services, marketing plan, operational plan, management overview, financial plan, capital needs, risks/opportunities, and appendices. The marketing plan should include research on the target market and competition, as well as sales forecasts. The operational plan outlines daily operations, location, inventory, legal needs, staffing, and policies.Service marketing
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The impact of culture is so natural and automatic that its influ.docx
The impact of culture is so natural and automatic that its influence on behavior is usually taken for granted. An example here would be when consumer researchers ask people why they do certain things, they typically answer, “Because it’s the right thing to do.”
This seemingly superficial response partially reflects the ingrained influence of culture on our consumer behavior. Quite often, it is only when we are exposed to people with different cultural values or customs – such as when visiting a different region or a different country -- that we become more aware or informed of how culture has molded our own consumer behavior.
A true appreciation of the influence that culture has on our life requires some knowledge of other societies with different cultural characteristics. To understand why most Americans brush their teeth twice a day with flavored toothpaste requires some awareness that members of another society either do not brush their teeth at all or do so in a distinctly different manner than we do.
1. Why is the study and understanding of cultural variances so vitally important to marketers?
2. What are some culture behaviors that marketers try to exploit today?
3. I sometimes wonder about the current state of customer service in the airline industry (especially when I travel for work). To be specific, I've noticed, along with several others, a steady decline in customer service with some airlines over the past few years. We have also seen some prominent stories in the media and social networks where some customers were not treated well. My question is, can a loyalty/rewards program overcome recent negative customer service issues with some of these airlines?
4. I wonder if it makes sense for the parent company to place its name on all of its product and service offerings. For example, Walmart unveiled an ebook service. It's similar to Audible and I downloaded the app. However, I wonder if most consumers would even give Walmart a thought when first searching for a ebook or digital audio book? What do you think?
Some brands like to branch out into other area unrelated to their core product -- especially if the competition field is nonexistent or weak. They believe they can be successful in areas that lie outside of their product offering. For example, did you know that not long ago Frito-Lay, a company known for making salty snacks, actually introduced a powdery, sweet refreshment called Frito-Lay Lemonade? There was also Ben-Gay aspirin, Cracker Jack Cereal and Smucker's Premium Ketchup.
Why were these products a failure?
MKT 400 Brands
When selecting brands for your final project, please note that the brands may no longer be in the stages
identified below, but they should be from a prominent company that allows you discuss key brand
attributes, marketing mix elements, marketing strategies, and the role of stakeholders while the brand
was in this stage. If you are choosing your own brand from the respective categories, .
Why competitor analysis is crucial for your marketing strategy.pdf
"Are you wondering why competitor analysis is crucial for your marketing strategy?
It helps you understand your competitors better, identify new opportunities, and develop strategies to stay ahead of the competition!
"If you want to stay ahead of the competition, it's essential to keep an eye on what your competitors are doing.
Don't miss out on this essential step in your marketing plan!"
bit.ly/3mOaAic
And get a free trial today with Webmaxy bit.ly/3ouz0xm
#competitoranalysis #acompetitoranalysis #analyzecompetitors #competitorinfo #businesscompetitoranalysis #industrycompetitiveanalysis #competitormarketinganalysis #analysiscompetitors #analysisofcompetitors #competitiveanalysisinmarketing #competitiveanalysis #competitordata #competitorcomparison #competitoranalysismarketing #whatiscompetitoranalysis #competitorinsight #competitorsanalysis #analysecompetition #competitiveanalysisdefinition #competitiveanalysismarketing #competitoranalysis
Creating a Marketing Plan
A general overview on the steps to take, considerations to make, research to conduct, and guidelines to follow for creating a marketing plan for your organization.
Similar to 1. What differentiates the chosen business from others, and the ma.docx (20)
M a r k e t i n g P l a n O u t l i n eAs you read in C.docx
M a r k e t i n g P l a n O u t l i n eAs you read in C.docx
MKT 421 Final Exam | MKT 421 Final Exam Answers | Studentwhiz
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Why competitor analysis is crucial for your marketing strategy.pdf
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More from hacksoni
CAPS794 Presentation RubricLearning Outcome Assess the leader.docx
CAPS794 Presentation Rubric
Learning Outcome: Assess the leadership, human resources and organizational development needs associated with a firm’s strategic goals.
Presentation Content:
Your presentation is based on Greenwood Resources, Case #8 and should include:
· A Power Point presentation MUST also be included in conjunction with your Video
· An introduction and conclusion/recommendations must be included
· A brief overview of the case
· Applying concepts from Chapter 7 analyze their international strategy (reason for international expansion, entry mode, international strategy, etc.)
· Integrating concepts from chapter 8 discuss how Greenwood Resources adopted entrepreneurial strategies in its quest for growth.
· Must include references and citations when the thoughts or ideas are not your own
APA format
Add recording notes in the note section of the powerpoint below each slide, explaining in detail what the slide is explain.
This is not just SLIDES…. There has to be details that I will read on video explaining the context.. and it should flow as if you were giving a presentation in person
Levels of Achievement
Criteria
Does Not Meet Expectations or Missing
Needs Improvement
Meets Expectations
Demonstrates Mastery
Introduction and Conclusion
Weight 5%
0 to 72%
Introduction or Conclusion were missing.
73 to 79%
Failed to introduce self or purpose. Abrupt ending with no referencing.
80 to 93%
Introduced topic, purpose and self. General summary with appropriate referencing.
94 to 100%
Introduced topic, purpose and self along with an effective attention getter. Conclusion reinforced main points, appropriate referencing.
Body of the Presentation
Weight 50.00%
0 to 72 %
Several content areas are missing OR content areas are not addressed at the level of detail required.
73 to 79 %
A required content area may be missing OR some content demonstrates weak understanding of concepts being assessed and could be expanded upon.
80 to 93 %
Adequately addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in detail demonstrating a basic understanding of the concepts being assessed.
94 to 100 %
Addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in great detail demonstrating a strong understanding of the concepts being assessed.
Presentation Design
Weight
15%
0 to 72 %
Several content areas are not supported with information from the sim or textbook
73 to 79 %
Information from the simulation or the text is barely used or not used appropriately.
80 to 93%
Information from the simulation and the textbooks is used appropriately to support discussion and decisions.
94 to 100 %
Information from the simulation and the textbook is always used appropriately to support discussion and decisions with a high level of application to sim results.
Organization and Flow
Weight 10%
0 to 72 %
Information is not organized in a cl.
CAPSTONE CASE The Student will be required to read the Capstone.docx
CAPSTONE CASE:
The Student will be required to read the Capstone Case (page 476 of the course text) and respond to the 15 questions on page 483 & 484. Each question will require no less than a one-page response with appropriate references in APA format double-spaced, Times New Roman 12point font. Capstone case is due December 5, 2018, @ 9:00AM.
476
Presented here is the description of a serial homicide investigation in the 1960s that involved
the sexually motivated murders of seven mostly college-aged women in Michigan. The
discussion provided here draws primarily on Edward Keyes’s, The Michigan Murders.1 The
case is longer and more detailed than the other From the Case File chapter introductions.
It can serve as a capstone discussion of many of the issues covered in Criminal Investigation,
including the basic problems of criminal investigation, the value of eyewitness identifica-
tions, the value of other evidence, the potential value of DNA evidence, how proof can be
established, and the impact of technology on investigations. Questions for discussion and
review are presented at the conclusion of the case.
Appendix
Capstone Case
Capstone CASE
The Coed Murders
The nightmare began on the evening of July 10, 1967,
when nineteen-year-old Mary Fleszar did not return
to her apartment, which was located just a few
blocks from the Eastern Michigan University (EMU)
campus in Ypsilanti, Michigan. Mary was a student at
the university. As is the case in most missing person
investigations, the first task for investigators was to
determine when and where she was last seen. In
reconstructing the last known whereabouts of Mary,
an EMU police officer recalled seeing a girl matching
her description walking near campus at about
8:45 p.m. the night before she was reported missing.
She was alone. Another witness reported he had seen
the girl at about 9:00 p.m. that same night in the same
area, walking on the sidewalk. The witness reported
that a car had driven up next to her and stopped.
According to report the witness gave, the only person
in the vehicle was a young man, and the vehicle was
bluish-gray in color, possibly a Chevy. The witness said
it appeared that the young man inside the car said
something to Mary, she shook her head, and the car
drove off. Shortly thereafter, the same car passed the
witness’s house again and pulled into a driveway in
front of Mary, blocking her path. Mary walked around
the back of the car and continued down the sidewalk.
The car pulled out of the driveway and, tires squealing,
drove down the street. At this point the witness lost
sight of Mary and the vehicle. Mary was never again
seen alive.
On August 7, 1967, a heavily decomposed nude body
was found on farmland two miles north of Ypsilanti.
The body was identified as Mary Fleszar through
dental records. It was clear to investigators that the
cause of death was certainly not natural, accidental,
or suicide, given the area.
Capitalism emphasizes fostering individualism while socialism emphas.docx
Capitalism focuses on individualism which can lead to unequal distribution of resources, while socialism emphasizes collectivism but may lack incentives for innovation. A major criticism of socialism is that it does not provide sufficient motivation for technological progress compared to capitalist systems. Introducing collectivist values into a capitalist system could benefit society by encouraging greater consideration of others.
Capitão et al. Translational Psychiatry ( 2019) 930 httpsdoi.docx
A single dose of the antidepressant fluoxetine reduced neural activity in the amygdala-hippocampal region in response to angry facial expressions, compared to placebo, in adolescents with major depressive disorder. Fluoxetine also increased activity in the dorsal anterior cingulate cortex relative to placebo. There were no observed changes in symptoms after a single dose. These results demonstrate that fluoxetine has immediate effects on core components of the cortico-limbic circuitry involved in emotional processing, prior to any clinical changes in mood. The reduction in amygdala response to anger is consistent with previous evidence that fluoxetine reduces anger processing and could represent a mechanism through which it alleviates irritability symptoms in adolescent depression.
Capital in the Twenty-First CenturyCAPITAL IN THE.docx
Capital in the Twenty-First Century
CAPITAL IN THE
TWENTY-FIRST
CENTURY
Thomas Piketty
Translated by Arthur Goldhammer
The Belknap Press of Harvard University Press
CAMBRIDGE, MASSACHUSETTS LONDON, ENGLAND
2014
Copyright © 2014 by the President and Fellows of Harvard College
All rights reserved
First published as Le capital au XXI siècle, copyright © 2013 Éditions du Seuil
Design by Dean Bornstein
Jacket design by Graciela Galup
The Library of Congress has cataloged the printed edition as follows
Piketty, Thomas, 1971–
[Capital au XXIe siècle. English]
Capital in the twenty-first century / Thomas Piketty ; translated by Arthur Goldhammer.
pages cm
Translation of the author’s Le capital au XXIe siècle.
Includes bibliographical references and index.
ISBN 978-0-674-43000-6 (alk. paper)
1. Capital. 2. Income distribution. 3. Wealth. 4. Labor economics. I. Goldhammer, Arthur, translator. II. Title.
HB501.P43613 2014
332'.041—dc23
2013036024
Contents
Acknowledgments
Introduction
Part One: Income and Capital
1. Income and Output
2. Growth: Illusions and Realities
Part Two: The Dynamics of the Capital/Income Ratio
3. The Metamorphoses of Capital
4. From Old Europe to the New World
5. The Capital/Income Ratio over the Long Run
6. The Capital-Labor Split in the Twenty-First Century
Part Three: The Structure of Inequality
7. Inequality and Concentration: Preliminary Bearings
8. Two Worlds
9. Inequality of Labor Income
10. Inequality of Capital Ownership
11. Merit and Inheritance in the Long Run
12. Global Inequality of Wealth in the Twenty-First Century
Part Four: Regulating Capital in the Twenty-First Century
13. A Social State for the Twenty-First Century
14. Rethinking the Progressive Income Tax
15. A Global Tax on Capital
16. The Question of the Public Debt
Conclusion
Notes
Contents in Detail
List of Tables and Illustrations
Index
Acknowledgments
This book is based on fifteen years of research (1998–2013) devoted essentially to understanding the
historical dynamics of wealth and income. Much of this research was done in collaboration with
other scholars.
My earlier work on high-income earners in France, Les hauts revenus en France au 20e siècle
(2001), had the extremely good fortune to win the enthusiastic support of Anthony Atkinson and
Emmanuel Saez. Without them, my modest Francocentric project would surely never have achieved
the international scope it has today. Tony, who was a model for me during my graduate school days,
was the first reader of my historical work on inequality in France and immediately took up the British
case as well as a number of other countries. Together, we edited two thick volumes that came out in
2007 and 2010, covering twenty countries in all and constituting the most extensive database
available in regard to the historical evolution of income inequality. Emmanuel and I dealt with the US
case. We discovered the vertiginous growth of income of the top 1.
Capital-Equipment BudgetingCapital-equipment budgeting is typica.docx
Capital-Equipment Budgeting
Capital-equipment budgeting is typically related to the expansion of current services. This type of budget must be justified and requires a viability or return on investment analysis. Evaluate the advantages and disadvantages of financing options (e.g., mortgages and loans; lines of credit, leases; bond financing) for a specified capital improvement or equipment project.
Resources
Readings
1. Textbook:
Dropkin, M., Halpin, J., & LaTouche, B. (2007).
The budget-building book for nonprofits
(2nd ed.). Jossey-Bass.
Chapter 16: Allocating Administrative, Overhead, and Shared Costs
Chapter 17: Revising Draft Operating Budgets
Chapter 18: Zero-Based Budgeting (ZBB)
Chapter 19: Capital Budgeting
2. Video:
Rae, W, [ehowfinance]. (2009, February 6). Making a Budget: How to Create a 0-Based Budget [Video File]. Retrieved from
https://youtu.be/4HNFnNrSNjA (Links to an external site.)
Recommended Readings
1. Websites:
SAMHSA. (n.d.) Grants. Substance Abuse and Mental Health Services Administration. Retrieved from
https://www.samhsa.gov/Grants (Links to an external site.)
National Institute of Health (NIH). (2015). Grants and funding: NIH's central resource for grants and funding information. National Institute of Health (NIH). Retrieved from
http://grants.nih.gov/grants/oer.htm
.
Capital StructureCreate an argument for a publically traded heal.docx
Capital Structure
Create an argument for a publically traded health care organization to issue stocks or bonds as part of its capital structure. Provide support for your position.
Imagine that a publicly traded health care organization has just experienced a downgrade in its credit rating from a rating agency, such as Moody’s or Standard & Poor’s. Determine the most likely impact that this event would have on the publically traded health care organization. Indicate an approach that management could take to minimize the impact that you have determined. Provide support for your rationale.
Use at least one reference:
.
Capital RationingCompare and contrast the Internal Rate of Retur.docx
Capital Rationing
Compare and contrast the Internal Rate of Return (IRR), the Net Present Value (NPV) and Payback approaches to capital rationing. Which do you think is better? Why? Provide examples and evidence from two articles from ProQuest to support your position. Your post should be 200-250 words in length.
.
Capital in the Twenty- First CenturyCAPITAL IN.docx
Capital in the Twenty- First Century
CAPITAL IN THE
TWENTY-FIRST
CENTURY�Th omas Piketty
Translated by Arthur Goldhammer
Th e Belknap Press of Harvard University Press
Cambridge, Massachusetts
London, England
2014
Copyright © 2014 by the President and Fellows of Harvard College
All rights reserved
Printed in the United States of America
First published as Le capital au X XI siècle,
copyright © 2013 Éditions du Seuil
Design by Dean Bornstein
Library of Congress Cataloging- in- Publication Data
Piketty, Th omas, 1971–
[Capital au X XIe siècle. En glish]
Capital in the twenty- fi rst century / Th omas Piketty ; translated by Arthur Goldhammer.
pages cm
Translation of the author’s Le capital au X XIe siècle.
Includes bibliographical references and index.
ISBN 978- 0- 674- 43000- 6 (alk. paper)
1. Capital. 2. Income distribution. 3. Wealth. 4. Labor economics.
I. Goldhammer, Arthur, translator. II. Title.
HB501.P43613 2014
332'.041—dc23
2013036024
Contents
Ac know ledg ments . vii
Introduction . 1
Part One: Income and Capital
1. Income and Output . 39
2. Growth: Illusions and Realities . 72
Part Two: Th e Dynamics of the Capital/Income Ratio
3. Th e Metamorphoses of Capital . 113
4. From Old Eu rope to the New World . 140
5. Th e Capital/Income Ratio over the Long Run . 164
6. Th e Capital- Labor Split in the Twenty- First Century . 199
Part Th ree: Th e Structure of In e qual ity
7. In e qual ity and Concentration: Preliminary Bearings . 237
8. Two Worlds . 271
9. In e qual ity of Labor Income . 304
10. In e qual ity of Capital Own ership . 336
11. Merit and Inheritance in the Long Run . 377
12. Global In e qual ity of Wealth in the Twenty- First Century . 430
Part Four: Regulating Capital in the Twenty- First Century
13. A Social State for the Twenty- First Century . 471
14. Rethinking the Progressive Income Tax . 493
15. A Global Tax on Capital . 515
16. Th e Question of the Public Debt . 540
Conclusion . 571
Notes . 579
Contents in Detail . 657
List of Tables and Illustrations . 665
Index . 671
vii
Ac know ledg ments
Th is book is based on fi ft een years of research (1998– 2013) devoted essentially
to understanding the historical dynamics of wealth and income. Much of this
research was done in collaboration with other scholars.
My earlier work on high- income earners in France, Les hauts revenus en
France au 20e siècle (2001), had the extremely good fortune to win the enthu-
siastic support of Anthony Atkinson and Emmanuel Saez. Without them, my
modest Francocentric project would surely never have achieved the interna-
tional scope it has today. Tony, who was a model for me during my graduate
school days, was the fi rst reader of my historical work on in e qual ity in France
and immediately took up the British case as well as a number of other coun-
tries. Together, we edited two thick volumes that came out in 2007 and 2010,
covering twenty countries in all and constituting .
Capital Investment EvaluationSelect one of the capital investmen.docx
This document discusses capital investment evaluation methods from Chapter 10 and asks the reader to select one method, explain its strengths and weaknesses, take a position on whether it should be used, and support their position with at least two scholarly sources.
Capacity ToolkitWhat is ‘capacity’ How do I decide whethe.docx
Capacity Toolkit
What is ‘capacity’?
How do I decide whether a person has the capacity
to make their own decisions?
Information for government and community workers,
professionals, families and carers in New South Wales.
Information for government and community workers,
professionals, families and carers in Tasmania.
Aged Care and Rehabilitation Clinical Network
Depar tment of Health and Human Ser vices
© State of New South Wales through the Attorney
General’s Department of NSW 2008. You may
copy, distribute, display, download and otherwise
freely deal with this work for any purpose,
provided that you attribute the Attorney General’s
Department of NSW as the owner. However, you
must obtain permission if you wish to (a) charge
others for access to the work (other than at cost),
(b) include the work in advertising or a product for
sale, or (c) modify the work.
Disclaimer: This document has been prepared
by the Attorney General’s Department of NSW for
general information purposes. While every care has
been taken in relation to its accuracy, no warranty
is given or implied. Further, recipients should obtain
their own independent advice before making any
decisions that rely on this information.
ISBN: 978-1-921301-56-8
80072 CP-Capacity Toolkit booklet reprint.indd 2 12/6/08 9:06:20 AM
Reprinted June 200
© State of New South Wales through the
Department of Justice and Attorney General 2008.
You may copy, distribute, display, download and
otherwise freely deal with this work for any purpose,
provided that you attribute the Department of Justice
and Attorney General as the owner. However, you
must obtain permission if you wish to (a) charge
others for access to the work (other than at cost),
(b) include the work in advertising or a product for
sale, or (c) modify the work.
Disclaimer: This document has been modifi ed by
the Department of Health and Human Services,
Tasmania (December 2009) for general information
purposes. While every care has been taken in
relation to its accuracy, no warranty is given or
implied. Further, recipients should obtain their own
independent advice before making any decisions
that rely on this information.
This document is based in large part on
the New South Wales Capacity Toolkit. The
Department of Health and Human Services
Tasmania acknowledges the initial work of
the NSW Department of Justice and Attorney
General in producing the original resource.
Capacity Toolkit
Information for government and community workers,
professionals, families and carers in New South Wales.
80072 CP-Capacity Toolkit booklet reprint.indd 3 12/6/08 9:06:21 AM
How to use the Toolkit - see page 13
Information for government and community workers,
professionals, families and carers in Tasmania.
Capacity Toolkit4
Foreword 6
Section 1 9
Capacity at a glance 10
Who is the Toolkit for? 11
How do I use the Toolkit? 13
Section 2 17
What is capacity? 18
Section 3 25
Capacity .
Capital Investment 5Sources of Finance for the Proposed .docx
Capital Investment 5
Sources of Finance for the Proposed CI Project and the Gap between the Theory and Practice of Capital Budgeting
By
Course
Tutor
University
City/State
Date
Introduction Comment by Ufuk Misirlioglu: No need along introduction, and add a very limited contribution.
Capital budgeting is one of the key processes businesses use to determine the potential of projects succeeding or failing to recuperate the initial financial investments. The process is very critical when large companies want to expand or introduce huge assets, which probably require colossal amounts of first cash investment as well as maintenance. These investments and projects can range from constructing massive new production plants to other long-term schemes. In such instances, business capital investment managers often spend a significant amount of time assessing the new project’s prospective lifetime success, including the cash outflows and inflows. This investment appraisal process is important in evaluating whether the potential outcomes or revenues generated can meet the target benchmark.
After achieving a successful capital budgeting plan, it is critical that a firm evaluates its prospective financial sources to fund the proposed projects. For example, based on its financial position, the projected amount of investment capital, and the repayment duration, an organization can either opt for a bank loan or sells its equity to other potential investors. That being said, Foster Construction Ltd needs to assess a wide range of possible financiers to support the purchase of the new ALII. This paper, therefore, mainly discusses some of these capital financing proposals the company can explore, with the last section detailing the existing gap between theory and practice of capital budgeting.
Discussion
A. Sources of Finance for the Proposed CI Project
Foster is a reputable company and boasts of a sizeable annual revenue-meaning that the firm cannot struggle to pay its debts. We truly have quite a range of options that can assist us to fund the new ALII capital project as a private firm. The following are some of the two most viable financial alternatives for the organization:
Firstly, I propose we obtain a short-term loan, probably payable within four years, from a renowned financial institution or commercial bank. I strongly believe a short-term loan can assist the Foster Construction Ltd to buy and maintain the modern ALII crane and restore the old one for the next four years. However, there are critical factors that must be considered before identifying the right financier and the amount we can apply. Current and projected inflation rates in the country will definitely play a central role. We must also consider the interest rates offered by each particular organization to determine the lowest repayable amount within the four years. Comment by Ufuk Misirlioglu: Mismatch. Comment by Ufuk Misirlioglu: This is not a short-term. Comment by .
Capital Investment Case Waterways Corporation is a private.docx
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
Capital Budgeting ProcessComplete an APA-formatted two-page paper .docx
Capital Budgeting Process
Complete an APA-formatted two-page paper (not including the title and reference pages) answering the following questions.
Organizations that decide to issue bonds generally go through a series of steps. Discuss the six steps.
An alternative to traditional equity and debt financing is leasing. Leasing is undertaken primarily for what purposes?
Discuss the two major types of leases.
Discuss the terms short-term borrowing and long-term financing.
What are the primary sources of equity financing for not-for-profit healthcare organizations?
The capital budgeting process occurs in several stages, but generally includes what?
Discuss and list the three discounted cash flow methods.
.
Can We Know the Universe The following excerpt was publ.docx
Can We Know the Universe?
The following excerpt was published in Broca's Brain (1979).
by Carl Sagan
"Nothing is rich but the inexhaustible wealth of nature. She shows us only
surfaces, but she is a million fathoms deep." — Ralph Waldo Emerson
Science is a way of thinking much more than it is a body of knowledge.
Its goal is to find out how the world works, to seek what regularities
there may be, to penetrate the connections of things—from subnuclear
particles, which may be the constituents of all matter, to living
organisms, the human social community, and thence to the cosmos as a
whole. Our intuition is by no means an infallible guide. Our
perceptions may be distorted by training and prejudice or merely
because of the limitations of our sense organs, which, of course,
perceive directly but a small fraction of the phenomena of the world.
Even so straightforward a question as whether in the absence of friction
a pound of lead falls faster than a gram of fluff was answered
incorrectly by Aristotle and almost everyone else before the time of
Galileo. Science is based on experiment, on a willingness to challenge
old dogma, on an openness to see the universe as it really is.
Accordingly, science sometimes requires courage—at the very least the
courage to question the conventional wisdom.
Beyond this the main trick of science is to really think of something: the
shape of clouds and their occasional sharp bottom edges at the same
altitude everywhere in the sky; the formation of the dewdrop on a leaf;
the origin of a name or a word—Shakespeare, say, or "philanthropic";
the reason for human social customs—the incest taboo, for example;
how it is that a lens in sunlight can make paper burn; how a "walking
stick" got to look so much like a twig; why the Moon seems to follow us
as we walk; what prevents us from digging a hole down to the center of
the Earth; what the definition is of "down" on a spherical Earth; how it
is possible for the body to convert yesterday's lunch into today's muscle
and sinew; or how far is up—does the universe go on forever, or if it
does not, is there any meaning to the question of what lies on the other
side? Some of these questions are pretty easy. Others, especially the
last, are mysteries to which no one even today knows the answer. They
are natural questions to ask. Every culture has posed such questions in
one way or another. Almost always the proposed answers are in the
nature of "Just So Stories," attempted explanations divorced from
experiment, or even from careful comparative observations.
But the scientific cast of mind examines the world critically as if many
alternative worlds might exist, as if other things might be here which
are not. Then we are forced to ask why what we see is present and not
something else. Why are the Sun and the Moon and the planets
spheres? Why not pyramids, or cubes, or dodecahedra? Why not
irregular, jumbly shapes? Why so sym.
Capital Budgeting and Dividend PolicyWe examined two very import.docx
Capital Budgeting and Dividend Policy
We examined two very important topics in finance this week; Capital Budgeting and Dividend Policy.
Critically reflect on the importance of selecting the right projects in which to invest capital. Do we always select those projects that have the highest return on investment? What other factors play into capital budgeting decisions?
We also looked at dividend policy. What incentive is there for a company to pay dividends? What signals does dividend policy provide to investors?
.
Cape Town contends with worst drought in over a century By D.docx
Cape Town contends with worst drought in over a century
By Derek Van Dam, CNN Meteorologist
Updated 1:35 PM ET, Thu June 1, 2017
(CNN)The worst drought in a century is forcing the most stringent water restrictions ever implemented
for South Africa's second largest city.
Cape Town has less than 10% of its useable water remaining for its nearly 4 million residents. The city
is implementing Level 4 water restrictions, which ask residents to limit daily usage to 100 liters (26
gallons) per person. The measure is meant to reduce demand and conserve what little water is still
available and means significant sacrifices for residents.
http://www.capetown.gov.za/media-and-news/Water%20resilience%20a%20heightened%20approach%20to%20avoiding%20water%20shortages%20and%20achieving%20long-term%20water%20security
For Cape Town resident Suzanne Buckley, the restrictions mean adapting to a new lifestyle.
"We have buckets in our shower and bathroom sink to save excess water," Buckley said. "The gray
water is then used to flush our toilets."
The restrictions are in effect across the city in an aggressive effort to preserve its remaining drinking
water, but it may not be enough. South Africa ranks as the 30th driest country in the world and is
considered a water-scarce region. A highly variable climate causes uneven distribution of rainfall,
making droughts even more extreme.
Speaking to CNN, Cape Town Executive Mayor Patricia de Lille explained her concerns about the
growing water crisis. "Climate change is a reality and we cannot depend on rainwater alone to fill our
dams but must look at alternative sources like desalination and underground aquifers."
The Western Cape, one of the country's nine provinces and home to Cape Town, experiences its
annual rainy season during the winter months (June-September). Capetonians are likely several weeks
away from any substantial, drought-relieving rainfall. Even then, predictions are dire for this winter as a
potential El Niño develops off the west coast of South America, according to the Climate Prediction
Center. If El Niño does materialize, it would have a negative effect on rainfall across the Western Cape.
Severe water restrictions
The average American uses between 80 and 100 gallons (302-378 liters) of water per day. This
includes flushing toilets, taking showers or baths, brushing teeth, running dishwashers and
watering lawns.
Imagine restricting daily water use to 25 gallons. Some of the most basic tasks involving water that
we take for granted would be eliminated or severely restricted.
For Cape Town resident Kathy Basso, saving water has meant adopting the "if it's yellow let it mellow, if
it's brown flush it down campaign," a simple and effective measure that saves nearly 10 liters of water
per flush, and has been promoted by city officials.
Hotels across the city are closing their pools and asking patrons to be water .
Cape Cod Wind project Please respond to the followingThe Cape.docx
"Cape Cod Wind project" Please respond to the following:
The Cape Cod Wind Project is not only an important environmental issue, but also an important political one. From the e-Activity, either justify or challenge the appropriateness of the government's influence. Provide an argument to justify your position.
"Cape Cod Town Upset About Planned Wind Farm." WCVBtv. 1 October 2010. YouTube. (2 min 54 s), Then use the Internet or the Strayer Library to research the government's role in the Cape Cod Wind Project. Be prepared to discuss.
.
Capella Career Center Last updated 62216 1 COMPE.docx
Capella Career Center | Last updated: 6/22/16 1
COMPETENCY TRANSLATOR
FROM THE CAPELLA CAREER CENTER
COMPETENCY TRANSLATOR
This resource provides a format for capturing what you learn throughout your program and documenting how you have demonstrated
the skills required for your positions of interest. Possible uses for this information include: resume accomplishment statements,
interview responses, performance review conversations, promotion proposals, and salary negotiations.
View the Competency Translator Example to see sample language.
The purpose of Chart 1 below is to encourage you to reflect on and record what you’ve learned and how you might apply it in your
career. Start early in your program so you can easily refer to the information throughout (and after) your program!
Course name
(Optional:
Include
description
from catalog)
List of required
competencies
(From competency
map in course)
Key project/
Demonstration of
learning/Skills acquired
(Be specific as this could be
included in resume and
performance review)
Possible application
of learning
(Where and how could
you apply this
learning?)
Actual
application of
learning
(Where and how
did you apply
this)?
Artifact
example
(I.e. proposal,
lesson plan, or
budget)
Career goal
check in
(How has
this class
influenced your
career goal?)
http://assets.capella.edu/campus/career-center/competency-translator.pdf
Capella Career Center | Last updated: 6/22/16 2
COMPETENCY TRANSLATOR
FROM THE CAPELLA CAREER CENTER
Chart 2 prompts you to research the skills required for specific jobs and identify how you demonstrate those skills.
Job or career goal
of interest
Requisite skill
(Find on job posting,
LinkedIn profiles, and
networking)
Best demonstration of
each skill
(Reflect on degree
program, volunteer and
work experience)
CARD example
(Write specific example in bullet or narrative form
using CARD format)
Challenge – Problem, goal, or requirement in the
example
Action – Specific actions you took to resolve the challenge, solve the
problem or meet the requirement
Result –Benefit resulting in specific and measurable terms
Details* - Clarifying details to provide context, consider these
questions: how many, how much, how long, and how often.
Artifact example
(List tangible item such as
proposal, lesson plan, or
budget) to highlight on
LinkedIn, website, or
portfolio
Refer to the following resources for more information on how to leverage your academic learning to reach your career goals!
Please help us: Share your quick feedback on this tool!
Competencies in Action Resumes Cover letters Portfolio and Work Samples Interviewing
https://capellauniversity.co1.qualtrics.com/SE/?SID=SV_d0uqwTRLcoq6kS1
http://assets.capella.edu/campus/career-center/competencies-in-action.pdf
https://campus.capella.edu/web/career-center/job-search-tools/resumes
https://campus.
Cape Town Water Crisis and the Efficient Use of Scarce Water B.docx
The document discusses Cape Town's water crisis from 2015-2017 due to a severe drought. Some key points:
- Cape Town's population grew 79% from 1995 to 2018, straining water supplies. Water levels dropped to 10% capacity by May 2017.
- Strict water restrictions were implemented from 2016-2017 as the crisis worsened, limiting usage to 50 liters/person/day by September 2017. "Day Zero" was set for April 2018 when taps would be shut off.
- While the intense drought has ended, Cape Town is not yet free from water scarcity issues due to population growth. Desalination plants and more efficient dam systems are proposed solutions.
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