114
Building a Brand:
The Saturn Story
David A. Aaker
O n January 7 of 1985, Saturn Corporation was announced by GeneralMotors' Chairman Roger Smith, who called it "the key to GM'slong-term competitiveness, survival, and success as a domestic pro-
ducer."' Its mission, in part, was to market compact vehicles "developed
and manufactured in the U.S. that are world leaders in quality, cost, and
customer satisfaction."^ Saturn was not only an ambitious undertaking for
General Motors, but a critical one in light of the major inroads that imports
had made, especially in compact vehicles. The import competitors, who
had relentlessly increased their quality over time, represented a significant
challenge to General Motors. The Saturn project was pursued at a time
when many felt that U.S. manufacturers had no chance to make world-class
compact cars and GM had itself aborted several efforts to do so.
After two years on the market, the initial results of the Saturn project are
in. Saturn has built from scratch one of the strongest brands in the U.S.,
suggesting comparisons with the Ford Mustang of the 1960s, the Ford Pinto
of the 1970s, and the Ford Taurus of the 1980s. However, building a brand
may not be as difficult as maintaining its momentum tactically and man-
aging it strategically. In Saturn's case, success creates its own problems
and options.
Saturn: A Strong Brand?
There are no generally accepted measures of brand equity. However, several
brand equity conceptualizations do have measurement implications. One is
that a strong brand should demonstrate market leadership as measured by
sales or market share. Two leading brand equity researchers, Jean-Noel
Kaupferer in Europe and Larry Light in New York, both use market leader-
ship as a basis of a brand strength definition.^ The editors of Brandweek
Building a Brand: The Saturn Story 115
support this perspective by using sales as the measure of brand strength in
their annual SuperBrands analysis.
In terms of sales, it can be argued that Saturn achieved a leadership posi-
tion. Saturn sold 196,126 cars during its second year, 1992, which made it
the tenth highest selling brand out of some 200 plus brand names—the
fourth highest if fleet and cash rebate sales are excluded. Sales would have
been substantially higher had there not been production limitations. At the
end of the 1992 model year, there was a five-day Saturn inventory in a
market where virtually all other brands were awash with cars and shouting
about deals and promotions. Further, because Satum sold substantially
more cars per dealer in 1992 than competitors (Satum had 225 dealers vs.
approximately 800 for Honda, 1,000 for Toyota, and many more for Ford
and Chevrolet), it can be argued that Satum was the leading brand in
regional and local markets.
A second common perspective on brand equity is that it reflects the price
premium that people are prepared to pay for the brand name. Peter Farquhar
is among several who have define ...
15 Stocks to BUY for 2015 HelpConnect Sign upLog inMost.docxhyacinthshackley2629
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Most Read on Forbes
10/30/2009 @ 10:00AM
Bevy Of
Lessons
triggered frequent retellings of the many ways in which GM missed an
opportunity to recast itself and the auto industry. But other manufacturers
what not to do–as the auto industry adjusts to the post-financial crisis world.
once cited Saturn’s strategy
brand as an example for his students. Wharton operations and information
management professor Morris A. Cohen describes its system for distributing
replacement parts to its retailers as an industry model. And Lawrence G.
Hrebiniak, a management professor at Wharton, says that in its early years,
Saturn made “innovation a corporate strategy.”
One of those lessons is the importance of persistence. “Saturn started out on
the right foot–as an autonomous division with market focus and an emphasis
on quality,” says Hrebiniak. But the brand and its parent failed to sustain the
effort. “It ended up on the wrong foot–with internal squabbles, and
production- and cost-driven focus.”
GM seemed to tire of the Saturn effort after just a few years, notes John Paul
MacDuffie, a Wharton management professor and co-director of the
International Motor Vehicle Program. “The story of Saturn is not so much the
boldness of the ideas, but that GM was unable to follow through. It just never
figured out how to take the lessons that could be learned at Saturn and apply
them elsewhere.”
Top Tips: 12 Ways To Bounce Back From Failure
Top Tips: 16 Must-Try Marketing Maneuvers
Though Saturn’s early years are widely viewed as golden, it was telling that it
took more than six years to bring the first Saturn to market, according to
MacDuffie. “I think there was some ground lost right there,” he says, as GM
raised such high expectations for the company and the car, and then took so
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The 2015 30 Under 30
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Saturn's Implosion Provides A Bevy Of Lessons - Forbes
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Innovation Strategy
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Sheet1Task Name Responsible Start Date End Date Duration Status Sprint 1Jacob 3-Sep13-Sep10Complete Feature 1Kennedy 3-Sep7-Sep4CompleteFeature 2Alex 7-Sep12-Sep5CompleteFeature 3Shari 9-Sep13-Sep4Overdue Sprint 2Shari 16-Sep24-Sep8In progress Feature 4Frank16-Sep17-Sep1In progress Feature 5Alex 17-Sep21-Sep4Not started Feature 6Jacob 22-Sep24-Sep2Not started Sprint 3Jacob 25-Sep5-Oct10Not started Feature 7Jacob 25-Sep29-Sep4Not started Feature 8Frank24-Sep2-Oct8Not started Feature 9 Alex 2-Oct5-Oct3Not started
Sheet2
Sheet3
General Motors
Table of Contents
1.0:Abstract 3
2.0:Introduction 4
3.0: Internal Strategic Analysis 5
4.0Internal Strengths 7
5.0Internal Weaknesses 9
6.0: Leadership 10
7.0:Customer and Market Focus 11
8.0:Human Resource 13
9.0:Quality Management System 16
10.0:Process Management (HR) 17
11.0: Conclusion18
12.0:References20
Abstract
General Motor (GM) is a multinational automobile manufacturer. The company was founded in 1908 in Flint, Michigan by William Durant and Charles Mott. At present, GM is the second largest automaker after Toyota as measured according to the global industry sales. A key competitive edge that GM has compared with its competitors is its innovative designs and products. The purpose of this paper is to study the company based on the Malcolm Baldrige National Quality Award criteria. GM’s key strategic objectives are place the company to be competitive, satisfy customers, remain solid growth in global vehicle sales, and continually invest to dedicate to improving cultural, economic, educational, environmental, and social aspects of the communities. The paper will look into; internal analysis of GM strategic plan, leadership, customer analysis, human resource analysis, and business process management within the organization.
A key to GM’s success is its management. Without efficient management GM would not have been able to sell and finance its vehicles globally. Success does not mean that the company is not facing any impending threats. Threats for the company do exist in the industry, especially in terms of high cost and brand dilution. In order to avoid them, GM needs to reduce the cost of its vehicles and to add GM letters in all of its brands to increase the awareness among its .
15 Stocks to BUY for 2015 HelpConnect Sign upLog inMost.docxhyacinthshackley2629
15 Stocks to BUY for 2015 Help|Connect |Sign up|Log in
Most Read on Forbes
10/30/2009 @ 10:00AM
Bevy Of
Lessons
triggered frequent retellings of the many ways in which GM missed an
opportunity to recast itself and the auto industry. But other manufacturers
what not to do–as the auto industry adjusts to the post-financial crisis world.
once cited Saturn’s strategy
brand as an example for his students. Wharton operations and information
management professor Morris A. Cohen describes its system for distributing
replacement parts to its retailers as an industry model. And Lawrence G.
Hrebiniak, a management professor at Wharton, says that in its early years,
Saturn made “innovation a corporate strategy.”
One of those lessons is the importance of persistence. “Saturn started out on
the right foot–as an autonomous division with market focus and an emphasis
on quality,” says Hrebiniak. But the brand and its parent failed to sustain the
effort. “It ended up on the wrong foot–with internal squabbles, and
production- and cost-driven focus.”
GM seemed to tire of the Saturn effort after just a few years, notes John Paul
MacDuffie, a Wharton management professor and co-director of the
International Motor Vehicle Program. “The story of Saturn is not so much the
boldness of the ideas, but that GM was unable to follow through. It just never
figured out how to take the lessons that could be learned at Saturn and apply
them elsewhere.”
Top Tips: 12 Ways To Bounce Back From Failure
Top Tips: 16 Must-Try Marketing Maneuvers
Though Saturn’s early years are widely viewed as golden, it was telling that it
took more than six years to bring the first Saturn to market, according to
MacDuffie. “I think there was some ground lost right there,” he says, as GM
raised such high expectations for the company and the car, and then took so
NEWS People Places Companies
[email protected] Wharton
+ show more
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Goes BerserkGoes Berserk +154,544 views
Galaxy S6 'Beats' iPhone 6: Samsung Galaxy S6 'Beats' iPhone 6: Samsung
Smack Talk BeginsSmack Talk Begins +152,462 views
Samsung Galaxy S6 Will Cost Over Samsung Galaxy S6 Will Cost Over
$1000?$1000? +71,000 views
Latest Derrick Rose Injury Is Latest Derrick Rose Injury Is
Devastating Blow For Adidas BasketballDevastating Blow For Adidas Basketball
+39,882 views
A Drug Recall That Should Frighten Us A Drug Recall That Should Frighten Us
All About The FDAAll About The FDA +37,042 views
2
0
Tweet
0
0
0
5
New PostsNew Posts
+18 posts this hour+18 posts this hour
Most Most PopularPopular
America's Youngest Billionaires
ListsLists
The 2015 30 Under 30
VideoVideo
30 Under 30
Saturn's Implosion Provides A Bevy Of Lessons - Forbes
Scan the latest news and
headlines in a single stream.
Get ahead of the pack here »
Innovation Strategy
Strategyn Helps Businesses
Identify.
Sheet1Task Name Responsible Start Date End Date Duration Status Sp.docxmaoanderton
Sheet1Task Name Responsible Start Date End Date Duration Status Sprint 1Jacob 3-Sep13-Sep10Complete Feature 1Kennedy 3-Sep7-Sep4CompleteFeature 2Alex 7-Sep12-Sep5CompleteFeature 3Shari 9-Sep13-Sep4Overdue Sprint 2Shari 16-Sep24-Sep8In progress Feature 4Frank16-Sep17-Sep1In progress Feature 5Alex 17-Sep21-Sep4Not started Feature 6Jacob 22-Sep24-Sep2Not started Sprint 3Jacob 25-Sep5-Oct10Not started Feature 7Jacob 25-Sep29-Sep4Not started Feature 8Frank24-Sep2-Oct8Not started Feature 9 Alex 2-Oct5-Oct3Not started
Sheet2
Sheet3
General Motors
Table of Contents
1.0:Abstract 3
2.0:Introduction 4
3.0: Internal Strategic Analysis 5
4.0Internal Strengths 7
5.0Internal Weaknesses 9
6.0: Leadership 10
7.0:Customer and Market Focus 11
8.0:Human Resource 13
9.0:Quality Management System 16
10.0:Process Management (HR) 17
11.0: Conclusion18
12.0:References20
Abstract
General Motor (GM) is a multinational automobile manufacturer. The company was founded in 1908 in Flint, Michigan by William Durant and Charles Mott. At present, GM is the second largest automaker after Toyota as measured according to the global industry sales. A key competitive edge that GM has compared with its competitors is its innovative designs and products. The purpose of this paper is to study the company based on the Malcolm Baldrige National Quality Award criteria. GM’s key strategic objectives are place the company to be competitive, satisfy customers, remain solid growth in global vehicle sales, and continually invest to dedicate to improving cultural, economic, educational, environmental, and social aspects of the communities. The paper will look into; internal analysis of GM strategic plan, leadership, customer analysis, human resource analysis, and business process management within the organization.
A key to GM’s success is its management. Without efficient management GM would not have been able to sell and finance its vehicles globally. Success does not mean that the company is not facing any impending threats. Threats for the company do exist in the industry, especially in terms of high cost and brand dilution. In order to avoid them, GM needs to reduce the cost of its vehicles and to add GM letters in all of its brands to increase the awareness among its .
CASE STUDY COMMENTARY• Individual written task in Harvard sty.docxmoggdede
CASE STUDY COMMENTARY
• Individual written task in Harvard style format, cover page, table of contents, blocked text and reference list.
• The student must build a coherent discussion or argument in essay format, analyzing theories and models. Ethical theories, legal cases and case studies may be referred to when providing examples. Cite all sources.
• Students must write in complete sentences and develop paragraphs. No bullet points are allowed. Provide spacing between the sentences.
• Prepare and Introduction, Body, and Conclusion paragraphs.
• Sources must be used, identified, and properly cited.
• Format: PDF submitted through Turnitin
• The answers should analyse the following based on the case study provided with this task below the Rubrics:
1. Identify and explain the relevant parties in this case study?
2. Identify and explain in order the ethical issues related to each party involved in this case study? Cite your sources.
3. What ethical theories can each party use to support their behavior or decisions? Cite your sources.
4. Identify and discuss the points of law raised in the case? Cite your sources.
5. Identify and explain an additional case that supports or differentiates this case/situation.
Case study:
Cyber Harassment
In many ways, social media platforms have created great benefits for our societies by expanding and diversifying the ways people communicate with each other, and yet these platforms also have the power to cause harm. Posting hurtful messages about other people is a form of harassment known as cyberbullying. Some acts of cyberbullying may not only be considered slanderous, but also lead to serious consequences. In 2010, Rutgers University student Tyler Clementi jumped to his death a few days after his roommate used a webcam to observe and tweet about Tyler’s sexual encounter with another man. Jane Clementi, Tyler’s mother, stated, “In this digital world, we need to teach our youngsters that their actions have consequences, that their words have real power to hurt or to help. They must be encouraged to choose to build people up and not tear them down.”
In 2013, Idalia Hernández Ramos, a middle school teacher in Mexico, was a victim of cyber harassment. After discovering that one of her students tweeted that the teacher was a “bitch” and a “whore,” Hernández confronted the girl during a lesson on social media etiquette. Inquiring why the girl would post such hurtful messages that could harm the teacher’s reputation, the student meekly replied that she was upset at the time. The teacher responded that she was very upset by the student’s actions. Demanding a public apology in front of the class, Hernández stated that she would not allow “young brats” to call her those names. Hernández uploaded a video of this confrontation online, attracting much attention.
While Hernández was subject to cyber harassment, some felt she went too far by confronting the student in the classroom.
Case Study Chapter 5 100 wordsTranscultural Nursing in the.docxmoggdede
Case Study Chapter 5
100 words
Transcultural Nursing in the Community Community health clients belong to a variety of cultural groups. To gain acceptance, nurses must strive to introduce improved health practices that are presented in a manner consistent with clients’ cultural values. The student nurse is going to visit two different homes with the community health nurse with different cultural beliefs. 1. In preparation for the student nurse’s visits to two different homes, what five transcultural principles will assist in guiding community health nursing practice in these settings? 2. During the first visit, the student nurse has to conduct a cultural assessment by questioning the patient and observing the family dynamics. The community health nurse has requested that the student nurse assess for appropriate information in six major areas. What six major areas should the student nurse consider? 3. After the conclusion of the first visit, the community health nurse cautions the student nurse to be consciously aware of any ethnocentrism attitudes toward other cultures and the importance of cultural diversity. What is ethnocentrism and why is it so important to be conscious of cultural diversity?
.
Case Study Chapter 10 Boss, We’ve got a problemBy Kayla Cur.docxmoggdede
Case Study: Chapter 10
Boss, We’ve got a problem
By Kayla Curry
Background
Charlie Upton was the most beloved citizen of the close knit village of Summit. Everyone knew and respected Charlie. As a 17 year veteran of the police department, he was valued and admired for his unyielding care for the community. Charlie Upton gained acclaim for his heavy involvement in youth activities. He coached the boys pee-wee football team to victory in back to back seasons. He was known to get passionate about a bad call by referees. Coach Upton cared so much for his team, he generously offered to reward the team with a trip to Disney World. The man was even President of the local school board at one time. The highlight of the Christmas season was when he would dress up as a convincing Santa Claus for all of Summit’s children and visit the elementary schools.
Cont.
Charlie Upton’s popularity within Summit was unparalleled. Upton was known to rub shoulders with the Village’s elite. Primarily Village Administrator Tim Bell, whose son was star quarterback of Upton’s pee-wee team, and his own boss Police Chief Martin Owens. It was safe to say, nobody was expecting the coming scandal that would forever shake the community of Summit.
When Chief Martin Owens first heard the news, he decided to run straight to Administrator Tim Bell for direction. Highly unsettled, together they came up with a plan to combat the coming storm.
Cont.
Chief Owens and Administrator Bell called Charlie Upton into the Chief’s office and demanded an explanation to the allegations brought against him. A 12 year old boy who was being treated by a social worker for emotional problems, claimed that he had been sexual molested by none other than the Department’s beloved Charlie Upton.
When confronted with the accusations Upton replied simply, “well, there goes 17 years of police work down the drain.” Taking Upton’s non-denial as admission of guilt, Bell furiously demands he surrenders his badge and places him on unpaid leave on the spot. An outside agency would handle a 3 week investigation into the charges and in the meantime nobody outside of those three parties would know why Charlie Upton was being investigated.
Cont.
The investigation was completed and Upton was charged with criminal sexual conduct with a minor. He was immediately terminated. Against legal advice Administrator Bell refused to pay Upton’s separation pay of $26,000 in unused vacation time and sick leave.
From that point, the Village of Summit turned into a political circus:
Anticipating tough questions, Bell and Owens crafted their responses ahead of time
Pending public announcement Administrator Bell held a closed door meeting with the Council informing them that the Officer in charge of youth offenses was a child molester
Three of the Council members didn’t believe Upton would do such a thing and demanded Bell put him back in a uniform and on the streets
When the public was made aware they went int.
CASE STUDY Caregiver Role Strain Ms. Sandra A. Sandra, a 47-year-o.docxmoggdede
CASE STUDY: Caregiver Role Strain: Ms. Sandra A. Sandra, a 47-year-old divorced woman, received a diagnosis of stage 3 ovarian cancer 4 years ago, for which she had a total hysterectomy, bilateral salpingo- oophorectomy, omentectomy, lymphadenectomy, and tumor debulking followed by chemotherapy, consisting of cisplatin (Platinol), paclitaxel (Taxol), and doxorubicin (Adriamycin). She did well for 2 years and then moved back to her hometown near her family and underwent three more rounds of secondline chemotherapy. She accepted a less stressful job, bought a house, renewed old friendships, and became more involved with her two sisters and their families. Sandra developed several complications, including metastasis to the lungs. Then she could no longer work, drive, or care for herself. She had been told by her oncologist that there was nothing else that could be done and that she should consider entering a hospice. She met her attorney and prepared an advance directive and completed her will. She decided to have hospice care at home and, with the help of her family, set up her first floor as a living and sleeping area. She was cared for by family members around the clock for approximately 3 days. Sandra observed that she was tiring everyone out so much that they could not really enjoy each other’s company. At this time, she contacted the Visiting Nurse Association (VNA) to seek assistance. Her plan was to try to enjoy her family and friend’s visits. After assessment, the VNA nurse prioritized her problems to include fatigue and caregiver role strain. Other potential problem areas that may need to be incorporated into the care plan include anticipatory grieving and impaired comfort.
Reflective Questions
1. What are some of the stresses on Sandra’s middle-aged sisters and their families?
2. What resources are available to manage these stresses and support the sisters while caring for their dying sister Sandra?
3. Describe Sandra’s feelings about dependency and loss of autonomy because she is unable to do her own activities of daily living any longer
.
Case Study Answers Week 7 and 8Group OneIn your grou.docxmoggdede
Case Study Answers Week 7 and 8
Group One
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Beverages business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
Group Two
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Snackfoods business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
Group Three
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocusSupplements business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
Group Four
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Sportswear business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
2
InFocus Business Statistics
Market Statistics
Week 7 inFocus case
3
BCG Matrix
GE-Mckinsey Matrix
Synergy Matrix
Recommendations
InFocus Beverages: Star, Growth, Fit – Keep and invest in this business
InFocus Snack foods: Cash Cow, Selective, Giver – Keep this business but minimise further investment
InFocus Supplements: Question Mark, Selective, Taker – Keep this business and consider further investment
InFocus Sportswear: Dog, Harvest, Misfit – Sell this business
Group One
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the concept of dynamic capability
Discuss the principle of core competency and identify an InFocus core competency
List three types of activities InFocus could perform to develop dynamic capabilities and provide a specific example for each
Group Two
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the concept of learning
Discuss how learning is captured and leveraged by organisations
Demonstrate how InFocus could apply the 5 why process to learn more about its current processes
Group Three
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the concept of integration
Discuss why the successful integration of strategic assets and new learnings into business processes is so important
List and discuss three techniques or models that InFocus could integrate into its current processes and recommend the adoption of one of them
Group Four
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the need for transformatio.
Case Study and Transition Plan TemplateCase StudyD.docxmoggdede
Case Study and Transition Plan Template
Case Study
Darren is a 17-year-old student. He is a junior at his local high school. Darren has a specific learning disability in reading. He attends the resource classroom for English classes. All other courses are in the general education setting with accommodations, modified grades (for some subjects), and push-in supports from the special education teacher at least three times per week for core courses requiring extensive reading and writing. He is currently decoding at the fifth grade reading level, but reading comprehension is at the third grade level. Fluency is at the fifth grade level.
Darren also has difficulty with written expression, and needs graphic organizers and pre-writing activities to help him develop a thesis statement and organize his written work. His handwriting is difficult to read and it takes him a long time to complete written assignments without assistive technology and software. He can be impulsive, and will sometimes miss important portions of written directions resulting in frequent errors on assignments. He frequently turns in assignments late or not at all. He needs assistance remembering to take his medication at school and at home. He has tried to pass a driver’s license exam so he can get a driver’s permit to learn how to drive. However, his impulsivity and reading ability have affected his performance and he has not been able to pass the written exam as required by the state motor vehicle department.
Darren loves cars. He can describe makes and models of practically any vehicle and describe the type of engine and standard features. He also helps his dad and older brother work on vehicles in the family’s car restoration business. Darren can wash the cars, detail the interior, and clean the windows. He has recently started doing oil changes with some supervision.
His parents are concerned about Darren’s impulsivity, his inability to remember directions, and his unrealistic views of his abilities. His mother is concerned about him needing prompts to brush his teeth, wear clean clothes, and comb his hair before leaving the house. He tends to blame others when he is not successful and makes excuses for not following through on responsibilities. His father expressed concern about Darren’s difficulty in putting tools away in the shop and cleaning up his work area after he changes the oil in a vehicle. Teachers express concern over late assignments, a reluctance to take responsibility for his own actions, and the need for constant prompts and reminders. Darren uses an electronic spelling dictionary and a word processor with word prediction software and spell check to complete assignments.
Darren’s parents indicated on a parent survey that they do not know if Darren would be eligible to receive adult services, social security, and they do not know how to contact adult service agencies.
During a student interview, Darren stated he wanted to become a professional foo.
Case Study AnalysisRead Compassion for Samantha Case Study.docxmoggdede
Case Study Analysis
Read
Compassion for Samantha Case Study
Samantha Lizonia has been with Prestige Shipping for 35 years. As one of the first employees hired when the business launched, she has weathered many storms with the company, including receiving late paychecks, times of slow growth, a year where she worked 7 days a week without fail, and working for 4 years in a row without a vacation or sick day. As the office manager, she greets all visitors and is the first point of contact when customers and vendors calls. The CEO always praises Samantha and often states that without her diligence and faithfulness all those years they may not have survived.
Unfortunately, Samantha’s job performance has been declining. She has submitted reports untimely and unfinished, been late to work, and has become cold and difficult to work with. Coworkers and vendors complain about her rude comments and harsh demeanor. The CEO spoke to Samantha about her performance and behavior, but nothing has changed. Actually, she did not appreciate being reprimanded, and her behavior got worse. However, during their meeting, the CEO did find out that Samantha is planning on retiring in 2 years, and the value of her retirement savings plan has drastically declined.
If Samantha would have been any other employee, she would have been fired a long time ago. Because of her age, years of loyal service, lack of retirement savings, and the CEO’s commitment to continuing the family-like environment, this is a difficult choice. However, he knows that he must come to a decision about her soon.
Consider
the following:
SHRM ethical guidelines
Ethical processes for hiring, evaluating, disciplining, and terminating employees
Regulations for equal opportunity and employee rights
Commonly held values such as compassion, courage, integrity, and wisdom that can help people clarify their differences with others, understand their positions, and communicate values more effectively
Disagreements about moral choices in an organization are a natural part of doing business. Appreciate the viewpoints of other parties instead of vilifying them. Anticipate these disagreements by developing strategies for dealing with the most common conflicts you will face in your work.
Your personal strengths, unique voice, core identity and desired self-image.
Potential arguments that others will use to support immoral or unethical behavior
Write
a 1,050- to 1,400-word analysis of the scenario. Include the following:
Describe the ethical dilemma presented in the scenario, and explain why it is an ethical dilemma.
Describe the government and industry regulations relevant to this scenario.
Explain why specific elements from SHRM guidelines would apply to this situation.
Describe the ethical way to resolve the issue with Samantha.
Justify your resolution.
Format
your paper according to APA guidelines.
Reference
2 peer-reviewed scholarly ariticles
.
Case Study AnalysisAn understanding of cells and cell behavi.docxmoggdede
Case Study Analysis
An understanding of cells and cell behavior is a critically important component of disease diagnosis and treatment. But some diseases can be complex in nature, with a variety of factors and circumstances impacting their emergence and severity.
Effective disease analysis often requires an understanding that goes beyond isolated cell behavior. Genes, the environments in which cell processes operate, the impact of patient characteristics, and racial and ethnic variables all can have an important impact.
An understanding of the signals and symptoms of alterations in cellular processes is a critical step in the diagnosis and treatment of many diseases. For APRNs, this understanding can also help educate patients and guide them through their treatment plans.
In this Assignment, you examine a case study and analyze the symptoms presented. You identify cell, gene, and/or process elements that may be factors in the diagnosis, and you explain the implications to patient health.
Scenario: Case study
An 83-year-old resident of a skilled nursing facility presents to the emergency department with generalized edema of extremities and abdomen. History obtained from staff reveals the patient has history of malabsorption syndrome and difficulty eating due to lack of dentures. The patient has been diagnosed with protein malnutrition
To prepare:
By Day 1 of this week, you will be assigned to a specific case study for this Case Study Assignment. Please see the “Course Announcements” section of the classroom for your assignment from your Instructor.
The Assignment (1- to 2-page case study analysis)
Develop a 1- to 2-page case study analysis in which you:
Explain why you think the patient presented the symptoms described.
Identify the genes that may be associated with the development of the disease.
Explain the process of immunosuppression and the effect it has on body systems
Develop a 1- to 2-page case study analysis, examining the patient symptoms presented in the case study. Be sure to address the following:
Explain why you think the patient presented the symptoms described.
28 (28%) - 30 (30%)
The response accurately and thoroughly describes the patient symptoms.
The response includes accurate, clear, and detailed reasons, with an explanation for the symptoms supported by evidence and/or research, as appropriate, to support the explanation.
25 (25%) - 27 (27%)
The response describes the patient's symptoms.
The response includes accurate reasons, with an explanation for the symptoms supported by evidence and/or research, as appropriate, to support the explanation.
23 (23%) - 24 (24%)
The response describes the patient's symptoms in a manner that is vague or inaccurate.
The response includes reasons for the symptoms, with explanations that are vague or based on inappropriate evidence/research.
0 (0%) - 22 (22%)
The response describes the patient symptoms in a manner that is vague and inaccurate, or the de.
Case Study Analysis and FindingsThe final assignment for this co.docxmoggdede
Case Study Analysis and Findings
The final assignment for this course is a Case Study Analysis and Findings. The purpose of the Case Study Analysis and Findings is for you to utilize the knowledge and skills developed in this course to evaluate the psychological methods and theoretical models of criminal behavior as well as the police psychology and the psychological aspects of all participants in the criminal justice process relative to a specific criminal episode. An overview of forensic psychology as it relates to the criminal justice process should be included.
This course has addressed issues of psychological theory and practice relative to the functioning of the criminal justice system. These impacts range from the offender, to law enforcement and investigations, to practices and legalities of law in the courtroom, to the participation and impact of victims and witnesses, and to treatment and sentencing rendered in the correctional environment. Research continues regarding the biological, genetic, psychological, and social impacts on mental health and resulting behavior. These findings will continue to find their way into the legal implications of the psychological influences on behavior.
The focus of your Case Study Analysis and Findings paper will be based, in large part, on the weekly assignments you completed throughout the course. In each of the weekly assignments, you address a particular aspect of the overall criminal case and offender that you selected in Week 1.
In the Week 1 Literature Review assignment, you provide the resources necessary for each phase of your final analysis and findings.
In the Week 2 Case Summary and Offender Profile assignment, you provide an analysis of the behavior of the offender relative to the psychological history and evaluation of the offender.
In the Week 3 Investigative Psychology assignment, you provide an analysis of the behavior of the investigators including the analysis of the crime scene. This assignment also describes the psychological, behavioral, environmental, and cognitive factors that influence the investigation, including intervention strategies to reduce the impact of stress on law enforcement.
In the Week 4 Legal Psychology and Victimization assignment, you provide a discussion on the role of the psychological profile of the offender and the victims have on the presentation of evidence in court, including the analysis of legal psychology as it is implemented in the criminal justice process.
Finally, in the Week 5 Psychological Treatment in Correctional Settings assignment, you provide a discussion on the impacts the psychological make–up of offenders have on the functional responsibilities of incarceration facilities and how the biases and assumptions of correctional service providers influence their assessment of and interaction with these offenders.
Utilizing your research and analyses completed for the Weeks 1 through 5 assignments, consider the psychological methods .
Case Study Analysis A TutorialWhat is it Case studies are a .docxmoggdede
Case Study Analysis: A Tutorial
What is it? Case studies are a popular and effective teaching tool for business and non-business students. Often described as the “Harvard method,” case studies permit students to apply learned concepts and techniques to “real world” situations. Although our assignments are individual work only, case studies may also allow students to use their knowledge of course material in addressing business/marketing problems or issues through collaboration (much as in the workplace). Case studies may be quite detailed or simple in scope. In some assignments, strong familiarity with financial analysis and operations management are needed to successfully complete the case.
How to be effective? For any case study assignment, common sense; research; and a good understanding of basic marketing/management concepts are needed. You should carefully read the case several times, highlighting information/details that you believe important. Understand what the assignment is requesting. In the Popchips and Grand Theft Auto cases, you are asked questions for response. In addressing each question, you should justify (document) your answer with case information and additional Internet research. All sources should be properly cited.
It is important that you do not assume anything. Many students err in case analysis by confusing personal opinion or inference (guess) with the facts presented in the case. It is permissible (and, often required) to supplement case information with various research methods (i.e., observation and/or Internet) gain a clearer understanding of the issues, forces, questions and requirements of the case. Rely on the text book and lecture notes to help you.
Put yourself in the case as the key decision maker(s). What needs to be addressed concerning marketing? What could have been done differently? What should the marketing strategy (plan) be going forward? Be prepared to explain your reasoning.
Most importantly, don’t procrastinate on this assignment. Your time well-spent will result in a well-done report.
In summary, to complete a case study assignment successfully, you must:
1. Read the case thoroughly several times.
2. Complete independent research about the case issue/topic.
3. Identify and verify sources.
4. Answer the questions contained in the case with completeness and accuracy using case and research information.
5. Write your report and proof it for grammar, spelling and punctuation mistakes.
A Rite of Passage Approach
Designed to Preserve the
Families of Substance-Abusing
African American Women
Vanesta L. Poitier, Makini Niliwaambieni, and
Cyprian Lamar Rowe
This article approaches the treatment of addicted
African American women in ways drawn from
traditional African culture. While the modern African
American woman is clearly not the same as her
continental African foremother, the reality of her life
is still predicated on the basis of her culture and
her material wealth or.
Case Study AlcoholCertain occasional behaviors can cause more tro.docxmoggdede
Case Study: Alcohol
Certain occasional behaviors can cause more trouble than one might think. For many college students, drinking does not seem dangerous and is often viewed as a normal. Alcohol absorption and factors involved with alcohol metabolism are rarely discussed.
Review the following case study and answer the questions in essay format.
Paulo is a sophomore in college. On the weekends he goes out with his friends and will have anywhere from 5-8 drinks during the evening. Paulo met his friends during freshman year and they all agree that drinking is part of the college experience. Paulo always has a hangover after a big night of drinking, but doesn't think it's an issue because he never drinks on the weekdays and it isn't affecting his schoolwork. On a football weekend that included a lot of drinking, one of Paulo's friends, Luke, got into a fight and ended up in the emergency room. The doctor told Luke his Blood Alcohol Concentration was so high that he nearly had alcohol poisoning. Although Paulo knew drinking and driving could be dangerous, Paulo was surprised that the doctor warned Luke about "binge drinking." Paulo began to wonder whether his drinking was affecting his own health.
How common is binge drinking in college? What factors increase an individual's risk for the short and long term effects of alcohol? Why do college students like Paulo feel it is part of the college experience to drink regularly? What should universities, parents, friends, and others do to address high risk drinking and to change these behaviors?
4 Essays, 1 essay per Part:
Part I: Finding the Perfect Balance
Chapter # 1 General Health Concepts
Chapter # 2 Promoting and Preserving Your Psychological Health
Chapter # 3 Managing Stress: Managing Stress and Coping with Life Challenges
Chapter # 4 Preventing Violence and Injury
Part II: Building Healthy Relationships
Chapter # 5 Understanding Sexuality
Chapter # 6 Considering your Reproductive Alternatives
Part III: Avoiding Risks Related to Bad Habits
Chapter # 7 Recognizing and Avoiding Addiction and Drug Use
Chapter # 8 Drinking Alcohol Responsibly and Ending Tobacco Use
Part IV: Building Healthy Lifestyles
Chapter # 9 Eating for a Healthier You
Chapter # 10 Reaching and Maintaining a Healthy Weight
.
Case study A group of nurse educators are having a discussion about.docxmoggdede
Case study: A group of nurse educators are having a discussion about the minority student nurses. The nurse educators believe that there are numerous barriers to minority student success in nursing education. The nurse educators want to develop strategies to increase the success rate in graduation of these students.
1. The nurse educators make a list of the barriers that exist for minority student success. What are common barriers for minority student success?
2. The group of nurse educators is acutely aware that different generations are represented in nursing today. These different generations have different attitudes and value systems, which greatly affect the settings in which they work. What are the key characteristics of the four generational groups that are present in today’s workforce?
3. Analyze and describe how the different generations present in nursing today affect nursing care and the nursing workplace.
.
Case study ;1Callista Roy and Betty Neumans theories view the.docxmoggdede
Case study ;1
Callista Roy and Betty Neuman's theories view the person (individual, group, or community) as a holistic adaptive system that constantly interacts with the internal and external environments. Both theories view the person as being the center of nursing and present health/wellness and illness as parts of the same continuum, however there are some key assumptions that are different. As such, select one of the theories and identify1 assumption of the theory and discuss how the care rendered for this patient by an advanced practice nurse would be structured (assessment, diagnosis, planning, intervention, evaluation) according to the theory. Give 2 specific examples of interventions that you anticipate will be included in the patient's care.
Mr. Reynolds is a 32 year-old male patient hospitalized on the orthopedic unit of the hospital. He is status-post motorcycle accident and right leg below the knee amputation. He has a history of Depression and Schizophrenia. He is currently separated from his wife and estranged from his family. He is awaiting social work for placement in a rehabilitation facility, where he will continue his recovery.
.
Case Study 9Running head BP & THE GULF OF MEXICO OIL SPILLC.docxmoggdede
Case Study 9
Running head: BP & THE GULF OF MEXICO OIL SPILL
Case Study: BP & The Gulf of Mexico Oil Spill
Central Michigan University
Organizational Dynamics & Human Behavior – MSA 601
Abstract
This paper will focus on the monumental disaster and ensuing public relations nightmare of British Petroleum (BP). This disaster of course was brought about by the oil rig explosion and fire in the Gulf of Mexico. BP is a multinational conglomerate of gargantuan proportions. They have molded and perfected their public image over decades. This paper will take a look at the lapses in BP’s management and public relations efforts and what measures the company should have taken.
BP & the Gulf of Mexico Oil Spill
The reason that the authors selected to evaluate British Petroleum (BP) for a case study was due in no small part to the endless media attention given to the oil spill in the Gulf. BP is an extremely popular brand that everyone in this country undoubtedly is effected by in one way or another. One of the initial reasons for choosing BP was the unmitigated disaster put forth on the public relations front in explaining the company’s efforts at dealing with the Gulf of Mexico oil crisis. The authors were further intrigued at this assignment for the poor leadership and decision making acumen of the former CEO Tony Hayward (CMU, 2009, p. 227). With this multi-focal approach, the study will highlight the conflicting messaging presented to the public and the lackluster and ultimately ineffective leadership within the organization.
BP is a huge multinational conglomerate whose primary focus is the petroleum industry. The company does business in over 30 countries around the globe. Its annual operating income is $239 billion dollars with over $14 billion dollars in profit in the year 2009. The company employs over 80,300 individuals and owns 16 refineries worldwide. BP operates several subsidiaries under the names AM/PM markets, BP and ARCO gas stations, Aral gas stations in Germany, Wild Bean Café, and Castrol Motor Oil (BP at a glance, 2010).
The competition within the petroleum industry is not as plentiful as one might think. There are actually very few players in the game. Due to the limited number of refiners of crude in this country the oil from various sources are blended prior to coming to the consumer. BP doesn’t have much use for the service station business anymore. In 2007, it announced plans to sell the last 700 stations that it hadn’t already sold to franchisees. The company chose to focus on finding and collecting oil. Once companies make a discovery, it comes out of the ground and ends up at a refinery. There, it can be mixed with oil that a variety of companies have poured into the tanks. This is further evidenced by BP’s plans to divest itself of its remaining 700 gas service stations. The highest percentage of income is made from oil exploration and extraction and not in the selling of gasoline at its stations (Lieber, 2010).
BP.
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CASE STUDY COMMENTARY• Individual written task in Harvard sty.docxmoggdede
CASE STUDY COMMENTARY
• Individual written task in Harvard style format, cover page, table of contents, blocked text and reference list.
• The student must build a coherent discussion or argument in essay format, analyzing theories and models. Ethical theories, legal cases and case studies may be referred to when providing examples. Cite all sources.
• Students must write in complete sentences and develop paragraphs. No bullet points are allowed. Provide spacing between the sentences.
• Prepare and Introduction, Body, and Conclusion paragraphs.
• Sources must be used, identified, and properly cited.
• Format: PDF submitted through Turnitin
• The answers should analyse the following based on the case study provided with this task below the Rubrics:
1. Identify and explain the relevant parties in this case study?
2. Identify and explain in order the ethical issues related to each party involved in this case study? Cite your sources.
3. What ethical theories can each party use to support their behavior or decisions? Cite your sources.
4. Identify and discuss the points of law raised in the case? Cite your sources.
5. Identify and explain an additional case that supports or differentiates this case/situation.
Case study:
Cyber Harassment
In many ways, social media platforms have created great benefits for our societies by expanding and diversifying the ways people communicate with each other, and yet these platforms also have the power to cause harm. Posting hurtful messages about other people is a form of harassment known as cyberbullying. Some acts of cyberbullying may not only be considered slanderous, but also lead to serious consequences. In 2010, Rutgers University student Tyler Clementi jumped to his death a few days after his roommate used a webcam to observe and tweet about Tyler’s sexual encounter with another man. Jane Clementi, Tyler’s mother, stated, “In this digital world, we need to teach our youngsters that their actions have consequences, that their words have real power to hurt or to help. They must be encouraged to choose to build people up and not tear them down.”
In 2013, Idalia Hernández Ramos, a middle school teacher in Mexico, was a victim of cyber harassment. After discovering that one of her students tweeted that the teacher was a “bitch” and a “whore,” Hernández confronted the girl during a lesson on social media etiquette. Inquiring why the girl would post such hurtful messages that could harm the teacher’s reputation, the student meekly replied that she was upset at the time. The teacher responded that she was very upset by the student’s actions. Demanding a public apology in front of the class, Hernández stated that she would not allow “young brats” to call her those names. Hernández uploaded a video of this confrontation online, attracting much attention.
While Hernández was subject to cyber harassment, some felt she went too far by confronting the student in the classroom.
Case Study Chapter 5 100 wordsTranscultural Nursing in the.docxmoggdede
Case Study Chapter 5
100 words
Transcultural Nursing in the Community Community health clients belong to a variety of cultural groups. To gain acceptance, nurses must strive to introduce improved health practices that are presented in a manner consistent with clients’ cultural values. The student nurse is going to visit two different homes with the community health nurse with different cultural beliefs. 1. In preparation for the student nurse’s visits to two different homes, what five transcultural principles will assist in guiding community health nursing practice in these settings? 2. During the first visit, the student nurse has to conduct a cultural assessment by questioning the patient and observing the family dynamics. The community health nurse has requested that the student nurse assess for appropriate information in six major areas. What six major areas should the student nurse consider? 3. After the conclusion of the first visit, the community health nurse cautions the student nurse to be consciously aware of any ethnocentrism attitudes toward other cultures and the importance of cultural diversity. What is ethnocentrism and why is it so important to be conscious of cultural diversity?
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Case Study Chapter 10 Boss, We’ve got a problemBy Kayla Cur.docxmoggdede
Case Study: Chapter 10
Boss, We’ve got a problem
By Kayla Curry
Background
Charlie Upton was the most beloved citizen of the close knit village of Summit. Everyone knew and respected Charlie. As a 17 year veteran of the police department, he was valued and admired for his unyielding care for the community. Charlie Upton gained acclaim for his heavy involvement in youth activities. He coached the boys pee-wee football team to victory in back to back seasons. He was known to get passionate about a bad call by referees. Coach Upton cared so much for his team, he generously offered to reward the team with a trip to Disney World. The man was even President of the local school board at one time. The highlight of the Christmas season was when he would dress up as a convincing Santa Claus for all of Summit’s children and visit the elementary schools.
Cont.
Charlie Upton’s popularity within Summit was unparalleled. Upton was known to rub shoulders with the Village’s elite. Primarily Village Administrator Tim Bell, whose son was star quarterback of Upton’s pee-wee team, and his own boss Police Chief Martin Owens. It was safe to say, nobody was expecting the coming scandal that would forever shake the community of Summit.
When Chief Martin Owens first heard the news, he decided to run straight to Administrator Tim Bell for direction. Highly unsettled, together they came up with a plan to combat the coming storm.
Cont.
Chief Owens and Administrator Bell called Charlie Upton into the Chief’s office and demanded an explanation to the allegations brought against him. A 12 year old boy who was being treated by a social worker for emotional problems, claimed that he had been sexual molested by none other than the Department’s beloved Charlie Upton.
When confronted with the accusations Upton replied simply, “well, there goes 17 years of police work down the drain.” Taking Upton’s non-denial as admission of guilt, Bell furiously demands he surrenders his badge and places him on unpaid leave on the spot. An outside agency would handle a 3 week investigation into the charges and in the meantime nobody outside of those three parties would know why Charlie Upton was being investigated.
Cont.
The investigation was completed and Upton was charged with criminal sexual conduct with a minor. He was immediately terminated. Against legal advice Administrator Bell refused to pay Upton’s separation pay of $26,000 in unused vacation time and sick leave.
From that point, the Village of Summit turned into a political circus:
Anticipating tough questions, Bell and Owens crafted their responses ahead of time
Pending public announcement Administrator Bell held a closed door meeting with the Council informing them that the Officer in charge of youth offenses was a child molester
Three of the Council members didn’t believe Upton would do such a thing and demanded Bell put him back in a uniform and on the streets
When the public was made aware they went int.
CASE STUDY Caregiver Role Strain Ms. Sandra A. Sandra, a 47-year-o.docxmoggdede
CASE STUDY: Caregiver Role Strain: Ms. Sandra A. Sandra, a 47-year-old divorced woman, received a diagnosis of stage 3 ovarian cancer 4 years ago, for which she had a total hysterectomy, bilateral salpingo- oophorectomy, omentectomy, lymphadenectomy, and tumor debulking followed by chemotherapy, consisting of cisplatin (Platinol), paclitaxel (Taxol), and doxorubicin (Adriamycin). She did well for 2 years and then moved back to her hometown near her family and underwent three more rounds of secondline chemotherapy. She accepted a less stressful job, bought a house, renewed old friendships, and became more involved with her two sisters and their families. Sandra developed several complications, including metastasis to the lungs. Then she could no longer work, drive, or care for herself. She had been told by her oncologist that there was nothing else that could be done and that she should consider entering a hospice. She met her attorney and prepared an advance directive and completed her will. She decided to have hospice care at home and, with the help of her family, set up her first floor as a living and sleeping area. She was cared for by family members around the clock for approximately 3 days. Sandra observed that she was tiring everyone out so much that they could not really enjoy each other’s company. At this time, she contacted the Visiting Nurse Association (VNA) to seek assistance. Her plan was to try to enjoy her family and friend’s visits. After assessment, the VNA nurse prioritized her problems to include fatigue and caregiver role strain. Other potential problem areas that may need to be incorporated into the care plan include anticipatory grieving and impaired comfort.
Reflective Questions
1. What are some of the stresses on Sandra’s middle-aged sisters and their families?
2. What resources are available to manage these stresses and support the sisters while caring for their dying sister Sandra?
3. Describe Sandra’s feelings about dependency and loss of autonomy because she is unable to do her own activities of daily living any longer
.
Case Study Answers Week 7 and 8Group OneIn your grou.docxmoggdede
Case Study Answers Week 7 and 8
Group One
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Beverages business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
Group Two
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Snackfoods business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
Group Three
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocusSupplements business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
Group Four
In your group, prepare a business portfolio analysis on the InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Sportswear business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do with this business
2
InFocus Business Statistics
Market Statistics
Week 7 inFocus case
3
BCG Matrix
GE-Mckinsey Matrix
Synergy Matrix
Recommendations
InFocus Beverages: Star, Growth, Fit – Keep and invest in this business
InFocus Snack foods: Cash Cow, Selective, Giver – Keep this business but minimise further investment
InFocus Supplements: Question Mark, Selective, Taker – Keep this business and consider further investment
InFocus Sportswear: Dog, Harvest, Misfit – Sell this business
Group One
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the concept of dynamic capability
Discuss the principle of core competency and identify an InFocus core competency
List three types of activities InFocus could perform to develop dynamic capabilities and provide a specific example for each
Group Two
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the concept of learning
Discuss how learning is captured and leveraged by organisations
Demonstrate how InFocus could apply the 5 why process to learn more about its current processes
Group Three
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the concept of integration
Discuss why the successful integration of strategic assets and new learnings into business processes is so important
List and discuss three techniques or models that InFocus could integrate into its current processes and recommend the adoption of one of them
Group Four
In your group, prepare a report for Jackie on InFocus’s dynamic capability
Focus on the following:
Explain the need for transformatio.
Case Study and Transition Plan TemplateCase StudyD.docxmoggdede
Case Study and Transition Plan Template
Case Study
Darren is a 17-year-old student. He is a junior at his local high school. Darren has a specific learning disability in reading. He attends the resource classroom for English classes. All other courses are in the general education setting with accommodations, modified grades (for some subjects), and push-in supports from the special education teacher at least three times per week for core courses requiring extensive reading and writing. He is currently decoding at the fifth grade reading level, but reading comprehension is at the third grade level. Fluency is at the fifth grade level.
Darren also has difficulty with written expression, and needs graphic organizers and pre-writing activities to help him develop a thesis statement and organize his written work. His handwriting is difficult to read and it takes him a long time to complete written assignments without assistive technology and software. He can be impulsive, and will sometimes miss important portions of written directions resulting in frequent errors on assignments. He frequently turns in assignments late or not at all. He needs assistance remembering to take his medication at school and at home. He has tried to pass a driver’s license exam so he can get a driver’s permit to learn how to drive. However, his impulsivity and reading ability have affected his performance and he has not been able to pass the written exam as required by the state motor vehicle department.
Darren loves cars. He can describe makes and models of practically any vehicle and describe the type of engine and standard features. He also helps his dad and older brother work on vehicles in the family’s car restoration business. Darren can wash the cars, detail the interior, and clean the windows. He has recently started doing oil changes with some supervision.
His parents are concerned about Darren’s impulsivity, his inability to remember directions, and his unrealistic views of his abilities. His mother is concerned about him needing prompts to brush his teeth, wear clean clothes, and comb his hair before leaving the house. He tends to blame others when he is not successful and makes excuses for not following through on responsibilities. His father expressed concern about Darren’s difficulty in putting tools away in the shop and cleaning up his work area after he changes the oil in a vehicle. Teachers express concern over late assignments, a reluctance to take responsibility for his own actions, and the need for constant prompts and reminders. Darren uses an electronic spelling dictionary and a word processor with word prediction software and spell check to complete assignments.
Darren’s parents indicated on a parent survey that they do not know if Darren would be eligible to receive adult services, social security, and they do not know how to contact adult service agencies.
During a student interview, Darren stated he wanted to become a professional foo.
Case Study AnalysisRead Compassion for Samantha Case Study.docxmoggdede
Case Study Analysis
Read
Compassion for Samantha Case Study
Samantha Lizonia has been with Prestige Shipping for 35 years. As one of the first employees hired when the business launched, she has weathered many storms with the company, including receiving late paychecks, times of slow growth, a year where she worked 7 days a week without fail, and working for 4 years in a row without a vacation or sick day. As the office manager, she greets all visitors and is the first point of contact when customers and vendors calls. The CEO always praises Samantha and often states that without her diligence and faithfulness all those years they may not have survived.
Unfortunately, Samantha’s job performance has been declining. She has submitted reports untimely and unfinished, been late to work, and has become cold and difficult to work with. Coworkers and vendors complain about her rude comments and harsh demeanor. The CEO spoke to Samantha about her performance and behavior, but nothing has changed. Actually, she did not appreciate being reprimanded, and her behavior got worse. However, during their meeting, the CEO did find out that Samantha is planning on retiring in 2 years, and the value of her retirement savings plan has drastically declined.
If Samantha would have been any other employee, she would have been fired a long time ago. Because of her age, years of loyal service, lack of retirement savings, and the CEO’s commitment to continuing the family-like environment, this is a difficult choice. However, he knows that he must come to a decision about her soon.
Consider
the following:
SHRM ethical guidelines
Ethical processes for hiring, evaluating, disciplining, and terminating employees
Regulations for equal opportunity and employee rights
Commonly held values such as compassion, courage, integrity, and wisdom that can help people clarify their differences with others, understand their positions, and communicate values more effectively
Disagreements about moral choices in an organization are a natural part of doing business. Appreciate the viewpoints of other parties instead of vilifying them. Anticipate these disagreements by developing strategies for dealing with the most common conflicts you will face in your work.
Your personal strengths, unique voice, core identity and desired self-image.
Potential arguments that others will use to support immoral or unethical behavior
Write
a 1,050- to 1,400-word analysis of the scenario. Include the following:
Describe the ethical dilemma presented in the scenario, and explain why it is an ethical dilemma.
Describe the government and industry regulations relevant to this scenario.
Explain why specific elements from SHRM guidelines would apply to this situation.
Describe the ethical way to resolve the issue with Samantha.
Justify your resolution.
Format
your paper according to APA guidelines.
Reference
2 peer-reviewed scholarly ariticles
.
Case Study AnalysisAn understanding of cells and cell behavi.docxmoggdede
Case Study Analysis
An understanding of cells and cell behavior is a critically important component of disease diagnosis and treatment. But some diseases can be complex in nature, with a variety of factors and circumstances impacting their emergence and severity.
Effective disease analysis often requires an understanding that goes beyond isolated cell behavior. Genes, the environments in which cell processes operate, the impact of patient characteristics, and racial and ethnic variables all can have an important impact.
An understanding of the signals and symptoms of alterations in cellular processes is a critical step in the diagnosis and treatment of many diseases. For APRNs, this understanding can also help educate patients and guide them through their treatment plans.
In this Assignment, you examine a case study and analyze the symptoms presented. You identify cell, gene, and/or process elements that may be factors in the diagnosis, and you explain the implications to patient health.
Scenario: Case study
An 83-year-old resident of a skilled nursing facility presents to the emergency department with generalized edema of extremities and abdomen. History obtained from staff reveals the patient has history of malabsorption syndrome and difficulty eating due to lack of dentures. The patient has been diagnosed with protein malnutrition
To prepare:
By Day 1 of this week, you will be assigned to a specific case study for this Case Study Assignment. Please see the “Course Announcements” section of the classroom for your assignment from your Instructor.
The Assignment (1- to 2-page case study analysis)
Develop a 1- to 2-page case study analysis in which you:
Explain why you think the patient presented the symptoms described.
Identify the genes that may be associated with the development of the disease.
Explain the process of immunosuppression and the effect it has on body systems
Develop a 1- to 2-page case study analysis, examining the patient symptoms presented in the case study. Be sure to address the following:
Explain why you think the patient presented the symptoms described.
28 (28%) - 30 (30%)
The response accurately and thoroughly describes the patient symptoms.
The response includes accurate, clear, and detailed reasons, with an explanation for the symptoms supported by evidence and/or research, as appropriate, to support the explanation.
25 (25%) - 27 (27%)
The response describes the patient's symptoms.
The response includes accurate reasons, with an explanation for the symptoms supported by evidence and/or research, as appropriate, to support the explanation.
23 (23%) - 24 (24%)
The response describes the patient's symptoms in a manner that is vague or inaccurate.
The response includes reasons for the symptoms, with explanations that are vague or based on inappropriate evidence/research.
0 (0%) - 22 (22%)
The response describes the patient symptoms in a manner that is vague and inaccurate, or the de.
Case Study Analysis and FindingsThe final assignment for this co.docxmoggdede
Case Study Analysis and Findings
The final assignment for this course is a Case Study Analysis and Findings. The purpose of the Case Study Analysis and Findings is for you to utilize the knowledge and skills developed in this course to evaluate the psychological methods and theoretical models of criminal behavior as well as the police psychology and the psychological aspects of all participants in the criminal justice process relative to a specific criminal episode. An overview of forensic psychology as it relates to the criminal justice process should be included.
This course has addressed issues of psychological theory and practice relative to the functioning of the criminal justice system. These impacts range from the offender, to law enforcement and investigations, to practices and legalities of law in the courtroom, to the participation and impact of victims and witnesses, and to treatment and sentencing rendered in the correctional environment. Research continues regarding the biological, genetic, psychological, and social impacts on mental health and resulting behavior. These findings will continue to find their way into the legal implications of the psychological influences on behavior.
The focus of your Case Study Analysis and Findings paper will be based, in large part, on the weekly assignments you completed throughout the course. In each of the weekly assignments, you address a particular aspect of the overall criminal case and offender that you selected in Week 1.
In the Week 1 Literature Review assignment, you provide the resources necessary for each phase of your final analysis and findings.
In the Week 2 Case Summary and Offender Profile assignment, you provide an analysis of the behavior of the offender relative to the psychological history and evaluation of the offender.
In the Week 3 Investigative Psychology assignment, you provide an analysis of the behavior of the investigators including the analysis of the crime scene. This assignment also describes the psychological, behavioral, environmental, and cognitive factors that influence the investigation, including intervention strategies to reduce the impact of stress on law enforcement.
In the Week 4 Legal Psychology and Victimization assignment, you provide a discussion on the role of the psychological profile of the offender and the victims have on the presentation of evidence in court, including the analysis of legal psychology as it is implemented in the criminal justice process.
Finally, in the Week 5 Psychological Treatment in Correctional Settings assignment, you provide a discussion on the impacts the psychological make–up of offenders have on the functional responsibilities of incarceration facilities and how the biases and assumptions of correctional service providers influence their assessment of and interaction with these offenders.
Utilizing your research and analyses completed for the Weeks 1 through 5 assignments, consider the psychological methods .
Case Study Analysis A TutorialWhat is it Case studies are a .docxmoggdede
Case Study Analysis: A Tutorial
What is it? Case studies are a popular and effective teaching tool for business and non-business students. Often described as the “Harvard method,” case studies permit students to apply learned concepts and techniques to “real world” situations. Although our assignments are individual work only, case studies may also allow students to use their knowledge of course material in addressing business/marketing problems or issues through collaboration (much as in the workplace). Case studies may be quite detailed or simple in scope. In some assignments, strong familiarity with financial analysis and operations management are needed to successfully complete the case.
How to be effective? For any case study assignment, common sense; research; and a good understanding of basic marketing/management concepts are needed. You should carefully read the case several times, highlighting information/details that you believe important. Understand what the assignment is requesting. In the Popchips and Grand Theft Auto cases, you are asked questions for response. In addressing each question, you should justify (document) your answer with case information and additional Internet research. All sources should be properly cited.
It is important that you do not assume anything. Many students err in case analysis by confusing personal opinion or inference (guess) with the facts presented in the case. It is permissible (and, often required) to supplement case information with various research methods (i.e., observation and/or Internet) gain a clearer understanding of the issues, forces, questions and requirements of the case. Rely on the text book and lecture notes to help you.
Put yourself in the case as the key decision maker(s). What needs to be addressed concerning marketing? What could have been done differently? What should the marketing strategy (plan) be going forward? Be prepared to explain your reasoning.
Most importantly, don’t procrastinate on this assignment. Your time well-spent will result in a well-done report.
In summary, to complete a case study assignment successfully, you must:
1. Read the case thoroughly several times.
2. Complete independent research about the case issue/topic.
3. Identify and verify sources.
4. Answer the questions contained in the case with completeness and accuracy using case and research information.
5. Write your report and proof it for grammar, spelling and punctuation mistakes.
A Rite of Passage Approach
Designed to Preserve the
Families of Substance-Abusing
African American Women
Vanesta L. Poitier, Makini Niliwaambieni, and
Cyprian Lamar Rowe
This article approaches the treatment of addicted
African American women in ways drawn from
traditional African culture. While the modern African
American woman is clearly not the same as her
continental African foremother, the reality of her life
is still predicated on the basis of her culture and
her material wealth or.
Case Study AlcoholCertain occasional behaviors can cause more tro.docxmoggdede
Case Study: Alcohol
Certain occasional behaviors can cause more trouble than one might think. For many college students, drinking does not seem dangerous and is often viewed as a normal. Alcohol absorption and factors involved with alcohol metabolism are rarely discussed.
Review the following case study and answer the questions in essay format.
Paulo is a sophomore in college. On the weekends he goes out with his friends and will have anywhere from 5-8 drinks during the evening. Paulo met his friends during freshman year and they all agree that drinking is part of the college experience. Paulo always has a hangover after a big night of drinking, but doesn't think it's an issue because he never drinks on the weekdays and it isn't affecting his schoolwork. On a football weekend that included a lot of drinking, one of Paulo's friends, Luke, got into a fight and ended up in the emergency room. The doctor told Luke his Blood Alcohol Concentration was so high that he nearly had alcohol poisoning. Although Paulo knew drinking and driving could be dangerous, Paulo was surprised that the doctor warned Luke about "binge drinking." Paulo began to wonder whether his drinking was affecting his own health.
How common is binge drinking in college? What factors increase an individual's risk for the short and long term effects of alcohol? Why do college students like Paulo feel it is part of the college experience to drink regularly? What should universities, parents, friends, and others do to address high risk drinking and to change these behaviors?
4 Essays, 1 essay per Part:
Part I: Finding the Perfect Balance
Chapter # 1 General Health Concepts
Chapter # 2 Promoting and Preserving Your Psychological Health
Chapter # 3 Managing Stress: Managing Stress and Coping with Life Challenges
Chapter # 4 Preventing Violence and Injury
Part II: Building Healthy Relationships
Chapter # 5 Understanding Sexuality
Chapter # 6 Considering your Reproductive Alternatives
Part III: Avoiding Risks Related to Bad Habits
Chapter # 7 Recognizing and Avoiding Addiction and Drug Use
Chapter # 8 Drinking Alcohol Responsibly and Ending Tobacco Use
Part IV: Building Healthy Lifestyles
Chapter # 9 Eating for a Healthier You
Chapter # 10 Reaching and Maintaining a Healthy Weight
.
Case study A group of nurse educators are having a discussion about.docxmoggdede
Case study: A group of nurse educators are having a discussion about the minority student nurses. The nurse educators believe that there are numerous barriers to minority student success in nursing education. The nurse educators want to develop strategies to increase the success rate in graduation of these students.
1. The nurse educators make a list of the barriers that exist for minority student success. What are common barriers for minority student success?
2. The group of nurse educators is acutely aware that different generations are represented in nursing today. These different generations have different attitudes and value systems, which greatly affect the settings in which they work. What are the key characteristics of the four generational groups that are present in today’s workforce?
3. Analyze and describe how the different generations present in nursing today affect nursing care and the nursing workplace.
.
Case study ;1Callista Roy and Betty Neumans theories view the.docxmoggdede
Case study ;1
Callista Roy and Betty Neuman's theories view the person (individual, group, or community) as a holistic adaptive system that constantly interacts with the internal and external environments. Both theories view the person as being the center of nursing and present health/wellness and illness as parts of the same continuum, however there are some key assumptions that are different. As such, select one of the theories and identify1 assumption of the theory and discuss how the care rendered for this patient by an advanced practice nurse would be structured (assessment, diagnosis, planning, intervention, evaluation) according to the theory. Give 2 specific examples of interventions that you anticipate will be included in the patient's care.
Mr. Reynolds is a 32 year-old male patient hospitalized on the orthopedic unit of the hospital. He is status-post motorcycle accident and right leg below the knee amputation. He has a history of Depression and Schizophrenia. He is currently separated from his wife and estranged from his family. He is awaiting social work for placement in a rehabilitation facility, where he will continue his recovery.
.
Case Study 9Running head BP & THE GULF OF MEXICO OIL SPILLC.docxmoggdede
Case Study 9
Running head: BP & THE GULF OF MEXICO OIL SPILL
Case Study: BP & The Gulf of Mexico Oil Spill
Central Michigan University
Organizational Dynamics & Human Behavior – MSA 601
Abstract
This paper will focus on the monumental disaster and ensuing public relations nightmare of British Petroleum (BP). This disaster of course was brought about by the oil rig explosion and fire in the Gulf of Mexico. BP is a multinational conglomerate of gargantuan proportions. They have molded and perfected their public image over decades. This paper will take a look at the lapses in BP’s management and public relations efforts and what measures the company should have taken.
BP & the Gulf of Mexico Oil Spill
The reason that the authors selected to evaluate British Petroleum (BP) for a case study was due in no small part to the endless media attention given to the oil spill in the Gulf. BP is an extremely popular brand that everyone in this country undoubtedly is effected by in one way or another. One of the initial reasons for choosing BP was the unmitigated disaster put forth on the public relations front in explaining the company’s efforts at dealing with the Gulf of Mexico oil crisis. The authors were further intrigued at this assignment for the poor leadership and decision making acumen of the former CEO Tony Hayward (CMU, 2009, p. 227). With this multi-focal approach, the study will highlight the conflicting messaging presented to the public and the lackluster and ultimately ineffective leadership within the organization.
BP is a huge multinational conglomerate whose primary focus is the petroleum industry. The company does business in over 30 countries around the globe. Its annual operating income is $239 billion dollars with over $14 billion dollars in profit in the year 2009. The company employs over 80,300 individuals and owns 16 refineries worldwide. BP operates several subsidiaries under the names AM/PM markets, BP and ARCO gas stations, Aral gas stations in Germany, Wild Bean Café, and Castrol Motor Oil (BP at a glance, 2010).
The competition within the petroleum industry is not as plentiful as one might think. There are actually very few players in the game. Due to the limited number of refiners of crude in this country the oil from various sources are blended prior to coming to the consumer. BP doesn’t have much use for the service station business anymore. In 2007, it announced plans to sell the last 700 stations that it hadn’t already sold to franchisees. The company chose to focus on finding and collecting oil. Once companies make a discovery, it comes out of the ground and ends up at a refinery. There, it can be mixed with oil that a variety of companies have poured into the tanks. This is further evidenced by BP’s plans to divest itself of its remaining 700 gas service stations. The highest percentage of income is made from oil exploration and extraction and not in the selling of gasoline at its stations (Lieber, 2010).
BP.
Case Study 9-1 IT Governance at University of the Southeast. Answer .docxmoggdede
Case Study 9-1 IT Governance at University of the Southeast. Answer question 1. Describe the IT governance system that was in place at the University of the Southeast using both decision rights and structure as the basis of goverance.
Note: Minimum 300 words not including title and reference page. References should be taken from peer revived
.
Case Study 7-2 Sony Pictures The Criminals Won. Answer question 2 W.docxmoggdede
Case Study 7-2 Sony Pictures: The Criminals Won. Answer question 2 What access and data protection controls would you recommend Sony use to provide better security for unreleased digital films and emails?
Note: Minimum 300 words not including title and reference page. References should be taken from peer revived
.
Case Study 8.1 Team DenialEmory University Holocaust studies pr.docxmoggdede
Case Study 8.1: Team Denial
Emory University Holocaust studies professor Deborah Lipstadt faced an uphill battle when she was sued by British amateur historian David Irving in 1995. Irving was the world’s best known Holocaust denier. He claimed that Hitler didn’t order the killing of Jews. Instead, the Führer’s subordinates acted on their own, without his knowledge. Irving’s most audacious assertion was that no Jews and other victims were gassed at the Auschwitz concentration camp. He denied that there were gas chambers. Instead, deaths were caused by typhus and other illnesses, not murder. Speaking before neo-Nazi groups, Irving declared that more people died in the back of Senator Edward Kennedy’s car (one young woman) than were deliberately killed at Auschwitz.
In her book Denying the Holocaust: The Growing Assault on Truth and Memory, professor Lipstadt called Irving “a Hitler partisan wearing blinkers” who distorted historical evidence to “reach historically untenable conclusions.”1 Irving then threatened to sue unless she retracted her comments. He likely thought she would settle out of court. Not Lipstadt. Surrender would give deniers a victory, meaning a “second death” to the victims of Auschwitz and other Jews who perished under the Nazis. But Irving had the upper hand. Under British law, Lipstadt had to defend herself from the allegations. (In the United States, accusers have to prove that they have been libeled and defamed.) The lengthy court case would cost over a million dollars to fight and would be held in London, thousands of miles from Atlanta, where Lipstadt taught.
Fortunately for Dr. Lipstadt, others rallied to her cause. Emory gave her financial support and paid leave while hiring adjuncts to teach her classes. (School officials believed that canceling Holocaust courses would be a victory for Irving.) Penguin, her publisher, provided legal and financial support and Jewish groups raised money for her defense. Most important, she gained the support of a top-notch legal team who believed in her cause. This team included (1) those who prepared her case—a team of researchers who gathered information and the attorneys who assembled court documents; and (2) a pair of barristers who argued in front of the judge. (In Britain, one set of attorneys prepares the case while a different set of attorneys presents the case in court.) Lipstadt needed all the help she could get. Preparation for the trial took five years. Researchers had to sift through thousands of documents checking footnotes as well as hundreds of Irving’s personal diaries. They generated an eight-foot-tall stack of trial notebooks.
The legal team decided to put Irving on trial, demonstrating how he systematically altered historical evidence to support his anti-Semitic views. That meant that Deborah wouldn’t testify, turning her into a spectator at her own trial. Lipstadt, a skilled public speaker, objected to these restrictions but eventually gave in. She said, “Being q.
Case Study 7 Solving Team Challenges at DocSystems Billing, Inc.docxmoggdede
Case Study 7: Solving Team Challenges at DocSystems Billing, Inc.
Read the DocSystems Billing case, including the briefing document and four scenes, and consider the following questions:
What problems exist in this organization? How do these problems differ based on the employees’ roles? Why do employees object to Jim’s proposed solution?
Make a recommendation to the client about what could be done next based on the data included. Summarize your observations for Jim, offer possible interpretations, and suggest an approach for next steps.
Briefing Document: DocSystems Billing, Inc.
About the Company
DocSystems Billing, Inc., processes insurance billing paperwork for a network of small health care clinics throughout the United States. Privately owned physician practices, as well as specialists such as cardiologists and physical therapists, contract with DocSystems to process the billing paperwork through the maze of health care insurance companies and networks. DocSystems charges either a flat fee for each bill it processes or a percentage of the total, depending on the contract with the provider.
About the Call Center
Forty full-time employees work at the onsite call center: 30 Medical Insurance Specialists (who handle cases of moderate complexity) and 10 Senior Insurance Consultants (who handle very complex cases). The senior consultants have usually worked up through the ranks, often first working on basic billing, then as medical insurance specialists. Most of them have a long tenure with DocSystems, ranging from 17 to 23 years.
An additional 100 employees (called Billing Specialists) work at an outsourced call center. DocSystems contracts out the initial processing of claims and basic computer input. The contract employees used to work at DocSystems until the outsourcing.
285
The call center was outsourced a year ago to another organization. Almost all of the former DocSystems employees were offered jobs with the new company, but the pay and benefits were not comparable. Word has spread to the former colleagues who remain at DocSystems that the outsourcing company treats its employees poorly.
Call Center Reorganization
The remaining group of 40 employees was reorganized into two new teams about 3 months ago. Initially, there had been two managers—Alex managed the senior insurance consultants, and Dana managed the medical insurance specialists. Both reported to Jim, the senior director. In the new structure, Alex and Dana both manage 20 employees, with each managing half of the specialists and half of the consultants.
That meant that some of each group remained with their former manager, while some moved to a new manager. Senior management hoped that the integrated teams would start to share knowledge between more senior and more junior practitioners.
Roles and Work Process
Billing Specialist
The billing specialists do the initial computer input and handle the majority of the cases. Normally this occurs without any need .
Case Study 5.2 Hiding the Real Story at Midwestern Community Acti.docxmoggdede
Case Study 5.2: Hiding the Real Story at Midwestern Community Action
Recently, life at Midwestern Community Action has been anything but smooth. The nonprofit runs a variety of programs in a midsized city, including preschools, teen drop-in centers, a food pantry, a medical clinic, and low-income housing. Health problems forced founding executive director Sally May, who was well loved by staff, to quit after 20 years in her position. The board then appointed Josiah Lang, who had served as the manager of a local government service agency, as the next executive director.
When Lang arrived at Community Action, he discovered that May had been a hands-off leader. She allowed coordinators to run their programs without much supervision. Used to operating on their own, they resisted Lang’s efforts to institute performance evaluations, to evaluate the effectiveness of each program, and to reallocate funds between programs. It didn’t help that Lang made little effort to get to know his subordinates and has an abrasive personality. Three coordinators and a half dozen front-line staff quit. Lang has the support of the board, which believes that the organization needs more structure and accountability, but staff morale is low. Employees have lost faith in the organization’s leadership. However, they remain committed to helping the disadvantaged and to Community Action’s mission. For that reason, they largely keep their frustrations to themselves and are careful to protect the organization’s public image. Community Action continues to be well regarded by clients, government officials, donors, and the public at large.
This week Community Action will interview an applicant for its housing coordinator position, a vacancy created when the previous coordinator left in frustration. This is the most important open position to fill. The housing coordinator oversees three apartment complexes with 200 tenants and manages the most employees. Failure to fill the vacancy soon could reduce Community Action’s outreach to the homeless. The applicant, Albert Singh, appears to be highly qualified. If he takes the position, Singh will move his family from out of state. He has no idea that Community Action is dealing with significant conflict and poor morale.
Singh will make a brief presentation to the entire staff during his visit and then meet for an extended time with the current program coordinators. During this session, the coordinators (without the director present) will question him and present an overview of Community Action. Albert will also have an opportunity to ask questions of the coordinators.
Discussion Probes
1. What ethical duties are in conflict in this situation?
2. Are Community Action employees justified in keeping their concerns “in house,” out of the public eye? Why or why not?
3. If you were one of the current program coordinators, how much would you reveal about the turmoil at Community Action to Singh?
4. As a coordinator, what would you say if Singh.
Case Study 5.1Write a 3 to 4 (not including title or reference.docxmoggdede
Case Study 5.1
Write a 3 to 4 (not including title or reference page) page paper that describes some your state laws protecting data or security of personal information (the state you live in ,have lived in, or want to live in). First, list the state you chose. Then provide the name and a brief description of the law, to include when it was enacted, punishment if not followed, and who/what the law protects. Make sure you follow the grading rubric and write your paper in APA format. Cite all sources appropriately.
Writing Requirements
4 pages in length (excluding cover page, abstract, and reference list)
Include at least two peer reviewed sources that are properly cited
APA format, Use the
APA template
located in the
Student Resource Center
to complete the assignment.
Please use the Case Study Guide as a reference point for writing your case study.
.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Advantages and Disadvantages of CMS from an SEO Perspective
114Building a BrandThe Saturn StoryDavid A. Aaker.docx
1. 114
Building a Brand:
The Saturn Story
David A. Aaker
O n January 7 of 1985, Saturn Corporation was announced by
GeneralMotors' Chairman Roger Smith, who called it "the key
to GM'slong-term competitiveness, survival, and success as a
domestic pro-
ducer."' Its mission, in part, was to market compact vehicles
"developed
and manufactured in the U.S. that are world leaders in quality,
cost, and
customer satisfaction."^ Saturn was not only an ambitious
undertaking for
General Motors, but a critical one in light of the major inroads
that imports
had made, especially in compact vehicles. The import
competitors, who
had relentlessly increased their quality over time, represented a
significant
challenge to General Motors. The Saturn project was pursued at
a time
when many felt that U.S. manufacturers had no chance to make
world-class
compact cars and GM had itself aborted several efforts to do so.
After two years on the market, the initial results of the Saturn
project are
in. Saturn has built from scratch one of the strongest brands in
2. the U.S.,
suggesting comparisons with the Ford Mustang of the 1960s, the
Ford Pinto
of the 1970s, and the Ford Taurus of the 1980s. However,
building a brand
may not be as difficult as maintaining its momentum tactically
and man-
aging it strategically. In Saturn's case, success creates its own
problems
and options.
Saturn: A Strong Brand?
There are no generally accepted measures of brand equity.
However, several
brand equity conceptualizations do have measurement
implications. One is
that a strong brand should demonstrate market leadership as
measured by
sales or market share. Two leading brand equity researchers,
Jean-Noel
Kaupferer in Europe and Larry Light in New York, both use
market leader-
ship as a basis of a brand strength definition.^ The editors of
Brandweek
Building a Brand: The Saturn Story 115
support this perspective by using sales as the measure of brand
strength in
their annual SuperBrands analysis.
In terms of sales, it can be argued that Saturn achieved a
leadership posi-
3. tion. Saturn sold 196,126 cars during its second year, 1992,
which made it
the tenth highest selling brand out of some 200 plus brand
names—the
fourth highest if fleet and cash rebate sales are excluded. Sales
would have
been substantially higher had there not been production
limitations. At the
end of the 1992 model year, there was a five-day Saturn
inventory in a
market where virtually all other brands were awash with cars
and shouting
about deals and promotions. Further, because Satum sold
substantially
more cars per dealer in 1992 than competitors (Satum had 225
dealers vs.
approximately 800 for Honda, 1,000 for Toyota, and many more
for Ford
and Chevrolet), it can be argued that Satum was the leading
brand in
regional and local markets.
A second common perspective on brand equity is that it reflects
the price
premium that people are prepared to pay for the brand name.
Peter Farquhar
is among several who have defined brand equity as the added
value that a
brand endows a product." One operationalization of this
perspective is to
estimate the price premium associated with the brand usually
based upon
some variant of conjoint analysis.' The issue is whether the
brand is buying
sales by discounting or is able to maintain a price premium with
respect to
4. its direct competitors.
There are several indicators that Satum was strong with regard
to the
price premium measure. First, first-year showroom visitors,
intercepted
before they saw the sticker price, estimated the Satum price
would be three
to five thousand more than it actually was.* Second, two studies
found that
Satum was either the most valued franchise in the industry or
second only
to Lexus.' This appraisal by dealers would have been unlikely if
Satum had
not achieved above average margins. Third, with a sticker price
comparable
to the competition, Satum successfully eliminated price
haggling, dealing,
discounts, and rebates—an incredible achievement given the
times. Of
course, this policy was one of the factors behind the Satum
brand strength.
However, the fact that the policy was successfully implemented
was an indi-
cator that Satum had developed a strong brand—the policy
would not have
been feasible otherwise.
To appreciate this achievement, it is useful to view it in
perspective.
In virtually every industry from airlines to pet food, brands—
even strong
brands with few competitors (e. g.. Coke and Pepsi)—have been
unable to
break out of a price-promotion, price-dealing environment. The
automobile
5. industry has long suffered from pervasive price haggling in the
dealership,
which has focused attention on price at the point of decision.
During the
past ten years, company-sponsored debilitating price discounts
and rebates
have worsened. In 1992, for example, over 60% of the Taurus
sales were
made with a cash discount or involved heavily discounted fleet
sales. Only
116 CALIFORNIA MANAGEMENT REVIEW Winter 1994
a few years ago, nobody would have predicted that a major
automobile
brand would step away from this practice. Further, no one
would have
expected that the brand that did would not be a European or
upscale brand.
In fact, it was not Lexus, BMW, Acura, Lincoln, or Cadillac,
but rather a
General Motors compact.
In the book Managing Brand Equity, I have suggested that brand
equity
is based upon four sets of assets—perceived quality, brand
loyalty, brand
awareness, and brand associations (e.g., economical, for the
young, a
friend)—and that each needs to be measured in context.*
The J.D. Power measures of customer response to their new car
purchase
reflect both perceived quality and customer loyalty. Saturn was
6. fourth (be-
hind Lexus, Infinity, and Cadillac) in the 1992 J.D. Power Sales
Satisfac-
tion Index, which measures reactions to the salesperson,
delivery activities,
and initial product condition. Further, Saturn was third in the
1992 J.D.
Power Customer Satisfaction Index, the CSI, which examines
product
quality and dealer service after one year of ownership. The two
brands that
exceeded Saturn on the 1992 CSI, Lexus and Infinity, had
sticker prices
substantially higher than that of Saturn.'
Another measure of perceived quality comes from the resale
market.
The suggested retail price of a 1991 Saturn in the Fall of 1993
averaged 5%
above the original list price, whereas those of the Honda Civic
averaged
5% below their original list price. The resale prices of the 1991
Toyota and
Nissan models reflected substantially more depreciation.'"
In-house customer surveys provide more direct measures of
loyalty. Over
95% of the Saturn buyers said they would enthusiastically
recommend the
car and the retailer to others, a percentage higher than that
found for owners
of Lexus, Mercedes, or Infinity." A similar percentage believed
the car was
superior or equal to the Japanese imports.
A series of anecdotes suggests that some Saturn owners felt
7. intense loy-
alty toward their car. One dealer attached Polaroid pictures of
car owners to
the wall. Car owners who bought the car before the picture
program began
insisted that their picture be added to the rest. One couple got
married in
their Saturn. Saturn owners have volunteered their time to show
Satums
at car shows. There is a Saturn Groupies interest group on
Prodigy.
Such anecdotes are reminiscent of the VW Beetle phenomenon
of the
1960s.
Saturn was successful at building awareness and associations.
The aided
awareness among the target segment started at under 1%, went
to 40% a
few months after launch and reached 79% a year later. Unaided
awareness
was at 14% at the end of 1992, just behind Dodge and Pontiac
and ahead of
Mazda, Mitsubishi, and Geo. After one year, the percentage
reporting
agreement that Saturn had one of five target associations among
the target
audience ranged from 30% to 40%. In mid-1993, the percentage
that indi-
cated that Saturn was a "friendly company" passed Toyota and
exceeded
Building a Brand: The Saturn Story 117
8. the other Japanese brands by a comfortable margin. Considering
that the
image building began from zero in the face of a host of direct
competitors
and a cluttered media environment, these numbers should be
considered
healthy.
Thus, a wide range of perspectives and measures support the
proposition
that Satum succeeded in creating a strong brand during its
initial two years.
It should be noted that Satum was not profitable until 1993.
However, it can
be argued that the indicators discussed above better reflect
brand strength
than profitability which is infiuenced by product design,
manufacturing,
and production capacity. In particular, expanding the capacity
would
dramatically increase profitability.
How Saturn Built a Brand
There are seven areas of strategy that contributed to Satum's
becoming
a strong brand after only two years. However, it was the
synergy of the
total program, rather than the power of any single element, that
led to its
success.
The Mission: A World-Class Product—From the beginning, the
driving
concept behind Satum was to create a world-class compact car
that could
9. match or exceed the Japanese imports such as the Honda Civic
and the
Toyota Corolla. The car needed to have the reliability, safety,
feel, appear-
ance, and overall quality that people expected in the top imports
while
remaining price competitive. This quality imperative was one of
the
defining dimensions of the Satum corporate culture.
Too often there is the illusion that brands can be created by
advertising,
without a product and service that really deliver quality and
value—that
image is a "problem" of advertising. The reality is that the
product drives
the image. The Edsel of the 1950s would have been a symbol of
quality
today if Edsel had built quality products in that key first year.
Some very
good Edsel advertising and marketing were wasted because of a
shoddy
product. The Beetle phenomenon of the 1960s very likely could
have been
transferred to the Rabbit in the mid-1970s if it were not for the
initial
mechanical problems that plagued the Rabbit during its early
years. These
problems doomed the effort to use advertising and the rabbit
symbolism to
transform the Beetle equity to the Rabbit. In fact, VW has lived
in the
shadow of those days ever since.
Satum did not make the mistake of the Edsel or the Rabbit. The
product
10. was good from the outset. Reviews in car magazines provided
objective
judgments that the car was well designed and built and that
there was sub-
stance behind the customer surveys.
One visible example of the quality emphasis was the decision to
offer
a money-back guarantee. Within the first thirty days or 1,500
miles.
118 CALIFORNIA MANAGEMENT REVIEW Winter 1994
whichever comes first, the original purchaser may return their
Satum for a
full refund or for a replacement car. The guarantee not only
reassures the
buyer about the purchase decision, but also places a substantial
economic
penalty on reduced quality output and provides an intemal
signal about the
quality level that is needed and expected.
A graphic example of the quality culture was the way that a
problem
involving a defective coolant was handled. Because the coolant
might have
caused some unrepairable damage, the 1,800 involved cars were
never recy-
cled and became one of the symbols of the Satum quality
commitment.
Another example was a seat recall that was implemented for a
customer in
a remote Alaska island by having an engineer hand deliver a
11. seat.
The Team Approach: A Different Kind of Company—The basic
premise
was that a world-class compact car with a supporting strong
quality culture
could not be created within the confines of an existing General
Motors divi-
sion. A new company was formed and given freedom to create
not only a
product, but a whole new organization free from the restrictive
contract
and confrontational culture of the UAW, free from the
constraints caused
by an existing brand family, and free from the inhibitions of an
existing
way of doing business. People who joined Satum broke ties with
their prior
GM unit and often moved to Spring Hill, Tennessee where a
"green field"
manufacturing facility was built. This new organization was
integral not
only to creating the product, but also to the broader challenge of
creating a
brand and communicating its identity.
A group of 99 people drawn from the ranks of labor and
management
throughout GM, now reverently called the "99 club," was
charged with
deciding what type of organization was needed. After visiting
60 bench-
mark companies to see how successful organizations operated,
they devel-
oped a team/partnering approach to designing and
manufacturing Satum, a
12. very different approach from anything at General Motors. This
partnering
concept was ultimately extended to all elements of the business,
from
engineering to marketing to dealers to suppliers to the
advertising
agency.
There are now cross functional teams of people assigned to
modules
within Satum that stimulate change, maintain the standards, and
provide
the basic organizational structure. A team focus pervades the
organization
and provides a sense of empowerment. It is behind the
partnering relation-
ship with the UAW, unique within GM. The extensive training
effort, 5%
of work time, contains a heavy dose of team-building exercises.
Objectives
and rewards are based upon team and organizational goals. For
example,
manufacturing people have 20% of their compensation based
upon quality
and productivity of the plant. This team orientation is part of
the "different
kind of company" that emerged.
Building a Brand: The Saturn Story 119
Creating Perceptions by Selling the Company Not the Car—
Having a
world-class car is not enough to create a strong brand. It is
customer per-
13. ceptions that matter, and perceptions do not automatically
follow reality.
Audi, for example, has found that spending a billion dollars to
create what
may be the best car in its class is not enough to attract buyers
who are skep-
tical of the Audi name. The VW Rabbit was a quality car one or
two years
too late; the perceived damage to quality caused by the early
problems
could not be overcome. Schlitz beer, a strong number two brand
in the mid-
1970s, shortened the production process and began using
cheaper ingre-
dients in order to reduce costs.'^ The resulting damage to
perceived quality
caused Schlitz to virtually disappear from the shelves by 1984
even though
they had returned to the original way of making Schlitz within a
year after
the perception problem emerged.
Given that you have created a world-class car, how do you
convince
people of that fact? The obvious tactic, used by all car makers,
would be
simply to tell them why it is world class—the relentless pursuit
of perfec-
tion or the ultimate driving machine. The story would build
upon specifics
such as safety features, exterior design, fuel economy,
acceleration per-
formance, comfort, road tests, endorsements by car magazines,
guarantees,
how nimble and quick it handles, and its finish. The focus
would be on the
14. car, using unrelenting logic and mind-numbing facts. In fact,
plenty of facts
existed had that option been exercised.
A logical, product-oriented approach would have been almost
surely
doomed to fail in part because others had already been there in
ways that
had been loud and/or convincing. Ford had been "Quality is Job
1" for over
a decade. Buick was the "symbol of quality." Honda owned the
J.D. Power
index. For at least half a decade. Lee Iacocca has been saying
that Chrysler
cars are just as good as Japanese cars. Consider the task of
claiming that a
U.S. compact car made by General Motors is world class.
People would
find it difficult to believe such a claim even assuming that the
advertising,
which would surely look like a dozen others, would be noticed.
Further,
price would quickly become a focus.
The solution was to sell the company—its values and culture, its
employees and its customers—not the car. The initial
advertising showed
the employees as people with personalities and deep
commitment to Satum
quality and its teamwork approach. The advertising of Hal
Riney provided
consumers with a window into the emotional attachment of
employees to
the car and to the company. One commercial, for example,
described the
role of cars in their childhood. Another showed the sacrifice and
15. risk of
moving to a new area and beginning with a new company; and a
third
showed the pride in seeing the first car come off the line. A
print ad telling
the story of a powertrain technician at Satum began with a scene
of a
Spring Hill farm house on a misty moming with the line "I
remember
120 CALIFORNIA MANAGEMENT REVIEW Winter 1994
Standing here in the middle of nowhere, no sign of an
automobile plant in
sight and thinking, 'What the heck am I doing here?'" During
year two,
much of the advertising focused upon customers and their
experience
with the car and the Satum retailer, still a departure from
product-oriented
advertising.
Prospective car buyers were made to feel that Satum and its
employees
would not design and build anything less that a world-class car.
The percep-
tion was not based upon facts or logic, but on getting to know
and understand
the people involved in Satum. Further, the story was told in a
believable,
true-to-life style. This believability undoubtedly was transferred
to
the implicit product claims. In contrast, a prime problem of
most product-
16. oriented car advertising is a believability gap based in part by
conflicting
claims, all of which simply cannot be true. The judgment that
some ads are
puffery or false casts a shadow over all. Further, the fact that
Satum took a
very different tack was helpful in breaking through the clutter
of automobile
advertising.
The visual imagery of the employees, teamwork in action, and
the Spring
Hill plant helped to support the whole concept of a new kind of
American
company. The company obviously started fresh with a new plant
in the
middle of a border state not associated with automobile
manufacturing.
Clearly, the Spring Hill plant had the potential to be different,
to start over
from scratch and to do things the right way. It was literally a
breath of fresh
air. The employees also provided strong imagery. Think of
Pontiac and
your mind might visualize a car that generally looks like any
other car.
However, when you mention Satum, the picture is more likely to
be of
people, either employees or customers.
Two important name decisions are noteworthy. First, the Satum
was dis-
tanced from GM. Early concept research made it clear that
cueing the GM
name resulted in a substantially lower quality perception and
credibility
17. whereas cueing an Asian name such as Sony did the reverse.
Further, the
whole concept of Satum is that it was a fresh start at building an
organiza-
tion and car. Linking the effort to GM would have undercut it.
Second, the option of naming models like the Honda Civic,
Prelude, and
Accord was resisted. The focus was to be on Satum the company
and the
product. A model can provide a useful sub-brand when it
distinguishes
something very different like the Mazda Miata or when it offers
something
completely different such as the Ford Taurus. However, in this
case models
would have drawn attention to relatively unimportant variations
and away
from the main story.
The Retailer Strategy—Automobile customers are used to high-
pressure
salesmen pouncing on them as they arrive at the showroom and
immedi-
ately pressuring them into a test drive and a purchase decision.
The classic
line is "If I can get this car to you for x dollars, would you buy
it?" Focus
Building a Brand: The Saturn Story 121
groups, simple logic, and a dealer-involved team told Saturn
that such an
approach is intensely disliked by customers.
18. Saturn chose to sell their product very differently. The customer
would
not be pressured by a commission salesperson as they enter the
showroom
of the retailer (not a "dealer"). A salaried salesperson, called a
"sales con-
sultant" at Saturn, is likely to wander over and ask if the
browser has any
questions. Further, the consultant is trained not only to answer
questions,
but to explain in detail the design philosophy of the car and
company, as
well as point out features. And most importantly, the hated
price haggling
was eliminated. A price is set (by the retailer) that allows for a
comfortable
but not excessive margin (around $1,400 per car) and that's that.
Several aspects of the retail program made it successful. Going
outside
the industry for sales consultants—so that old habits would not
get in the
way—was helpful, as was the extensive sales consultant training
involving
the car, the company philosophy of treating the customer
intelligently,
team-building skills, and linking the retailer to factory teams
was another.
The most important ingredient, however, was the market area
concept.
Early in the development phase, dealer team members pointed
out the
debilitating effect of having competing dealers nearby that
would have every
incentive to reduce price. The suggestion, perhaps self-serving
19. at the time
but brilliant in retrospect, was to find retailers who would take
responsi-
bility for a broad market area and open up to six dealerships in
that area.
Thus, price competition among adjacent dealers, a driving force
behind
price competition, was eliminated.
Team-building and empowerment were a key to the development
of
the retailer concept and systems. At the outset, a small group of
hand-
picked retailers wrote their own franchise agreements and set up
extensive
screening programs for new retailers wanting to join so as to
maximize the
probability that all would be marching to the same drummer.
They devel-
oped a set of objectives which provided team incentives and
priorities so
that sales consultants would not focus on meeting a monthly
quota.
Saturn developed several assets and skills, but the retail system
is prob-
ably the most sustainable advantage in the Saturn arsenal.
Ironically, the
car itself, which in terms of investment may have been the most
difficult
asset to create, was probably the easiest to copy by competitors.
Quality
perceptions are undoubtedly more long lasting. The focus of the
advertising
on the company and Spring Hill was unique. However, it is the
retail
20. strategy that will be most difficult to duplicate.
The Saturn system of low-pressure selling by salaried sales
consultants
is based upon the total organization—its people, systems,
structure, and
culture. In particular, there was a mix of sales consultants from
outside the
industry, a very different compensation and incentive system
based more
upon group efforts to satisfy customers than individual sales
results, a cul-
ture that emphasizes treating customers intelligently, and links
to the rest
122 CALIFORNIA MANAGEMENT REVIEW Winter 1994
of the organization. At Ford, Chevrolet, and Toyota, the whole
organization
is set up to push cars through the system. Copying the Satum
selling system
without changing the whole organization will not be successful.
And
changing the organization is most difficult.
Nordstrom is an example of a firm that has shaken up the retail
market in
several major markets. Upscale department stores, in particular,
have
attempted to respond by copying the "Nordstrom style" of doing
business.
However, they have largely been unsuccessful because the
elements of the
organization, especially employees used to another approach,
21. are simply
not capable of adapting. Competitors of Satum will find similar
problems.
Further, it will be virtually impossible for competitors of Satum
to dupli-
cate the market area dealer network, a critical ingredient behind
the no-
haggling price policy. Other brands are committed to a set of
dealers who
cannot be terminated without cause and lawsuits. There are
some 50 Chev-
rolet dealers in the Detroit area, for example. Thus, other
brands, stuck
with the old dealer concept put into place in different times,
will find it
virtually impossible to implement the area-wide dealer network.
Creating a Relationship between Saturn and Its Customer—Most
brands, particularly car brands, focus upon attributes such as
safety, econ-
omy, handling, or comfort in developing a brand identity. Such
positioning
strategies are weak bases for loyalty because they are relatively
easy to copy
or surpass. Strong brands often move beyond attributes to a
brand identity
based upon a brand personality and a relationship with
customers. Satum
is in that category. An important part of its brand identity is the
concept
that its customers be treated intelligently, with respect and like
a friend.
This relationship—and the brand personality that underlies it—
have the
potential when properly implemented to create brand loyalty
22. with intensity
and endurance.
Along with the quality imperative and the team orientation,
treating cus-
tomers intelligently—with respect and like a friend—is a
defining dimen-
sion of the Satum corporate culture. The retail experience, for
example,
follows from this relationship. Haggling over price and playing
negotiation
games is not compatible with the Satum customer relationship.
It seems
incredible that nearly 50 years after the marketing concept
appeared on the
scene, treating the customer intelligently was a breakthrough in
the automo-
bile industry. But it was.
To understand the nature of a brand-customer relationship, it is
useful to
consider the metaphor of a brand as a person, with a personality
and with
interpersonal relationships (with customers). For example,
Volvo personi-
fied might be perceived as a dependable and reliable man with a
European
accent, but somewhat stodgy and lacking a sense of humor. The
customer
relationship might be characterized by feelings of being secure
and comfort-
able. In sharp contrast, "Mercedes" as a person might be
elegant, upscale.
23. Building a Brand: The Saturn Story 123
The 1993 Recall
In June of 1993, Saturn identified tiiat a repair was needed on
all
350,000 cars made before April, 1993 to insure that a wire was
prop-
erly grounded. The initial publicity was negative but was
gradually
replaced by more positive reports as more news emerged. First,
the
recall was voluntary, not mandated by the government. Second,
the
recall was handled expeditiously. After two weeks, 50% of the
cars
had been repaired, in part because of the contact that retailers
had
with their car owners. In contrast, a major recall of a competitor
man-
dated by the government was only 33% complete after 12
months.
Third, retailers handled the event positively One chartered a bus
to a
baseball game. When the bus returned, the cars had been
repaired
and washed. Another had a barbecue that customers could attend
while their car was being fixed. A third offered theater tickets.
In all, the Saturn customer relationship was reflected in the way
that
the recall was handled. Tracking studies indicated that the
Saturn
image on the "takes care of customers" dimension was not
affected
and it actually improved on the "good dealer" dimension.
24. successful, formal, and perhaps a bit stuffy and aloof. Its
customer relation-
ship might then be based on the customer aspiring to become
associated
with the status of belonging to the "Mercedes" group.
Satum personified might be viewed as young, humorous, and
lively but
also as down-to-earth and reliable and as someone who cares
about indi-
viduals (whether they may be clients, patients, or customers)
and treats
them intelligently, with good taste, with respect, and like a
friend. The
brand-customer relationship would be based upon a perception
of mutual
respect, a lively humorous interchange, intelligent, honest
discourse, and,
most of all, friendship. The head of the Satum engineering team
talks of
perceiving Satum as a person who is "thoughtful and friendly"
and who
"won't let you down and won't outshine you."'' The personalized
Satum
would not speak about safety with an accent, would not speak
condescend-
ingly to you (as might a VW who thinks you don't get the
Fahrvergnugen
concept), but would speak with respect and as a friend. The
task, of course,
is not only to conceptualize such a relationship but to
consistently imple-
ment it.
Another aspect of the brand-customer relationship, according to
25. Satum
dealers, is a sense of pride that is different than the product
centered pride
felt by many new car buyers. It involves pride in Satum (a U.S.
company
which has beaten the Japanese firms at their own game), pride
in the employ-
ees for their commitment and achievement, and the customers'
own pride
in themselves for being part of it all by not buying a Japanese
car. The
124 CALIFORNIA MANAGEMENT REVIEW Winter 1994
purchase and use of a Satum becomes a way to express a
customer's values
and personality. Customers are buying more than functional
characteristics.
A key to the pride are the U.S. symbols that have been
associated with
Satum, notably the plant at Spring Hill, Tennessee and the
American em-
ployees with their intense loyalty to Satum. Ironically, Satum
was not the
"Heartbeat of America." If it had been, the pride level may not
have been
as strong because it would have had less chance to emanate
from within.
From that perspective, Satum probably was right in deciding to
appeal to
quality rather than patriotism during the height of anti-Japan
sentiment.
Satum has much in common with other charismatic brands such
26. as
Apple, Harley, and the VW Bug, which have developed
relationships that
are the basis of intense loyalty levels. Each is an underdog to a
larger com-
petitor, each has a strong user group with an identity of its own,
each has
users who encourage others to buy, and each has strong
symbols.
A Different Kind of Company, A Different Kind of Car—A
slogan can
capture the essence of a brand and become an important part of
the brand
equity. If a brand is "packaged meaning," the slogan can be a tie
and ribbon
that seals the package and provides an extra touch. Consider the
famous
Avis slogan: "We're Number 2. We try harder." It clearly
positions the
brand with respect to the competition (e.g., the leader Hertz)
and captures
the thrust of the strategy. Addressed to the employees as much
as the cus-
tomers, it helps to crystallize the values and culture of the firm.
Finally, it
provides an umbrella concept which provides a constmct to
organize and
communicate specific features and programs that otherwise
would be dis-
jointed and confused.
The slogan, "A different kind of company, a different kind of
car," pro-
vides the same kind of functions for Satum and is an important
part of its
27. brand equity. It serves to position the car against the other U.S.
cars and
suggests that, unlike other Detroit cars (and especially unlike
GM cars),
Satum is a world-class car comparable to the best Japanese
imports. The
"different company" position captures the differentiation based
upon the
fact that Satum operates and interacts with its customers in a
new way that
is unique in the automobile industry. However, it also lends
credence to the
different car position—only because the company is different
could the car
be different. If Satum would have claimed directly a world-class
car, it is
highly unlikely that they would have achieved the desired
perceptions.
The slogan provides a core meaning while allowing a host of
specific
features and programs to be introduced without becoming lost
or creating
confusion. A prospective customer may not recall exactly how
the company
and its car are different, but the impression of being different
remains. The
slogan also provides a center of gravity for the employees,
suppliers, and
retailers. An important part of the culture, it helps people
enforce norms
by saying: "That is not done here, we are different."
Building a Brand: The Saturn Story 125
28. Gateway 2000
Gateway 2000, a mail order computer firm from North Sioux
City,
South Dakota is remarkably similar to Saturn. It might be caiied
a
different kind of company, a different kind of computer. Like
Saturn,
they have been concerned about delivering a product that is
reliable
backed by a service organization that is imbued with a strong,
com-
mitted customer culture. Also like Saturn, they have taken a
very differ-
ent tack with respect to communicating themselves to their
customers.
Ads for mail order computers all look the same. They show
product
and specifications and shout price: "We've pumped up the power
and cut the price!" "Lightweight convenience, heavyweight
savings!"
"Price, the new PC revolution!" "What's a good computer go for
these
days? Usually a lot more." Even the industry leader Dell runs
ads
claiming that their price is "news for you."
In contrast, the first Gateway ads in 1988 ran a picture of a
Gateway
engineer sitting at a desk with cows seen out the window talking
to a
customer. In between are snaps of their boys, both in Junior
High.
The headline "You've got a Friend in the business" has become
29. the
company slogan. These ads were followed by a campaign in
which
Gateway customers and applications were profiled. Gne showed
a
computer helping a Gape Smythe Air Service accountant in
Barrow,
Alaska. "You got to know those customers and their link to
Gateway"
These ads were followed by a host of offbeat ads completely
different
from those of its competitors. Gne had a picture of Gateway
employ-
ees playing poker in a Deadwood bar. Another had a picture of
an
Elk and a Walrus. Gthers had themes around Robin Hood, magic
carpets, a 1950s caf6, a zoo, and apple orchards.
Gateway's approach is to be perceived as a different kind of
mail
order computer company, one with a distinct personality Their
image
is of a solid, reliable South Dakota friend, someone who keeps
over-
head low, puts energy and resources into products and people,
and
is willing to do things differently A prominent Gateway visual
is their
distinctive black and white pattern (inspired by the Holsteins
from a
local cattle ranch) that appears on all the packages and printed
materials.
In 1992, Gateway was the nation's No. 7 personal computer
com-
pany (with sales of 1.1 billion) and the No. 1 direct marketing
30. company
(outselling Dell).'" Their success bred problems as their
customer
support fell behind, a serious problem for someone who is a
friend
rather then a vendor. In retrospect, they probably should have
charged more for the equity they had created and had more con-
trolled growth so that their capabilities would have kept up with
the
demand. However, the signs are that the problem was addressed
in
part by investing heavily in technical support before it had
serious
consequences.
126 CALIFORNIA MANAGEMENT REVIEW Winter 1994
Integrated Communication—One practical problem in building
and main-
taining brand equity is the development of effective
communication that is
consistent over different media and over time. The automobile
industry has
been characterized by: product-focused Detroit advertising that
has a same-
ness to it; a temptation to react to price appeals; dealer
advertising that is
usually off-strategy; and the involvement of a host of
communication organ-
izations. The result too often has been ineffective and
inconsistent
communication.
At Satum, a very different approach was taken. A West Coast
31. agency,
Hal Riney, was selected as a "communications partner." It was
charged
with being involved in all the Satum communications efforts—
including
brochures, retailer advertising, and the design of the retail
showroom—
in order to make sure that the message was consistent across
media and
through time. The Riney shop was experienced with a broader
scope. They
had created the life-size story display for the Bartles & Jaymes
wine cooler
spokesmen Frank and Ed, a logo for Mirage Resorts, a package
design for
Stroh Brewery, and a 7-minute entertainment film for Alamo
Rent-A-Car
customers to watch while waiting in line.
Early on, Riney produced a 26-minute film, "Spring, in Spring
Hill," a
documentary in which Satum team members explained the
excitement and
challenge of being part of Satum. The piece captured the
emotion and feeling
of Satum, it was shown to employees, suppliers, the press, local
banks,
and zoning boards and, eventually, was even broadcast as an
infomercial.
Riney worked to ensure that the retailer effort was on-strategy.
Print ads
for retailers were designed that were very different from local
automobile
newspaper advertising. With a large picture of the car and
considerable
32. white space, the series of ads captured the spirit of Satum. One
asked:
"Gosh, what if we all came back as cars?" Riney had to resist
the inclina-
tion of retailers to fill the white space with used-car prices or
maps showing
directions to the retailer.
Perhaps the most telling example of consistency occurred when
a group
of retailers was considering a car give-away to generate store
traffic when
awareness and interest was at a low point. Riney insisted that
such a promo-
tion would damage the huge investment in brand equity and
would be espe-
cially damaging to those relatively new to the Satum concept.
When the
retailers persisted, Riney designed a promotion that would
enhance the
equity rather than damage it. In the resulting promotion,
winners went to
Spring Hill and participated in building their car. The focus was
then on
Spring Hill and the committed employees building quality cars
and not
simply on giving away cars to entice people to a retailer.
In the same spirit, a 1994 Satum "homecoming" is planned. All
700,000
Satum car owners are to be invited to a festival at the Satum
Tennessee
plant to partake in a barbecue, plant tours, and other
entertaining activities.
This "Satumstock" event is modeled after the festival that
Harley-Davidson
33. Building a Brand: The Saturn Story 127
held for its products' owners that drew over 100,000 bikers to
Milwaukee.
Again, the focus is on Spring Hill and the people there and the
tone of the
event is very Satum.
Creating Brand Equity—Figure 1 summarizes how brand equity
was
created at Satum. The figure shows five dimensions of brand
equity; the
retail system is added to the four conceptualized in the book.
Managing
Brand Equity.'^ Also shown are the principal drivers of each of
the brand
equity dimensions. (Note that some eighteen different decisions
and
programs are mentioned as drivers and that the list is not meant
to be
comprehensive.)
There was not one driver of the Satum results. Rather, it seems
clear that
it was the totality of the effort and the synergy and fit of the
various pieces
that combined to create the brand. However, four elements of
the strategy
stand out as being cmcial: the ability to design and build a
quality car; the
relationship-based brand identity; the decision to focus on the
company and
its employees and customers rather than the car; and the retail
34. experience
based upon the brand identity values and the market area
concept. The last
three represent a real difference in automobile brand
management.
Challenges Facing Saturn and General Motors
Several questions surface. Can Satum keep it going? What
should General
Motors do with its market success? It is a bit like the dog who
chased the
truck and caught it. What now? There are several issues and
problems
facing both General Motors and Satum.
Keeping It Going—One set of issues facing GM involve
managing the
beast. In some respects, it is actually easier to create Satum
than to keep it
going and maintain the intensity of the culture. The excitement
of inventing
something from the ground up and of being involved in an
aggressive new
strategy, and the excitement and reinforcement of pulling it off,
provide
considerable motivation and momentum.
What happens when competitors copy or appear to copy some of
Satum's
key aspects, such as no price haggling? When the marriage with
the UAW
(United Auto Workers) falters? When the product gets old and
the heady
days of no backlog are gone? When the product quality gets
surpassed
35. by competitors who are taking dead aim at Satum? When Satum
fails to
get priority for GM resources? There is a real management
challenge in
keeping it going when adversity sets in, managing the norms of
behavior,
communicating values, and creating and nurturing symbols and
role mod-
, els. It will not be easy for Satum.
Figure 1 summarizes some of the key operational challenges
facing Satum.
First, Satum must maintain awareness levels. As the brand
matures, there
128 CALIFORNIA MANAGEMENT REVIEW Winter 1994
Figure 1: Saturn Brand Equity, Drivers and Chaiienges
Primary Drivers
of Brand Equity
Advertising
Retail Presence
Publicity,
Word of Mouth
Brand Equity
Dimensions
Awareness
Brand Associations
36. Employees
Real People Customers
Springhill Plant
Different Company/Car
Retail Experience
Liking/Friend
U.S. Car in Civic Class
Advertising
Slogan/Position
Spring Hill Plant
Retail Experience
Integrated
Communication
Relationship Based
Brand Identity
Product Design
Manufacturing Commitment
New Organization/Culture Perceived
Empathy with Employees Quaiity
Empathy with Customers
Slogan/Position
Money-Back Guarantee
Friendship Relationship
Retail Experience Loyaity
Pride in U.S. Company
Market Area Concept Retaii
Corporate Culture System
Chaiienges to
iViaintain Equity
Maintain awareness in
37. the face of reduced news
value and competitive
clutter
Need to communicate
the Saturn message to
those new to the brand
in the face of pressures
to talk product not
company
Maintaining actual quality
after the initial excitement
is over and in the face of
competitive efforts to
improve their position
Keep relationship strong
over time
Keep the retail culture in
place in the face of slow
sales and imitation.
will be a tendency for the brand to fade into the clutter of the
marketplace.
A real challenge will be to keep the brand fresh, interesting, and
visible.
A second challenge will be to continue to communicate the
message of
Satum as a "different kind of company." Unfortunately, the intr-
oductory
phase lacked a strong visual image capturing the company spirit
and commit-
ment. There is no lingering image with the potential of a
38. Marlboro country,
a lonesome Maytag repairman, a Michelin man, or even the
Apple logo.
(The Satum logo and name was stimulated by the Satum rocket
and is
hardly helpful in this regard.) A clear visual image that
represented Spring
Hill, for example, could be used to cue efficiently much of what
Satum
stands for as an organization. A glimpse of the Maytag
repairman cues the
whole Maytag philosophy. In the absence of such a visual
image, Satum
must find ways to provide the Satum feel to the market,
particularly to new-
comers who were not exposed to or have forgotten the early
advertising.
Building a Brand: The Saturn Story 129
Maintaining perceived quality is perhaps the most important
task facing
Satum. The excitement in the factory will fade and the team
concept will
come under pressure as it has elsewhere. Keeping the faith,
either under
prolonged success or under downtums and setbacks, is not easy.
In addi-
tion, Satum must also manage quality signals, most especially
the J.D.
Power index. The elements that drive the key indexes (such as
initial cus-
tomer satisfaction with the car, satisfaction with the dealer
experience)
39. require constant focus. A host of competitors will be targeting
the lofty
Power index Satum scores and it may be unrealistic to assume
that they can
be maintained. Yet the J.D. Power numbers represent the key
quality cue.
Another challenge is to nurture and foster the pride factor and
the charis-
matic brand characteristics that drive the loyalty levels achieved
by Satum.
Nintendo, Harley, Apple, and the fabled VW Beetle all
sustained high loy-
alty levels over time by maintaining strong personalities and by
providing a
sense of group involvement. Some Satum retailers have
arranged group
events for the owners and have provided other mechanisms for
involvement.
However, the Satum loyalty is based largely on the concept that
the product
and the organization are different. Thus, maintaining that reality
as well as
finding ways to express it will be critical.
The retail experience involves a strong culture that will be
challenged. A
strong culture works best when there is frequent success and
reinforcement.
When an organization goes through the inevitable hard times, it
is more
difficult to sustain the culture. Further, there will be many
competitors who
will attempt to imitate Satum. Some of these imitators will
involve dealers
who are also Satum retailers and will thus have first hand
40. experience at the
Satum approach. Even the unsuccessful will confuse the
positioning of
Satum, making it harder for Satum to stand out.
The Saturn Relationship to GM—A second set of issues
surround the
relationship of General Motors to Satum. General Motors must
make some
enormous and difficult decisions. Most basic, should Satum be
supported
by investing in additional production capacity? The current
plant will pro-
duce at most 300,000 vehicles and it is estimated that Satum
should sell
over 500,000 cars to be a real profit asset to GM. The original
plant cost
approximately $1.9 billion, so the investment will not be trivial
to a firm
with many demands on its resources.'* A less expensive
altemative might
be to convert another GM plant, but there is the real risk that
the Satum
methods, culture, and relationship with its union cannot be
transferred to
another plant. Perhaps even more momentous is the decision as
to whether
to provide Satum with a midsize competitor to cars such as the
Honda
Accord and Ford Taurus.
In many respects, it seems like a no-brainer. The project
worked. General
Motors took on Honda, Toyota, and Nissan and won. In the
process, they
developed some advantages that are likely, given proper
41. management and
130 CALIFORNIA MANAGEMENT REVIEW Winter 1994
investment, to be sustainable. The obvious course is to back the
winner and
run with it. The result could be long-term success over Toyota,
Honda, and
Nissan. If GM were to back away, the likely result is that the
Japanese
juggernaut will regain its growth trajectory and relegate GM
and perhaps
the other U.S. firms to niche players in the U.S. automobile
market.
However, it is not so simple for General Motors. Satum has
been slow to
turn the profit comer in part because it is competing in an
inherently low
margin business area, in part because its volume is still
inadequate, and in
part because it is still low on the experience curve. Although
1993 was pro-
fitable for Satum, there is still a long road before a satisfactory
retum on
the Satum will be achieved. With a relatively weak profit
picture, it is diffi-
cult to fight tough intemal battles for resources and new
products within
General Motors.
Further, there is Chevrolet, long positioned as the entry level
car for GM,
to consider. With its car sales falling in the early 1990s,
42. Chevrolet was des-
perate for new products and resentful of the investment that
went into
Satum. Chevrolet management naturally believed that Satum
should have
had a Chevrolet nameplate. The consensus of more objective
observers,
however, is that the Satum miracle simply would not have
happened at
Chevrolet. Chevrolet is intemally powerful and important to
General
Motors. It needs to be a healthy survivor and receive investment
especially
in the midsize car area. Its presence casts a large shadow over
Satum's
future. Of course, Satum was developed to fight the imports and
has been
successful. Surveys indicated that over 70% of the sales came
from buyers
who otherwise would not have bought GM products and over
half from
those who otherwise would have bought imports."
Another GM strategy could be to exploit Satum not by
expanding it, but
by transferring the "Satum approach" to other GM divisions in
keeping
with its mission to "transfer knowledge, technology, and
experience
throughout General Motors." Indeed, Oldsmobile's strategy is to
"Satum-
ize" itself to capture the appeal of the Satum brand and to
become the
choice of the Satum owner who wants a bigger car. Satumizing
other GM
divisions is on the drawing board but will not be easy and may
43. in some
cases be impossible. The problem is that the Satum magic will
be difficult
to transfer because it is not based strictly on programs, which
can be easy
to duplicate, but on the whole organization, systems, structure,
people,
and culture. The other divisions would have to change
everything. For
example, it is instructive to note how futile it was for the many
retailers
who attempted to imitate Nordstrom's service levels without
changing their
total organization.
The ingrown, insular General Motors organization would need
to change
dramatically and that seems difficult if not impossible. The
labor manage-
ment contracts and confrontational style seem firmly in place.
GM could
not transfer the Satum market area dealer system to other brands
for at least
Building a Brand: The Saturn Story 131
a generation because getting dealers to sell or combine would
be difficult
and prohibitively expensive. Efforts to export the manufacturing
methods
used at the highly successful NUMMI plant run with Toyota in
Califomia
have been disappointing and there is no reason to think that the
Satum style
44. would be any more acceptable. Even generating the motivation
to Satumize
other divisions will not come easily. There is considerable
resentment
within General Motors that Satum has received resources that
were needed
elsewhere and there is a tendency to attribute the Satum success
to money
rather than to how that money was spent.
It is not easy for any organization to change, and General
Motors is
not just any organization. There is a real question as to whether
they can
develop the motivation and ability to change. Ironically, it may
be the
Japanese companies who will be best at Satumizing themselves,
with Ford
and Chrysler ahead of General Motors in the parade.
Central to how GM handles Satum is the definition of success
that is
applied to Satum. If success is defined as retum on the $5
billion invest-
ment that GM made in the Honda Civic class Satum, the project
may be
doomed. By the same measure, incidentally, Honda would be
classified a
failure during the whole of the 1970s despite its sales success
during that
period. However, there are other perspectives. Satum could be
viewed as
the brand platform to take on not only the compact Honda Civic
and com-
parable imports but the higher margin midsize Honda Accord. It
could be
45. the vehicle to revitalize GM. Regis McKenna talks about silver
bullets,
products within a product line that create a reputation for the
company
which then makes its money on the rest of the line.'* A lesson
for GM?
Satum could also be viewed as a vehicle to create a new way of
com-
peting for General Motors. In that respect, the financial retum
performance
of the compact line would not become so central.
When, if ever, should General Motors attach its name to Satum?
There
is a temptation to move too quickly in order to transfer the
Satum equity to
General Motors and thus to the other divisions. However, there
will come a
time when Satum can lend its equity to GM. Two conditions are
necessary.
First, Satum needs to be firmly established in its own right as a
distinct
brand and organization. Second, the other divisions need to be
capable of
actually delivering Satum-level quality. At that point, an
association of
Satum with GM might help the other divisions without harming
Satum.
However, if such a move is made prematurely there is a risk that
the Satum
name will be damaged and GM will receive little benefit. The
familiar and
strong GM image might drown out the Satum image.
In Conclusion
46. The Satum story is thus not only about how GM created a strong
brand
under adverse circumstances, but, strangely, about how to
handle success.
132 CALIFORNIA MANAGEMENT REVIEW Winter 1994
How can Satum keep maintaining the Satum equity past the
initial thrust
and success? How should GM manage the strategic fit of Satum
with the
rest of the GM family?
Postscript—1994
In early 1994, Satum was still delivering customer satisfaction
(trailing
only Lexus and Infinity according to J.D. Power) and had the
lowest defect
rates of any U.S. brand. However, sales since September of
1993 were
averaging 15,000 per month, sharply down from the peak of
25,000 in
June 1993.
The problem can in large part be attributed to a decision by a
cash-short
GM to cut back on Satum. In 1993, they cut advertising in
half—virtually
eliminating it during the boom time. In addition, plans to add
dealers were
scaled back (Satum has only 285 outlets serving about 60% of
the U.S.
47. market) and a new face-lift including passenger air bags was
delayed from
the 1994 model year to 1995. As a result, Satum was at a
disadvantage to
rival Toyotas, Hondas, and Neons on which dual air bags are
standard. GM
further pushed back a major makeover with a quieter engine to
1996. An
aggressive lease program, a renewed dealer expansion, and new
advertising
with a greater focus on price is part of Satum's program to
recover sales.
These events graphically underline the challenges facing Satum
and GM.
Will the Satum culture, retail system, and relationship with its
customers
survive in the face of the market softness, active competitors,
and a more
price-oriented posture? Will GM, with many demands on its
limited
resources, provide the needed support so that Satum can
compete?
References
1. Roger B. Smith, Statement at the Satum News Conference,
January 8, 1985. Thanks
are due to Bob Ellis of Hal Riney, Tom Shaver now at
Volkswagen, and Roberto Alvarez
who all made helpful comments on earlier drafts. The material
for this article was drawn
in part from discussions with Satum executives, retailers, and
agency people and from
secondary sources such as Richard LeFauve, "One More
Chance," MrT Management
48. (Spring 1992), pp. 2-7; David Woodruff, "Satum," Business
Week, August 17, 1992, pp.
85-91; Richard G. Lefauve and Amoldo C. Hax, "Managerial
and Technological Inno-
vations at Satum Corporation," MIT Management (Spring 1992),
pp. 8-19; Raymond
Serafin, "The Satum Story" Advertising Age, November 16,
1992, pp. 1, 13; Alice Z.
Cuneo and Raymond Serafin, "With Satum, Riney Rings Up a
Winner," Advertising
Age, April 14, 1993, pp. 2-3; T. W. Shaver, Remarks to San
Diego Advertising Club,
November 6, 1991; Don Hudler, Address to the Adcraft Club of
Detroit, January 17,
1992; 1991 Brochure introducing the Satum.
2. Lefauve and Hax, op cit.
3. Jean-Noel Kaupferer, "How Global are Global Brands?" The
Challenge of Branding
Today and in the Future, Brussels, Belgium, ESOMAR, p. 209;
Larry Light, "At the
Center of It All Is the Brand," Advertising Age, March 29,
1993, p. 22.
Building a Brand: The Saturn Story 133
4. Peter H. Farquhar, "Managing Brand Equity," Journal of
Advertising Research (August/
September 1990), p. RC-7-12.
5. See, for example, Joel Axelrod who describes how and why
price premiums are meas-
ured in Joel Axelrod, "The Use of Experimental Design in
49. Monitoring Brand Equity,"
The Challenge of Branding Today and in the Future, Brussels,
Belgium, ESOMAR,
pp. 13-26.
6. Hudler, op. cit.
7. One by the NADA (National Automobile Dealers
Association) and the other by the J.D.
Power Company. See Don Hudler, op. cit.
8. David A. Aaker, Managing Brand Equity (New York, NY:
The Free Press, 1991). These
dimensions are reflected in the major efforts to measure brand
equity across brands by,
for example, Landor's ImagePower which uses awareness and
perceived quality to
measure brand equity and Total Research's EquiTrend which
uses measures of aware-
ness, perceived quality and loyalty. Stewart Owen, "The Landor
ImagePower Survey: A
Global Assessment of Brand Strength," in David A. Aaker and
Alexander L. Biel, eds.,
Brand Equity & Advertising (Hillsdale, NJ: Lawrence Erlbaum
Associates, 1993), pp.
11-30; "Wave II EquiTrend Findings," unpublished paper. Total
Research, 1992.
9. Lefauve and Hax, op. cit.
10. 1993 Kelley Blue Book Official Price Guide, Western
Edition September-October 1993.
11. Hudler, op. cit.
12. Aaker, op. cit., Chapter 4.
13. Charles J. Murray, "Engineer on a Mission," Design News,
February 22, 1993, pp.
50. 102-111.
14. Brandley Johnson, "PC service problems plague Gateway
2000," Advertising Age,
February 22, 1993, p. 4.
15. Aaker, op. cit.
16. Shaver, op. cit.
17. Hudler, op. cit.
18. Regis McKenna, The Regis Touch (Reading, MA: Addison-
Wesley, 1985), p. 93.