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Suppose that 20% of the people in a large city have used a hospital emergency room in the past year. If a random sample of 125 people from the city is taken, approximate the probability that fewer than 22 used an emergency room in the past year. Use the normal approximation to the binomial with a correction for continuity. Appendix A Part 1: Marketing Plan Outline I. BUSINESS MISSION II. SITUATION ANALYSIS (SWOT ANALYSIS) 1. Internal Strengths and Weaknesses 2. External Opportunities and Threats III. OBJECTIVES IV. MARKETING STRATEGY 1. Target Market Strategy 2. Marketing Mix 1. Product 2. Place/Distribution 3. Promotion 4. Price V. IMPLEMENTATION, EVALUATION, AND CONTROL As you read in Chapter 2, there is more than one correct format for a marketing plan. Many organizations have their own distinctive format or terminology for creating a marketing plan, and every marketing plan should be unique to the firm for which it was created. The format and order of presentation, therefore, must be flexible. This appendix presents only one way to organize a marketing plan. The outline is meant to give you a more detailed look at what you need to include, topics you need to cover, and the types of questions you must answer in any marketing plan. But, depending on the product or service for which you are drafting a plan, this set of questions may only be the starting point for more industry-specific issues you need to address. An actual marketing plan from E-motion Software follows this outline. The E-motion marketing plan includes annotations that tie each part of the plan to the material throughout the book. You'll see the correlation between chapter concepts and the elements of a professional marketing plan for a real company. If you are assigned a marketing plan as a course requirement, this appendix can help you organize your work. In addition, worksheets that guide you through the process of marketing planning are available on your textbook's companion site. The worksheets can be completed electronically or printed out and filled in by hand. I. BUSINESS MISSION · What is the mission of the firm? What business is it in? How well is its mission understood throughout the organization? Five years from now, what business does it wish to be in? · Does the firm define its business in terms of benefits its customers want rather than in terms of goods and services? II. SITUATION ANALYSIS (SWOT ANALYSIS) · Has one or more competitive advantages been identified in the SWOT analysis? · Are these advantages sustainable against the competition? 1. Internal Strengths and Weaknesses · What is the history of the firm, including sales, profits, and organizational philosophies? · What is the nature of the firm and its current situation? · What are the firm's resources (financial, human, time, experience, asset, skill)? · What policies inhibit the achievement of the firm's objectives with respect to organization, resource allocation, operations, hiring, training, and ...
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M a r k e t i n g P l a n O u t l i n eAs you read in C.docx
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O u t l i n e
As you read in Chapter 2, there is more than one correct format for a marketing
plan. Many organizations have their own distinctive format or terminology for
creating a marketing plan, and every marketing plan should be unique to the
firm for which it was created. The format and order of presentation, therefore,
must be flexible.
This appendix presents only one way to organize a marketing plan. The
outline is meant to give you a more detailed look at what you need to include,
topics you need to cover, and the types of questions you must answer in any
marketing plan. But, depending on the product or service for which you are
drafting a plan, this set of questions may only be the starting point for more
industry- specific issues you need to address.
An actual marketing plan from e-motion software follows this outline. The
e-motion marketing plan includes annotations that tie each part of the plan to
the material throughout the book. You’ll see the correlation between chapter
concepts and the elements of a professional marketing plan for a real company.
If you are assigned a marketing plan as a course requirement, this appen-
dix can help you organize your work. In addition, worksheets that guide you
through the process of marketing planning are available on your textbook’s
companion site. The worksheets can be completed electronically or printed
out and filled in by hand.
I Business Mission
8 What is the mission of the firm? What business is it in? How well is its
mission understood throughout the organization? Five years from
now, what business does it wish to be in?
8 Does the firm define its business in terms of benefits its customers
want rather than in terms of goods and services?
II situation analysis
(sWot analysis)
8 Has one or more competitive advantages been identified in the SWOT
analysis?
8 Are these advantages sustainable against the competition?
A. Internal Strengths and Weaknesses
8 What is the history of the firm, including sales, profits, and organi-
zational philosophies?
I Business Mission
II Situation Analysis (SWOT
Analysis)
A. Internal Strengths and
Weaknesses
B. External Opportunities and
Threats
III Objectives
IV Marketing Strategy
A. Target Market Strategy
B. Marketing Mix
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2. Place/Distribution
3. Promotion
4. Price
V Implementation,
Evaluation, and Control
1Marketing Plan Outline
8 What is the nature of the firm and its current situation?
8 What are the firm’s resources (financial, human, time, experience, asset, skill)?
8 What policies inhibit the achievement of the firm’s objectives with respect to organization,
resource allocation, operations, hiring, training, and so on?
B. External Opportunities and Threats
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action has the firm been taking in response to these trends?
8 ...
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M a r k e t i n g P l a n O u t l i n eAs you read in C.docx
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O u t l i n e
As you read in Chapter 2, there is more than one correct format for a marketing
plan. Many organizations have their own distinctive format or terminology for
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firm for which it was created. The format and order of presentation, therefore,
must be flexible.
This appendix presents only one way to organize a marketing plan. The
outline is meant to give you a more detailed look at what you need to include,
topics you need to cover, and the types of questions you must answer in any
marketing plan. But, depending on the product or service for which you are
drafting a plan, this set of questions may only be the starting point for more
industry- specific issues you need to address.
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concepts and the elements of a professional marketing plan for a real company.
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APPENDIX
Marketing Plan Worksheets
These worksheets will assist you in writing a formal marketing plan. Worksheets are a useful planning tool because they help to ensure that important information is not omitted from the marketing plan. Answering the questions on these worksheets will enable you to:
1. Organize and structure the data and information you collect during the situation analysis.
2. Use this information to better understand a firm's strengths and weaknesses, and to recognize the opportunities and threats that exist in the marketing environment.
3. Develop goals and objectives that capitalize on strengths.
4. Develop a marketing strategy that creates competitive advantages.
5. Outline a plan for implementing the marketing strategy.
These worksheets are available in electronic format on our text's website at www.cengagebrain.com. By downloading these worksheets, you will be able to change the outline or add additional information that is relevant to your situation. Remember that there is no one best way to organize a marketing plan. We designed our outline to serve as a starting point and to be flexible enough to accommodate the unique characteristics of your situation.
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Review of current marketing strategy and performance
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Student NameDeliverable Maple Leaf F.docx
Student Name:
Deliverable: Maple Leaf Foods, Exercise # 2
Course Name:
Date Assigned:
Date Due:
Rules:This assignment will be completed individuallyYou will use the Word, PowerPoint and other tools you feel appropriate for this exercise Your work must be your ownCopying/plagiarism/cheating is not allowedEach deliverable should be clear and simple to read
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On August 12 2008 management became aware of a possible case of listeriosis contamination at one of its meat processing plants near Toronto. By August 23 the contamination had been confirmed and by the end of September more than 20 people’s deaths had been linked to the listeriosis outbreak associated with Maple Leaf Foods. Many more fell ill. The Canadian press attacked the company and a number of class-action lawsuits were launched on behalf of victims and their relatives. Consumers started to avoid Maple Leaf brands, and trade customers began switching to other suppliers. The Response
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Analyze the above scenario using the 4 Costs of Quality given below:
· Appraisal cost
· Prevention cost
· Internal failure cost
· External failure cost
Your detailed analysis and report should reflect:
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The Catholic University of America Metropolitan School of .docx
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
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APPENDIX
Marketing Plan Worksheets
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Student Name:
Deliverable: Maple Leaf Foods, Exercise # 2
Course Name:
Date Assigned:
Date Due:
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The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
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·
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The Dangerous Myth of Grade Inflation
By Alfie Kohn
Grade inflation got started ... in the late '60s and early '70s.... The grades that faculty members now give ... deserve to be a scandal.
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Grades A and B are sometimes given too readily -- Grade A for work of no very high merit, and Grade B for work not far above mediocrity. ... One of the chief obstacles to raising the standards of the degree is the readiness with which insincere students gain passable grades by sham work.
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Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
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Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
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and local governments could all shape the way healthcare is everywhere.
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broad
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will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
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market. They also concentrate on constantly innovating technology to make
sure that
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will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The Challenge of Choosing FoodFor this forum, please read http.docx
The Challenge of Choosing Food:
For this forum, please read: https://www.washingtonpost.com/lifestyle/food/no-food-is-healthy-not-even-kale/2016/01/15/4a5c2d24-ba52-11e5-829c-26ffb874a18d_story.html?postshare=3401453180639248&tid=ss_fb-bottom
The article is from the Washington Post, January 17, 2016, by Michael Ruhlmanentitled: "No Food is Healthy, Not even Kale."
Based on your reading in the textbook share the following information with your classmates:
(1) To what degree to you agree with article, "No Food is Healthy, Not even Kale." Do semantics count? Should we focus on foods that are described as nourishing (nutrient-dense) instead of foods described as healthy because the word "healthy" is a "bankrupt" word? Explain and refer to information from the article.
(2) Based on the article and the textbook reading (review pages 9-30), how challenging is it for you to choose nutritious foods that promote health? What factors drive your food choices? Explain to your classmates.
(3) What do you think is the biggest concern we face health-wise in the US today?
(4) What are some obstacles as to why we may not be eating as well as we would like to?
Please complete all questions, if you have any question let me knowv
Test file, (Do not modify it)
// $> javac -cp .:junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .:junit-cs211.jar ProperQueueTests #run tests
//
// On windows replace : with ; (colon with semicolon)
// $> javac -cp .;junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .;junit-cs211.jar ProperQueueTests #run tests
import org.junit.*;
import static org.junit.Assert.*;
import java.util.*;
public class ProperQueueTests {
public static void main(String args[]){
org.junit.runner.JUnitCore.main("ProperQueueTests");
}
/*
building queues:
- build small empty queue. (2)
- build larger empty queue. (11)
- build length-zero queue. (0)
*/
@Test(timeout=1000) public void ProperQueue_makeQueue_1(){
String expected = "";
ProperQueue q = new ProperQueue(2);
String actual = q.toString();
assertEquals(2, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void ProperQueue_makeQueue_2(){
String expected = "";
ProperQueue q = new ProperQueue(11);
String actual = q.toString();
assertEquals(11, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void Queue_makeQueue_3(){
String expected = "";
ProperQueue q = new ProperQueue(0);
String actual = q.toString();
assertEquals(0, q.getCapacity());
assertEquals(expected, actual);
}
/*
add/offer tests.
- add a single value to a short queue.
- fill up a small queue.
- over-add to a queue and witness it struggle.
- add many but don't finish filling a queue.
- make size-zero queue, adds fail, check it's still empty.
*/
@Test(timeout=1000) public void ProperQueue_add_1(){
String expecte ...
The Civil Rights Movem.docx
The Civil Rights Movement
Dr. James Patterson
Black Civil Rights Movement
Basic denial of civil rights (review)
Segregation in society
Inferior schools
Job discrimination
Political disenfranchisement
Over ½ lived below poverty level
Unemployment double national ave.
Ghettoes: gangs, drugs, substandard housing, crime
Early Victories
WWII egalitarianism and backlash against German racism
Jackie Robinson integrated professional baseball—1947
Desegregation of the armed forces ordered by president Truman—1948
Marian Anderson performed at the New York Metropolitan Opera House—1955
Increased interest in civil rights a result of Cold War propaganda
Brown v. Board of Education
1954 – Topeka, Kansas
Linda Brown: filed suit to attend a neighborhood school
“Separate educational institutions are inherently unequal.”
Overturned Plessy v. Ferguson
Court says: integrate "with all deliberate speed.”
What did this mean?
Linda Brown and Family
Circumvention of Brown v. Board of Education Ruling
White supremacist parents feared racial mixing and attempted to block black enrollment.
Ignored the integration issue
Token integration
Segregation through standardized placement tests
Segregation through private schools
Stalling through legal action
By 1964, 10 years after the Brown case, only 1% of black children attended truly integrated schools.
Little Rock High School
1957 courts order integration in Little Rock
9 black students enrolled.
Governor called out militia to block it.
Mobs replaced militia after recall.
Eisenhower ordered federal troops to protect the students.
Daily harassment
Courageous black students persevered.
Montgomery Bus Boycott
1955--Rosa Parks arrested for not giving up seat to white man
Boycott of bus system led by Martin Luther King, Jr.:
Walking, church busses, car pools, bicycles
Bus lines caught in the middle
Rosa Parks being Booked
Supreme Court ruled bus companies must integrate.
Inspired other protests:
Sit-ins, wade-ins, kneel-ins
Woolworth’s lunch counter
Montgomery Bus Boycott
Martin Luther King, Jr.
Martin Luther King, Jr.
Non-Violent
Influenced by Ghandi
“The blood may flow, but it must be our blood, not that of the white man.”
“Lord, we ain’t what we oughta be. We ain’t what we wanna be. We ain’t what we gonna be. But thank God, we ain’t what we was.”
Freedom Riders
Activists traveled from city to city to ignite the protest.
Bull Conner:
in Montgomery
Dogs
Whips
Water hoses
Cattle prods
Television
Public backlash
Civil Rights March (AL. 1965)
1963 - Washington, D.C. "I have a Dream“—200,000 Attended
Civil Rights Legislation
1964 - Civil Rights Act
1964 - 24th Amendment
Abolished Poll Tax
1965 Voting Rights Act
Affirmative action
Int ...
The Churchill CentreReturn to Full GraphicsThe Churchi.docx
The Churchill Centre
Return to Full Graphics
The Churchill Centre | Calendar | Churchill Facts | Speeches & Quotations | Publications and Resources |
News | Join The Centre! | Churchill Stores | Contact Us | Links | Search
Their Finest Hour
Sir Winston Churchill > Speeches & Quotations > Speeches
June 18, 1940
House of Commons
I spoke the other day of the colossal military disaster which occurred when the French High Command
failed to withdraw the northern Armies from Belgium at the moment when they knew that the French front
was decisively broken at Sedan and on the Meuse. This delay entailed the loss of fifteen or sixteen French
divisions and threw out of action for the critical period the whole of the British Expeditionary Force. Our
Army and 120,000 French troops were indeed rescued by the British Navy from Dunkirk but only with the
loss of their cannon, vehicles and modern equipment. This loss inevitably took some weeks to repair, and in
the first two of those weeks the battle in France has been lost. When we consider the heroic resistance
made by the French Army against heavy odds in this battle, the enormous losses inflicted upon the enemy
and the evident exhaustion of the enemy, it may well be the thought that these 25 divisions of the
best-trained and best-equipped troops might have turned the scale. However, General Weygand had to fight
without them. Only three British divisions or their equivalent were able to stand in the line with their French
comrades. They have suffered severely, but they have fought well. We sent every man we could to France
as fast as we could re-equip and transport their formations.
I am not reciting these facts for the purpose of recrimination. That I judge to be utterly futile and even
harmful. We cannot afford it. I recite them in order to explain why it was we did not have, as we could have
had, between twelve and fourteen British divisions fighting in the line in this great battle instead of only
three. Now I put all this aside. I put it on the shelf, from which the historians, when they have time, will
select their documents to tell their stories. We have to think of the future and not of the past. This also
applies in a small way to our own affairs at home. There are many who would hold an inquest in the House
of Commons on the conduct of the Governments-and of Parliaments, for they are in it, too-during the years
which led up to this catastrophe. They seek to indict those who were responsible for the guidance of our
affairs. This also would be a foolish and pernicious process. There are too many in it. Let each man search
his conscience and search his speeches. I frequently search mine.
Of this I am quite sure, that if we open a quarrel between the past and the present, we shall find that we
have lost the future. Therefore, I cannot accept the drawing of any distinctions between Members of the
present Government. It was formed at a moment of crisis in order to unite a ...
The Categorical Imperative (selections taken from The Foundati.docx
The Categorical Imperative (selections taken from The Foundations of the Metaphysics of
Morals)
Preface
As my concern here is with moral philosophy, I limit the question suggested to this:
Whether it is not of the utmost necessity to construct a pure thing which is only empirical and
which belongs to anthropology? for that such a philosophy must be possible is evident from the
common idea of duty and of the moral laws. Everyone must admit that if a law is to have moral
force, i.e., to be the basis of an obligation, it must carry with it absolute necessity; that, for
example, the precept, "Thou shalt not lie," is not valid for men alone, as if other rational beings
had no need to observe it; and so with all the other moral laws properly so called; that, therefore,
the basis of obligation must not be sought in the nature of man, or in the circumstances in the
world in which he is placed, but a priori simply in the conception of pure reason; and although
any other precept which is founded on principles of mere experience may be in certain respects
universal, yet in as far as it rests even in the least degree on an empirical basis, perhaps only as to
a motive, such a precept, while it may be a practical rule, can never be called a moral law…
What is the “Good Will?”
NOTHING can possibly be conceived in the world, or even out of it, which can be called
good, without qualification, except a good will. Intelligence, wit, judgement, and the other
talents of the mind, however they may be named, or courage, resolution, perseverance, as
qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of
nature may also become extremely bad and mischievous if the will which is to make use of them,
and which, therefore, constitutes what is called character, is not good. It is the same with the
gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment
with one's condition which is called happiness, inspire pride, and often presumption, if there is
not a good will to correct the influence of these on the mind, and with this also to rectify the
whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a
single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to
an impartial rational spectator. Thus a good will appears to constitute the indispensable condition
even of being worthy of happiness.
There are even some qualities which are of service to this good will itself and may
facilitate its action, yet which have no intrinsic unconditional value, but always presuppose a
good will, and this qualifies the esteem that we justly have for them and does not permit us to
regard them as absolutely good. Moderation in the affections and passions, self-control, and calm
deliberation are not only good in many respects, but even seem to constitute part of th ...
The cave represents how we are trained to think, fell or act accor.docx
The cave represents how we are trained to think, fell or act according to society, following our own way and not the way intended for us. The shadows are merely a reflection of what they perceived to be reality instead of an illusion. The prisoners are trapped in society, each one of us who choose to stay trapped in our own way. The man that escapes is the person who no longer is a slave to society and can see the difference between reality and illusion. The day light can be compared to God’s will. When you don’t follow the plan that has been laid out for you by God, than you are trapped and you will only see illusions or reflections of reality. Escaping and choosing to go into “the light,” or following the will of God, only then can you be set free from your prison.
When looking at a piece of art, a painting, for example, at first glance the painting can appear to be something other what it is intended to be (reality). This reminds me of those pictures that everyone sees on social media, the picture that has circles all over it. When you look at the picture it appears that the circles are moving, but in reality the circles do not move at all. So art can more or less be perceived as more of an illusion.
An example of the picture can be seen here http://www.dailyhaha.com/_pics/movie_circles_illusion.jpg
Accepting illusion as reality happens a lot more times than we probably think. Anything that we see on T.V., Social Media, internet, or even dating, can all be perceived as an illusion at some point. Take dating for example; how a person acts on a date is most likely not how they would act to someone they have known for a while (illusion). Not all people pretend to be something different but in many cases they do. Recognizing what you failed to see after the initial first date and thereafter is how you would know what you first seen was just simply an illusion and therefore not reality, unless of course in reality they are simply a fake person I suppose. Following this pattern makes you realize most people do not appear to be who they are. A good “first impression” doesn’t necessarily mean much when thinking about illusions vs reality, because that’s all the “first impression” is in fact more or less an illusion.
People live in shadows because they fail to recognize reality and choose to continue to believe in illusions. With the growth of Social media, more and more people are falling victim to what things appear to be and will stay in the dark (cave). We as a society are imprisoned by what we see and read through news channels and social media. We will believe anything that comes across CNN or any news station (not fox news though) and let them make up our mind for us. People comment on any shooting victims and assume the cop was in the wrong and is racist, in reality that is not always the case.
It’s interesting to think in terms of appearance vs reality when viewing not only art, but the world. Not taking things for what they appear to ...
The Case Superior Foods Corporation Faces a ChallengeOn his way.docx
The Case: Superior Foods Corporation Faces a Challenge
On his way to the plant office, Jason Starnes passed by the production line where hundreds of gloved, uniformed workers were packing sausages and processed meats for shipment to grocery stores around the world.
Jason's company, Superior Foods Corporation, based in Wichita, Kansas, employed 30,000 people in eight countries and had beef and pork processing plants in Arkansas, California, Milwaukee, and Nebraska City. Since a landmark United States–Japan trade agreement signed in 1988, markets had opened up for major exports of American beef, now representing 10 percent of U.S. production. Products called “variety meats”—including intestines, hearts, brains, and tongues—were very much in demand for export to international markets.
Jason was in Nebraska City to talk with the plant manager, Ben Schroeder, about the U.S. outbreak of bovine spongiform encephalopathy (mad cow disease) and its impact on the plant. On December 23, 2011, the U.S. Department of Agriculture had announced that bovine spongiform encephalopathy had been discovered in a Holstein cow in Washington State. The global reaction was swift: Seven countries imposed either total or partial bans on the importation of U.S. beef, and thousands of people were chatting about it on blogs and social networking sites. Superior had moved quickly to intercept a container load of frozen Asian-bound beef from its shipping port in Los Angeles, and all other shipments were on hold.
After walking into Ben's office, Jason sat down across from him and said, “Ben, your plant has been a top producer of variety meats for Superior, and we have appreciated all your hard work out here. Unfortunately, it looks like we need to limit production for a while—at least three months, or until the bans get relaxed. I know Senator Nelson is working hard to get the bans lifted. In the meantime, we need to shut down production and lay off about 25 percent of your workers. I know it is going to be difficult, and I'm hoping we can work out a way to communicate this to your employees.”
...
The Case You can choose to discuss relativism in view of one .docx
The Case:
You can choose to discuss relativism in view of one of the following two cases:
The Case:
· Start by giving a brief explanation of relativism (200 words).
· what is the difference between ethical & cultural relativism. Then discuss, in view of relativism, how we can reconcile the apparent conflict between the need for enforcement of human rights standards with the need for protection of cultural diversity. (400 words).
...
The Case Study of Jim, Week Six The body or text (i.e., not rest.docx
The Case Study of Jim, Week Six
The body or text (i.e., not restating the question in your answer, not including your references or your signature) of your initial response should be at least 300 words of text to be considered substantive. You will see a red U for initial responses that are not at least 300 words. Note: your initial response to this required discussion will not count toward participation
The Case Study of Jim, Week 6
Title of Activity: In class discussion of the case study of Jim, Week Six
Objective: Review the concepts of the case study in Ch.13 of Personality and then relate Jim’s case to the theorists discussed during the week. In addition, summarize the entire case study.
1. Read “The Case of Jim” in Ch. 13 of Personality.
2. Discuss the case. This week, discussion should focus on social-cognitive theory.
3. Provide a summary of the entire case.
THE CASE OF JIM Twenty years ago Jim was assessed from various theoretical points of view: psychoanalytic, phenomenological, personal construct, and trait.
At the time, social-cognitive theory was just beginning to evolve, and thus he was not considered from this standpoint. Later, however, it was possible to gather at least some data from this theoretical standpoint as well. Although comparisons with earlier data may be problematic because of the time lapse, we can gain at least some insight into Jim’s personality from this theoretical point of view. We do so by considering
Jim’s goals, reinforcers he experiences, and his self-efficacy beliefs.
Jim was asked about his goals for the immediate future and for the long-range future. He felt that his immediate and long-term goals were pretty much the same: (1) getting to know his son and being a good parent, (2) becoming more accepting and less critical of his wife and others, and (3) feeling good about his professional work as a consultant.
Generally he feels that there is a good chance of achieving these goals but is guarded in that estimate, with some uncertainty about just how much he will be able to “get out of myself” and thereby be more able to give to his wife and child.
Jim also was asked about positive and aversive reinforcers, things that were important to him that he found rewarding or unpleasant.
Concerning positive reinforcers, Jim reported that money was “a biggie.”
In addition he emphasized time with loved ones, the glamour of going to an opening night, and generally going to the theater or movies.
He had a difficult time thinking of aversive reinforcers. He described writing as a struggle and then noted, “I’m having trouble with this.”
Jim also discussed another social-cognitive variable: his competencies or skills (both intellectual and social). He reported that he considered himself to be very bright and functioning at a very high intellectual level. He felt that he writes well from the standpoint of a clear, organized presentation, but he had not written anything that is innovative or creative. Ji ...
The Case of Missing Boots Made in ItalyYou can lead a shipper to.docx
The Case of Missing Boots Made in Italy
You can lead a shipper to the water, but if the horse does not want to drink…
Vocabulary:
Shipper: In commercial trade, the person who gives goods to a shipping company to be transported to a foreign destination; in export transactions, it is usually the exporter. Do not confuse the shipper with the shipping company or carrier.
Consignee: The person who is ultimately receiving the goods, generally the buyer or importer. Sometimes these people will designate a “notify party” to be notified when the goods arrive in the port of entry, so that customs clearance can be arranged and the goods picked up for further domestic transport.
Carrier: A company that transports goods (sometimes referred to as a “shipping company” or a “freight company”).
Forwarder (or “freight forwarder”): A forwarder is like a travel agent for cargo – forwarders organize the transport of your goods from departure to destination, and charge a fee for their services. There are many different kinds of forwarders. There are firms that act as both forwarders and carriers. Sometimes forwarders will have relationships with a whole string of carriers and other forwarders, so that the shipper only deals with the forwarder but in the end the goods are actually carrier by a series of independent transport companies.
NVOCC: Non-vessel operating common carrier. A “common carrier” in the legal terminology refers to a carrier who has accepted the additional legal burdens imposed on a company that regularly carries goods for a fee (as opposed to someone with a truck who might agree to help you out just this once because you’re in trouble).
Container: Large standard-sized metal boxes for transporting merchandise; you see them on the back of trucks, or stacked up outside of ports like Lego toys, or on top of large ocean-going container ships. The capacity of container vessels is measured in TEU (twenty-foot equivalent units; containers generally measure 20 or 40 feet long; large vessels can now carry in excess of 4,000 TEU). There are different kinds of containers for different purposes. For example, refrigerated containers (for transporting meat or fruit, for example) are called “reefers,” so be careful where you use this term.
Consolidator: When large companies ship a lot of goods, they are usually able to fill entire containers. However, shippers who ship smaller amounts (like the shipper in the example below), often have their goods “stuffed” (the industry term) along with other goods into the same container; hence, they are “consolidated.” Some firms specialize in consolidating various shipments from different shippers, these are “consolidators.” A load which requires consolidation is a “LCL” or less-than-full-container load, as opposed to a “FCL” – full-container-load.
Marine Insurance: This is a common term for cargo insurance for international shipments, even in cases where much of the transport is NOT by sea; “marine insurance ...
The Cardiovascular SystemNSCI281 Version 51University of .docx
The Cardiovascular System
NSCI/281 Version 5
1
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The Cardiovascular SystemNSCI281 Version 55University of .docx
The Cardiovascular System
NSCI/281 Version 5
5
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The Case of Jeff Pedophile in InstitutionJeff is a 35-year-old .docx
The Case of Jeff: Pedophile in Institution
Jeff is a 35-year-old male who is an inmate in
your maximum security facility. Jeff has recently
been transferred to your facility from another
facility, largely for protective reasons. Jeff has
come to you because he is very, very worried.
Jeff is a pedophile and he has been in prison for
nearly five years. His expected release date is
coming up and he may very well get released
due to prison overcrowding problems and his
own exemplary behavior. He has been in treatment
and, as you look through his case notes,
you can tell that he has done very well.
ISBN 1-269-20248-0
Correctional Counseling, First Edition, by Robert D. Hanser, Scott M. Mire, and Alton Braddock. Published by Prentice Hall. Copyright © 2011 by Pearson Education, Inc.
Chapter 1 • The Role of the Correctional Counselor 19
But there were other inmates at his prior
prison facility who did not want to see him get
paroled. In fact, it is a powerful inmate gang,
and Jeff had received “protection” from this
gang in exchange for providing sexual favors to
a select trio of inmate gang members. Jeff discloses
that while humiliating, he had to do this
to survive in the prison subculture, particularly
since he was a labeled and known pedophile.
The gang knew this, of course, and used this as
leverage to ensure that Jeff was compliant. In
fact, the gang never even had to use any physical
force whatsoever to gain Jeff ’s compliance.
Jeff notes that this now bothers him and he
doubts his own sense of masculinity.
Jeff has performed well in treatment for
sex offenders. But he has also been adversely
affected by noxious sexual experiences inside
the prison. You are the first person that he has
disclosed this to. Further, he is beginning to
wonder if he may have HIV/AIDS; he notes
that he feels fatigued more frequently and that
he gets ill more easily. However, he makes it
very clear that he does not want to be tested
until he is out of prison and he does not want
his fears known to others in the prison.
As you listen to his plight, you begin to
wonder if his issues with sexuality are actually
now more unstable than they were in prison.
Though his treatment notes seem convincing,
this is common among pedophiles. But what
was not known to the other therapist was how
Jeff had engaged in undesired sexual activity
while incarcerated. This activity has created a
huge rift in Jeff ’s masculine identity. Will this
affect his likelihood for relapse on the outside?
Will Jeff be able to have a true adult–adult relationship
on the outside? If not, will he be more
enticed to have an adult–child relationship?
Does Jeff need to resolve his concerns with
consensual versus forced homosexual activity?
You begin to wonder.
Now as you listen, you realize that if you
make mention of this, then the classification
system is not likely to release Jeff, and this
condemns him to more of the same type of
exploitation (gang members are in this prison,
too; they just are of diff ...
The British Airways Swipe Card Debacle case study;On Friday, Jul.docx
The British Airways Swipe Card Debacle case study;
On Friday, July 18, 2003, British Airways staff in Terminals 1 and 4 at London’s busy Heathrow Airport held a 24 hour wildcat strike. The strike was not officially sanctioned by the trade unions but was spontaneous action by over 250 check in staff who walked out at 4 pm. The wildcat strike occurred at the start of a peak holiday season weekend which led to chaotic scenes at Heathrow. Some 60 departure flights were grounded and over 10,000 passengers left stranded. The situation was heralded as the worst industrial situation BA had faced since 1997 when a strike was called by its cabin crew. BA response was to cancel its services from both terminals, apologize for the disruption and ask those who were due to fly not to go to the airport as they would be unable to service them. BA also set up a tent outside Heathrow to provide refreshments and police were called in to manage the crow. BA was criticized by many American visitors who were trying to fly back to the US for not providing them with sufficient information about what was going on. Staff returned to work on Saturday evening but the effects of the strike flowed on through the weekend. By Monday morning July 21, BA reported that Heathrow was still extremely busy. There is still a large backlog of more than 1000 passengers from services cancelled over the weekend. We are doing everything we can to get these passengers away in the next couple of days. As a result of the strike BA lost around 40 million and its reputation was severely dented. The strike also came at a time when BA was still recovering from other environmental jolts such as 9/11 the Iraqi war, SARS, and inroads on its markets from budget airlines. Afterwards BA revealed that it lost over 100,000 customers a result of the dispute.
BA staff were protesting the introduction of a system for electronic clocking in that would record when they started and finished work for the day. Staff were concerned that the system would enable managers to manipulate their working patterns and shift hours. The clocking in system was one small part of a broader restructuring program in BA, titled the Future Size and Shape recovery program. Over the previous two years this had led to approximately 13,000 or almost one in four jobs, being cut within the airline. As The Economist noted, the side effects of these cuts were emerging with delayed departures resulting from a shortage of ground staff at Gatwick and a high rate of sickness causing the airline to hire in aircraft and crew to fill gaps. Rising absenteeism is a sure sign of stress in an organization that is contracting. For BA management introduction of the swipe card system was a way of modernizing BA and improving the efficient use of staff and resources. As one BA official was quoted as saying We needed to simplify things and bring in the best system to manage people. For staff it was seen as a prelude to a radical shakeup in working ...
The Case Abstract Accuracy International (AI) is a s.docx
The Case
Abstract
Accuracy International (AI) is a specialist British firearms manufacturer based in Portsmouth,
Hampshire, England and best known for producing the Accuracy International Arctic Warfare
series of precision sniper rifles. The company was established in 1978 by British Olympic shooting
gold medallist Malcolm Cooper, MBE (1947–2001), Sarah Cooper, Martin Kay, and the designers
of the weapons, Dave Walls and Dave Craig. All were highly skilled international or national target
shooters. Accuracy International's high-accuracy sniper rifles are in use with many military units
and police departments around the world. Accuracy International went into liquidation in 2005, and
was bought by a British consortium including the original design team of Dave Walls and Dave
Craig.
Earlier this year, AI's computer network was hit by a data stealing malware which cost thousands of
pounds to recover from. Also last year there have been a couple of incidents of industrial
espionage, involving staff who were later sacked and prosecuted.
As part of an ongoing covert investigation, the head of Security at AI (DG) has hired you to
conduct a forensic investigation on an image of a USB device. The USB device, it is a non-
company issued device, allegedly belonging to an employee Christian Macleod, a consultant and
technical manager at AI for more than six years.
Case details
Christian’s manager, David Bolton, is the regional manager and head of R&D and has been
working at AI for the last three years. David initiated this fact finding covert investigation which is
conducted with the support of the head of Security at AI.
The USB device in question allegedly was removed from Christian's workstation at AI while he
was out of the office for lunch, the device was imaged and then it was plugged in back into
Christian's workstation. You have been provided with a copy of that image (the original copy is at
the moment secure in a secure locker at the security department).
You have been told by DG that Dave was alarmed by some of the work practices of Christian and
that prompted him to start this investigation by contacting the Head of Security at AI. According to
Dave, Christian would bring in devices such as his iPod and his iPhone and he would often plug
these into his workstation. There is no policy against personal music devices and there is no
BYOD policy but there is a strict policy against copying corporate data is any personal device. The
company's policy states that such data is not to be stored unencrypted, on unauthorised, non
company approved devices. According to DG, Dave has reasons to believe that an earlier malware
infection incident at AI had its origins in one of Christian's personal devices.
Supporting information
1. You need to be aware that Dave and Christian do not get along as they had a few verbal exchanges
in the last year. Christian has filled in a ...
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9
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Chapter 2
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- 1. Suppose that 20% of the people in a large city have used a hospital emergency room in the past year. If a random sample of 125 people from the city is taken, approximate the probability that fewer than 22 used an emergency room in the past year. Use the normal approximation to the binomial with a correction for continuity. Appendix A Part 1: Marketing Plan Outline I. BUSINESS MISSION II. SITUATION ANALYSIS (SWOT ANALYSIS) 1. Internal Strengths and Weaknesses 2. External Opportunities and Threats III. OBJECTIVES IV. MARKETING STRATEGY 1. Target Market Strategy 2. Marketing Mix 1. Product 2. Place/Distribution 3. Promotion 4. Price V. IMPLEMENTATION, EVALUATION, AND CONTROL As you read in Chapter 2, there is more than one correct format for a marketing plan. Many organizations have their own distinctive format or terminology for creating a marketing plan, and every marketing plan should be unique to the firm for which it was created. The format and order of presentation, therefore, must be flexible. This appendix presents only one way to organize a marketing plan. The outline is meant to give you a more detailed look at what you need to include, topics you need to cover, and the types of questions you must answer in any marketing plan. But, depending on the product or service for which you are drafting a plan, this set of questions may only be the starting point for more industry-specific issues you need to address.
- 2. An actual marketing plan from E-motion Software follows this outline. The E-motion marketing plan includes annotations that tie each part of the plan to the material throughout the book. You'll see the correlation between chapter concepts and the elements of a professional marketing plan for a real company. If you are assigned a marketing plan as a course requirement, this appendix can help you organize your work. In addition, worksheets that guide you through the process of marketing planning are available on your textbook's companion site. The worksheets can be completed electronically or printed out and filled in by hand. I. BUSINESS MISSION · What is the mission of the firm? What business is it in? How well is its mission understood throughout the organization? Five years from now, what business does it wish to be in? · Does the firm define its business in terms of benefits its customers want rather than in terms of goods and services? II. SITUATION ANALYSIS (SWOT ANALYSIS) · Has one or more competitive advantages been identified in the SWOT analysis? · Are these advantages sustainable against the competition? 1. Internal Strengths and Weaknesses · What is the history of the firm, including sales, profits, and organizational philosophies? · What is the nature of the firm and its current situation? · What are the firm's resources (financial, human, time, experience, asset, skill)? · What policies inhibit the achievement of the firm's objectives with respect to organization, resource allocation, operations, hiring, training, and so on? 2. External Opportunities and Threats · Social: What major social and lifestyle trends will have an impact on the firm? What action has the firm been taking in response to these trends? · Demographics: What impact will forecasted trends in the size, age, profile, and distribution of population have on the firm?
- 3. How will the changing nature of the family, the increase in the proportion of women in the workforce, and changes in the ethnic composition of the population affect the firm? What action has the firm taken in response to these developments and trends? Has the firm reevaluated its traditional products and expanded the range of specialized offerings to respond to these changes? · Economic: What major trends in taxation and income sources will have an impact on the firm? What action has the firm taken in response to these trends? · Political, Legal, and Financial: What laws are now being proposed at international, federal, state, and local levels that could affect marketing strategy and tactics? What recent changes in regulations and court decisions affect the firm? What political changes are taking place at each government level? What action has the firm taken in response to these legal and political changes? · Competition: Which organizations are competing with the firm directly by offering a similar product? Which organizations are competing with the firm indirectly by securing its prime prospects' time, money, energy, or commitment? What new competitive trends seem likely to emerge? How effective is the competition? What benefits do competitors offer that the firm does not? Is it appropriate for the firm to compete? · Technological: What major technological changes are occurring that affect the firm? · Ecological: What is the outlook for the cost and availability of natural resources and energy needed by the firm? Are the firm's products, services, and operations environmentally friendly? III. OBJECTIVES · Is the firm's mission statement able to be translated into operational terms regarding the firm's objectives? · What are the stated objectives of the organization? Are they formally written down? Do they lead logically to clearly stated marketing objectives? Are objectives based on sales, profits, or customers?
- 4. · Are the organization's marketing objectives stated in hierarchical order? Are they specific so that progress toward achievement can be measured? Are the objectives reasonable in light of the organization's resources? Are the objectives ambiguous? Do the objectives specify a time frame? · Is the firm's main objective to maximize customer satisfaction or to get as many customers as possible? IV. MARKETING STRATEGY 4. Target Market Strategy . Are the members of each market homogeneous or heterogeneous with respect to geographic, sociodemographic, and behavioral characteristics? . What are the size, growth rate, and national and regional trends in each of the organization's market segments? . Is the size of each market segment sufficiently large or important to warrant a unique marketing mix? . Are market segments measurable and accessible to distribution and communication efforts? . Which are the high- or low-opportunity segments? . What are the evolving needs and satisfactions being sought by target markets? . What benefits does the organization offer to each segment? How do these benefits compare with benefits offered by competitors? . Is the firm positioning itself with a unique product? Is the product needed? . How much of the firm's business is repeat versus new business? What percentage of the public can be classified as nonusers, light users, or heavy users? . How do current target markets rate the firm and its competitors with respect to reputation, quality, and price? What is the firm's image with the specific market segments it seeks to serve? . Does the firm try to direct its products only to specific groups of people or to everybody? . Who buys the firm's products? How does a potential customer
- 5. find out about the organization? When and how does a person become a customer? . What are the major objections given by potential customers as to why they do not buy the firm's products? . How do customers find out about and decide to purchase the product? When and where? . Should the firm seek to expand, contract, or change the emphasis of its selected target markets? If so, in which target markets, and how vigorously? . Could the firm more usefully withdraw from some areas where there are alternative suppliers and use its resources to serve new, unserved customer groups? . What publics other than target markets (financial, media, government, citizen, local, general, and internal) represent opportunities or problems for the firm? · Marketing Mix . Does the firm seek to achieve its objective chiefly through coordinated use of marketing activities (product, place, promotion, and pricing) or only through intensive promotion? . Are the objectives and roles of each element of the marketing mix clearly specified? 2. Product 1. What are the major product/service offerings of the firm? Do they complement each other, or is there unnecessary duplication? 1. What are the features and benefits of each product offering? 1. Where are the firm and each major product in the life cycle? 1. What are the pressures among various target markets to increase or decrease the range and quality of products? 1. What are the major weaknesses in each product area? What are the major complaints? What goes wrong most often? 1. Is the product name easy to pronounce? Spell? Recall? Is it descriptive, and does it communicate the benefits the product offers? Does the name distinguish the firm or product from all others? 1. What warranties are offered with the product? Are there other
- 6. ways to guarantee customer satisfaction? 1. Does the product offer good customer value? 1. How is customer service handled? How is service quality assessed? 2. Place/Distribution 2. Should the firm try to deliver its offerings directly to customers, or can it better deliver selected offerings by involving other organizations? What channel(s) should be used in distributing product offerings? 2. What physical distribution facilities should be used? Where should they be located? What should be their major characteristics? 2. Are members of the target market willing and able to travel some distance to buy the product? 2. How good is access to facilities? Can access be improved? Which facilities need priority attention in these areas? 2. How are facility locations chosen? Is the site accessible to the target markets? Is it visible to the target markets? 2. What are the location and atmosphere of retail establishments? Do these retailers satisfy customers? 2. When are products made available to users (season of year, day of week, time of day)? Are these times most appropriate? 2. Promotion 3. How does a typical customer find out about the firm's products? 3. Does the message the firm delivers gain the attention of the intended target audience? Does it address the wants and needs of the target market, and does it suggest benefits or a means for satisfying these wants? Is the message appropriately positioned? 3. Does the promotion effort effectively inform, persuade, educate, and remind customers about the firm's products? 3. Does the firm establish budgets and measure effectiveness of promotional efforts? 4. Advertising 1. Which media are currently being used? Has the firm chosen the types of media that will best reach its target markets?
- 7. 1. Are the types of media used the most cost-effective, and do they contribute positively to the firm's image? 1. Are the dates and times the ads will appear the most appropriate? Has the firm prepared several versions of its advertisements? 1. Does the organization use an outside advertising agency? What functions does the ad agency perform for the organization? 1. What system is used to handle consumer inquiries resulting from advertising and promotions? What follow-up is done? 4. Public Relations 2. Is there a well-conceived public relations and publicity program? Does the program have the ability to respond to bad publicity? 2. How are public relations normally handled by the firm? By whom? Have those responsible nurtured working relationships with media outlets? 2. Is the firm using all available public relations avenues? Is an effort made to understand each of the publicity outlet's needs and to provide each with story types that will appeal to its audience in readily usable forms? 2. What does the annual report say about the firm and its products? Who is being effectively reached by this vehicle? Does the benefit of the publication justify the cost? 4. Personal Selling 3. How much of a typical salesperson's time is spent soliciting new customers as compared to serving existing customers? 3. How does the sales force determine which prospect will be called on and by whom? How is the frequency of contacts determined? 3. How is the sales force compensated? Are there incentives for encouraging more business? 3. How is the sales force organized and managed? 3. Has the sales force prepared an approach tailored to each prospect? 3. Has the firm matched sales personnel with the target market
- 8. characteristics? 3. Is there appropriate follow-up to the initial personal selling effort? Are customers made to feel appreciated? 3. Can database or direct marketing be used to replace or supplement the sales force? 4. Sales Promotion 4. What is the specific purpose of each sales promotion activity? Why is it offered? What does it try to achieve? 4. What categories of sales promotion are being used? Is sales promotion directed to the trade, the final consumer, or both? 4. Is the effort directed at all the firm's key publics or restricted to only potential customers? 2. Price 4. What levels of pricing and specific prices should be used? 4. What mechanisms does the firm have to ensure that the prices charged are acceptable to customers? 4. How price sensitive are customers? 4. If a price change is put into effect, how will the number of customers change? Will total revenue increase or decrease? 4. Which method is used for establishing a price: going rate, demand-oriented, or cost-based? 4. What discounts are offered, and with what rationale? 4. Has the firm considered the psychological dimensions of price? 4. Have price increases kept pace with cost increases, inflation, or competitive levels? 4. How are price promotions used? 4. Do interested prospects have opportunities to sample products at an introductory price? 4. What methods of payment are accepted? Is it in the firm's best interest to use these various payment methods? . IMPLEMENTATION, EVALUATION, AND CONTROL · Is the marketing organization structured appropriately to implement the marketing plan? · What specific activities must take place? Who is responsible for these activities?
- 9. · What is the implementation timetable? · What other marketing research is necessary? · What will be the financial impact of this plan on a one-year projected income statement? How does projected income compare with expected revenue if the plan is not implemented? · What are the performance standards? · What monitoring procedures (audits) will take place and when? · Does the firm seem to be trying to do too much or not enough? · Are the core marketing strategies for achieving objectives sound? Are the objectives being met, and are the objectives appropriate? · Are enough resources (or too many resources) budgeted to accomplish the marketing objectives?