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The purpose of this exercise is to get you familiar with strategy terms introduced and defined in this chapter. Let’s apply these terms to the Cohesion Case on Nestlé S.A. (traded as NSRGY). Instructions Step 1 Go to the Nestlé Global corporate website. Scroll to the bottom of the site and find Investors; click on Publications and download the most recent Annual Review report. The Annual Review contains excellent information for developing a list of internal strengths and weaknesses for Nestlé. Step 2 From your college library website, download a copy of Standard & Poor’s Industry Surveys for the food industry. This document will contain excellent information for developing a list of external opportunities and threats facing Nestlé. You could also refer to Citi group’s credit cards page, IBIS World, ValueLine, and Mergent Online, if these sources are available in your college library. Step 3 Using the Internet, find out and print information about Nestlé’s two major competitors: Danone (DANOY) and Mondelēz International (MDLZ). Step 4 Using the Nestlé Cohesion Case and with the help of the information gathered above, identify what you consider to be Nestlé’s three major strengths, three major weaknesses, three major opportunities, and three major threats. Each factor listed for this exercise must include a percentage (%), number (#), dollar ($), or ratio (employees per share) to reveal some quantified fact or trend. These factors provide the underlying basis for a strategic plan because a firm strives to take advantage of strengths, improve weaknesses, avoid threats, and capitalize on opportunities. Estimate the numbers as needed. Step 5 Through class discussion, compare your lists of external and internal factors to those developed by other students and add to your lists of factors. Keep this information for use in later exercises at the end of other chapters. Step 6 Be mindful that whatever case company is assigned to you or your team this semester, you can start to update the information on your company by following the steps listed for any publicly held firm.

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For each question, provide me with a screenshot of the query and its result in MySQL.

  1. Find a query that shows attributes ChooseName1, ChooseName3, and ChooseNameNum (only when there is a match on ChooseName2 between Tables A and B).
  2. Find a query that shows the same list as the question above but also ChooseName3 and its value when there is no match with Table A. (normally in individual Assignment 3, you entered instances in Table B that are not matched in Table A. If not, please do it now).
  3. Find a query that returns the same as question a. but only for ChooseNameNum values that are greater than the average of ChooseNameNum.

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Developing a Global Advertising Campaign Plan

You must prepare a global advertising campaign for a global brand you choose for a specific market you choose. You must include the following topics in your campaign plan.

A. Research/Introduction: Background information (history) about the global brand in the market you choose. If possible then please identify the current market share. Brief competition analysis. Who are the biggest competitors of your global brand in this market. Very brief information about them.

B. Target Audience: Who will be the primary consumers that your brand in this campaign will talk to? Don’t forget to pay attention to Hofstede’s culture scores for the market you choose. You can write about some of these topics: What are their demographic characterstics (such as gender, education, marital status, age…), psychographic characteristics (such as main concerns, desires, motivations, life-styles, worries…) and behavioral characteristics (such as when do they use your brand?, where?, with whom?, why? and how frequently?)

C. Current Communication Problem: What is missing in the current marketing communication of the brand in the specific market? What is the thing that needs to be focused on the advertising campaign? Identification of the brand’s communicational problem or advertising need in the context of the target audience selected.

D. Marketing Communication strategy/message/positioning: How do you want your target audience know your brand? What should come to the their minds when they think or hear about or see your brand? The answer which is the place your brand occupies in the target audiences’ minds is called positioning. For example: the positioning of Volvo cars is “safetyâ€Â. Positioning should be related your brands’ core values, competencies, perspective, philosophy, culture etc. The positioning should be the magnet that will appeal/attract the target audience to wish to gather around or come closer to the brand.

E. The slogan: Please identify a good slogan that will fit with your positioning and will lead the positioning for the goals of the campaign.

F. Ad Application: TV or Internet Display Commercial: Write a film scenario/script/synopsis according to the message/positioning/slogan you have already developed. Please remember to pay attention to Hofstede’s six cultural dimensions’scores and tailor your film scenario/script/synopsis to these cultural dimensions. After writing it, please very clearly explain how you matched up (tailored) your scenario/script/synopsis based on these scores. You must provide examples (words, sentences, seen things…) from your scenario/script/synopsis for all of the six cultural dimensions.

G. Planned Integrated Marketing Communication Tools: What kind of events or corporate social responsibility projects would you also make to help your tv advertising? Or would you also get help from social media? How? Please provide some information about the events, corporate social responsibility projects or social media support you plan to use in your campaign.

I know this is a big assignment, but its a common one.

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Managerial Turnover: A Problem? Health Care LaunderCare (HCLC) is a company that specializes in picking up. cleaning, and delivering laundry for health care providers, especially hospitals, nursing homes, and assisted care facilities. Basically, these health care providers have outsourced their total laundry operations to HCLC. In this very competitive business, a typical contract between HCLC and a health care provider is only two years, and HCLC experiences a contract nonrenewal rate of 10%. Most nonrenew. als occur because of dissatisfaction with service costs and especially quality (e.g. surgical garb that is not completely sterilized) HCLC has 20 laundry facilities throughout the country, mostly in large met: ropolitan areas. Each laundry facility is headed by a site manager, and there are unit supervisors for the intake, washing, drying, inspection and repair and delivery areas. An average of 100 nonexempt employees are employed at each site. The operation of the facilities is technologically sophisticated and very health- and safety-sensitive. In the intake area, for example, employees wear protective clothing, gloves, and eyewear because of all the blood, tissue, and germs on laun- dry that comes in. The washing area is composed of huge washers in 35-foot stain- less steel tunnels with screws that move the laundry through various wash cycles. Workers in this area are exposed to high temperatures and must be proficient in the operation of the computer control systems. Laundry is lifted out of the tun- nels by robots and moved to the drying room area, where it is dried, ironed, and folded by machines tended by employees. In the inspection and repair area, qual- ity inspection and assurance occurs. Laundry is inspected for germs and pinholes (pinholes in surgical garb could allow blood and fluids to come into contact with the surgeon), and employees complete repairs on torn clothing and sheets. In the delivery area, the laundry is hermetically sealed in packages and placed in delivery vans for transport. HCLC’s vice president of operations, Tyrone Williams, manages the sites-and site and unit managers-with an iron fist. Williams monitors each site with weekly reports on a set of cost, quality, and safety indicators for each of the five areas. When he spots what he thinks are problems or undesirable trends, he has a confer- ence call with both the site manager and the unit supervisor. In the decidedly one- way conversation, marching orders are delivered and are expected to be fulfilled. If a turnaround in the “numbers” does not show up in the next weekly report, Wil- liams gives the manager and the supervisor one more week to improve. If sufficient improvement is not forthcoming, various punitive actions are taken, including base pay cuts, demotions, reassignments, and terminations. Williams feels such quick and harsh justice is necessary to keep HCLC competitive and to continually drive home to all employees the importance of working “by the numbers.” Fed up with this management system, many managers have opted to say “Bye-bye, numbers!” and leave HCLC Recently, the issue of site and unit manager retention came up on the radar screen of HCLC’s president, Roman Dublinski. Dublinski glanced at a payroll report showing that 30 of 120 site and unit managers had left HCLC in the past year, though no reasons for leaving were given. In addition, Dublinski received cop- ies of a few angry resignation letters written to Williams. Having never confronted or thought about possible employee retention problems or how to deal with them, Dublinski calls to ask you (the corporate manager of staffing) to prepare a brief written analysis that will then be used as the basis for a meeting between the two of you and the vice president of HR, Debra Angle (Angle recommended this). Address the following questions in your report: 1. Is the loss of 30 managers out of 120 in one year cause for concern? 2. What additional data should be gathered to learn more about managerial 3. What are the costs of this turnover? Might there be any benefits? 4. Are there any lurking legal problems? 5. If retention is a serious problem for HCLC, what are the main ways we might turnover? address it?

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