Please respond to the following:
•Describe how an organization’s mission statement and values are supported by specific aspects in the marketing, operations, technology, management, and social responsibility sections of a business plan.
•In a real life situation, feedback from your business plan development team can be extremely valuable. Explain the value of receiving feedback from your ‘team’ (your instructor and fellow students) on the various sections of your non-alcoholic beverage (NAB) business plan while you work towards making necessary revisions.
Respond to at least one (1) of your other classmate’s comments.
Management
Management
Introduction
Management, Change Management, Leadership, Decision Making are all related yet different do- mains, that contain very different sets of skills. The academic thinking in these areas is constantly evolving and some of the leading scholars exploring these share their latest thinking and research in the materials that you will read and work upon.
Aims of the assignment
The aims of this individual assignment are to
- learn from the latest academic and management opinions about how to manage, lead, make decisions, and execute the strategies
- open one’s mind to the intricacies of management, decision making and leadership, to the underlying parameters of their drivers, and, as a result to which actions and behaviors may support effective execution, or may cause execution to fail.
- develop critical thinking by comparing concepts from the subject matter experts
- develop your analytical skills of specific situations
- develop your ability to adapt management concepts into specific situations
- Instructions
- Read the entire section IV “Strategy Implementation and Control” from textbook Wheelen, T.L. Part IV Strategy Implementation and Control. IN: Wheelen Thomas L. (©2012) Strategic Management and Business Policy: toward global sustainability. 13th ed. USA: Pearson Education. pp. 269-361
- Read the two articles assigned to you from the attached HBR’s 10 Must
- Read– Article Meeting The Challenge of Disruptive Change, from HBR’s 10 Must Reads: The Essentials, and article The Hidden Traps Of Decision-Making from HBR’s 10 Must Reads: On Making Smart Decisions.
- Proceed to a comprehensive analysis and summary of the ideas in the materials read. Do you agree, or you disagree with the presented ideas? How does these approaches help strategy execution and control – please explain the link? Please pay attention and describe both similarities and differences between the ideas presented in the selected materials. How the authors are complementary and how they are opponent in your view? Feel free to also compare to any other materials or ideas on the subject that you may have read about in a different source.
- Choose a specific initiative at your place of work that (would) require(d) strategic execution/ imple- mentation/ change management/managing yourself/decision making and explain what your organi- sation must do to ensure a sustained execution of that initiatives.
Deliverables
Each student will have to present his/her thoughts during a 30 minutes class presentation. A Power- Point presentation should be delivered via Moodle (deadline is until the end of the seminar, Feb 18) The PowerPoint presentation should contain:
1) A brief presentation of the concepts stated by the 2 (or more) authors studied by the student
2) An analytical comparison: similarities, complementarity and differences
3) The link between these ideas and how they enhance strategic execution/implementation
4) A brief presentation of the initiative at place of work analyzed by the student
5) An explanation of what student’s organization must do to ensure execution, a sustained implemen- tation of that initiative
Due dates MANAGEMENT: PRE-CLASS PERSONAL ASSIGNMENT
- – Delivery of PowerPoints presentation on Moodle: Feb 18 2018 (not later than 23h59 Moodle time)
- – Class Presentation: Feb 2018, from 8h30 to 13h30
- Referencing
- Each student is expected to follow the academic conventions in any piece of work they produce. In academic writing Referencing is one of these conventions. Referencing is used to acknowledge the use of other people’s work and ideas in your own work. Referencing involves four key elements: - Paraphrasing – putting the author’s ideas into your own words. - Quoting – including the author’s exact words, using speech marks to indicate this. - Citations – information about the source of the quote or paraphrase within your text. - Bibliographies or Cited Works/Reference List – a list of sources that you have used and/or included in your text.
Page | 4
Pre-Class Assignment
The sole Business School reference protocol is the “Referencing Style Guide from Harvard Version 2014” as described by University Of Roehampton & Business School. No other referencing system will be accepted.
Please refer to student’s documentation provide by the Business School.
Competitive Intelligence Acquisition, Management, And Sales Ethics-Article Review
Competitive Intelligence Acquisition, Management, and Sales Ethics
From Competitive Intelligence and the Sales Force: How to Gain Market Leadership Through Competitive Intelligence
By Jöel Le Bon, PhD
(A Business Expert Press Book)
CHAPTER 4
Competitive Intelligence Acquisition, Management, and Sales Ethics
If you don’t know your customers, you don’t know your competitors! —JLB
Chapter 3 described how key individual and organizational factors can be leveraged to foster salespeople’s competitive intelligence attitude (CIA) and motivation toward competitive intelligence missions. Because intelligence quality and sales performance ultimately happen at the salesper- son–customer dyad level, this chapter exposes salespeople’s field investiga- tion strategies, describes how to organize incoming intelligence, and notes ethical issues at stake with regard to competitive intelligence activities.
Competitive Intelligence and the Infiltrated Salesperson
Strategies for Customer-Based Intelligence Acquisition
As stated previously, organizations should be open to any kind of compet- itive information. Overall, quality pertains to exhaustiveness, frequency, speed, and source trustworthiness. However, for a salesperson to obtain quickly what sales and marketing managers seek, they must turn to their relationships with key customers. Overall, the quality or quantity of com- petitive information collected and transmitted fully depends on the salesperson’s willingness and ability to get it from the right customers.
“For me it is important. I am very sensitive to this because of my experience in a marketing department where I became aware of the importance of information we get from the field…. To get this information, you need to make people talk, build trust. But first, you need to be curious. I know my market very well, I look at everything. Now, for competitors’ negotiated terms and prices, you have to obtain it from the customer. And for this, you need to have great relationships with them! Each salesperson should have one or two customers with whom they get along very well and to whom they can ask many things. This is what my Director of Sales requests. Relationship is what matters! One day you help your customers, the next one they help you.”
—Sales representative, consumer goods company
“It is about intimacy. If you don’t know the right people, it does not work. This is part of privileged relationships with buyers. A relationship happens through long-term, not short-term. I can judge my relationship if I can ask something without embarrassing the person. A relationship makes you get confidential information. When there are big negotiations, people don’t give you the price, but they make you understand it. The mistake is not to listen and not to let the customer divulge himself.”
—Sales representative, B2B company
“For example on X, the market leader, decided to change the pack- aging and have a smaller bottle. Our marketing department knew it was coming, but we did not know the new bottle price. We were in a meeting, we took a break, and we all called people we knew. Ten minutes after, we got their price! Then we changed our pack before them and priced it below their price. The market leader had to put a promotional sticker on each of their bottles to be less expensive than us, and they did not have the time to change their bottle either. So they ended up having a bigger bottle than us, but a lower price. It cost them a fortune!”
—Sales representative, consumer goods company High quality, relevant, timely intelligence sharing happens in the buyer–seller relationship. It is personal!
An organization would not even have to establish a competitive intelli- gence strategy to assemble information from the market and work hard on cross-validating it if its sales force was always kept informed by key customer sources. Just as in a crime scene or news investigation, if the culprit was to confess everything and information sources recounted everything they knew accurately, the job would be easy. But this is rarely the case, and likewise, orga- nizations must strategize about their intelligence collection and consolidation.
For salespeople, intelligence gathering happens through market infiltra- tion, an approach as old and efficient as the very history of intelligence. Even government intelligence agencies know perfectly well that human abilities and sources cannot be replaced fully by technologies or systems if they want to look for, transmit, and interpret sensitive information.
We do not mean to compare salespeople to spies, though as human sources of information, they are the eyes and ears of their company, the ones shaking hands, having lunch, or playing golf with customers and com- petitors. They know whom to talk to, they know when, they know how, and they know to reciprocate to maintain quality relationships.
Thus salespeople earn and own trusting customer relationships. This simple fact of possession gives them the necessary credentials to collect various types of information that no one else can attain. Knowledge is in the market, and the market is outside, but salespeople can bring it inside. As we described in Chapter 1 (Figure 1.3), when the accessibility of infor- mation is low and its importance is high, firm-level intelligence may come close to espionage. But because salespeople can obtain this information easily and with the consent of the information holder, it does not fall out- side the law. This is what we mean by market infiltration: not more but also not less than trusting, unique salesperson–buyer relationship.
To strategize market infiltration, salespeople should attend to two main elements. First, they need to build a pool of reliable informants. Second, they need to know how to prompt their informants to reveal information.
management
Stella Artois has partnered with Water.org
http://water.org/post/stella-artois-supports-waterorg/
Around the world, women spend a combined 200 million hours collecting water every day for their families. That’s 200 million hours they could spend caring for their families, generating income and making other contributions to their communities
Stella Artois has partnered with Water.org to launch ‘Buy a Lady a Drink,’ a campaign to help raise awareness of the global water crisis. Stella Artois’ support will help stop these journeys to collect water so women can start new journeys of their own
Read above requirement, and think out a title about water, then do 1 page newsletter, just like the example i posted. please remember this is not a essay, it is like a report, just 1 page.
social Marketing, Management, and Organizational Behavior
Respond to the following questions in relation to governance and leadership:
- What are the differences between governance and leadership?
- What systems or processes should public health agencies utilize to ensure communication and accountability between their governing board and leaders? Justify your answers.
According to Kotter (2001), ” . . . leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile business environment.”
Respond to the following questions in relation to management and leadership:
- What are the differences between leadership and management?
- Why do you think Kotter described leadership and management as complementary systems of action?
In recent years, the optimal management structure has shifted from a narrow span of control to a broad or wide span of control. Earlier, three to seven individuals were reporting to the same manager (narrow span), whereas today, it is common to have twenty or more staff members reporting to the same person (broad span), as stated in the course textbook.
Based on the readings for this week, the South University Online Library, and the Internet, respond to the following discussion points:
- Identify at least one pro and one con for each span of control described above.
- State, with reasons, which of the two structures you would recommend.
Part 2
Several decades ago, Kotler and Zaltman (1971) first used the term “social marketing” to describe the application of marketing theory to solve social- and health-related issues. Since then, social marketing has grown in popularity and usage within the public health community, including within national agencies such as the Centers for Disease Control and Prevention (CDC) and state and local health departments. Some of the factors responsible for the success of national social marketing campaigns are the efficient use of financial resources to develop marketing strategies, consistent messages across geographic boundaries, and uniform evaluation measures.
Respond to the following discussion points in relation to social marketing campaigns:
- What challenges might you expect when adapting a national social marketing campaign in your local community?
- Recommend ways in which your local health department may address these challenges.
References:
Kotler, P., & Zaltman, G. (1971). Social marketing: An approach to planned social
change. Journal of Marketing, 35(3), 3–12.
Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11),
management
(A) Use the SMART (Specific, Measurable, Attainable, Relevant and Time-bound) traits to establish goals for your educational career.
Requirements:
a. Ensure each goal is SMART
b. 3-5 goals
c. Explanation of what you hope to achieve with each goal.
d. What difficulties you had in establishing goals.
For example, if you say “didn’t have enough information,” you should also state what information you would have needed.
Do not use any of the goals found on page 25 of your text. You may use them as a reference.
(B). Have a counseling session with a friend, co-worker, or family member. Summarize your results in the Forum post. How do relationships influence our ability to effectively counsel someone (does the relationship help, hurt?)?
(C). Explain one disciplinary technique you either have used or had used on you. Based on the reading, was the technique proper? Explain why or why not. Submit your answer in this Forum by clicking “Post New Thread” above. (Do not enter your answer in the Assignments section of your e-classroom.)
3. Then respond to at least two (2) of your peer’s answers by clicking the “Reply” link.
Were there SMART goals aligned? How could they have handled the counseling better? Do not simply say what you did and recommend they do the same. Be tactful (they are your peers). [100-200 words per peer response]
I will give everyone a chance to answer the question and begin grading your answer and responses toward the end of the week. I look forward to reading them!
Administrative Notes:
a. Remember to incorporate your classmate’s name to personalize your response and clarify communications. For example, “Bob, I agree with all your points except – – – because – – -“. Always justify your position.
b. Remember to respond to at least two (2) classmates’ answers. Of course, you may respond to more if you wish. More earns max points, see attached rubric.
c. Remember to write your response in a courteous and respectful manner that enhances the learning process for everyone by using terms, models, theories, and concepts contained in the required readings.
d. Finally, I encourage you to insert your opinions and real world experiences. The real value in the online discussion comes from your application of the knowledge in the chapter and how you assess your classmate’s perception of that knowledge.
Forum Rubrics
Instructions: Your initial post should be at least 250 words. Please respond to at least 2 other students. Responses should be a minimum of 100 words and include direct questions.