Message Strategies: Informational Reports [LO-1] Find an article in a business newspaper or journal (in print or online) that recommends a solution to a problem. Identify the problem, the recommended solution(s), and the supporting evidence provided by the author to justify his or her recommendation(s). Did the author cite any formal or informal studies as evidence? What facts or statistics did the author include? Did the author cite any criteria for evaluating possible options? If so, what were they?

Lori Smith sells her handmade jewelry through a few very exclusive gift shops. Lori along with one other employee produce all of her beautiful jewelry. Lori’s best friend told her, “You could sell a lot more if you tried to get them into every gift and department store in town.”   Lori asks you to explain the three different types of distribution intensity strategies and which one you would recommend. Answer Lori’s question on distribution intensity strategies and give her your recommendation.

WBS Exercise

The Fence – Statement of Work

1.0 Backyard

1.1 Each side of the yard (east & west) run 75’ deep

1.2 Width of the backyard is 82.5’

2.0 Wood Fencing

2.1 All wood; earth tone brown stain

2.2 Shadowbox style

2.3 6’ at peak of arches

3.0 Support Studs and rails

3.1 7.5’ between support studs

3.2 Corner support studs (6) are 6”x6”,

3.3 Non‐corner support studs are 4”x4”

3.4 All support studs will be sunk 18” below ground and concrete reinforced

3.5 Two rails will connect between studs

3.6 Rails and supports studs will be all wood; earth tone brown stain

4.0 Gates

4.1 Two gates will exist on either side of the house extending out 12.5’ on each side

4.2 Gates will also be all wood; earth tone brown stain

4.3 Shadow box style

4.4 Continuing in line with 6’ arches o f fence

Communication Ethics : Using a spreadsheet app, create a bar chart or line chart using data you find online or in a business publication. Alter the horizontal and vertical scales in several ways to produce different displays of the original data. How do the alterations distort the information? How might a reader detect whether a chart’s scale has been altered?

Describe the organizational structure of Target? What are the different organizational structure types?

Didi is based in China and looking to expand to Brazil; China and Brazil are BRICS nations. Why is this significant?

A lot of information about business ethics and entrepreneurship

Should be Not less than 2000 words

Susan G. Komen for the Cure: Can This Relationship Be Saved?

Written by Mary Anne Doty, Texas A&M University– Commerce

On January 31, 2012, news reports circulated that Susan G. Komen for the Cure had decided to stop funding clinical breast exams through a grant to Planned Parenthood. Initially, Komen cited the congressional investigation of Rep. Cliff Stearns, a conservative legislator who has pushed for abortion restrictions, as the reason for the change in policy barring grants to groups under government investigation. This decision had been made quietly in late November, 2011, with notification to Planned Parenthood in mid- December. As the story broke, Komen found itself in the middle of a controversy. Overnight the organization faced severe criticism (and some praise) as the story mushroomed through television and newspapers, as well as Facebook, Twitter, and other social media.1

Susan G. Komen for the Cure has become the largest source of nonprofit funds dedicated to the fight against breast cancer in the world, investing more than $1.9 billion since 1982. In April 2012 their website listed 124 corporate sponsors from varying organizations, including product brands (American Airlines, Ford Motor Company, Mohawk Flooring, and Yoplait Yogurt), retailers (Belk, Lowe’s, Old Navy, Walgreens), and sports organizations (Dallas Cowboys, Major League Baseball, Ladies PGA).2 In thirty years the brand had reached iconic proportions, beloved by people on all parts of the political spectrum. Charity Navigator, a website that rates nonprofit organizations on the percentage of funds used for the organization’s mission and on transparency, gave Komen a rating of 4/4 stars, with a score of 62/70.3 Supporters have a very personal link with the organization because volunteers have given (or walked) in honor of loved ones affected by breast cancer.

As word trickled out about the Komen decision, supporters and critics began sharing opinions through social networking sites. Former Komen supporters responded with anger and disappointment, many expressing feelings of betrayal. While the Komen grants totaled only $680,000 in 2011, an outpouring of donations to Planned Parenthood raised $3 million in three days, including over 10,000 new donors. As the lines were drawn for supporters of both organizations, most chose Planned Parenthood.4

The negative publicity also drew attention to many of Komen’s practices that had not faced public scrutiny.5 Among the complaints were: (1) the relatively small percentage of Komen funds that go to medical research for a cure (less than 19%); (2) high salaries of the founder and board members (founder Nancy Brinker is reportedly paid over $400,000 annually); (3) large legal expenses incurred from suing other charities defending the words “for the Cure” in their trademark; and (4) making women’s health a political issue.

Susan G. Komen for the Cure did not respond to the social media uproar initially, which angered many of their former supporters.6 Komen received a strong defense from people who disapproved of Planned Parenthood. Many of these were people who previously did not support Komen’s activities because of their grants to Planned Parenthood. In spite of the approval, it was not clear that this segment would replace the funding and other support at risk by the decision.

Corporate sponsors, who generally fear controversial issues, complained that Komen had not informed them of the policy change in advance.7 While none of the sponsors publicly abandoned Susan G. Komen for the Cure in the short term, they made it clear that better communication was expected if the relationship was to thrive.

After four days of intense negative publicity, Komen announced they were reversing their decision and would consider reinstating the Planned Parenthood grants.8 Komen founder Nancy Brinker apologized and announced that in the future groups will only be disqualified from receiving grants when they are under investigations that are “criminal and conclusive in nature and not political.”

This response was probably a case of “too little, too late” that angered those on both sides of the debate. Planned Parenthood supporters claimed the wording was full of loopholes and not a strong repudiation of the initial decision. Planned Parenthood opponents were angry that the decision was reversed and vowed not to support Komen in the future. The slow response managed to alienate a majority of the public.9

When the decision to defund Planned Parenthood’s grant became public on February 1, 2012, a number of Komen executives and employees resigned in protest, including a medical advisory board member, a health official, and the directors of several large Komen chapters. After the reversal on February 3, public outcry did not fade away. Karen Handel, Senior Vice President for Public Affairs, received most of the blame for the initial decision and for politicizing Komen policies by focusing on abortion politics rather than detecting and treating breast cancer. Handel, a former political candidate who had campaigned on an anti–Planned Parenthood platform, resigned on February 7.10

By February 23, news stories reported Komen hired a consulting firm to assess damage to their brand among supporters.11 The 20-minute survey tested the wording of various apologies and then measured the credibility of the Komen foundation and its leaders, along with the credibility of other public figures. Komen’s problems continued into March when two top executives resigned, the Executive VP and Chief Marketing Officer, as well as the CEO of Komen’s New York City affiliate. As the organization struggled to repair its relationship with supporters, some Komen affiliates reported revenues were substantially lower than in previous campaigns, and participation in the Race for the Cure was also down.

It may take years to determine if Komen can repair its relationships and be restored as a premiere charity brand. The damage of these events affects employees in the form of poor morale, former supporters who are angered by Komen’s initial decision and are not mollified by the reversal of that decision, corporate sponsors who are leery of future controversy, a public that views Susan G. Komen for the Cure as a tarnished organization, and disappointed anti-abortion groups who remain opposed to Komen. Moving forward, it may be time to reexamine their mission. When the organization was founded in 1982, breast cancer was often a death sentence for women (and a few men) because the prognosis was poor when cancer was detected in later stages. Komen raised awareness of breast cancer and spent millions of dollars on public education and breast cancer screening. By any measure, those efforts were a resounding success. It may be time for Komen to focus their strategy on research and treatment (as implied by the trademark name, “…for the Cure”) and save their education campaigns for less informed segments.

Question 1: How did social media impact the complaining behaviors of donors and participants for Susan G. Komen for the Cure activities?

Question 2: What types of complaining behaviors were most apparent? What was the response by Susan G. Komen for the Cure to negative public publicity after their decision to stop funding mammograms in partnership with Planned Parenthood? Would you have responded differently had you been in charge?

Question 3: Officials at Susan G. Komen for the Cure seemed unprepared for the intensity of response that they encountered. How would an understanding of the difference between customer loyalty and customer inertia have prepared the Komen officials for the reactions they experienced?

Question 4: Does the Komen organization demonstrate I characteristics of relationship loyalty with their donors? Why or why not?

Question 5: Many Komen supporters switched their donations to Planned Parenthood after the negative public publicity. Use the concept of share of wallet to explain why this might have happened.

take the paragraphs from the Module 1 assignment, find a relevant source about that and then add an in-text citation and a reference for the source.

There are a few ways that one may use plagiarism. One can use Plagiarize by submitting a assignment that they have already completed for a different course or by giving someone else their work to submit as their own. Plagiarize can also be caused if one do not use quotations where they are needed or cite references correctly. The best way to avoid plagiarize is by using accredited sources. It can be avoided by using resources provided by the University.

Conclusion

I agree they are a different type of the way you can use plagiarism. For example,

giving your paper to someone else and they use it in a class that you have had

prior to them and they resubmit it as their own. Then when you do an

assignment and you use other people word and not your own that is also

plagiarism. So, I agree that use the proper questions if using someone else

word in your assignment and giving the correct citations so that you do avoid

any university violations and you don’t have to do the research all over

again.

During the past 4 quarters, the Port of Baltimore has unloaded large quantities of grain from ships.  The ports operations manager wants to test the use of exponential smoothing to see how well the technique works in predicting tonnage unloaded.  He guesses that the forecast of grain unloaded in the first quarter was 175 tons.  Two values of α are examined: α = .10 and α =.50.  Calculate the forecast for the 5^th quarter. Make sure to fill the spaces left blank and show all your calculations

a)Based on the data shown above, can you decide which α is best to be used? Explain the reason for your answer, and how would you proceed in order to make a decision if your answer for the previous question was in the negative.

b)Can you say which model tends to underestimate more the demand? What are the implications with respect to operations of a forecast that tends to underestimate demand? (Write down your assumptions about the operations.)

c)Can you say which model gives a higher error magnitude? What are the implications with respect to operations of a higher error magnitude? (Write down your assumptions about the operations.)

What are the six planning tools and techniques? Using an example from your experience (as a student or at work), describe how you could use one of the techniques or tools to improve planning in your future. You may choose to apply your response to a specific goal in answering this question.

Composition of 3 varied messages based on provided scenarios and formatted using the required message plans of Direct or Indirect Patterns
Positive/Neutral (Direct)
Negative  (Indirect)
Persuasive (Indirect)
Scenarios:

Positive/Neutral-

As General Manager of the extremely exclusive Chez Pohopien restaurant, you must respond to a yelp comment which was a scathing review of your restaurant.  The Yelper wrote expressing his disappointing experience with the service and the food.  The Yelper went on to describe being ignored for 8 minutes without serve staff connection and receiving overly salted food; among other things.  Although the Yelper made no comment during their dinner, the reviewer felt telling everyone would benefit the consumer.  Respond to the Yelper (you can give them a handle) in a manner which builds goodwill for your restaurant.

Negative-
You own an art studio in Downtown Los Angeles.  Several local artists display large installation art pieces in your gallery for purchase to the general public.  Your policies state explicitly that once the art is purchased and removed from your premises, there are no refunds or exchanges.  You always offer to have your professional staff measure the potential owner's space to determine the feasibility of having large art in a space.  A customer (you can give them any name you wish) purchased and removed from your premises an art piece which does not fit in the small townhouse they own.  They asked for a refund or exchange.  They also declined to have the professional staff measure the space.  Prepare a script you can use for a telephone call to the customer explaining why they will not be receiving a refund or exchange.  The goal is to maintain goodwill and hopefully a return visit to your gallery.


Persuasive-

You are a member of the BRIC fitness center on campus. The BRIC was having a special on several pre-paid adventures and you signed up for them all because getting out more was a new year resolution. The adventures for the year were over $400 and non-refundable. You realized that your financial aid might not come in at the amount you thought and the $400 you spent on the adventures will be too much. Write an email (make up names-and to/from email format content) to ask for your nonrefundable money back. Remember to use goodwill, logic, and conciseness when creating the email.

Address how your hotel/resort will impact the surrounding community in the areas of energy and water use as well as waste-trash and sewage. The project will identify how the property, its’ activities and guests will impact the surrounding environment, depending on the nature of your recreational activities. This hotel is located in Islamorada, FL (Florida keys)