Reality Selling Today Video Case Problem Alex Homer, featured at the beginning of this chapter, works as a professional clothier for the Tom James Company (www.tomjames.com). Alex sells a comprehensive collection of high-quality attire: formal (black tie/tuxedo), business (suits), business casual (sport coats, slacks, etc.), and weekend (jeans, sport shirts, shorts, khakis, etc.). His clients are typically gentlemen and ladies who do not have time to go to the store, dislike the idea of store shopping, or have fit characteristics that present challenges for purchasing clothing “off-the-peg.” For Alex, it is important to call on existing customers as well as prospects and to be aware of the different approaches used in each type of sales call. Typically, prior to visiting with an existing customer, he puts together clothing ideas for the season that make sense for the client based on how she/he dresses and how much her/his closet is lacking in a particular area (such as shirts or slacks). For new prospects, Alex contacts them by telephone. Realizing that cold-calling is an antiquated way of building a long-standing and fruitful sales career, the Tom James Company emphasizes the importance of referrals to build a business. Referrals tend to be easier to contact by phone and they typically purchase more in-person, due to the strength of the referrer’s name. All-in-all, referrals remove many obstacles to turning a person who is completely unaware of one’s business into a client. According to Alex, the biggest challenge in his business is getting in front of people. This challenge stems from many possible sources: lack of time for the prospect, perceived price/value imbalance, lack of experience in in-office clothing shopping, and being perceived as a “suit” company rather than an all-inclusive clothing provider. Especially for repeat clients, who represent 80 percent of the company’s annual business, Alex Homer describes solid call preparation as key for successful selling. If the salesperson is unprepared and shows up in the client’s office with bag-in-hand and a “what-are-you-buyingtoday?” attitude, clients can sense this and become frustrated. They understand that professional clothiers provide a service and expect them to be prepared as a partner/problem solver regarding their wardrobes. As Alex puts it, “Stores provide clothing. Tom James provides a service.” When it comes to understanding the needs of a prospect, Alex follows a certain sales process: He first asks his clients what is most important to them when they go clothing shopping. For most of his clients, it is one of four things: price, quality, fit, and trend-sensitivity. Based on that, he determines what clothing the client wears during the vital parts of their business (client meetings, board meetings, trial, close-the-sale presentations, speaking engagements, and so forth). Then he asks how they would evaluate their closet (excellent, good, fair, or poor). Finally, if applicable, he finds out what it would take to make a slight improvement in their closet. (See the chapter opener on page 4 and Reality Selling Today Role-Play 1 in Appendix 1 on page 387 for more information.)

Questions

1. Does it appear that Tom James and Alex Homer have a personal selling philosophy like that described in this chapter? Provide examples that support each of the three prescriptions.

2. Put yourself in the position of Alex Homer. What might be the most rewarding and the most adverse aspects of his sales job?

3. Describe how Alex uses personal selling skills in utilizing existing knowledge and gathering new information from the customer in order to advance the sales process.

4. Discuss different ways in which Alex can actively generate good customer referrals. 5. What skills are particularly important for Alex’s sales job? Which of the four major sources of sales training outlined in this chapter would you recommend for acquiring those skills?

Discuss the COVID-19 human resources challenges faced by the business across the world ?

Goop Inc. needs to order a raw material to make a special polymer. The demand for the polymer is forecasted to be normally distributed with a mean of 200 gallons and a standard deviation of 100 gallons. Goop sells the polymer for $28 per gallon. Goop purchases raw material for $10 per gallon and must spend $8 per gallon to dispose of all unused raw material due to government regulations. (One gallon of raw material yields one gallon of polymer.) If demand is more than Goop can make, then Goop sells only what it has made and the rest of the demand is lost.

A) How many gallons should Goop purchase to maximize its expected profit?

B) Suppose Goop purchases 100 gallons of raw material. What is the probability that it will run out of raw material?

C) Suppose Goop purchases 325 gallons of raw material. What are the expected sales (in gallons)?

D) Suppose Goop purchases 375 gallons of raw material. How much should it expect to spend on disposal costs (in dollars)?

E) Suppose Goop wants to ensure that there is a 94 percent probability that it will be able to satisfy its customers' entire demand. How many gallons of the raw material should it purchase?

The expected role and direction of education quality after IR 4.0

note:

- minimum of 200 words

- please don't copy-paste from websites

- please write by your own words

-What is the relationship between advertising and sponsorship? How are they the same and how are they different? Is one promotional tool better than the other?

- Think about that last question from the perspective of the consumer as well as that of the company. For example, how does advertising vs. sponsorship benefit the consumer?

And what does advertising vs. sponsorship allow the company to achieve?

Read the “UPS in India” case
Answer the following questions fully and submit to this DropBox.   
1. Why are foreign MNEs like UPS seeking to invest in India? (200 words minimum)? Please include a word count of your answer.

2. What advantages might accrue to local competitors? How might foreign MNEs gain a competitive advantage in the Indian market? (150 words minimum)? Please include a word count of your answer.

ARTICLE ON ...co creating the employee experience; a conversation with diane ghe by lisa in harvard business review march april 2018,vol 96issue2 page 54,5p

HRM//Employee Labour Relation//case: Halifax Strike Dispute

Case Study

On February 2, for the first time in almost 15 years, the Halifax Transit system faced a strike. The largest transit system in Atlantic Canada was shut down with all 300 buses and three ferries at a standstill. The 750 employees represented by the Amalgamated Transit Union(ATU), Local 508, walked off the job after the parties failed to reach a settlement. Almost 100, 000 commuters would now need to find alternative transportation in the midst of winter.

The most contentious issue at the time of the strike was the management-proposed shift scheduling system called rostering. Previous collective agreements had a scheduling system based on seniority and workers could pick different shifts during a week. This system had been in place for decades. In the newly proposed rostering system, workers would be assigned to weekly schedules. The union felt that this weekly schedule reduced worker flexibility as members tried to maintain a work-life balance. Management believed that the rostering system was needed to reduce costs, including the high overtime costs of their current scheduling system.

Immediately prior to the strike, the Halifax Regional Municipality bargaining team presented two offers. The first included a wage increase of 6 percent and rostering; the second included a 3. 5 percent wage increase but no rostering. Neither offer was accepted by the union, and a strike occurred. Within a few hours of the strike, media stories were quoting citizens concerned about the impact of the strike on commuters, calling for transit to be declared an essential service(thereby reducing or eliminating strikes), and even speculating on the likelihood of back-to-work legislation.

On February 14, with little headway being made, the union members voted unanimously in favor of binding arbitration to end the strike. The City rejected that offer, opting instead to seek the assistance of a conciliator appointed by the provincial government.

About three weeks into the strike, the City made what it called its final offer. The offer included 14 million in wages($1, 500 signing bonus, 2. 25 percent a year for four years) but would save the City$8 million in efficiencies(largely due to the inclusion of rostering). The union members voted to reject the offer and the strike continued on in the midst of a cold winter. Commuters during this time moved to ridesharing, walking, and in some cases working from home or not going to work or classes as they attempted to cope with the strike.

After a 41-day strike, almost 90 percent of union members voted in favor of a deal negotiated by the parties with the aid of a conciliator. City councilors too voted 19 to 2 in support of the deal. The final agreement included a wage of packagefor workers worth $14. 5 million over five years and efficiencies for the City in the range of $8. 9 million. In terms of the specifics of the agreement, employees would receive a lump-sum payment of$4, 000 in year one, and 2 percent increases in years two through five. However, new hires would now take five years to reach the top of the salary scale versus the 18 months it took in the old contract. The City accomplished its goal of the rostering schedule system; however, it agreed that the union would have at least two opportunities to provide feedback on the rostering system before it becomes operational in November.

While the majority of both sides were satisfied with the deal, not all were. Some union members felt that junior employees had lost the most in the strike and that little had been gained following a 40-day strike. At least one City councilor felt that scheduling should have remained solely a management decision and that the union should have had the opportunity to comment on the new system during the development phase.

As the transit system became operational, both sides realized that public opinion had been damaged. Estimates were that 5 percent of commuters will not return to the transit system after the strike. As a result, a public relations campaign was being launched and the City was offering free transit services during the month of March at an estimated cost of $1. 5 million in lost revenue.

Questions

1. Media reports tend to call all work stoppages" strikes."Please justify if this case represents a strike or a lockout.

2. Please discuss the extent to which the three theories of strikes can be used to analyze this work stoppage.

3. On the basis of the list of potential causes of strikes presented in this chapter, what do you feel caused this strike?

To ensure a full line of outdoor clothing and accessories, the marketing department at Teddy Bower insists that it also sell waterproof hunting boots. Unfortunately, Teddy Bower does not have expertise in manufacturing those kinds of boots. Hence, Teddy Bower contacted several Taiwanese suppliers to request quotes. Due to competition, Teddy Bower knows that it cannot sell these boots for more than $98. However, $60 per boot was the best quote from the suppliers. In addition, Teddy Bower anticipates excess inventory will need to be sold off at a 50 percent discount at the end of the season. Given the $98 price, Teddy Bower’s demand forecast is for 400 boots, with a standard deviation of 260.

A) If Teddy Bower decides to include these boots in its assortment, how many boots should Teddy Bower order from the supplier?

B) Suppose Teddy Bower orders 380 boots. What is Teddy Bower's expected profit?

C) The marketing department insists that its in-stock probability be at least 98 percent. Given this mandate, how many boots does it need to order?

D) John Briggs, a buyer in the procurement department, overheard at lunch a discussion of the "boot problem." He suggested that Teddy Bower ask for a quantity discount from the supplier. After following up on his suggestion, the supplier responded that Teddy Bower could get a 10 percent discount if it were willing to order at least 775 boots. Compared to the optimal quantity in Part a, how many boots should Teddy Bower order given this new offer if the objective is to maximize expected profit?

Your team is looking for a way to make some revenue as either a for-profit or not-for-profit organization. This organization can market locally, nationally, or internationally, and can be a privately-owned company or a franchised organization. The product that you have decided to sell is lemonade. To make the endeavor work, you will have to define a marketable form of the drink and decide on a target market.

Your marketing team's mission is to prove through research, strategy development, and reasoning why this form of this product is viable and will meet the company's goals. In the first half of this project, your team will complete this worksheet to report on the following:

Describe how you will define the lemonade to your target market (including information on packaging, labeling, etc.) in no more than 90 words. Determine how this adds value and differentiates the brand and product from the competition while encouraging the target market to buy.

1. Definition of Target Market

2. Differentiation

2. Differentiation

Answer the following questions fully and submit to this DropBox.   
1. How did Disney create its uniqueness in the Media and Entertainment Industry? (200 words minimum)? Please include a word count of your answer.
2. How is the media and entertainment industry being disrupted? In terms of corporate strategy, how are firms in the industry responding? (150 words minimum)? Please include a word count of your answer.

Use Porter’s 5 forces model for PETRO-CANADA to describe the forces that are acting on the industry in which the company operates. Discuss each of the 5 forces in terms of threat (Is the threat from each force high or low? Why? Please explain fully

1. Explain how consumers’ buying habits may change during a recessionary period.

Your post must be a minimum of 300 words.

Basic Algorithms and Software for the Layout Problem in facilities design

Explain the advantages and disadvantages of construction, improvement, and hybrid algorithms.

1. What is generally refers to pay awarded to employees on the basis of the relative value of their contributions to the organization? Explain.

2. Individuals who practice the use of non-coercive influence to shape the group’s or organization goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture are considered who? Explain.

3. To fully understand leadership, it is necessary to understand _______________, the ability to affect the behavior of others? Explain.