As indicated in your reading in week 6, the overall effectiveness of an ad is a combination of three variables.

List and describe these three variables.

Pick a print ad and demonstrate how these three variables can be used to determine the effectiveness of the ad.

Explain your assumptions and conclusions. Discuss the ad and your evaluation.

List any references used

three variables:

1. Attention: Entertainment value is a major predictor of attention-getting power, but if consumers don’t see the connection of the ad to the brand, the ad won’t lead to a sale.

2. Branding: Communicating an idea or feeling that the consumer already has about the brand confirms the value of reminder advertising. Even better is advertising that communicates a new idea or a new feeling, but one that still fits the brand in the eyes of the consumer. This kind of advertising helps consumers to see the brand in a new light, to think about it in a new way.

3. Motivation: Finally, an effective ad makes the viewer want to take action and buy the product. Pretesting asks the test subject whether they are more likely to buy the product now or in the future.

can someone please answer my question ?

Tesco is a global grocery and general merchandise retailer headquartered in Cheshunt, United Kingdom. It is the third-largest retailer in the world measured by revenues (after Wal-Mart and Carrefour) and the second-largest measured by profits Tesco House, head office in Cheshunt, Hertfordshire. (after Wal-Mart). It has stores in 14 countries across Asia, Europe and North America and is the grocery market leader in the UK (where it has a market share of around 30%), Malaysia, the Republic of Ireland and Thailand. Tesco opened its first store in Malaysia in May 2002 with the opening of its first hypermarket in Puchong, Selangor. Tesco Malaysia currently operates 49 Tesco and Tesco Extra stores.

Assume the role of a management consultant reporting to the CEO and Board of Directors at TESCO Malaysia, prepare a report based on the following questions below. In your report, address the following points:

1. Define the current strategic problems and opportunities faced by TESCO in Malaysia or in selected branches in Malaysia.

2. Analyze TESCO’s marketing and innovation strategy transformation designed to position the company on the cutting edge of consumer trends.

3. Evaluate TESCO’s strategy of developing healthy lifestyle or go green concept in Malaysia.

4. Compare and contrast the performance of TESCO with the nearest competitor of a kind in Malaysia.

5. Provide recommendations to management of TESCO on ways to improve strategically in Malaysia.

1.Tier 2 suppliers are primary suppliers to manufacturers. True or False?

2. Which of the following statements is TRUE regarding tier 1 suppliers?

A. Tier 1 suppliers are the starting point of a supply chain.

B. Tier 1 suppliers are the primary suppliers to tier 2 suppliers.

C. Tier 1 suppliers are the primary suppliers to retailers.

D. Tier 1 suppliers are the primary suppliers to manufacturers.

3. Company A fails to satisfy some 15% of customers’ orders last month. What is Company A’s in-stock probability?

A. 15%

B. 85%

C. 100%

D. Cannot be determined

4. A wide and short density function has a large ____________ relative to the _________.

A. standard deviation, mean

B. standard deviation, outcome

C. mean, standard deviation

D. mean, outcome

5 Store A uses the newsvendor model to manage its inventory. Demand for its product is normally distributed with a mean of 500 and a standard deviation of 300. Store A purchases the product for $10 each unit and sells each for $25. Inventory is salvaged for $5. What is its maximum profit?

A. $5000

B. $7500

C. $8000

D. $12,500

Urban and rural health care organizations throughout the industry are working together to coordinate care for Medicare patients. Accountable Care Organization (ACO) programs were established by the Centers for Medicare and Medicaid Services to help facilitate this cooperation.

Select a type of health care organization that would accept Medicare patients (e.g., family practice, hospital, urgent care, or nursing home).

Write a 700- to 1,050-word executive summary that discusses the purpose of joining an ACO and the funding available through one. Include the following:

Evaluate industry dynamics that would influence your organization's decision to participate in an ACO.

Identify the steps needed to participate in an ACO.

Justify participation in an ACO for your organization.

What could a student learn in the Course Fostering a Culture of Innovation

How would an individual live their professional and have a personal life if they were trying to become an innovative Leader?

Professionally and Personally Living with 3 Ways to Focus on Innovative Strategy in a Workplace

How would a person professionally and personally Live and Measure their Progress towards their Success?

What are strategies for professional and personal Living when fostering positive social Change

P create an action Plan!

Please provide references.

Please draft a memorandum supporting that a contract was creates between Gina and Sally.
Gina placed an advertisement in a local newspaper: “Wanted: Someone to clean my four-bedroom, four-bath house (1500 square feet) once a week for the next month; pay $45 per hour. No interview or references necessary. The first to apply will be accepted.” She included her phone number. Sally called her the next day and said, “I accept on the terms you have offered.” Gina said, “You should know there was a mistake in the advertisement. The pay will be the same, but my house is actually 2000 square feet.” Sally said, “Let me think a moment.”
Gina replied, “I have a call on another line, and I’ll call you right back.” When she called Sally two minutes later, Sally said, “I agree to clean for you on the terms you described. An extra 500 square feet does not matter to me.”
Gina told Sally, “I’m sorry, but I’ve changed my mind and I think I’ll do my own cleaning.”
Sally sues Gina for breach of contract.

Analyze Amazon’s actions for instances of inconsistencies or practices where the words in the mission, espoused values, or goals do not match the actions of the firm. Should Amazon be concerned about its corporate social responsibility (CSR) or about balancing stakeholder and stockholder needs?

Explain why would an accident on the highway during traffic rush hour cause higher amounts of traffic jams than non-rush hour times.

Back your answer up using operation management principles and logical arguments. Have at least 3 points of argument.

Consider two products whose demands are independent of each other. Assume that their demands are Normally distributed and they have identical cost structures. Assume we use the newsvendor model covered in the class, which gives you a framework for how one makes inventory decisions under demand uncertainty. If we combine the demands of the two products (i.e. Pool the demands) will the total inventory decrease or increase as compared to making decisions separately for the two products. Show your arguments carefully. Need to use equations to explain

How you would bring a team together and lead them to start this initiative. The tools that you have used in the course Fostering a Culture of Innovation for (design thinking, creative-thinking styles, etc.) to get your team to leave its comfort zone and begin to generate potential ideas. Explain how the thinking style diversity or lack thereof of your team could potentially help or impede the plan.

Because of channel conflict problems, it is not good for brick-and-mortar companies to adopt the multi-channeling strategy.

Is this sentence True or False? give reasons clearly about which part of sentence is true/false with good explanations.

In 2010, Ticketmaster found out the hard way that the
entertainment industry is not, in fact, as recession-proof as
it was once widely believed to be. Th e company, which sells
tickets for live music, sports, and cultural events, and which
represents a signifi cant chunk of parent company’s Live
Nation Entertainment’s business, saw a drop in ticket sales
that year of a disconcerting 15 percent. Th en there was the
mounting negative press, including artist boycotts, the vitriol
of thousands of vocal customers, and a number of major
venues refusing to do business with Ticketmaster.
Yet 2012 has been more friendly to the company—under

the leadership of former musician and Stanford MBA-
educated CEO Nathan Hubbard, who took over in 2010

when Ticketmaster merged with Live Nation, the country’s
largest concert promoter. Th ird-quarter earnings were
strong, with just under $2 billion in revenue, a 10 percent
boost from the same period last year, driven largely by Live
Nation’s ticketing and sponsorship divisions. Ticketmaster
was largely responsible as well, thanks to the sale of 36 million
tickets worth $2.1 billion, generating $82.1 million in adjusted
operating income, which translates to an increase of
51 percent for the year.
Th at’s because Hubbard knows how to listen, and read the
writing on the wall, “If we don’t disrupt ourselves, someone
else will,” he said, “I’m not worried about other ticketing
companies. Th e Googles and Apples of the world are our
competition.”
Some of the steps he took to achieve this included to
the creation of LiveAnalytics, a team charged with mining
the information (and related opportunities) surrounding
200 million customers and the 26 million monthly site visitors,
a gold mine that he thought was being ignored. Moreover
Hubbard redirected the company from being an infamously
opaque, rigid and infl exible transaction machine for ticket
sales to a more transparent, fan-centered e-commerce
company, one that listens to the wants and needs of customers
and responds accordingly. A few of the new innovations rolled
out in recent years to achieve this include an interactive venue
map that allows customers to choose their seats (instead of
Ticketmaster selecting the “best available”) and the ability to
buy tickets on iTunes.
Hubbard eliminated certain highly unpopular service
fees, like the $2.50 fee for printing one’s own tickets, which
he announced in the inaugural Ticketmaster blog he created.

Much to the delight of event goers—and the simultaneous
chagrin of promoters and venue owners, who feared that the
move would deter sales—other eff orts toward transparency

included announcing fees on Ticketmaster’s fi rst transaction-
dedicated page, instead of surprising customers with them at

the end, while consolidating others. “I had clients say, ‘What
are you doing? We’ve been doing it this way for 35 years,’”
Hubbard recalled, “I told them, ‘You sound like the record
labels.’”
Social media is an integral part of listening, and of course,
“sharing.” Ticketmaster alerts on Facebook shows friends of
purchasers who is going to what show. An app is in the works
that will even show them where their concertgoing friends
will be seated. Not that it’s all roses for Ticketmaster—yet.
Growth and change always involve, well, growing pains,
and while goodwill for the company is building, it will take
some time to shed the unfortunate reputation of being the
company that “everyone loves to hate.” Ticketmaster made
embarrassing headlines in the fi rst month of 2013 after
prematurely announcing the sale of the president’s Inaugural
Ball and selling out a day early as a result, disappointing
thousands. But as the biggest online seller of tickets for
everything from golf tournaments to operas to theater to
rock concerts, and with Hubbard’s more customer-friendly
focus, Ticketmaster should have plenty of opportunity to
repent their mistakes.

Questions

How did Mr. Hubbard select his most desirable alternative? Describe which type of Decision Making he used, and explain your findings.

Were the recent decisions that Mr. Hubbard made effective, according to the concepts in Chapter 7 – Decision Making? Explain your response.