Describe the work involved in planning procurement for projects, including determining the proper type of contact to use and preparing a procurement management plan, statement of work, source selection criteria and make or buy analysis?

1. How can a company decide what type of organizational structure is best suited for its strategic needs?
2. Discuss the advantages and disadvantages of decentralized decision making compared to centralized decision making.

1. What mechanisms or levers can you use to implement culture change?
2. How can you use mentoring to foster personal and professional success?

the corporate objectives associated with sponsorships and partnerships in the sport industry. These objectives are:

1. Increasing awareness

2. Influencing public perception

3. Establishing associations with particular market segments

4. Becoming involved in the community

5. Building goodwill

For each of the objectives listed above: Explain how a sponsorship or partnership opportunity could help achieve that objective. • Provide an example of a company that has used/could use a sponsorship or partnership to achieve the objective.

QUESTION TWO 25 MARKS
Positioning requires defining our desired or ideal brand knowledge structures and
establishing points-of-parity and points-of-difference to establish the right brand
identity and brand image. Unique, meaningful points-of-difference (PODs) provide a
competitive advantage and the “reason why” consumers should buy the brand. On
the other hand, some brand associations can be roughly as favourable as those of
competing brands, so they function as points-of-parity (POPs) in consumers’
minds—and negate potential points-of-difference for competitors. In other words,
these associations are designed to provide “no reason why not” for consumers to
choose the brand.

Using this argument, discuss how any Breweries is using
the two concepts of PODs and POPs to cements and consolidate its market position
in the beer market.

The subject is Brand Management and Customer Equity (Marketing Program)

the corporate objectives associated with sponsorships and partnerships in the sport industry. These objectives are:

1.            Generating media benefits

2.            Showcasing unique product features, technologies, or advantages

3.            Achieving sales objectives

4.            Creating exclusivity

5.            Gaining opportunities in hospitality and entertainment

6.            Securing entitlement or naming rights

For each of the objectives listed above:

• Explain how a sponsorship or partnership opportunity could help achieve that objective.
• Provide an example of a company that has used/could use a sponsorship or partnership to achieve the objective.

Using a hypothetical study, list and explain the steps in the marketing research process (individually)

Question 1: Provide in depth explanation

A. Define the key competitors and explain the stock performance of Starbucks versus its competition, market & industry.

B. What are the top (3) risks to Starbucks future success.

Distinguish between effective, weak, and failed states. Give examples.

(Penne Pesto) Penne Pesto is a small restaurant in the financial district of San Francisco. Customers order from a variety of pasta dishes. The restaurant has 50 seats and is always full during the four hours in the evening. It is not possible to make reservations at Penne; most guests show up spontaneously on their way home from work. If there is no available seat, guests simply move on to another place. On average, a guest spends 50 minutes in the restaurant, which includes 5 minutes until
the guest is seated and the waiter has taken the order, an additional 10 minutes until the food is served, 30 minutes to eat, and 5 minutes to handle the check-out (including waiting for the check, paying, and leaving). It takes the restaurant another 10 minutes to clean the table and have it be ready for the next guests (of which there are always plenty). The aver-age guest leaves $20 at Penne, including food, drink, and tip (all tips are collected by the restaurant; employees get a fixed salary). The restaurant has 10 waiters and 10 kitchen employees, each earning $90 per evening (including any preparation, the 4 hours the restaurant is open, and clean-up). The average order costs $5.50 in materials, including $4.50 for the food and $1 for the average drink. In addition to labor costs, fixed costs for the restaurant include $500 per day of rent and $500 per day for other overhead costs. The restaurant is open 365 days a year and is full to the last seat even on weekends and
holidays. There is about $200,000 of capital tied up in the restaurant, largely consisting of furniture, decoration, and equipment.

b. What is the return on invested capital (ROIC) for the owner of the restaurant? [6.2]

c. Assume that you could improve the productivity of the kitchen employees and free up one person who would be helping to clean up the table. This would reduce the clean-up to 5 minutes instead of 10 minutes. What would be the new ROIC? [6.3]

Identify two critical stakeholders in the external environment that would affect the profitability of the U.S. Airline industry. Explain why they can affect the profitability and what can be done by a firm to improve the firm’s profitability (in 500 words.)

Options for company XYZ to set up production at different locations are provided below.

• Many companies have reported that it is difficult to implement advanced management information and decision support systems. Why do you think this is so? How might the roadblocks to implementation be removed?
• Why is face-to-face communication between managers still important in an organization?  

true or false

1. A service operation by its very nature is a make-to-stock type of production
process.
2. A decision tree problem does not need probabilities or payoffs to generate a
solution.
3. A manufacturing cell groups the same or similar machines into cells to work on
products that have dissimilar shapes and dissimilar processing requirements.
4. Because little or no inventory is carried in a service operation, it is easy to
separate the operations management functions from marketing in services.
5. Capacity planning is generally viewed in three time durations: short range,
intermediate range, and long range