A few years ago, Anheuser-Busch Inc. created a new division dedicated to marketing to Hispanics and announced it would boost its ad spending in Hispanic media by two-thirds to more than $60 million, while Miller Brewing Co. signed a $100 million, three-year ad package with Spanish-language broadcaster Univision. But Hispanic activists immediately raised public health concerns about the beer ad blitz on the grounds that it targets a population that skews young and is disproportionately likely to abuse alcohol. Surveys of Hispanic youth show that they are much more likely to drink alcohol, get drunk, and engage in binge drinking than their white or black peers. A senior executive at Anheuser-Busch responded, “We would disagree with anyone who suggests beer billboards increase abuse among Latino or other minority communities. It would be poor business for us in today’s world to ignore what is the fastest-growing segment of our population.” Manufacturers of alcohol and tobacco products have been criticized for targeting unwholesome products to certain segments of the market—the aged, ethnic minorities, the disabled, and others.

1) Do you view this as a problem?

2) Should a firm use different criteria in targeting such groups?

3) Should the government oversee and control such marketing activities?

In a short paper describe the four different types of analytics needed to create insights and make decisions from big data. should be 2-3-pages in length and written in Word

CHAPTER 9 CASE STUDY

GOLD STAR SHOES LTD.

Developing a Training Program

Gold Star Shoes Ltd. is a medium-sized manufacturer of leather and vinyl shoes located in Wilmington, Ontario. It was started in 1973 and currently employs about 500 persons in its Ontario plant and some 200 more in offices and warehouses throughout Canada.

“How can we develop a training program that will have a significant impact on our manufacturing staff?”

Jane Reynolds, special assistant in the personnel department, faced that challenge from a vice president of the largest division of Gold Star Shoes, manufacturing. Training had never been a high priority at Gold Star Shoes, having always been viewed as an expense item, not an investment. If skilled workers were needed, Gold Star Shoes preferred to raid other companies to save training costs. If raiding was not successful, a quick on-the-job training was provided by more experienced employees—limited to essential skills, since there was little incentive for the employees to be more involved.

However, when the vice president attended a convention of shoe manufacturers, he was surprised to learn how cost-efficient some other shoe producers were, especially in Italy and France. Although wages there were similar to the wages paid in Canada, the productivity of the Italian and French workers was significantly higher. The VP found that the Italian and French companies invested heavily in training, allowing them to use cross-trained, flexible staff.

The VP asked Reynolds to develop a training plan, suitable to improve the overall skill level of Gold Star Shoes’ employees. Reynolds vaguely remembered something about training from her few courses in human resource management quite some time ago, but she felt that it was not sufficient to develop a training program on her own. Besides, she knew nothing about the skill requirements in the manufacturing division.

She decided to ask Russ Summers, manager of the cutting operation, to chair a committee of first-line supervisors to assist her in the program development.

DISCUSSION QUESTIONS

CHAPTER 13 CASE STUDY        

GOLD STAR SHOES LTD.

Absenteeism at Gold Star Shoes

Another busy day for Jane Reynolds, special assistant to the human resource manager. Pat Lim, the general manager of marketing (who has also assumed responsibility for the human resource function), had sent yet another memo to Jane (see below).

Memorandum Gold Star Shoes

First things first. Jane decided that resolving the Feltham grievance was her first priority. While she recognized the importance of developing a good attendance policy, that would take some time. At 11 a.m., Jane met with the employee, Glenda Feltham, and her union steward, Shaun Robberman. The facts of the Feltham grievance are reported below.

THE FELTHAM GRIEVANCE

Ms. Glenda Feltham, 32 years of age, has worked at Gold Star Shoes for six years. During the past year, as a result of family and health problems, she was absent or late on a number of occasions. The collective agreement between Gold Star Shoes and the union does not specifically address the issue of absence from work; it merely states that “no employee may be given a written reprimand or written warning, or be suspended, demoted, or dismissed unless the employer has just cause.”

The absenteeism policy at Gold Star Shoes, which was developed several years ago as a joint effort between union and management, requires the application of progressive discipline for offences involving tardiness or absenteeism. The policy also provides for “wiping the slate clean” if an employee’s attendance is satisfactory for a one-year period. Both union and management acknowledge that, at times over the years, the policy has not been strictly enforced. However, four months ago, Gold Star management notified the union that it would strictly enforce the policy.

A review of Glenda Feltham’s file showed that she has received the following disciplinary penalties:

• Fourteen months ago—oral warning for being 22 minutes late.
• Nine months ago—written warning for being absent for two days. Glenda failed to call in sick or provide any explanation for her absence upon returning to work.
• Seven months ago—one-day suspension for being 1 hour and 14 minutes late.
• Six months ago—five-day suspension for being absent for one day. Again, Glenda failed to call in sick or explain the reason for her absence.

It appeared that the five-day suspension had alerted Glenda to the fact that unexplained absenteeism and lateness are not acceptable behaviours at Gold Star Shoes. After this suspension, Glenda was not late or absent for almost six months. However, one week ago, Glenda failed to show up at work or call in sick. When her supervisor called Glenda’s home, no one answered. The next day, Glenda called in sick, but was reportedly seen that afternoon entering a local fitness club. The following day, Glenda showed up for work, met with her supervisor, and explained that her absence was due to the fact that her boyfriend of six years had told her he was moving out of their apartment and ending their relationship. She said that she was so upset she couldn’t face coming to work or trying to explain her absence over the telephone.

Question 1

Assume the role of management representatives (Jane Reynolds’ perspective) or union representatives (Shaun Robberman’s perspective). Using the information given and researching findings, negotiate a resolution to the Glenda Feltham grievance.

THE POLICY ON ABSENTEEISM

Prior to meeting with the union to address the development of a new policy on absenteeism, Jane reviewed the absence records for the plant. She found that, on average, employees missed about 7.9 days a year. A recent consulting report for the industry indicated that the absence rate for the industry as a whole was 6.7 days a year. Jane realized that the number of absences varied among individuals, but still she was troubled by the high absenteeism rate at the Gold Star plant. A review of the absenteeism policy indicated that the policy was very short and had not been updated in several years. The policy read as follows:

1.         The need for managing absenteeism is recognized by both the employer and union. While some absence from work is unavoidable, management is concerned that an employee absence creates more work for other employees. Management also believes that it is important to acknowledge both healthy and sick employees.

2.         In instances of absenteeism or lateness, the employer will apply principles of progressive discipline. If an employee is able to maintain a satisfactory attendance record for one year, all previous disciplinary infractions relating to attendance issues will be removed from the employee’s file.

3.         Management has the right to discipline employees for “excessive absenteeism.” In the event that an employee will be late for work or absent from work, the employee is required to make a reasonable effort to contact the employer and indicate that he or she will be late or not present at work. Upon returning to work, the employee is required to provide an explanation for his or her lateness or absence. Depending on the circumstances, the employee may be asked to provide a doctor’s note in support of the explanation.

Question 2

Develop a new policy on absenteeism. Sources on the Internet may be extremely helpful in developing an absenteeism policy.

When a restaurant employee slipped on spilled soup and fell, requiring the evening off to recover, the owner realized that workplace safety was an issue to which she had not devoted much time. A friend warned the owner that if she started creating a lot of safety rules and procedures, she would lose her focus on customers and might jeopardize the future of the restaurant. The safety problem is beginning to feel like an ethical dilemma. Suggest some ways the restaurant owner might address this dilemma. What aspects of human resource management are involved?

Chapter 9, Page 171, Case 4

Linda and John, aged 17 and 18, respectively, entered into a partnership agreement to carry on business as a local parcel-delivery service. The business was to be operated under the name “L & J Parcel Delivery.” In order to conduct the business, the two partners purchased a small truck on credit from a local truck dealer. The purchase agreement for the truck was signed “L & J Parcel Delivery” by John, who negotiated the purchase. Linda purchased a motorcycle on credit from a local dealer for the twofold purpose of (1) delivering parcels, and (2) transportation to and from her home to the place of business of L & J Parcel Delivery, a distance of some eight kilometres. She had informed the seller that the motorcycle would be used by L & J Parcel Delivery and for personal transportation, but signed the purchase agreement in her own name only. A few days before Linda’s 18th birthday, John and Linda decided to cease their business operations. A substantial part of the purchase price remained owing to the sellers of both the truck and the motorcycle, and, with the intention of avoiding liability on the two purchase agreements, Linda repudiated the contracts and the partnership agreement. Over the next few months, John and Linda retained possession of the truck and motorcycle, while they argued between themselves and with the two sellers as to responsibility for the payment of the balance of the purchase price on each vehicle. Finally, after three months of fruitless discussion and argument, the sellers each brought an action against John and Linda for payment of the debts. Discuss the rights of the parties and the issues that might be raised in the case. Render a decision.

In a lawsuit between Cloud Computing Corporation and Digital Enterprises, Inc., the court applies the doctrine of stare decisis. What is this doctrine? What does this doctrine have to do with the American legal system?

In this simulation, you continue in your role of Senior Vice President for Marketing at Enhanced Analytics, Inc., a provider of marketing and consulting services, with headquarters in Austin, Texas. In this role, you report directly to the CEO of the company and are responsible for decision-making and marketing strategy. You oversee a department with 25 employees at the company.
The company's board of directors thinks that a reorganization of the company will improve decision-making and profitability. You have just found out that the board has been in discussions with the company's CEO regarding the appropriate funding level and structure of each department. The activities of each department and office will be reviewed within the next 60 days. A prominent member of the board thinks that funding for the marketing department - your department - should be reduced significantly. In his opinion, primary emphasis and the most funding should go to the management and finance areas.
You disagree. While most funding in your department is used to plan and create specific marketing campaigns, some of the money is spent on training and on keeping your staff up to date on the latest technologies and trends in marketing management. You think both activities are essential and a reduction in funding will be detrimental to the long-term success of the department. A reduction in funding will also result in a need to lay off staff.
In your role as head of the department, you are given an opportunity to present your views. There is an apparent lack of appreciation for marketing among some of the folks who make up the reorganization committee. The CEO of the company admitted as much at breakfast, this morning, when she has asked you to prepare a persuasive presentation to convince the reorganization committee of the importance of marketing within the organization.
Along with your in-person presentation at the committee's next meeting, your task is to prepare a written report for the committee members.
Prepare a written report for the members of the reorganization committee, containing the following sections:
1. Marketing Management - introduce the concept of marketing, its importance and application

2. Case Study - introduce and describe an example of a company (choose a well-known company that your audience can easily recognize and relate to) and illustrate how marketing is an essential function within the organization. You may use sources such as the company's annual report, scholarly articles found using Google Scholar and articles from business periodicals, such as the Wall Street Journal, Financial Times and BusinessWeek. Since this is a persuasive report, make sure to use specific data and facts that are both truthful and convincing.

3. Lifelong Learning - explain the importance of continuous learning and of staying up to date in the field of marketing.

4. Conclusion - sum up your key points and ask the committee to maintain or increase the funding for your department.
Include outside research to support your ideas and your conclusion. There is no page limit to this assignment. The assignment will be considered well-done if it contains all the required sections, if it is clearly written and your thoughts and ideas are supported by specific data and research.

MAN4402

Discussion Question

1.) More and more these days, companies are requiring new hires to be nicotine free. This is due to several factors, including a healthier workforce and cost savings just to name a couple. What are your thoughts about this practice? Would you work for a company that wanted to control its employees' activities to the extent that it prohibits them from smoking? After all, what else could they try to prohibit? What are your thoughts?

Booster Juice International Marketing:

Identify Market Segments and customers for Booster Juice products. What would be the optimal entry strategy for Booster Juice in India? What would be the best marketing mix for Booster Juice in India?

Analysis of India's business environment and its potential impact on Booster juice's marketing strategy.

Should Booster juice follow standardization of adaptation strategy?

Given the following information from evaluations of the performance of different sales representatives, what can you conclude about why the reps are not achieving quota? (Assume each is not making quota.)

a. Rep 1: Achieved goals for sales calls, phone calls, and new accounts; customer relations are good; no noticeable deficiencies in any areas.

b. Rep 2: Completed substantially fewer sales calls than a goal. Many phone calls, but primarily with one firm. Time management analysis shows the sales rep spends a disproportionately large amount of time with one firm. New accounts are low; all other areas good to outstanding.

c. Rep 3: Number of sales calls low, below goal. Telephone calls, letters, proposals all very low and below goal. The evaluation shows poor time utilization. The very high amount of service-related activities in rep’s log; customer relations extremely positive; recently has received a great deal of feedback from customers on product function

Career Goals Statement

• Write down your long-term and short-term professional goals, and explain how they relate to this specific position.
• Prioritize your goals (bullet list).
• Fill in the gaps. Identify 2-3 steps you will need to achieve both your short- and long-term goals (skills, certifications, experiences).

Describe how contract formation rules work in an auction situation. Discuss:
a). How offers are made;
b). How offers are accepted;
c). When offers can be revoked;
d). What results from an auction being listed as “without reserve”
e). Describe a fact situation where auction contract rules would apply.

Lincoln was transformed from a politician at this point into an authentic, transformational leader. He carried this country through a war and managed to keep this country together, truly preserving the Union, and also ending the institution that allowed for people to own other people as property. Please discuss what were the qualities, characteristics, or any other attributes that made this so. Was he not the same man? What changed between the two speeches? What changed that made him the type of leader that inspired awe, loyalty, and, in others, hatred. Was he the type of effective leader that America needed in one of its darkest hours? if so why, if not, why not?

What is the most useful source of information on customers generated by any company? Identify all the possible data available on that source.