Monthly Archives: March 2023

RESPOND ONLY :

In this week’s discussion, we are asked to illustrate the dynamics of employer-employee relationships. It is important for the jobs and job descriptions to be up to date and include all the job functions of the employee. I also believe in employee acknowledgement of their job description as it holds the employee accountable for their own efficiency and productivity. It is very important that the relationship between the employer and the employee are clearly outlined, so there is no misunderstanding of what is expected. 

At the hospital, I work for there is a clear delineation between contracted or per-diem employees and full time employees. This changes in the benefits each receive and what they are eligible for to participate in. This makes it easier for everyone to understand their role and how they are able to chime in to issues involving workplace policies. “Now is the time for agencies to revisit the status of independent contractor relationships. It is imperative that agency owners understand the current rules and regulations for an independent contractor relationship” (Schoeffler & Oak, 2018). Our department re-visits every contract at the end of the fiscal year and reappoints each full time employee and per-diem employee in order to make sure each is holding their end of the contract. For independent contractors, they have to meet a minimum requirement of hours in order to stay on board with the hospital as one of the perks for working as an independent contractor is the liability insurance that is supplied by the hospital to the per diem employee. 

Michelle, Elena, and the Mobile Manufacturing, Inc. (MM) board of directors know how important it is to understand the environment in which it is operating. They hired you—a highly-regarded marketing consultant—to bring a fresh perspective to the marketing plan. You are scheduled to meet with Michelle and Elena next week to discuss the environmental conditions that are relevant to introducing the new product.

As you prepare for the meeting, you consider all of the possible environmental issues. You recognize that Elena brings an interesting perspective to the process because she has experience designing mobile phones for the Eastern European market, and she is pushing for a new product that can be marketed worldwide. On the other hand, Michelle is more concerned with the domestic marketplace and is worried that trying to market a new product anywhere outside the United States—much less worldwide—could be very risky.

You sit down to start your work on the marketing plan, and you begin by drafting some goals that the marketing plan needs to address.

Walking through the halls at MM, you ponder the job that lies ahead. Coming out of her office, Michelle spots you and heads in your direction.

“I’m so glad you’re here,” she says. “Have you settled into your office?”
“Yes,” you say. “I’m eager to get started.”
Michelle enters your office and takes a seat in a chair. “I’m scheduled to make a presentation to the board at the quarterly meeting next week. I know it’s short notice, but I was wondering if you could pull together a 30-minute presentation for them?” she asks.
“What would you like me to present?” you ask.
“As you know, you and Elena have been brought on to revitalize the product line for the company. Your role is to create a winning marketing plan that will allow us to capitalize on the new product that Elena is designing. The board would like you to discuss some of the issues that you will be considering as you develop the marketing plan for the new product. I know they’re especially interested in your thoughts on the global market.”
“That sounds like a great idea,” you say.

Consider the environmental variables (i.e., technological, demographic, economic, political, and cultural variables) that you must include in your marketing plan, and answer the following:

• Which of the environmental factors do you feel is the most critical, and why?
• What might someone with an opposing viewpoint think is the most important?
  • Given this opposing argument, how would you argue your opinion?
• What solutions should be considered as you seek to develop a sense of ownership of your plan?
• What solutions would you recommend to the board, and why?
• Is a compromise feasible?

400 WORDS 2 REFERENCEs

Introduction

Highly effective leaders need to be able to develop and communicate their vision to their followers. This discussion is designed to help you develop your visionary skills.

Tasks

Formulate a vision for your organization and communicate it to your classmates. If you are currently not working in a healthcare organization, formulate this vision for your organization. If you are not working, use this discussion to communicate your personal vision. In doing so, be sure to include:

• The organization’s or your mission
• Your vision for the organization or for yourself
• Your vision of where the organization or you will be not only in reference to healthcare but also in other industries

To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Your initial posting should be addressed at 500–1000 words as noted in the attached PDF. Submit your document to this Discussion Area by the due date assigned. Be sure to cite your sources using APA format.

Respond to your classmates throughout the week. Justify your answers with examples, research, and reasoning. Follow-up posts need to be submitted by the end of the week.

Just answer four questions after studied case study

1. no reference list

2. one answer not too long or not too short

3.due with 3 hours 

4. no word limit 

5. book attached just for help if any no sources are used to answer this questions except case study 

Answer all questions, a minimum of 300 words each.

It’s time to finalize your research and put together your final proposal. Below is the summary of what is required for the final proposal.

Project Part 4 is the final written analysis of your company’s strategic plan. Be sure to include:

• Summary
• Executive Summary

Submit all of the previous project parts, incorporating any feedback received from your instructor.

Required Sections:

Part 1 Introduction

• Introduction and overview of your selected company along with an initial analysis of the growth opportunity
• Country of Choice
• Mode of Entry

Part 2 Cultural Exchange and Marketing Strategy

• Cultural Differences
• Distributions Methods: Product/Market, Pricing and Positioning

Part 3 Strategic Audit

• Internal Environment
• External Environment
• Strengths
• Problem Analysis
• Recommendations and Implementation Costs

In addition, create a 10-15 minute PowerPoint Recorded presentation in which you describe in detail the key decisions you made in Project Parts 1, 2, and 3 and the reasons for those decisions. Include any additional items of your choice to support the proposal for expansion.

Submission Requirements:

Submit your final written analysis of the company’s strategic plan for the expansion opportunity overseas. It should be eight to ten pages in length. Submit the recorded presentation video.

**** PLEASE SEE ATTACHED CAPSTONE PROJECTS 1 – 3 TO HELP COMPLETE THE FINAL PROJECT.

 Determine if the employee will be exempt or nonexempt and discuss how overtime will be handled. 6. Suggest other benefits that might be considered within the next few months to enhance employee performance and provide job motivation. 7. Provide information on how government regulations will influence the compensation. 8. Examine data from two (2) organizations listed in the BLS Website with packages similar to yours, focusing on salary, compensation, and benefits 

You are to provide a paper (case studies) of a minimum of 2 pages and a maximum of 3 pages (not including your cover page, abstract, or reference page).

You need at least 3 references in addition to your text. The case study and the references are to be in APA format  

A staffing firm provides landscaping services for clients on an ongoing basis. The staffing firm selects and pays the workers, provides health insurance, and withholds taxes. The firm provides the equipment and supplies necessary to do the work. It also supervises the workers on the clients’ premises. Client A reserves the right to direct the staffing-firm workers to perform particular tasks at particular times or in a specified manner, although it does not generally exercise that authority. Client A evaluates the quality of the workers’ performance and regularly reports its findings to the firm. It can require the firm to remove a worker from the job assignment if it is dissatisfied.

How do you determine who is the employer of the workers?

A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.

To prepare:

• Review the feedback from your Instructor regarding the components of your strategic plan in Weeks 3, 4, and 6–8.
• You should make any changes based on the feedback you received. You will include these elements as a whole this week for your final strategic plan.
• Finally this week, consider what actions you will take each year of the strategic plan.  

By Day 7

The Assignment (15–22 pages):

Guidelines for each section of the Assignment are provided below.

Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.

1. Identify and describe the core values of the agency.
   1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
   2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
   1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
   2. Describe whether the mission statement promotes advocacy, leadership, or social change.
   3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
   1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
   2. Describe whether the vision promotes advocacy, leadership, or social change.
   3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
   1. Discuss whether each stakeholder is internal or external to the agency/organization.
   2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
   3. Discuss how each stakeholder can be an essential element for gathering information to develop the strategic plan.

Part II. Needs Assessment (2–3 pages): A needs assessment is a systematic way of determining the gap between what an agency, organization, or community has and what is desired to meet the needs of individuals, groups, communities, or societies. The needs assessment will reveal whether there may be unmet services. It can then provide information about those needs and help inform your planning to meet them. The needs assessment also consists of planning who you need to target, how you will effectively gather new data, and/or how you will use existing data to inform your planning decisions.
The Assignment:

1. Outline and describe steps you would take to conduct a needs assessment.
2. State which stakeholders you would contact and why you would contact the stakeholder.
3. Develop a stakeholder survey related to your professional or societal issue.
   1. The survey must contain at least 10 questions.
   2. Provide a justification for each question on the survey.
   3. Provide rationale for the type/format of questions on the survey.
   4. State how you would vary items on the survey based on the role of the stakeholders who would complete it (administration, leadership, staff, recipient of surveys).

Part III. Strategic Issues (4–6 pages):
After the needs assessment has been completed, the next element of the strategic plan involves developing the strategic issues. Key tasks associated with the strategic issues include conducting a gap analysis, performing an environmental scan, and developing stakeholder surveys. The actions are performed so that you can conduct a SWOT analysis. SWOT stands for STRENGTHS, WEAKNESSES, OPPORUNITIES and THREATS. A SWOT analysis is used to help an agency, organization, or community better understand the business and environment in which it operates. The goal of developing strategic issues is to list or map out all of the strengths and weaknesses and then to do the same for all of the opportunities and threats. This helps the organization identify a strategy for planning. Opportunities that match the strengths are things that should be pursued. Threats that particularly align with weaknesses should be especially avoided when developing a strategic plan.

1. Conduct a SWOT analysis. This analysis focuses on the present state or condition of the organization and determining where the organization would like to be. The difference between the two represents the gap or the difference between where the organization is currently and where the organization would like to be. This gap could provide information on what might be the major focus of the strategic plan.
2. Describe plans for conducting an environmental scan. The environmental scan is a process that that gathers and interprets relevant data on an agency, organization, or community to identify external opportunities and threats.
   1. Identify and describe internal conditions that might impact the implementation of the strategic plan.
   2. Address on how you would minimize the impact of those conditions.
   3. Identify and describe external conditions or competitors that might impact the implementation of the strategic plan.
      1. Address how you would minimize the impact of those conditions.
      2. Consider how you might plan to work with competitors to meet the needs of your targeted agency, organization, or community.
3. Identify and describe at least three strengths of the agency, organization, or community.
   1. State why each item on the list is a strength.
   2. State how you plan to utilize each strength to positively the impact the development or implementation of the strategic plan.
4. Identify and describe at least three weaknesses of the agency, organization, or community.
   1. State what causes each item on the list to be a weakness.
   2. State how you plan to minimize the impact of the weakness.
5. Identify and describe at least three threats to the agency, organization, or community.
   1. State what causes each item on the list to be a threat.
   2. State how you plan to minimize the impact of the threat.
6. Identify and describe at least three opportunities for improvement for the agency, organization, or community.
   1. State what causes each item on the list to be an opportunity for improvement.
   2. State how you plan to incorporate the opportunity to the implementation of the strategic plan.

Part IV. The Technicals (4–6 pages): The technicals element includes items such as developing strategic goals, strategies, leading indicators of success, and performance targets for the strategic plan. The technical elements represent the executable part of the strategic plan. As you begin to develop the technical elements, the executable part of your strategic plan, consider the goals in relationship to internationalization and alliances.
Develop your strategic goals (Weeks 6 and 7). You must include at least three goals on the list. The goals must address the following:

1. Address issues such as globalization and how those issues might impact the strategic goals of the agency, organization, or community.
2. Identify potential alliances:
   1. Identify opportunities for alliances with other agencies or organizations.
   2. State why the alliances are important.
3. Develop strategies for implementing goals. You must have at identify at least two strategies for each identified goal. These goals must be specific, measurable, attainable, and realistic.
4. Address issues of accountability.
5. Describe how you will address accountability for each of the following: 
   1. Describe how your leadership will be held accountable for execution of the strategic plan.
   2. Discuss the following aspects of accountability for employee:
      1. Identify who will be responsible for executing specific aspects of the strategic plan.
6. Explain how employee accountability will be tracked.
7. Describe leading indicators of success. To determine whether the agency, organization, or community will benefit from the strategic plan, you must identify those things which would serve as indicators of success. These indicators must be observable, measurable, and quantifiable in some way.
   1. Identify four indicators that would signify success with regard to the strategic plan.
   2. Discuss specifically how you would measure each indicator.
8. Identify performance targets. Performance targets represent the level at which you would like to observe performance on each indicator. They represent the desired level of performance. For each performance indicator that you have identified, specify the targeted level of performance.

Part V. Action Plans (2–3 pages): Develop action plans for each year of the strategic plan. Your strategic plan should cover 3–5 years.

BM35S : Marketing Management

Question 1 

When consumers share a strong need that cannot be satisfied by an existing product, it is called _____ demand.

negative

latent

declining

irregular

Question 2

When demand is __________, it implies that more customers would like to buy the product than can be satisfied.

latent

irregular

overfull

full

Question 3

 A __________ is a direction or sequence of events that has some momentum and durability; it reveals the shape of the future and can provide strategic direction.

fad

fashion

trend

megatrend

Question 4

Which of the following would be the best illustration of a secondary belief or value?

Belief in work

Belief in giving to charity

Belief in getting married

Belief in getting married early

Question 5

Total customer satisfaction is measured based on the relationship of:

expected value and total customer benefit.

perceived performance and expectation.

advertised outcomes and real outcomes.

past experience and present experience.

Question 6

Identify the four pillars of brand equity, according to BrandAsset Valuator model.

Relevance, performance, bonding, and advantage

Presence, performance, advantage, and bonding

Energized differentiation, relevance, esteem, and knowledge

Brand salience, brand feelings, brand imagery, and brand performance

Question 7

The __________ attack offers the firm an opportunity to diversify into unrelated products, diversity into new geographical markets, and leapfrog into new technologies.

bypass

flank

frontal

guerrilla

Question 8

__________ is the ability of a company to prepare on a large-scale basis individually designed products, services, programs, and communications.

Mass customization

Reverse engineering

Interoperability

Backward compatibility

Question 9

Costs that do not vary with production levels or sales revenue are known as _____ costs.

overhead

variable

average

opportunity

Question 10

Which of the following is a form of mass communications channel?

Interactive marketing

Personal selling

Public relations

Word-of-mouth marketing