Create a 7 slide minimum Microsoft PowerPoint presentation with speaker’s notes about your selected website (eBay) in which you complete the following:
Assess the pros and cons of using an e-mail or newsletter strategy to help build and maintain a core customer base.
Describe any content and/or strategies you believe will help improve customer e-mail open rates and interaction.
Explain how this e-mail/newsletter strategy can be integrated with other social media marketing efforts and online communities to improve brand recognition and website performance.
Evaluate the metrics that should be used to measure the success of the new strategy and processes (i.e., how will you know if your proposed marketing efforts are making an impact?).
Recommend a plan for moving from the current marketing strategy to your proposed strategy.
Assess whether new target customers, products, or services should be included in this updated marketing plan.
Format your presentation consistent with APA guidelines, and cite any resources used.
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Enjoy our bonus services. You can make a free inquiry before placing and your order and paying this way, you know just how much you will pay. newsletter strategy to help build and maintain a core customer base
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“CDVD enter prises” is a customer driven optical storage m edia producer making about
90.000.000 CDs, Blu -rays and DVDs per year serving about 31.500 different customer s.
Production is divided into five sections: pre -manufacturing, manufacturing, graphics, printing and
packaging. In general, the production can be described as follows:
Pre -manufacturing : Each customer sends an email (or a CD) containing the data to be reproduced
by CDVD enterprises. This data is written to a unique mould a so -called “stamper” which is us ed
to make a disc ingot for further replication. The stamper consists of silicone or glass with a
diameter of about 20 centimeters. The data is written to a silicone – or glassmaster with a laser
beam that “records” the information that is going to be replicated . The information is recorded to
the disc by producing tiny indentations to the polycarbonate known as “pits” and “lands”.
Manufacturing: After the stamper is made the disc replication starts by using molding machines.
Here a syringe injects a he ated liquid polycarbonate (approx. 360 degrees Celsius) producing the
disc which already contains digital information, but cannot be scanned since at this stage the disc
is completely transparent . After a short cooling of the disc , one side of the disc (co ntaining the
information) is covered with a silver, aluminum or gold layer and thereafter is covered with
lacquer which reflects the laser beam in order to read the information from the disc. After a
quality inspection the discs are collected on a spindle.
Graphics: Within the graphics department the covers of the discs are produced according to the
customer’s provided graphic design. Here print stencils are made for the different printing
technologies (serigraphy or offset printing).
Printing: Depending on the quality requirements (high quality offset) the di scs are printed at a
serigraphy – or an offset machine. The difference between these two techniques is mainly that for
the serigraphy printing machines the mesh has to be cleaned after eac h order and that the colors have to be prepared beforehand. The offset printing machines contain the CMYK (cyan, magenta,
yellow, black) colors and therefore only the stencils need to be changed after each order.
Packaging: Within the packaging department , all orders are sent to machines which are either
fully – or semiautomatic. Here the covers, booklets, inlays etc. are a dded to the discs and are
pack ed according to the customer’s need ( boxes, paper bags, trays, etc.).
Since t he pre -manufacturing and grap hics section are very flexible and do not state a planning
pro blem these two sections are not included in the following description. Figure 1 depicts the
workflow through the shop floor which is organized as a flexible flow shop.
Figure 1: Structure of the production system
Work flows from left to right, each product moves through these sections and i n t otal there are 35
machines on the shop floor. The manufacturing section is divided into two parts: CD and Blu –
Ray, DVD production (thereafter DVD) . These two parts consists of seventeen machines; six can
be assigned to the CD and eleven to the DVD division . The machines are fully substitutable
within the two segments which means all DVD -orders can be made on every DVD machine, but an DVD -order cannot be transferred to the CD part . The printing section is structured into three
parts since three technologies are available to print the media: serigraphy division (SD),
kammann – (KOD) and metronic offset division (MOD) . These three parts consists of ten
machines, six of them are serigraphy, three are kammann offset and one is a metronic offset
machine. The SD machines are partly substitutable and the KOD machines are fully substitutabl e.
The packaging section is structured into four parts, the V1 (CD boxes), V2 (shrinking), V3 (DVD
boxes) and V4 (paper, cardboard and plastic bags) packaging and consists of 8 machines (2 for
each part) whereas the machines in V1, V3 and V4 are partly sub stitutable and V2 machines are
fully substitutable. The production operates 16 hours per day , seven days a week in two shifts,
bottlenecks work stations are in the printing and packaging section due to the varying product
mix. The next section describes th e (production) planning tasks and problems at CDVD
enterprises .
2. Production planning and control tasks and problems at CDVD enterprises
In general, p roduction planning and control at CDVD enterprises follows a hierarchical approach.
Figur e 2 shows the hierarchical structure and the planning tasks at the company .
Figure 2. Planning tasks as described in Fleischmann et al. (2008) In the following we will focus on four different problems (problem sets) that the CDVD
enterprises faces. These problem sets should form the basis for student projects which should
develop models or techniques to improve the situation at CDVD enterprises.
2.1 Mid -term problem sets
1) Customer inquiry management
For customer driven manufacturers – like CDVD enterprises – an additional task is included
within the mid -term planning level, namely customer inqui ry management (also see figure 3 ).
Figure 3. Process of a customer driven company
At first, the customers inquiry at the company by stating the desired quantity of product(s)
(CD, DVD, Blu -ray and the corresponding type of packaging) and their desired delivery date.
Here, t he main decisions are whether to accept or reject the customer order s (order
acceptance/rejection) and whether the desired due date of the customer is feasible or whether it
should be renegotiated (due date assignment or also due date setting) .
1.1) Order acceptance/rejection – Problem set 1:
By now the employee in charge of customer inquiry management at CDVD enterprises does
not reject any order which , as a consequence, leads to overutilization of certain machines and
a low service level. Therefore, the task is to analyze the effect of rejecting orders and to show
the potential improvement of certain performance measures.
1.2) Due date assignment / due date setting – Problem set 2:
One has to differentiate between the external due date which is set by the customer (which
might be negotiable) and the internal due date which needs to be calculated by the company in
order to decide whether to accept the external due date. By now , CDVD enterprises uses forward scheduling to set the internal due d ate. Start ing with
the expected date that the customer places the order (Email with the data for the CD/DVD/Blu
ray production) they add a fixed planned lead time of 6 days (3 days production, printing and
packaging , 2 days transport and 1 day buffer) and thereafter accept or renegotiate the due date
with the customer . A major weakness of this approach is that the capacities of the production
departments are not taken into account and thus the 6 days (fixed) lead time are mostly a bad
estimation of the actual lead ti mes.
2.2 Short -term problem sets
2) Shop floor control: o rder release – Problem set 3 :
After order acceptance and due date setting all (accepted) orders are collected in an order pool
(see figure 3 above) . This order pool is a (digital list ) of orders provided to the production
planner who decides (each day) which orders to release to the shop floor .
At CDVD enterprises orders are automatically released by an infinite backward scheduling
approach. Thus, the release date is calculated by subtracting a fi xed lead time of 3 days from
the given (external) due date of an order. Capacities of the machines are not considered which
leads to time -varying loading and thus to changing utilization levels at the machines and as a
consequence to shifting bottlenecks . Thus, high WIP levels and therefore long lead times are
observed which, as a consequence, le ad to a poor service level . The management seeks for an
improved order release mechanism; they are especially fond of an order release mechanism
based on workload c ontrol.
3) M achine scheduling – Problem set 4:
On the shop floor , supervisors need to decide on the schedule of orders on specific machines
that is – allocating orders to resources at a specific time.
Especially at the printing department, scheduling of orders to the nine different printing
machines is important. By now, supervisors make scheduling decisions using a rule of thumb.
Thus the managers and the supervisors request a decision support tool for detailed scheduling
at least for the six serigraphy machines.
Extra problem set – supply of polycarbonate :
In order to guarantee a smooth production, polycarbonate need s to be on stock when needed,
acquired in time and in good quality. Currently, the responsible employee forecasts the
demand for polycarbonate over a planning horizon of 14 days. Therefore, she looks at the
order book, the stock of the material and uses his torical data (simple average) in order to
anticipate the demand. The company looks for an inventory control policy that determines a
reorder point and quantity (the mean lead time of the supplier is 3 days).
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Write a reaction to the article on adolesence presented below with a minimum of 150 words. This assignment is worth 50% of your Discussion grade.
It will be posted for your peers to read. In the follow up discussion on these postings your will cite 3 students responses and state your thoughts related to the students responses.
Adolescence is the successful product of numerous generations of evolutionary memoirs. They are the children of particular parents with their own backgrounds and ideas about child nurturing. They have their own exclusive sets of experiences and their ways of understanding and reacting to those experiences. Adolescents need room by parents to open up, mature and grow. However, this is a unique time in their life, so parental control is not as clear. I strongly agree as the article mentioned that parenting behavior that was high in demandingness and responsiveness can result in better outcomes for children. When parents are demanding and stricter on adolescent they will be less involved in criminal behaviors. Antisocial performance may be a typical part of growing up or the beginning of a enduring pattern of criminal activity. The United Nations Guidelines for the Prevention of Juvenile Delinquency stated that “youthful behavior or conduct that does not conform to overall social norms and values is often part of the maturation and growth process and tends to disappear spontaneously in most individuals with the transition to adulthood.” When children become adolescents, they look to make more decisions with friends and a lot of mistakes also. They want more privilege and want to act on their decision making. On the other hand, parental control during this time can influence a power struggle and divergence between parents and adolescents. Because they are not full matured, they are prone to chancy behavior. The article makes a good point that studying delinquency in young adulthood, females describe a lower level of delinquency and younger age was linked with more delinquent behavior. Suddenly, parents’ college education was absolutely linked with delinquency in young adulthood. The findings suggest that parental control is still significant through the period of adolescence and early parental control is still important in young adulthood.
Assignment 2
discussion posts should be 300 to 400 words.
Part 1: Select and Answer the following:
Consider the “customer’s view of a price.” Identify a product or service category and select one company that employs a low-cost strategy and another that employs a premium-priced strategy. They are in the same category, but they really don’t compete do they? For example, Kia and BMW sedans.
Assess and critique each company you selected in terms of the following:
What 3-4 words would do you think their customers would use to describe the benefits of the product or service?
How you think each company’s customers would define “quality?”
How would you describe each company’s target audience?
Assignment 3
To complete this discussion activity, you will do the following:
1. In your textbook, read Native American Oral Literature from The Winnebago Trickster Cycle, “Trickster and the Talking Bulb.”
2. Write a well-developed paragraph that discusses at least one interesting detail from the assigned reading and explain how the reading connects to the characteristic of literature written from the beginnings to 1820. You may review the overview document to see the characteristics of literature AMERICAN LITERATURE BEGINNINGS TO 1820 PERIOD INTRODUCTION OVERVIEW. On the overview document, please scroll down the page far enough to read about the literary characteristics.
A View of IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor. Thesis statement: this paper provides an overview of IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor. The paper details on two main areas as highlighted below. 1. Marianne Barner’s response towards IKEA the invitation.
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A View of IKEAs Global Sourcing Challenge: Indian Rugs and Child Labor.Thesis statement: this paper provides an overview of IKEAs Global Sourcing Challenge:Indian Rugs and Child Labor.The paper details on two main areas as highlighted below.1. Marianne Barners response towards IKEA the … Purchase document to see full attachment Review Honor Code flag Report DMCA
Anonymous Really great stuff, couldn’t ask for more. The assignment was done with remarkable detail.
Zappos’ leadership a culture of ethicalnessZappos: Delivering Customer Satisfaction1. Analyze the manner in which Zappos’ leadership has fostered a culture of ethicalness in the company. Suggest two (2) actions that other companies can take in order to mimic this culture. 2. Determine the major impacts that Zappos’ leadership and ethical practices philosophy have had on its stakeholders.3. Examine three (3) of the ethical challenges that Zappos faces. Recommend three (3) actions that Zappos’ leadership should take in order to address these ethical challenges. 4. Evaluate the effectiveness of the core values in relation to developing a culture of ethicalness. Determine the manner in which the core values support the stakeholder’s perspective.you would be deceptive. 5. Analyze the major ethical challenges that Zappos has faced. Determine whether or not you would have resolved these challenges differently than Zappos’ management. Provide a rationale for your response. Assignment status: Solved by our Writing Team at CapitalEssayWriting.comCLICK HERE TO ORDER THIS PAPER AT CapitalEssayWriting.com
Write a 175- to 265-word response to the following:
What prevents health care from having the same customer satisfaction as Amazon?
What prevents health care employees from having the same satisfaction as Google employees?
What are the leadership skills or attributes necessary to accomplish these objectives?
Cite at least 1 reputable references to support your assignment (e.g., trade or industry publications, government or agency websites, scholarly works, or other sources of similar quality)
Subject Title Digital MarketingSubject Code MKT103A Assessment Title Design Project Learning Outcome/s (found in the Subject Outline) a) Describe new marketing trends that use digital marketing b) Indicate the importance of digital media in todays marketing and communication planning d) Identify trends in online consumer behaviour Assessment type (group or individual) Individual Weighting % 40% Word count 1500 words +/- 10% excluding cover, references, appendices Submission type Turnitin ? Format / Layout of Assessment Report: Digital Marketing Plan ICMS Cover Page Table of Contents Introduction Strategy Recommendations Reference List Appendices (Portfolio) of Mock-ups Assessment instructions Drawing upon trends in digital marketing and online consumer behaviour, design a digital marketing campaign and a marketing funnel blueprint using the RACE model. The project focuses on an imaginary business in the coaching industry. Feel free to niche down into a specific type of coaching business (health, life, spiritual, business etc.), with the objectives of 1) increasing awareness of and positioning the coach as an expert and 2) increasing the mailing list for the business. Apply theories, concepts, methods and strategies covered in this unit when designing and justifying your choices including the choice of digital media and strategies employed in the marketing funnel design. Be sure to map the customer value journey for your customer avatar as part of the planning and design process. Students are to: • Map the customer value journey • Create a visual blueprint of the marketing funnel • Provide a 1500-word (+/- 10%) Digital Marketing Plan with an appendix of mock-up marketing collateral. The following elements are be included: o Introduction/Background of Coaching Business o Value Proposition o Target Audience / Customer Avatar o Strategy Overview & Justification: ? Justifications for funnel choices/approach—which theories, models, concepts did you employ when making these decisions. ? Justifications for digital media choices/approach— which theories, models, concepts did you employ when making these decisions. ? Justifications for measurement decisions/tools— which theories, models, concepts did you employ when making these decisions. o Based on the Strategy—Create a portfolio of mock-ups which represent a cohesive whole. Provide one example of the following: ? Lead magnet—front page mock-up, short description of content—pdf of page ? Content article—based on the lead magnet and/or coach as expert—100 words ? Social media ad—pointing to the lead magnet ? Google ad copy—pointing to the lead magnet ? Landing page (for collecting email addresses)—pdf of page ? Thank you page or Upsell page)—pdf of page Readings for the assessment To assist you with writing this report, use the materials found on your • Moodle page (lecture slides, recommended and additional readings or other documents). • Class content. • Useful links posted on Moodle. Complete the Module activities which are designed to support the critical tasks of this Assessment. Grading Criteria / Rubric See below Assessment 3 –Design Project – Marking Rubric Criteria High Distinction (85-100) Distinction (75-84) Credit (65-74) Pass (50-64) Fail (0-49) Marketing Funnel Visual Blueprint 15% The funnel blueprint is complete with all elements addressed/labelled, visually easy to follow the proposed strategy. Industry best practices followed. The funnel blueprint is mostly complete with an element missing or not addressed/labelled appropriately, visually easy to follow the proposed strategy mostly. Industry best practices mostly followed. The funnel blueprint is somewhat complete with 2 elements missing or not addressed/ labelled appropriately, visually easy to follow the proposed strategy somewhat. Industry best practices somewhat followed. The funnel blueprint is minimally complete with 3 elements missing or not addressed/ labelled appropriately, not visually easy to follow the proposed strategy. Industry best practices minimally followed. Not included. Or the funnel blueprint is incomplete missing more than 3 elements or not addressed/ labelled appropriately, visually confused or strategy not discernible. Does not follow industry best practice. Customer Value Journey Map 10% Customer Value Journey Map is complete and there is a consistent approach throughout the journey. It is well thought out and draws upon industry standards as well as relevant theories, methods and concepts. Customer Value Journey Map is complete and there is mostly a consistent approach throughout the journey. It is mostly well thought out and mostly draws upon industry standards as well as relevant theories, methods and concepts. Customer Value Journey Map is mostly complete there is a somewhat consistent approach throughout the journey. It is somewhat well thought out and somewhat draws upon industry standards as well as relevant theories, methods and concepts. Customer Value Journey Map is missing an element, there are a few inconsistencies in the customer journey and minimally draws upon industry standards or relevant theories, methods and concepts. Customer Value Journey Map is missing more than 1 element, there are numerous inconsistencies in the customer journey or it barely draws upon industry standards or relevant theories, methods and concepts. Introduction/Com pany Background 5% All sections were included. Shows a full and deep understanding of the topics. The topics were fully elaborated upon. All sections were included. Shows an understanding of the topics, but further elaboration is needed in one or two sections. All sections were included. Shows a under-standing of most of the topics, but greater depth and elaboration was needed in many sections. All sections were included, or one section was missing. Shows a basic understanding of the topics with greater depth and elaboration needed in many sections. More than one section was excluded. Shows a superficial or incorrect understanding of most topics. No depth of understanding. Target Audience, Customer Avatar, Value Proposition 10% Exceptional level of systematic and critical understanding of target audience identification and analysis. Advanced and integrated awareness of target audience identification and analysis. Proficient awareness of target audience identification and analysis Basic awareness of target audience identification and analysis. No/limited awareness of target audience identification and analysis. RACE Model— Strategy Overview & Justification 25% A clear, evidence-supported marketing funnel strategy was designed incorporating digital media choices/approach and proposed campaign measures. Theories, concepts and methods are accurately applied and used to justify strategic decisions regarding marketing funnel design/choice, digital media choices/approach, and measurement design/tools. A mostly clear, mostly evidence-supported marketing funnel strategy was designed incorporating digital media choices/approach and proposed campaign measures. Theories, concepts and methods are accurately applied and used to justify strategic decisions regarding marketing funnel design/choice, digital media choices/approach, and measurement design/tools. A somewhat clear, generally evidence-supported marketing funnel strategy was designed incorporating digital media choices/approach and proposed campaign measures. Theories, concepts and methods were applied accurately in most instances, but further elaboration could have been provided when justifying strategic decisions regarding marketing funnel design/choice, digital media choices/approach, and measurement design/tools. The marketing funnel strategy was limited with minimal evidence to the strategy. Digital media choices/approach and proposed campaign measures were included but were disjointed compared to the strategy or limited in nature. Some theories, concepts and methods were applied accurately in some instances, but further elaboration could have been provided when justifying strategic decisions regarding marketing funnel design/choice, digital media choices/approach, and measurement design/tools. The marketing funnel was unclear or confused in nature with little or no evidence to support the strategy. The digital media choices/approach and proposed campaign measures may or may not have been incorporated and where evident greater elaboration was needed. Few or no theories, concepts and methods were applied when justifying strategic decisions regarding marketing funnel design/choice, digital media choices/approach, and measurement design/tools. Portfolio: Marketing Collateral Mockups 25% All mock-ups included. Mockups follow best practice for each category and support the marketing funnel design and strategy. All mock-ups included and mostly follow industry best practice for each category. The mock-ups mostly support the marketing funnel design and strategy. 1or 2 Mock-ups missing and/or mock-ups only somewhat follow industry best practice for each category. The mock-ups somewhat support the 3 Mock-ups missing and/or mock-ups loosely follow industry best practice for each category. The mockups somewhat support the marketing funnel design and strategy. More than 3 Mock-ups missing and/or the mockups do not follow industry best practice for each category. Or, the mock-ups do not support the marketing funnel design and strategy. marketing funnel design and strategy. Presentation, and structure 10% Professional presentation and effective communication of strategy, fully supported with rationale and justifications. Outstanding report structure and communication of ideas enhances readability. Free of errors and logical flow, appropriate sections. Well-structured presentation and communication of strategy, supported with rationale and justifications that closely correspond to the elements of the report. Very good report structure, free of errors and has a logical flow, appropriate sections. Appropriate presentation and communication of strategy, supported with some rationale and justifications. Good report structure, free of errors and has a logical flow, appropriate sections. Presentation that shows some evidence of report structure, but errors may detract from communication of strategy. There are some rationale or justifications used but they may not correspond to the elements and sometimes detract from readability. Basic report structure, some errors and hard to follow, some sections are missing. Lacks evidence of a structured presentation with limited depth in the strategy. The few justifications used do not correspond to the key elements. Missing appropriate report structure, contains errors and hard to follow, appropriate sections are missing
QUESTION 2(a) Identify and discuss in detail two different segments of customer who would be interested in buying from Crumpets. (2.5 marks) (b) For each of these two segments discuss their possible purchasing from Crumpets. (2.5 marks) Total 2.5 + 2.5 = 5 marks QUESTION 3 Given the intangible nature of services you are asked to: Develop a 12-month marketing communications plan for each of the two segments identified in Question 2 as proposed customers of Crumpets from January 2021 until December 2021, assuming COVID-19 will permanently change the way we live and work. (10 marks) QUESTION 4 (a) Discuss all the current 7Ps for Petbarn and discuss the implications of each for Petbarn in 2021 and beyond. (7 marks) (b) To encourage more customers to use the online delivery services provided by Petbarn, they may require different strategies for different segments. What are the four (4) key drivers that customers use to decide which channel they prefer. (4 marks) (c) Draw a detailed service blueprint of Petbarn capturing the full-service processes for the company and describe each part of the process in detail. (9 marks) Total 7 + 4 + 9 = 20 marks
QUESTION 2(a) Identify and discuss in detail two different segments of customer who would be interested in buying from Crumpets. (2.5 marks) (b) For each of these two segments discuss their possible purchasing from Crumpets. (2.5 marks) Total 2.5 + 2.5 = 5 marks QUESTION 3 Given the intangible nature of services you are asked to: Develop a 12-month marketing communications plan for each of the two segments identified in Question 2 as proposed customers of Crumpets from January 2021 until December 2021, assuming COVID-19 will permanently change the way we live and work. (10 marks) QUESTION 4 (a) Discuss all the current 7Ps for Petbarn and discuss the implications of each for Petbarn in 2021 and beyond. (7 marks) (b) To encourage more customers to use the online delivery services provided by Petbarn, they may require different strategies for different segments. What are the four (4) key drivers that customers use to decide which channel they prefer. (4 marks) (c) Draw a detailed service blueprint of Petbarn capturing the full-service processes for the company and describe each part of the process in detail. (9 marks) Total 7 + 4 + 9 = 20 marks
some sample job duties for Market Research Specialist edited to be more specific for a paper roll company I work for.
5 or 6 of these needs to be edited.
Example of 1 I did: To study & analyze the buying behavior of consumers, dealers, retailers towards AZ Paper brand as compared with similar product of other companies, thus understand the consumer acceptance of products.
– Prepare reports of findings, illustrating data graphically and translating complex findings into written text.
– Collect and analyze data on customer demographics, preferences, needs, and buying habits to identify potential markets and factors affecting product demand.
– Conduct research on consumer opinions and marketing strategies, collaborating with marketing professionals, statisticians, pollsters, and other professionals.
– Measure and assess customer and employee satisfaction.
– Devise and evaluate methods and procedures for collecting data, such as surveys, opinion polls, or questionnaires, or arrange to obtain existing data.
– Measure effectiveness of marketing, advertising, and communications programs and strategies.
– Seek and provide information to help companies determine their position in the marketplace.
– Forecast and track marketing and sales trends, analyzing collected data.
– Gather data on competitors and analyze their prices, sales, and method of marketing and distribution.
– Monitor industry statistics and follow trends in trade literature.
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Anonymous Goes above and beyond expectations !
