Case 3: ECM At Southern Company (Page 321)

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Case 3: ECM at Southern Company (page 321)

(Each individual will choose 1 question)

1. What type of development methodology do you think was employed at Southern Company for the ECM project? Do you agree or disagree that this was an appropriate approach? Justify your response using appropriate theoretical frameworks.

2. Describe how Traynor could have applied Lewin’s three stage model of change in implementing the ECM?  What would be the benefits of doing so? Is there any one stage you would emphasize for the ECM project? Provide a rationale for your response.

3. Assess Southern’s ECM project using the four dimensions of project success. Is there any one dimension you would emphasize for this project? Provide a rationale for your response.

4. Assess the risks of the ECM project.  Based on your assessment of project complexity, clarity and size what management strategies would you recommend? What, if any, of these strategies were adopted in this project?

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Implementing Enterprise Change Management at Southern Company

Atlanta-based Southern Company, a leading utility provider in the southeast United States, is valued by its 4.4 electricity customers for its excellent service, and it ranks as Fortune magazine’s “most admired” company in its industry. That means quality is important in everything the company does. When David Traynor, business excellence manager at the company, was charged with implementing a new enterprise change management (ECM) site, he knew its key users, employees in the IT department, would scrutinize the new system and be very critical if anything didn’t work exactly as it should.

The projected investment for the ECM was in the seven figures range, but the business case was straightforward. The justification was based on the savings in time and costs from reduced meetings and the ability to devote more attention to risky projects. The IT department was handling over seven thousand change requests a year, each of which required a time-consuming approval process no matter how small or routine the change was. Each change request needed to be approved at one of the three hour-long review committee meetings that were held each week. Some Frustrated employees were even starting to circumvent the approval process. Clearly something had to be done. But even though the ECM had clear benefits, the IT department was not eager to work on a system that didn’t promise to be very exciting. Further installing the ECM promised to markedly change the way the IT folks performed their work. “They had to log all their changes, gain approval, take all these steps that they weren’tbeing tasked with before,” said Traynor.

The department selected BMC’s Remedy software suite after spending six months designing the new process. Next came ten months to customize the systems and seven months to build them. The first ECM phase was rolled out in August 2010. Surprisingly, the new system produced even more change requests than before-almost 3,000 additional ones each year. Traynor reasoned that, before the ECM was switched on, a lot of changes must have been processed without any review. That was problematic given that about eight of ten requested projects have at least some monthly (rather than three times weekly) and deals only with emergency changes and high-risk changes that could affect critical sites or many users. Routine change requests are pre-approved using standard formats.

Traynor hadn’t spent much time getting buy-in from the IT department during the first phase of the ECM project. He now believes he should have started the ECM communication and training effort much sooner in the first phase. The second phase of the implementation, the incident and problem management system, was done differently. Traynor appointed “ambassadors” from each IT unit as before but this time they participated from the very first day of the second phase of the project. Traynor encouraged them to talk with the IT employees in their unit, so they were not playing catch-up as they had been in the first phase. Rather, the on it… We get a lot of mileage from [the ambassador].”  Traynor wants them to learn the ECM and play a major role in training and testing the system. He adds, “The hope is that [they]… become the go-to person after we go live.”

 
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Principles Of Marketing

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EXAM INSTRUCTIONS: Please read the MM.LaFleur case (below) and then answer the exam questions (also below). Send your answers to Professor Robson via email in a MS word .docx file. Your answers must be received by 5pm on April 18, 2020.

EXAM QUESTIONS:

 

1. Explain how needs, wants, and demands relate to the article about MM.LaFleur? (3 marks)

2. What is positioning and why is it important? What are four variables that are relevant to

the MM.LaFleur positioning, and how is MM.LaFleur positioned based on these variables? (5 marks)

3. Based on what you learned in the article, explain the ‘product’ for MM.LaFleur in detail.

What are the levels of the product provided by MM.LaFleur? (3 marks)

4. What are the three main pricing strategies, and which of these three main pricing strategies is MM.LaFleur is most likely to use? Why? (3 marks)

5. What type of an industry structure does MM.LaFleur operate in? Why do you think the

market is structured this way? (2 marks)

6. Explain what type or types of marketing channels MM.LaFleur uses in order to serve their customers? Describe the channel structure for MM.LaFleur. (4 marks)

 

 

 

Page 2 *

THE CASE: MM.LAFLEUR: MARKET SEGMENTATION AND TARGETING MM.LaFleur was a New York based clothing company that sold office wear to professional women – but it targeted a seemingly difficult-to-serve group of working women: those who didn’t want to go shopping. Yet, in June of 2019 – in just over five years since the company was founded – MM.LaFleur had grown from a small startup company into a thriving business with a loyal customer base. What could the company do to continue its strong growth and momentum? MM.LAFLEUR Sarah LaFleur founded MM.LaFleur in 2013 with the goal of rethinking the process by which professional women shop for work clothing. Her goal – and the company mission – was to take the work out of dressing for work.1 LaFleur recruited Mikako Nakamura, a designer who had experience working with big name fashion labels such as Zac Posen, to lead the creation of the MM.LaFleur collection. Shortly thereafter LaFleur recruited Narie Foster to serve as Chief Operations Officer, saying of the hire that “Narie came on a week before our first trunk show because at that point I felt that I didn’t have enough time in the day. Because we had worked together before at Bain consulting, I knew that Narie could do everything that I could do and vice versa so we could basically replicate each other”.2 These three women – LaFleur, Nakamura, and Foster – had worked as the company leadership ever since. They described the company as a styling service for professional women.3 THE MM.LAFLEUR CUSTOMER

I am so sick of the stereotype that all women are shopping-obsessed.4 Sarah LaFleur

Prior to founding MM.LaFleur, LaFleur herself experienced the desire to have a sharp, work appropriate wardrobe, but found that she had no interest in spending her limited free time shopping.5 Recognizing that she was not the only woman who felt this way, she decided to try to provide clothing to women like her – or professional women who did not have an interest in shopping. She said:

Our customer is too busy to shop. A typical e-commerce website is overwhelming to her. She comes home after a long day of decision-making at work, and the last thing she wants to do after putting the kids to bed is think about whether she’s a size 8 or a size 10, or whether gray will look better on her than brown. She wants to outsource that decision- making to someone else.6

With this in mind, MM.LaFleur catered to busy, professional women who simply didn’t have the time or interest in shopping for work clothing. This led to a customer base that was primarily between the ages of 30 and 557 and who earned between $100,000 and $250,000 a year.8 When MM.LaFleur first began operating, their customers were largely employed in finance or in law; however, over the years their

 

 

Page 3 * customer base had expanded to include women working in more fields, including creative fields and technology.9 These customers were highly loyal; 70 per cent of MM.LaFleur customers were repeat purchasers.10 To reach its target market of busy, professional women, the company launched an outdoor advertising campaign in some major US cities in 2017. Specifically, MM.LaFleur started advertising on billboards, signs, and posters along bus, subway, and other busy commuter routes in Boston, New York City, and Chicago.11 MM.LaFleur’s vice president of brand marketing, Jen Braunschweiger, said of the decisions that “We’re a fashion company that designs clothes for professional working women who are busy and overcommitted. We’re interested in meeting her with our brand message wherever she is. One place we can communicate with her is on her commute.”12 In addition, MM.LaFleur published a digital magazine known as The M Dash. This magazine focused on portrayals of modern, purposeful women.13 The company also had a number of social media accounts, including Instagram, Twitter, Pinterest, Facebook, and LinkedIn accounts. THE MM.LAFLEUR COLLECTION As the head of design, Nakamura led the MM.LaFleur design team in creating and improving the collection. She approached the MM.LaFleur collection with an eye to the unique needs of MM.LaFleur customers. For example, as the brand provides clothing for women who likely work long hours and have to travel for work, the fabrics, which were sourced from Japan and Italy14, were carefully checked for a number of qualities. These included whether the fabrics were wrinkle resistant, breathable, would hide sweat, would retain their shape, would hide undergarments, and whether they could be laundered using a washing machine rather than require dry cleaning.15 The design of the garments also took the unique needs of customers into consideration. For example, many garments had snaps to hold bra straps in place, underarm pads to absorb sweat, or pant legs with hidden buttons that allowed the pants to be easily adjusted to different lengths.16 Garments were also tested for a range of activities that women may have to engage in throughout their working days – such as whether women could bend over, raise their arms, or get in and out of taxis without flashing people.17 In addition, and although most clothing manufacturers developed clothing by creating a garment that fit a size 2 model and then scaled the garment up for larger sizes, Nakamura used a wide range of models from the outset. She said that the clothing was designed to be worn by “three-dimensional beings with hips, shoulders, butts, and boobs of varying sizes.”18 Ultimately, the MM.LaFleur collection included sizes 0- 22W. Once the fabric and design were determined, garments were produced in a variety of locations. Roughly 40% of the garments were produced in factories in New York and New Jersey, while the remaining garments were produces overseas in factories in Italy, China, and Vietnam which were chosen based on their experience and ethical standards.19 The decision as to whether to produce garments in international locations or domestic locations was made based on demand. Specifically, garments were initially produced in family run factories based in the United States; subsequently, if a particular garment was found to have very high demand for which the local family run factories could not keep up with, production was moved to a location abroad that could accommodate large scale production20. Prices of pieces in the MM.LaFleur collection, all in USD, ranged from about $30-$50 for smaller accessories to about $100-$300 for a dress to up to $500 for outerwear.

 

 

Page 4 * Many of the garments in the MM.LaFleur collection were extremely popular. For example, the brands Etsuko dress was first introduced to the collection in 2014. By 2017, this dress, which sold for $195, had been developed in 21 colors, restocked over 20 times, and had generated over $3 million in revenues21; the Etsuko dress in black was responsible for over $1 million of these revenues. Nakamura said of the dress that “When we designed this dress, we took into account all the things that our customers asked for: machine-washable fabric, long sleeves, wrinkle resistance, pockets, and lots of stretch and comfort. It also comes with a thin leather belt, so you don’t have to worry too much about styling this dress. You just put it on and go”.22 Other high selling dresses were the Tory and Casey dresses – both of which was so popular that they required waitlists of over a thousand customers each.23 SHOPPING AT MM.LAFLEUR

The concept of personal styling for women with better things to do than shop, has found a following: Sales are 50 times what they were five years ago. 24

Sarah LaFleur MM.LaFleur had both e-commerce and retail operations. As such, clients could purchase MM.LaFleur offerings online by requesting a ‘Bento Box’, online by purchasing pieces a la carte from the MM.LaFleur website, or by visiting retail outlets including showrooms or pop-up stores. E-Commerce Customers could view, select, and purchase items directly from the company website. In addition to a la carte sales of garments from the website, customers could opt to order a ‘Bento Box’. The MM.LaFleur Bento Box was a personally curated assortment of garments and accessories which was sent to a customer. When a Bento Box arrived, customers could try on each of the pieces, decide which ones to keep, and send the rest back; shipping was free both ways. Prices of the four to six items in the box ranged from $35 for accessories to up to $325 for a dress.25 To determine what items were curated for any particular Bento Box, customers had to complete a short questionnaire. This survey – which LaFleur knew needed to be short and easy to complete – asked customers practical questions about their office dress code, their size and body shape, women whose style they admired, and what types of clothing or accessories they were interested in receiving. “We actually know our clothes best,” LaFleur said. “If the customer shares a few details about herself, we think we can identify what will best work for her.”26 A personal stylist would then select a few pieces from the MM.LaFleur collection and carefully arrange them in in different compartments and layers within the Bento Box – much like how Japanese food is arranged in a bento box. This design helped the clothes to arrive unwrinkled, with garments packed in reusable, zippered plastic bags; many customers repurposed these bags to transport their gym clothes or to compartmentalize items in suitcases.27 The Bento Box was not a subscription service. Rather, it was simply a way for women to try out clothing or accessories to decide if they wanted to purchase them. The Bento Boxes were a hit: by 2017 they accounted for 80% of the company’s new sales and 40% of customers placed an order for a second Bento Box within 12 weeks of their first purchase.28

 

 

Page 5 * Retail Outlets Retail options for purchasing MM.LaFleur offerings included trunk shows, showrooms, and pop-up stores. Trunk shows were short term events in which sellers showcased their merchandise to customers in small venues, such as small sections of department stores, hotel rooms, or other suitable areas. In the early days of MM.LaFleur, the company hosted many trunk shows out of hotel rooms, as well as one out of a friend’s apartment in New York.29 Clients could not walk-away with clothing purchased from a trunk show. Rather, they were able to see or try on some items, and could then order what they wanted. Showrooms were typically held in larger spaces than trunk shows, and included samples of a wider range of garments. At first, MM.LaFleur began by testing a brick-and-mortar showroom in New York City30. Since then, they decided to set up a few permanent showrooms – including the one in New York City. By 2019, there were permanent or long term showrooms in New York City, Washington, D.C., Boston, Philadelphia, Houston, Atlanta, San Francisco, and Chicago.31 Like with trunk shows, showrooms carried samples of garments for trial only; customers had to order merchandise through sales associates in the showroom or via the company website. Although anyone could come into a showroom, the company encouraged customers to make an appointment in order to maximize the experience. With a showroom appointment, customers were given a one hour session with a personal stylist who would pre-select a number of styles to try out during the appointment. During this appointment customers were given a bottomless glass of Prosecco.32 This experience was highly effective in generating sales: women who booked appointments at showrooms often spent up to three times more than online-only shoppers.33 Finally, MM.LaFleur also opened up pop-up stores from time to time. Pop-up stores were an increasingly popular phenomenon in which a retail outlet ‘popped up’ for anywhere between a day and a few weeks. In 2019, MM.LaFleur had pop up stores in Palo Alto, CA in December, in Phoenix, AZ in February, in Minneapolis, MN in April, and in Los Angeles, CA in May.34

 

 

Page 6 * ENDNOTES

1 Julie Sygiel, “MM.LaFleur’s Cofounders Share Their Secrets To A Successful Business Relationship”, Forbes, September 28, 2016, Accessed May 10, 2019 from: www.forbes.com/sites/juliesygiel/2016/09/28/mm-lafleurs-cofounders-on-the-keys-to- successful-cofounder-relationships/#221fbb5b2166 2 Ibid. 3 Ibid. 4 Segran, Elizabeth. “This Women’s Clothing Brand Is Made For Professional Women Who Hate To Shop”, Fast Company, March 31, 2016. Accessed May 10, 2019 from: www.fastcompany.com/3058412/this-womens-clothing-brand-is-made-for- professional-women-who-hate-to-shop 5 Ibid. 6 LaFleur, Sarah. “7 Lessons I Learned While Building a Fashion Company”. The M Dash, October 19, 2017. Accessed May 10, 2019 from: https://mmlafleur.com/mdash/sarah-lafleur-interview-building-a-fashion-company 7 Halzack, Sarah. “MM.LaFleur: The startup that wants to dress you for the office”. The Washington Post, March 24, 2017. Accessed May 10, 2019 from: www.washingtonpost.com/business/mmlafleur-the-startup-that-wants-to-dress-you-for-the- office/2017/03/24/86fb8af8-0dd6-11e7-9d5a-a83e627dc120_story.html?noredirect=on&utm_term=.78d8ac3817bd 8 Segran, op. cit. 9 Pasquarelli, Adrianne. “Must-have dress boosts sales 550% at this SoHo startup”, Crain’s New York Business, November 23, 2015. Accessed May 10, 2019 from: www.crainsnewyork.com/article/20151124/RETAIL_APPAREL/151129960/sara- lafleur-s-womenswear-label-mm-lafleur-is-helping-to-style-those-too-busy-to-style-themselves 10 Leighton, Mara (a). “This new women’s clothing brand takes all the guesswork out of shopping for work”, Business Insider, June 11, 2018. Accessed May 10, 2019 from: www.businessinsider.com/mm-lafleur-bento-box-womens-work-clothes-review- 2017-4 11 Stambor, Zak. “Why MM.LaFleur embraces outdoor advertising”. Digital Commerce, October 15, 2018. Accessed May 10, 2019 from: www.digitalcommerce360.com/2018/10/15/why-mm-lafleur-embraces-outdoor-advertising/ 12 Ibid. 13 The M Dash. (n.d.) Accessed June 19, 2019 from: https://mmlafleur.com/mdash 14 MM.LaFleur. “Contact and FAQ” (n.d.). Accessed May 10, 2019 from: https://mmlafleur.com/help 15 Cowles, Charlotte. “The MM.LaFleur Design Philosophy: How We’re Revolutionizing Workwear”, The M Dash, July 26, 2016. Accessed May 10, 2019 from: https://mmlafleur.com/mdash/mm-lafleur-design-philosophy-miyako-nakamura 16 Blakely, Lindsay. “How This $70 Million Startup Transformed the Way Women Shop for Work”, Inc. Magazine, June 2017. Accessed May 10, 2019 from: www.inc.com/magazine/201706/lindsay-blakely/mm-lafleur-bento-box-design-awards- 2017.html 17 Morris, Alison. “Women’s work wear label MM.LaFleur expanding”, Fox 5 News, February 29, 2016, Accessed May 10, 2019 from: www.fox5ny.com/news/womens-work-wear-label-mmlafleur-expanding 18 Leighton (a), op. cit. 19 MM.LaFleur. “Contact and FAQ” (n.d.). Accessed May 10, 2019 from: https://mmlafleur.com/help 20 ibid 21 Leighton, Mara (b). “Sold out and restocked 22 times, this is the machine-washable work dress thousands of women are buying”. Business Insider, April 16, 2018. Accessed May 10, 2019 from: www.businessinsider.com/mm-lafleur-best-selling- black-work-dress-etsuko-review-2017-6 22 Leighton (b), op. cit. 23 Greenberg, Rachel. “Here’s why there are 1,400 people on a waitlist for this little black dress”. Today, December 4, 2016. Accessed May 10, 2019 from: www.today.com/style/mm-lafleur-s-black-casey-dress-has-1-429-person-t105542 24 Thau, Barbara. “MM.LaFleur CEO Unpacks its Strategy to Take the ‘Angst’ Out of Dressing for Work”. United States Chamber of Commerce, February 26, 2019. Accessed May 10, 2019 from: www.uschamber.com/co/good-company/the- leap/mmlafleur-sarah-lafleur 25 Sygiel, op. cit. 26 Segran, op. cit. 27 Blakely, op. cit. 28 Blakely, op. cit. 29 Halzack, op. cit. 30 Keller, Hadley. “How MM.LaFleur designed a retail concept based on female empowerment”. Architectural Digest, June 22, 2018. Accessed June 19, 2019 from: www.architecturaldigest.com/story/mm-lafleur-designed-a-retail-concept-based-on- female-empowerment 31 MM.LaFleur. “Contact and FAQ” (n.d.). Accessed May 10, 2019 from: https://mmlafleur.com/help 32 Blakely, op. cit. 33 Blakely, op. cit. 34 MM.LaFleur. “Contact and FAQ” (n.d.). Accessed May 10, 2019 from:

 
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4 Marketing Case Studies

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Evaluate the case, and respond to each question that follows the case using both theory and practical managerial thinking.

 

Your APA formatted Case Study should be a minimum of 500 words (not including the title and references pages). You are required to use a minimum of three peer-reviewed, academic sources that are no more than five years old (one of which may be your textbook). All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.

 

Reference

Kotler, P., & Keller, K. L. (2012). Marketing management [VitalSource Bookshelf version] (14th ed.). Retrieved from https://online.vitalsource.com/#/books/9780133468984

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PRINTED BY: [email protected]. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.

With budgets, they can compare planned expenditures with actual expenditures for a given period. Schedules allow management to see when tasks were supposed to be completed and when they actually were. Marketing metrics track actual outcomes of marketing programs to see whether the company is moving forward toward its objectives.

Summary 1. The value delivery process includes choosing (or identifying), providing (or delivering), and communicating superior value. The value chain is a tool for identifying key activities that create value and costs in a specific business. 2. Strong companies develop superior capabilities in managing core business processes such as new-product realization, inventory management, and customer acquisition and retention. Managing these core processes effectively means creating a marketing network in which the company works closely with all parties in the production and distribution chain, from suppliers of raw materials to retail distributors. Companies no longer compete—marketing networks do. 3. According to one view, holistic marketing maximizes value exploration by understanding the relationships between the customer’s cognitive space, the company’s competence space, and the collaborator’s resource space; maximizes value creation by identifying new customer benefits from the customer’s cognitive space, utilizing core competencies from its business domain, and selecting and managing business partners from its collaborative networks; and maximizes value delivery by becoming proficient at customer relationship management, internal resource management, and business partnership management. 4. Market-oriented strategic planning is the managerial process of developing and maintaining a viable fit between the organization’s objectives, skills, and resources and its changing market opportunities. The aim of strategic planning is to shape the company’s businesses and products so they yield target profits and growth. Strategic planning takes place at four levels: corporate, division, business unit, and product. 5. The corporate strategy establishes the framework within which the divisions and business units prepare their strategic plans. Setting a corporate strategy means defining the corporate mission, establishing strategic business units (SBUs), assigning resources to each, and assessing growth opportunities. 6. Strategic planning for individual businesses includes defining the business mission, analyzing external opportunities and threats, analyzing internal strengths and weaknesses, formulating goals, formulating strategy, formulating supporting programs, implementing the programs, and gathering feedback and exercising control. 7. Each product level within a business unit must develop a marketing plan for achieving its goals. The marketing plan is one of the most important outputs of the marketing process.

Applications

Marketing Debate

What Good Is a Mission Statement? Mission statements are often the product of much deliberation and discussion. At the same time, critics claim they

 

 

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sometimes lack “teeth” and specificity, or do not vary much from firm to firm and make the same empty promises.

Take a position: Mission statements are critical to a successful marketing organization versus Mission statements rarely provide useful marketing value.

Marketing Discussion

Marketing Planning Consider Porter’s value chain and the holistic marketing orientation model. What implications do they have for marketing planning? How would you structure a marketing plan to incorporate some of their concepts?

Marketing Excellence >>Cisco

Cisco Systems is the worldwide leading supplier of networking equipment for the Internet. The company sells

 

 

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hardware (routers and switches), software, and services that make most of the Internet work. Cisco was founded in 1984 by a husband and wife team who worked in the computer operations department at Stanford University. They named the company cisco—with a lowercase c, short for San Francisco, and developed a logo that resembled the Golden Gate Bridge, which they frequently traveled.

Cisco went public in 1990 and the two founders left the company shortly thereafter, due to conflicting interests with the new president and CEO. Over the next decade, the company grew exponentially, led by new-product launches such as patented routers, switches, platforms, and modems—which significantly contributed to the backbone of the Internet. Cisco opened its first international offices in London and France in 1991 and has opened a number of new international offices since then. During the 1990s, Cisco acquired and successfully integrated 49 companies into its core business. As a result, the company’s market capitalization grew faster than for any company in history—from $1 billion to $300 billion between 1991 and 1999. In March 2000, Cisco became the most valuable company in the world, with market capitalization peaking at $582 billion or $82 per share.

By the end of the 20th century, although the company was extremely successful, brand awareness was low—Cisco was known to many for its stock price rather than for what it actually did. Cisco developed partnerships with Sony, Matsushita, and US West to co-brand its modems with the Cisco logo in hopes of building its name recognition and brand value. In addition, the company launched its first television spots as part of a campaign entitled “Are You Ready?” In the ads, children and adults from around the world delivered facts about the power of the Internet and challenged viewers to ponder, “Are You Ready?”

Surviving the Internet bust, the company reorganized in 2001 into 11 new technology groups and a marketing organization, which planned to communicate the company’s product line and competitive advantages better than it had in the past. In 2003, Cisco introduced a new marketing message, “This Is the Power of the Network. Now.” The international campaign targeted corporate executives and highlighted Cisco’s critical role in a complicated, technological system by using a soft-sell approach. Television commercials explained how Cisco’s systems change people’s lives around the world and an eight-page print ad spread didn’t mention Cisco’s name until the third page. Marilyn Mersereau, Cisco’s vice president of corporate marketing, explained, “Clever advertising involves the reader in something that’s thought-provoking and provocative and doesn’t slam the brand name into you from the first page.”

The year 2003 brought new opportunities as Cisco entered the consumer segment with the acquisition of Linksys, a home and small-office network gear maker. By 2004, Cisco offered several home entertainment solutions, including wireless capabilities for music, printing, video, and more. Since previous marketing strategies had targeted corporate and IT decision makers, the company launched a rebranding campaign in 2006, to increase awareness among consumers and help increase the overall value of Cisco’s brand. “The Human Network” campaign tried to “humanize” the technology giant by repositioning it as more than just a supplier of switches and routers and communicating its critical role in connecting people through technology. The initial results were positive. Cisco’s revenues increased 41 percent from 2006 to 2008, led by sales increases in both home and business use. By the end of 2008, Cisco’s revenue topped $39.5 billion and BusinessWeek ranked it the 18th biggest global brand.

With its entrance into the consumer market, Cisco has had to develop unique ways to connect with consumers. One recent development is Cisco Connected Sports, a platform that turns sports stadiums into digitally connected interactive venues. The company already has transformed the Dallas Cowboys, New York Yankees, Kansas City Royals, Toronto Blue Jays, and Miami Dolphins stadiums into “the ultimate fan experience” and plans to add more teams to its portfolio. Fans can virtually meet the players through Telepresence, a videoconferencing system. Digital displays throughout the stadium allow fans to pull up scores from other games, order food, and view local traffic. In addition, HD flat-screen televisions throughout the stadium ensure that fans never miss a play—even in

 

 

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the restroom.

Today, Cisco continues to acquire companies—including 40 between 2004 and 2009—that help it expand into newer markets such as consumer electronics, business collaboration software, and computer servers. These acquisitions align with Cisco’s goal of increasing overall Internet traffic, which ultimately drives demand for its networking hardware products. However, by entering into these new markets, Cisco has gained new competitors such as Microsoft, IBM, and Hewlett-Packard. To compete against them, it reaches out to both consumers and businesses in its advertising efforts, including tapping into social media such as Facebook, Twitter, and blogs.

Questions

1.

How is building a brand in a business-to-business context different from doing so in the consumer market?

2.

Is Cisco’s plan to reach out to consumers a viable one? Why or why not?

Sources: Marguerite Reardon, “Cisco Spends Millions on Becoming Household Name.” CNET, October 5, 2006; Michelle Kessler, “Tech Giants Build Bridge to Consumers.” USA Today, March 13, 2006; Marla Matzer, “Cisco Faces the Masses.” Los Angeles Times, August 20, 1998; David R. Baker, “New Ad Campaign for Cisco.” San Francisco Chronicle, February 18, 2003; Bobby White, “Expanding into Consumer Electronics, Cisco Aims to Jazz Up Its Stodgy Image,” Wall Street Journal, September 6, 2006, p. B1; Burt Helm, “Best Global Brands” BusinessWeek, September 18, 2008; Ashlee Vance, “Cisco Buys Norwegian Firm for $3 Billion.” New York Times, October 1, 2009; Jennifer Leggio, “10 Fortune 500 Companies Doing Social Media Right.” ZDNet, September 28, 2009.

Marketing Excellence >>Intel

 

 

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Intel makes the microprocessors found in 80 percent of the world’s personal computers. Today, it is one of the most valuable brands in the world, with revenues exceeding $37 billion. In the early days, however, Intel microprocessors were known simply by their engineering numbers, such as “80386” or “80486.” Since numbers can’t be trademarked, competitors came out with their own “486” chips and Intel had no way to distinguish itself. Nor could consumers see Intel’s products, buried deep inside their PCs. Thus, Intel had a hard time convincing consumers to pay more for its high-performance products.

As a result, Intel created the quintessential ingredient-branding marketing campaign and made history. It chose a name for its latest microprocessor introduction that could be trademarked, Pentium, and launched the “Intel Inside” campaign to build brand awareness of its whole family of microprocessors. This campaign helped move the Intel brand name outside the PC and into the minds of consumers. In order to execute the new brand strategy, it was essential that the computer manufacturers who used Intel processors support the program. Intel gave them significant rebates when they included the Intel logo in their PC ads or when they placed the “Intel Inside” sticker on the outside of their PCs and laptops.

The company created several effective and identifiable marketing campaigns in the late 1990s to become a recognizable and well-liked ingredient brand name. The “Bunny People” series featured Intel technicians dressed in brightly colored contamination suits as they danced to disco music inside a processor facility. Intel also used the

 

 

3/4/16, 3:09 PMMarketing Management

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famous Blue Man Group in its commercials for Pentium III and Pentium IV.

In 2003, Intel launched Centrino, a platform that included a new microprocessor, an extended battery, and wireless capabilities. The company launched a multimillion-dollar media effort around the new platform called “Unwired,” which urged the wired world to “Unwire. Untangle. Unburden. Uncompromise. Unstress.” “Unwired” helped the company generate $2 billion in revenue during the first nine months of the campaign.

As the PC industry slowed in the mid-2000s, Intel sought opportunities in new growth areas such as home entertainment and mobile devices. It launched two new platforms: Viiv (rhymes with “five”) aimed at home entertainment enthusiasts, and Centrino Duo mobile. In addition, the company created a $2 billion global marketing campaign to help reposition Intel from a brainy microprocessor company to a “warm and fuzzy company” that offered solutions for consumers as well. As part of the campaign, Intel’s new slogan “Leap Ahead” replaced the familiar “Intel Inside” campaign that had become synonymous with the Intel brand, and a new logo was created.

 
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REPORT WRITING

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BSBDIV501 MANAGE DIVERSITY IN THE WORKPLACE – Report

BSBDIV501 MANAGE DIVERSITY IN THE WORKPLACE – Report

 

 

 

 

 

 

 

 

 

 

 

 

 

REPORT TEMPLATE (must change)

 

 

 

 

 

 

 

 

 

[Document Title]

[Document Subtitle]

Author’s name

 

 

 

 

 

 

 

 

 

Abstract (must change)

[Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.]

 

Table of contents (must change)

 

 

 

1. Introduction 3

2. Legislation 3

2.1 Relevant legislation 3

2.2 Protected attributes 3

3. Discrimination 3

3.1 Direct discrimination 3

3.2 Indirect discrimination 3

3.3 Adverse actions 3

3.4 Allowable discrimination 3

4. Age-based diversity 3

5. Gender diversity 4

6. Parental support 4

7. Work/life balance 4

8. LGBTI community 4

9. Disability 4

10. Aboriginal and Torres Strait Islander peoples 5

11. Recruitment and selection 5

11.1 Recruiting employees 5

11.2 Selecting employees 5

12. Bullying and harassment 5

12.1 Definitions 5

12.2 Grievance procedure 5

13. Training needs 5

14. Promoting diversity 6

14.1 Promoting diversity to staff 6

14.2 Promoting diversity externally 6

15. Conclusion 6

16. Reference list 6

17. Appendices 6

 

 

 

1. Introduction

[Clearly identify the purpose of the report and what the report aims to achieve.]

 

[Include a definition of diversity.]

 

[Comment on the benefits of diversity in the workplace.]

 

2. Legislation

2.1 Relevant legislation

[List applicable federal and state or territory legislation.]

 

2.2 Protected attributes

[List the protected attributes, or grounds for discrimination.]

 

3. Discrimination

[Create a statement about the Kingfisher Garden Centre’s position on discrimination in the workplace.]

 

[Define the term discrimination.]

 

3.1 Direct discrimination

[Explain direct discrimination and provide examples.]

 

3.2 Indirect discrimination

[Explain indirect discrimination and provide examples.]

 

3.3 Adverse actions

[Explain what ‘adverse actions’ means. Provide clear examples.]

 

3.4 Allowable discrimination

[Explain how sometimes discrimination is allowable. Give examples that may relate to the Kingfisher Garden Centre to assist with understanding.]

 

4. Age-based diversity

[Review Kingfisher’s diversity policy.]

 

[How well does it provide for age-based diversity?]

 

[How could it be improved to embrace age-based diversity?]

5. Gender diversity

[Review Kingfisher’s diversity policy.]

 

[How well does it provide for gender-based diversity?]

 

[How could it be improved to embrace gender-based diversity?]

 

6. Parental support

[Review Kingfisher’s diversity policy.]

 

[How well does it provide for family-based diversity? Include a review of parental policies, return-to-work support and breast-feeding support.]

 

7. Work/life balance

[Create a statement regarding the Kingfisher’s policy stance on work/life balance and any supporting policies and procedures.]

 

[What strategies should be implemented to support work/life balance? (Summarise if already included in items 4, 5, 6.)]

 

8. LGBTI community

[Review Kingfisher’s diversity policy.]

 

[How well does it provide for LGBTI diversity?]

 

[How could the policy be improved to embrace LGBTI diversity?]

 

9. Disability

[Review Kingfisher’s diversity policy.]

 

[How well does it provide for disability diversity?]

 

[How could it be improved to embrace disability-based diversity?]

 

 

10. Aboriginal and Torres Strait Islander peoples

[Review Kingfisher’s diversity policy.]

 

[How well does it provide for Indigenous diversity?]

 

[How could it be improved to embrace Indigenous-based diversity?]

 

11. Recruitment and selection

11.1 Recruiting employees

[How can Kingfisher aim for diversity when recruiting and promoting employees?]

 

11.2 Selecting employees

[What strategies can be put in place to prevent discrimination and bias in the selection process?]

 

12. Bullying and harassment

12.1 Definitions

[Write a clear definition of bullying and sexual harassment. Provide employees with links to websites for where they can go for support and further assistance if they feel they have been bullied or harassed.]

 

12.1.1 Bullying

 

 

12.1.2 Sexual harassment

 

 

12.2 Grievance procedure

[Discuss how the current grievance procedure could be improved.]

 

[Create a flow chart for a grievance procedure, but include it as an attachment to this report, e.g., refer the reader to Appendix 1: Grievance procedure.]

 

13. Training needs

[Based on the suggestions for improvement made in this report, write an overview of the training needs Kingfisher employees will have.]

 

[Include suggestions for how these training needs will be met, taking into consideration the different needs of your employees. This can be presented as a table.]

14. Promoting diversity

14.1 Promoting diversity to staff

[Describe how you could promote the benefits of diversity and any updates to a diversity policy to staff.]

 

14.2 Promoting diversity externally

[Besides the AHRI awards, what other external forums could be used to promote Kingfisher’s diversity success and further enhance the benefits of diversity in the workplace to the broader society?]

 

15. Conclusion

[Reflect on this report, the Kingfisher’s policy and what you’ve learnt from doing this unit.]

 

[In summary:

What areas in the diversity policy were neglected, or not adequately addressed?

What are the benefits of having a policy on managing diversity?

What have you learnt from doing this report and studying this unit?]

 

16. Reference list

[Include an alphabetical list of sources of research cited in your report. Refer to your training provider’s referencing guide for how to do this.]

 

17. Appendices

[Appendix 1: Grievance procedure] – must include one originally made by you.

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