Case Study Marketing

/in /by
marketingcase study

respond to the following questions through a cohesive 1000 – 1500 word document:

1.  View the two Motel 6 television ads. What are your thoughts about the television ad?

2.  Access the website, Facebook, and Twitter pages for Motel 6. What are your thoughts about the information provided and the design of each site? How well integrated are all these resources? Provide specifics to support your answer.

3.  Based on the resources you have viewed, describe who you think is the target market for Motel 6. Describe the target market in terms of demographics and psychographics.

4.  Describe the strategy Motel 6’s parent, The Blackstone Group, employs in their international operations. What factors from Chapter 8 in the Kotler (2016) text appear to be the basis for the organization’s choice of international brands and markets?

5.  What about business travelers? What type of business travelers would use Motel 6? Why?

I will upload the textbook to be able to see Chapter #8.

https://www.wsj.com/articles/SB10001424052702303610504577419893645663540

Critical Thinking

MyMarketingLab™: Improves Student Engagement Before, During, and After ClassFull-Circle Learning

Decision Making

Prep and Engagement

• Video exercises – engaging videos that bring business concepts to life and explore business topics related to the theory students are learning in class. Quizzes then assess students’ comprehension of the concepts covered in each video.

• Learning Catalytics – a “bring your own device” student engagement, assessment, and classroom intelligence system helps instructors analyze students’ critical-thinking skills during lecture.

• Dynamic Study Modules (DSMs) – through adaptive learning, students get personalized guidance where and when they need it most, creating greater engagement, improving knowledge retention, and supporting subject-matter mastery. Also available on mobile devices.

• Business Today – bring current events alive in your classroom with videos, discussion questions, and author blogs. Be sure to check back often, this section changes daily.

• Decision-making simulations – place your students in the role of a key decision-maker. The simulation will change and branch based on the decisions students make, providing a variation of scenario paths. Upon completion of each simulation, students receive a grade, as well as a detailed report of the choices they made during the simulation and the associated consequences of those decisions.

• Writing Space – better writers make great learners—who perform better in their courses. Providing a single location to develop and assess concept mastery and critical thinking, the Writing Space offers automatic graded, assisted graded, and create your own writing assignments, allowing you to exchange personalized feedback with students quickly and easily.

Writing Space can also check students’ work for improper citation or plagiarism by comparing it against the world’s most accurate text comparison database available from Turnitin.

• Additional Features – included with the MyLab are a powerful homework and test manager, robust gradebook tracking, comprehensive online course content, and easily scalable and shareable content.

http://www.pearsonmylabandmastering.com

MyLab™: Learning Full Circle for Marketing, Management, Business Communication,

Intro to Business, and MIS

BEFORE CLASS

AFTER CLASS DURING

CLASS

Decision Sims, Videos, and Learning

Catalytics

DSM’s, pre-lecture homework,

eText

Writing Space, Video Cases, Quiz-

zes/Tests

MyLab

 

 

15

PhiliP Kotler Northwestern University

Kevin lane Keller Dartmouth College

Boston Columbus Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto

Delhi Mexico City SĂŁo Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

Marketing Management

 

 

Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Acquisitions Editor: Mark Gaffney Development Editor: Elisa Adams Program Manager Team Lead: Ashley Santora Program Manager: Jennifer Collins Editorial Assistant: Daniel Petrino Vice President, Product Marketing: Maggie Moylan Director of Marketing, Digital Services and Products:

Jeanette Koskinas Executive Product Marketing Manager: Anne Fahlgren Field Marketing Manager: Lenny Ann Raper Senior Strategic Marketing Manager: Erin Gardner Project Manager Team Lead: Judy Leale Project Manager: Becca Groves Operations Specialist: Carol Melville Creative Director: Blair Brown

Senior Art Director: Janet Slowik Interior and Cover Designer: Integra Software Services

Pvt Ltd. Vice President, Director of Digital Strategy & Assessment:

Paul Gentile Manager of Learning Applications: Paul Deluca Digital Editor: Brian Surette Digital Studio Manager: Diane Lombardo Digital Studio Project Manager: Robin Lazrus Digital Studio Project Manager: Alana Coles Digital Studio Project Manager: Monique Lawrence Digital Studio Project Manager: Regina DaSilva Full-Service Project Management and Composition: Integra

Software Services Pvt Ltd. Printer/Binder: RRDonnelly/Roanoke Cover Printer: Phoenix Color/Hagerstown Text Font: Minion Pro 9.5/11.5

Copyright © 2016, 2012, 2009 by Pearson Education, Inc. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permissions, request forms and the appropriate contacts within the Pearson Education Global Rights & Permissions department, please visit www.pearsoned.com/permissions/.

Acknowledgements of third party content appear on the appropriate page within the text, which constitutes an extension of this copyright page.

Unless otherwise indicated herein, any third-party trademarks that may appear in this work are the property of their respective owners and any references to third-party trademarks, logos or other trade dress are for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the owner and Pearson Education, Inc. or its affiliates, authors, licensees or distributors.

Library of Congress Cataloging-in-Publication Data Kotler, Philip. Marketing management/Philip Kotler, Kevin Lane Keller.—15e [edition]. pages cm ISBN 978-0-13-385646-0 (student edition) 1. Marketing—Management. I. Keller, Kevin Lane, 1956- II. Title. HF5415.13.K64 2016 658.8—dc23 2014023870

10 9 8 7 6 5 4 3 2 1

ISBN 10: 0-13-385646-1 ISBN 13: 978-0-13-385646-0

 

 

This book is dedicated to my wife and best friend, Nancy, with love.

—PK

This book is dedicated to my wife, Punam, and my two daughters,

Carolyn and Allison, with much love and thanks.

—KLK

 

 

iv

Philip Kotler is one of the world’s leading authorities on marketing. He is the S. C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University. He received his master’s degree at the University of Chicago and his Ph.D. at MIT, both in economics. He did postdoctoral work in mathematics at Harvard University and in behav- ioral science at the University of Chicago.

Dr. Kotler is the coauthor of Principles of Marketing and Marketing: An Introduction. His Strategic Marketing for Nonprofit Organizations, now in its seventh edition, is the best seller in that specialized area.

Dr. Kotler’s other books include Marketing Models; The New Competition; Marketing Professional Services; Strategic Marketing for Educational Institutions; Marketing for Health Care Organizations; Marketing Congregations; High Visibility; Social Marketing; Marketing Places; The Marketing of Nations; Marketing for Hospitality and Tourism; Standing Room Only—Strategies for Marketing the Performing Arts; Museum Strategy and Marketing; Marketing Moves; Kotler on Marketing; Lateral Marketing; Winning at Innovation; Ten Deadly Marketing Sins; Chaotics; Marketing Your Way to Growth; Winning Global Markets; and Corporate Social Responsibility.

In addition, he has published more than 150 articles in leading journals, including the Harvard Business Review, Sloan Management Review, Business Horizons, California Management Review, the Journal of Marketing, the Journal of Marketing Research, Management Science, the Journal of Business Strategy, and Futurist. He is the only three-time winner of the coveted Alpha Kappa Psi award for the best annual article published in the Journal of Marketing.

Professor Kotler was the first recipient of the American Marketing Association’s (AMA) Distinguished Marketing Educator Award (1985). The European Association of Marketing Consultants and Sales Trainers awarded him their Prize for Marketing Excellence. He was chosen as the Leader in Marketing Thought by the Academic Members of the AMA in a 1975 survey. He also received the 1978 Paul Converse Award of the AMA, honoring his original contribution to marketing. In 1995, the Sales and Marketing Executives International (SMEI) named him Marketer of the Year. In 2002, Professor Kotler received the Distinguished Educator Award from the Academy of Marketing Science. In 2013, he received the William L. Wilkie “Marketing for a Better World” Award and subsequently received the Sheth Foundation Medal for Exceptional Contribution to Marketing Scholarship and Practice. In 2014, he was inducted in the Marketing Hall of Fame.

He has received honorary doctoral degrees from Stockholm University, the University of Zurich, Athens University of Economics and Business, DePaul University, the Cracow School of Business and Economics, Groupe H.E.C. in Paris, the Budapest School of Economic Science and Public Administration, the University of Economics and Business Administration in Vienna, and Plekhanov Russian Academy of Economics. Professor Kotler has been a consultant to many major U.S. and foreign companies, including IBM, General Electric, AT&T, Honeywell, Bank of America, Merck, SAS Airlines, Michelin, and others in the areas of marketing strategy and planning, marketing organization, and international marketing.

He has been Chairman of the College of Marketing of the Institute of Management Sciences, a Director of the American Marketing Association, a Trustee of the Marketing Science Institute, a Director of the MAC Group, a member of the Yankelovich Advisory Board, and a member of the Copernicus Advisory Board. He was a member of the Board of Governors of the School of the Art Institute of Chicago and a member of the Advisory Board of the Drucker Foundation. He has traveled extensively throughout Europe, Asia, and South America, advising and lecturing to many companies about global marketing opportunities.

about the authors

P hi

lip K

ot le

r

 

 

v

Kevin Lane Keller is the E. B. Osborn Professor of Marketing at the Tuck School of Business at Dartmouth College. Professor Keller has degrees from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches MBA courses on mar- keting management and strategic brand management and lectures in executive programs on those topics.

Previously, Professor Keller was on the faculty at Stanford University, where he also served as the head of the marketing group. Additionally, he has been on the faculty at the University of California at Berkeley and the University of North Carolina at Chapel Hill, has been a visiting professor at Duke University and the Australian

Graduate School of Management, and has two years of industry experience as Marketing Consultant for Bank of America.

Professor Keller’s general area of expertise lies in marketing strategy and planning and branding. His specific research interest is in how understanding theories and concepts related to consumer behavior can improve marketing strategies. His research has been published in three of the major marketing journals: the Journal of Marketing, the Journal of Marketing Research, and the Journal of Consumer Research. He also has served on the Editorial Review Boards of those journals. With more than 90 pub- lished papers, his research has been widely cited and has received numerous awards.

Actively involved with industry, he has worked on a host of different types of marketing projects. He has served as a long-term consultant and advisor to marketers for some of the world’s most successful brands, including Accenture, American Express, Disney, Ford, Intel, Levi Strauss, Procter & Gamble, and Samsung. Additional brand consulting activities have been with other top companies such as Allstate, Beiersdorf (Nivea), BlueCross BlueShield, Campbell, Colgate, Eli Lilly, ExxonMobil, General Mills, GfK, Goodyear, Hasbro, Intuit, Johnson & Johnson, Kodak, L.L.Bean, Mayo Clinic, MTV, Nordstrom, Ocean Spray, Red Hat, SAB Miller, Shell Oil, Starbucks, Unilever, and Young & Rubicam. He has also served as an academic trustee for the Marketing Science Institute and served as their Executive Director from July 1, 2013, to July 1, 2015.

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

Altex Corporation Case Study

/in /by

Read Case 3: Altex Corporation in the case study section of your text. Write a summary of the case and answer the following questions from the end of the case.

  • Why was a risk management plan considered unnecessary?
  • Should risk management planning be performed in the proposal stage or after contract award, assuming that it must be done?
  • Does the customer have the right to expect the contractor to perform risk analysis and develop a risk management plan if it is not called out as part of the contractual statement of work?
  • Would Altex have been more interested in developing a risk management plan if the project were funded entirely from within?
  • How might the Army have responded if they were presented with a risk management plan early during the R&D activities?
  • Can risk management planning be justified on almost all programs and projects?

Your paper must be 2-4 pages in length (not including title and reference pages), doubled spaced, and formatted according to APA style as outlined in the approved style guide.  A minimum of two sources, including the text, must be used to complete this assignment

 

 

Link for course material

http://books.google.com/books?id=OVG0xdkgX28C&pg=PA488&lpg=PA488&dq=altex+corporation+case+study&source=bl&ots=THB1Ao9VDL&sig=V4t6iBYpG3WiRNnNrrzsofMH7Pg&hl=en&sa=X&ei=jnNdU9iPDKfXyAHtpICIDA&ved=0CCUQ6AEwAA#v=onepage&q=altex%20corporation%20case%20study&f=false

Running head: RISK MANAGEMENT 1

 

 

 

 

 

 

 

 

Risk management Process: Altex Corporation

Brandon Ellison

BUS 697

Dr. Shawn Milligan

 

 

 

 

 

 

 

 

– 1 –

1

2

1. where is your introduction?

[Shawn Milligan]

2. All assignments in this

class are academic papers

and should include

introduction, conclusions,

thesis statements, and

conceptual headers.

Academic papers allow you to

demonstrate that you can

write clearly and think

critically. Question and

Answer do not show these

skills. [Shawn Milligan]

 

 

RISK MANAGEMENT PROCESS 2

 

Why a risk management plan was considered unnecessary?

Risk management process can be considered unnecessary at times (Viscione, 2012).

Though, this is a bit risky as the process is very important in any project. The need for the risk

management process is to prevent the future risks that could affect this project. The risk

management process involves the identification, analyzing, the planning and the control of the

potential risks. The risk was considered unnecessary due to various reasons. One, it would be an

added cost to the organization that was not accounted for and two; it was not on the part of the

contractual statement of work.

Should risk management planning be performed in the proposal stage or after contract

award, assuming that it must be done?

Management plan is very important to the organization. It should be done on time so as to

ensure that the organization is well managed effectively. Risk management is central to the

issues o planning in the long run. We have reasons as to why this timing should be properly

timed. One, risk management is pro active. They should hence be performed in the proposal

rather than after the contract award. This is because they are more useful while performed at the

proposal stage rather and less useful while performed after the contract award (McMullen, 2013).

Managers should hence initiate risk management planning at the proposal stage for them to be

more useful to the organization.

Does the customer have the right to expect the contractor to perform risk analysis and

develop a risk management plan if it is not called out as part of the contractual statement

of work?

– 2 –

1

2

3

4 5 6

78 9

10

11

1. Do the companies need to

ask for a risk management

proposal? I believe risk

management should be taken

into account when putting

together the bid. If you the

bidder does not know the

risks, how can they

adequately plan for how these

risks will affect their budget,

timeline, and scope? For

example, if you are building a

bridge, you will want to make

sure to include money for

traffic control personnel and

extra time and money for

weather related issues, this is

done at part of the risk

management plan. [Shawn

Milligan]

2. There are issues with your

paper that you should have

caught if you had read your

paper out loud or used

Natural Reader.

Natural Reader:

http://www.naturalreaders.co

m/ Natural Reader is a free

text-to-speech software.

Students are always amazed

(and often a bit horrified) at

the number of writing errors

they hear when the Natural

Reader reads their paper. Try

it, it really does work.

[Shawn Milligan]

3. on time

what is on time? When should

it be done? [Shawn Milligan]

4. o

wrong word [Shawn Milligan]

5. We

First person is allowed in APA

only when it is absolutely

necessary and it is not

absolutely necessary here.

This sentence could have

been written in the third

person. Understanding when

and how to use first person is

sometimes tricky. Here are

some sources for more

information: •

https://owl.english.purdue.edu

/owl/resource/560/15/ •

http://www.louis-hoffman-

virtualclassroom.com/psychol

ogy%20resources/writing%20

resources/first_person_apa_s

tyle.html •

http://www.typepad.com/servi

ces/trackback/6a01157041f4e

3970b0120a5b49ccc970c

[Shawn Milligan]

6. have reasons as to why this timing should be properly

this sentence does not say anything…. [Shawn Milligan]

7. They

Company Pronouns When referring to an entity (like a company, government

agency, or a country), use the pronouns “that” or “it.” Entities are not people,

so it is incorrect to use “who” or “they” or “their” when referring to them. If

using “it” and “that” sounds awkward rewrite the sentence and use the

entities name instead. For additional information see:

http://www.quickanddirtytips.com/education/grammar/is-it-%E2%80%9Ca-

company-who%E2%80%9D-or-%E2%80%9Ca-company-

that%E2%80%9D#sthash.5cX7HRH1.dpuf [Shawn Milligan]

8. timed.

Vary your word choice to avoid redundant words and phrases. [Shawn

Milligan]

9. active. They should

 

 

– 2 (cont) –

What is they? Vague pronoun reference. If you made sure the

reader knows what your pronouns (he, she, they, us, it) refer

to, your writing will be much clearer. For additional information

see: http://www.dummies.com/how-to/content/how-to-avoid-

vague-pronoun-references and

http://bcs.bedfordstmartins.com/everyday_writer/20errors/2.ht

ml [Shawn Milligan]

10. they

unclear [Shawn Milligan]

11. hence

try to avoid. you are overusing this word [Shawn Milligan]

 

 

RISK MANAGEMENT PROCESS 3

 

The customer has no right to expect the contractor to perform a risk management and

develop a risk management plan if it is not called out as part of the contractual statement of

work. It is always advisable to follow the opinions of one’s customers so as to make them happy

with the services that they are given. No one has them has the authority over the other, both the

employee and the customers (Viscione, 2012). Strategies of the project are defined early so as to

come up with the requirements of the job. It is also available for laying down the job breakdown

structure. This is hence the reason why the customer cannot demand for the contractor to perform

any kind of work as a risk analysis or management plan if it was not part of the contractual

statement.

Would Altex have been more interested in developing a risk management plan if the

project were funded entirely from within?

Yes, Altex should have been more interested top perform the risk management plan even

though the project would have been funded entirely from within. First of all, it is important to

note that the risk management process is very vital to an organization. It involves all the

strategies that are required in ensuring that there is risk identification, risk analysis and risk

mitigation. So, even if the process was funded from within, there is still the need to have a risk

management plan (McMullen, 2013).

How might the Army have responded if they were presented with a risk management plan

early during the R&D activities?

It might be difficult for the army’s if they were presented with a risk management plan

during the early stages of the R & D activities (Viscione, 2012). This is because; the whole

– 3 –

1

2

3 4

5

6 7 8

9

1. The customer has no

right to expect the

contractor to perform a risk

management and

develop a risk management

plan if it is not called out as

part of the contractual

statement of

work.

do not agree…. [Shawn

Milligan]

2. Do you feel ethics come

into this issue?…I certainly

do…. [Shawn Milligan]

3. It is always advisable to

follow the opinions of one’s

customers so as to make

them happy with the

services that they are

given.

ethical issue here – do not

agree in this instance.

[Shawn Milligan]

4. No one has them

This sentence is hard to

follow. How might you reword

it to make your point clear to

the reader? [Shawn Milligan]

5. Strategies of the project

are defined early so as to

come up with the

requirements of the job. It

is also available for laying

down the job breakdown

structure. This is hence the

reason why the customer

cannot demand for the

contractor to perform any

kind of work as a risk

analysis or management

plan if it was not part of the

contractual

statement.

unclear… And the customer

does have the right to expect

the contractor to do the job

they were hired to do. Lots of

ethic issues here you missed.

Needed more analysis.

[Shawn Milligan]

6. This is a possessive

apostrophe error. [Shawn

Milligan]

7. army’s

Capitalization error. [Shawn

Milligan]

8. they

it Company Pronouns When referring to an entity (like a company,

government agency, or a country), use the pronouns “that” or “it.” Entities are

not people, so it is incorrect to use “who” or “they” or “their” when referring to

them. If using “it” and “that” sounds awkward rewrite the sentence and use

the entities name instead. For additional information see:

http://www.quickanddirtytips.com/education/grammar/is-it-%E2%80%9Ca-

company-who%E2%80%9D-or-%E2%80%9Ca-company-

that%E2%80%9D#sthash.5cX7HRH1.dpuf [Shawn Milligan]

9. R & D activities

write out In American Psychological Association (APA) abbreviations should

only be used when the abbreviation is well known and will not interfere with

the reader’s understanding or when the term is used repeatedly in the paper.

The first time an abbreviation is used it needs to be identified with the

abbreviation. For example Project Management Maturity Model (PMMM). For

additional information on abbreviations see:

https://owl.english.purdue.edu/owl/resource/560/21/ [Shawn Milligan]

 

 

– 3 (cont) –

 

 

RISK MANAGEMENT PROCESS 4

 

process is also complex in the long run. The risks might be so many and hence the army would

be confused. In the long run, why should they be exposed to situations like this and open a

Pandora’s Box for them?

Can risk management planning be justified on almost all programs and projects?

Yes, risk management planning can be justified necessary on most all projects. This is because

they are very necessary to the organization. It is through the risk management processes that the

managers are able to be protected so as to identify, plan, analyze and control all the risks that

could affect a project. It reduces the costs that could be incurred in the organization if the risk

management was not initiated (Viscione, 2012). It also raises the expectations of the organization

and managers since there are assured of lesser risks affecting the project (McMullen, 2013).

There is hence the importance of considering the risk management processes in almost all

projects.

 

 

 

 

 

 

 

– 4 –

1

2

3

1. Yes,

APA does not use block style

paragraphs. The first

sentence for each paragraph

needs to be indented.

[Shawn Milligan]

2. they are very

it is unecessary [Shawn

Milligan]

3. Where is your conclusion?

All academic papers (actually,

discussion posts, speeches,

letters…) need to have both

an introduction and a

conclusion. Your conclusion

should serve to reestablish

your position on this topic and

your thesis and often mirrors

your introduction. Your

conclusion should not include

any new information. For

more information on how to

develop a proper conclusion

see:

https://owl.english.purdue.edu

/owl/resource/724/04/

[Shawn Milligan]

 

 

RISK MANAGEMENT PROCESS 5

 

References

McMullen, T. B. (2013). Introduction to the theory of risk management system. Boca Raton

[Florida: St. Lucie Press.

Viscione, J. A. (2012). How to construct an efficient program and project. New York, N.Y:

National Association of Credit Management.

 

– 5 –

[no notes on this page]

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

Communication Midterm Assignment

/in /by

COMM 310 Mid-Term Assignment

 

General Instructions

1) Open a blank word-processing file.

2) Save it, using the following file name schema: Surname Initial Midterm, allowing your software to provide the file name extension, e.g., doc or docx. (In case you were unfamiliar with the term your surname is your last or family name.) Thus, if I were creating such a file in Microsoft Word, my file name would be Ingre D Midterm.docx.

3) Do not make any changes to the file you are now reading. (My original will in any case remain unchanged on the Moodle site.) you do not need to return this file to me.

4) Once you have completed the assignment, submit your file as an attachment to an email sent as usual through the UCW DropBox. I hope to return it to you, with a Midterm Marking Sheet, by May 27.

For Part I

1) Copy and paste all of Part I of this assignment (the file you are reading) into your just saved file. Thus, in Microsoft Word, for example:

a) Click just to the left of the words Part I (30 points)

b) Scroll down and, holding down the Shift key, click to the right of the words End of Part I on page 4. This should select all of Part I, including the table.

c) Press CTRL+C (or click on Copy).

d) Go to your new file, click at the top of the first page, and press CTRL+V (or click on Paste).

e) If offered the choice, choose Merge Formatting.

2) Follow the instructions for completing Part I.

3) When you have finished inserting your answers, insert a hard page break to move to a new page.

a) In Microsoft Word, click at the point you want to insert the page break.

b) Press CTRL+Enter to insert the hard page break.

For Part II

1) Read through Part II carefully

2) Begin your response to Part II after the hard page break.

3) You need not copy and paste my scenario into your file.

4) After you have finished, insert another hard page break so that Part III will start on a new page.

For Part III

1) Begin Part III on the new page of your file.

2) Read through Part III carefully.

3) Remember that I must be able to easily identify which response is the answer to which question within the memo you submit to me as Part III.

 

 

Part I (30 points)

Indicate whether you think the statements in the left-hand column are true or false, by typing a T (for True) or F (for False) in the right-hand column of the respective row. (One point each)

1. Authors of technical documents should not generally expect their audiences to devote their full attention to the communication.  
2. With regard to transactional models, external interference refers exclusively to interruptions outside the building in which an oral presentation is taking place.  
3. Proposals that are submitted without a request are called solicited.  
4. Information and connotation are, in fact, the same thing.  
5. No information should ever be repeated in a technical document..  
6. For all technical writing, a paragraph should be 8–15 lines in length.  
7. A short report is always written for readers within the writer’s organization.  
8. The main goal of an informative report is to provide analysis and justification sufficient to convince your audience to accept your recommendation(s).  
9. Conducting a CMAPP analysis is useful only in the creation of long, formal documents.  
10. The information in analytical reports need not be presented in the same order in which the writer gathered the information.  
11. Good technical communication requires the extensive use of jargon.  
12. Formality of language is not the principal distinction between formal and informal reports.  
13. The CMAPP model is a linear process.  
14. As part of a formal, multi-level outline, the following sequence violates the principle of parallelism.

II. Agricultural Implements

A) Tractors

1. Motorized

B) Planters

C) Threshers

 

  
15. You should be concerned about cultural referents even when dealing with a homogenous audience that is fluent in the same language you use.  
16. Evaluative summaries always assess the calibre of the logic of the original document.  
17. Your textbook’s definition of “correct” language specifies “what every native speaker always says”.  
18. Instructions—and, therefore, user guides—must make abundant use of graphics, tables, and highlighting.  
19. A report’s level of technicality is determined exclusively by whether the report is lateral or vertical.  
20. Unless a copyright restriction has been indicated, something available on the Web should be considered to be in the public domain.  
21. It is always easier to write an effective and successful internal solicited proposal than an internal unsolicited one.  
22. With regard to formal, multi-level outlines, the principle of division could be considered an exercise in arithmetic.  

 

For each question in the left-hand column, indicate which of the choices you consider the best, by writing its letter on the respective row in the right-hand column. (One point each)

23. Technical writers should generally avoid using

a) analogies

b) the active voice

c) comparisons and contrasts

d) euphemisms

  
24. The deductive strategy would typically be more effective to persuade an audience that

a) already understands the overall issue.

b) you have never met.

c) is emotionally involved in the issue.

d) has a reputation for reacting negatively to others’ arguments.

  
25. For a vertical analytical report whose primary audience is technical and whose secondary audience is lay, would you typically

a) construct two reports—one for the primary audience and one for the secondary?

b) write only at the higher level of technicality required by your primary audience?

c) write only at the lower level of technicality required by your secondary audience?

d) write the report at the higher level of technicality, but include a “supplement” of some kind (e.g., an executive summary) at a lower level of technicality?

  
26. Which of the following best defines “process description”?

a) It focuses on delineating the physical characteristics of its subject.

b) It allows an audience to learn how to do something new.

c) It explains how things work or are done or made.

d) It seeks to identify each step in a complex procedure.

  
27. Which of the following should be used to create specific instructions in a user guide?

a) the active voice

b) the passive voice

c) the imperative mood

d) the introductory epithet

  
28. Which of the following headings within a formal, multi-level outline would contravene the principle of parallelism?

a) Introduction

b) Scope of Service

c) Establish Costs

d) Conclusion

  
29. Which of the following is not one of the three principles to be applied as the final stage in the construction of a formal, multi-level outline:

a) Amalgamation

b) Division

c) Parallelism

d) Subordination

  
30. Clients expect that technical reports will always be:

a) a minimum of five pages long.

b) illustrated with several compelling visuals.

c) written in highly technical language.

d) none of the above.

  

 

End of Part I

 

Part II begins on the following page.

 

Part II (50 points)

Examine the following scenario (which does contain fictitious data), and then follow the instructions at the end of this section.

Headquartered in Ottawa, and with locations in Halifax, Moncton, Montreal, Winnipeg, Regina, and Vancouver, Dupont Automobiles Inc. (DAI) is a highly successful automobile dealership chain. In the early 1970s, Maurice Dupont, an energetic, successful entrepreneur who had become alarmed by the Quebecois nationalism represented by the Front de libération du Québec, relocated his auto sales business from Québec City to Ottawa. Over the years, DAI prospered, and in 1995, Maurice engineered that the reins of the business go to his eldest son, Gilles, a holder of an automotive mechanics diploma from Park Technical Institute (PTI) in Surrey, BC, and an MBA from Waterstone University in Coquitlam, BC. Though a President and Chief Executive Officer known to manage with a some-times heavy hand, Gilles was highly capable, and built his father’s Ottawa dealership into a wealthy and respected cross-country network.

DAI twice participated in PTI’s Internship Program. During the September–December 2008 semester, five PTI Automotive students worked at DAI—four on the Repair Shop floor and one in the Parts Department. Immediately after their internship period, two of the former were later hired by DAI as apprentice mechanics. Further, three PTI Electronics program students spent that Internship semester with DAI, one as a data entry clerk in the Administration Department, one on the Repair Shop floor and one in the Parts Department; the last was hired into that department approximately one month after completion of the internship period.

Two years later, DAI decided once again to participate. Thus, from September through December 2010, it provided internship positions for two PTI Automotive Mechanics students and one Electronics student in the Service Department, another Electronics student in the Parts Department, and one Plumbing & Welding student in the Facilities Department. DAI later hired one of the Automotive Mechanics students as an apprentice mechanic; it also gave a regular Junior Technologist position to the Electronics student who had worked in the Parts Department, and hired the Plumbing & Welding student as a Junior Facilities Generalist.

In general, regular Apprentice Mechanics cost DAI about $35,000 per year, including salary and benefits; Parts Department employees cost the company some $37,000 per year, and both Data Entry Clerks and Facilities Generalists about $30,000. Over an internship period, an intern costs the company 75% of what it would have paid a regular employee.

You are S. Chung, Dupont Vancouver’s General Manager. It is now February 1, 2011. Your boss, H. Bartok, DAI’s Vancouver V-P, wants to respond to a recently received letter from L. Mahari, PTI’s Internship Program Co-ordinator, asking DAI to participate in the Fall (September–December) 2011 Program. To assist in the preparation of that response, Bartok has asked you for a report that details what happened in the past, and that provides your recommendations for DAI’s response to PTI. After consulting with two colleagues—L. Borowski, the Service Manager, and E. Martínez, the Personnel Manager—you have determined that, despite the still lingering impact of the last recession that continues to restrain some spending, DAI would be well able to offer four Internship positions: two Mechanic’s Assistants in the Service Department, a Junior Data Entry Clerk in Administration, and an Assistant Facilities Generalist. You have also learned that by January, 2012, it is likely that the Vancouver office will need to replace retiring employees in those three areas.

Write the short evaluative report to Bartok. Adhere to standard memo conventions. (This means you should single-space your text, and not adhere to APA style.) Include any visuals you think necessary. (If necessary, you may want to take a quick look at Chapter 6 of your textbook, even though you have not yet been responsible for its contents.) Pay close attention to CMAPP complementary attributes such as 5WH, ABC, CAP, and KISS, to appropriate level of discourse, and to grammar and punctuation. Although you need not submit one, I strongly suggest you start by conducting your own brief CMAPP analysis.

End of Part II

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

MK201 Chapters 4-5 Week 2 Quiz

/in /by

MK201 Chapters 4-5  Week 2 Quiz Questions

Total points: 4

Directions: Select the best response for each. Please post your selections in the Blackboard response section numbered 1-30 with response to each corresponding question.

Due: Sunday at midnight for each week of this course.

 

Scenario 4.1

Use the following to answer the questions.

 

Because of the development of optical scanners and cable television, marketing researchers can now test the effectiveness of advertising more precisely. Volunteers in a minimum of six cities are offered food discounts in return for allowing marketing research firms to monitor grocery purchases and send trial commercials to their homes through cable television.

 

The research subjects shop only at stores equipped with UPC scanners, and their purchases are identified by a special card. Respondents are also told that some of the commercials they see on cable television may differ from those seen by their neighbors. Buying patterns are then compared. For example, Kashi cereals tested a Crunchy Wheat promotion using this system. Half of the 5,000 participating homes in one city saw a commercial announcing the promotion; the other half saw a commercial that did not mention the promotion. Kashi used scanner data to evaluate the promotion’s success and offered the commercials nationwide.

 

1.   Refer to Scenario 4.1. Kashi’s testing of the Crunchy Wheat promotion is an example of

a. the collection of secondary data.
b. information feedback.
c. an exploratory study.
d. a descriptive study.
e. defining and locating problems.

 

 

 

2.   Refer to Scenario 4.1. Suppose that when selecting the 5,000 homes to participate in scanner studies in one city, the research firm first divided the city’s population into upper-, middle-, and lower-class families, then took a probability sample within each group. This would be a(n) ____ sample.

a. random
b. stratified
c. area
d. quota
e. population

 

 

 

3.   Refer to Scenario 4.1. The 5,000 households that allowed their group purchases to be scanned are a

a. focus group.
b. quota.
c. sample.
d. target market.
e. population.

 

 

 

4.   Refer to Scenario 4.1. When the researchers compared the average sales of Crunchy Wheat for the group that saw the promotion with the average sales for the group that did not see the promotion, in which stage of the marketing research process were they?

a. Defining and locating problems
b. Reporting research findings
c. Developing hypotheses
d. Collecting data
e. Interpreting research findings

 

 

 

Scenario 4.2

Use the following to answer the questions.

 

Colin Jackson recently purchased Blue Waters Adventures, a kayak and canoeing rental business near the Chatsworth River in Arizona. Even though the winters in the area can be cold, kayaking and canoeing activities are generally popular year-round. After two months of operation, it became clear why the previous owners had sold the business: even though it seemed to be ideally located, sales were extremely disappointing.

 

5.   Refer to Scenario 4.2. Colin decided to apply some of the things he had learned in his MBA marketing research class to his business. The first thing he did was to

a. develop a questionnaire.
b. identify a sample frame.
c. define the problem to be researched.
d. conduct store exit interviews.
e. collect secondary data.

 

 

6.   Refer to Scenario 4.2. Colin developed a research design to aid his investigation. This design included a questionnaire that attempted to measure “outdoor activity preferences”; however, Colin’s MBA professor said that the questionnaire measured not “outdoor activity preferences” but something else. The professor was questioning the research design’s

a. reliability.
b. significance.
c. truthfulness.
d. corroboration.
e. validity.

 

 

 

7.   Refer to Scenario 4.2. Colin went to the university library and collected everything he could find on the kayaking and canoeing sports industries. The type of data he collected are known as ____ data.

a. primary
b. secondary
c. descriptive
d. exploratory
e. mixed

 

 

 

 

8. Refer to Scenario 4.2. Besides administering the questionnaire, Colin observed people who went kayaking and canoeing on the Chatsworth River, making notes about their appearance and behavior. The type of data he collected are ____ data.

a. indirect
b. mechanical
c. secondary
d. primary
e. direct

 

 

 

9.   Refer to Scenario 4.2. Before administering the questionnaire, Colin discovered through talking to other sports rental businesses that, although retired males made up a small percentage of the area’s population, they often rented kayaks and canoes. In light of this, Colin decided to include a minimum of 25 percent retired males in his sample. The final choice of respondents was left up to the interviewers. This sampling method is known as ____ sampling.

a. quota
b. stratified
c. random
d. representative
e. area

 

 

Scenario 5.1

Use the following to answer the questions.

 

Lil’ Angels Kids Spa offers various treatments designed to appeal to the younger customer. Treatment options include manicures, pedicures, facials, tea parties, and dress up photos. Parents can even purchase a birthday party package. Lil’ Angels offers its services only to girls under the age of 14. Originally begun in Delaware, Lil’ Angels is considering opening its spa/salons in other parts of the country and is planning to expand its offerings to girls aged 14 to 17. The company realizes that some changes may be needed. For example, management wants to find out if the older girls will be interested in their birthday party and tea party services.

 

10.   Refer to Scenario 5.1. Lil’ Angels Kids Spa is currently using a(n)____ targeting strategy.

a. undifferentiated
b. exclusive
c. concentrated
d. differentiated
e. selective

 

 

 

11.   Refer to Scenario 5.1. Which of the following best describes Lil’ Angels’ current approach to the market?

a. It is segmenting the market according to demographic variables.
b. It is segmenting the market according to product-related variables.
c. It has chosen a segment that is not identifiable and divisible.
d. Its market is impossible to reach because of legal constraints.
e. It is not segmenting the market but is attempting to reach everyone with the product.

 

 

 

12.   Refer to Scenario 5.1. Which of the following bases is Lil’ Angels using to segment its market?

a. behavioristic
b. frequency of use
c. age
d. income
e. family life cycle

 

 

 

13.   Refer to Scenario 5.1. What method should Lil’ Angels use to forecast sales in new regions?

a. Sales force survey
b. Time series analysis
c. Correlation method
d. Market test
e. Regression analysis

 

 

 

Scenario 5.2

Use the following to answer the questions.

 

GE Transportation produces locomotive engines for sale in countries around the world. After looking at the total market for locomotive engines, the company found that different rail lines wanted engines. Major rail lines in the U.S. and South America wanted engines to haul heavy freight. Rail lines in Sweden and Germany were interested in a cleaner, greener locomotive engine. Rail lines operated by several Eastern European countries wanted locomotive engines for running short distances between cities in their own country. GE Transportation is currently manufacturing its GE 4400 for heavy freight, its Hybrid Eco-Engine, and its Dash 9, suited for shortline transport.

 

14.   Refer to Scenario 5.2. Which of the following targeting strategies is GE Transportation most likely using?

a. Undifferentiated
b. Differentiated
c. Concentrated
d. Selective
e. Market diffusion

 

 

 

15.   Refer to Scenario 5.2. What segmentation variable is GE Transportation using to select a target market?

a. Demographic
b. Benefit expectations
c. Income
d. Volume usage
e. Psychographic

 

 

 

 

16. Refer to Scenario 5.2. Suppose that GE Transportation decided to produce only locomotive engines for rail lines in the United States. The segmentation variable then would be

a. geographic location.
b. type of organization.
c. market density.
d. product use.
e. customer size.

 

 

 

17.   Refer to Scenario 5.2. Researchers at GE Transportation estimate that 1,000 rail lines throughout the world will purchase some kind of locomotive engine next year. That number represents the

a. company sales potential.
b. breakdown approach.
c. market potential.
d. buildup approach.
e. company sales forecast.

 

 

ANS:  C                    PTS:   1                    DIF:    Difficult

OBJ:   05-05 Understand how to evaluate market segments.

NAT:  AACSB: Analytic | MKTG: Model Research                   MSC:  Application

 

18.   Refer to Scenario 5.2. If a GE Transportation researcher analyzes monthly sales data for a four-year time frame, looking for periodic fluctuations, the researcher is doing a ____ analysis.

a. trend
b. seasonal
c. cycle
d. random factor
e. regression

 

 

 

 

MULTIPLE CHOICE

 

 

19. If Procter & Gamble, the maker of Dawn dishwashing liquid, wants to know what percentage of customers examine product labels before making a product selection in the grocery store, it can best gain this information through

a. focus groups.
b. mail surveys.
c. personal interviews.
d. observation.
e. mall intercepts.

 

 

 

20.   Nathan, a marketing manager for Casual Express, a retail clothing store chain, wants to use observation methods to gather information about shopping behavior. Which of the following should Nathan know about observation methods of data collection?

a. Observation uses secondary sources of data.
b. Observation depends on mall interviews.
c. Observation can tell Nirendra what is being done, but not why.
d. Observation focuses on open-ended questions.
e. Observation works best for telephone surveys.

 

 

21. Any group of people who, as individuals or as organizations, have needs for products in a product class and who have the ability, willingness, and authority to buy such products is a(n)

a. business market.
b. market.
c. undifferentiated market
d. segmented market
e. market variable

 

 

 

22.   Which of the following is not a characteristic of a consumer market?

a. it consists of purchasers who intend to consume or benefit from the purchased products
b. they do not buy products for the main purpose of making a profit
c. they are sometimes referred to as B2C markets
d. their purchasing decisions are always made by only one individual
e. each of us belongs to numerous markets of this type

 

 

 

23.   Which of these statements is not true about business markets?

a. the purchase may be made to resell the item
b. the purchase is always made by more than one individual
c. the purchase may be made to use in general daily operations
d. the purchase may be made to use in production of another product
e. they can also be referred to as organizational markets

 

 

 

 

TRUE/FALSE

 

24.   Marketing research is a systematic and orderly gathering of information supplied through the routine reporting system within the organization.

 

 

25.   The purpose of marketing research is to inform an organization about customers’ needs and desires, marketing opportunities for particular goods and services, and changing attitudes and purchase patterns of customers.

 

 

26.   The first sign of a problem is usually a departure from some normal function, such as a failure to attain objectives.

 

 

27.   Online focus groups are more expensive than tradition sit down groups.

 

 

28.  A market is a group of people who, as individuals, have needs for products in a product class and have the ability, willingness, and authority to purchase such products.

 

 

29.   Individuals’ ability to buy depends on the amount of their buying power.

 

 

 

30.   The four requirements of a market are that the individuals in the market must have a need for the product and the ability, willingness, and authority to buy it.

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"