Training Project Part II Marketing Plan

Your project must be submitted as a Word document (.docx, .doc). Your project will be individually graded by your instructor and therefore will take up to a few weeks to grade.
Be sure that each of your files contains the following information:
Your name
Your student ID number
The lesson number
Your email address
To submit your graded project, follow these steps:
2. Log in to your student portal.
3. Click on
Take Exam
next to the lesson you’re working on.
4. Follow the instructions provided to complete your exam.
Be sure to keep a backup copy of any files you submit to the school!
Purpose
The purpose of this project is to give you practice in thinking strategically about marketing and creating a marketing plan. The purpose is also to help you gain experience incorporating the results of SWOT and STP analyses and applying the principles of the marketing mix’s four Ps (product, price, place, and promotion), using an example of a real organization. You will also employ skills in the functions of the two Ps of the retailing world (presentation and personnel).
Process
Before starting your marketing plan, review the section “The Marketing Plan” in your textbook. Study the five steps in the process and take note of the provided examples. You’ll get great insight into what’s included in a marketing plan, and you’ll study an example of one that features a callout highlighting important, must-know information.
Once you’ve done your research, select one of the following businesses and product lines on which to base your marketing plan:
1. Apple Inc., focusing on the iPhone series
2. Nike Inc., focuses on men’s shoes and sneakers
3. Starbucks Corporation, focusing on coffee products (no food)
For this assignment, you might also want to review this
marketing plan example
for references to what a working example of one of these might look like.
Research
Once you’ve chosen the business for which you want to build a marketing plan, you’ll need to research the company to complete the different parts of the marketing plan. You should start by looking at the company’s website to note the products it offers and their prices, current advertising and public relations efforts, mission statements, and any other useful information.
12/17/22, 6:23 PM Marketing Research Project
After viewing the company’s website, you’ll need to find additional articles and expert analyses of the company’s previous and current marketing efforts, as well as any competitors’ marketing, efforts. These will help you as you form the strategic objectives, SWOT analysis, and STP analysis outlined in the next section. These materials may not come from a traditional scholarly source, especially if they’re very recent, but the sources should be reputable, such as marketing journals, magazines, or news outlets. Most of the resources will have their materials available online for free. The research you find should be incorporated into your marketing plan in the form of MLA in-text citations, and you must list your sources with full MLA bibliographic citations on a separate Works Cited page. Th ree to fi ve sources are required.
The Marketing Plan
Your marketing plan should be a Microsoft Word document that includes 1-inch margins, 12-pt Times New Roman font, and is double-spaced. Add the following header information on the first page:
1. Your name
2. Your student number
3. The course name (MKT301 Marketing)
4. Project number (08009300)
5. The name of the business you’ve chosen followed by the words “Marketing Plan” (for example, “Nike Marketing Plan”)
6. The date
Your marketing plan will begin two lines below the header information. Each of the following represents a section that must be clearly identified in your plan.
Executive Summary
Write two paragraphs about the business as if describing it to someone who knows nothing about it. For example, what type of business is it? What needs or want does it hope to fulfill for consumers? What prime benefit does it offer? What products or services does the business provide? Where is it located? Who are the employees? When does it receive most of its customers? What’s its marketing budget?
Strategic Objectives
In this section, you’ll write a broad description in one to two paragraphs of the business’s marketing objectives and the scope of the activities it plans to undertake. What’s the business’s mission? What goals does the business hope to achieve via marketing? What does the business intend to do to accomplish those goals?
SWOT Analysis
Identify the business’s strengths, weaknesses, opportunities, and threats. List three things the business does well, three areas it could improve in, three things working in the its favor or to its advantage, and three ways the external environment negatively impacts or may impact the business.
STP Analysis
Identify the business’s consumer base in three paragraphs. Who are its potential customers? What are their ages, genders, and interests? What do they each want and need in regard to the business’s products or services? Decide which customers you intend to target and how the business wants to be positioned within the targeted segments. How will you reach those targeted customers? What’s the message you want them to receive about the business’s products or services?
Marketing Mix
You’ll address the six Ps—product, price, place, and promotion—of the marketing mix in this section. You’ll also account for the two additional 4Ps in the retailing world—presentation and personnel. Then, in six paragraphs, address each of the following:
1. Products/services offered: What products or services need to be developed so that the target audience will perceive them as valuable enough to buy?
2. Price: How will the business price these goods so that customers believe they received a fair deal?
3. Place or distribution: Where will the products/services be sold, and what methods will be used when selling them?
12/17/22, 6:23 PM Marketing Research Project
4. Promotion: How does the business plan to get the word out about these products or services? What allocated resources are needed for marketing efforts to be put in place and successful?
5. Presentation: Does the business plan to develop a unique image? How can this unique image and atmospherics be achieved?
6: Personnel: How will the personnel influence sales? What kind of sales techniques can the personnel be trained in?
Performance Evaluation Metrics
In the final section, you’ll explain, in one to two paragraphs, how and when the business will know that it has achieved its marketing objectives. What marketing metrics will be used?
Grading Rubric
In total, your project is worth 100 points and will be graded on the criteria found in the rubric that follows.
Exemplary
Proficient

Balanced Scorecard Presentation

Create a 5-10 minute recorded presentation, detailing the results of the balanced scorecard analysis and making recommendations for quality improvement and risk reduction. Your presentation material should be 10-12 slides in length.

Introduction
Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in a sequence.

Applying the balanced scorecard to a health care organization can help managers uncover potential risks. It will also help them to fully analyze the organization from multiple perspectives.

At Capella, we use scorecards to evaluate everything from learner satisfaction to faculty performance, as well as our operating structures. Your workplace organization probably has a scorecard.

Developing awareness and skills in constructing and interpreting balanced scorecards can increase your value as an employee. There are related resources in this course that needs to be saved and updated for future use in the workplace. Read further in the Assessment 4 Context [PDF] document, which contains important information about the following topics related to the balanced scorecard:

Definition of the Balanced Scorecard.
Using the Scorecard in the Health Care Industry.
The Four Perspectives.
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as a part of your assessment.

What is the overall purpose of using a scorecard?
How are scorecards typically used in business?
What positive potential do scorecards add to organizations?
How would you frame a balanced scorecard for use in health care?
What are the four key elements of a balanced scorecard?
What does the term balanced scorecard mean?
What types of limitations do scorecards have?
How does Six Sigma differ from a balanced scorecard?
Preparation
Using Kaltura
Note: In this assessment, you will be required to create an audio recording to accompany a PowerPoint presentation. You may use Kaltura or, with instructor approval, you may use an alternative technology to record and deliver your presentation. Refer to the Using Kaltura [PDF] tutorial for directions on recording and uploading your presentation in the courseroom.

Hardware
To provide audio to accompany your presentation you will need to use a headset with headphones, a built-in microphone, or some other hardware with audio capability.

If you do not already have audio capability built into your computer system, a headset is recommended as an inexpensive option. Please set up and test your headset to verify the compatibility of the hardware as soon as possible. Refer to the manufacturer’s directions for installing and connecting the device to your computer.

Note: If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact DisabilityServices@Capella.edu to request accommodations.

BALANCED SCORECARD
Read the following:

Kaplan, R. S., & Norton, D. P. (1996). Linking the balanced scorecard to strategy. California Management Review, 39(1), 53–79.
Select a health care organization that has readily available data for the four categories from Kaplan and Norton’s 1996 model. Those categories are:

Financial performance measures.
Internal business processes.
Learning and growth.
Customer satisfaction.
You may wish to select your employer; however, please do not disclose proprietary data without prior written consent from your employer. You may wish to review the websites of large global organizations to research case study articles on best practices for organizations.

Instructions
PowerPoint Slides
To complete this assessment, you will develop a PowerPoint presentation with 10–12 slides that describes how you would apply a balanced scorecard to your selected organization. Include the following in your PowerPoint presentation:

A brief description of the organization you selected.
Your balanced scorecard analysis of the organization, including how vision and strategy connect to the four balanced scorecard elements.
Four recommendations for the organization.
At least one APA-formatted in-text citation and accompanying, congruent APA-formatted reference.
Audio Recording
Your recorded presentation should be no more than 10 minutes in length and should include the following:

A two-minute introduction.
The four elements of a balanced scorecard for the organization.
Four area recommendations for the organization.
A two-minute conclusion.
Include the notes or script of your audio recording. You may choose to include this in the form of the completed Notes section of the PowerPoint presentation slides, as a script you may have used when you created your recording, or in the form of a detailed outline. This will serve to clarify any insufficient or unclear audio.

Note: If your notes are not included in the PowerPoint presentation itself, attach them in a separate document along with the other presentation elements.

Additional Requirements
Written communication: Written communication should be free from errors that detract from the overall message.
APA formatting: Resources and citations should be formatted according to APA style and formatting guidelines.
Number of resources: At least one APA-formatted in-text citation and accompanying, congruent APA-formatted reference.
Length: The PowerPoint presentation should contain 10–12 slides.
Duration of audio recording: Maximum of 10 minutes.
Font and font size:
Headline type should be 24–28 points.
Bullet or body type should be 14–18 points for readability.
Avoid decorative type; use Arial or Times.

Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 2: Apply a risk-management model or framework to a specific risk-management priority.
Present recommendations on each facet of the balanced scorecard model.
Competency 3: Analyze the process and outcomes of a care quality- or risk-management issue.
Use balanced scorecard concepts to analyze key performance indicators and measures associated with a specific risk-management issue.
Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
Create a persuasive presentation tailored to a specific audience.
Communicate clearly in a limited time frame.

The resources provided here are optional and support the assessment. They provide helpful information about the topics. You may use other resources of your choice to prepare for this assessment however, you will need to ensure that they are appropriate, credible, and valid. The MHA Program Library Guide can help direct your research.

Balanced Scorecard
Behrouzi, F., Shaharoun, A. M., & Ma’aram, A. (2014). Applications of the balanced scorecard for strategic management and performance measurement in the health sector. Australian Health Review, 38(2), 208–217.
Koumpouros, Y. (2013). Balanced scorecard: Application in the General Panarcadian Hospital of Tripolis, Greece. International Journal of Health Care Quality Assurance, 26(4), 286–307.
Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.

The following resources may be helpful as you create your PowerPoint presentation:

Microsoft. (n.d.). Basic tasks for creating a PowerPoint presentation. https://support.office.com/en-us/article/Basic-tasks-for-creating-a-PowerPoint-presentation-efbbc1cd-c5f1-4264-b48e-c8a7b0334e36
Free simple PowerPoint templates. (n.d.). https://www.free-power-point-templates.com/category/ppt-by-topics/simple/

You may use the following optional resources to further explore topics related to competencies.

Youngberg, B. J. (2011). Principles of risk management and patient safety. Jones and Bartlett. Available in the courseroom via the VitalSource Bookshelf link.
Chapter 4, “Risk Management Strategic Planning,” pages 38–41.
BALANCED SCORECARDS
Balanced Scorecard Institute. (n.d.). Balanced scorecard basics. http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx
This article discusses how managers work with the balanced scorecard.

Dechow, N. (2012). The balanced scorecard: Subjects, concept and objects – A commentary. Journal of Accounting & Organizational Change, 8(4), 511–527.
This article discusses the importance of balanced scorecard performance systems.

Chavan, M. (2009). The balanced scorecard: A new challenge. The Journal of Management Development, 28(5), 393–406.
This article chronicles the evolution of BSC performance management framework.

Norton, D. P. (2008). Strategy execution needs a system. https://hbr.org/2008/08/strategy-execution-needs-a-sys

BALANCED SCORECARD PRESENTATION
Click the linked Cost-Benefit Analysis title above to check your understanding of important assessment concepts. This ungraded activity is for your own self-assessment.

Management lab and business skills

BM1202 Management Lab and Business Skills

Individual coursework CW3 instructions

Principles and summary

This is a major individual piece of coursework which offers you the chance to draw on the various activities within the module.  You are advised to start it when it is released although you have until after the end of week 11 to submit it.

You should aim to write this as an essay of up to 2000 words.  There are four parts to the coursework and each carries equal weight when we mark it.  You should provide references using the Harvard system and the reference list is not included in the word count.  You must follow some important principles of good scholarship: you need to cite your references, consider whether sources which you draw on are valuable, trustworthy and relevant, and you should keep direct quotes from other sources to a minimum and make it very clear when you do include such quotes. In producing this coursework we would like you to demonstrate:

• That you can produce a significant and well structured piece of written work, and draw on sources that you find and interpret yourself (skills seminars weeks 7 and 8)
• That you can interpret management theory and consider how to apply it to practical examples (lectures weeks 2 and 4)

The particular sessions and lectures mentioned above do not constitute an exhaustive list and you can draw on any part of the module or indeed of any other module within your course.

We will use plagiarism detection software to check submissions for this coursework.

Choosing a function

For this coursework you should focus on one of the following eight functions within a business.  These are the same functions that are used in the Millcaster exercise that starts in week 6.  It is up to you whether to write about the same function that you will be working in within Millcaster but you may find it useful to agree with other members of your team at an early stage of the term, which function each of you will be performing.

ACC: Accounting and finance

CAL: Coordination and legal

CSR: Corporate social responsibility

DGI: Design and innovation

HUM: Human resources

ISP: Information systems and project management

MKS: Marketing and sales

PSC: Procurement and supply chain

You must choose one of these and apply it to each of the four parts of this coursework

Specific coursework instructions

Part A: Consider what you expect to be the most important characteristics of an effective manager in this function over the next ten years.  You can identify personal characteristics, or abilities, or skills that a manager should develop.  This is your opportunity to find out more about the function and to summarise what it entails.

Part B: Choose one business or other organisation with which you are familiar.  The Quinn framework which is discussed in the week 2 lecture, and represented in the diagram in appendix 1 of this document, is based around four possible models.  Which of these models best describes the organisation which you have chosen, and why?  What particular requirements would a manager in your chosen function need to deal with in an organisation based around this part of the Quinn framework?

Part C: Choose one instance where your chosen function has been pivotal in one of the Millcaster decisions.  What were the key challenges facing the team member in this function and how could they be addressed?

Part D: Choose one of the contemporary or historic management thinkers listed below.  Some of these were mentioned in the week 4 lecture and others have been referred to during this module and other parts of your course.  How could this thinker’s ideas be relevant to your function?  More background on the thinkers is in appendix 2

Chris Argyris and Donald Schon

Peter Drucker

Theodore Levitt

Warren Bennis

Clayton Christensen

Henry Mintzberg

Ikujiro Nonaka

CK Prahalad & Gary Hamel

Tom Peters and Robert Waterman

Michael Porter

Richard D’Aveni

Rachel Botsman

Kim, W. Chan and Renée Mauborgne

Jim Collins

Gary Hamel and Michele Zanini

Roger Martin

Pankaj Ghemawat

Linda A Hill

Assessment criteria

The criteria for this coursework mirror those explained in the module handbook, and it is marked according to the standard Bayes grade related criteria which are shown in your assessment handbook.  For CW3 we are looking for an indication in your coursework that

• you are able to apply concepts from your studies to practical business issues
• you recognise complexity, for example by understanding that actions in one part of a business can have unintended consequences in another
• you are able to supplement the course material with things that you find out yourself, including high quality background reading, and are able to recognise when sources of information are authoritative and whether they could be biased
• you have used the university library, or other specialised libraries or databases, and not relied solely on information that can be found using a simple Google search
• you follow detailed instructions where they are provided and use your initiative to determine what to do where something is not defined unambiguously
• you recognise the specific properties and requirements of the function that you are basing your coursework on and do not purely write in a way which could refer to any generic type of manager

Submission and practicalities

Guidance on referencing is available through the university library including the online resource Cite Them Right.  Please do not reference Wikipedia and do not reference anything which might be interpreted as an essay cheat site.

Appendix 1: Diagram of Quinn competing values framework

Appendix 2: Management thinkers

Period: post 1945 to 1980 – Improving Quality and standards of physical products; expanding manufacturing capacity; Recognition of workers as social actors; rise of Japanese economy

Author	Subject of principal concern	Reference to start your search
Warren Bennis	Leadership – Developing a good leader.	Argyris (1977) ‘Double Loop Learning in organizations’ HBR Sep/Oct77, Vol. 55 Issue 5, p115-125. 11p. 1 Chart.
Clayton Christensen	The impact of disruptive technologies on successful companies.	Christensen C (1997) The innovator’s dilemma Harper Business (1997 and 2000)
Henry Mintzberg	Many original ideas of which 2 key ones are – •     Organisational structures of corporations – the 5 ideal types based on detailed study of organisations at the time; Management roles based on shadowing CEOs	Mintzberg (1979) The structuring of organizations Prentice –Hall International
Ikujiro Nonaka	Knowledge management – originator of the concepts of tacit and explicit knowledge in the context of business. Period: 1990s	Ikujiro Nonaka (1991)’The Knowledge Creating Company’ Harvard Business Review. Nov- Dec 1991 Vol. 69 Issue 6, p96- 104.; reprinted by HBR 2007
CK Prahalad & Gary Hamel	Concept of the core competences of an organisation – a fundamental concept for assessing the strengths of an organisation.	CK Prahalad  and Gary Hamel  (1990) ‘ The Core Competence of the Corporation’ Harvard Business Review May/June 1990

 

Author	Subject of principal concern	Reference to start your search
Chris Argyris and Donald Schon	individual and organizational learning – original proposer of concept of double loop learning – key method for critical review of mindsets.	Argyris (1977) ‘Double Loop Learning in organizations’ HBR Sep/Oct77, Vol. 55 Issue 5, p115125. 11p. 1 Chart.
Peter Drucker	Many original ideas including – •        Management by Objectives – for organisations, managers and workers; primary company objective is to serve the customer; •        First known presentation of the concept of Knowledge Worker; now a fundamental idea for all companies	Drucker (1955) The practice of management Pan The Drucker Institute at http://www.druckerinstitute.com/
Theodore Levitt	Introduced the two ideas – marketing and globalisation.	Levitt, Theodore. (1960) ‘Marketing Myopia’ Harvard Business Review. Jul/Aug1960, Vol. 38 Issue 4, p45-56

 

Period: 1980s and 90s – Managing competitive pressures; market volatility; managing large diversified corporations; market volatility

Tom Peters and Robert Waterman	Several original ideas including – •        Management practices that achieve successful companies (US sample) – the importance of focusing on developing employees •        7 S model	Tom Peters and Robert Waterman (1982) In search of excellence, Lessons from America’s best run companies Harper and Rowe
Michael Porter	Many original ideas of which best known are: •        Developing a Competitive Strategy for an organisation – the 5 forces model •        The Value chain; This model identifies a number of functions/activities that Porter considered would normally be found in most companies.	Michael Porter (1979) Competitive Strategy; Techniques for Analysing Industries and Competitors Free Press Michael Porter (1985) ‘Competitive Advantage’ chapter 2 The Value chain;  Free Press; New edition edition (19 Jan. 2004)

 

Period: 21^st century

Author	Subject of principal concern	Reference to start your search
Richard D’Aveni	3D printing technology and Additive manufacturing	D’Aveni (2018) The Pan-Industrial Revolution, Houghton Mifflin Harcourt New York
Rachel Botsman	The effects of digital technology on trust in institutions and the community	Botsman R (2017) Who Can You Trust? How technology Brought us together – and Why it could drive us apart Portfolio Penguin London
Kim, W. Chan and Renée Mauborgne	“value innovation” model in which companies must look outside their present paradigms to find new value propositions. Their approach complements most of Porter’s thinking, especially the concept of differentiation.	Kim,. Chan; Mauborgne, Renée.’ Blue Ocean Strategy’  Harvard Business Review. Oct2004, Vol. 82 Issue 10, p76-84. 9p. 1 Diagram, 2 Charts.
Jim Collins	Leadership of great companies	Jim Collins (2001) Good to Great Random House Business Books ISBN 0 7126 7609 6
Gary Hamel and Michele Zanini	The value of reducing bureaucracy and how to re-organise to achieve this!	Hamel and Zanini (2018) ‘The end of Bureaucracy’ Harvard Business Review November-December 2018; pages 51-59
Roger Martin	Management issues in the 21st century – need for creative thinking; avoiding the behavioural trap, the talent economy	Martin R (2017) Management is much more than a science Harvard Business Review September- October 2017, p129-135
Pankaj Ghemawat	Globalisation in 21st century –  differences matter.	Ghemawat, Pankaj. (2011) ‘ The Cosmopolitan Corporation’  Harvard Business Review. May2011, Vol. 89 Issue 5, p92-99
Linda A Hill	Leadership; training managers	Hill, L.A. (2004) New manager development for the 21st century, Academy of Management Perspective, 18( 3): 121-126

 

 

Cultural development need at workplace

Cultural training needs at workplace

Identify a cultural development need at work, and prepare a presentation with speaker notes or a report on a plan to address the cultural development need. It could be a need at the individual, leadership, team, or organizational level. If you are not currently working, use one of the case studies from the course or another chosen in consultation with your instructor. Identify tools, models, and processes from the course that would help address the need you identified along with the Competing Values Framework (CVF) and the Human Capital Management Drivers framework. Recommend a solution, based on concepts learned in this course, that aligns with the organization’s strategy. How will you know if your solution is successful?

In your presentation or report, be sure to address the following questions:

In my current organization, is the culture aligned with the organization’s vision, values, and strategy?
What about the culture in the organization supports and enables the organization’s pursuit of its vision and strategy?
What aspects of the culture sometimes get in the way of the organization’s pursuit of its vision and strategy?
What ethical dilemmas and legal considerations are at play in organizational improvement efforts?
Which of the nine steps for culture change listed above would have the greatest impact on the identified cultural development need?
Organize your report or presentation into sections using the following headers:

Introduction
Analysis
Conclusion

 

How to do case study analysis of an organization

OUTLINE FOR CASE ANALYSIS
Title Page (APA formatted)
Case Name:
I. Major Facts
(State here the major facts as you see them. Make statements clear and concise for your own understanding as well as for the understanding of the other students and the instructor.)
II. Major Problem
(State here the major problem as you see it. Emphasize the present major problem. You may wish to phrase your statement in the form of a question. In a few cases, there may be more than one major problem. A good problem statement will be concise, usually only one sentence.)
III. Possible Solutions
A. (List here the possible solutions to the major problem. Let your imagination come up with alternative ways to solve the problem.
B. Do not limit yourself to only one or two possible solutions. These solutions should be distinct from each other.
C. However, you may wish to include portions of one solution in another solution, as long as each solution stands alone. Only in this manner will your subsequent choice be definitive.
D. Briefly note advantages and disadvantages of each possible solution.)
etc.
IV. Choice and Rationale
(State here your choice, A or B or ___ and the detailed reasons for your choice. You may also state your reasons for not choosing the other alterative solutions.)
V. Implementation
(Prepare a plan to implement your choice)
Appendix (Answer case study questions)
Reference Page (APA formatted)