Case Study-CISCO -content– Evaluate the case, and respond to each question that follows the case using both theory and practical managerial thinking: Cisco Systems is the worldwide leading supplier of networking equipment for the Internet. The company sells 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 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? 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Case Study-Gillette -content– Evaluate the case, and respond to each question that follows the case using theory and practical managerial thinking. Gillette knows men. Not only does the company understand what products men desire for their grooming needs, it also knows how to market to men all around the world. Since the invention of the safety razor by King C. Gillette in 1901, Gillette has had a number of breakthrough product innovations. These include the first twin-blade shaving system in 1971 named the Trac II, a razor with a pivoting head in 1977 called the Atra, and the first razor with spring-mounted twin blades in 1989 dubbed the Sensor. In 1998, Gillette introduced the first triple-blade system, Mach3, which became a billion-dollar brand surpassed only by the 2006 launch of the “best shave on the planet”—the six-bladed Fusion, with five blades in the front for regular shaving and one in the back for trimming. Today, Gillette holds a commanding lead in the shaving and razor business with a 70 percent global market share and $7.5 billion in annual sales. Six hundred million men use a Gillette product every day, and the Fusion razor accounts for 45 percent of the men’s razors sold in the United States. Gillette’s mass appeal is a result of several factors, including extensive consumer research, quality product innovations, and successful mass communications. While Gillette’s product launches have improved male grooming, it’s the company’s impressive marketing knowledge and campaigns that have helped it reach this international level of success. Traditionally, Gillette uses one global marketing message rather than individual targeted messages for each country or region. This message is backed by a wide spectrum of advertising support, including athletic sponsorships, television campaigns, in-store promotions, print ads, online advertising, and direct marketing. Gillette’s most recent global marketing effort, “The Moment,” launched in 2009, is an extension of its well-recognized campaign, “The Best a Man Can Get.” The campaign features everyday men as well as the Gillette Champions—baseball star Derek Jeter, tennis champion Roger Federer, and soccer great Thierry Henry—experiencing moments of doubt and Gillette’s grooming products helping them gain confidence. The campaign was designed to help Gillette expand beyond razors and shaving and increase sales of its entire line of grooming products. The massive marketing effort launched around the globe and included television, print, online, and point-of-sale advertising. Another crucial element in Gillette’s marketing strategy is sports marketing. Gillette’s natural fit with baseball and tradition has helped the company connect emotionally with its core audience, and its sponsorship with Major League Baseball dates to 1939. Tim Brosnan, EVP for Major League Baseball, explained, “Gillette is a sports marketing pioneer that paved the way for modern day sports sponsorship and endorsements.” Gillette ads have featured baseball heroes such as Hank Aaron, Mickey Mantle, and Honus Wagner from as early as 1910. Gillette also has ties to football. The company sponsors Gillette Stadium, home of the New England Patriots, and is a corporate sponsor of the NFL, making four of its products, Gillette, Old Spice, Head & Shoulders, and Febreze, “Official Locker Room Products of the NFL.” Gillette’s partnership includes sweepstakes to win NFL game tickets, Web site promotions, and ties to the NFL, such as the presence of some NFL players in its commercials. Gillette also sponsors several NASCAR races and drivers and the UK Tri-Nations rugby tournament. It even created a Zamboni at the Boston Bruins game that looked like a huge Fusion razor shaving the ice. While sports marketing is a critical element of Gillette’s marketing strategy, the brand aims to reach all men and therefore aligns itself with musicians, video games, and movies—in one James Bond film, Goldfinger, a Gillette razor contained a homing device. When Procter & Gamble acquired Gillette in 2005 for $57 billion (a record five times sales), it aimed for more than sales and profit. P&G, an expert on marketing to women, wanted to learn about marketing to men on a global scale, and no one tops Gillette. Questions 1. Gillette has successfully convinced the world that “more is better” in terms of number of blades and other razor features. Why has that worked in the past? What’s next? 2. Some of Gillette’s spokespeople such as Tiger Woods have run into controversy after becoming endorsers for the brand. Does this hurt Gillette’s brand equity or marketing message? Explain. 3. Can Gillette ever become as successful at marketing to women? Why or why not? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Case Study-Ritz Carlton -content– Evaluate the case, and respond to each question that follows the case using both theory and practical managerial thinking. Few brands attain such a high standard of customer service as the luxury hotel, The Ritz-Carlton. The Ritz-Carlton dates back to the early 20th century and the original Ritz-Carlton Boston, which revolutionized the way U.S. travelers viewed and experienced customer service and luxury in a hotel. The Ritz-Carlton Boston was the first of its kind to provide guests with a private bath in each guest room, fresh flowers throughout the hotel, and an entire staff dressed in formal white tie, black tie, or morning coat attire. In 1983, hotelier Horst Schulze and a four-person development team acquired the rights to the Ritz-Carlton name and created the Ritz-Carlton concept as it is known today: a company-wide concentration on both the personal and the functional side of service. The five-star hotel provides impeccable facilities but also takes customer service extremely seriously. Its credo is, “We are Ladies and Gentlemen serving Ladies and Gentlemen.” According to the company’s Web site, The Ritz-Carlton “pledge(s) to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience.” The Ritz-Carlton fulfills this promise by providing impeccable training for its employees and executing its Three Steps of Service and 12 Service Values. The Three Steps of Service state that employees must use a warm and sincere greeting always using the guest’s name, anticipate and fulfill each guest’s needs, and give a warm good-bye again using the guest’s name. Every manager carries a laminated card with the 12 Service Values, which include bullets such as number 3: “I am empowered to create unique, memorable and personal experiences for our guests,” and number 10: “I am proud of my professional appearance, language and behavior.” Simon Cooper, the company president and chief operating officer, explained, “It’s all about people. Nobody has an emotional experience with a thing. We’re appealing to emotions.” The Ritz-Carlton’s 38,000 employees at 70 hotels in 24 countries go out of their way to create unique and memorable experiences for their guests. While The Ritz-Carlton is known for training its employees on exceptional customer service, the hotel also reinforces its mission and values to its employees on a daily basis. Each day, managers gather their employees for a 15-minute “line up.” During this time, managers touch base with their employees, resolve any impending problems, and spend the remaining time reading and discussing what The Ritz-Carlton calls “wow stories.” The same “wow story” of the day is read to every single employee around the world. These true stories recognize an individual employee for his or her outstanding customer service and also highlight one of the 12 Service Values. For example, one family staying at the Ritz-Carlton, Bali, needed a particular type of egg and milk for their son who suffered from food allergies. Employees could not find the appropriate items in town, but the executive chef at the hotel remembered a store in Singapore that sold them. He contacted his mother-in-law, who purchased the items and personally flew them over 1,000 miles to Bali for the family. This example showcased Service Value 6: “I own and immediately resolve guests’ problems.” In another instance, a waiter overheard a man telling his wife, who used a wheelchair, that it was too bad he couldn’t get her down to the beach. The waiter told the maintenance crew, and by the next day they had constructed a wooden walkway down to the beach and pitched a tent at the far end where the couple had dinner. According to Cooper, the daily wow story is “the best way to communicate what we expect from our ladies and gentlemen around the world. Every story reinforces the actions we are looking for and demonstrates how each and every person in our organization contributes to our service values.” As part of company policy, each employee is entitled to spend up to $2,000 on a guest to help deliver an anticipated need or desire. The hotel measures the success of its customer service efforts through Gallup phone interviews, which ask both functional and emotional questions. Functional questions ask “How was the meal? Was your bedroom clean?” while emotional questions uncover a sense of the customer’s well-being. The Ritz-Carlton uses these findings as well as day-to-day experiences to continually enhance and improve the experience for its guests. In less than three decades, The Ritz-Carlton has grown from 4 locations to over 70 and earned two Malcolm Baldrige Quality Awards—the only company ever to win the prestigious award twice. Questions 1. How does The Ritz-Carlton match up to competitive hotels? What are the key differences? 2. Discuss the importance of the “wow stories” in customer service for a luxury hotel like The Ritz-Carlton. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
CASE STUDY -content– Evaluate the case, and respond to each question that follows the case using both theory and practical managerial thinking Few companies have been able to connect with a specific audience as well as Disney has. From its founding in 1923, the Disney brand has always been synonymous with quality entertainment for the entire family. The company, originally founded by brothers Walt Disney and Roy Disney, stretched the boundaries of entertainment during the 20th century to bring classic and memorable family entertainment around the world. Beginning with simple black-and-white animated cartoons, the company grew into the worldwide phenomenon that today includes theme parks, feature films, television networks, theatre productions, consumer products, and a growing online presence. In its first two decades, Walt Disney Productions was a struggling cartoon studio that introduced the world to its most famous character ever, Mickey Mouse. Few believed in Disney’s vision at the time, but the smashing success of cartoons with sound and the first-ever full-length animated film, Snow White and the Seven Dwarfs, in 1937 led, over the next three decades, to other animated classics including Pinocchio, Bambi, Cinderella, and Peter Pan, live action films such as Mary Poppins and The Love Bug, and television series like Davy Crockett. When Walt Disney died in 1966, he was considered the best-known person in the world. By then the company had expanded the Disney brand into film, television, consumer products, and Disneyland in southern California, its first theme park, where families could experience the magic of Disney in real life. After Walt’s death, Roy Disney took over as CEO and realized Walt’s dream of opening the 24,000 acre Walt Disney World theme park in Florida. By the time of Roy’s death in 1971, the two brothers had created a brand that stood for trust, fun, and entertainment that resonated with children, families, and adults through some of the most moving and iconic characters, stories, and memories of all time. The company stumbled for a few years without the leadership of its two founding brothers. However, by the 1980s, The Walt Disney Company was back on its feet and thinking of new ways to target its core family-oriented consumers as well as expand into new areas that would reach an older audience. It launched the Disney Channel, Touchstone Pictures, and Touchstone Television. In addition, Disney featured classic films during The Disney Sunday Night Movie and sold classic Disney films on video at extremely low prices in order to reach a whole new generation of children. The brand continued to expand in the 1990s as Disney tapped into publishing, international theme parks, and theatrical productions that reached a variety of audiences around the world. Today, Disney is comprised of five business segments: The Walt Disney Studios, which creates films, recording labels, and theatrical performances; Parks and Resorts, which focuses on Disney’s 11 theme parks, cruise lines, and other travel-related assets; Disney Consumer Products, which sells all Disney-branded products; Media Networks, which includes Disney’s television networks such as ESPN, ABC, and the Disney Channel; and Interactive Media. Disney’s greatest challenge today is to keep a 90-year-old brand relevant and current to its core audience while staying true to its heritage and core brand values. Disney’s CEO Bob Iger explained, “As a brand that people seek out and trust, it opens doors to new platforms and markets, and hence to new consumers. When you deal with a company that has a great legacy, you deal with decisions and conflicts that arise from the clash of heritage versus innovation versus relevance. I’m a big believer in respect for heritage, but I’m also a big believer in the need to innovate and the need to balance that respect for heritage with a need to be relevant.” Internally, Disney has focused on the Disney Difference—“a value-creation dynamic based on high standards of quality and recognition that set Disney apart from its competitors.” Disney leverages all aspects of its businesses and abilities to touch its audience in multiple ways, efficiently and economically. Disney’s Hannah Montana provides an excellent example of how the company took a tween-targeted television show and moved it across its various creative divisions to become a significant franchise for the company, including millions of CD sales, video games, popular consumer products, box office movies, concerts around the world, and ongoing live performances at international Disneyland resorts like Hong Kong, India, and Russia. Disney also uses emerging technologies to connect with its consumers in innovative ways. It was one of the first companies to begin regular podcasts of its television shows as well as release ongoing news about its products and interviews with Disney’s employees, staff, and park officials. Disney’s Web site provides insight into movie trailers, television clips, Broadway shows, virtual theme park experiences, and much more. And the company continues to explore ways to make Mickey Mouse and his peers more text-friendly and virtually exciting. According to internal studies, Disney estimates that consumers spend 13 billion hours “immersed” with the Disney brand each year. Consumers around the world spend 10 billion hours watching programs on the Disney Channel, 800 million hours at Disney’s resorts and theme parks, and 1.2 billion hours watching a Disney movie—at home, in the theatre, or on their computer. Today, Disney is the 63rd largest company in the world with revenues reaching nearly $38 billion in 2008. Questions 1. What does Disney do best to connect with its core consumers? 2. What are the risks and benefits of expanding the Disney brand in new ways? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Juvenile Court System -content– A 12-year-old boy was caught in the act of sexually assaulting a 14-year-old female acquaintance by the victim’s 16-year-old brother, who had arrived home and observed the juveniles in the act. The 12-year-old juvenile suspect, in addition to sexually assaulting the victim, had beaten her with the heel of a shoe that was nearby. The victim was almost unconscious when the police arrived. Following the incident, the juvenile was arrested and detained by local police on the following charges: Attempted sexual assault of a minor Aggravated assault Minor in possession of an alcoholic beverage Unlawful possession of a controlled substance (marijuana) The juvenile suspect was a latchkey kid, a child who returns from school to an empty home, from a single-parent home. His mother works from 2 p.m–11 p.m. Monday through Friday, so the juvenile is often alone for hours upon his return from school. After a preliminary examination, the juvenile suspect explained that the victim purchased the marijuana and the alcohol earlier that same day. The juvenile explained that the victim had invited him to her house because they had “been liking each other” for a long time. Further, the juvenile explained that the alcohol and drugs were in the home when he arrived. He said that he and the victim began by smoking marijuana and drinking beer before they began kissing and fondling one another. Next, according to the juvenile suspect, they started to have what he described as consensual sex. After a short while they were interrupted by the victim’s brother, who had come home from work. The victim’s brother then called the police to report the incident. The juvenile had prior detentions for violation of curfew, truancy, and attempted sexual battery. No further explanations are given. Assignment: Write an essay from the perspective of the police officer, the state’s attorney, and the judge. Do each of these components of the criminal justice system see the offender as a status offender for any of the charges? Discuss your opinion of the status offender from the perspective of each criminal justice component (law enforcement, states attorney, and the judge). Are the charges viewed by each of the criminal justice components listed below as delinquent acts? From the perspective of the police officer What typically happens to this juvenile before he even goes to juvenile court? How does law enforcement process the incident? From the perspective of the state’s attorney Make suggestions to the court on how the boy should be punished/sentenced. From the perspective of the judge Based on the facts of the case and the procedures of the juvenile justice system, what would be the most appropriate finding for the court? What options does the judge have in this incident? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Heathcare -content– ABC Healthcare is a primary care practice. It is located in a remote, rural area and was founded by Dr. Phalange. When establishing ABC Healthcare, Dr. Phalange’s goal was to apply engineering principles to healthcare systems and standardized care to optimize the doctor/patient relationship. ABC Healthcare is comprised of 30% pediatric patients, 30% 18-39 year old patients, 30% 40 to 64 year old patients and 10% of the patients are over 65. The clinic is most often visited by patients between the ages of 40 to 64 years of age with chronic diseases. The practice has gained 30 to 35 new patients per month since it has opened. The practice employs two physicians, one nurse practitioner and one administrative staff person. In order to deliver care that meets the needs of his patients, Dr. Phalange built an innovative practice that focuses on eliminating barriers between patient and provider. The care provider is often the only person the patients come in contact with when they visit the clinic. As part of the relationship-building strategy, the provider collects all patient information, demographics, insurance, and vitals. By design, there is no receptionist and the patient rarely, if ever, interacts with the administrative staff other than to support the provider in billing or scheduling if needed. All appointments are made through the ABC website or by calling the provider directly. To eliminate messaging error and delay all calls go directly to voicemail where they are automatically transcribed to text and preserved in a .wav file and emailed to the appropriate provider. The request is addressed and the patient is contacted within 90 minutes. There is a physician directly available by cell 24 hours daily. The waiting room is technologically advanced and computer terminals allow patients to sign in and schedule appointments. The practice is streamlined and has little overhead. The practice does not offer lab test or immunizations. The use of technology enables the practice to run efficiently with fewer support staff. The entire office team participates in any experiments with new technologies. If a new system is not effective or efficient, it is discarded. Not all patients enjoy the use of technology, but overall, the patients seem to be adapting. ABC Healthcare relies almost completely on EMR. The EMR software used is an inexpensive, off the shelf produce. One drawback is the software does not interact well with outside systems. Based on what you have learned about healthcare systems and healthcare technologies, what do you see as the strengths and weaknesses of this practice? What makes this practice unique? What aspects of this practice make it appealing to patients? Unappealing to patients? What issues do you see that will impact this practice? Are they easily fixed, or will the issues cause the practice to fail? How has the focus on technology in this office hindered or helped this practice? What short term and long term outcomes do you see related to this practice? PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Applying the Sociological Perspectives -content– Refer to Ch. 1 to review the three major sociological perspectives. Use all three perspectives (functionalism, conflict and interactionism) to analyze one of the following issues: fraternities and sororities, social networking sites, or employer/employee relations. Write a 700- to 1,050-word essay in which you complete the following: Give a brief introduction that identifies the issue you have chosen and why. Describe in three separate paragraphs how each perspective would view or explain the issue. Include elements of culture and how humans learn, develop, and become integrated into society. Provide a conclusion that discusses which perspective you think is most applicable to the issue or how the three perspectives complement one another in understanding the issue. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Organizational Structure -content– Describe the organizational structure with a minimum 1,400 words of an organization with which you are familiar and present the following items as they relate to that organization: Analyze the organizational structure of your selected organization. Differentiate the structure of the selected organization from two different organizational structures. Evaluate how organizational functions (such as marketing, finance, human resources, and operations) influence and determine the organizational structure of the organization you selected. Explain how organizational design (such as geographic, functional, customer-based, product, service, hybrid, matrix, marketing channels, and departmentalization) helps determine which structure best suits your selected organization’s needs. Ideas must be supported with 2 peer-reviewed sources. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Information Management Systems -content– In banking and investment banking information is power. That is why it is so important for these industries to have adequate and quick access to a lot of data. There are few major players that help to organize and provide this data for the financial industries. Commercial or retail banks use what is known as core banking software which records and manages the transactions made by the banks customers to their accounts. Trading banks and other financial institutions use software that specializes in analytics and equity trading. Bloomberg terminal for example implements client-server architecture with the server running on a multiprocessor Unix platform. The client, used by end users to interact with the system, is a Windows application that typically connects directly through a router provided by Bloomberg and installed on-site. End users can also make use of an extra service (Bloomberg Anywhere) to allow the Windows application to connect via internet/IP, or Web access via a Citrix client. The purpose of this paper is to investigate the three major data providers for financial industries such as Bloomberg Terminal, Reuters, and Wall Street Systems all of which are headquartered in New York city, compare intelligence and analytics technology they use in their operations. Find out what are the strengths and what are the drawbacks of each system and what kind of benefit they can provide for financial banks and institutions. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
Evolution of Business Report -content– The business environment is continuously evolving with the integration of new management trends developed to create opportunity and respond to challenges. Innovation often challenges the status quo of organizations and change agents in an organization must become intrapreneurs to meet those challenges. You have been tasked to communicate to the VP of Human Resources about the need to prepare current staff for a more diverse workforce as a result of opening a new office in Miami, FL. This geographical area is known for its cultural, religious, and ethnic diversity in comparison to the company’s office in Topeka, KS. Create a 2,100-word report analyzing the relationship between these concepts or topics: Analyze the role of innovation in executing change strategies. Assess managing diversity in the workplace. Examine how technology facilitates the implementation of change in today’s workforce. Explain how the workforce in the company will benefit from welcoming an inclusive and more diverse group of coworkers. Explain the benefits and the opportunity that a more diverse workforce will create. Include at least five peer-reviewed references. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET A GOOD DISCOUNT Read More »
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