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Assignment 5-A Household Name-Argue the significance or need of a salesperson

Assignment 5-A Household Name-Argue the significance or need of a salesperson

Assignment 5-A Household Name-Argue the significance or need of a salesperson

Subject: Business / Marketing
Question
Assignment 5: A Household Name
Due Week 10 and worth 150 points

One of the ultimate goals of marketing is to generate sales and translate the message or product into something the targeted market embraces.

Write an eight to ten (8-10) page paper in which you:

Argue the significance or need of a salesperson to push products. Address whether or not the type of product makes a difference with an example.
Consider the expectation of a sales professional and discuss if this is a position you would be interested in. Provide support for the claims you make regarding the career.
Develop a policy that you would use to ensure you remain ethical in your advertising activities.
Compare and contrast public relations, publicity, and corporate advertising, and discuss the value each presents along with an example for each one that you think has been executed well.
Think about the role of publicity and speculate whether or not you think publicity will be impactful in the future. Be sure to discuss what factors you considered when developing your response.
Use at least five (5) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:

Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:

Summarize the ethical and regulatory considerations in marketing communications, and develop approaches to maintaining appropriate ethical and regulatory standards in marketing operations.
Use technology and information resources to research issues in integrated marketing communications.
Write clearly and concisely about integrated marketing communications using proper writing mechanics.

 

Assessment 2 – MBA-FP6024 – Winter 2017

Assessment 2 – MBA-FP6024 – Winter 2017

Assessment 2 – MBA-FP6024 – Winter 2017

Subject: Business / Management
Question
Overview
Write a 4–6 page business analysis explaining your selected firm’s corporate strategy to a VP of
corporate strategy.
Note: Developing a comprehensive strategy assessment requires specific steps that need to be
executed in a sequence. The assessments in this course are presented in sequence and must be
completed in order.
By successfully completing this assessment, you will demonstrate your proficiency in the following
course competencies and assessment criteria:
Competency 1 – Apply strategic theories, models, and tools to distinguish an organization’s strategy.
Analyze the corporate strategy in which the firm operates.
Competency 5 – Analyze the strategic fit of an organization’s structure and business systems.
Analyze the overall corporate structure and key management systems of the selected firm.
Competency 6 – Evaluate an organization’s strategic fit with the external industry environment.
Analyze the strategic fit between the business and corporate strategies of the selected firm.
Competency 7 – Communicate in a manner that is professional and consistent with expectations for members
of the business professions.
Write coherently to support a central idea (in appropriate APA format) with correct grammar, usage, and
mechanics as expected of a business professional.
Competency Map
Check Your ProgressUse this online tool to track your performance and progress through your course.
Context
When organizations include a portfolio of businesses, it is important that they consider developing a
corporate strategy that helps organize the various businesses for competitive advantage. Not all
organizations have a stated corporate strategy. Many smaller businesses are perfectly content with their
position in the industry or market segment and with the products and services they offer. Other
organizations choose to grow their business from their original scope, and some attempt to expand in
other areas, in desperation. Grant and Jordan (2015) say that, “Corporate strategy defines the scope of
the organization in terms of the industries and markets in which it competes” (p. 12).
Generic types of corporate strategies include the ideas of vertical integration, diversification, expansion
and globalization. Vertical integration encompasses the organization’s product scope and vertical scope
that encompasses the organization’s involvement in the industry value chain. Diversification, expansion
into another product line or field of operation is another generic type of corporate strategy. One might
consider globalization and internationalization strategies similar to a hybrid business strategy, in that
they require trade and direct investment, often to achieve diversification and vertical integration.
References
Details Attempt 1 Available Attempt 2 Attempt 3
4/29/2017 Assessment 2 – MBA­FP6024 ­ Winter 2017 ­ Section 01
https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_42374_1&content_id=_4416853_1&mode=reset 2/4
Grant, R. M., & Jordan, J. (2015). Foundations of strategy. (2nd ed.). West Sussex, UK: Wiley and Sons.
Questions to Consider
To deepen your understanding, 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.
What are the various businesses that are part of the corporation’s business portfolio?
Are the businesses positioned in similar or related product markets and industries?
Are there common capabilities used by each of the businesses or are the capabilities required for each difference
very different?
Are the companies of more value given that they are part of this corporation or would they be more valuable as
independent businesses?
Do the businesses within the company seem to have a good strategic fit with one another?
Resources
Suggested Resources
The following resources are provided to support you in completing the assessment or to provide a
helpful context. For additional resources, refer to the Research Resources and Supplemental Resources
in the left navigation menu of your courseroom.
Capella Resources
Click the link provided for more background on your selected firm:
Firm Research Information.
Library Resources
The following articles from the Capella University Library are linked directly in this course:
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–
120.
McGahan, A. M., & Porter, M. E. (1997). How much does industry matter, really? Strategic Management Journal,
18, 15–30.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource­based view. Strategic
Management Journal, 14(3), 179–191.
Rumelt, R. P. (1991). How much does industry matter? Strategic Management Journal, 12(3), 167–185.
Harvard Business Review Articles
The following readings are available from the Harvard Business Review. Search for the article by
following the instructions in the Library Guide:
Capron, L., & Mitchell, W. (2010). Finding the right path. Harvard Business Review, 88(7/8), 102–107.
Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95–104.
Ghemawat, P. (2007). Managing differences: The central challenge of global strategy. Harvard Business Review,
85(3), 58­68.
Hamel, G., & Prahalad, C. K. (2005). Strategic intent. Harvard Business Review, 83(7/8), 148–161.
Hargadon, A., & Sutton, R. I. (2000). Building an innovation factory. Harvard Business Review, 78(3), 157–
166.T
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard
Business Review, 86(12), 50–59.
4/29/2017 Assessment 2 – MBA­FP6024 ­ Winter 2017 ­ Section 01
https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_42374_1&content_id=_4416853_1&mode=reset 3/4
Kiechel III, W. (2012). The management century. Harvard Business Review, 90(11), 62–75.
Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76–84.
Lafley, A. G., Martin, R. L., Rivkin, J. W., & Siggelkow, N. (2012). Bringing science to the art of strategy. Harvard
Business Review, 90(9), 56–66.
Martin, R. (2002). The virtue matrix: Calculating the return on corporate responsibility. Harvard Business
Review, 80(3), 68–75.
Porter, M. E. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43.
Porter, M. E. (1990). The competitive advantage of nations. Harvard Business Review, 68(2), 73–93.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3),
79–91.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are
encouraged to refer to the resources in the MBA­FP6024 – Organizational Strategy Library Guide to help
direct your research.
Bookstore Resources
The resources listed below are relevant to the topics and assessments in this course and are not
required. Unless noted otherwise, these materials are available for purchase from the Capella
University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific
–FP (FlexPath) course designation.
Grant, R. M., & Jordan, J. (2012). Foundations of strategy. West Sussex, UK: John Wiley and Sons.
Chapter 3, “Resources and Capabilities.”
Assessment Instructions
Preparation
For your selected firm (Ford, Procter and Gamble, or Virgin Group) research the firm’s corporate strategy,
including its level of diversification, corporate structure, extent of vertical integration, and global scope. Use
the Capella University Library, the Internet, or the case studies and firm research information in the
Assessment Resources to find at least four current, scholarly, or professional resources for this assessment.
Requirements
Write a 4–6 page business analysis regarding the selected firm’s corporate strategy to the vice president of
corporate strategy. Include the following in your memo:
Analyze the corporate strategy of the selected firm, including product, geographical, and vertical scope in which it
operates. Has the firm expanded from its initial product line or field of operation? Does the firm own vertically related
activities along the value chain for its products? Does the firm employ any of the following three elements of
corporate strategy: diversification, vertical integration, or globalization? Are global alliances an overall part of the
corporate strategy?
Analyze the firm’s overall corporate structure and key management systems.
Analyze the strategic fit between the business and corporate strategies of the selected firm.
Write coherently to support a central idea (in appropriate APA format) with correct grammar, usage, and
mechanics as expected of a business professional.
Additional Requirements
References: Support your business analysis with at least four academic resources from the Capella University
Library. Use proper APA style and format for citations and references.
Length: The body of the business analysis must be 4­6 double­spaced, typed pages, not including the references list.
4/29/2017 Assessment 2 – MBA­FP6024 ­ Winter 2017 ­ Section 01
https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_42374_1&content_id=_4416853_1&mode=reset 4/4
Written communication: Demonstrate graduate­level writing skills through accurate communication of thoughts
that convey the overall goals of the analysis and do not detract from the message.
Font: Times New Roman, 12 point.
Corporate Strategy Scoring Guide
View Scoring Guide Use the scoring guide to enhance your learning. How to use the scoring guide
[U02a1] Corporate Strategy
Write a 4–6 page business analysis explaining your selected firm’s corporate strategy to a VP of corporate
strategy.
Submit Assessment
This button will take you to the next available assessment attempt tab, where you will be able to submit your
assessment.

MOTIVATING YOUNG CHILDREN TO WRITE – COMPETENCY, PRACTICE

MOTIVATING YOUNG CHILDREN TO WRITE – COMPETENCY, PRACTICE

MOTIVATING YOUNG CHILDREN TO WRITE – COMPETENCY, PRACTICE

1. Why would a young child be motivated to write or pretend to write?It is not an easy motor task. Is it simply imitation done for adult reaction?Is it done because there is an inner drive to know or become competent? develop an answer to this question, which continues to puzzle teachers. Use examples from your own recollected experiences as a child, as well as what you have observed in your work with young children, to validate your position. 2. In many early childhood programs, teachers expect 3’s and 4’s to print the alphabet on lined paper or on worksheets. Often they will be required to sit at a table until they finish their “work.” Some centers require that the teachers use red pencils to correct and grade these papers, which are then sent home as evidence of the child’s academic progress (or the need for further drill at home). Assume you wanted to explain to such early childhood program teachers why formal handwriting lessons are inappropriate. What would you tell them?(1)What reasons and negative outcomes would you include in your discussion?(2)What alternatives for informal experiences would you mention?(3)What types of activities could you suggest they provide for young children, to get their small muscles ready for printing?

EARLY CHILDHOOD LITERACY PROGRAM AND SCRIPTED CURRICULA

EARLY CHILDHOOD LITERACY PROGRAM AND SCRIPTED CURRICULA

EARLY CHILDHOOD LITERACY PROGRAM AND SCRIPTED CURRICULA

Early Childhood Literacy Program and Scripted Curricula 1. One of the goals of an early childhood literacy program is to cultivate a life-long love of reading and learning. This is addressed in the Foundations for Young Children. In a 1-page paper, explain what teachers can do to meet this goal. 2. Explain the differences between “traditional” and “functional” approaches to literacy instruction. Which one aligns itself more with developmentally appropriate practice and why?