1) An overall framework of action that guides a retailer is its ________.

2) A major advantage of a firm’s developing a retail plan is that it ________.

3) Each of the steps in a retail strategy is ________.

4) The candid evaluation of the opportunities and potential problems facing a prospective or existing retailer is referred to as ________.

5) A retailer’s commitment to a type of business and to a distinctive role in the marketplace is its ________.

6) Which ownership and management alternative is fully controlled by the owner, operationally flexible, and subject to single taxation by the government?

7) In which ownership and management alternative is the owner personally liable with regard to legal claims from suppliers, creditors, and others?

8) Benefits, profits, risks, and costs are shared in which retail ownership and management alternative?

9) Which statement concerning the partnership form of ownership is not correct?

10) Which form of ownership is a legal entity apart from its individual officers or stockholders?

11) Which retail ownership form has the greatest capacity for long-term existence?

12) Ownership may be separated from management in which retail ownership form?

13) A major advantage of buying an established business versus starting a new business is ________.

14) A major disadvantage of buying an established business versus starting a new business is ________.

15) A retail ownership form which combines independent ownership and managerial assistance is ________.

16) Rigid operations’ standards and a limitation on the product lines sold characterize ________.

17) In which management format does planning tend to be more formal and systematic?

18) Planning authority is limited to top management or ownership in a(n) ________.

19) Managers in individual departments have major input into decision making in a(n) ________.

20) In planning his or her family’s financial needs during the unprofitable stage of a newly started business, a retailer should utilize ________.

21) Sales objectives are generally in the form of ________.

22) Market share sales’ objectives are generally ________.

23) Return on investment objectives are generally used by retailers that ________.

24) A retailer with sales of $10 million and operating expenses of $2 million has an efficiency rating of ________.

25) Objectives that seek to satisfy stockholders, customers, suppliers, employees, and government are called ________.

26) A retailer can determine how consumers and others perceive its company through use of ________.

27) The growth of specialty stores and boutiques illustrates the popularity of ________.

28) A firm’s target market best represents the ________.

29) A retailer sells its goods and services to a broad spectrum of consumers in ________.

30) A retailer aims efforts at two or more distinct consumer groups, with different retailing approaches for each group, in ________.

31) The distinct competencies of a retailer relative to competitors is referred to as its ________.

32) Those aspects of business that a retailer can directly affect (such as store hours and location) are referred to as ________.

33) Which of the following is not a controllable variable?

34) Decision making relating to a retailer’s daily and short-term operations involve ________.

35) Sales revenues and employee turnover represent forms of ________.

36) A discount camera retailer specializes in Web-based sales of popular models of major brands of digital cameras. The retailer seeks to beat prices by traditional camera dealers. This illustrates the retailer’s ________.

37) An off-price retailer stocks first-quality, in-season, name-brand apparel, accessories, and footwear for the entire family with savings at 20 percent to 60 percent from regular department and specialty store prices. This constitutes its ________.

38) Which retail ownership and management alternative is most likely to have limited capital and expertise?

39) Which characteristic is shared by both sole proprietorships and partnerships?

40) An advantage of starting a new business (versus buying an existing business or becoming a franchisee) is the ________.

41) An advantage of buying an existing business versus starting a new business is ________.

42) The most important limitation to consider in purchasing an existing business is ________.

43) A retailer seeking to purchase an existing retail business needs to verify the seller’s statement of income. The prospective buyer should ________.

44) A uniform image is important for chain units and ________.

45) A major advantage of franchising from the perspective of the franchisor is ________.

46) Which management alternative is a sole proprietorship most likely to use?

47) Which management format best assures a low-cost provider retail strategy on the basis of quantity discounts, buyer negotiating ability, and the ability to easily switch merchandise among store units?

48) Which management format best assures that individual retail store units have an overall retail strategy (store hours, merchandise selection, and price levels) that are most acceptable to community residents?

49) Intensive owner participation in a business is most likely to occur when ________.

50) Profitability objectives are most likely to be used when a retailer ________.

More Questions are Included…

1) An overall framework of action that guides a retailer is its ________.

2) A major advantage of a firm’s developing a retail plan is that it ________.

3) Each of the steps in a retail strategy is ________.

4) The candid evaluation of the opportunities and potential problems facing a prospective or existing retailer is referred to as ________.

5) A retailer’s commitment to a type of business and to a distinctive role in the marketplace is its ________.

6) Which ownership and management alternative is fully controlled by the owner, operationally flexible, and subject to single taxation by the government?

7) In which ownership and management alternative is the owner personally liable with regard to legal claims from suppliers, creditors, and others?

8) Benefits, profits, risks, and costs are shared in which retail ownership and management alternative?

9) Which statement concerning the partnership form of ownership is not correct?

10) Which form of ownership is a legal entity apart from its individual officers or stockholders?

11) Which retail ownership form has the greatest capacity for long-term existence?

12) Ownership may be separated from management in which retail ownership form?

13) A major advantage of buying an established business versus starting a new business is ________.

14) A major disadvantage of buying an established business versus starting a new business is ________.

15) A retail ownership form which combines independent ownership and managerial assistance is ________.

16) Rigid operations’ standards and a limitation on the product lines sold characterize ________.

17) In which management format does planning tend to be more formal and systematic?

18) Planning authority is limited to top management or ownership in a(n) ________.

19) Managers in individual departments have major input into decision making in a(n) ________.

20) In planning his or her family’s financial needs during the unprofitable stage of a newly started business, a retailer should utilize ________.

21) Sales objectives are generally in the form of ________.

22) Market share sales’ objectives are generally ________.

23) Return on investment objectives are generally used by retailers that ________.

24) A retailer with sales of $10 million and operating expenses of $2 million has an efficiency rating of ________.

25) Objectives that seek to satisfy stockholders, customers, suppliers, employees, and government are called ________.

26) A retailer can determine how consumers and others perceive its company through use of ________.

27) The growth of specialty stores and boutiques illustrates the popularity of ________.

28) A firm’s target market best represents the ________.

29) A retailer sells its goods and services to a broad spectrum of consumers in ________.

30) A retailer aims efforts at two or more distinct consumer groups, with different retailing approaches for each group, in ________.

31) The distinct competencies of a retailer relative to competitors is referred to as its ________.

32) Those aspects of business that a retailer can directly affect (such as store hours and location) are referred to as ________.

33) Which of the following is not a controllable variable?

34) Decision making relating to a retailer’s daily and short-term operations involve ________.

35) Sales revenues and employee turnover represent forms of ________.

36) A discount camera retailer specializes in Web-based sales of popular models of major brands of digital cameras. The retailer seeks to beat prices by traditional camera dealers. This illustrates the retailer’s ________.

37) An off-price retailer stocks first-quality, in-season, name-brand apparel, accessories, and footwear for the entire family with savings at 20 percent to 60 percent from regular department and specialty store prices. This constitutes its ________.

38) Which retail ownership and management alternative is most likely to have limited capital and expertise?

39) Which characteristic is shared by both sole proprietorships and partnerships?

40) An advantage of starting a new business (versus buying an existing business or becoming a franchisee) is the ________.

41) An advantage of buying an existing business versus starting a new business is ________.

42) The most important limitation to consider in purchasing an existing business is ________.

43) A retailer seeking to purchase an existing retail business needs to verify the seller’s statement of income. The prospective buyer should ________.

44) A uniform image is important for chain units and ________.

45) A major advantage of franchising from the perspective of the franchisor is ________.

46) Which management alternative is a sole proprietorship most likely to use?

47) Which management format best assures a low-cost provider retail strategy on the basis of quantity discounts, buyer negotiating ability, and the ability to easily switch merchandise among store units?

48) Which management format best assures that individual retail store units have an overall retail strategy (store hours, merchandise selection, and price levels) that are most acceptable to community residents?

49) Intensive owner participation in a business is most likely to occur when ________.

50) Profitability objectives are most likely to be used when a retailer ________.

More Questions are Included…

The Product Life Cycle (PLC) is a vital component of the marketing plan. Monitoring products and services as they flow through this process helps marketing managers adjust their marketing strategies to keep products and services thriving for as long as possible. Monitoring this cycle helps companies and organizations continue to maximize the value of their products and services with their target over time. The purpose of this assignment is to give students the opportunity to understand how each stage in the PLC creates a need for adjustment to marketing strategies and allows students to assess what action(s) need to be taken.

Assignment Steps

Resources: Marketing: Ch. 1: pg. 4-10; Ch. 2: pg.40-46, 54-69; Ch. 11: pg. 292-309

Scenario: You currently work as the marketing manager of your favorite company/organization and manage the success of one of its products or services. Your responsibility is to monitor the stages of the Product Life Cycle (PLC) and adjust the marketing strategies as needed for your product to thrive for as long as possible. At each stage, you assess changes you need to make to the product, price strategy, as well as competition and profit.

Create a 10 slide (not counting cover slide or reference slide) Microsoft® PowerPoint®presentation with speaker’s notes covering the following criteria:

• Develop a slide setting the theme and goals of the presentation.
• Define and discuss the PLC concept and its importance to marketing managers.
• Define and discuss what role pricing strategy has in marketing and how marketing mangers decide what strategy to use.
• Describewhat company/organization and product/service you are using.
• Create one slide for each of the four stages of the PLC describing the stage and analyzes the implications each stage may have on price strategy, product, competition, and profit for your selected product/service. Use the product/service you selected to illustrate each stage as it is discussed with original examples.
• Discuss the reasoning behind why the PLC is important to marketing managers and share examples of possible implications if it is not monitored.

Cite a minimum of two peer-reviewed sources with one coming from the textbook or the University Library. Use in-text citations in the presentation slides and speaker’s notes to demonstrate your research.

Format your presentation consistent with APA guidelines.

The Product Life Cycle (PLC) is a vital component of the marketing plan. Monitoring products and services as they flow through this process helps marketing managers adjust their marketing strategies to keep products and services thriving for as long as possible. Monitoring this cycle helps companies and organizations continue to maximize the value of their products and services with their target over time. The purpose of this assignment is to give students the opportunity to understand how each stage in the PLC creates a need for adjustment to marketing strategies and allows students to assess what action(s) need to be taken.

Assignment Steps

Resources: Marketing: Ch. 1: pg. 4-10; Ch. 2: pg.40-46, 54-69; Ch. 11: pg. 292-309

Scenario: You currently work as the marketing manager of your favorite company/organization and manage the success of one of its products or services. Your responsibility is to monitor the stages of the Product Life Cycle (PLC) and adjust the marketing strategies as needed for your product to thrive for as long as possible. At each stage, you assess changes you need to make to the product, price strategy, as well as competition and profit.

Create a 10 slide (not counting cover slide or reference slide) Microsoft® PowerPoint®presentation with speaker’s notes covering the following criteria:

• Develop a slide setting the theme and goals of the presentation.
• Define and discuss the PLC concept and its importance to marketing managers.
• Define and discuss what role pricing strategy has in marketing and how marketing mangers decide what strategy to use.
• Describewhat company/organization and product/service you are using.
• Create one slide for each of the four stages of the PLC describing the stage and analyzes the implications each stage may have on price strategy, product, competition, and profit for your selected product/service. Use the product/service you selected to illustrate each stage as it is discussed with original examples.
• Discuss the reasoning behind why the PLC is important to marketing managers and share examples of possible implications if it is not monitored.

Cite a minimum of two peer-reviewed sources with one coming from the textbook or the University Library. Use in-text citations in the presentation slides and speaker’s notes to demonstrate your research.

Format your presentation consistent with APA guidelines.

Kodak’s Graphic Communications Group (GCG) “is a unit of Eastman Kodak Company, the world’s foremost imaging innovator. The Graphic Communications Group provides commercial printers, packaging printers, publishers, data printers, and enterprises with one of the broadest portfolios of technologies, products, and services in the graphic communications and document capture industries.”[i] GCG divides the array of goods and services that it markets into four major categories: products, application solutions, consulting, and services.

GCG’s various product groups include printers and printing presses, flexographic equipment, printing workflow software, computer-to-plate printing equipment, printing plates and consumables, enterprise marketing software, color and screening products, proofing equipment, security and authentication tools, and image capture devices.[ii] Although the product groups are numerous, three of them¾computer-to-plate printing equipment, enterprise marketing software, and image capture devices¾convey the breadth and depth of the cutting-edge graphics, printing, and imaging technologies that GCG provides to its customers.

Kodak’s computer-to-plate (CTP) devices, which use thermal imaging, are designed to meet commercial, newspaper, and packaging printers’ needs for making printing plates.[iii] Kodak’s Design2Launch Solutions¾an enterprise marketing product¾“deliver powerful efficiencies that organize [a customer’s] assets across brands, departments and suppliers, [thereby] creating a single streamlined, centralized marketing enterprise. ¼ [This] improves speed, visibility and collaboration, which are critical to ever-changing global business requirements.”[iv] The image capture product group offers a wide range of professional color and copydot scanners as well as a broad portfolio of document scanners, including a multipurpose network scanner.[v]

GCG’s application solutions include five groups of market offerings¾commercial printing, packaging, publishing, data-driven communications, and enterprise solutions¾for a wide range of customers.[vi] Some perspective regarding GCG’s application solutions can be gained by looking in more detail at commercial printing, publishing, and enterprise solutions.

Commercial printing solutions involve advertising and brochure printing, catalog printing, direct mail printing, and integrated marketing communications.[vii] Direct mail printing and integrated marketing communication illustrate this product group. “Direct mail has a life cycle with many touch points that demand targeting and personalization to communicate effectively and provide return on investment. ¼ [The] Kodak [direct mail solution] works with content creation, workflow and delivery options to create the best solution for each customer.”[viii] With the integrated marketing communications solution, GCG assists its customers in unifying and streamlining their production processes across organizational units and marketing media.[ix] GCG’s publishing solutions include newspaper printing, magazine publishing, book publishing, and directory printing.[x] The book printing solution, for example, supports customers using mixed environments of offset printing and digital printing technologies to meet a variety of run lengths and to help reduce waste as well to increase quality and productivity.[xi] Enterprise solutions include archive scanning for art galleries, museums, scientists, and others; document imaging; brand protection against counterfeiting; and marketing workflow from initial concept to final production of the printed matter.[xii]

GCG’s consulting services¾consisting of Kodak MarketMover Business Advantage Solutions and Kodak MarketMover Professional Services¾target automation and integration, marketing, and digital growth in four different market segments: commercial, packaging, publicity, and data-driven communications.[xiii] Kodak’s MarketMover’s consulting services provide customers with educational tools and training; business planning and assessment services; market information, planning, and plan implementation; and marketing and personal sales support for the customers’ product lines.[xiv] The MarketMover services focus on “driving the value of print [media], not just to the printing industry, but [to] the people who buy print media.”[xv]

The final component of GCG’s product line provides service and support to keep customers’ equipment and systems in good repair and operating effectively and efficiently.[xvi]

With this impressive array of goods and services, how does Kodak’s Graphic Communications Group keep abreast of customers’ needs and concerns? Kodak’s GCG regularly receives extensive market feedback through the Graphic Users Association (GUA) of Kodak Solutions. The annual GUA conference “provides an invaluable opportunity to receive data and comments directly from users,” according to Kodak executives.[xvii] GUA members point out the value of “unfiltered access to executives and product specialists from Kodak[,]” ¼ noting that the Kodak team “genuinely listens to our feedback and takes it into consideration when developing new products and features.”[xviii]

Source: This case was written for this textbook by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business Administration, Valparaiso University. © 2013 Cengage Learning.

According to Maslow’s hierarchy which basic needs does the Patagonia culture meet?

Read the Case Application 1: Passion for the Outdoors and for People (end of Chapter 17).

After reading the case details, prepare your report for Patagonia managers by answering the following questions:

1. According to Maslow’s hierarchy, which basic needs does the Patagonia culture meet? What would it be like to work at Patagonia? (Hint: Go to Patagonia’s website and find the section on jobs.) What’s your assessment of the company’s work environment? (20 points)
2. Use the expectancy theory and/or the equity theory of motivation to explain how feeling underpaid might affect the work of a Patagonia associate and what a manager can do to increase the employee’s motivation. (20 points)
3. What do you think might be Patagonia’s biggest challenge in keeping employees motivated? If you were managing a team of Patagonia employees in the retail stores, how would you keep them motivated? (20 points)

Answer APA format please.

This milestone focuses on Maersk Line’s highly successful social media marketing campaign. Prompt: To complete this assignment, analyze the Maersk case study for the critical elements below, and then compose a paper that addresses the questions and concepts. Be sure to review and reference the module resources, which were chosen specifically to support the course content and assignments, when writing this paper. Specifically, you must address the following critical elements: IV. Execution A. Evaluate how the company executed on their plan and platforms. B. Analyze the company’s messaging from a qualitative perspective. Compare and contrast the following: What stories did they tell, and what stories are they telling now? What are the strengths and weaknesses of the messages? Were the company’s efforts tied to marketing goals? Is there something the company is not doing now that they should be? Provide specific examples. C. Analyze the effect of the company’s messaging from a quantitative perspective: Measure the growth of the company’s community, viewership traffic (e.g., through engagement, level of activity), digital footprint, market share, and so on.This milestone focuses on Maersk Line’s highly successful social media marketing campaign. Prompt: To complete this assignment, analyze the Maersk case study for the critical elements below, and then compose a paper that addresses the questions and concepts. Be sure to review and reference the module resources, which were chosen specifically to support the course content and assignments, when writing this paper. Specifically, you must address the following critical elements: IV. Execution A. Evaluate how the company executed on their plan and platforms. B. Analyze the company’s messaging from a qualitative perspective. Compare and contrast the following: What stories did they tell, and what stories are they telling now? What are the strengths and weaknesses of the messages? Were the company’s efforts tied to marketing goals? Is there something the company is not doing now that they should be? Provide specific examples. C. Analyze the effect of the company’s messaging from a quantitative perspective: Measure the growth of the company’s community, viewership traffic (e.g., through engagement, level of activity), digital footprint, market share, and so on.