Order ID | 53563633773 |
Type | Essay |
Writer Level | Masters |
Style | APA |
Sources/References | 4 |
Perfect Number of Pages to Order | 5-10 Pages |
Capsim Company Progression Presentation
In a professional career, one may be called upon to conduct research and deliver findings in professional settings. No matter how extensive the research or accurate the conclusions, a weak presentation can undermine an argument. A presentation is a tool to help make an argument. When creating presentations, students develop skills in researching an issue, synthesizing the information, organizing data logically, and presenting findings in an effective manner.
You will prepare a five- to six-slide PowerPoint presentation that describes the progression of your Capsim company during Competitive Rounds 1 through 3. Your audience consists of new topic members for your company’s topic of directors, and the presentation is intended to quickly bring them up to speed.
In referring to Foundation FastTrack, describe the progression of your Capsim company during Competitive Rounds 1 through 3 relative to the following:
Use bullet points, graphs, charts, and relevant images in the slides. Further, since you will not actually be giving this presentation in person, use the notes section to write out what you would say if you were.
This assignment is your opportunity to demonstrate your understanding of your Capsim company. Use the checklist below to guide the development of your presentation.
Articulate the progression of the Capsim company in a well-organized and clear manner.
Appropriately synthesize information, organize the data logically, and present findings in an effective and efficient manner.
Use innovative and creative methods that are reflective of your Capsim company. Remember that you are seeking to quickly update your company’s topic of directors, so knowing your audience and tailoring your message to the audience is crucial. Present and organize the information in a way that is appropriate and relevant for the intended audience.
Create a professional presentation that adheres to the principles of an effective presentation (below) while properly citing all relevant sources.
Principles of an Effective Presentation
Q5.
Project Initiation
Terrell McGhee
Project Management 22TW5
SNHU
6/26/2022
Project Initiation
Introduction
Fabricant Manufacturing is an American firm with headquarters in the northeast that manufactures and sells metal parts for various industries throughout the United States (Graded Case study part 1). The Company has experienced significant development and expansion over the years, and as a result, it has shifted its attention to sustainability and responsible business practices. The Chief Executive Officer has even outlined some goals for the Company to achieve regarding sustainability. The sustainability objectives of Fabricant Corporation are to reduce energy consumption by at least 20 percent, generate a minimum rate on the project of 15%, and sensitize the community on environmental concerns. To achieve these goals, the company strategic planning manager has proposed three sustainability projects which the managers can choose to implement. One such investment includes industrial lighting retrofit; this report provides a critical feasibility analysis of the project to assess its viability and sustainability while evaluating how it is aligned with the Company’s strategic goals. This report will also design a project charter, create timelines, and provide a stakeholders’ analysis by evaluating the support level of various project stakeholders.
Project’s Feasibility Analysis
A feasibility study aims to determine the possibility of successfully executing a project by conducting an investigation that considers all of the essential aspects of the project, such as its scheduling, legal, economic and technical issues (Guo & Zhang,2022). The Company is responsible for ensuring that the project is aligned with its long-term objectives and has the necessary resources to run it. The corporation must decide how it will finance the project and choose between using its resources and taking out loans. In addition, they need to evaluate whether or not they have the human resources necessary to execute the project or if they will be required to enlist support from outside the organization.
The initial cost outlay for the industrial lighting retrofits is estimated to be $ 310,000, and it will reduce the Company’s operating costs by $ 145,000 annually (Graded case study, part 1, 2022). From the economic standpoint, the industrial lighting retrofit project is feasible because its return on investment is estimated to be 89 percent which is over and above the Company’s return on investment of 15 percent. Additionally
the project is also technically viable since Fabricant Manufacturing company has a highly technical team of employees with the requisite skills to manage the project a reality.
Alignment of the project to the Company’s strategic goals
The influence of the corporate strategy is what ultimately determines the designs of the project management plan. When the project design is precisely integrated with the organization’s processes, it increases the chances of success since the project-strategy synergy will accurately guide the project stakeholders. The traceability matrix will be used to understand the alignment of the solar panel project with the strategies of Fabricant Manufacturing. Traceability Matrix is a table that connects the project’s specifications to their source and traces them across the project’s life. This document is essential because it guarantees that each demand for the project can be related to a specific business goal. This is a necessary aspect of the project as it enables the project manager to effectively explain the project requirement to the stakeholders, hence increasing the likelihood that the project will be supported to its completion. The industrial lighting retrofit is essentially aligned with the strategic objectives of the Fabricant Manufacturing Corporation. For instance, the goal of the Company of reducing energy consumption by at least 20 percent is concisely aligned with the benefits of industrial lighting retrofit since the project will save the Company close to a 1.1million kWh of energy annually (Graded Case study part 1). Besides, the project is also in line with the CEO’s Objective of increasing community awareness about environmental sustainability. The benefits associated with the project will be produced in the Company’s publications and the website to enable members of the public to be updated. The Company’s economic strategy is also closely tied to the project since investing in industrial lighting retrofits will result in a return on investment of 89 percent in the first year of implementation.
Industrial Lighting Retrofit Project Charter
Documentation of the project’s objectives, development, and scope is contained in a project charter, which also defines the roles and duties of stakeholders. In most cases, the project manager is the one who drafts the scope statement (Tri Mardiani, 2020). This document describes the project’s entirety, including any deliverables, their characteristics, and a profile of stakeholders the project will impact. In addition to that, it will detail any main project objectives, deliverables, and goals to assist in performance evaluation. Finishing off the project scope statement demands making a list of assumptions and risks. A project manager will better understand the project’s outcomes and develop a blueprint to execute the project successfully.
Project Title | Industrial Lighting Retrofit |
Project description | Replacement of the manufacturing facility and office lighting system |
Background | The company’s Strategic objectives of reducing energy consumption, increasing community environmental awareness, and enhancing the return on investment. |
Project objectives | Annual energy saving of close to a 1.1million Kwh.
Reduction in the operating cost of close to $ 142,000 year |
Scope statement | Fabricant Manufacturing Corporation to reduce energy consumption and increase community environmental sustainability awareness. |
Project budget | Initial capital requirement of $ 310,000 |
Stakeholders | The Company CEO, strategic manager, the financial analyst, project manager, communication officer, logistical manager, employees, and community |
Role and Responsibilities | The CEO- Ensure the project is aligned with the organization’s goals
Financial Analyst- Provide capital appraisal report Strategic manager- ensure the project is linked to the company objectives |
Milestones | LED replacement completed
T-8 Vaportite fixture completed |
Risk | Disruption of production during installation affects the output
The team does not possess all the possible skills and knowledge |
Measurement | Energy-saving cost and energy-saving Kwh. |
Approval | The company CEO and the project team |
Sources: | Graded Case study parts 1, 2, 3 and 4 |
Project Timeline
A timeline for a project is a sequential description of all the activities that need to be accomplished to complete a task. The entire project is molded by these timeframes, keeping stakeholders abreast of each project step (Hande & Phillippi, 2018). The project manager is responsible for ensuring that the milestones are reached and that the project’s costs are kept low and within budget. The timelines of the industrial lighting retrofit are expected to be short, close to 3 months, to avoid disruption of the production process. The initial capital commitment is projected to be $ 310,000, which is anticipated to be offset by a rebate of $ 245,000.
The concern of Key project stakeholders
Depending on their level of involvement in the project, various stakeholders would have diverse issues. Internal stakeholders such as project managers and inventors may cite cost as their primary concern. On the other hand, external stakeholders such as the public may mention the environmental issues. The problem of the internal stakeholders about the project is associated with the potential risks of the project, such as budget overlaps, the disruption of the production process during project installation, the occupational health and safety concerns, and the possibility of the new technology failing to generate the required results (Graded Case study 1 part 4). It can also be noted from the email of the production foreman that some employees were repugnant to the replacement of the lighting, and they expressed their unwillingness to work overtime.
Support for the project
The CEO of Fabricant Manufacturing company enlisted the support of various think tanks in the Company to ensure the project’s success. Mr. Lee engaged stakeholders in all cadres for instance, in the list of implementers were the truck drivers to provide transportation support. To ensure that the project conforms to the environmental requirements, the CEO engaged Trudy Noble to provide an environmental assessment of the project. Additionally, Paul Callahan, a logistical expert, was enlisted to ensure that all project deliverables were acquired on time and within the budget (Graded Case study 1 part 2). The CEO also understood the importance of communication in the project’s success, especially in achieving the object of public awareness; he, therefore, called for the support of Jeff Salvatore, a public relations and communication guru.
Stakeholders Analysis
Name | Role | Interest | Power | Classification |
Lee Feinberg | Chief Executive officer | High | High | Close Management |
Janice Scott | Strategic manager | High | High | Close management |
Vivian Liu | Leader of the project | High | High | Close management |
Trudy Noble | Environmental manager | High | High | Close Management |
Perry Silverman | Finance Analyst | High | High | Close Management |
Employees | Implementers | Moderate | Moderate | Monitored |
Community | Supporters | Low | Low | Monitored |
Conclusion
Implementing the industrial lighting retrofit project will help Fabricant Manufacturing Company achieve its three strategic objectives. The feasibility study of the project points to the close link of the project to the strategic plans of the Company; as such, it will be ideal for energy-saving and building the Company’s sustainability objectives.
References
Guo, K., & Zhang, L. (2022). Multi-objective optimization for improved project management: Current status and future directions. Automation in Construction, 139, 104256.
https://www.sciencedirect.com/science/article/pii/S0926580522001297
Hande, K., & Phillippi, J. (2018). Project Timeline Template: A Guide for Successful Completion. Nurse educator, 43(3), 115.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5908739/
Tri Mardiani, G. (2020). Template Project Charter.
https://repository.unikom.ac.id/64644/1/Template%20project-charter.pdf
Q5. MBA 645 CMO Memo for Target Audience
To: Director of Marketing, U.S. Park Southeast
From: Chief Marketing Officer, Global Theme Parks
Re: Target Audience Identification
This memorandum is intended to confirm our recent presentation to the marketing directors of our global theme parks. A target audience is a group of consumers within a predefined target market that have been identified as the best recipients for a particular marketing message. And a target market broadly describes consumers who care about our theme parks, products, and services. Under the right conditions, they are most likely to be our customers, and our marketing efforts should focus on this target audience.
For the U.S. Park Southeast, working with market research and our business intelligence group, we have identified the primary target audience of families with children ages 6–18 and an average annual income of more than $75,000 per year. A secondary target audience of teens ages 15–18 has also been identified. These two target audiences will likely create a diverse marketing plan as we re-engage with them through our reopening efforts.
GLOBAL PARKS CEO
CHIEF OPERATIONS OFFICER (COO)
CHIEF FINANCIAL OFFICER (CFO)
CHIEF MARKETING OFFICER (CMO)
CHIEF COMPLIANCE OFFICER (CCO)
CHIEF PEOPLE OFFICER (CPO)
CHIEF STRATEGY OFFICER (CSO)
CHIEF SALES OFFICER (CSO)
PARK US SE PARK US SE PARK US SE PARK US SE PARK US SE PARK US SE PARK US SE VP OF PARK
OPERATIONS PARK CONTROLLER MARKETING
DIRECTOR LEGAL DIRECTOR HR DIRECTOR STRATEGY &
BUSINESS INTEL SALES DIRECTOR
PARK US WEST PARK US WEST PARK US WEST PARK US WEST PARK US WEST PARK US WEST PARK US WEST
VP OF PARK OPERATIONS
PARK CONTROLLER MARKETING DIRECTOR
LEGAL DIRECTOR HR DIRECTOR STRATEGY & BUSINESS INTEL
SALES DIRECTOR
PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY PARK GERMANY VP OF PARK
OPERATIONS PARK CONTROLLER MARKETING
DIRECTOR LEGAL DIRECTOR HR DIRECTOR STRATEGY &
BUSINESS INTEL SALES DIRECTOR
PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN PARK JAPAN VP OF PARK
OPERATIONS PARK CONTROLLER MARKETING
DIRECTOR LEGAL DIRECTOR HR DIRECTOR STRATEGY &
BUSINESS INTEL SALES DIRECTOR
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MBA 645 Project Guidelines and Rubric
Competencies
In this project, you will demonstrate your mastery of the following competencies:
Manage elements of a sustainable global brand
Propose a method to market
Design a marke�ng strategy
Scenario
You are the regional marke�ng director of a theme park in the southeastern United States that is part of global brand. The chief
marke�ng officer of global opera�ons has called upon you to help coordinate the marke�ng tasks related to rolling out an
emergency response to a recent safety and injury incident at one of the parks that resulted in serious injuries to employees and
customers. This theme park was closed immediately following the incident to ensure safety measures for customers and employees and to deploy the needed safety measures.
Now, as the theme park is all set to reopen, the CMO has called you to take a lead in planning the marke�ng strategy to support the reopening of the park. Your responsibility is to design a phased strategy for reopening all parks, with cri�cal objec�ves such as maximum safety, crisis communica�on, customer sa�sfac�on, and profit poten�al. You must coordinate marke�ng strategy with corporate strategy, as failed or successful planning will impact brand success and recogni�on.
You have determined the scope of work and have outlined the high-level plan. As a first step, you decided to perform the brand analysis and iden�fica�on of cri�cal elements to successfully market the reopening of the park. Based on the outcomes, you developed a customizable marke�ng strategy template that can be used by other theme parks under the same umbrella.
Next, you need to create a presenta�on (toolkit) to share your analysis and recommenda�ons for the proposed marke�ng support of the park. But, as you are working to complete the final bit of the toolkit, your social media monitoring partner shares a report of the theme park’s social media image and performance. The report shows a significant spike in nega�ve public feedback. The report states there is the percep�on of an uncaring, careless brand forcing a reopening for profit. Your presenta�on should also include strategies for how you will address the emerging nega�ve percep�on on social media about the theme park. You will show this presenta�on to your CMO and other regional marke�ng directors of the park.
Direc�ons
Part One: Strategic Brand Implica�on and Management Record and submit a narrated PowerPoint presenta�on to share your analysis and recommenda�ons for the proposed marke�ng support of the park. Ensure you address any feedback received in Milestone One before you submit the final presenta�on.
Brand Analysis and Implica�ons —In this part of the project, you will present the brand implica�ons of reopening the park. Your presenta�on should include the following cri�cal factors:
MBA-645-Q5979 Optimizing Brands 22TW5 TM
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Employee nega�ve concerns
Opera�onal concerns for safety
Employees
Customers
Government agencies
Communi�es
Vendors
Func�onal Departmental Roles and Responsibili�es —In this part of the project, you will iden�fy the func�onal department and
describe their roles and responsibili�es in making the reopening of the park a success. Your presenta�on should include the
following cri�cal factors (slides 9-12):
1.Iden�fy three func�onal departments, including marke�ng, which play a significant role in the
reopening process. (slide 9)
Consider which departments will be most engaged in the reopening process.
park. (slide 10)
Part Two: Customizable Marke�ng Plan Template
Based on the informa�on provided to you, share a completed marke�ng plan template for the reopening of this individual park.
Ensure you address any feedback received in Milestone Two before you submit the final template.
Your template should include the following cri�cal sec�ons:
b How can we support our employees’ needs in reopening the park?
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Part Three: Measuring Your Strategic Marke�ng Plan’s Success Record and submit a narrated PowerPoint presenta�on to share your analysis and recommenda�ons for the proposed marke�ng support of the park.
Consider the role of public rela�ons.
Consider the role of crisis management.
What to Submit
To complete this project, you must submit the following:
Suppor�ng Materials
The following resources support your work on the project:
Organiza�onal Chart
CMO Memo
Memo From Legal Team
CMO Memo for Target Audience
Exemplar Communica�on Grid
Video: Record a Presenta�on
Use this resource to learn how to record your PowerPoint presenta�on with narra�on and video.
Resource: MBA Research Guide
This Shapiro Library resource will help you find any addi�onal informa�on you may need to complete the project.
http://libguides.snhu.edu/apa
http://libguides.snhu.edu/apa
http://libguides.snhu.edu/apa
https://learn.snhu.edu/content/enforced/1085674-MBA-645-Q5979-OL-TRAD-GR.22TW5/Course%20Documents/MBA%20645%20Organizational%20Chart.pdf?_&d2lSessionVal=UxotKO2di54bZkKLYegbxwXLD&ou=1085674
https://learn.snhu.edu/content/enforced/1085674-MBA-645-Q5979-OL-TRAD-GR.22TW5/Course%20Documents/MBA%20645%20CMO%20Memo.pdf?_&d2lSessionVal=UxotKO2di54bZkKLYegbxwXLD&ou=1085674
https://learn.snhu.edu/content/enforced/1085674-MBA-645-Q5979-OL-TRAD-GR.22TW5/Course%20Documents/MBA%20645%20Memo%20From%20Legal%20Team.pdf?_&d2lSessionVal=UxotKO2di54bZkKLYegbxwXLD&ou=1085674
https://learn.snhu.edu/content/enforced/1085674-MBA-645-Q5979-OL-TRAD-GR.22TW5/Course%20Documents/MBA%20645%20CMO%20Memo%20for%20Target%20Audience.pdf?_&d2lSessionVal=UxotKO2di54bZkKLYegbxwXLD&ou=1085674
https://learn.snhu.edu/content/enforced/1085674-MBA-645-Q5979-OL-TRAD-GR.22TW5/Course%20Documents/MBA%20645%20Exemplar%20Communication%20Grid.pdf?_&d2lSessionVal=UxotKO2di54bZkKLYegbxwXLD&ou=1085674 https://support.microsoft.com/en-us/office/record-a-presentation-2570dff5-f81c-40bc-b404-e04e95ffab33
https://libguides.snhu.edu/c.php?g=1104736&p=8054577
terre
Highlight
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Criteria Exemplary (100%) Proficient (85%) Needs Improvement
(55%) Not Evident (0%) Value
Brand Equity Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Describes the importance of brand equity and provides posi�ve and nega�ve implica�ons on the organiza�on’s brand when the park reopens
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include the descrip�on of brand equity or the posi�ve and nega�ve implica�ons on the organiza�on’s brand when the park reopens
Does not a�empt criterion5 Strategic Communica�on
Plan
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Iden�fies three key stakeholder groups, describes their interests in the organiza�on, the impact reopening might have on them, and the best mode of communica�ng with them based on their needs
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include sufficient details concerning descrip�on of stakeholder interests in the organiza�on or the impact reopening might have on them or iden�fica�on of the best mode of communica�ng with them based on their needs
Does not a�empt criterion5
Func�onal Departments
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Iden�fies the three func�onal departments, including marke�ng, that play a significant role in the reopening of the park Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying the func�onal departments that are involved in reopening the park
Does not a�empt criterion 5
Roles and Responsibili�es
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Describes the roles and responsibili�es of the func�onal departments in the safe and successful process of reopening the park
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include the roles or responsibili�es of each of the func�onal departments in the safe and successful reopening of the park
Does not a�empt criterion 5
Internal Communica�on
Plan
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Develops an internal communica�on plan in alignment with the brand which includes stakeholders’ feedback legal and
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying
Does not a�empt criterion5
Project Rubric
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feedback, legal and ethical issues, and daily informa�on sharing include iden�fying the internal organiza�onal communica�ons needed; considering stakeholder feedback, legal and ethical issues, and informa�on sharing frequency Methods for Consumer Research Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines two consumer research methods to be used in developing the marke�ng plan and provides ra�onales behind the choices Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying appropriate consumer research methods or providing sufficient ra�onales
Does not a�empt criterion8
Tradi�onal Marke�ng MethodsExceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Determines three tradi�onal marke�ng methods to be used in developing the marke�ng plan and addresses how these methods will help in acquisi�on of new customers, how these methods will help in reten�on of exis�ng customers, and the advantages and disadvantages of these methods Shows progress toward proficiency, but with errors or omissions; areas for improvement may include exploring and iden�fying various tradi�onal marke�ng methods suitable for reopening of the park; sta�ng how these methods can help in acquisi�on and reten�on of customers; sta�ng advantages and disadvantages of tradi�onal marke�ng
Does not a�empt criterion8
Digital Marke�ng Methods Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Iden�fies three digital marke�ng method to be used in developing the marke�ng plan and addresses how these methods will help in acquisi�on of new customers, how these methods will help in reten�on of exis�ng customers, and the advantages and disadvantages of these methods Shows progress toward proficiency, but with errors or omissions; areas for improvement may include exploring and iden�fying various digital marke�ng methods suitable for reopening the park; sta�ng how these methods can help in acquisi�on and reten�on of customers; sta�ng advantages and disadvantages of digital marke�ng
Does not a�empt criterion8
Tradi�onal and Digital Marke�ng to Op�mize Brands Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Explains how the selected tradi�onal and digital marke�ng methods work together to op�mize the brand explains
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying
Does not a�empt criterion 5
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the brand, explains which is the most impac�ul method for the target audiences and most effec�ve method for branding, and describes how both methods support the brand and business growth
include iden�fying the target-audience- based marke�ng methods and explaining the alignment between iden�fied methods of marke�ng; explaining how the iden�fied methods are impac�ul for target audiences and effec�ve for branding and supports the brand and business growth
Crisis Management
Strategies
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Explains the crisis management strategies that address customer expecta�ons to improve brand damage, support employees, and an�cipate crises related to the incident and reopening
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include planning for crisis management pertaining to brand damage, employee support, and an�cipated crisis impac�ng brand image and success
Does not a�empt criterion 5
Legal and Ethical Issues
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Iden�fies one legal and one ethical issue which can occur, referring to the memo provided by the legal team, and provides proac�ve measures to prevent them
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include comprehending the memo from the legal team, iden�fying any of the legal and ethical issues related to reopening, and providing measures to prevent them
Does not a�empt criterion5
Marke�ng Strategy
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Provides a marke�ng strategy that considers digital, tradi�onal, communica�ons and public rela�ons, and event marke�ng strategy
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include providing a marke�ng strategy that considers digital, tradi�onal, communica�ons and public rela�ons, and event marke�ng strategy
Does not a�empt criterion6
SMART Marke�ng Objec�ves
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Iden�fies three SMART marke�ng objec�ves and explains how they align with safety, customer expecta�ons, and profitability
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include the explana�on of the alignment of safety, customer
Does not a�empt criterion5
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expecta�ons, and profitability in rela�on to the SMART marke�ng objec�ve that were iden�fied
KPIs for Marke�ng Objec�ves Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Iden�fies one KPI that can be used for each of the marke�ng objec�ves Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying one KPI for each of the three marke�ng objec�ves
Does not a�empt criterion5
Monitoring Results Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve mannerDescribes the methods that could be used to monitor performance of the three marke�ng objec�ves and provides ra�onaleShows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying suitable method to monitor the performance of the three marke�ng objec�ves
Does not a�empt criterion5
Con�nuous Improvement Process
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner Provides a con�nuous improvement process for preserving brand iden�ty and reputa�on using PDSA methodologyShows progress toward proficiency, but with errors or omissions; areas for improvement may include the con�nuous improvement process following PDSA methodology
Does not a�empt criterion5
Method to Address Nega�ve Public Percep�ons
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Describes two marke�ng strategies to address nega�ve public feedback on social media considering the role of public rela�ons and crisis management
Shows progress toward proficiency, but with errors or omissions; areas for improvement may include providing appropriate marke�ng methods to address nega�ve public feedback on social media, considering how public rela�ons and crisis management can help address this issue
Does not a�empt criterion 5
Ar�cula�on of Response
Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner
Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstra�ng an understanding of audience and purpose
Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, nega�vely impac�ng readability
Submission has cri�cal errors in grammar, sentence structure, and spelling, preven�ng understanding of ideas 5 Total: 100%
7/31/22, 3:00 PM MBA 645 Project Guidelines and Rubric – MBA-645-Q5979 Optimizing Brands 22TW5
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7/31/22, 3:00 PM MBA 645 Project Guidelines and Rubric – MBA-645-Q5979 Optimizing Brands 22TW5
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Capsim Company Progression Presentation
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