Assignment 1 - Solution

Assessment Task 1 Management Plan for Stores of Houzit 1. Marketing Activities Marketing activities should include: - Maga Magazi zine ne adve advert rtis isin ing g and and PR - in-s in-sto torre pr promoti motion ons s - web based promo omotio tions ns.. All of tem are outlined in te !ase Stud".

2. Integration of organizational activities #ntegration of $rganizational $rganizational a%tivities sould in%lude& - visu visual al adv adver erti tisi sing ng lin links ks tr trou oug gou outt - web web add addrress ess on on #l #l mat mater eria iall - PR %op" %op" - use used d in in #l #l med mediu iums ms - ke" words ords tr troug ougo out

3. Monitor Progress 'or e(ample& Return on marketing investment and !olle%ting primar" and se%ondar" data and understanding and anal"zing )ualitative and *uantitative data anal"sis. Return on investment + net pro,t before ta(es  #nvestment 'or e(ample - 1///.////  0 2////// + /.345 + 3.456 )ualitative and *uantitative data anal"sis sould in%lude information from 7amberts !onsulting.

4. Distribution and pricing 8istribution and pri%ing dis%ussions sould in%lude& -

$n-lin $n-line e reta retaili iling ng a new new dist distrib ributi ution on %an %annel nel Pri%e Pri%e of impor imports ts to be monitor monitored ed agains againstt %ompetito %ompetitors rs and and e(%an e(%ange ge rate. rate.

!onsumer per%eption of pri%e and value-ln te end te %onsumer will de%ide if te produ%ts pri%e is rigt. 9en setting pri%es te %ompan" must %onsider %onsumer

per%eptions of pri%e and ow tese per%eptions a:e%t %onsumers bu"ing de%isions. Pri%ing de%isions like oter marketing mi( de%isions must be bu"er orientated.

5. Pl!s ;Pls sould sow& -

market sare + store salestotal estimated market sales Marketing %ost of %ustomer a%*uisition + %ost of marketingTotal new business a%*uired. Sales e%tive of in%reasing total sales b" 3/6 tis "ear provide attainable ?"et %allenging@ ob>e%tives tat will elp tem e:e%tivel" %ontribute to a%ieving "our business ob>e%tive. ;e" terms !urrent sales revenue& Te total dollar value of sales during te %urrent time period. Previous period sales revenue& Te total dollar value of sales during te time period.

Su%%ess indi%ators A positive sales growt per%entage over te spe%i,ed time period.

". Delegation of roles and responsibilities

ob - delegation enables us to gain e(perien%e to take on iger responsibilities. 8elegation %an be used to develop "our people and "ourself - delegation is not >ust a management te%ni*ue for freeing up te boss=s time. As a giver of delegated tasks "ou must ensure delegation appens properl". ust as signi,%antl" as te re%ipient of delegated tasks "ou %an =manage upwards= and

suggest improvements to te delegation pro%ess and understanding - espe%iall" if "our boss %ould use te elp. Managing te wa" "ou re%eive and agree to do delegated tasks is one of te %entral skills of =managing upwards= A simple delegation rule is te SMART a%ron"m or better still SMARTBR. #t=s a *ui%k %e%klist for proper delegation. 8elegated tasks must be& - Spe%i,% - Measurable - Agreed - Realisti% - Timebound - Bti%al - Re%orded  Te steps of su%%essful delegation&

1. Defne the task  !on,rm in "our own mind tat te task is suitable to be delegated. 8oes it meet te %riteria for delegatingC 2. Select the individual or team 9at are "our reasons for delegating to tis person or teamC 9at are te" going to get out of itC 9at are "ou going to get out of itC 3. Assess ability and training needs #s te oter person or team of people %apable of doing te taskC 8o te" understand wat needs to be doneC #f not "ou %an=t delegate.  4 Exlain the reasons  Dou must e(plain w" te >ob or responsibilit" is being delegated. And w" to tat person or peopleC 9at is its importan%e and relevan%eC 9ere does it ,t in te overall s%eme of tingsC ! State re"uired results 9at must be a%ievedC !larif" understanding b" getting feedba%k from te oter person. How will te task be measuredC Make sure te" know ow "ou intend to de%ide tat te >ob is being su%%essfull" done. # $onsider resources re"uired  8is%uss and agree wat is re*uired to get te >ob done. !onsider people lo%ation premises e*uipment mone" materials oter related a%tivities and servi%es. % Agree deadlines 9en must te >ob be ,nisedC $r if an ongoing dut" wen are te review datesC 9en are te reports dueC And if te task is %omple( and as parts or stages wat are te prioritiesC At tis point "ou ma" need to %on,rm understanding wit te oter person of te previous points getting ideas and interpretation. As well as sowing "ou tat te  >ob %an be done tis elps to reinfor%e %ommitment. Metods of %e%king and %ontrolling must be agreed wit te oter person. 'ailing to agree tis in advan%e will %ause tis monitoring to seem like interferen%e or la%k of trust.

& Suort and communicate  Tink about wo else needs to know wat=s going on and inform tem. #nvolve te oter person in %onsidering tis so te" %an see be"ond te issue at and. 8o not leave te person to inform "our own peers of teir new responsibilit". 9arn te person about an" awkward matters of politi%s or proto%ol. #nform "our own boss if te task is important and of suE%ient pro,le. ' (eedback on results #t is essential to let te person know ow te" are doing and weter te" ave a%ieved teir aims. #f not "ou must review wit tem w" tings did not go to plan and deal wit te problems. Dou must absorb te %onse*uen%es of failure and pass on te %redit for su%%ess. 8elegation of roles and responsibilities dis%ussed sould in%lude&  #ou $ in$store pro%otions &on' $ (eb pages Marie $ advertising) P*

F. !ommuni%ation strategies !ommuni%ation strategies dis%ussed sould in%lude& sared emailing formal meetings informal meetings team visits - stores progress %arts. $n%e "ou ave provided te information above "ou need to meet wit te !B$ ?"our assessor@ and dis%uss wit tem te information "ou ave gatered about te proposed marketing a%tivities and "our management plan. Dou sould dis%uss and agree on te proposed delegation of roles and responsibilities for marketing e:orts des%ribed in "our management plan. 9it te !B$=s approval "ou sould develop information to be sared wit relevant personnel in "our organization in%luding all information provided under ea% eading above.

Assessment Task 3 Sta: Support Plan A staEng support plan is a framework tat attempts to s%reen and %ontrol te %osts of uman %apital wile making a base to elp in de%ision making in an asso%iation.  Te plan guarantees %onsisten%" wit state and government ne%essities for e(ample %op"rigt laws prote%tion laws 8ire%t Marketing !ode of Pra%ti%e and maligning laws. #t likewise elps asso%iations %reate ob>e%tives and impa%t staEng metodologies to stakeolders. Gesides an asso%iation %an better %larif" or prote%t its %oi%es to %ontra%t or redu%e personnel given te target anal"sis and %lear tinking tat a staEng support plan o:ers. Mentoring and %oa%ing are wa"s to deal wit adding to workers= potential ?Heneman 3/13@. # built up a staEng support plan for supporting troug people and work groups wit assigned parts and obligations inside Houzit $rganization. Te staEng support plan in%luded data under te a%%ompan"ing eadings&

Strategies  Te strategies %oa%es and mentors utilize %an motivate workers and e(pand eE%ien%". An organization ougt to seek out %oa%es and mentors wo are not esitant to be straigtforward wit sta: %onsidering a legitimate %on%ern for improving te organization. Strategies utilized in Houzit $rganization will in%orporate setting goals and rewarding sta:. Setting goals gives sta: someting de,nite to move in te dire%tion of and %an e(pand eE%ien%" in te work environment. !oa%es and mentors o:er sta: some assistan%e wit %reating goals tat are spe%i,% measurable a%ievable and timel". ?SMART@. Rewards pla" a uge role in motivating sta:. As sta: a%ieve ob>e%tives in te working environment and make enan%ements to teir performan%e %onsidering produ%tive feedba%k %oa%es and mentors ougt to set aside an ideal opportunit" to reward workers and praise teir a%%omplisments.

)esources  Te pro%ess of Houzit $rganization %oa%ing re*uires %ertain resour%es to a%%omplis its ob>e%tives and make te operation a fruitful one. A standout amongst te most important resour%es re*uired for an organizations %oa%ing is an a%%omplised and *uali,ed %oa%. An e(pert %oa% o:ers an organization some assistan%e wit in%reasing its gainfulness organize its ob>e%tives and work towards tem more e:e%tivel". An organizations %oa% sarpens ever" one of te relationsip building abilities tat are basi% to a%ievement. A %oa% will likewise o:er an organizing some assistan%e wit de,ning teir ob>e%tive market and build up teir advertising metodologies. Iotwitstanding ever" one of tese obligations an organizations %oa% %an likewise grow te business and e(pand bene,ts.

(eedback  B:e%tive %oa%es %ompreend te *ualit" and signi,%an%e of giving %onstant performan%e feedba%k to sta: bot positive and remedial. 'eedba%k ougt to appen after te %ollaboration ful,llment of te deliverable or per%eption is made. #t ougt to likewise be spe%i,% wit arti%ulations as JDou made an awesome sowingJ. Positive feedba%k forti,es performan%e. #ndividuals will normall" go an additional mile wen te" feel re%ognized and a%knowledged. At te point wen te remedial input is taken %are of inade*uatel" it will be a notewort" sour%e of %onKi%t. 9en it is taken %are of well individuals will en%ounter te bene,%ial out%omes and performan%e is reinfor%ed ?Moutino 3/13@.

*er+ormance Bvaluation of te sta: weaknesses in Houzit $rganization is ver" vital. $ne ougt to onsider variables for e(ample lateness %orresponden%e issues te absen%e of e(%itement or drive poor understanding of materials or pro>e%ts and trouble %oe(isting wit oters. $ne ougt to work wit ever" member of sta: to %ome up wit *uanti,able ob>e%tives for development. 7ikewise one ougt to devise a framework to tra%k ever" sta:s advan%ement and %e%k in %onsistentl". #f a member of sta: as an issue wit parti%ipation or lateness for e(ample one ougt to make an attendan%e %art and o:er positive feedba%k - for e(ample applause or a%knowledgment - for good parti%ipation ever" week. 'or sta: wit spe%ialized issues or an absen%e of %ompreension training on %omputer pro>e%ts or frameworks %ould be advertised. $ter approa%es to keep tabs on sta: development ma" in%orporate aving workers monitor teir da" b" da" or week after week deals numbers ?Seean 3/11@.

+cenario 1,  To assist Marie to a%ieve te re*uired marketing out%omes # would provide one-on one %oa%ing b" following some steps. Sin%e Marie is un%ertain in er undertakings # would put er at ease. Su% is a %ru%ial initial pase in te %oa%ing session as it would elp er gain trust in wat se does. # would ten dis%over wat Marie alread" knows. 'or instan%e se alread" as some skills in advertising. $n%e de%ided tis %an serve as a ground for new data and would likewise elp me to re%tif" an" wrong information tat se ma" ave. Marie needs assistan%e in web marketing and web design. Hen%e # would displa" data or sow work te%ni*ues on tat ,eld. After tat # would repeat te presentation of te data te%ni*ues tat se needs on%e more. Repetition builds te %an%es of %ompreension and olding te data. Sin%e Marie is a sarp learner # would evaluate te learning se as undertaken to ,gure out weter se %ompreended te data introdu%ed or if se %an perform te skill as illustrated. Marie does not ave te %ertaint" to settle on %oi%es. To o:er er some assistan%e wit getting troug tis # would give feedba%k and let er know weter se as e:e%tivel" learned wat was introdu%ed. #f not # will go over

wat still needs some work. At long last # would assess Marie=s >ob e(e%ution b" o%%asionall" verif"ing weter se is a%%uratel" implementing te learning or strategies. # would ten reward er b" %ongratulating or giving er some oter sort of prize for mastering te area tat re*uired %oa%ing. Su% will in%redibl" inspire er and elp er %ange ow se sees tings in a marketing perspe%tive.

+cenario 2,  Ton"s performan%e to-date as raised %on%ern tat triggers me to take some %orre%tive measures to ensure tat marketing out%omes %ontinue to be a%ieved.  Ton" is not a keen learner of di:erent t"pes of marketing apart from web marketing. # would fo%us on tat parti%ular a%tivit" instead of is personalit" or attitude. 9en one fo%uses on a parti%ular %ondu%t te individual will more likel" ave te %apa%it" to %ompreend wat one needs and w" and feel less defensive about it ?Sontakki 3/1/@. 7ikewise e sees is insigt as is s%olarl" %apital and is never *ui%k to sare it wit an"bod". He additionall" e(ibits tougts for web market tat are uneti%al under te organization=s eti%al prin%iples. # would depi%t te out%omes of  Ton"=s %ondu%t. G" outlining te out%omes one elps te members of sta: some understand te business e(planations beind w" one as determined te %ondu%t to be an issue and tat it is not >ust Jpersonal.J # would give great marketing reasons w" te issue must be solved and out%omes for inabilit" to %ompreend. 'or instan%e # would e(plain to im te importan%e of being diverse on te ,eld of marketing so tat wen one ting fails tere is an alternative. # would also sow im te importan%e of teamwork and tell im te %onse*uen%es tat ma" arise from presenting uneti%al ideas on te %ompan"s website. #n some %ases tings are not wat te" seem b" all a%%ounts to be for e(ample wen # realize tat te organization=s website as %onne%tions to a ome business tat Ton"=s %ompanion works in providing installation administrations witout m" endorsement. M" %allenge dealing wit su% dis%iplinar" matters is to utilize m" de%ision-making abilit" in de%iding wat measures to take and o:er well-reasoned >udgment on te most pro,%ient metod to manage te %urrent issue. Referen%es Heneman H.