UET TAXILA

MARKETING
MANAGEMENT

SUBMITTED TO: MAM FATIMA TAFAKHUR

SUBMITTED BY: NOOR-UL-AIN

REGISTRATION #: 21-SE-78

SECTION: OMEGA
 CHAPTER 1: MANAGEMENT AND ORGANIZATIONS
Case Application 1-More than a good story

1. As the company’s top managers, what issues might Bert and John have to deal with? Be
as specific as possible. Which management functions might be most important to them?
Why?

The number and type of issues may from time to time or may arise as influenced by many
factors, however, a few of the issues might face as tabulated under:

ISSUES:

As the top manager of their company, Ben John must establish the plans and goals and make
some big decisions, such as which market they want to develop, how much they want to earn a
year, and ich partners they want to cooperate with so on. As the top managers of the company
Bert and John might face the following issues;

a. Leadership
b. Egoistic Approach
c. Motivational issue
d. Cultivating Leadership Approach
e. Communication

Most important management function: There are five basic functions tabulated as under:

a. Planning
b. Organizing
c. Staffing
d. Leading
e. Controlling

All managers at all levels of every organization perform these functions. but in this case,
Controlling would be the most important function, which gives the basic drive to run the
business. Because Life is a good company is a mature company, which matters rules, middle
managers first managers. also has mature markets. As the top managers, the most important
function is controlling now.

2. Using descriptions from the describe Bert and Jhon's managerial style. Would this
approach work for other organizations? Why or why not?

Bert and John's managerial style is managing people who act. It can work for other organizations
as well. Bert and John, set up a motto and enhance the company’s culture to let employees feel
themselves to be constructive parts of the company.

3. How do you think the company’s motto "Do What you like, like what you do" might
affect how managers? Be Specific.
The motto “What you like, Like What you do" might affect the kind of employees the
managers want to hire and how they encourage their employees to work hard. The motto is a
kind of company true, and it can help employees to identify Company. It can be claimed that the
motto Do what you like, like what you do works as a catalyst in the growth of the company.

4. What managerial challenges might there be in having friends work for your business?
How
could these challenges be kept inconsequential?
The challenges in having friends work for your business might be hard to manage. Sometimes
they don’t think you are the boss, they think you are just friends, but it’s easy to deal with
talking to friends and making sure they know their roles. Let them know here is the business,
and there are rules in the company, everybody should follow the rules, nobody except.

5. Would you want to work for a company like this? Why or why not?
To answer that would I work for a company like Life is Good? Yes, that would be my reply.
Foremost of the reason would be that the company promotes and maintain a stress-free
environment for all employees, this good management Style encourages the employees to learn
new things and improve their performance thus leading to a positive productivity note.

6. In what ways would the Life is good managers (corporate and retail store) must deal
with the challenges of customer service, innovation, and sustainability? Be specific in your
description.
Managers at Life is Good are requires utilizing their skills and bring on the right amount of
motivation to run the company.
• Challenger
Managers might have to deal with the following challenges:
a. Achieving Goals
b. Getting the best out of employee
c. Dealing with underperforming employees
d. To hire the right person
e. Crisis Management
f. Improvement in company
• Importance of innovation:

Innovation is a critical factor in a growth of a company, it means things differently, exploring

new territory, and taking risks. Innovation can be the application of new ideas to the products,
processes, or other aspects of the activities of a company that leads to increased "value." For a
company like Life is good managers must be abreast with the latest ideas and global trends.

Case Application 2 – Flight Planes

1. Using the four functions as your guide, what challenges would Jeff Bourk face in
managing the Branson Airport?
Different challenges that might have to face.

• Challenge to achieve Peet's goal of 250000 passengers a year. "The Airport needs only 685
(five to six planeloads) passengers a day.
• Challenge of Branson City officials does not even want to pay $8.24 per passenger. Means
provide
• Challenge of accessing the location because it is not easily assessable by the Air service.
• Construction work on the Airport terminal and runway issues.

While managers are called upon to perform all the basic functions of management, planning,
organizing, leading, and controlling, most top managers, executives, and CEOs focus on
planning. While Jeff is an executive of Branson Air Express, his biggest job is setting the
strategy, plan, goal, and of the airport.
2. Again, using the four functions as your guide, do you think the managerial challenges
Jeff Bourk faced when getting the airport up and running are different from what he faces
now in overseeing the airport’s operation? Explain.

As in the first question, Jeff needs only managerial skills for building an airport. But now he
moves toward the operational and implementational stages. He needs to be more included in
many things. He will face different kinds of new challenges.

Different operational challenges that Jeff could face :

• Planning:

Being ready for any unseen or unusual situation.

• Organizing:

Organizing employees to construct the airport and then going to run the day-to-day operations
i.e., Scheduling personnel, keeping security, managing HR troubles, and Finance issues takes a
lot of time. And what could be the measures to cope with natural disasters and bad weather?

• Leading:

Leading may also be important for the motivation of Airport employees for desires to be
sustained. You will check that is organization’s operations with employees and the employee’s
operations with passengers are going right.

• Controlling:

Finally, control mechanisms need to be in a location to nuke sure that the operations of the
airport run smoothly, and safety regulations are followed.

3. What management roles would Jeff Bourk be playing as he (a) negotiates new contracts
with potential airlines, (b) works with the airport employees in providing a high level of
customer service to arriving and departing passengers, and (c) resolves the contractual
issues with the city of Branson? Be specific and explain your choices.

The role is a set of specific tasks a person performs because of the position he holds.
According to Mintzberg, there are three kinds of roles that a manager can perform

l- Interpersonal Roles

2- Informational Roles

3- Decisional Roles

(a) Negotiates new contracts with potential airlines :

According to the statement, Jeff will perform the role of a negotiator. So, this could be the
negotiator role which comes under the sub-roles of the decisional role manager. As the
negotiator role represents the organization at major negotiations like participating in union
contracts or negotiating new contracts with others.

So, he will perform this task as a Decisional role manager.

(b) Works with the airport employees in providing a high level of customer service to
arriving and departing passengers,

According to this statement, Jeff will play a leadership role. As the leader rob managers try to
motivate, encourage, and guide employees to increase their output or work performance of the
employees. A leader role is a sub-role of the interpersonal role. So, he will perform this task as
an Interpersonal Role Manager.

(c) Resolves the contractual issues with the city of Branson.

Under the decisional role, he will perform both negotiator and disturbance handler roles. As he
has a contractual issue could be through a negotiator role or the other can be solved through the
disturbance handler role

4. What skills would be most important to a manager like Jeff Bourk? Explain your
choices.

According to me, I think both Conceptual and Human skills could be more important for him

Conceptual Skills:
These are the skills that the manager uses to diagnose and analyze a situation and finds its cause
and effects of it and predicts a creative solution for it. Jeff Bourk is the CEO of the organization
so that is why conceptual skills are more important to him. As we know that conceptual skills are
more linked to top-level managers. So as a top-level manager and having conceptual skills he
should have to be ready for every kind of situation. As he is running a large organization there
could be different kinds of unseen situations that can be occurred there.

Human Skills :

The skills include the ability to understand human behavior, communicate effectively with
others, and motivate individuals to accomplish their objectives. As he is running a large
organization so, he will face different kinds of people with different personalities. So, having
these skills would help him to understand the behavior of different people. Like how to deal with
them because we all human beings are different from each other, and each has its own liking or
disliking and has its own behavior. These skills could also be important for him because he
could face a diversity of people.

CHAPTER 2: UNDERSTANDING MANAGEMENT’S

CONTEXT

Case Application 1: Out of Control

1. Using Exhibit 2-5 and the information from the case, describe the culture at Toyota
Motor Corporation. Why do you think this type of culture might be important to a
car maker?

Toyota is a well-recognized company with the title of being known as the world's largest
carmaker. To have achieved such a title, Toyota must have key values that are deeply held and
widely shared by its employees. Based on exhibits 2-5 Toyota has an innovative culture that is
team-oriented which allows them to remain stable even while taking on risks. This type of
culture might be important to carmakers because Toyota owns 11 .7 percent of the car industry's
market and despite their organizational culture shift due to poor innovative risk-taking when it
came to quality, other carmakers should find Toyota's initial culture to be the reason tar their
long-term success and growth.

2. How do you think a long-standing culture that had such a strong commitment to
quality lost its ability to influence employee behaviors and actions? What lesson can
be learned about organizational culture from this?

There are many dimensions to an organization's culture and a few of them could have accounted
for Toyota's relationship with its employees. Firstly, attention to detail is a necessity when it
comes to quality assurance. The degree to which Toyota's employees were exhibiting precision,
analysis, and overall paying attention to the quality content of the car brought the reduction in
the cars they were making quality. However, a lack of attention to detail comes from the degree
to which the managers of the company focused on results or outcomes rather than how the
outcomes were achieved. Therefore, this made the organization not have a strong culture. The
lesson from this case is that as the manager I must focus on how the outcome must be achieved.

3. Do think it was important for Mr. Toyoda to apologize for the company's decisions?
Why? (Think in terms of the company's stakeholders)

As president. Mr. Toyota is responsible for setting the vision and values of Toyota. He fulfills
the figurehead roles of management. By making a public announcement Toyota was able to
address a large group of organizational stakeholders including customers, advocacy groups
suppliers, and employees his one wrong vision had put the company's repo at risk so he should
apologize.

4. What did other organizations learn from Toyota’s experiences about the
importance of organizational culture?

Many times, companies are victims of their own success. The Toyota of the 70 was not
perceived as establishing the image they have today and then more time to become the world’s
leading automaker After this success, Toyota took for granted that new employees would hold to
the values of quality. The important values that drive a strong culture must be continually
reinforced, not only for new employees, but exalting employees as well So, he will perform this
task as a Decisional role manager.

Case Application 2: Dressing Up

 1. According to the case, what external trends did managers at Kohl's have to deal
with? In addition to these, what other external components might be important to
these managers? How might they keep track of changes in these components?

• Addressing the needs of consumers

• Identifying their target demographic.

Demographic variables

Age, income and geography, household size, education, occupation, gender Locating physical
store location to be accessible for customers.

External components might be important to these managers

• Demographics is an important external component for managers.

• The Political and Regulator

• The Economic

• The Technological Component

• The Social and Cultural Component

Constantly updating themselves on the demographic:

• Through Census

• Conducts Surveys

• Department of Labor and Statistics

2. If you were a manager at Kohl's headquarters, what types of external

information might you want? What if you were a manager of a local Kohl's store?
What types of external information might you want?

As A Manager at Local Kohl's Stare:

If I were a manager at a local Kohl's stare the types of external information that I would
want and would consider are demographics and technological information. Having the
demographic information is vital because the need for connecting with consumers is
becoming increasingly necessary to build a customer base and increase retention

• This connection cannot be made if the company’s target market isn't clearly defined.
Though there is no one category that everyone in the target market will fit into, Kohl's
needs to define its market not just on a grand level, but on a microscope level. This includes
knowing what the prevalent race, culture, age group, and many more components are in
the environment management decides to build a branch in.

• We need to know what is important to that specific group and what affects/drives it. As
management, I would collect data from the target group on a surface level and on a deeper
level then translate that information into a useful strategy to attract.

• Technological information is necessary because we now live in an age where everything is

expected to be fast and smooth.

As A Manager at Kohl's HQ

• To check out which product is unavailable in other stores

• An eye on other companies’ department stores
• Changing trends
• Using customer’s valued feedback as info and taking decisions on that basis
• Can attract customers by placing the product in our store
• Customers priorities
• Regular contact with suppliers
2. In what cell of the environmental uncertainty matrix would you place Kohls? Why?
How might Kohl's managers "manage" the environmental uncertainty?

Kohl's has done well so far in a difficult industry but faces some serious challenges. In
addition to the uncertain external environment, competitors ranging from JCPenney and
Sears to Macy's have copied its approach. Retailers such as Old Navy (a unit of Gap, Inc.)
and American eagle have shifted from trendy teenage fashion toward clothing that appeals
to moms. On the discount end, Walmart Stores have added national brands and improved
the quality of its apparel.
• Work on changing demand on time
• manages a relationship with customers
• utilize efficient technological information systems
• maintain a good supply chain
• Finally maintain a good organizational behavior

4. What stakeholders do you think might be important to a company like

Kohls’s? What issues/concerns might be important to those stakeholders? Explain
your choices.

The groups that are the most influential in their immediate situation are customers, suppliers,
and competitors.
• About customers, Kohl's has done a good deal of research on the desires of "soccer
moms" and has based its strategy of store placement on a model that appeals to this
demographic.
• Suppliers are also important as Kohl's has sought to attract their customers with
product lines that are both traditional (i.e., Sag Harbor and Jockey) and store brands
(i.e., Casa Cristina and their own line from the Food Network). Finally, competitors
are a major concern for Kohl's as they seek to go against both discount retailers and
higher-end retail chains. ADDITIONAL CHAPTER INFORMATION different
examples of organizational culture in business publications such as the Wall Street
Journal ("Marketplace" section).

• Competitors are a major concern for Kohl's as they seek to go against both discount
retailers and higher-end retail chains. ADDITIONAL CHAPTER INFORMATION
different examples of organizational culture in business publications such as the Wall
Street Journal ("Marketplace" section).

CHAPTER 3: MANAGING IN A GLOBAL

ENVIRONMENT

Case Application 1: Held Hostage

1. What’s your reaction to these events? Do you think your reaction is influenced by the
culture, values, and traditions of the country in which you find yourself? Explain.

The most frequent response I receive to this issue is that the French employees went too far and
broke the law by imprisoning bosses against their consent. I believe that in some societies, but
not in all, this history of holding managerial personnel hostage and engaging in civil
disobedience may be justified. To further understand how the actions of the French employees in
this instance a reflection of their culture should look at the case and France's history of protests.

2. Look at what Hofstede’s and the GLOBE findings say about France. How would you
explain these workers’ actions given these findings?
France typically scores low on masculinity, moderately high on individuality, moderately high
on uncertainty avoidance, and moderately high on power distance, according to Hofstede's
dimensions. These results show that French employees are more prone to adopt assertive
positions on topics while also having greater levels of uncertainty avoidance and believing in the
pursuit of the truth. It is clear from their responses that these workers' responses align with their
national culture, especially when coupled with their thoughts on power being dispersed fairly.

3. We’ve said that it’s important for managers to be aware of external environmental
forces, especially in global settings. Discuss this statement considering the events described.
A deeper comprehension of the culture, in this case, would demonstrate to management that the
actions taken by the French employees are motivated by a desire to improve working conditions
for other employees and are not likely to harm the person being held, in contrast to a situation
where hostages are taken in other countries with the threat that they may be harmed or killed for
ransom. If the source of this behavior is not identified, it could trigger an excessive reaction that
could result in violence and even fatalities.

4. What might the French managers have done differently leading up to the point at which
workers felt they needed to take their managers hostage to be heard? Explain.
These situations may be avoided with better communication regarding working conditions and
employee attitudes toward workplace reforms.
Other strategies that would have boosted employee participation in decision-making may have
been presented by managers.

5. Do you think something like this could happen in the United States? Why or why not?
Every culture has unique rules regarding how to address business issues. Employees here have
their own way of managing circumstances that would be considered inappropriate in other
cultures, even though it is unlikely that taking management hostage will ever catch on in the US.
For instance, in the US, the threat that a worker would demand greater pay or quit the company
may be fine, but it would be considered in poor taste in other countries that are more collectivist
or had a higher power distance.

Case Application 2: Global Stumble

1. What obvious cultural differences between Nomura and Lehman do you see in this
situation?

• work environment cultures

• Tension over executive compensation
• Treatment of women in the workplace
• The process for getting approval on deals was slower and more difficult than before men and
women were separated during training.

2. What global attitude do you think characterizes Nomura? Be specific in your

description. Do you see any evidence of that charging?
• Initially, Nomura adopted the Ethnocentric Attitude. they believed their own people are
the best choice to run foreign operations and that the best choice to run foreign
operations and that the practice of the Tokyo HQ should be adopted at their overseas
offices.
• Progressively moving towards a Geocentric Attitude. Nomura started promoting a
mixture of nationalities from Europe and Asia to their high-ranking positions. also,
transferred 2 of their Japanese heads of divisions to London and New York.
 3. Do some cultural research on Japan and the United States. Compare those
cultural characteristics. What similarities did differences exist? How might these
cultural differences be affecting the situation at Nomura?
Students can find information on cultural differences from several sources including the
Department of Commerce, and the International Trade Administration (http://trade.gov/).
For individuals traveling to another country, there is information available at the US State
Department (http://travel.state.gov/). Students can also compare Geert Hofstede’s findings
on both national cultures at (http://www.geert-hofstede.com/index.shtml). This website
shows graphically how the cultures compare on the five dimensions. In comparing the US
with Japan, the US is more individualistic than Japan, while Japan is higher on the
dimensions of masculinity, uncertainty avoidance, and long-term orientation.

5. What Could Nomura managers do to support, promote, and encourage

cultural awareness among employees?

Education: building cultural knowledge and its benefits

Celebrate diversity: holiday policies, hosting a staff dinner with the theme of cultural awareness.

Company Leadership: seek out minority employees for leadership positions.

Diversity Training: can help employees to recognize prejudices and cultural assumptions.

6. What do you think the statement, "When your business is global,

management needs to the global,” is saying? In your opinion, is Nomura doing this?
Explain.

It is needed to move towards a geocentric attitude that requires eliminating and developing an
understanding of cross-cultural differences. Nomura is trying to apply this attitude and is in the
progress of moving towards being Geocentric for a better working environment for its staff and
for the business.

CHAPTER 9: STRATEGIC MANAGEMENT

 Case Application 1: Gaga Over Gaga

1 . How is strategic management illustrated by this case story?

There is a lot at stake when a label decides to invest in a new star. In today’s highly competitive
music industry, there is a great deal of planning that goes on behind the scenes – Just like a
company that launches a new product. According to the case, “Gaga’s persona has been a
calculated strategy”. It would be risky for any record label to put the time and energy into a new
star without planning for competitive advantage or strategic planning.

2 . How might SWOT analysis be helpful to Lady Gaga as she and her advisor manage her
career?

A SWOT can be used for many purposes. In this case, a SWOT analysis could help point the
singer to the best type of music, considering her singing ability, and point toward new
technological opportunities that might be under-utilized by another artist.

3 . What competitive advantage do you think Lady Gaga is pursuing? How is she exploiting
that competitive advantage?

From the case, Lady Gaga has “spawns’ awareness of the power of digital media and her
exceptional ability to exploit it.

ND “Her persona is built for the online generation. ” This is important as fans often download
songs from the internet for free and in the process deny record labels revenue for record sales.
Gaga has also taken advantage of new contract formats, such as the 360-degree deal, where a
label Invests more money upfront. On marketing, for example? But in return, gets a piece of
merchandise sales, touring revenue, and other earnings artists usually kept for themselves. And
finally, Saga’s persona Is one that “cuts across disparate subcultures” which results in the
potential to attract a diversified fan base.

4 . Do you think Lady Saga’s success Is due to external or internal factors or both?
Explain.
Students may have a strong opinion of Saga’s talent. However, It Is possible that Gaga could be
in the right place at the right time – taking advantage of an opportunity that exists in the record
Industry. Remember Vanilla Ice? Whether she has the pipes to stay in the music biz will show in
the long term.

7. What strategic Implications does the suggestion that ere ability to remain a
music Industry mainstay depends on her ability to evolve have?

For companies to remain on top for any length of time, they must be flexible and continually
Innovate. On the other hand, It Is difficult to radically change a product without losing the Image
the company has worked so hard to build. As Lady Gaga Is currently riding the fashion Wave,’
she and her team will have to carefully tread the line between totally re-lengthen themselves to
stay relevant or staying true to what made her successful to begin with. Gaga has “savvy
awareness of the power of digital media and her exceptional ability formats, such as the 360-
degree deal, where a label invests more money upfront? At least, Saga’s persona is one that “cuts
across disparate subcultures” which results in the potential to attract a diversified fan base.

CASE APPLICATION 2: FADED SIGNAL

1. What strategic mistakes did Nokia make in the U.S. market?

When you must take over the market you need to come up with creative ideas and give
something new to customers if your competitors do so. And here Nokia lacked, when Apple
launched the new, I phone they have nothing to come up with to cater to the need of Americans
to use touch screens with thousands of features. Secondly, they didn’t have knowledge of the
market correctly, they used the European model when half of the US used the CDMA format.

2. Why do you think a “smart” company makes “dumb” mistakes?

Smart companies make dumb mistakes when they underestimate the changes. More than 90
percent of innovation initiatives fail to achieve their return on investment targets. Poor
management decisions and a lack of marketplace savvy often undermine even huge research
efforts.
3. What strategies is Nokia using to revitalize its North American business?

In the US, Nokia didn’t address the changing needs of the customers ending up in a downfall.
Now to expand their influence on US people they started partnerships with companies like
Microsoft, AT, and Qualcomm. This partnership can be seen as a growth strategy.

4. How could Nokia have done better at using strategic management? What does this case
story tell you about strategic management?

The following are the main reasons:

1. It could not give something new when its competitors bought new technologies in the
market. If they had something new to launch the condition would have been better.

2. Another drawback was that they didn’t meet the changing taste of their users. The users
are going to buy your product or services, if you want to stay in the market you have to
satisfy them. If Nokia had considered this the condition would have been changed.