What Should Sonic’s Mission Be?

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As an assistant to Jane Melody, Sonic’s chief marketing officer, you’ve been assigned to draft a mission statement for top management’s review. This should cover the competitive spheres within which the firm will operate and your recommendation of an appropriate generic competitive strategy. Using your knowledge of marketing, the information you have about Sonic, and library or Internet resources, answer the following questions.

· What should Sonic’s mission be?

· In what competitive spheres (industry, products and applications, competence, market-segment, vertical, and geographic) should Sonic operate?

· Which of Porter’s generic competitive strategies would you recommend Sonic follow in formulating its overall strategy?

As your instructor directs, enter your answers and supporting information in a written marketing plan to document your ideas.

In this instance, Sonic is a fictional cell phone company

Why are most healthcare providers able to charge different groups of purchasers different prices for the same products?

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1.Why are most healthcare providers able to charge different groups of purchasers different prices for the same products?

2.Price discrimination requires the ability to distinguish customers who are the most price- sensitive and the ability to prevent arbitrage (resale of your products by customers who buy at low prices). What attributes of healthcare products make these tasks easy to do?

3.Can you think of a healthcare firm that does not price discriminate (i.e., charge different customers different amounts for the same product)?

4.Your firm spent $100 million developing a new drug. It has now been approved for sale, and each pill costs $1 to manufacture. Your market research suggests that the price elasticity of demand in the general public is −1.

1.What price do you charge the public?

2.What would happen to profits if you charged twice as much?

3.What role does the $100 million in development costs play in your pricing decision?

4.The Medicaid agency has made a take-it-or-leave-it offer of $2 per pill. Do you accept? Why or why not?

Stakeholder strategy development and portfolio analysis

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Page 1 Kaplan Business School Assessment Outline

Assessment 2 Information

Subject Code: MBA501 Subject Name: Dynamic Strategy and Disruptive Innovation Assessment Title: Stakeholder Strategy development and Portfolio Analysis Assessment Type: Presentation – 30 slides Weighting: 40 % Total Marks: 40 Submission: Turnitin Due Date: Week 9

Assignment Part 1 (20 marks): Stakeholder Strategy Development

Identify the generic strategy programs available for the four stakeholders of Facebook identified in Assignment 1. You are to provide recommendations on most suitable strategy approach for each stakeholder type and discuss implementation.

Assignment Part 2 (20 marks): Portfolio Analysis You are required to review an organisation case study including statistical information on business unit performance and current market conditions. You are to conduct a Portfolio analysis based on BCG matrix, GE-McKinsey matrix, and Synergy matrix. The case study to be shared among students in week 7. Assessment Description Part 1: Stakeholder Strategy Development

A. Generic Strategy Programs

Based on week four workshop discussions, analyse the generic strategy programs available for each stakeholder type in the context of stakeholder analysis conducted in assignment 1 for Facebook.

B. Recommended Strategy Recommend a specific strategic program for each of the four identified stakeholders that are consistent with one of the generic programs identified in Part 1A.

Page 2 Kaplan Business School Assessment Outline

C. Strategy Implementation

Based on workshop five discussion, analyse different elements of strategy implementation in the context of recommended strategies identified in Part 1B.

Part B: Portfolio Analysis

A. Business Portfolio Analysis

Based on the case study circulated in week 7, plot each business unit on a BCG matrix, GE-McKinsey matrix, and Synergy matrix.

B. Business Portfolio Recommendations

Provide recommendations to the organisation for the strategic management of each business unit with explanations for each recommendation.

Assessment Instructions

o Should not go beyond 30 slides.

o Slide/s should be allocated for references – these slides will not be considered in the slide count (30).

o Incorporate journal articles, prescribed text, other books, etc. into the analysis.

o Need to use the notes pane to explain the points/ analysis indicated in the slides. The write up in the notes pane should not exceed 200 words per slide. Use the notes pane only when it is necessary.

o Important to explore MBA 501 workshop 4,5, and 7 content for this assessment

o For Part B, you are not expected to research the different industries mentioned in the

case study. The focus should be on researching, analysing, and applying portfolio management and dynamic capability related theories, concepts, and scholarly views.

o A sample slide template (structure and key slides) will be shared with the case study.

o Study the attached assessment rubric carefully.

o Watch the assignment briefing webinar conducted by the Subject Coordinator – refer

subject welcome message from the Coordinator for the date and time.

Page 3 Kaplan Business School Assessment Outline

Important Study Information Academic Integrity Policy KBS values academic integrity. All students must understand the meaning and consequences of cheating, plagiarism and other academic offences under the Academic Integrity and Conduct Policy. What is academic integrity and misconduct? What are the penalties for academic misconduct? What are the late penalties? How can I appeal my grade? Click here for answers to these questions: http://www.kbs.edu.au/current-students/student-policies/. Word Limits for Written Assessments Submissions that exceed the word limit by more than 10% will cease to be marked from the point at which that limit is exceeded. Study Assistance Students may seek study assistance from their local Academic Learning Advisor or refer to the resources on the MyKBS Academic Success Centre page. Click here for this information.

http://www.kbs.edu.au/current-students/student-policies/
https://elearning.kbs.edu.au/course/view.php?id=1481
Page 4 Kaplan Business School Assessment Outline

Assessment Marking Guide

Criteria Fail below 50% Pass 50% – 64% Credit 65%– 74% Distinction 75%-84% High Distinction over 85%

PART A Generic strategy programs

(7.0)

Critical analysis and engagement of generic

strategy programs

The insufficient justification for

stakeholder categorisation. Lack of

discussion about generic strategy programs.

A basic justification for stakeholder categorisation. The categorisation is in line with the analysis to some

extent. A basic indication of the generic strategy

programs; insufficient integration with the case

study company.

Provided enough justification for stakeholder categorisation. The categorisation is in line with the analysis. Engaged literature to some extent to strengthen the

arguments. Discussed and integrated the generic strategy

programs to the case study company. Integrated journal

articles, prescribed text, other books, verified websites, etc. into

the analysis to some extent.

Provided sound justification for stakeholder categorisation. Good

analysis of generic strategy options in the context of the case study

company and engaged literature and scholarly views to strengthen the

arguments. Integrated journal articles, prescribed text, other books, verified

websites, etc. into the analysis.

Comprehensive analysis of generic strategy options in the context of the

case study company. Very good justification for stakeholder

categorisation and supported the arguments with scholarly views.

Integrated journal articles, prescribed text, other books, verified websites, etc. into the analysis very

well.

PART A Strategy Recommendatio ns

(5.0)

Comprehensive, strategic and in line with the stakeholder model

Recommendations are missing or incomplete

Recommendations are very general in nature – there is a

disconnect between the analysis, categorisation and the recommendations. Either

few or long list without sufficient justification.

The recommendations are broadly in line with the stakeholder analysis

and categorisation. Sufficient justification for the

recommendations and integrated the generic strategy options sufficiently. Some research

evident.

Recommendations are in line with the stakeholder analysis and stakeholder categorisation. The recommendations flow from the generic strategy option

analysis. Need to justify further. Engaged literature when justifying the

recommendations.

Comprehensive recommendations that cover the chosen stakeholders

well. The recommendations are entirely in line with the analysis and

categorisation. The recommendations are emerging from the generic strategy options and provided a good justification. Engaged literature well to justify.

PART A

Strategy Implementation

(5.0)

Analysis of important elements in strategy

execution

Insufficient discussion

about strategy implementation.

Some discussion on strategy

implementation. Basic engagement of elements

discussed during the course under strategy

implementation.

Engaged different elements that

come under strategy implementation sufficiently. Linked

to strategy to some extent but overall, the coverage of

implementation lacks depth

Linked strategy implementation related aspects with the chosen strategy and elements discussed

during the course. The implementation issues and

recommendations are justified well.

A comprehensive coverage of

different elements discussed under strategy implementation and

provided relevant recommendations on implementation in the context of chosen strategies. Provide literature

support to strengthen the arguments.

PART B Business Portfolio analysis

(10.0)

Understanding of

concepts and appropriate plotting of companies

Weak understanding of portfolio management related concepts and incorrect plotting of

companies

Basic understanding of Portfolio management concepts. Plotted the

companies correctly to some extent but the analysis is

incomplete or lacks depth.

Demonstrated an adequate understanding of portfolio concepts and sufficient application. Plotted

the companies correctly and justified the analysis with some

literature integration.

Good understanding of portfolio management related concepts.

Correctly plotted the companies and provided an extensive analysis by justifying and integrating journal

articles, prescribed text, other books, verified websites, etc.

Demonstrated a very good understanding of Portfolio

management related concepts. Comprehensive analysis with a

significant number of scholarly views and literature integrated into the

analysis.

PART B Business Portfolio recommendation s

(7.0)

Integration of literature

and justification

Insufficient justification of recommendations.

Basic recommendations and insufficient justification. Some

evidence of research.

Sufficient indication of recommendations. Provided

adequate justification and some literature support.

Recommendations are in line with the analysis.

Provided sound justification for the recommendations. Integrated journal articles, prescribed text, other books, verified websites, etc. to some extent.

Comprehensive recommendations are covering multiple aspects.

Provided very good justification. Evidence of extensive research and analysis: journals, prescribed text, other books, verified websites, etc.

Page 5 Kaplan Business School Assessment Outline

OVERALL Structure

(Part A: 3) (Part B: 3)

Adherence to KBS

referencing guidelines and slide construction skills;

amount of text, logical use of images, colour

schemes, fonts, use of slide space, notes pane, and professional feel to

slides.

No structure to the assessment. The Slides

are text-heavy, busy, and audience unfriendly

(colour schemes, fonts, layout, efficient use of slide space, etc.). Non-

adherence to KBS referencing guidelines.

Followed KBS referencing guidelines sufficiently. Slides are reasonably professional; somewhat text-heavy, busy

but audience-friendly. Utilised the notes pane adequately.

Followed KBS referencing conventions sufficiently. Slides are

good; sufficient amount of text, used slide space efficiently, colour schemes, fonts, etc. Utilised the

notes pane adequately.

Good slide construction skills. The right amount of text supported by notes in the notes pane. The slide

deck is audience-friendly. Followed KBS referencing conventions well.

Audience friendly slide deck with very good slide construction skills. Utilised slide space effectively and

integrated images, fonts, colour schemes, etc. in a professional

manner. Followed KBS referencing guidelines well and used the notes

pane well.

Assessment 2 Information
Subject Code:
Subject Name:
Assessment Title:
Presentation – 30 slides
Assessment Type:
Weighting:
Total Marks:
Turnitin
Submission:
Week 9
Due Date:
MBA501
40 %
Dynamic Strategy and Disruptive Innovation
40

Analyze the case study titled “Vodafone: A Giant Global ERP Implementation” on pp. 376-378 in your textbook.

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MBA 5401, Management Information Systems 1

Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to:

9. Examine advanced information systems solutions such as ERP (enterprise resource planning) and SAP (software application and products). 9.1 Explain the value added to organizations by implementing advanced information systems

solutions. 9.2 Examine different advanced information systems solutions available for businesses. 9.3 Analyze different features and functionality offered by advanced information systems solutions.

 

Reading Assignment Chapter 9: Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Chapter 10: E-Commerce: Digital Markets, Digital Goods

Unit Lesson Advanced Information Systems What exactly are advanced information system solutions? Most people who have worked in an office setting have a good understanding of the processes that affect their everyday lives. They understand that the data they enter or scan is stored in a database, and certain processes they run may close out a monthly account, process a payroll run, or bill a customer. These types of processes, while they seem separate, are often very integrated. In years past, organizations had large mainframes. These mainframes had to process transactions in batches, usually at night, and until that batch process happened, the screens you were viewing were not always completely correct. For example, you could place an order for a customer, but you would not see the order until the next day. Unfortunately, that also meant that you could not see the inventory reduction until the next day as well. This means you might place an order and there might not be any of that item left in stock at the time. A salesperson or customer service representative might have to go look at three or four different screens to get a good picture of the customer’s account health or to research a problem—even with this batching process. Once client-servers came to organizations, employees had to look at two completely different computers to research that same problem (until organizations could get all of their data and processes moved off of those old mainframes). Now that businesses have grown so much, many of them have multiple product lines, systems, servers, and databases. In the past, managers would have to wait for big printouts of various reports to make business decisions. Enterprise resource planning (ERP) systems works to integrate all of those critical systems together so they can talk to each other. The applications that make up the enterprise software are created based on predefined best business practices. Think of it this way: When a business purchases a piece of equipment, that order is entered into accounting the same way for all businesses. If a customer makes a purchase, it should generally be handled the same way. When you hire someone, you have the same laws to follow. There may be some customization, but that is handled in the application as well (Laudon & Laudon, 2016). From a managerial perspective, what is the value in enterprise systems?

UNIT VI STUDY GUIDE

Advanced Information System Solutions

 

 

 

MBA 5401, Management Information Systems 2

UNIT x STUDY GUIDE

Title

This is the question we have to ask ourselves when adopting any sort of information systems solution, is it not? We do not just spend large amounts of money on something without understanding the value it offers us as a company. We have discussed the value of data in previous chapters. Among the other reasons enterprise systems bring us value, they also help us to have firm-wide information to make better decisions. The bottom line is this: Advanced information system solutions can help organizations in many different ways, such as operating more effectively and efficiently, making better decisions, managing our goods more effectively, reaching our customers faster, and being more competitive and innovative. Anyone can see the value in that!

What Are Some Other Advanced Information System Solutions? Supply chain management (SCM): Many large organizations (such as Walmart and Amazon) use supply chain management (SCM) to help their organization manage their suppliers and goods more efficiently. If you have thousands of suppliers and hundreds of thousands of orders, it would be impossible to keep up with everything. SCM software can manage all of this and allows for forecasting and decision making as well. Imagine that many of your suppliers are in other countries; this means you have a global supply chain that is even more complex to manage. Customer relationship management (CRM): Customer relationship management (CRM) involves managing customers. Again, if you have 50,000 customers, how do you keep up with what they purchased? Sure, you can store that information in a database but would it be easy to manage those relationships? How would you keep up with the marketing incentives you have offered them? Better yet, what about the marketing incentives that you want them to pass on to their customers? Systems application products (SAP): Systems application products (SAP) are a brand of enterprise resource systems. Oracle and Microsoft both have their own brands of enterprise resource systems as well. While all of these vendors offer very similar base functionalities, each of them compete against each other by bringing their own special capabilities to their enterprise resource system offerings. E-commerce: Another type of advanced information systems involves e-commerce. The explosion of Internet purchasing is no surprise to anyone, but the technology involved in e-commerce is pretty unique. In the past, retailers had pretty tight control over everything. The options for consumers were not plentiful. Still, word of mouth was still prevalent so a business could suffer if it did not treat its customers well. Now, retailers have invited the world to comment on their websites. Sure, they can always delete bad comments, but knowledge is power. Have you ever had a bad experience at a store and wondered if it ever got past the customer service person that you complained to? E-commerce gives retailers global reach, which can be an advantage and a disadvantage. Advanced information systems have given retailers the ability to allow customers to interact with each other through social media-style functionality. Retailers can now personalize your viewing experience based on your web searches. This type of customer targeting was not possible before more advanced information systems were developed. We have discussed business-to-consumer (B2C) e-commerce, but there have also been many types of e- commerce, e-commerce business models, and e-commerce revenue models developed. Social media is one of the most predominant focuses of marketing today. Another focus of late is m-commerce, which is mobile commerce. One of the biggest boons to business-to-business e-commerce is the development of electronic data interchange (EDI). This service enables the transfer of data between two organizations. For example, an organization may receive an electronic bill from a supplier through EDI. Conversely, the organization can sent a notice of payment back to the supplier via EDI. An organization can send all of its UPS shipping information to UPS in the form of an EDI file. Would any of this be possible without advanced information system solutions? What do you think the future holds for information systems and technology as businesses grow bigger and bigger?

 

 

 

MBA 5401, Management Information Systems 3

UNIT x STUDY GUIDE

Title

Reference Laudon, K. C., & Laudon, J. P. (2016). Management information systems: Managing the digital firm

[VitalSource Bookshelf version] (14th ed.). Retrieved from https://bookshelf.vitalsource.com/#/books/9780133898309/

 

Suggested Reading The following journal article is a great study on the critical success factors involved in the implementation of enterprise systems. You are encouraged to review this information. In order to access the resource below, you must first log into the myCSU Student Portal and access the Business Source Ultimate database within the CSU Online Library. Ahmad, N., Haleem, A., & Syed, A. (2013). Compilation of critical success factors in implementation of

enterprise systems: A study on Indian organizations. Global Journal Of Flexible Systems Management, 13(4), 217-232. doi:10.1007/s40171-013-0019-8.

 

Learning Activities (Nongraded) Assume that you have been hired as the new Social Media Manager for the e-commerce division of a retail chain. Create a seven to ten PowerPoint slide presentation to outline your strategic plan for integrating social media into the existing e-commerce business for the organization. You may use various sources including your textbook and the CSU Online Library. Be sure to cite all sources used in a reference slide with proper APA formatting. Cover and reference slides do not count in the length requirement. You may also use the slide notes function. As this is a nongraded activity, this work cannot be uploaded to Blackboard. If you would like your professor’s feedback on your work, send this document to them in an email with a note that you would like to receive feedback on your non-graded activity.