Prepare a 7-page demand management plan, including a forecasting, inventory management, and scheduling analysis, as well as recommendations, for provided scenario.
This portfolio work project, a demand management plan, will help you demonstrate competency in forecasting, inventory management, and scheduling.
Read the Chapter 10 Case titled: Selling Executives on Project Management.
Write a one to two (1 -2) page paper in which you:
Your assignment must follow these formatting requirements:
The specific course learning outcomes associated with this assignment are:
COM/295 v7
Signature Assignment: Case: Establishing Credibility
COM/295 v7
Page 2 of 2
Read the case below and complete the instructions that follow.
You are a marketing specialist at a media company. Over the past few years, you have been researching how TV viewers use mobile phones and other devices while watching TV. You have found that viewers increasingly expect to engage via mobile devices with TV shows and their audiences while watching TV.
About one month ago, you and your colleagues gave a presentation to executives at your company regarding some of your survey results. The executive team members were generally impressed with the information, but they also seemed skeptical that your company needed to make any major changes. These executives made various statements referring to using mobile devices while watching TV as “largely a fad” or simply “no monetizing.” They also expressed concern about making major changes to cater to the youngest viewers (under 25 years old), who they feel are not their most important demographic. However, they were impressed with your presentation enough that they wanted you to dig deeper into the data and come up with some recommendations.
After a month of deeper analysis of your data, you have found even stronger evidence that viewers under 40 use their mobile devices frequently while watching TV. You thought these data helped bolster your argument that younger TV viewers expect an interactive experience while watching TV programs—using mobile devices to interact with TV hosts, actors, and other viewers; to participate in contests and games; and to interact in other creative ways with the programming. With more and more TV viewers recording shows and watching commercial-free later, you thought that adopting an interactive approach to many programs could counteract this trend and get viewers excited about watching programs live. In fact, you think there is currently a great opportunity to develop a new business model that embraces interactive programming.
Now, you will plan the initial steps in creating a follow-up communication to the senior vice presidents in which your objectives are to recommend the company aggressively pursue programming with an interactive component and to suggest pilot-testing interactive features for three shows that are most popular with your 31-40 year old demographic. You know most of these executives are skeptical of major changes to the current business model, but you also expect them to listen objectively to your views.
Note: Scenario reprinted with permission from McGraw-Hill.
Write a memo of no more than 525 words to your supervisor about how you will design a communication for the executive team suggesting the company pursue programming with an interactive component and engage in pilot-testing interactive features for three shows that are most popular with the 31- to 40-year-old demographic.
Note: You will not actually create the communication in this assignment, but will begin the planning process and share with your supervisor how you will approach the communication.
Address the following in your memo:
· Determine what main form of communication you will use to communicate your suggestion. Communication forms could include: face to face, email, letter, teleconference, presentation, or any other method you determine is appropriate.
· Explain why the form of communication you selected is appropriate based on context, message, and purpose.
· Explain how you will establish and build credibility as a communicator.
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.
Instructor’s Guide
Negotiating Globally
IG Appendix 7.4.1
3
IG APPENDIX 7.4.1
IDENTIFYING GOVERNMENT’S INTERESTS (STUDENT VERSION)
Jimena Ramirez-Marin
This exercise is designed to help you identify government’s interests in the EuroVegas example in Chapter Seven.
Part 1: Please read the following description:
On February 7, 2011, the Las Vegas Sands Corporation announced it was interested in developing an entertainment complex in Spain, to be called EuroVegas.1 The Sands began negotiating with the two major cities in the country: Barcelona and Madrid.
The foreign direct investment was to be approximately €15,000 million, with the estimate of creating 164,000 jobs directly. Over the three years leading up to this announcement, Las Vegas Sands’ stock was outperforming Apple’s. The Sands Company had recently opened casino complexes in Singapore and Macau, and these emerging markets were reporting strong profits to the corporation. Singapore alone accounted for over 20 percent of the company’s operations.2 This experience with emerging markets piqued the Sands company’s interest in expanding to Europe.
On the other hand, Spain in 2011 was neither an emerging market nor fiscally sound. The construction industry, once huge in Spain, collapsed in 2008 with a devastating consequence for unemployment, which by 2011 had risen and stabilized at approximately 25 percent.3 The Spanish government desperately needed investment in the Madrid area, where there were around six hundred thousand unemployed. Reactivating the collapsed construction industry, which between 2009 and 2010 recorded an annual growth of –2.89 percent,4 was also a major priority of the Spanish government. The entertainment complex would require building four resorts, six casinos, nine theaters, and up to three golf courses.
This is how the negotiations between the Sands corporation and the cities of Madrid and Barcelona unfolded. Both cities wanted the project but each employed a very different strategy to get it. Representatives of the government of Catalonia, the region where Barcelona is located, publicly declared the region to be “out of sync” with the EuroVegas project. One government official, Mr. Recoder, declared, “We are not selling our country, the Las Vegas model is not applicable to Barcelona.” When Sheldon Adelson, CEO of Sands, visited the tallest tower in Barcelona, a source of local pride, he said, “This is not a skyscraper.” Unsurprisingly, the negotiations broke down, and the Sands was quickly dissuaded from siting EuroVegas in Barcelona.5
The reasoning underlying these strategic choices may not be intuitive, but a slightly deeper analysis suggests the Catalonia behaviors were consistent with the theory of honor culture presented in Chapter Two. As the theory indicates, people from honor cultures are interested in developing a reputation for toughness, they are sensitive to insult, and they use direct confrontation when they face situations of conflict of interests. People from honor cultures are likely to use emotional strategies in a competitive environment such as negotiation. The Catalonian government wanted the Sands project, but on its own terms, terms that would protect and promote the unique Catalonian culture and not just construct a Sands Vegas replica in Barcelona.
Although the Madrid government officials also come from the same Spanish honor culture, their actions, taking a more welcoming approach, reflect the warmth and hospitality that honor cultures are also reputed for. The mayor of Madrid, Esperanza Aguirre, held several meetings with Las Vegas Sands representatives, and even invited CEO Adelson to have dinner at her home. She was willing to build a relationship and understand Adelson and the Sands’ interests. Unsurprisingly, the project landed in Madrid.6
Following is a timeline of the negotiation between Las Vegas Sands and the Spanish government.7
| Nov. 2, 2011 | The industry minister and the vice president of the Madrid government confirm that they are negotiating with Las Vegas Sands. |
| Feb. 21, 2012 | The president of the community and other government representatives of the city of Barcelona receive CEO Adelson in their city. |
| Mar. 12, 2012 | The protest association “EuroVegas No” is created nationwide eurovegasno.blogspot.com/. |
| Mar. 21, 2012 | Madrid representatives announce the size of the FDI investment in the Madrid area would be 15 to 18 million euro. |
| Apr. 4, 2012 | “EuroVegas No” demands an analysis of the project, its technical characteristics, the public construction costs, and the environmental impact. |
| Apr. 27, 2012 | The mayor of Barcelona declares he seriously doubts that the Las Vegas project fits the cultural model of Barcelona. |
| May 6, 2012 | Adelson visits the town of Alcorcón, near Madrid, where the project could be located. |
| June 25, 2012 | Representatives of Las Vegas Sands visit Barcelona, the alternative site of the project. There the project would be located near the airport in what was a protected natural area. This inspired ecological groups and “EuroVegas No” to protest during the visit. |
| June 26, 2012 | Las Vegas Sands representatives visit Madrid again. The next day the mayor of Madrid declares she favors changing the smoking law to accommodate requests of Sands. |
| Jul. 5, 2012 | The Spanish Hotels Association (CEHAT) expresses support for the project. |
| Sept. 8, 2012 | Las Vegas Sands announces that the project is to be located near Madrid without stating the location. The representatives of the Madrid government declared it is to be located in Alcorcón. |
Part 2: Prepare answers to the following discussion questions:
1. What were the interests of Las Vegas Sands, and how does the Sands propose to meet those interests? Are there likely to be conflicts of interests within the Sands’ top management team?
2. What were the interests of the Spanish Government? Are there likely to be conflicts of interests within the Spanish government?
3. What information did Las Vegas Sands need to understand to address the government’s interests?
4. What information did the Spanish government need to understand Las Vegas Sands’ interests?
5. What do you think about the negotiation strategy of the representatives of Barcelona?
6. What do you think about the negotiation strategy of the representatives of Madrid? Why was it successful?
NOTES
1. “Las Vegas Sands Plans €15bn Gambling Hub in Spain,” The Telegraph, February 17, 2011. http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/8331398/Las-Vegas-Sands-plans-15bn-gambling-hub-in-Spain.html
2. “A Look at Singapore’s Value to Las Vegas Sands,” Forbes, April 3, 2013. http://www.forbes.com/sites/greatspeculations/2013/04/03/a-look-at-singapores-value-to-las-vegas-sands/
3. Eurostat. European Comission Statistics. http://epp.eurostat.ec.europa.eu/statistics_explained/index.php?title=File:Dispersion_of_regional_unemployment_rates,_persons_aged_15%E2%80%9374,_by_NUTS_2_regions,_2008_and_2011_%281%29_%28coefficient_of_variation%29.png&filetimestamp=20130503162404
4. “Research and Markets: Construction Industry in Spain Report—Key Trends and Opportunities, 2013–2016,” Wall Street Journal, July 9, 2013. http://online.wsj.com/article/PR-CO-20130709-908273.html
5. “‘Casting’ por Eurovegas,” El País, April 1, 2012. http://politica.elpais.com/politica/2012/03/31/actualidad/1333218919_661161.html
6. “El efecto Adelson,” El País, March 8, 2013. http://elpais.com/elpais/2013/03/08/gente/1362771089_636844.html
7. “Las fechas de la negociación de Eurovegas,” Cadena Ser, September 8, 2012.
http://www.cadenaser.com/espana/articulo/fechas-negociacion-eurovegas/csrcsrpor/20120908csrcsrnac_2/Tes
Copyright © 2014 by Jimena Ramirez-Marin and Jeanne M. Brett
