...2002a). This is in particular the case of when and how IMC manifests itself at the wine region level, in which case the integration of all the marketing communication efforts of the wine region in order to achieve a strong brand identity is of the utmost importance. The Coonawarra wine region (Geographical Indication) is located in the South East corner of South Australia and is famed for its unique terra rossa soil and bold-flavoured red wines, in particular Cabernet Sauvignon. About 5,000 hectares of vineyards comprise the Coonawarra grapegrowing area. The region currently boasts 16 operating (production- type) wineries and 22 cellar door sales facilities. Around 700 people (full-time equivalent) are employed in the vineyards, wineries and cellar door facilities. The region produces on average about three and a half million cases of wine per annum. A significant portion of Coonawarra wine is exported while at the same time Coonawarra maintains its reputation as a leading wine region through its strong presence in the Australian domestic market. Two recent previous articles in the Wine Industry Journal (Van Zanten & Bruwer 2002a, 2002b) examined the concept and process...
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...advertising, sales promotion, personal selling and public relations, although some marketers may add other elements such as publicity, direct marketing or sponsorship as major components. IMC is therefore not just a concept relating to consistency or synergy—it is also a strategic process (Van Zanten & Bruwer 2002a). This is in particular the case of when and how IMC manifests itself at the wine region level, in which case the integration of all the marketing communication efforts of the wine region in order to achieve a strong brand identity is of the utmost importance. The Coonawarra wine region (Geographical Indication) is located in the South East corner of South Australia and is famed for its unique terra rossa soil and bold-flavoured red wines, in particular Cabernet Sauvignon. About 5,000 hectares of vineyards comprise the Coonawarra grapegrowing area. The region currently boasts 16 operating (production-type) wineries and 22 cellar door sales facilities. Around 700 people (full-time equivalent) are employed in the vineyards, wineries and cellar door facilities. The region produces on average about three and a half million cases of wine per annum. A significant portion of Coonawarra wine COMMUNICATIONS INTERNAL INTRA-REGIONAL unplanned messages product & service messages ) initiated by planning group ( planned messages ( planning group ) CONFIRM SAY DO community support, unsought local media support, industry and government body support workshops...
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...Your student ID _________________________________ Your Name _____________________________________ Your Signature __________________________________ THE UNIVERSITY OF NEW SOUTH WALES Australian School of Business School of Marketing MARK1012: Marketing Fundamentals Final Examination Session 1, 2011 Instructions: This examination paper consists of TWO sections, Section A and Section B; (TWELVE printed pages excluding this page). Printing is double sided, so check each page carefully. You have two [2] hours to complete this examination plus 10 mins reading time Read the questions carefully and answer all questions as instructed. Answer the TWO short essay questions in SECTION 1 in the space provided under each question. Questions must be answered in ink. Write all your MULTIPLE CHOICE answers (SECTION 2) in the Generalised Answer Sheet provided. Note that there are 50 (FIFTY) Multiple Choice Questions. Print your full name and Student number {z… } on the first page of each book and sign Use of UNSW approved calculators is permitted. No other material is to be taken into the examination room. This paper is marked out of 35 as indicated in your Course Outline (35% of the overall course grade) You may NOT retain this pap SECTION 1 (Short Essay Questions) Question No. 1.1 (Answer either A or B) 4 marks A What is the product life cycle [PLC] concept? Draw a typical PLC diagram for a ‘Style’ item in the box provided. B What is meant...
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...to be discussed in the chapter. a. Mission b. Principles i. Customer Focus ii. Leadership Commitment iii. Inclusion of Communications in Planning and Operations iv. Information Collection, Analysis and Dissemination v. Media Partnership c. Conclusion 2. Case Studies a. Risk Communication During the Washington D.C. Sniper Crisis b. The Homeland Security Advisory System c. A Comparison of Leadership Between Two Outbreaks of Smallpox in the United States: New York City, 1947, and Milwaukee, 1894 3. Additional Sources of Information 4. Glossary of Terms 5. Acronyms 6. Discussion Questions a. General b. Washington, DC Sniper c. Homeland Security Advisory System d. Smallpox Outbreaks 7. Suggested Out of Class Exercises Introduction Communications has become an increasingly critical function in emergency management. The dissemination of timely and accurate information to the general public, elected and community officials and the media plays a major role in the effective management of disaster response and recovery activities. Communicating preparedness, prevention and mitigation information promotes actions that reduce the risk of future disasters. Communicating policies, goals and priorities to staff, partners and participants enhances support and promotes a more efficient disaster management operation. Mission The mission of an effective disaster communications...
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...Criteria of a Good Mission Statement Changing the mission or creating an organization’s first mission statement is a process of gathering ideas and suggestions for the mission and honing them into a short, sharply focused phrase that meets specific criteria. An effective mission statement clearly defines who the customer is and what services and products the business intends to provide. It also serves as a guide for day-to-day operations and as the foundation for future decision-making. The following are criteria for a good mission statement: The Mission Statement is Focuses on Satisfying Customer Needs A mission statement should focused on satisfying customer needs rather than being focused on the product. Products and technologies eventually become outdated, but basic market needs may last forever. A market-oriented mission statement defines the business in terms of satisfying basic customer needs. For examples refer to the following “Market-Oriented Business Definitions” table. (Kotler p.49) The Mission Statement Tells “Who” Our Customers are. (Thompson Strickland, p.30) Who is being satisfied? A company should define the type of customers it wishes to serve. Which customer groups it is targeting. Customer groups are relevant because they indicate the market to be served, the geographic domain to be covered, and the types of buyers the firm is going after. The Mission Statement Explains “What” Customer Needs Our Company is Trying to Satisfy. What customer needs is the...
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...Study: 4 1. Composition/Size/Market Segments 4 Small and Medium Scale Enterprises 4 Microenterprises 5 2. Current Situation 6 a) Microenterprises 7 b) Small Scale Businesses 7 c) Medium-Sized Businesses 7 3. Similar Campaigns 8 a) “Made In” vs. “Product Of” vs. “Owned by” (Australia & South Africa) 8 b) Buy Philippine Made Movement, Inc. 9 c) Seal of Excellence 9 d) Action Plan 10 4. Market Study 10 a) Colonial Mentality 10 b) Products Consumed 11 B. Definition of Issues 13 1. Philippine Made 13 2. Patronization of Philippine Made Products 15 3. Perceptions on Campaigns for Philippine Made 16 C. Position of Advocate 18 1. Mission and Vision: 18 2. Resources: 18 3. Competition: 19 4. SWOT Matrix: 19 5. TOWS 20 III. DEFINITION 22 A. Identification of Target Market 22 1. Primary: Youth 22 2. Secondary: Yuppie 24 B. Target Publics 24 C. Recipients 24 D. Product 25 IV. GOALS AND OBJECTIVES 25 A. Short term 25 B. Medium term 25 C. Long term 25 V. MARKETING MIX 25 A. Market Targeting 25 1. Size of the New Market 25 2. Demographic Characteristics 26 3. Psychographic Characteristics 26 4. Behavioral Characteristics 27 Primary Research Data 28 B. Product 30 C. Sales and Distribution Program (Please see Media and Public Reltions Program) 31 D. Marketing Communication Program 31 ...
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...1st Edition Student Workbook BSBCUS501C Manage quality customer service 1st Edition 2011 Part of a suite of support materials for the BSB07 Business Services Training Package Copyright and Trade Mark Statement © 2011 Innovation and Business Industry Skills Council Ltd All rights reserved. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without written permission from the publisher, Innovation and Business Industry Skills Council Ltd (‘IBSA’). Use of this work for purposes other than those indicated above, requires the prior written permission of IBSA. Requests should be addressed to Product Development Manager, IBSA, Level 11, 176 Wellington Pde, East Melbourne VIC 3002 or email sales@ibsa.org.au. ‘Innovation and Business Skills Australia’, ‘IBSA’ and the IBSA logo are trade marks of IBSA. Disclaimer Care has been taken in the preparation of the material in this document, but, to the extent permitted by law, IBSA and the original developer do not warrant that any licensing or registration requirements specified in this document are either complete or up-to-date for your State or Territory or that the information contained in this document is error-free or fit for any particular purpose. To the extent permitted by law, IBSA and the original developer do not accept any liability...
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...during business hours, which are generally 9.00 am to 5.00 pm. Ask TIS National to set up a three-way conversation between you, one of their interpreters and the organisation you wish to speak with. See Chapter 2, Help with English for more information about TIS National. Telephone numbers: Telephone numbers beginning with 1800 are free calls if you ring from a private telephone and cost the same as a local call if you ring from a payphone. Numbers beginning with 13 or 1300 are charged at local call rates. Some 1300 and 1800 numbers can be used only from outside the capital city. Mobile phone rates apply to calls from mobile phones. For telephone numbers that do not begin with 13, 1300 or 1800: If ringing from outside Australia, dial the Australian prefix 61, then the area code without the 0, then the number. If ringing from within Australia but outside the relevant state or territory, dial the area code, and then the number. Albanian...
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...________________________ 18 21 AboUT UnsW UnsW – The organisation _________________________________________________________ 22 UnsW Campuses_________________________________________________________________ 24 University Glossary _______________________________________________________________ 26 Faculty of Arts and social sciences _________________________________________________ 28 Faculty of the built environment_____________________________________________________ 30 Australian school of business ______________________________________________________ 32 College of Fine Arts (CoFA) ________________________________________________________ 34 Faculty of engineering ____________________________________________________________ 36 Faculty of Law ____________________________________________________________________ 38 Faculty of Medicine _______________________________________________________________ 40 Faculty of science ________________________________________________________________ 42 The Australian defence Force Academy - UnsW@AdFA_______________________________ 44 The Graduate Research school_____________________________________________________ 46 The Library ______________________________________________________________________ 48 49 oFFeR ACCePTAnCe PRoCedURes FoR UndeRGRAdUATe,...
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...( ) Student Workbook BSBCUS501C Manage quality customer service 1st Edition 2011 Part of a suite of support materials for the 8S807 Business Services Training Package -_._-_._ . Copyright and Trade Mark Statement @ 20i1lnnovation and Business Industry Skills Council Ltd All rights reserved. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, In any form or by any means, electronic, mechanical, photocopying, or otherwise, without written permission from the publisher, Innovation and Business Industry Skills Council Ltd ('IBSA'). Use of this work for purposes other than those Indicated above, requires the prior written permission of IBSA. Requests should be addressed to Product Development Manager, IBSA, Level 11, 176 Wellington Pde, East Melbourne VIC 3002 or email sa/es@lbsa.org.au. 'Innovation and Business Skills Australia', 'IBSA' and the IBSA logo are trade marks of IBSA. Disclaimer - Care has been taken in the preparation of the material In this document. 'but; to the extent permitted by_law, IBSA and the original developer do not warrant that any IIcerislng or registration requirements specified in this- document are either complete or up-to-date for your State or Territory or that the information contained in this docum-ent is error-free or fit for any particular purpose. To the extent...
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...leadership to be placed in the spotlight as one of our case-study examples of effective operational humanitarian leadership. Their generosity and openness in doing so and in answering our many questions are greatly appreciated. We also thank the many other interviewees who spoke to us frankly and shared their insights on what they valued in terms of operational humanitarian leadership. David Peppiatt played an important role in identifying and facilitating a number of the case studies. Isobel McConnan carried out interviews and provided helpful comments on earlier drafts. Georgia Armitage helped with the literature review. The Advisory Group provided invaluable input, words of advice and comments on the draft report, they are: Tim Cross, Wendy Fenton, Randolph Kent, Ky Luu, and Claire Messina. Paul Knox Clarke’s inputs undoubtedly raised the quality of the analysis. Deborah Eade provided excellent editorial services and comments. Sara Swords also commented on an earlier draft. Ben Ramalingam played a key role in getting the study off the ground and in its design. Finally, thanks to John Mitchell for his ongoing and valuable support to this work. The project was undertaken as part of the joint initiative on leadership in the humanitarian sector in partnership with People In Aid, Humanitarian Futures Programme and the Disaster Resilience Leadership Academy, Tulane University. Thanks are due to the Federal Republic of Germany, whose generous funding helped make this...
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...Research report Job Services Australia: design and implementation lessons for the British context by Dan Finn Department for Work and Pensions Research Report No 752 Job Services Australia: design and implementation lessons for the British context Dan Finn A report of research carried out by the Centre for Economic and Social Inclusion on behalf of the Department for Work and Pensions © Crown copyright 2011. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence/ or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk. This document/publication is also available on our website at: http://research.dwp.gov.uk/asd/asd5/rrs-index.asp Any enquiries regarding this document/publication should be sent to us at: Department for Work and Pensions, Commercial Support and Knowledge Management Team, Upper Ground Floor, Steel City House, West Street, Sheffield S1 2GQ First published 2011. ISBN 978 1 84712 986 4 Views expressed in this report are not necessarily those of the Department for Work and Pensions or any other Government Department. Contents iii Contents Acknowledgements ..................................................................................................................................
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...CAVUMC05_124-157hr 10/10/07 1:41 PM Page 124 c h a p t e r 5 The Cultural Environment of International Business Learning Objectives In this chapter, you will learn about: 1. The challenge of crossing cultural boundaries 2. The meaning of culture: foundation concepts 3. Why culture matters in international business 4. National, professional, and corporate culture 5. Interpretations of culture 6. Key dimensions of culture 7. Language as a key dimension of culture 8. Culture and contemporary issues 9. Managerial guidelines for crosscultural success > American Football . . . in Europe? There are few things more representative of U.S. culture than American football. It is an extravaganza, complete with exciting halftime shows and peppy cheerleaders. The game exemplifies national pride. The national anthem is played, flags are unfurled, and uniformed players charge up and down the field like an army in the throes of often violent conflict. The teams’ huddles divide the game into small planning sessions for the next play. In the United States, the National Football League (NFL) oversees the sport and, like any successful business, wants to score in new markets. The NFL first tackled Europe in 1991, with plans to establish American football there. After years of failed attempts, NFL Europe emerged as six teams, five of which were based in Germany (such as the Berlin Thunder, the Cologne Centurions, and the Hamburg Sea Devils). Earlier teams established in Spain...
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...exploring how such challenges may vary in different types of INGOs. The methodology involved semistructured interviews with 31 managers in three different Canadian development INGOs. Practical and theoretical implications are discussed. ª 2010 Elsevier Ltd. All rights reserved. Introduction The term INGO refers to ‘‘international non-governmental organization’’ (Roberts et al., 2005). Such organizations exist for diverse socioeconomic reasons, focusing on global environmental concerns (e.g., Greenpeace), on global human rights concerns (e.g., Amnesty International), or on humanitarian health assistance in times of crisis (e.g., Medecins San Frontieres). In reality, many focus on a variety of socioeconomic aid objectives, such as the Red Cross Movement, which consists of a ‘‘Federation’’ that deals with international development,...
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...CHAPTER 1 ASSESSING THE ENVIRONMENT POLITICAL, ECONOMIC, LEGAL, TECHNOLOGICAL LECTURE OUTLINE General Outline Opening Profile: India Becoming a Crucial Cog in the Machine at I.B.M. The Global Business Environment Management in Focus: A Small Company, A Global Approach Regional Trading Blocks Comparative Management in Focus: Opening Economy Revitalizes India Information Technology The Globalization of Human Capital The Global Manager’s Role The Political and Economic Environment The Legal Environment The Technological Environment Chapter Discussion Questions Application Exercises Experiential Exercise End-of-Chapter Case Study: Under Pressure, Dubai Company Drops Port Deal Additional Cases: India: The Employment Black Hole? Mecca Cola Student Stimulation Questions and Exercises Opening Profile: India Becoming a Crucial Cog in Machine at I.B.M. The opening profile reports on the growing importance of India as a source of low-cost services in the IT market. The Indian labor market is attractive not only due to its low wages, but also because of the scientific and managerial talent found in the country. IBM’s Indian facility in Bangalore is now the company’s second largest worldwide operation. While IBM has laid off thousands of workers in the United States, its Indian operation has greatly increased employment. Some of IBM’s competitors have also begun to move their operations to India. The opening profile raises the question of the...
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