FOOD MARKETING 2012 EDITION SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS
|
|
- Robyn Powers
- 6 years ago
- Views:
Transcription
1 FOOD MARKETING SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS 2012 EDITION
2
3 Food Marketing Individual Series Events DECA Images 1908 Association Drive Reston, Virginia DECA Images Published 2012 by DECA Images. Copyright 2012 by DECA Inc. No part of this publication may be reproduced for resale without written permission from the publisher. Printed in the United States. 1
4 2
5 Food Marketing TABLE OF CONTENTS Introduction...3 Role Plays Role Play #1...5 Role Play # Role Play # Role Play # INTRODUCTION This publication is designed to assist DECA members and their local chapter advisors in preparing for the Individual Series Events. This document will be useful in preparing students for local, state and international competition by familiarizing them with the format, structure and evaluation tools used in international competition. This series of events is presented as an example of the types of events in which a student might expect to participate at the International Career Development Conference. The competitive events found herein, however, are not representative of all performance indicators that the student may be expected to demonstrate on the international level. A complete list of performance indicators upon which the events are written can be found at PROCEDURE An individual series event consists of two major parts: a written comprehensive exam and two preliminary role-playing events. A third role-play activity will be given to finalists. The comprehensive exam is a 100-question multiple-choice test developed especially for each series based on the knowledge, skills and attributes associated with the particular occupation. Exams from previous years are available for sale through DECA Images at In the role-playing portion of the event, participants must accomplish a task by translating what they have learned into effective, efficient and spontaneous action. The participant is given a situation to review. It may indicate a product or service to sell, a merchandising decision or a problem in communication and interpersonal skills. Participants are allowed 10 minutes to review the situation and to develop a professional approach to solving the problem. Up to 10 minutes are then allowed for the participant to be examined by a competent judge and asked to explain how (s)he would solve the situation or problem. The judge is a qualified business executive playing the role of second party in the situation. Following the examination, the judge evaluates the participants responses and records the results on an evaluation form which has been developed specifically for each competitive event. 3
6 PREPARATION In order for DECA members to realize success in competition, DECA advisors are encouraged to carefully plan curriculum which will contribute to student success in the competency based competitive events and to provide real world experiences specifically necessary in the occupational area for which the student has a career interest. Competency based competitive events are intended to be a motivational tool used by the DECA advisor to encourage student learning. The success of the member s participation in competency based competitive events directly relates to the experiences (s)he has gained in the classroom and / or at the training station. As the local, district, state or international competitive event approaches, the advisors are encouraged to further prepare the competitor in tasks such as the following: Prepare yourself mentally. The competitor should get sufficient sleep the night before competition so that (s)he will be mentally alert and able to concentrate on the activities. Dress appropriately. Professional dress should be worn to all conference sessions. Please note: Competitors at the ICDC must wear an official DECA blazer during interaction with the judges. Official DECA blazers are sold through DECA Images. Follow the program agenda. Competitors should carefully follow the program agenda provided at the conference. (S)he should locate the event room beforehand and arrive at the site early enough to be acclimated to the environment, relaxed, etc. Competitors must be on time for each event. Use preparation time wisely. Competitors should take advantage of the time provided for each activity of the event. During the written tests, the competitor should think through each item completely and carefully while gauging the time appropriately. If time allows, recheck the answers. While preparing for role play events, competitors should use all the time allotted constructively. 4
7 CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Customer Relations FOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Explain the importance of company involvement in community activities. 2. Handle customer/client complaints. 3. Explain the nature of positive customer relations. 4. Respond to customer inquiries. 5. Analyze company resources to ascertain policies and procedures. 5
8 EVENT SITUATION You are to assume the role of store manager of Roman s Market, a gourmet grocery store. The owner (judge) has asked for your analysis and recommendation for continuing involvement with a charitable organization. Roman s Market is a gourmet grocery store that has been owned and operated by the Roman family since The store features fine meats, seafood and produce, deli, dairy, floral, and gourmet wines in addition to the traditional assortment of canned and packaged grocery products. Expanded and remodeled many times over the years, Roman s Market remains at its original location in an upscale suburban community. The average household income is in excess of $100,000. Last October, the owner (judge) was asked by the local Salvation Army Chapter to allow a bell ringer and collection kettle to be placed at the store entrance during November and December. The end-of-year holiday months are when the Salvation Army experiences its greatest amount of charitable giving. The owner (judge) very willingly approved to allow the Salvation Army to locate a ringer and kettle outside the store s lone entrance. During the holiday period, a number of Roman s customers told store employees that the presence of the Salvation Army ringer made them feel obligated to contribute every time they entered the store. Many felt guilty if they walked past without donating and consequently contributed multiple times to the kettle. For its part, the Salvation Army was very pleased with the amount of money collected in front of Roman s and has already requested the same location next year. The owner (judge) is aware of the negative customer comments concerning the Salvation Army s appearance in front of Roman s during the past holiday season and has requested a meeting with you to obtain your analysis and recommendations on the issue. The owner (judge) has specifically asked you to: Discuss any importance of company involvement in community activities whether it is the Salvation Army or another organization. Analyze the legitimacy of the customer criticism concerning the Salvation Army s appearance at the store entrance during the past holiday season. Identify possible solutions to the problem. Recommend action regarding the Salvation Army s request for the upcoming year. You will make your presentation to the owner (judge) in a role-play to take place in the owner (judge) s office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the owner s (judge s) questions, the owner (judge) will conclude the role-play by thanking you for your work. 6
9 JUDGE S INSTRUCTIONS DIRECTIONS, PROCEDURES AND JUDGE S ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judge s Evaluation Instructions 6. Judge s Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of owner of Roman s Market, a local gourmet grocery store. You have asked your store manager (participant) for an analysis and recommendation for continuing involvement with a charitable organization. Roman s Market is a gourmet grocery store that has been owned and operated by the Roman family since The store features fine meats, seafood and produce, deli, dairy, floral, and gourmet wines in addition to the traditional assortment of canned and packaged grocery products. Expanded and remodeled many times over the years, Roman s Market remains at its original location in an upscale suburban community. The average household income is in excess of $100,000. Last October, you were asked by the local Salvation Army Chapter to allow a bell ringer and collection kettle to be placed at the store entrance during November and December. The end-of-year holiday months are when the Salvation Army experiences its greatest amount of charitable giving. You very willingly approved to allow the Salvation Army to locate a ringer and kettle outside the store s lone entrance. During the holiday period, a number of Roman s customers told store employees that the presence of the Salvation Army ringer made them feel obligated to contribute every time they entered the store. Many felt guilty if they walked past without donating and consequently contributed multiple times to the kettle. For its part, the Salvation Army was very pleased with the amount of money collected in front of Roman s and has already requested the same location next year. 7
10 You are aware of the negative customer comments concerning the Salvation Army s appearance in front of Roman s during the past holiday season. You have requested a meeting with the store manager (participant) to obtain analysis and recommendations on the issue. You have specifically asked the manager (participant) to: Discuss any importance of company involvement in community activities whether it is the Salvation Army or another organization. Analyze the legitimacy of the customer criticism concerning the Salvation Army s appearance at the store entrance during the past holiday season. Identify possible solutions to the problem. Recommend action regarding the Salvation Army s request for the upcoming year. The store manager (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the manager (participant) and asking to hear about his/her ideas. During the course of the role-play you are to ask the following questions of each participant: 1. What criterion should a business use in deciding which community activities to support? 2. Would you recommend we limit store support to one visible charity with a large donation capability or support several charities/activities with potential smaller donations? Once the store manager (participant) has presented and has answered your questions, you will conclude the role-play by thanking the manager (participant) for the work. You are not to make any comments after the event is over except to thank the participant. 8
11 Evaluation Form Information JUDGE S EVALUATION INSTRUCTIONS The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Meets Expectations Below Expectations Little/No Value Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49 th percentile of business personnel performing this performance indicator. 9
12 JUDGE S EVALUATION FORM FMS DID THE PARTICIPANT: 1. Explain the importance of company involvement in community activities? Attempts at explaining the importance of company involvement in community activities were weak. Adequately explained the importance of company involvement in community activities. Effectively explained the importance of company involvement in community activities. Very effectively explained the importance of company involvement in community activities. 2. Handle customer/client complaints? Attempts at handling customer/ client complaints were inadequate or weak. Adequately handled customer/ client complaints. Effectively handled customer/ client complaints. Very effectively handled customer/ client complaints. 3. Explain the nature of positive customer relations? Attempts at explaining the nature of positive customer relations were inadequate. Adequately explained the nature of positive customer relations. Effectively explained the nature of positive customer relations. Very effectively explained the nature of positive customer relations. 4. Respond to customer inquiries? Attempts at responding to customer inquiries were inadequate. Adequately responded to customer inquiries. Effectively responded to customer inquiries. Very effectively responded to customer inquiries. 5. Analyze company resources to ascertain policies and procedures? Attempts to analyze company resources to ascertain policies and procedures were inadequate. Adequately analyzed company resources to ascertain policies and procedures. Effectively analyzed company resources to ascertain policies and procedures. Very effectively analyzed company resources to ascertain policies and procedures. 6. Overall impression and response to the judge s questions. 0, 1, 2 3, 4, 5 6, 7, 8 9, 10 Demonstrated few skills; could not answer the judge s questions. Demonstrated limited ability to link some skills; answered the judge s questions adequately. Demonstrated the specified skills; answered the judge s questions effectively. Demonstrated skills confidently and professionally; answered the judge s questions very effectively and thoroughly. Judge s Initials TOTAL SCORE 10
13 CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Professional Development FOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Explain the need for professional and ethical standards in marketing. 2. Explain the nature of marketing management. 3. Explain the nature of channel-member relationships. 4. Discuss internal and external audiences for public relations activities. 5. Explain consequences of unprofessional and/or unethical behavior in marketing. 11
14 EVENT SITUATION You are to assume the role of marketing director at Garvin Bakery, a bakery supplier to the restaurant industry. The president (judge) has asked you to recommend an appropriate company response following a recent problem. Garvin Bakery has been in operation for over sixty years. The company originally supplied grocery stores with breads, cakes, cookies and novelties. With steady success, the company gradually changed its marketing plan and now only supplies baked goods to restaurants in three states restaurant sandwich buns make up 85% of Garvin s product line. Garvin has earned an excellent reputation with both fast food and full service restaurants. The company is known for quality products, dependability and customer service. Garvin has a loyal customer base. Last week a large glass vial containing liquid yeast could not be found. It was discovered that the vial had broken. Pieces of the glass vial were found on the floor near three large vats used to mix batter for sandwich buns. It could not be determined if any glass fell into the mixing vats. The decision was made to throw out all batter from the three vats. This decision resulted in an immediate shortage for the restaurants supplied by Garvin s. As a result, some restaurants were left without any product and little time to make other arrangements. In additional to lost revenue, restaurant employees faced dissatisfied customers. Numerous restaurant clients, from cooks to owners, have called the company asking questions about the incident. Because of the numerous calls and requests for additional services, most employees at Garvin s have had to answer questions. Immediate on-the-job training was required to ensure that all employees were able to answer questions and handle complaints from clients. While operations for Garvin s and the restaurants have returned to normal, there is need for internal and external damage control. The president (owner) realized that Garvin s training program must be expanded, and has asked to meet with you to obtain recommendations on what the company should do to move forward and overcome negative outcomes of the past few days. You have been specifically asked to: Analyze Garvin s immediate response to the situation and provide input on the immediate action taken. Determine the next steps in maintaining goodwill with Garvin Bakery s clients affected by this particular product shortage. As part of this, you need to address the claims from several clients of favoritism by Garvin employees it appears that some clients product needs were taken care of better than others. Outline the roles and responsibilities employees of the bakery must accept to continue and build on the company s goodwill with clients. Explain the consequences to Garvin Bakery if it fails to respond appropriately to the parties impacted by the problem. You will make your recommendations to the president (judge) in a role-play to take place in the president s (judge s) office. The president (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the president s (judge s) questions, the president (judge) will conclude the role-play by thanking you for your work. 12
15 JUDGE S INSTRUCTIONS DIRECTIONS, PROCEDURES AND JUDGE S ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judge s Evaluation Instructions 6. Judge s Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of president of Garvin Bakery, a bakery supplier to the restaurant industry. You have asked your marketing director (participant) to recommend an appropriate company response following a recent problem. Garvin Bakery has been in operation for over sixty years. The company originally supplied grocery stores with breads, cakes, cookies and novelties. With steady success, the company gradually changed its marketing plan and now only supplies baked goods to restaurants in three states restaurant sandwich buns make up 85% of Garvin s product line. Garvin has earned an excellent reputation with both fast food and full service restaurants. The company is known for quality products, dependability and customer service. Garvin has a loyal customer base. Last week a large glass vial containing liquid yeast could not be found. It was discovered that the vial had broken. Pieces of the glass vial were found on the floor near three large vats used to mix batter for sandwich buns. It could not be determined if any glass fell into the mixing vats. The decision was made to throw out all batter from the three vats. 13
16 This decision resulted in an immediate shortage for the restaurants supplied by Garvin s. As a result, some restaurants were left without any product and little time to make other arrangements. In additional to lost revenue, restaurant employees faced dissatisfied customers. Numerous restaurant clients, from cooks to owners, have called the company asking questions about the incident. Because of the numerous calls and requests for additional services, most employees at Garvin s have had to answer questions. Immediate on-the-job training was required to ensure that all employees were able to answer questions and handle complaints from clients. While operations for Garvin s and the restaurants have returned to normal, there is need for internal and external damage control. You realized that Garvin s training program must be expanded. You have asked to meet with the marketing director (participant) to obtain recommendations on what the company should do to move forward and overcome negative outcomes of the past few days. You have specifically asked the marketing director (participant) to: Analyze Garvin s immediate response to the situation and provide input on the immediate action taken. Determine the next steps in maintaining goodwill with Garvin Bakery s clients affected by this particular product shortage. As part of this, you need to address the claims from several clients of favoritism by Garvin employees it appears that some clients product needs were taken care of better than others. Outline the roles and responsibilities employees of the bakery must accept to continue and build on the company s goodwill with clients. Explain the consequences to Garvin Bakery if it fails to respond appropriately to the parties impacted by the problem. The marketing director (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing director (participant) and asking to hear about the ideas. During the course of the role-play you are to ask the following questions of each participant: 1. Since we have gotten through this situation without loss of customers, should we just let this go and take steps to see that it doesn t happen again? 2. Is it better for a company to do its own public relations in-house or to hire a public relations firm to take care of the public relations function? Please explain. 3. What kind of training would you recommend for our employees as it relates to good client relationships? Once the marketing director (participant) has presented and has answered your questions, you will conclude the role-play by thanking the marketing director (participant) for the work. You are not to make any comments after the event is over except to thank the participant. 14
17 Evaluation Form Information JUDGE S EVALUATION INSTRUCTIONS The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Meets Expectations Below Expectations Little/No Value Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49 th percentile of business personnel performing this performance indicator. 15
18 JUDGE S EVALUATION FORM FMS DID THE PARTICIPANT: 1. Explain the need for professional and ethical standards in marketing? Attempts at explaining the need for professional and ethical standards in marketing were inadequate. Adequately explained the need for professional and ethical standards in marketing. Effectively explained the need for professional and ethical standards in marketing. Very effectively explained the need for professional and ethical standards in marketing. 2. Explain the nature of marketing management? Attempts at explaining the nature of marketing management were weak. Adequately explained the nature of marketing management. Effectively explained the nature of marketing management. Very effectively explained the nature of marketing management. 3. Explain the nature of channel-member relationships? Attempts at explaining the nature of channel-member relationships were weak. Adequately explained the nature of channel-member relationships. Effectively explained the nature of channel-member relationships. Very effectively explained the nature of channel-member relationships. 4. Discuss internal and external audiences for public relations activities? Attempts to discuss internal and external audiences for public relations activities were inadequate or weak. Adequately discussed internal and external audiences for public relations activities. Effectively discussed internal and external audiences for public relations activities. Very effectively discussed internal and external audiences for public relations activities. 5. Explain consequences of unprofessional and/or unethical behavior in marketing? Attempts to explain consequences of unprofessional and/or unethical behavior in marketing were inadequate. Adequately explained consequences of unprofessional and/or unethical behavior in marketing. Effectively explained consequences of unprofessional and/or unethical behavior in marketing. Very effectively explained consequences of unprofessional and/or unethical behavior in marketing. 6. Overall impression and response to the judge s questions. 0, 1, 2 3, 4, 5 6, 7, 8 9, 10 Demonstrated few skills; could not answer the judge s questions. Demonstrated limited ability to link some skills; answered the judge s questions adequately. Demonstrated the specified skills; answered the judge s questions effectively. Demonstrated skills confidently and professionally; answered the judge s questions very effectively and thoroughly. Judge s Initials TOTAL SCORE 16
19 CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Product/Service Management FOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Identify product opportunities. 2. Identify product s/service s competitive advantage. 3. Assess product-packaging requirements. 4. Develop positioning concept for a new product. 5. Explain the selling process. 17
20 EVENT SITUATION You are to assume the role of marketing manager at Old Towne Pizza, a local pizza restaurant chain. The owner (judge) has asked for your analysis of the marketing opportunities and challenges arising from Old Towne s entry into the grocery market. Old Towne Pizza operates a chain of eight restaurants in a large metropolitan market with a population of nearly four million. Started in 1968, Old Towne Pizza quickly developed a loyal following of customers. During peak times, it is not unusual for customers to wait outside the restaurant for ninety minutes or more to be seated. The most prominent item on the menu is the deep dish Chicago-style pizza. This pizza has a three-inch buttery crust edge that serves as a large bowl to hold the ingredients. Ingredients for the deep-dish pizza include layers of cheese, chunky tomato sauce, pepperoni or sausage and a variety of other traditional pizza ingredients. Customers aren t the only ones who love the deep-dish offerings at Old Towne Pizza. The chain is a favorite among area food and restaurant critics and has even been featured in Pizza to Die For on a national cable food channel. The owner (judge) of Old Towne Pizza decided to capitalize on the popularity of its deep-dish pizza and sell the pizzas in grocery markets. The owner (judge) hopes to have the product ready for distribution in a few months. Marketing strategies are now being developed to capture grocery store clients. The following chart indicates the differences in Old Towne pizzas and competitors pizzas: Old Town Pizza Competitors Diameter: 11 Diameter: 12 Weight: 35 ounces Weight: 20 ounces (average) Serving Size: 3-4 persons Serving Size: 2 persons (approximately) Baking: Conventional Oven only 60 minutes Wholesale cost: $8.00 Baking: Conventional Oven: 20 minutes Microwave Oven: Varies Wholesale cost: Varies; less than $5.00 Suggested Retail Price: $13.59 Suggested Retail Price: $ $6.79 The owner (judge) has asked to meet with you to discuss the company s marketing plan for the deep dish Chicago-style pizza. The owner (judge) has asked to hear your ideas ranging from packaging to sales for the new product. You are also to analyze the marketing opportunities and challenges Old Towne might encounter as sales are solicited. You will make your presentation to the owner (judge) in a role-play to take place in the owner s (judge s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the owner s (judge s) questions, the owner (judge) will conclude the role-play by thanking you for your work. 18
21 JUDGE S INSTRUCTIONS DIRECTIONS, PROCEDURES AND JUDGE S ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judge s Evaluation Instructions 6. Judge s Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of owner of Old Towne Pizza, a local pizza restaurant chain. You have asked your marketing manager (participant) for an analysis of the marketing opportunities and challenges arising from Old Towne s entry into the grocery market. Old Towne Pizza operates a chain of eight restaurants in a large metropolitan market with a population of nearly four million. Started in 1968, Old Towne Pizza quickly developed a loyal following of customers. During peak times, it is not unusual for customers to wait outside the restaurant for ninety minutes or more to be seated. The most prominent item on the menu is the deep dish Chicago-style pizza. This pizza has a three-inch buttery crust edge that serves as a large bowl to hold the ingredients. Ingredients for the deep-dish pizza include layers of cheese, chunky tomato sauce, pepperoni or sausage and a variety of other traditional pizza ingredients. Customers aren t the only ones who love the deep-dish offerings at Old Towne Pizza. The chain is a favorite among area food and restaurant critics and has even been featured in Pizza to Die For on a national cable food channel. You decided to capitalize on the popularity of the deep-dish pizza and sell the pizzas in grocery markets. Your hope is to have the product ready for distribution in a few months. Marketing strategies are now being developed to capture grocery store clients. 19
22 The following chart indicates the differences in Old Towne pizzas and competitors pizzas: Old Town Pizza Competitors Diameter: 11 Diameter: 12 Weight: 35 ounces Weight: 20 ounces (average) Serving Size: 3-4 persons Serving Size: 2 persons (approximately) Baking: Conventional Oven only 60 minutes Wholesale cost: $8.00 Baking: Conventional Oven: 20 minutes Microwave Oven: Varies Wholesale cost: Varies; less than $5.00 Suggested Retail Price: $13.59 Suggested Retail Price: $ $6.79 You have asked your marketing manager (participant) to meet with you to discuss the company s marketing plan for the deep dish Chicago-style pizza. The marketing manager (participant) was asked to share ideas ranging from packaging to sales for the new product. In addition, the marketing manager (participant) should provide an analysis of the marketing opportunities and challenges Old Towne might encounter as sales are solicited. The marketing manager (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing manager (participant) and asking to hear the ideas. During the course of the role-play you are to ask the following questions of each participant: 1. How much information do we need to have for potential clients to help the in-store sales of the pizza? 2. How could we use publicity to our advantage when our new frozen pizza is eventually launched? 3. At what point will Old Towne Pizza be able to determine whether the move into the grocery market was a success or a failure? Once the marketing manager (participant) has presented and has answered your questions, you will conclude the role-play by thanking the manager (participant) for the work. You are not to make any comments after the event is over except to thank the participant. 20
23 Evaluation Form Information JUDGE S EVALUATION INSTRUCTIONS The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Meets Expectations Below Expectations Little/No Value Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49 th percentile of business personnel performing this performance indicator. 21
24 DID THE PARTICIPANT: JUDGE S EVALUATION FORM FMS 1. Identify product opportunities? Attempts at identifying product opportunities were inadequate or weak. Adequately identified product opportunities. Effectively identified product opportunities. Very effectively identified product opportunities. 2. Identify product s/service s competitive advantage? Attempts at identifying product s/service s competitive advantage were inadequate or weak. Adequately identified product s/ service s competitive advantage. Effectively identified product s/ service s competitive advantage. Very effectively identified product s/service s competitive advantage. 3. Assess product-packaging requirements? Attempts at assessing the product-packaging requirements were inadequate or weak. Adequately assessed productpackaging requirements. 4. Develop positioning concept for a new product? Effectively assessed productpackaging requirements. Very effectively assessed productpackaging requirements. Attempts to develop positioning concept for a new product were inadequate or weak. Adequately developed positioning concept for a new product. Effectively developed positioning concept for a new product. Very effectively developed positioning concept for a new product. 5. Explain the selling process? Attempts to explain the selling process were inadequate or weak. Adequately explained the selling process. Effectively explained the selling process. Very effectively explained the selling process. 6. Overall impression and response to the judge s questions. 0, 1, 2 3, 4, 5 6, 7, 8 9, 10 Demonstrated few skills; could not answer the judge s questions. Demonstrated limited ability to link some skills; answered the judge s questions adequately. Demonstrated the specified skills; answered the judge s questions effectively. Demonstrated skills confidently and professionally; answered the judge s questions very effectively and thoroughly. Judge s Initials TOTAL SCORE 22
25 CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Marketing-Information Management FOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation. 2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge). 3. You will be evaluated on how well you meet the performance indicators of this event. 4. Turn in all your notes and event materials when you have completed the role-play. PERFORMANCE INDICATORS 1. Explain the nature of marketing management. 2. Discuss the nature of marketing research problems/issues. 3. Describe data-collection methods. 4. Assess appropriateness of marketing research for the problem/issue. 5. Discuss the nature of sampling plans. 23
26 EVENT SITUATION You are to assume the role of marketing director of Finley Foods, a traditional supermarket chain. The owner (judge) has asked for your recommendation regarding marketing research considerations. Finley Foods was established in 1930 as a family-owned supermarket. The company has expanded to a chain of 35 grocery stores serving a six county area and population of over four million. Products carried are the traditional grocery lines: meat, produce, dairy, baked goods, frozen, canned and packaged foods and small household items. Finley Foods ranks second in market share following decades of steady sales growth and expansion. Like other grocery companies, the chain has been impacted by societal trends and competition. Demand for U.S. food products has been limited by the 1% annual growth of the U.S. population. Average family sizes are smaller and buying behavior has changed in the last few years. In addition, big-box discount retailers such as Target and Wal-Mart not only have supermarkets within their stores, but they are establishing mini supermarkets in various locales. This has injected a new form of competition in the supermarket business. Profit margins on most grocery products are very low, usually just a few percent of retail. With a decrease in the average number of items per customer transaction, both revenue and net income for Finley Foods have been declining. The owner (judge) is considering adding non-traditional products to Finley s product mix. Items such as small electronics, bed and bath, home décor, and unassembled furniture are being considered. It is hoped that the profit margins on these new lines will help stabilize net income even as overall revenue is decreasing. At this point, the owner (judge) is not sure about the expansion of the product mix. Concerns range from space requirements for the new product line to customer satisfaction. The owner (judge) realizes that more information must be obtained prior to any final decisions. Time is important since decisions must be made in the next sixty days. The owner (judge) is not familiar with the types of research that could be implemented or what information can be obtained from a study. The owner (judge) has indicated that information is needed to help develop plans regarding space requirements, whether or not to eliminate slower selling items, and maintaining customer loyalty while expanding the customer base. The owner (judge) has asked you to discuss marketing research options. You will present to the owner (judge) in a role-play to take place in the owner s (judge s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the owner (judge) s questions, the owner (judge) will conclude the roleplay by thanking you for your work. 24
27 JUDGE S INSTRUCTIONS DIRECTIONS, PROCEDURES AND JUDGE S ROLE In preparation for this event, you should review the following information with your event manager and other judges: 1. Procedures 2. Performance Indicators 3. Event Situation 4. Judge Role-play Characterization Participants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant. 5. Judge s Evaluation Instructions 6. Judge s Evaluation Form Please use a critical and consistent eye in rating each participant. JUDGE ROLE-PLAY CHARACTERIZATION You are to assume the role of owner of Finley Foods, a traditional supermarket chain. You have asked your marketing director (participant) for a recommendation regarding marketing research considerations. Finley Foods was established in 1930 as a family-owned supermarket. The company has expanded to a chain of 35 grocery stores serving a six county area and population of over four million. Products carried are the traditional grocery lines: meat, produce, dairy, baked goods, frozen, canned and packaged foods and small household items. Finley Foods ranks second in market share following decades of steady sales growth and expansion. Like other grocery companies, the chain has been impacted by societal trends and competition. Demand for U.S. food products has been limited by the 1% annual growth of the U.S. population. Average family sizes are smaller and buying behavior has changed in the last few years. In addition, big-box discount retailers such as Target and Wal-Mart not only have supermarkets within their stores, but they are establishing mini supermarkets in various locales. This has injected a new form of competition in the supermarket business. 25
28 Profit margins on most grocery products are very low, usually just a few percent of retail. With a decrease in the average number of items per customer transaction, both revenue and net income for Finley Foods have been declining. As owner, you are considering adding non-traditional products to Finley s product mix. Items such as small electronics, bed and bath, home décor, and unassembled furniture are being considered. It is hoped that the profit margins on these new lines will help stabilize net income even as overall revenue is decreasing. At this point, you are not sure about the expansion of the product mix. Concerns range from space requirements for the new product line to customer satisfaction. You realize that more information must be obtained prior to any final decisions. Time is important since decisions must be made in the next sixty days/ made in the next sixty days. You are not familiar with the types of research that could be implemented or what information can be obtained from a study. You have indicated that information is needed to help develop plans regarding space requirements, whether or not to eliminate slower selling items, and maintaining customer loyalty while expanding the customer base. You have asked the marketing director (participant) to meet with you to discuss marketing research options. The marketing director (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing director (participant) and asking to hear about the ideas. During the course of the role-play you are to ask the following questions of each participant: 1. What impact, if any, does the fact that the average family size is smaller than it was several years ago have on the grocery industry? 2. Although we have had steady growth in sales in the past, we do have to look at our profit margin. Do you think the money we will need to spend for marketing research will be worth it in the long run? 3. Will research also be able to capture information on adding new grocery items as well, such as an ethnic foods line, for example? Once the marketing director (participant) has presented and has answered your questions, you will conclude the role-play by thanking the marketing director (participant) for the work. You are not to make any comments after the event is over except to thank the participant. 26
29 Evaluation Form Information JUDGE S EVALUATION INSTRUCTIONS The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event. Evaluation Form Interpretation The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency. Level of Evaluation Exceeds Expectations Meets Expectations Below Expectations Little/No Value Interpretation Level Participant demonstrated the performance indicator in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator. Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the th percentile of business personnel performing this performance indicator. Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49 th percentile of business personnel performing this performance indicator. 27
30 JUDGE S EVALUATION FORM FMS DID THE PARTICIPANT: 1. Explain the nature of marketing management? Attempts at explaining the nature of marketing management were weak. Adequately explained the nature of marketing management. Effectively explained the nature of marketing management. Very effectively explained the nature of marketing management. 2. Discuss the nature of marketing research problems/issues? Attempts at discussing problems/issues were inadequate or weak. Adequately discussed the nature of marketing research problems/ issues. Effectively discussed the nature of marketing research problems/ issues. Very effectively discussed the nature of marketing research problems/issues. 3. Describe data-collection methods (e.g., research methods, sources of information, timeliness of information, etc.)? Attempts at describing datacollection methods were inadequate or weak. Adequately described datacollection methods. Effectively described datacollection methods. Very effectively described datacollection methods. 4. Assess the appropriateness of marketing research for the problem/issue (e.g., research methods, sources of information, timeliness of information, etc.)? Attempts at assessing the appropriateness for the problem/ issue were weak. Adequately assessed the appropriateness for the problem/ issue. Effectively assessed the appropriateness for the problem/ issue. Very effectively assessed the appropriateness of marketing research for the problem/issue. 5. Discuss the nature of sampling plans (i.e., who, how many, how chosen)? Attempts to discuss sampling plans were inadequate or weak. Adequately discussed the nature of sampling plans. Effectively discussed the nature of sampling plans. Very effectively discussed the nature of sampling plans. 6. Overall impression and response to the judge s questions. 0, 1, 2 3, 4, 5 6, 7, 8 9, 10 Demonstrated few skills; could not answer the judge s questions. Demonstrated limited ability to link some skills; answered the judge s questions adequately. Demonstrated the specified skills; answered the judge s questions effectively. Demonstrated skills confidently and professionally; answered the judge s questions very effectively and thoroughly. Judge s Initials TOTAL SCORE 28
31 NOTES 29
32 30 NOTES
33 NOTES 31
34 32 NOTES
35 33
36 FOOD MARKETING 2012 Sample Role Plays This publication is designed to assist DECA members and their local chapter advisors in preparing for the ALSO AVAILABLE Individual Series events. This booklet will be useful in preparing students for local, state and international competition by familiarizing them with the format, structure and evaluation tools used in competition. DECA Images offers a full range of competitive event preparation materials including: Comprehensive Exams Sample Role Plays & Case Studies Instructor s Guides Bell Ringer Activities INSTRUCTOR S GUIDE Written Event Winners Flash Cards 2012 EXAM SET Business Management and Administration Finance Hospitality Marketing Principles of Business Administration Build Students Competency Levels Use as Classroom Practice Tests ORDERING INFORMATION :30 AM 4:30 PM EST 100 Questions and Answers Prepare Students For Competition PRACTICE EXAM CD SET To learn more about DECA visit us online at W W W. D E C A. O R G YOUR SOURCE FOR DECA PREPARATION MATERIALS.
PRINCIPLES OF HOSPITALITY AND TOURISM
PRINCIPLES OF HOSPITALITY AND TOURISM SAMPLE CONTENT INTERVIEWS AS USED IN DECA S PRINCIPLES OF BUSINESS ADMINISTRATION EVENTS 2012 EDITION Principles of Business Administration Sample Events Principles
More informationACCOUNTING APPLICATIONS
ACCOUNTING APPLICATIONS 2013 SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS Accounting Applications Individual Series Events DECA Images 1908 Association Drive Reston, Virginia 20191-1594
More informationBUSINESS FINANCE 2012 EDITION SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS
BUSINESS FINANCE SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS 2012 EDITION Business Finance Individual Series Events DECA Images 1908 Association Drive Reston, Virginia 20191-1594 DECA
More informationPRINCIPLES OF FINANCE
PRINCIPLES OF FINANCE 2013 SAMPLE CONTENT INTERVIEWS AS USED IN DECA S PRINCIPLES OF BUSINESS ADMINISTRATION EVENTS Principles of Business Administration Sample Events Principles of Finance DECA Images
More informationRETAIL MERCHANDISING 2012 EDITION SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS
RETAIL MERCHANDISING SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS 2012 EDITION Retail Merchandising Individual Series Events DECA Images 1908 Association Drive Reston, Virginia 20191-1594
More informationPRINCIPLES OF HOSPITALITY AND TOURISM
PRINCIPLES OF HOSPITALITY AND TOURISM 2013 SAMPLE CONTENT INTERVIEWS AS USED IN DECA S PRINCIPLES OF BUSINESS ADMINISTRATION EVENTS Principles of Business Administration Sample Events Principles of Hospitality
More informationBUSINESS FINANCE 2013 SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS
BUSINESS FINANCE 2013 SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS Business Finance Individual Series Events DECA Images 1908 Association Drive Reston, Virginia 20191-1594 DECA Images Published
More informationBUSINESS SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Market Planning BUSINESS SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented
More informationBUYING AND MERCHANDISING
BUYING AND MERCHANDISING 2013 SAMPLE CASE STUDIES AS USED IN DECA S TEAM DECISION MAKING EVENTS Buying and Merchandising Team Decision Making Event DECA Images 1908 Association Drive Reston, Virginia 20191-1594
More informationHUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Business Management and Administration CAREER PATHWAY Human Resources Management INSTRUCTIONAL AREA Human Resources Management HUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
More informationMARKETING COMMUNICATIONS SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Communications INSTRUCTIONAL AREA Information Management MARKETING COMMUNICATIONS SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to
More informationJUDGING INFORMATION PACKET
JUDGING INFORMATION PACKET COMPETITIVE EVENTS PROGRAM FOOD MARKETING SERIES Thank you for agreeing to share your time and knowledge with DECA members at the International Career Development Conference
More informationAPPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Marketing / Selling APPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented
More informationSPORTS AND ENTERTAINMENT MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Market Planning SPORTS AND ENTERTAINMENT MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be
More informationBUSINESS SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Promotion BUSINESS SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to
More informationRETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Customer Relations RETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading
More informationFOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Marketing FOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your
More informationAUTOMOTIVE SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Customer Relations AUTOMOTIVE SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you
More informationQUICK SERVE RESTAURANT MANAGEMENT
QUICK SERVE RESTAURANT MANAGEMENT 2013 SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS Quick Serve Restaurant Management Individual Series Events DECA Images 1908 Association Drive Reston,
More informationRESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Restaurant and Food and Beverage Services INSTRUCTIONAL AREA Pricing / Selling RESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
More informationAPPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Economics APPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you
More informationPARTICIPANT INSTRUCTIONS
OCCUPATIONAL CATEGORY Marketing Management Series An Association of Marketing Students INSTRUCTIONAL AREA Emotional Intelligence PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you
More informationRETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Market Planning RETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through
More informationJUDGING INFORMATION PACKET
JUDGING INFORMATION PACKET COMPETITIVE EVENTS PROGRAM FASHION MERCHANDISING AND MARKETING Thank you for agreeing to share your time and knowledge with Collegiate DECA members at the International Career
More informationPRINCIPLES OF BUSINESS MANAGEMENT AND ADMINISTRATION EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Business Management and Administration INSTRUCTIONAL AREA Business Law PRINCIPLES OF BUSINESS MANAGEMENT AND ADMINISTRATION EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be
More informationPRINCIPLES OF FINANCE EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Finance INSTRUCTIONAL AREA Economics PRINCIPLES OF FINANCE EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions, including
More informationAPPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
AAM-14 CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Marketing APPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented
More informationRESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Restaurant and Food and Beverage Services INSTRUCTIONAL AREA Promotion RESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
More informationHUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Business Management and Administration CAREER PATHWAY Human Resources Management INSTRUCTIONAL AREA Human Resources Management HUMAN RESOURCES MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
More informationSPORTS AND ENTERTAINMENT MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Pricing SPORTS AND ENTERTAINMENT MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented
More informationJUDGING INFORMATION PACKET
JUDGING INFORMATION PACKET COMPETITIVE EVENTS PROGRAM BUSINESS SERVICES MARKETING SERIES Thank you for agreeing to share your time and knowledge with DECA members at the International Career Development
More informationMARKETING COMMUNICATIONS
MARKETING COMMUNICATIONS ROLE-PLAYS USED IN DECA S INDIVIDUAL SERIES EVENTS 2018 MARKETING COMMUNICATIONS SERIES 2018 ROLE-PLAYS INCLUDES: INTEGRATE DECA S ROLE-PLAYS AND CASE STUDIES INTO YOUR CLASSROOM
More informationQUICK SERVE RESTAURANT MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Restaurant and Food and Beverage Services INSTRUCTIONAL AREA Product/ Service Management QUICK SERVE RESTAURANT MANAGEMENT SERIES EVENT PARTICIPANT
More informationBUSINESS SERVICES MARKETING
BUSINESS SERVICES MARKETING ROLE-PLAYS USED IN DECA S INDIVIDUAL SERIES EVENTS 2018 BUSINESS SERVICES MARKETING SERIES 2017 ROLE-PLAYS INCLUDES: INTEGRATE DECA S ROLE-PLAYS AND CASE STUDIES INTO YOUR CLASSROOM
More informationPRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Information Management PRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these
More informationAPPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Marketing APPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you
More informationPRINCIPLES OF FINANCE EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Finance INSTRUCTIONAL AREA Financial Analysis PRINCIPLES OF FINANCE EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions,
More informationMARKETING MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Promotion MARKETING MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through
More informationJUDGING INFORMATION PACKET
JUDGING INFORMATION PACKET COMPETITIVE EVENTS PROGRAM RESTAURANT AND FOOD SERVICE MANAGEMENT Thank you for agreeing to share your time and knowledge with Collegiate DECA members at the International Career
More informationBUSINESS SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Product/Service Management BUSINESS SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented
More informationJUDGING INFORMATION PACKET
JUDGING INFORMATION PACKET COMPETITIVE EVENTS PROGRAM ACCOUNTING Thank you for agreeing to share your time and knowledge with Collegiate DECA members at the International Career Development Conference
More informationPRINCIPLES OF BUSINESS MANAGEMENT AND ADMINISTRATION EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Business Management and Administration INSTRUCTIONAL AREA Operations PRINCIPLES OF BUSINESS MANAGEMENT AND ADMINISTRATION EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented
More informationPRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Marketing PRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these instructions,
More informationBUSINESS FINANCE SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Finance CAREER PATHWAY Corporate Finance INSTRUCTIONAL AREA Financial Analysis BUSINESS FINANCE SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through
More informationHOTEL AND LODGING MANAGEMENT
HOTEL AND LODGING MANAGEMENT ROLE-PLAYS USED IN DECA S INDIVIDUAL SERIES EVENTS 2018 HOTEL + LODGING MANAGEMENT SERIES 2018 ROLE-PLAYS INCLUDES: INTEGRATE DECA S ROLE-PLAYS AND CASE STUDIES INTO YOUR CLASSROOM
More informationBUSINESS FINANCE SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Finance CAREER PATHWAY Corporate Finance Pathway INSTRUCTIONAL AREA Financial Analysis BUSINESS FINANCE SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your
More informationHOTEL AND LODGING MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Lodging INSTRUCTIONAL AREA Marketing HOTEL AND LODGING MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through
More informationRESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
RFSM-15 CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Restaurant and Food and Beverage Services INSTRUCTIONAL AREA Promotion RESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
More informationAPPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Promotion APPAREL AND ACCESSORIES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your
More informationPRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Emotional Intelligence PRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these
More informationRESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Restaurant and Food and Beverage Services INSTRUCTIONAL AREA Operations RESTAURANT AND FOOD SERVICE MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
More informationRETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Operations RETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your
More informationPRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Economics PRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading of the 21 st Century Skills, Performance
More informationSPORTS AND ENTERTAINMENT MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Economics SPORTS AND ENTERTAINMENT MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through
More informationRETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Customer Relations RETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through
More informationRETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Merchandising INSTRUCTIONAL AREA Distribution RETAIL MERCHANDISING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through
More informationSPORTS AND ENTERTAINMENT MARKETING
SPORTS AND ENTERTAINMENT MARKETING 2013 SAMPLE ROLE PLAYS AS USED IN DECA S INDIVIDUAL SERIES EVENTS Sports and Entertainment Marketing Individual Series Events DECA Images 1908 Association Drive Reston,
More informationPRINCIPLES OF HOSPITALITY AND TOURISM EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism INSTRUCTIONAL AREA Professional Development PRINCIPLES OF HOSPITALITY AND TOURISM EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading
More informationAUTOMOTIVE SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Communication INSTRUCTIONAL AREA Promotion AUTOMOTIVE SERVICES MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented
More informationPRINCIPLES OF FINANCE EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Finance INSTRUCTIONAL AREA Customer Relations PRINCIPLES OF FINANCE EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading of the 21 st Century Skills, Performance
More informationFOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing CAREER PATHWAY Marketing Management INSTRUCTIONAL AREA Marketing and Promotion FOOD MARKETING SERIES EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to
More informationPRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Emotional Intelligence PRINCIPLES OF MARKETING EVENT PARTICIPANT INSTRUCTIONS PROCEDURES 1. The event will be presented to you through your reading of these
More informationTRAVEL AND TOURISM 2012 EDITION SAMPLE CASE STUDIES AS USED IN DECA S TEAM DECISION MAKING EVENTS
TRAVEL AND TOURISM SAMPLE CASE STUDIES AS USED IN DECA S TEAM DECISION MAKING EVENTS 2012 EDITION Travel and Tourism Marketing Team Decision Making Event DECA Images 1908 Association Drive Reston, Virginia
More informationHOSPITALITY SERVICES TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism HTDM-17 INSTRUCTIONAL AREA Pricing This is the specific topic within the career cluster that will be covered in this role play. HOSPITALITY SERVICES TEAM DECISION
More informationMARKETING MANAGEMENT TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Product/Service Management MARKETING MANAGEMENT TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading of
More informationMARKETING MANAGEMENT TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Market Planning MARKETING MANAGEMENT TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading of the 21 st
More informationQUICK SERVE RESTAURANT MANAGEMENT SERIES EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism CAREER PATHWAY Restaurant and Food and Beverage Services INSTRUCTIONAL AREA Customer Relations, Emotional Intelligence QUICK SERVE RESTAURANT MANAGEMENT SERIES EVENT
More informationBUYING AND MERCHANDISING TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Marketing INSTRUCTIONAL AREA Product/Service Management BUYING AND MERCHANDISING TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading
More informationBUSINESS LAW AND ETHICS TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Business Management and Administration INSTRUCTIONAL AREA Customer Relations BUSINESS LAW AND ETHICS TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you
More informationInformation and Practice Leaflet
Information and Practice Leaflet Verbal and Numerical Reasoning Tests Why are tests used? Ability or aptitude tests are increasingly being used in the world of work to assess the key skills relevant to
More informationTRAVEL AND TOURISM TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism INSTRUCTIONAL AREA Promotion / Selling TRAVEL AND TOURISM TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS The event will be presented to you through your reading
More informationSave Money When Grocery Shopping by Jeffrey Strain
Save Money When Grocery Shopping by Jeffrey Strain Unlike a fixed monthly cost such as your mortgage or car payment, the amount you spend on groceries each month is somewhat flexible. While the common
More informationThe Bilbrey Furniture Company was the most successful
c27.qxd.(269-277) 11/6/04 10:49 AM Page 269 27 Your Differences Will Handle Objections I love different folks. Eleanor Hodgman Porter, Pollyanna The Bilbrey Furniture Company was the most successful store
More informationDEFENDING SUPERMARKET SHARE WHEN COMES TO TOWN
DEFENDING SUPERMARKET SHARE WHEN COMES TO TOWN CATALINA MEASURES THE OF LIDL OPENINGS ON EXISTING RETAILERS CATALINA FINDINGS In today s highly challenging, uber-competitive retail environment, attention
More informationCandidate Interview Preparation
Candidate Interview Preparation 10 Points, in Brief, of a Successful Interview 1. Be prepared, be professional, and be sharp. 2. Dress for success and show up on time. 3. Be confident and warm. 4. Connect
More informationTHE LPL INDEPENDENT ADVISOR INSTITUTE TAKE THE NEXT STEP FOR YOUR FUTURE
1 THE LPL INDEPENDENT ADVISOR INSTITUTE TAKE THE NEXT STEP FOR YOUR FUTURE Make Your Mark on the World As you prepare for the next chapter of your professional journey, do you find yourself seeking more
More informationJUDGING INFORMATION PACKET
JUDGING INFORMATION PACKET COMPETITIVE EVENTS PROGRAM FINANCIAL STATEMENT ANALYSIS Thank you for agreeing to share your time and knowledge with Collegiate DECA members at the International Career Development
More informationTHE WORKPLACE WORK BASED A GUIDE TO GETTING THE MOST OUT OF YOUR PART-TIME JOB LEARNING
THE WORKPLACE A GUIDE TO GETTING THE MOST OUT OF YOUR PART-TIME JOB WORK BASED LEARNING I OVERVIEW 02 Welcome to the Workplace Portfolio! The Portfolio is designed to help you squeeze more learning out
More informationConducting a Direct Market Survey
Conducting a Direct Market Survey The following steps detail the things you need to do and the information you need to gather in order to prepare and conduct your Direct Market Survey. You will then include
More informationIntroduction... CONTENT
Introduction... Whether applying for a promotion or your very first job there are a number of steps you must take to be ready for that all important interview. When the email or SMS comes to invite you
More informationHow to Determine the Feasibility of Your New Business Idea A Step by Step Guide to Small Business Feasibility Study
How to Determine the Feasibility of Your New Business Idea A Step by Step Guide to Small Business Feasibility Study By BizMove Management Training Institute Other free books by BizMove that may interest
More informationMarketing Education. Study Guide. Assessments: Sales/Marketing Associate Manager Trainee
Marketing Education Study Guide Assessments: 30502 Sales/Marketing Associate 30503 Manager Trainee Aligned with the MarkED/ Career Paths National Curriculum Standards Overview This study guide is designed
More informationHOSPITALITY SERVICES TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS
CAREER CLUSTER Hospitality and Tourism INSTRUCTIONAL AREA Selling/Information Technology Application HOSPITALITY SERVICES TEAM DECISION MAKING EVENT PARTICIPANT INSTRUCTIONS The event will be presented
More informationBuy Right. Leadership, Attitude, Performance...making learning pay! Looking for good deals Make the right choice How the pros do it.
Leadership, Attitude, Performance...making learning pay! Operations LAP 2 Performance Indicator: OP:015 Purchasing Looking for good deals Make the right choice How the pros do it Purchasing s Pivotal Part
More informationJudge Assessment. Oregon Region: OR Fri Jul :26 PM
Accounting Applications Series Composite Score 75.00 out of 100 International 67.63 out of 100 Role Play 1 88.33 out of 100 International 74.30 out of 100 Explain the nature of accounts receivable. 14.67
More informationWhen Did Facility Managers Become Food Service Managers? Matt Mundok, FMP
When Did Facility Managers Become Food Service Managers? Matt Mundok, FMP Over the years, more and more facility managers have become responsible for the oversight and management of outsourced food services
More informationGROCERYLIST++ TEAM ROLES PROBLEM AND SOLUTION OVERVIEW CONTEXTUAL INQUIRY CUSTOMERS ALYSSA
GROCERYLIST++ TEAM ROLES Project Management: Staci Menz Writing: Darrin Cole Design: Anna Kong Development: Peter Huss User Testing: Brian Chan PROBLEM AND SOLUTION OVERVIEW The problem we are trying to
More informationJosh Allen. Companion Bread Company
Josh Allen Companion Bread Company LESSON DESCRIPTION Students read a story about entrepreneur, Josh Allen, who founded an artisan bread making company in St. Louis, Missouri. Students learn how important
More informationRecruiting, Hiring and Onboarding. MMBA Conference Alexandria, MN April 18, 2016 Jim Langemo of Delaney Consulting
Recruiting, Hiring and Onboarding MMBA Conference Alexandria, MN April 18, 2016 Jim Langemo of Delaney Consulting Overview By the end of this session, you will take with you best practices for: Recruiting
More informationSupporting the customer service environment
Qualification Title Candidate: Assessor: Employer Job role (if applicable) Level 2 Certificate in Customer Service (QCF) QRN Candidate no: Centre Sector 600/3553/X Please explain why you chose this organisation
More informationSmall Brand Strategies for Fueling Big Growth
Small Brand Strategies for Fueling Big Growth Tim Clark & Brooke Smith Co- Directors, Center for Brand Excellence The new age of emerging brands 4 The new age of emerging brands 5 The new age of emerging
More informationDefinitive Guide for Better Pricing. Build a solid pricing foundation that will help you create consistent sales and profit growth.
Definitive Guide for Better Pricing Build a solid pricing foundation that will help you create consistent sales and profit growth. INDEX Introduction 2 Identifying New Customers 4 Here Are Some Questions
More informationSuccessful Service Department Management
Successful Service Department Management Course 5: Managing Direct Expenses A Management Series for Supermarket Deli, Bakery and Cheese Department Managers Course 5: Managing Direct Expenses Successful
More informationCREATING ORDER DISCOUNT OFFERS WITH MANAGE PROMOTIONS. Increase your average order size or transaction amount
CREATING ORDER DISCOUNT OFFERS WITH MANAGE PROMOTIONS Increase your average order size or transaction amount WANT TO SELL MORE? When online shoppers have more retail options at their fingertips, buyer
More informationSCHOOL-BASED ENTERPRISES CHAPTER CERTIFICATION KNOWLEDGE AND SKILLS DEVELOPED PROGRAM DESCRIPTION PROCEDURE
CHAPTER CERTIFICATION SBE A School-based Enterprise (SBE) is an entrepreneurial operation in a school setting that provides goods/ services to meet the needs of the market. SBEs are managed and operated
More informationMarketing Applications
Core provides the knowledge and skills students need for careers in business and marketing. Students begin exploring roles and functions that business and marketing play in a global society, develop an
More informationPrinciples of Business and Finance
Core provides the knowledge and skills students need for careers in business and marketing. Students begin exploring roles and functions that business and marketing play in a global society, develop an
More informationSCHOOL-BASED ENTERPRISES CHAPTER RE-CERTIFICATION KNOWLEDGE AND SKILLS DEVELOPED PROGRAM DESCRIPTION PROCEDURE
CHAPTER RE-CERTIFICATION SBE A School-based Enterprise (SBE) is an entrepreneurial operation in a school setting that provides goods/ services to meet the needs of the market. SBEs are managed and operated
More informationCOSTS UP, PRICES UP BREXIT S IMPACT ON CONSUMER BUSINESSES AND THEIR CUSTOMERS
COSTS UP, PRICES UP BREXIT S IMPACT ON CONSUMER BUSINESSES AND THEIR CUSTOMERS AUTHORS Duncan Brewer, Partner Lisa Quest, Partner Rachel Gregory, Associate INTRODUCTION Brexit outcomes remain uncertain
More informationCHAPTER 2 RETAIL STRATEGIC PLANNING AND OPERATIONS MANAGEMENT
CHAPTER 2 RETAIL STRATEGIC PLANNING AND OPERATIONS MANAGEMENT MULTIPLE CHOICE 1. is the anticipation and organization of what needs to be done to reach an objective. a. Analyzing b. Forecasting c. Planning
More information