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Using the Marketing Mix, what are the appropriate Marketing Strategy for the company given by case study?.? Case Study... ‘Baker’s Treat’ is a bakery chain situated in and around Colombo which commenced operation in year 2000. It was started by a former bakery owner and his daughter. The daughter studied the bakery business abroad and came back to Sri Lanka with an MBA and a good training on bakery Production and Marketing. The vision of ‘Baker’s Treat’ is “To be the most preferred baker in the country”. Their products include a variety of items such as bread, buns, cakes and a wide range of easy breakfast / lunch / dinner products. The owners of ‘Bakers Treat’ invested in latest technology at the commencement of the business. They have been focusing their business on product quality and customer satisfaction. The industry they are in is very competitive due to the high demand for fast food to cater to the busy lifestyles of working people. Since ‘Baker’s Treat’ is focusing on the market-for main meals as well as short eats, it caters to a wider segment of the market. In future, they want to focus on bread for diabetics, low calorie bread and nutritious bread in addition to other healthy food. Workers of this company are paid competitive salaries. However, there is a concern among the staff about their long working hours and absence of holidays to spend time with their families. Demotivation is becoming apparent among the staff due to the working environment as it is gloomy and very warm inside the production site of the bakery at each branch. ‘Baker’s Treat’ has 5 branches which are situated in strategic locations where there is a lot of traffic throughout the morning and evening hours. However, the quality of the service at the restaurants is low as customers who take-away food as well as eat-in customers use the same entrance. If they carry out proper market research, they will see that there are many customers who want to buy just a few items such as bread and cake and prefer to drive-through without getting out of the car. This segment of the market is neglected as all the customers have to park in the car park with limited space. Home-delivery service and large scale catering are other strategies adopted by their competitors, some of whom have been in the industry for over 25 years. Newcomers to the industry offer a range of beverages and are collaboratively working with supermarket chains or popular clothing shops.

Assess the value of strategic value in helping P&O to formulater its strategy for the future? P &O is a large established company operating across channel ferry services for passengers and freight. In addition, it owns and operates a number of pods. In the first half of 2004, passenger ferries lost P&O £25m. In contrast freight crossings, which transport lorries carrying goods between UK and the rest of Europe, earned £74m in profit in the same period. In the late 2004, P&O announced plans to reduce its passenger ferry workforce by 1200 employees. The move was designed to reduce capacity and cut costs in its cross channel passenger ferry services. The job cuts are part of a larger strategic review of operations that P&O has been conducting since the start of 2004. This was not the first time P&O had reduced the size of its operations. It has spent the past decade slimming down. In the past, it has been criticised for being over-large ............ with a vast range of interests in property, entertainment, holiday resorts, in addition to its ferry services and ports. It has gradually shed its diverse interests and concentrated on its core activities of ferry services and ports. The city was pleased with the proposed job cuts. P&O’s share price climbed 5% following the announcements of cuts. Some analysts suggested it was only a matter of time before P&O rid itself completely of the passenger ferries and focused on the thriving ports and freight parts of the operation. However, union leaders criticised the proposed job losses and the lack of consultation, warning P&O bosses that they faced industrial action if they went through with the proposed cuts. Bob Crow, the Rail Maritime and Transport Union (RMT) General Secretary, said: “our members are devastated by the cuts. We urged the company to consult with us properly, but instead they kept, us guessing for weeks. We found out about the job cuts through the media after the decision had been taken. We are happy to talk about ways we can improve efficiency, but we will not tolerate any compulsory redundancies.” Another union lender claimed that P&O’s management was acting “like rabbits facing the headlights” in response to the passenger ferries losses. “they should seek imaginative and bold strategies for the future, rather than opting to cut costs in this knee jerk way”, he said. A number of factors have made it increasingly difficult for P&O to run its passenger ferries profitably. In recent year, it has experienced a decline in day trips, where passengers bought cheaper beer, wines, tobacco products and gifts on board or during a short stay in France. This decline has occurred for a number of reasons: •The opening of the Channel Tunnel in 1994; •The abolition of tax free sales of alcohol and tobacco products on board ferries in 1999; •The French government’s decision to raise tax on cigarettes by 50%; •Increasing sales of cheep beer and wine in UK super markets. At the same time the growth of low cost airlines opened up more exotic destinations for UK travellers. In addition, P&O claims it does not receive the same kind of help as some of its competitors. Two of the main rivals, Sea France and Brittany Ferries, are basically owned by the French government and, consequently, are under little pressure to deliver profits for shareholders. Also, Eurotunnel, which operates services through the Channel Tunnel, continues to run at a loss with little, chance of generating a return for investors. So it is no surprise that P&O has been under intense pressure to slash prices of its crossing in order to stay profitable. “We are not asking for subsidies from the UK government, but we do not have a pretty uneven playing field”, said Mr Woods, P&O’s chief executive. Bill Moses, a former boss of Hoverspeed, one of P&’Os competitors, argues that the ferry companies have been reluctant to reduce their capacity as the overall market has shrunk and changed in nature. Total ferry passenger numbers from the UK to France are set to halve between 2000 and 2010. “The industry needs to match capacity to demand – something its never been good at , he said. “In the past, in a growing market, its not been an issue. In truth, P&O is a fat cat and needs to tailor its service more to customer needs and customer volumes”, he added. It isn’t all gloom at P&O. Ports and freight services have been consistently profitable. The company expects freight services to contribute 51% of total revenue for 2004, and the freight market as a whole to expand by 6% a year. This growth in freight is partly due to the fact that the volume of freight traffic increases as the economy grows stronger and is also likely to be boosted by the expansion of the European Union. More than half of total imports into eastern European countries are from established EU countries, so freight traffic between established EU countries and the new entrants could expand considerably. P&O is attempting to ....... freight business from Latvia, Hungary, and the Czech Repu

Whats wrong with my resume? Need advise if any.? CAN PEOPLE TELL WHATS WRONG WITH MY RESUME...RECENTLY I APPLIED AT FEW PLACES & AM NOT SURE WHY THERE IS NO REPLY...IS THERE SOMETHING WRONG WITH MY RESUME..YOUR HELP IS APPRECIATED...CHEERS SUMMARY OF QUALIFICATIONS Adept at managing all aspects of information technology, including ongoing business needs assessment, planning, implementations, and enhancement. Record of identifying opportunities, analyzing operations, and developing winning solutions. Possess broad technical knowledge spanning diverse industries. Resourceful problem solver. Perform well in global environment. Intelligent, analytical, and articulate. CORE COMPETENCIES Strategic PlanningProject LeadershipBusiness Process Analysis Infrastructure DesignBudget ManagementApplications Development Product ManagementStaff Training & SupervisionVendor & Partner Relations PROFESSIONAL EXPERIENCE XXX Company COO – Infrastructure & service delivery / Head of Product (09/2008 – Present) •Engage & close sales •Manage & execute planning, collaboration & deployment of services launched by the company. •Lead the product definition, infrastructure deployment to the GSM telecom operators. •Vendor management •Data mining & interpretations for marketing & product strategy. •Manage all phases of RFI, RFP & RFQ •Engaged in investor relations. Key Achievements: •Raised first round of multi-million investment •Closed first operator sale – Celcom Malaysia XXX COMPANY Director, Tech-Presales, Solutions Architecture & Service Delivery (10/2005 – 08/2008) •Headed a team of 40 engineers across 3 global locations. •Coach and direct service delivery team responsible for implementation of solutions, infrastructure and post-implementation monitoring. •Manage all phases of RFI, RFP, RFQ •Vendor management •Lead Tech-presales to operators in Asia, Europe & Middle east •Assist marketing activities with data mining & data interpretations •Created innovative strategies for new product/service introductions and technology-focused industry. •Engineered compelling demonstrations of products’ functionality and key benefits. •Manage & build investors relations with some of the leading VC’s in the world. •Managed media queries related to the product & company. Key Achievements: •Pioneered & perfected XXX solution, rated as the next big thing for operators revenues. •The solution bought 20 Million dollars in revenues for the company (as of 2008) •Deployed voice XXX solution with multi-million infrastructure in Malaysia, Singapore, Indonesia, Hong Kong, Turkey, Egypt, supports multi-million messages daily and is used by operators, like: Vodafone, Digi, Telenor, Turkcell, Airtel, CSL, AIS, and Etisalat. The system sits at core network integrating with MSC, IN, SMSC, HLR, OSS/BSS, Billing(Diameter) etc @ Operators deployed •Enabled world’s first ‘Interconnect’ for Voice SMS in Dec 2007. •Deployed in both GSM & CDMA Operators. •Made XXX Company the founding member of GSMA regulatory body for defining standards for Voice SMS •Engaged & pilots deployed at KDDI, NEC Japan, O2 UK & Brazil Telecom. •Improved SDLC significantly helping quick rollout of products, offering high degree of adaptability to operator’s environment & reducing cost of deployments. •Helped the company to raise investments from tear 1 investors like XXX CAPITAL. XXX COMPANY Chief Technology Officer (12/2003 – 9/2005) •The company was the firt & one of the largest MVAS & contents provider in Malaysia •I was bought into the company to mend & improve a collapsing infrastructure & disoriented engineering team, which was heavily impacting the company revenues & project timelines. •Managed a complex infrastructure of gateways & billing system for churning CDR’s •Headed a team of 32, comprising of engineers and architects. Key Achievements: •Deployed a multi-million dollar infrastructure sourced from Ericsson •Transformed a disorganized, inefficient engineering team into a smooth-running operation by totally redesigning the working methodology. •Transformed the infrastructure to multi-million dollar facility consisting of independent WAP gateways and secured payment gateways used by some leading financial institutions in Malaysia. •Rolled out world’s 1st mobile commerce application (mCommerce) for buying movies & songs. •Developed application focused on interacting between GSM operators & TV stations •Developed innovative & comprehensive data mining techniques to identify & learn subscribers behavior •Launched worlds 1st 3D game that enabled audience-controlled characters on TV. •Managed TV broadcasting systems for airing transmission. •Collaborated with regional operators on upcoming 3G & Location based services. •Established gateway connectivity to various CPs from Malaysia, USA, India, Finland, and Philippines. XXX COMPANY Senior Manager, Technology & Business Enhancement Division (11/2002 – 1

How to promote training courses on survival in the Amazon, a river cruiser and a travel agency in Internet? I need to promote four (4) specialized products and I require advice from people with experience in online marketing and those people that are responsible for the area of promotion, marketing or sales of travel agencies and tourism companies that offer survival courses and cruises. This company is located in Iquitos, an exotic city in the middle of the Peruvian Amazon, one of the least explored and most bio-diverse area in the world. The products I have to help to promote are: 1. Training courses on survival in the Amazon jungle, for companies or adventure travelers. 2. Visits to remote indigenous communities that preserve their customs, for anyone interested. 3. Research or study trips in the Peruvian Amazon, for researchers, students and anyone interested. 4. Travel by river cruises along the Amazon river and tributaries or cruises in Pacaya-Samiria National Reserve (the largest reserve in the floodable Amazon jungle in South America). These are quality products. The company respect and teach the travelers to respect the nature. They take medical help or supplies to river communities and indigenous tribes they visit. Trips are designed to understand the nature and their ecosystems. This company works with professional and specialized staff as naturalists and, in case of survival training courses, with instructors of the Air Force. The company weakness is the international promotion and that is my challenge. I have had successful experiences in promoting hotels. But I never promoted this type of product. Therefore, I have several questions: A. Where or in what ways should I promote these four products? B. What websites, especially free of charge, you known to promote these products? In hotels, for example, there are sites like Tripadvisor and others. C. Do you know websites and forums that are focused on "selling" the four travel products I have? D. What social networks focused on these products are available? I know that there are Facebook, Twiter, Flirck, but, do you know any social network for adventure travelers or interested in this kind of trips? E. I was considering using the Lonely Planet, Viajeros and Losviajeros forums. Do you know others forums or specialized forums? Regardless of language. F. Does anyone could help me with the contact details of publishers of travel guides (Lonely, Frommers, Footprints, etc.)? G. I was thinking in contact with TV and film producers or film makers to promote the services of the company and be a strategic partners for films in the Amazon. Where and how I may contact with big producers companies as Discovery, NatGeo, BBC, etc., and with small producers? Do you have any other recommendation?

Would someone help me with my resume for financial analyst? Looking to get into a business or financial analyst position to gain some related experience before I start my MBA in Finance. If you have any advice I would greatly appreciate it. ______________ __________________ __________________ __________________ __________________ OBJECTIVE Obtain a position where I can leverage my critical thinking skills and ability to analyze information to solve problems and create better profits for the organization. EDUCATION Middle Tennessee State University, Bachelors of Business Administration, June 2005 PROFESSIONAL EXPERIENCE Job Title, Company April 2006-Present __________ls is a multi-location company consisting of two separate divisions, construction equipment sales and leasing and event rentals and planning. I am involved in all aspects of business development including strategic planning, direct sales, and operations. Selected accomplishments include: •Build sales through a variety of methods including marketing, advertising, and training for sales associates. •Create and maintain a budget based on projected sales and expense reports. •Worked on an acquisition project of two locations including both rental and resale inventory from Classic Party Rentals one of the largest event planners in the country. •Develop plans to expand our client base and new product and services to better serve all our customers. •Helped to structure the sale of 1MM commercial real estate transaction in which we saved the company from putting 25% down by purchasing the corporation and its assets and debts rather than just the property. •Constantly working to build and maintain the close working relationship with both customers and vendors that are vital to making a business profitable. •Work closely with President and CEO to determine long and short term goals as well as strategies to help us obtain those goals. •Solve problems quickly and effectively as they arise whether they are customer complaints, employee relation problems, or a sudden change in delivery schedules which could cost everyone time and money. •Developed several new policies which combined cut cost by $30,000 per year without costing the company any money to implement. •Strive to ensure that customer service plays a key role, and maintain it to the level that we expect through a variety of methods such as customer feedback and continued training for employees. Title, Company July 2008-Present ________________ is a real estate investment company specializing in speculation, rentals, and property management. It has traditionally been focused in residential property but has recently started venturing into small commercial properties. General responsibilities include: •Oversee investments to ensure portfolio remains focused on our business strategy and evaluate new opportunities to confirm that it meets company cap rate requirements. •Negotiate terms of contracts from both the buyer and seller standpoint as well as lease agreements. •Obtain financing for new purchases from multiple lending sources such as traditional bank financing and private money lenders. •Perform a number of financial evaluations using Excell such as Debt Service Coverage Ratio, calculation of Capitalization Rate, Net Operating Income, and others. •Ultimately responsible for profit and loss of all properties under management. _________________ Title, Company June 2005-April 2006 •Inside and outside sales and rentals of various construction equipment and services. •I sold our single account to date which allowed for a 200% growth in our materiel lift inventory, and has been 1/10 of our annual sales for the past four years. •Listen closely to customers to determine their needs and determine how we are best able to meet those needs. •Schedule sales meetings with potential clients to introduce them to our services. Title, Company August 2004-May 2005 •Various functions within the company including, sales, fabrication, installation and maintenance. •Helped owner branch into textured sign market. HONORS AND AWARDS •Chosen to speak in the Tennessee State House of Representatives regarding the creation of several new laws. •Elected as Secretary for the United Athletic Organization where I worked with members of many different organizations on a variety of community projects. •Nominated by one of my professors to attend The National Forum on Law in Washington D.C.

can anybody explain me the answer for given case stydy? Will you use a motivational theory to solve one of the problems of this company? How would you do that? Explain your answer. Case Study? ‘Baker’s Treat’ is a bakery chain situated in and around Colombo which commenced operation in year 2000. It was started by a former bakery owner and his daughter. The daughter studied the bakery business abroad and came back to Sri Lanka with an MBA and a good training on bakery Production and Marketing. The vision of ‘Baker’s Treat’ is “To be the most preferred baker in the country”. Their products include a variety of items such as bread, buns, cakes and a wide range of easy breakfast / lunch / dinner products. The owners of ‘Bakers Treat’ invested in latest technology at the commencement of the business. They have been focusing their business on product quality and customer satisfaction. The industry they are in is very competitive due to the high demand for fast food to cater to the busy lifestyles of working people. Since ‘Baker’s Treat’ is focusing on the market-for main meals as well as short eats, it caters to a wider segment of the market. In future, they want to focus on bread for diabetics, low calorie bread and nutritious bread in addition to other healthy food. Workers of this company are paid competitive salaries. However, there is a concern among the staff about their long working hours and absence of holidays to spend time with their families. Demotivation is becoming apparent among the staff due to the working environment as it is gloomy and very warm inside the production site of the bakery at each branch. ‘Baker’s Treat’ has 5 branches which are situated in strategic locations where there is a lot of traffic throughout the morning and evening hours. However, the quality of the service at the restaurants is low as customers who take-away food as well as eat-in customers use the same entrance. If they carry out proper market research, they will see that there are many customers who want to buy just a few items such as bread and cake and prefer to drive-through without getting out of the car. This segment of the market is neglected as all the customers have to park in the car park with limited space. Home-delivery service and large scale catering are other strategies adopted by their competitors, some of whom have been in the industry for over 25 years. Newcomers to the industry offer a range of beverages and are collaboratively working with supermarket chains or popular clothing shops.

Investing in a 403B. Which percentage would you place of the following options and why? See fidelity list:? I have all these choice names below... which would you pick and why? They all mean nothing to me. Would like to retire in 25 years. * (Total must equal 100%) Total: 0% Fund Name FID STRAT DIV & INC FID ASSET MGR 50% FID CONVERTIBLE SEC FID ASSET MGR 20% FID ASSET MGR 30% FID ASSET MGR 40% FID ASSET MGR 60% FID ASSET MGR 70% FID ASSET MGR 85% FID BALANCED FID DYNAMIC STRAT FID FREEDOM 2000 FID FREEDOM 2005 FID FREEDOM 2010 FID FREEDOM 2015 FID FREEDOM 2020 FID FREEDOM 2025 FID FREEDOM 2030 FID FREEDOM 2035 FID FREEDOM 2040 FID FREEDOM 2045 FID FREEDOM 2050 FID FREEDOM INCOME FID GLOBAL BALANCED % FID PURITAN FID STRAT REAL RET % FID CAPITAL & INCOME % FID CORPORATE BOND FID FLOAT RT HI INC % FID FOCUSED HIGH INC % FID GNMA FID HIGH INCOME % FID INFLAT PROT BOND FID INST SH INT GOVT FID INTERMED BOND FID INTM GOVT INCOME FID MORTGAGE SEC FID NEW MARKETS INC % FID SHORT TERM BOND FID STRATEGIC INCOME FID TOTAL BOND FID ULTRASHORT BOND % FIDELITY GOVT INCOME FIDELITY INVST GR BD FIDELITY US BD INDEX SPTN INT TR INDX INV SPTN LT TR INDX INV SPTN ST TR INDX INV FID GOVT MMKT FID MONEY MARKET FID SEL MONEY MARKET FID US TREASURY MM FIDELITY CASH RESRVE FIDELITY RET GOVT MM FIDELITY RETIRE MMKT FIDELITY US GOVT RES ABF LG CAP VAL INV AF GRTH FUND AMER R4 CALAMOS GROWTH A FID 130/30 LG CAP FID BLUE CHIP GROWTH FID BLUE CHIP VALUE FID CAP APPRECIATION FID CONTRAFUND FID DISCIPLINED EQTY FID DIVIDEND GROWTH FID EQUITY INCOME II FID EQUITY INCOME FID EXP & MULTINATL % FID FIDELITY FID FIFTY FID FOCUSED STOCK FID FOUR IN ONE IDX FID GROWTH & INCOME FID GROWTH COMPANY FID GROWTH DISCOVERY FID INDEPENDENCE FID LARGE CAP GROWTH FID LARGE CAP STOCK FID LARGE CAP VALUE FID LC CORE ENH INDX FID LC GR ENH INDX FID LC VAL ENH INDX FID MEGA CAP STOCK FID NASDAQ COMP INDX % FID OTC PORTFOLIO FID STK SEL ALL CAP FID TREND FID VALUE DISCOVERY FIDELITY MAGELLAN SPARTAN 500 INDEX SPTN TOTAL MKT INDEX % COLUMBIA ACORN Z FID GR STRATEGIES % FID LEVERAGED CO STK % FID MID CAP ENH INDX % FID MID CAP GROWTH % FID MID CAP STOCK % FID MID CAP VALUE % FID VALUE FIDELITY LOW PR STK % FIDELITY NEW MILLEN SPTN EXTND MKT INDEX % FID SM CAP DISCOVERY % FID SM CP ENH INDX % FID SMALL CAP GROWTH % FID SMALL CAP STOCK % FID SMALL CAP VALUE % FID STK SEL SM CAP % FID VALUE STRATEGIES FID CANADA % FID CHINA REGION % FID DIVERSIFIED INTL % FID EMEA % FID EUROPE CAP APP % FID EUROPE % FID INTL CAP APPREC % FID INTL DISCOVERY % FID INTL ENH INDEX % FID INTL GROWTH % FID INTL SM CAP OPP % FID INTL SMALL CAP % FID INTL VALUE % FID JAPAN SMALLER CO % FID JAPAN % FID LATIN AMERICA % FID OVERSEAS % FID PACIFIC BASIN % FID SOUTHEAST ASIA % FID TOTAL INTL EQ % FID WORLDWIDE % FIDELITY EMERG MRKTS % FIDELITY NORDIC % SPARTAN INTL INDEX % FID INTL REAL ESTATE % FID REAL ESTATE INC % FID REAL ESTATE INVS % FID SEL AIR TRANSPRT % FID SEL AUTOMOTIVE % FID SEL BANKING % FID SEL BIOTECH % FID SEL BROKERAGE % FID SEL CHEMICALS % FID SEL COMM EQUIP % FID SEL COMPUTERS % FID SEL CONS DISCR % FID SEL CONS STAPLES % FID SEL CONSTR/HOUSE % FID SEL DEFENSE % FID SEL ELECTRONICS % FID SEL ENERGY SVCS % FID SEL ENERGY % FID SEL ENV ALT ENGY % FID SEL FINANCIAL % FID SEL GOLD % FID SEL HEALTHCARE % FID SEL HOME FINANCE % FID SEL INDUST EQUIP % FID SEL INDUSTRIALS % FID SEL INSURANCE % FID SEL IT SERVICES % FID SEL LEISURE % FID SEL MATERIALS % FID SEL MED EQ & SYS % FID SEL MEDICAL DEL % FID SEL MULTIMEDIA % FID SEL NATURAL GAS % FID SEL NATURAL RES % FID SEL PHARMACEUTCL % FID SEL RETAILING % FID SEL SOFTWARE % FID SEL TECHNOLOGY % FID SEL TELECOMM % FID SEL TRANSPORT % FID SEL UTILITIES % FID SEL WIRELESS % FID TELECOM & UTIL FID GLB COMDTY STK

please see bellow? Question A maturing industry is one that is moving from rapid growth to significantly lower growth. In maturing industries there is no new technology, no or little innovation, price and services are main demand, buyers are more aware and conscious and profitability is reduced. In your opinion what types of strategic moves a firm has to take in order to strengthen its position in the industry. Following is the example of moves for declining or stagnant industry. Many firms operate in industries where demand is growing more slowly than the economy wide average or even it is declining (Stagnant or declining industry). Achieving competitive advantage in stagnant or declining industries usually requires pursuing one of three competitive approaches. • Focusing on growing market segments within industry Stagnant or declining markets, like other markets are composed of numerous segments or niches. Frequently one or more of these segments is growing rapidly, despite stagnation in the industry as a whole. • Differentiating on the basis of better quality Either enhances quality or innovation. Differentiation based on successful innovation has additional advantage of being difficult and expensive for rival firms to imitate. • Frequent product innovation or becoming low cost provider. Companies in stagnant industries can improve profit margins and return on investment by pursuing innovative cost reduction year after year.