Case

It is obviously that the senior quisling that I take aim made an appointment with already has do her interviews with different competitors who is trying to change the similar product to the very(prenominal) person. The senior partner IS already done her pla gain groundsary housework between the four or five competitors, including the office implement you are trying to sell. When the senior partner asked me active(predicate) why my appliance is check than bran X I simply reinstated the benefits of why my machine is better than bran X. I gave the opera hat pitch I could to her with all of my genuine cognition about the office machine and benefits that would help her.There are some What l? scenarios that could of played out with my appointment with the prospect 1 . Could of told the senior partner that the machine that am selling to her has this m some(prenominal) more features, benefits, and any former(a) small function and exaggerate its description. This would concur been an un honest conflict because I am pitching false advertisement to my buyer, whether or not it is true or false. 2. Another way that I could of responded to her is to say that my machine is the best because of this and that, and flat out say a little white lie. It would have been easy to tell her a little white lie about our office machines. Could of thrown out the paper or nevertheless die up the paper and say that the companys marketing explore of the Brand X 2000 is full of crap. That company is trying to make themselves look better than the rest, and retch down their competitors, whether or not I know it was an obvious lie. If was to do any one of the three that I have just listed, that would of bee an good conflict. If I was to tell her little white lies, that would be another ethical conflict between the company and the prospect. Companies want to build a family with their potential buyers, and continue to grow the allegations.By having an employee from the company lie to their buyers would crumble the relationship, potentially end uping it. This ethical conflict would not be just any ethical conflict, plainly a business ethical conflict. However, I reckon that there is an business ethical conflict that occurred in this case. The business ethical conflict is how the company, the one company the prospect has in mind, gave her their Market search Brand X, 2000. It violated the business ethic code. That specific business is targeting their competitors, lift their reputation down, allowing that company to shine above the rest.My response to the chart on the piece of paper was neutral and was the most professional response, despite how indignant I was. Would you try to reverse your prospects decision? why or Why not? I would not try to reverse my prospects decision, especially if it seems corresponding she has a) basically made up her mind on which machine to get, but needs ensure that she listened to the different office machines and b) sh e did her homework on the competitors office machine. The primer why would not reverse is because if she is almost certain on which sign of office machine to SE, it would be a waste of both, the prospects and mines time.Case strike out bathroom & Beyond (B&B, vim. Featherbedding. Comb the power retailer of domestics and home furnishings, has one-year gross sales of $7 billion and a net Income of $562 meg. The firms profitability stinkpot be explained by Its Increasing gross profit margins at the same time It decreases selling, general, and administrative (AS) expenses as a share of sales.B Is able to attach Its gross profit margins due o Its minute atmosphere, wide assortments, and a deep variety within most swap lines. Its control everywhere AS expenses is partly due to the outsourcing of its distribution centers to a third party. B has opened hundreds of memorys over the last few old age, ranging in size from 30,000 to 80,000 square feet. Because it uses a flexible real-estate form, B is able to pay off in a variety of locations. B is now also creation allowed into large shop centers. In the past, department neckcloth anchor tenants overgorgeed B.In 2004, B had about 630 stores with a total of 20. Million square feet of store space. By the end of 2008, these numbers had exposited to nearly 1,000 stores with 31 million square feet of store space. Its long-term goal is to operate 1,300 stores. In addition, B plans to remodel and expand many existing stores. In 2003, B purchased Christmas head Shops (www. Chromatographys. Com), a strand of stores specializing in software and household items. Although the Christmas Tree Shops draw suggests that it concentrates on Christmas merchandise, the drawstring Is positioned against Pier 1 (win. . Piper . Com). In border 2007, 88&8 acquired buybuyBABY (www. buybuybaby. Com), a retailer specializing in infant and tot merchandise. In declination 2007, B opened Its first foreign 88&8 store In Ontar io, Canada. In May 2008, B purchased a 50 part equity Interest In Home & More, a Mexi stub home goods retailer that operated two stores In Mexico City. B vigilance (as well as many retail analysts) attributes the chains strong sales cognitive operation to Its superior client portion. B&B Is obsessive about Its consumers receiving a consistently gritty level of client aid.For example, one cent shopper at a suburban Long Island store reported that a sales clerk was extremely attentive When the shopper asked the clerk where she could find a laid of dishes listed on a bridal registry, the clerk immediately dropped what she was doing. The clerk accordingly located the dishes and stood by the shopper as she decided whether to purchase the set and even had the dishes brought to a nearby checkout so that the the checkout to facilitate the transaction. In 2008, B&B was tied for second place in an yearly study of the excrete 20 Most Competitive Retailers in the unify States.The stu dy, conducted by Capering win. Capering. Com) and W Ratings Corporation (handwritings. Com), measured the ability of retailers to beat consumer expectations and throw superior profitability. from each one firms rankings were based on its profits over the prior five years and the responses from a sample of 6,000 consumers. Questions 1. Explain how stratum Bath & Beyond practices the sell concept. 2. Evaluate contend Bath & Beyond process plans. 3. How can Bed Bath & Beyond further increase the boilers suit quality of its customer service? 4. Explain the concept of value from the locating oaf Bed Bath & Beyond customer.CaseResearch on the history of coal-black Blue (operational and performance highlights/ lowlights/milestones from 2000 to present) a. Identify the strategic service vision of thousand Blue, I. E. , target market, service concept, operating system, and service speech system. Did their operating strategy and delivery system support the needs of their target ma rket? B. From the research facts, did the owners/management of commons Blue strictly adhere to their strategic service vision? Cite specific instances in their history to support your answer. C. How did yard Blue get to competitive advantage?What nominative service strategy did they use? Explain thoroughly. 2. What are the indicators used to measure quality and atonement in the airline industry? How did Jet Blue perform in terms of airline quality and satisfaction ratings through the years congenator to Southwest and Air Train Airways? 3. How did Jet Blue perform on important airline metrics such as cost per lendable seat mile telling to its competitors? 4. What do you mean by block time or block hours? A. How did Jet Blue and Its pilots perform on this productively metric relative to competitors? B. Given the figures and the facts, what do you think directd to JetBlues emotionally of productivity? C. contend the technology tool called operational recovery system that Jet B lue uses. How did this tool help Jet Blue achieve aircraft productivity? 5. Identify Jet Blues service qualifiers, service winners and service losers. 6. contrast the routes flown by Jet Blue and Southwest. How did the choice of routes flown by these two airlines contribute to their success in the industry? Now that Southwest has entered the Boston route, what should Jet Blues strategy be in order to retain its customers in that field of honor? Lessons 1. Crawls management preparedness Is a mustiness Service recovery can be viewed as a means to establish a doglike customer base. Case 4 By Clark Dustin-Young lowlights/milestones from 2000 to present) a. Identify the strategic service vision of Jet Blue, I. E. , target market, service concept, operating strategy, and service delivery a. How did Jet Blue and its pilots perform on this productivity metric relative to competitors? B. Given the figures and the facts, what do you think contributed to Jet Blues minimization of productiv ity? C. Discuss the technology tool called operational 1. Crisis management preparedness is a mustCaseBed Bath & Beyond (B&B, vim. Featherbedding. Comb the power retailer of domestics and home furnishings, has annual sales of $7 billion and a net Income of $562 million. The firms profitability can be explained by Its Increasing gross profit margins at the same time It decreases selling, general, and administrative (AS) expenses as a percent of sales.B Is able to Increase Its gross profit margins due o Its excellent atmosphere, wide assortments, and a deep variety within most merchandise lines. Its control over AS expenses is partly due to the outsourcing of its distribution centers to a third party. B has opened hundreds of stores over the last few years, ranging in size from 30,000 to 80,000 square feet. Because it uses a flexible real-estate strategy, B is able to situate in a variety of locations. B is now also being allowed into large shopping centers. In the past, department st ore anchor tenants obstruct B.In 2004, B had about 630 stores with a total of 20. Million square feet of store space. By the end of 2008, these numbers had expanded to nearly 1,000 stores with 31 million square feet of store space. Its long-term goal is to operate 1,300 stores. In addition, B plans to remodel and expand many existing stores. In 2003, B purchased Christmas Tree Shops (www. Chromatographys. Com), a chain of stores specializing in software and household items. Although the Christmas Tree Shops name suggests that it concentrates on Christmas merchandise, the chain Is positioned against Pier 1 (win. . Piper . Com). In March 2007, 88&8 acquired buybuyBABY (www. buybuybaby. Com), a retailer specializing in infant and toddler merchandise. In December 2007, B opened Its first foreign 88&8 store In Ontario, Canada. In May 2008, B purchased a 50 percent equity Interest In Home & More, a Mexican home goods retailer that operated two stores In Mexico City. B management (as well as many retail analysts) attributes the chains strong sales performance to Its superior customer service. B&B Is obsessive about Its consumers receiving a consistently high level of customer service.For example, one cent shopper at a suburban Long Island store reported that a sales clerk was highly attentive When the shopper asked the clerk where she could find a set of dishes listed on a bridal registry, the clerk immediately dropped what she was doing. The clerk then located the dishes and stood by the shopper as she decided whether to purchase the set and even had the dishes brought to a nearby checkout so that the the checkout to facilitate the transaction. In 2008, B&B was tied for second place in an annual study of the top 20 Most Competitive Retailers in the United States.The study, conducted by Capering win. Capering. Com) and W Ratings Corporation (handwritings. Com), measured the ability of retailers to beat consumer expectations and deliver superior profitability. Each f irms rankings were based on its profits over the prior five years and the responses from a sample of 6,000 consumers. Questions 1. Explain how Bed Bath & Beyond practices the retailing concept. 2. Evaluate Bed Bath & Beyond growth plans. 3. How can Bed Bath & Beyond further increase the overall quality of its customer service? 4. Explain the concept of value from the perspective oaf Bed Bath & Beyond customer.