Give an example to compare and contrast social marketing and cause-related marketing. Why is cause-related marketing often successful?
Social Marketing and Cause-related Marketing
Give an example to compare and contrast social marketing and cause-related marketing. Why is cause-related marketing often successful?
Give an example to compare and contrast social marketing and cause-related marketing. Why is cause-related marketing often successful?
Marketing strategy, Marketing planning and the Marketing programming.
What are the differences between the marketing strategy and the marketing planning and the marketing programming?
Define marketing. Compare and contrast place marketing with cause-related marketing.
Define marketing. Compare and contrast place marketing with cause-related marketing.
What are the similarities and differences among concentrated marketing, undifferentiated marketing, and differentiated marketing?
What are the similarities and differences among concentrated marketing, undifferentiated marketing, and differentiated marketing?
Explain sales orientations, customer orientations, strategic marketing orientations, and societal marketing orientations for international marketing.
Explain sales orientations, customer orientations, strategic marketing orientations, and societal marketing orientations for international marketing.
Marketing
What is marketing? Define marketing and explain how marketing is often misunderstood. Expand on the potential that marketing has.
Search Engine organization and social Media marketing
The difference between Search Engine organization and social Media marketing.
“Future of Marketing: Recent Trends, Emerging Issues & Future Outlook.”
Marketing
This is a 2-part assignment, and the principal goal of Assignment 2 is to explore the “Future of Marketing: Recent Trends, Emerging Issues and Future Outlook.” The primary intent behind this is so students can identify research, examine and illustrate the world of marketing from the current trajectory; where it is headed; current and future trends; emerging issues, and the outlook of where marketing may be headed in the future. Again, this should be viewed as an unstructured assignment.
PART1: Research – Students are expected to conduct an extensive search on the Recent Trends in Marketing; Emerging Issues; and the Future Outlook of how the discipline may evolve moving forward. Again, due to the fact that there are multiple aspects and opinions, this is intended to be a broad sweep of the topic, and will include an investigation of external research sources in addition to the text and readings in this course. Students will need to dedicate time to visit the library, the online community and even review some of the “practitioner-focused” books at Barnes & Noble to ensure completeness in their research.
PART 2: Document – Students will transition out of the research phase and actually start drafting the document. The document format will be determined by the student (as that is part of the assignment), however, should address the aforementioned issues, and be thought of as a research debrief on the “Future of Marketing: Recent Trends, Emerging Issues & Future Outlook.”
Marketing Coursework
Coursework –
Marketing
Paper instructions:
A prospective developer has identified a site in Liverpool City Centre which they consider to have development potential as an office block. You have been asked to produce a valuation for the developer in order to guide her decision as to the financial viability of the site.
The site extends to 1.24 acres and is currently used as surface car parking. Should they pursue the project the developer would seek planning permission for the site to accommodate 45,000 square feet of office space of which 38,250 square feet would be lettable floor space.
The projected development period has an estimated completion period of 30 months, of which the pre-build phase is anticipated to last 10 months. The building contract is projected to take 14 months and 6 months has been estimated by the developer as a potential letting void in which sales professionals will market the building.
The developer has arranged finance with a bank at 1.25% per month. Construction costs have been estimated at £125 per square foot. The developer hopes to realise a profit of 20%.
Professional fees are estimated in relation to building costs including an architect (@5%), a structural engineer (@2%), a quantity surveyor (@1.5%) and a project manager (@2%). A promotion and marketing fee has been agreed with a commercial agency at £60,000: £10,000 per month for the final 6 months of the development period over which the developer has hired a sales team to promote the building to its target market. The developer is alert to the risks involved in undertaking a development of this nature at the current time and has asked that the valuation should include a realistic contingency fee. Agents’ fees for letting the building are thought to be around 15% of the estimated rental value of the building.
The developer is confident that the location of the site means that upon completion it should command premium rates for office space. They believe this to be around £22 per square foot. However they are keen for up to date market intelligence on what might be a realistic rate of return including the degree to which subsequent rental voids in the form of ‘rent holidays’ might be necessary to populate the building in the first instance.
Finally, the local planning authority are likely to ask that a section 106 agreement is negotiated to mitigate the impact of the development. The developer’s previous experience would suggest that the net result of this negotiation will constitute the equivalent of 2% of the total development value and will be payable upon its completion. Given the provincial location of the development, however, the developer will try to negotiate this section 106 liability to be as low as possible.
In compiling your valuation you should consider whether the information you have received from the developer includes everything that you would want to take into account.
Prepare a short report (no greater than 1,500 words excluding presentation of calculations) which comprises a valuation, a commentary on the choices you have made in the compilation of the valuation and a recommendation to inform the developer’s decision whether or not to pursue the scheme.
References in Harvard style, atleast 14 references of reading sources
Marketing
Paper instructions:
A prospective developer has identified a site in Liverpool City Centre which they consider to have development potential as an office block. You have been asked to produce a valuation for the developer in order to guide her decision as to the financial viability of the site.
The site extends to 1.24 acres and is currently used as surface car parking. Should they pursue the project the developer would seek planning permission for the site to accommodate 45,000 square feet of office space of which 38,250 square feet would be lettable floor space.
The projected development period has an estimated completion period of 30 months, of which the pre-build phase is anticipated to last 10 months. The building contract is projected to take 14 months and 6 months has been estimated by the developer as a potential letting void in which sales professionals will market the building.
The developer has arranged finance with a bank at 1.25% per month. Construction costs have been estimated at £125 per square foot. The developer hopes to realise a profit of 20%.
Professional fees are estimated in relation to building costs including an architect (@5%), a structural engineer (@2%), a quantity surveyor (@1.5%) and a project manager (@2%). A promotion and marketing fee has been agreed with a commercial agency at £60,000: £10,000 per month for the final 6 months of the development period over which the developer has hired a sales team to promote the building to its target market. The developer is alert to the risks involved in undertaking a development of this nature at the current time and has asked that the valuation should include a realistic contingency fee. Agents’ fees for letting the building are thought to be around 15% of the estimated rental value of the building.
The developer is confident that the location of the site means that upon completion it should command premium rates for office space. They believe this to be around £22 per square foot. However they are keen for up to date market intelligence on what might be a realistic rate of return including the degree to which subsequent rental voids in the form of ‘rent holidays’ might be necessary to populate the building in the first instance.
Finally, the local planning authority are likely to ask that a section 106 agreement is negotiated to mitigate the impact of the development. The developer’s previous experience would suggest that the net result of this negotiation will constitute the equivalent of 2% of the total development value and will be payable upon its completion. Given the provincial location of the development, however, the developer will try to negotiate this section 106 liability to be as low as possible.
In compiling your valuation you should consider whether the information you have received from the developer includes everything that you would want to take into account.
Prepare a short report (no greater than 1,500 words excluding presentation of calculations) which comprises a valuation, a commentary on the choices you have made in the compilation of the valuation and a recommendation to inform the developer’s decision whether or not to pursue the scheme.
References in Harvard style, atleast 14 references of reading sources
