Case

It is obviously that the senior partner that I have made an appointment with already has done her ‘interviews' with different competitors who is trying to selling the similar product to the same person. The senior partner IS already done her homework between the four or five competitors, including the office machine you are trying to sell. When the senior partner asked me about why my machine is better than bran X; I simply reinstated the benefits of why my machine is better than bran X. I gave the best pitch I could to her with all of my true knowledge about the office machine and benefits that would help her.There are some â€Å"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 many more features, benefits, and any other small function and exaggerate its description. This would have been an unethical 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 even crumple up the paper and say that the company's marketing research of the Brand X 2000 is full of crap. That company is trying to make themselves look better than the rest, and put 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 ethical 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 relationship 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 ending it. This ethical conflict would not be just any ethical conflict, but a business ethical conflict. However, I believe 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 Research Brand X, 2000. It violated the business ethic code. That specific business is targeting their competitors, bring 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 angry I was. Would you try to reverse your prospect's decision? Why or Why not? I would not try to reverse my prospect's decision, especially if it seems like 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) she did her ‘homework' on the competitors office machine. The reason why would not rever se is because if she is almost certain on which type of office machine to SE, it would be a waste of both, the prospect's and mine's time. Case Bed 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 firm's 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 store anchor tenants blocked B.In 2004, B had about 630 stores with a total of 20. Million square feet o f 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. Chromatography's. 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 chain's strong sales performance to Its superior customer ser vice. 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 â€Å"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 firm's rankings were based on its profits over the prior five years and the responses f rom 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. Case Research on the history of Jet Blue (operational and performance highlights/ lowlights/milestones from 2000 to present) a. Identify the â€Å"strategic service vision† of Jet Blue, I. E. , target market, service concept, operating strategy, and service delivery system. Did their operating strategy and delivery system support the needs of their target market? B. From the research facts, did the owners/management of Jet Blue strictly adhere to their strategic service vision? Cite specific instances in their history to support your answer. C. How did Jet Blue achieve competitive advantage?What nominative service strategy did they use? Explain thoroughly. 2. What are the indicators used to measure quality and satisfaction in the airline industry? How did Jet Blue perform in terms of airline quality and satisfaction ratings through the years relative to Southwest and Air Train Airways? 3. How did Jet Blue perform on important airline metrics such as â€Å"cost per available seat m ile† relative 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 contributed to JetBlue's emotionally of productivity? C. Discuss the technology tool called â€Å"operational recovery system† that Jet Blue uses. How did this tool help Jet Blue achieve aircraft productivity? 5. Identify Jet Blue's service qualifiers, service winners and service losers. 6. Compare 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 Blue's strategy be in order to retain its customers in that area? Lessons: 1. Crawls management preparedness Is a must! Service recovery can be viewed as a means to establish a loyal customer base. Case 4 By Clark Dustin-Young lowlights/mi lestones from 2000 to present) a. Identify the â€Å"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 Blue's minimization of productivity? C. Discuss the technology tool called â€Å"operational 1. Crisis management preparedness is a must! Case Bed 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 firm's 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 store anchor tenants blocked B.In 2004, B had about 630 stores with a total of 20. Million square feet o f 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. Chromatography's. 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 chain's strong sales performance to Its superior customer ser vice. 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 â€Å"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 firm's rankings were based on its profits over the prior five years and the responses f rom 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.