Essay about Organic Pet Food Marketing Plan - 4702 Words

Organic Pet Food Marketing Plan September 14, 2007 NAICS Industry Code: Dog and Cat Manufacturing 311111 Abstract: This marketing plan provides a plan for entering the organic pet food product as an existing producer of non-organic pet foods based current market conditions and trends following several high profile food safety recalls and alerts, particularly the Melamine-related deaths from pet food imported from China. The pet food industry has experienced enormous growth as part of the overall $41 billion annual pet products and services industry, and promises to move in the directions of increased natural, organic, and health oriented products as consumers increase organic consumption and become†¦show more content†¦Conventional marketing has appealed to consumers based on the idea that the pet food is enjoyed by the animal. Our product marketing will instead appeal to the parental instinct in pet owners, emphasizing health characteristics such as omega-3, senior pet health supplements, and calcium enrichment. Our preliminary research leads us to believe that consumers feel lost in determining which foods are safe, and which are potentially dangerous for their pets. Our campaign will attempt to create a memorable campaign to classify the relative health and safety qualities of a particular product in a simple way. 0. Marketing Plan 1. Business Mission Transition your existing pet food product lines to capture market share and dominant market presence in the growing organic and natural pet food market. The primary business objective is to develop new markets in a stalling and business with decreasing profit margins by appealing to the products that appeal to the health and safety of pets and their owners. Our objective is to use your business’ existing strengths to emerge as the premier organic pet food brand and build a foundation for continued growth. 1. Financial Objectives 1. Increase sales of organic and natural pet food products by 20% in 2008. 2. Increase repeat sales of organic products by 40% in 2008. 3. RecoverShow MoreRelatedEssay about First in Show Pet Foods, Inc. Case Summary1214 Words   |  5 PagesFirst in Show Pet Foods, Inc. Case Summary Key Issues/Background: First in Show Pet Foods, Inc. faces the daunting task of introducing a new brand of dog food to the Boston area, and then the rest of the nation. This is a difficult challenge, not only because the brand, Show Circuit is unknown, but also because this dog food is frozen, unlike nearly all other dog food, which is either bagged as dry or canned. 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Research in Rizals Life Free Essays

An event occurs in the 19th century in Europe where it had a tremendous contribution in molding the Philippines catalyst of nationalism no less than Dry. Jose Racial. The period of 19th century, was really a well-designed era of the term nationalism. We will write a custom essay sample on Research in Rizals Life or any similar topic only for you Order Now This is the time where drastic change took place placing the endeavor to equalize all men and free them from the tyranny and slavery. We see how during that time sprang from the midst of all consciousness the need liberate themselves and take a rehab from the old and messy mentality of the past that bound them. Many had taken their role in drama of transitioning the world. These thus influences to a lot of similarly idealist throughout the world. And Dry. Jose Racial is been excuse to these cause. With all the circumstances and the things He had learned and valued from Europe, had been able to formulate the formula of a lethal weapon that would conceived in the hearts and minds of his countrymen and would give birth to Nationalism thus consequently the doom and destruction of Spain’s colonialism. Racial did make a great change in molding the nationalism of the country, not only that Racial made all the changes but also with the help of all the Filipino who take part in the revolution make changes in making this country a whole new era. Racial leaves Inspiration to many peoples, men, women and children realizes that education can also be as deadly as a bolo, Racial has become the constant model that inspires man and woman across the land to dream and work for its realization no matter the cost is brings for the sake of nationhood ND promoting the liberty for the people. He also proven education is the answer to our struggle nation. Not only Racial inspires many people but a lot of the Filipino heroes like Andrea Boniface and many others. Racal’s ideas and achievement was known by all of the people in the Philippines with his great ideas and being a nationalist. Racial inspired Filipinos and shaped the importance of our national identity to nation-building. Racial, anywhere in the world, represents an intellectual and proud Filipino. Racial as Philippines’ foremost national hero and the most documented Filipino hero who dedicated his life to the ideas and ideals of freedom and nationalism. Racial is worthy of emulation for his education to ideals and studies, standards of morality, actions, behavior, thinking, aims, ethics, respect for law, parent’s, other people, country, and to use lives more productively. Racial had shown greatness, his greatness was manifested in many ways not only in his own country but in many foreign countries as well. Racial taught the Filipino the value of hardwood. How to cite Research in Rizals Life, Essays

The Employee Recognition Culture in McDonald

Question: Discuss about theEmployee Recognition Culture in McDonalds. Answer: Introduction Organisations typically rely on a variety of resources and organisational inputs in order to realize their objectives. Such resources include physical capital, financial capital and a variety of inputs. Yet, regardless of the nature of an organisation or its industry of operation, the human resource component is one of the most widespread inputs. This is the first reason why the human resource component is so unique. The second reason for the uniqueness of the human resource component is its ability to significantly differentiate one organisation from another, in comparison to other organisational resources. The complex interplay of these two factors, that is, the ability of the human resource component to act as a source of competitive advantage despite its prevalence makes human resource management one of the most significant activities. This paper considers human resource management through a case study of McDonalds Australia. Employee Recognition in McDonalds Human resource management plays an important role in supporting the objectives of an organisation. This is through the different activities that the human resource department performs. One of these functions is recruitment and selection of employees. The human resource department is responsible for sourcing the organisations labour, thereby allowing the organisation to meet its objectives. The human resource department also caters for training needs of employees. An even more important function of the human resource department, particularly with regard to the current case study is its role in influencing the attitudes of employees and the overall organisational culture. Rugman Collinson (2012) indicate that human resource managers usually utilize culture as a tool to foster certain behaviours like innovation, openness and dynamism within their organisations. Consequently, corporate culture is an important tool for human resource managers. In the case of McDonalds, it has developed a culture of employee recognition. The entrenchment of recognition and its development into a cultural component has had significant positive impacts in supporting the organisations future leaders program. Employee recognition is an important organisational practice, which has the capacity to support the organisations goals particularly with regard to its human resource component. This is because employee recognition encourages employees to work harder, thereby leading to improved performance(Markos Sridevi, 2010). One the organisational goals of McDonalds is to develop future leaders. Employee recognition supports this goal by allowing the organisation to determine those individuals who have the greatest capacity to be future leaders. This is because employee recognition encourages individuals to offer their best input, as they seek to receive the benefits of recognition. Another way in which recognition contributes to McDonalds attainment of its organisational goals, particularly its future leaders program, is by promoting employee retention. McDonalds indicates that a majority of its employees are young individuals aged between 14 and 18 years (70 %). If these individuals are to become future leaders within the organisation, then they must stay at the company for a long period. Indeed, McDonalds position is that it yearns to bring people through the ranks of the company because then, they have a better understanding of the businesss focus and purpose. This makes employee retention an important imperative. According to Hausknecht, Rodda, Howard (2009), employee retention is important in organisations as it facilitates the retention of talent. Going by McDonalds assertions, the company has, in the past, been able to retain employees and meet the goals of its future leaders program. The case study file indicates that in the past 30 years, three of the managing directors of the company originated as 15-year-old individuals working in the organisation. From a review of the case study, it would appear that McDonalds Australia recognizes the power of employee recognition. The company uses recognition as a tool to drive the performance of its employees. The use of employee recognition in this manner receives strong support from the social exchange theory (Saks, 2006). This theory portends that obligations are the culmination of sustained interactions between individuals in a reciprocal state of interdependence. In accordance with the theory, individuals interactions are governed by a set of rules of exchange, whereby each party responds to the actions of the other. In the case of McDonalds, the organisational is in reciprocal interdependence with its employees. In order to get the best from its employees, McDonalds uses recognition as an action to instigate a response from employees, and as a tool to reciprocate. This is in addition to other tools such as pay and benefits. In response, McDonalds employees provide optimal performance, to fulfil their obligations within a social exchange perspective. Consequently, recognition is a useful tool that allows McDonalds to realize its organisational obligations. Employee retention is an important organisational imperative, which enables organisations to realize their long-term goals. As noted above, this process facilitates employee retention. There is a growing need for employee retention, particularly with prevailing trends of increased shortage of individuals with high skill levels(Allen, 2008). This need is further exacerbated by organisational trends of a convergence of organisational inputs such as technological resources. The human resource component is important as a source of competitive advantage for two reasons. First, from a cultural perspective, the human resource component typically has an ability to differentiate one organisation from another. This is because culture is an aggregate of the interactions of the various components comprising it (Ismat Bashir, 2011). Different components culminate in different inputs, making each organisational culture unique from the other. A second way in which the human resource contributes to competitive advantage is through its qualities. Resources that offer a competitive advantage usually have four characteristics, the most important one being inimitability (Bingham Eisenhardt, 2008). The other three are rarity, strategic value, and a quality of being imperfectly substitutable (Bingham Eisenhardt., 2008). Of all other organisational resources, the human resource stands out as the most difficult to imitate. This is because although it can be imitated to a certain extent, it is impossible to duplicate the intrinsic business knowledge(Bobb Harris, 2011). On their part, Tarique and Schuler (2010) argue that only those organisations that are able to obtain the right configuration of human resources will be able to obtain a competitive advantage within the global perspective. An important imperative that has been pointed out is that organisations need to retain talent in their organisations. Talent management is one of the avenues through which successful organisations are able to harness the competitive advantage offered by human resources. According to Lewis and Heckman (2006), there is no concise definition of talent management in the literature. The approach, however, is embedded in the above view of the human resource component as a source of component advantage. Consequently, under talent management, human resource managers seek to identify those individuals with the greatest capacity to occupy vital positions in an organisation (Hughes Rog, 2008). The management then engages in activities, which are aimed at preventing these individuals from leaving the organisation. The advantage of talent management as opposed to employee retention is that it allows the organisation to focus its energy and resources on those individuals who offer it the greatest value. An implicit part of talent management is a focus on leadership. Tarique and Schuler (2010) indicate that leadership is an integral component of the cultures of organisations that are ultimately successful in talent management. Indeed, this can be seen through the case study of McDonalds. Its recognition culture is built around its future leaders program. This is consistent with the argument in the literature. Secondly, the company also involves its senior leaders in its leadership endeavours, as depicted by the case of Frank McManus. This senior vice president and director for people resources in the firm indicates that about 30 to 40% of his time is spent on executive development and talent management. Again, this is also consistent with the assertion in the literature. Evidently, McDonald engages in astute talent management practices, which culminate in the retention of its top talents, and the success of its future leaders program. Apart from employee recognition, McDonalds is also able to drive employee retention through employee satisfaction. Recognition in itself results in the satisfaction of employees, through a satisfaction of their higher-level needs. To understand this outcome better, one can consider some motivational theories such as Maslows hierarchy of needs. Under this framework, recognition fulfils the self-esteem needs of employees. At this level of need, individuals normally want to attain a high level of respect from others(Brad Shuck, Rocco, Albornoz, 2011). When they are recognized, feelings of respect and esteem proceed, hence raising the job satisfaction of employees. Brad Shuck, Rocco, and Albornoz (2011) go on to highlight the motivator-hygiene theory by Herzberg, under which recognition is categorized as a motivator. Such factors encourage an individual to engage in their work. It is worthwhile to not that the absence of these factors does not lead to dissatisfaction. Based on motivatio nal theories, therefore, McDonalds recognition culture motivates employees to perform their duties, as they seek to satisfy their self-esteem needs. Ultimately, McDonalds also offers its employees an opportunity to satisfy their highest level of need, the self-actualization need. At this level, individuals usually seek to become everything that they can (Brad Shuck, Rocco, Albornoz, 2011). McDonalds facilitation of the attainment of this need is through the outstanding achievers award, which is a corporate level recognition scheme. This award has the ability to help employees achieve all that they can while working as McDonalds employees. In this way, McDonalds is able to keep employees engaged, a phenomenon that will be discussed later. While considering motivational theories, it is worthwhile to indicate that other factors of McDonalds human resource management play an important role in supporting the recognition culture. One such factor is McDonalds pay practices. McDonalds has an elaborate pay structure, which seeks to involve employees to the greatest extent possible. Under its compensation policy, McDonalds bases its pay structure on an objective framework. Moreover, the organisation strives to explain pay decisions to its employees on a sound basis, and to ensure that individuals have an exquisite understanding of their pay packages. Ultimately, the organisation also ensures that there is equity between roles. Factors such as pay are considered dissatisfiers under the two-factor theory, meaning that they have the capacity to result in employee dissatisfaction(Griffin, Phillips, Gully, 2016). Employee dissatisfaction results in adverse outcomes such as lowered productivity and ultimately, a decision by employe es to leave an organisation(Gregory, 2011). Under the Maslow hierarchy, pay falls at the lowest category of need, the physiological needs. The Maslow hierarchy provides an important framework for organisations seeking to keep their employees satisfied and hence retain them. While applying the hierarchy, it is important to keep in mind the nature of the pyramid whereby needs diminish in intensity as they are satisfied, with the next level of need then predominating(Griffin, Phillips, Gully, 2016). When individuals are unable to satisfy the needs at their particular level, they become vulnerable and start to seek an alternative approach to satisfy these needs. Consequently, it is important for organisations to evaluate their employees continuously, to determine their predominant level of need. As noted, employee dissatisfaction can lead to disengagement. In order to keep employees satisfied, and therefore engaged, organisations should strive to motivate them. The report by Penna (2007) develops a framework for employee engagement that is closely linked to Maslows hierarchy. In fact, this model is in itself a hierarchy, w hich they refer to as the hierarchy of engagement. The hierarchy has five levels akin to those of Maslows hierarchy. This framework is presented below. The hierarchy of engagement provides a new way for organisations to understand and meet the needs of their employees and avoid turnover. Based on this pyramid, McDonalds appears to be performing well at each level. Its pay and benefits policy are elaborate and well explained, and hence contribute to employee satisfaction. At the next level is learning and development. McDonalds has an extensive training program, with an annual training budget in excess of $40 million. It therefore satisfies this second level as well. Opportunity, promotion and development needs are also catered for in the organisation. Employees at McDonalds are able to aspire towards top positions, given the examples of individuals who have ascended the ranks of the organisation to get to the highest level. Leadership is a key tenet of McDonalds, a feature that has already been discussed. Finally, McDonalds also provides avenue for value and meaning through its recognition scheme. This illustrates a high level of en gagement in McDonalds. Indeed, the case study indicates that employee surveys have returned favourable feedback on employee engagement in the company. The use of recognition by McDonalds provides an avenue through which the organisation is able to retain its employees. This approach can be applied across different types of organisations to yield the same results. This includes non-profit organisations. Non-profit organisations can apply recognition as an avenue towards the retention of volunteers, this would be important, considering that like business organisations; non-profits also have to contend with a shortage of personnel. The approach, however, cannot be applied ubiquitously. Instead, it would depend on the nature of the non-profit and the nature of the volunteer. For example, in a review of motivational methods for baby boomer volunteers, Culp (2009) indicates that this class of volunteers are motivated by incentives rather than recognition. Consequently, the use of recognition schemes would be inadequate for such volunteers. In a different study, Warner, Newland, Green (2011), report the indifference of noncontinuous spor t volunteers to recognition. Nonethelesss, all other classes of volunteers reported that recognition was an important aspect. It appears that unlike business organizations where talent management techniques can be applied nearly universally, non-profit institutions require an audit of the individual non-profit as well as the volunteering individuals. Such an audit would allow non-profits to understand the key motivations behind the voluntaryism of different volunteers. Importantly, Shye (2010) reports that individuals seeking volunteering opportunities may be driven by altruistic or egotistical motivations. When a non-profit understands the motives behind a volunteers motivation, it is in a better position to meet the expectations of such a volunteer, thus leading to volunteer satisfaction. In the long term, this enhances the capacity of such an institution to retain such volunteers. Such retention is ultimately important for non-profits due to the significant costs of volunteer training, accompanied by the concomitant limitation of resources at the disposal of such institutions. Conclusion Employee recognition is an important practice that enhances the ability of a company to retain its employees. The importance of employee retention is underscored by a growing scarcity in the availability of skilled individuals. Successful organizations are therefore those that are able to foster cultures that promote retention, by catering for the various needs of individuals. Increasingly, companies need to focus on talent management, which requires an investment in leadership. When organizations engage in these practices, they are better positioned to retain their employees and achieve their organizational objectives. The recognition approach, however, cannot be applied universally across non-profits, due to differences in the nature of non-profits and volunteer motivations. References Allen, D. G. (2008). Retaining talent: A guide to analyzing and managing employee turnover. SHRM Foundation Effective Practice Guidelines Series, 1-43. Bingham, C. B., Eisenhardt., K. M. (2008). Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage. Managerial and Decision Economics, 29(2-3), 241-256. Bobb, L. M., Harris, P. (2011, August). Information Technology and Information Systems: Its use as a Competitive and Strategic Weapon. Journal of Global Business Management, 7(2), 1-7. Brad Shuck, M., Rocco, T. S., Albornoz, C. A. (2011). Exploring employee engagement from the employee perspective: Implications for HRD. Journal of European Industrial Training, 35(4), 300-325. Gregory, K. (2011). The importance of employee satisfaction. The Journal of the Division of Business Information Management, 29-37. Griffin, R. W., Phillips, J. M., Gully, S. M. (2016). Organizational Behavior: Managing People and Organizations. Boston, MA: Cengage Learning. Hausknecht, J. P., Rodda, J., Howard, M. J. (2009). Targeted employee retention: Performance?based and job?related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. Hughes, C. J., Rog, E. (2008). Talent management. International Journal of Contemporary Hospitality Management, 20(7), 743 - 757. Ismat, S., Bashir, I. (2011). Determinants of Culture: An Analytical Study of Business Organizations Working in Faisalabad, Pakistan. Asian Social Science, 7(6), 177-183. Lewis, R. E., Heckman, R. J. (2006). Talent management: A critical review. Human resource management review, 16(2), 139-154. R Markos, S., Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89. Penna. (2007). Meaning At Work. PENNA. Rugman, A. M., Collinson, S. (2012). International Business (6th ed.). Harlow England: Palgrave. Shye, S. (2010). The motivation to volunteer: A systemic quality of life theory. Social Indicators Research, 98(2), 183-200. Tarique, I., Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133. Warner, S., Newland, B. L., Green, B. C. (2011). More than motivation: Reconsidering volunteer management tools. Journal of Sport Management, 25(5), 391-407.