Marketing assignment help

| May 5, 2020

Instructions Final Exam
1. As agreed in previous classes, based on the current context that makes impossible not only a face to face exam, but also a real time as forecasted online exam given the huge time slots differences among each of you, this exam will consist of a “business case” that you will have to develop in 24 hrs.
2. For the sake of being totally transparent and objective, no late post exceptions will be allowed and you will have to upload your exam presentation in Blackboard in the Turnitin section/format.
3. Any significant plagiarism % (20 to 25%) will entail a FAIL of the exam, and a communication will be immediately made to the BBA Admin with the consequences that IE contemplates for this kind of issue.
The coronavirus outbreak is first and foremost a human tragedy, affecting hundreds of thousands of people. It is also having a growing impact on the global economy. Although a consensus has emerged around the use of physical distancing to slow transmission in many high-prevalence settings, a few countries, such as Sweden, are pursuing an alternative “herd immunity” strategy focused on protecting the most vulnerable populations while using only limited distancing measures to flatten the curve for others. The goals are to maintain many aspects of economic and social life today and, over time, to develop a large enough pool of exposed people (about 70 to 80 percent) to “protect the herd.” Other countries are closely watching the outcome of this approach.
The months ahead will probably be quite volatile and dynamic. It now appears likely that some places will experience a local resurgence as restrictions are lifted and economies reopen. That will influence countries at the earliest stages. For example, Singapore has seen a resurgence mainly from imported cases, which have led to local transmission; this suggests that restrictions on international travel may continue. As China gradually reopens, the tactics it used (including group-based isolation models and setting a norm of wearing masks in the workplace) and their efficacy will inform approaches around the world. Western Europe’s experience in relaxing restrictions, and the most successful approaches there, will inform the approaches deployed in the United States.
Considering the variety of approaches in use, public understanding and consensus will evolve day by day.
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Most of the European countries(including Spain) begin to consider how to exit lockdowns, local leaders are often the people best placed to evaluate conditions and impose measures that maximize economic recovery while protecting public health, and decisions about which measures to deploy, when and where, should be made.
Based on a Mc Kinsey recently published report, amid the chaos and all the incoming advice, it’s hard to know exactly what leaders (both political and economic) should do today, but that report suggest they focus their time on four areas:
1)Support and protect employees in this brave new world. Many institutions have put basic protections in place for their employees and customers. Companies have activated no-travel and work-from-home policies for some workers and physical-distancing-at-work measures for others. The challenge is evolving. For remote workers, interruptions are more frequent than in the office. Making a mental separation from a sometimes-chaotic home life is tough. workers are finding that they don’t have the skills to be successful in an extended remote environment, from networking to creating routines that drive productivity. They worry that staying remote could make them less valuable, especially in a recessionary environment.
Companies need to increase communication, balancing the needs of the business with expectation setting and morale building, so employees know that their well-being is top of mind. They also need to change working norms, making remote work practical and simple whenever possible. And of course, they must protect people’s health, with whatever measures are appropriate to the workplace: positive hygiene habits, personal protective equipment, amended sick-leave policies—whatever it takes to ensure health and safety.
2)Monitor leading indicators of how and where the pandemic is evolving and conduct scenario planning using both epidemiological and economic inputs. Earlier, we sketched out the swing factors to watch to understand how the coronavirus pandemic might develop. As companies develop scenarios, they might want to consider the article “Safeguarding our lives and our livelihoods: The imperative of our time,” which details McKinsey’s nine epidemiologic and economic scenarios.
3)Think about the next horizons of COVID-19. In the urgency of the moment, it’s easy to lose sight of the actions that might be needed tomorrow—and the day after that. The article “Beyond coronavirus: The path to the next normal,” explains the five horizons that every executive should use to ensure an organization’s rapid response, adaptation to change, and reemergence in a position of strength.
4)Evolve the nerve center to plan for the next phase. Every assumption underpinning a business is open to question. To take one example, we might be in the midst of the largest drawdown in demand since the Second World War. The pendulum might not swing back fully once the outbreak has relented. Having experienced a new way of living, consumers are recalibrating their spending, increasing the likelihood that spending may permanently shift between categories and that online services could get adopted far faster. Decoding this new normal—
and ensuring that the company has a strategy to navigate it—is an important part of the work of a nerve center. Approaches such as using a portfolio of initiatives and planning for decision making under uncertainty can go a long way toward creating a compass for business leaders to follow.
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While the inevitable global slowdown that has followed is unquestionably a time to contemplate and look back, we should also stay receptive to the notion that progress comes from dire situations and from thinking about a problem with ever changing perspectives – put it another way, crises necessitate creative solutions. And so we would be foolish not to look into opportunities in these unique times – mankind needs to push forward, especially when under such pressure. Inventiveness, adaptation, and maybe even the instinct to protect and preserve ourselves, these collectively force us to recognize new opportunities – whether to cater to the immediate economic aspects of companies’ and people’s livelihoods or to invest in the preparedness to deal with similar events in the future. Regardless of one’s economic philosophy, the global reach of this virus should now more than ever encourage continuous collaboration between individuals, and between the public and private sectors.
• Based on the current above context, and more specifically the 4 highlighted areas, you must find the right “inspiration” to come up with a new digital business model, that maximizes all the different digital marketing/omnichannel levers we have studied,
propose me and hopefully convince me ( I’m an investor) to join your new venture.
• Your Business idea needs to fully cover each and all the Digital Marketing sections that we have gone through in our course this quarter, from the business model (how you monetize) that you are going to propose, the pitch (gains and pains as well as the unique selling proposition of your business), set a target /buyer persona, content strategy, search and seo /positioning, social media , ecommerce, mobile….
• You probably need to develop a funnel conversion strategy, step by step, to fully convince your investor (me) that the marketing money I’m investing in your business are going to produce returns.
• You have to deliver your work in a power point format in 24 hours (exact hour shown in blackboard), no charts/slides limit. • In terms of grading details, 20% of the grade will come from how interesting and developed is your idea, 50% from your digital marketing detailed strategy, 20% from the quality and impact of your presentation, and 10% about the feasibility.
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