Posted: January 12th, 2022
RESPONSES DUE TODAY
Replies (Modules/Weeks 2, 4, 6, and 8)
You are required to reply to the Case Study responses of four classmates. The classmates you choose to respond to should not have researched the same question as you. Each reply will include at least 2 original references and should be at least 250 words. The response should not be an agreement or disagreement with the initial post, but an evaluation of the author’s analysis. All assertions must be supported by research and should not be based upon one’s “feeling” or “opinion.”
For each reply, the following headings should include:
Classmate’s Name, Case Study Name, Question Number
An evaluation written in current APA format, using third person.
Refer to the APA Manual for proper formatting.
Just as you did for the thread, provide integration of a biblical concept that supports your reply.
JetBlue, Question 3
JetBlue Airways: Regaining Altitude; would you recommend a corporate advertising program for JetBlue?
Corporate advertising is all about regaining a positive image about the company through paid media, especially if the circumstances, such as that of JetBlue, were detrimental. Corporate advertising helps to enhance image, attract investment, influence opinions, and creates a basis for support from customers and employees (Argenti, 2016). Just in a similar manner Matthew 5:16 describes the image necessary to represent God: “In the same way, let your light shine before others, that they may see your good deeds and glorify your Father in heaven.”
Corporate advertising would be recommended for JetBlue’s situation. According to Kim and Atkinson (2014), past studies have presented a positive outcome for corporate image recovery using corporate advertising. Advertising is imperative during a corporate crisis because it is more than controlling the image; it gives a deeper insight or opportunity to restore that image (Kim and Atkinson, 2014). Due to the media being the source of information during a crisis, it is even more crucial to use the same source that can influence mass judgment to resolve that image into something positive.
Argenti (2016) articulates that more controversial industries are more likely to use corporate advertising such as that of energy companies, but the absence of one can really hurt a company. This idea reinforces why it should be heavily considered that JetBlue incorporate advertising after such a crisis. Smith, Smith, and Dunbar (2014) proposed the same idea in a study regarding the perception of energy companies. Energy companies strategized about integrating advertising to counter consumer perceptions in order to improve their image. For example, a couple of the brands marketing campaigns focused on the quality of the product and experience instead of pricing for gas. If JetBlue advertised the focus of the Customer Bill of Rights instead of what they previously had done, the image would begin improving. As an additional effort, JetBlue should make strong attempts to display corporate social responsibility initiatives to differentiate their services from other competitors, which ultimately helps create the positive brand image and enhances its reputation (Hsu, 2012). As Matthew illustrated, a light will shine through and the good deeds will be exposed, which should be the goal of every Christian businessman.
Argenti, P. A. (2016). Corporate communication (7th ed.). New York, NY: McGraw-Hill. ISBN:
Hsu, K. (2012). The advertising effects of corporate social responsibility on corporate reputation
and brand equity: evidence from the life insurance industry in taiwan. Journal of Business Ethics, 109 (2), 189-201. doi:10.1007/s10551-011-1118-0
Kim, S. and Atkinson, L. (2014). Response toward corporate crisis and corporate advertising.
Journal of Promotion Management, 20, 647-665. doi: 10.1080/10496491.2014.946201.
Smith, K., Smith, L., and Dunbar, S. (2014). Using corporate advertising to improve public
perception of energy companies. Journal of Strategic Marketing, 22 (4). 347-356. doi: 10.1080/0965254X.2013.876080
DB Forum 2: Sweet Leaf Tea
Ch. 3, Question 1: What are the strengths and weaknesses of SLT’s corporate culture in terms of communications, as described in the case?
The corporate culture and image Clayton Christopher and David Smith (founders) established and developed at Sweet Leaf Tea (SLT) was based on “laid back and fun” (Argenti, 2013, p. 70) similar to the brand of RTD (ready-to-drink) tea and the customer base (young) to whom they were targeting. It seems the overarching biblical principle for SLT, like any other small start-up business, comes from Zechariah 4:10 (NLT), “10 Do not despise these small beginnings, for the Lord rejoices to see the work begin, to see the plumb line in Zerubbabel’s hand.” The founders of SLT realized the importance of branding of their product coupled with marketing and customer relations as confirmed in an article by van Rensburg (2012), “The brand is a powerful intangible asset that can create significant shareholder value and provide leverage for a firm from a strategic management and marketing standpoint” (p. 5).
Communication was highly centralized at SLT in the formative years, primarily from founders, Clayton Christopher and David Smith, and predominantly due to the nature and size of the business. In fact, Argenti (2013) reflects upon the communication strategy, “SLT’s communication strategy had traditionally focused on connecting to their customers. Initially the core communication for Sweet Leaf Tea was through direct-to-customer marketing at music festivals” (p. 70). There are several ironies to this stimulating company that are built into the strengths and weaknesses of SLT’s corporate culture in terms of communications, both with internal and external constituents.
One of the founding strengths of SLT’s corporate culture with the start-up and growth of this business was the intense face-to-face customer relations and strategic marketing from the founders, Christopher and Smith. However, as the business grew, these founders had to decentralize direct customer communication and interactions, ultimately becoming the nemesis for Christopher.
Two of the glaring weaknesses in the case of SLT’s corporate culture with regard to communications are that SLT’s primary target audience, with regard to branding or marketing strategies (i.e., music festivals, Whole Foods, product placement on MTV’s Real-World and CBS’s Big Brother, and later with social media such as blogging, Facebook, Twitter, and Gowalla) were all geared for a younger customer base. “Brands today, of course, live in the boundaryless world of social media…brands in the context of the most powerful social media platform on the planet, Facebook” (Jones, 2012, p. 79). It seems older customer constituents were excluded from the direct-to-customer marketing base as if this segment of population would not enjoy “Grandma’s” tea. The other obvious weakness in the case of SLT’s corporate culture was the lack of internal constituency communication with employees. “Internal communication merits close attention as employees may be the most important audience for a company’s organizational communication and corporate branding efforts” (Stegaroiu & Talal, 2014, p. 69). The company was founded in 1997, and it wasn’t until 2009 one of three major advertising changes took place, one being “SLT empowered every employee to be a spokesperson for the brand” (Argenti, 2013, p. 70). Certainly this is something that should be embedded into the corporate vision and culture of the company’s mission; nevertheless, it seems like missed years of opportunity to not have employees (internal constituents) selling SLT’s brand to customers (external constituents). The final and probably most obvious weakness in the corporate culture regarding communications for SLT was the mishandling of communication with the most valued constituents….the employees. The case does not state how in 2010 Clayton Christopher announced his departure from SLT, it only states he sends an email praising his employees commitment and performance….not the proper channel of communication for an announcement of this magnitude. Christopher was sure to be attentive and face-to-face interaction with his external constituents over the years, but not the constituents (employees) that supported the mission of getting “Grandma’s” sweet tea in the mouths of many customers.
SLT all began because of a love for “Grandma Mimi’s” sweet tea that Christopher and Smith wanted to share with others. From the small beginnings of the start-up, to the music festivals, to Nestle Waters investment, and even Christopher’s departure, Grandma’s tea tradition continues reflective of Deuteronomy 8:18 (NLT), “18 Remember the Lord your God. He is the one who gives you power to be successful, in order to fulfill the covenant he confirmed to your ancestors with an oath.” This truth must never be forgotten.
Argenti, P. A. (2013). Corporate Communication (7th ed). New York, NY: McGraw-Hill
Jones, R. (2012). Five ways branding is changing. Journal of Brand Management, 20(2), 77-79. doi:http://dx.doi.org/10.1057/bm.2012.51
Stegaroiu, I., & Talal, M. (2014). The importance of developing internal communication strategy. Valahian Journal of Economic Studies, 5(1), 63-70. Retrieved from http://ezproxy.liberty.edu:2048/login?url=http://search.proquest.com/docview/1672099493?accountid=12085
van Rensburg, D. J., (2012). Strategic brand venturing: the corporation as entrepreneur. Journal of Business Strategy, Vol. 33(3), 4-12. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/doi/full/10.1108/02756661211224951
Key term and why you are interested in it
The selected key term for discussion is “Market Dynamism.” The interest in this term is based on the importance that it has for managers of global organizations. By researching the term and gaining a better knowledge of how like the global market operates and functions leaders are able to guide the companies through difficult phases. This paper will expound on the definition provided by Dr. Satterlee and will highlight the multiple areas management must be able to understand and utilize in the global market.
Explanation of the Key Term
Dr. Satterlee’s explained the market dynamism as “the rate of change of customer preferences, market segments and demand patterns” (Satterlee, 2014). Market dynamism along with technological advances creates the larger concept of “environmental turbulence”. By gaining understanding of the technological advances and customer preferences managers can lead the global entities successfully.
Major article summary
To further the research of market dynamism students must examine multiple topics that are closely related to the topic. For this research the article that furthered the understanding of the key concept was one that addressed the issue of practical leadership and how leaders can understand the concepts required to address the key topic. Transformational leadership and managers” ambidexterity: Mediating role of environmental dynamism explains the importance that manager and leaders have during the times of turbulence. Their study concludes that through “transformational leadership (positively) influences on managers ambidexterity and this relationship will be stronger in a more dynamic environment”(Purvee, A & Enkhtuvshin, D. 2014).
The chosen article discusses the importance for managers to be able to monitor and adjust during times of environmental turbulence of which market dynamism creates. When leadership is transformational it affects how the employees react and when transformational leaders possess “stronger knowledge competencies”(Satterlee, 2014) they are able to guide and mentor their employees to impact the global market.
Other articles that were considered during research of the term evaluated the importance of customer social responsibility and customer preference (Tingchi, Anthony Wong, Rongwei & Tseng 2014). In other articles the authors addressed the relation that customers changing demands and organizations ability to provide products and platform for the product to operate successfully (Thomas, 2014). Another article also addressed the relation between management and performance; this article viewed the relationship from the environmental turbulence view and how it affects the business performance (Pratono & Mahmood, 2014). There is plenty of other scholarly work that addresses the importance of how management reacts to the environmental turbulence and the market dynamism that exist.
Pratono, A. H., & Mahmood, R. (2014). The moderating effect of environmental turbulence in the relationship between entrepreneurial management and firm performance. Universal Journal of Management, 2(7), 285-292.
Purvee, A., & Enkhtuvshin, D. (2014). Transformational leadership and managers” ambidexterity: Mediating role of environmental dynamism. International Journal of Innovation, Management and Technology, 5(6), 434-437. doi:http://dx.doi.org/10.7763/IJIMT.2014.V5.554
Satterlee, B. (2014). Cross border commerce: With biblical worldview application. (2nd ed.). Raleigh, NC: Synergistics International, Inc. ISBN: 9781934748121
Shi, L. H., & Wu, F. (2011, September). Dealing with market dynamism: the role of reconfiguration in global account management. Management International Review, 51(5), 635+. Retrieved from http://dx.doi.org.ezproxy.liberty.edu:2048/10.1007/s11575-011-0090-3
Thomas, E. F. (2014). Platform-based product design and environmental turbulence. European Journal of Innovation Management, 17(1), 107-124. doi:http://dx.doi.org/10.1108/EJIM-06-2013-0055
Tingchi Liu, M., Anthony Wong, I., Rongwei, C., & Tseng, T.-H. (2014). Do perceived CSR initiatives enhance customer preference and loyalty in casinos?. International Journal of Contemporary Hospitality Management, 26(7), 1024–1045. doi:10.1108/ijchm-05-2013-0222
Liberty University Online
KEY TERM and WHY I AM INTERESTED IN IT
In review of the text book reading, I’ve chosen the key term “global manager” due to an academic curiosity. Prior to reviewing it, I had only heard of the term in textbook context. After reviewing the term more deeply, I’ve come to realize that global managers are a vital asset to any organization. Their wealth of knowledge concerning multicultural dynamics can be invaluable for the success of relations amongst nations worldwide.
According to the textbook, global managers “tend to possess experiential knowledge specific to some cultures, speak one language but can adjust to different cultures other than their own” (Satterlee, pg.214, 2014). Ironically, there isn’t a clear definition of “global managers” but the type of character they should possess is widely discussed in the business arena. One article depicts the character of global managers by the “nature of the work they do, typically within an organization with global operations. This includes their capability to manage amid the complexity of business that is conducted across divergent cultures.” (Lexicon, n.d)
The chosen article is titled Minding the Cultural Gaps between Different Countries- A Real Challenge for the International Managers. It is this writer’s opinion that the selected article compliments the textbook reading by expounding on the complex nature of global managers and how even a manager’s “leadership style can vary amongst other countries” (Capatîna, & Schin, 2013). The article also highlights different variable and environments that global managers have to face, which align with what the textbooks says concerning the commitment, motivation and risk. The article also suggests that successful managers are more able to juggle the demands of culture changes and adapting to differences.
DISCUSSION This week’s reading discussed global market entry and managing global operations. With an ever-changing global market, organizations have to be able to have the right type of mangers in place to help navigate the global landscape.
Relation to Key Term. Each of the articles reflect broader dimensions of global managers and the skills and characteristics they must possess in order to be successful. Related Research. The additional articles connect to the infrastructure, technology, communication, and diversity issues that managers have to engage with regularly.
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