...necessary assumptions needed for the completion of this assignment. In this assignment, you, in the role of a risk manager at Simply Green Products, will draft a document that is commonly used in the business world—a memorandum to your boss. Simply Green Products is a $10 million company that produces biodegradable packing materials that orchards use in the Shenandoah Valley to transport their apples, peaches, and pears nationwide. Biodegradable materials are more eco-friendly because they break down into the environment. Such packing materials are marketed under the name “SafePack,” which is heavily advertised in trade journals. Simply Green Products have had the name “SafePack” imprinted on all of their packing material since 2008; however, they never filed for either state or federal trademark protection. With the movement toward more eco-friendly agricultural production, the fact that such packing materials are biodegradable provides a primary marketing advantage over non-biodegradable competitors. The company president, Shep Howard, has recently become aware of several issues that may require referral to the company’s outside counsel. Because you serve as the company’s risk manager, Howard has asked you to leverage your legal and managerial skills to draft a memorandum that addresses one (1) of the two (2) situations described below: An environmental group is...
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...Phoenix Advertising Interoffice Memorandum Phoenix Advertising Interoffice Memorandum May 19, 2015 To: Gregory S. Forest, President; Stephen Summers, Chief Executive; Hank Paulson, Vice President of Operations; Jamie Richey, Vice President of Human Resources; Bill Johnson, Vice President of Public Relations Operations; Sandy Jones, Vice President of Marketing Operations; Cindy Xiong, Vice President of Advertising Operations; Bob Thomas; Vice President of Finance From: Jamie Richey, Vice President of Human Resources Subject: Roanoke Branch Update In recent months, the Roanoke office has had complaints from four of its clients and there is a feeling that the decline in customer satisfaction could be due in part to low morale among the branch’s employees. It has come to my attention that some of the graphic designers and art directors feel that they and their works are not being treated fairly and their ideas are not being taken seriously. All the while, they are being asked to work longer hours without a satisfactory work life balance, or proper compensation, either monetarily or in time. All have threatened to leave the company. We must give our immediate attention to this situation as Roanoke handles some of our biggest clients. We must also be sure the employees we hire are being treated as part of a team, and adequately trained as well as perform and overall compensation review. As an executive team, I feel it is very important to reach out to the Roanoke...
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...Harvard Business School 9-899-062 Rev. December 7, 1998 Walnut Venture Associates (A): RBS Group Investment Memorandum Ralph Wagner pulled his file on the RBS Group, a young company that developed and sold accounting software specifically targeted to software companies. Wagner was a private investor—an “angel”—and a member of an informal group of other investors known as Walnut Venture Associates. (See Exhibit 1 for background information on Walnut) RBS was seeking to raise $2 million in equity capital to fund its growth. Wagner had agreed to take the lead role in evaluating RBS as an investment opportunity for Walnut. While Wagner would spearhead the process, each individual would make his own decision about whether to invest in the company. It was December 26, 1997 and Bob O’Connor, RBS’s founder and CEO, had presented to the Walnut group one week ago. The group had been impressed with O’Connor, with RBS’s business focus, and with the fact that the company had a product, sales and even earnings. Based on this positive first impression, the group had decided to take the next step and begin a more in-depth investigation of the company and its prospects. Half a dozen or so “Walnuters” had indicated an interest in possibly investing, and it was up to Wagner to come up with a due diligence agenda for these individuals. He pulled out RBS’s plan (See Exhibit 2) and began to sort through the issues the group should investigate during this phase, as well as an agenda for the meeting...
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...Harvard Business School 9-899-062 Rev. December 7, 1998 Walnut Venture Associates (A): RBS Group Investment Memorandum Ralph Wagner pulled his file on the RBS Group, a young company that developed and sold accounting software specifically targeted to software companies. Wagner was a private investor—an “angel”—and a member of an informal group of other investors known as Walnut Venture Associates. (See Exhibit 1 for background information on Walnut) RBS was seeking to raise $2 million in equity capital to fund its growth. Wagner had agreed to take the lead role in evaluating RBS as an investment opportunity for Walnut. While Wagner would spearhead the process, each individual would make his own decision about whether to invest in the company. It was December 26, 1997 and Bob O’Connor, RBS’s founder and CEO, had presented to the Walnut group one week ago. The group had been impressed with O’Connor, with RBS’s business focus, and with the fact that the company had a product, sales and even earnings. Based on this positive first impression, the group had decided to take the next step and begin a more in-depth investigation of the company and its prospects. Half a dozen or so “Walnuters” had indicated an interest in possibly investing, and it was up to Wagner to come up with a due diligence agenda for these individuals. He pulled out RBS’s plan (See Exhibit 2) and began to sort through the issues the group should investigate during this phase, as well as an...
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...assumptions needed for the completion of this assignment. In this assignment, you, in the role of a risk manager at Simply Green Products, will draft a document that is commonly used in the business world—a memorandum to your boss. Simply Green Products is a $10 million company that produces biodegradable packing materials that orchards use in the Shenandoah Valley to transport their apples, peaches, and pears nationwide. Biodegradable materials are more eco-friendly because they break down into the environment. Such packing materials are marketed under the name “SafePack,” which is heavily advertised in trade journals. Simply Green Products have had the name “SafePack” imprinted on all of their packing material since 2008; however, they never filed for either state or federal trademark protection. With the movement toward more eco-friendly agricultural production, the fact that such packing materials are biodegradable provides a primary marketing advantage over non-biodegradable competitors. The company president, Shep Howard, has recently become aware of several issues that may require referral to the company’s outside counsel. Because you serve as the company’s risk manager, Howard has asked you to leverage your legal and managerial skills to draft a memorandum that addresses one (1) of the two (2) situations described below: An environmental group is asserting that SafePack materials are not biodegradable. In fact, the group claims that these materials are causing...
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...Professor Sue Woltman WRT 307 Final Onboarding Project Joe Egidio Syracuse University Professor Sue Woltman WRT 307 Final Onboarding Project Joe Egidio WRT 307 Syracuse University Professor Woltman Index Personal Profile….....................…3 Letter of Recommendation……....…….....4 Email………………..……...............5 Memordanum..........................………6 Personal Profile Personal Profile Joseph Egidio Joe is a junior Finance & Supply Chain Management double major at Syracuse University, and he formerly served as the president of his fraternity. In the past year he has served in professional writing roles as a marketing representative for the New York Times, and as a private brands product development intern at Macy's Inc. Letter of Recommendation Letter of Recommendation WRT 307 TEAM 1 University Avenue Syracuse, NY 13210 2/2/16 Professor Susan Woltman Syracuse University Syracuse, NY Dear Sue, I am writing to you today to recommend John Deskavich, an engineering student from Syracuse University, for the position of WRT 307 team member. I believe his track record of excellence in team-related work will make him a great fit. John has worked in teams of 4-5 people multiple times during his college career on assignments in which data needed to be explained in a concise straightforward...
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...Part A: Memo Phoenix Advertising Interoffice Memorandum DATE: April 13, 2015 TO: Gregory S. Forest, President; Steve Notch, Chief Executive; Pete Wilson, VP of Operations; Dave Ramirez, VP of HR; Pedro Gomez, VP of Public Relations; Ralph Woods, VP of Marketing Operations; Amanda Byrnes, VP of Advertising Operations; and Greg Stack, VP of Finance FROM: David Ramirez, VP of Human Resources SUBJECT: Roanoke Branch Update In recent months, the Roanoke branch office has received complaints from four clients. There is a feeling that the decline in customer satisfaction could be due in part to low morale among the branch’s employees. It has come to my attention that after a change in management, some of the graphic designers and art directors feel their works are being unfairly altered or rejected, as well as their ideas not being taken seriously. All the while, they are being asked to work longer hours without proper compensation, either monetarily or in time. All of the branch’s employees have threatened to leave the company. We must give this issue our immediate attention as the Roanoke branch handles some of our biggest clients and these clients are vital to the overall success of the company. We must reinforce to all employees they are a part of a large team, rather than the departmental “silo” structure that currently exists. As an executive team, I feel it is very important to reach out to the Roanoke branch to find out the root of the problem before it gets...
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...COMMUNICATION STRATEGY: REVEAL THE CDEP FINDINGS TO THE PUBLIC [MANCOM Memorandum Assignment] Prepared by Ekaterina Afanasyeva Prepared for Dr. Steve D. Ugbah Managerial Communication California State University, East Bay Marketing 6210.01 March 22, 2013 MEMO Plan SUBJECT: Communication strategy: revealing the CDEP findings to the public DUE DATE: March 13, 2013 PURPOSE: ( Direct RESOURCES: Mr. Martinson’s Company profile; The GDEP Case File; Minutes of Mr. Martinson’s meeting with GDEP Officials; the GDEP preliminary feedings. DOCUMENT TYPE: ( Memorandum AUDIENCE: Readers Needs and Priorities 1. Walter Martinson, President His priorities are the reputation AEI, maintaining good relations with the local authorities, the CDEP and other independent organization that can influence the sustainability of his business, ensuring that the company has reliable partners (sub-contractors, suppliers, etc.). In particular he is worried about the possibility that the pollution in Atlanta area could be connected to his company directly and then he needs to know how to deal with the problem or indirectly and then he needs to know how to prevent the gossips. In any case he needs to know how to deliver the news to the public without damaging the reputation of his company. 2. The Executive Committee Avoid leakage of the information and activities that can negatively influence the IPO...
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...interoffice memorandum to: | Shep Howard, President of SGP | from: | Betty Fuller, Head of Marketing | subject: | Resolving Intellectual Property Rights | date: | September 6, 2015 | cc: | tatiana dunklin | | | SHORT ANSWER During my research I quickly noticed that although SGP owned Safepac.com, the name SafePac, itself had never been registered with the Trademark and Patent Office. Accordingly, one of the first things Ms. Fuller did was start the registration process. When searching the USPTO office database to see if a mark has already been filed she found the several things that did not look so good as it directed its responsibilities to fall onto our company as the at fault individuals. FACTS a. SGP has been using the product name SafePac since 2008 but never trademarked or otherwise registered that named. A company called Safe Choice had registered the names SafePack and SafePacs back in 2002 and those names were listed live marks by the USPTO. Arguably, SafePac may be confusingly similar to Safe Choices marks to preclude registration of the marks. Moreover, use of the name may “constitutes a false designation of origin which is likely to confuse customers as to the source of the goods”. However, safe Choice and SGP are in different product lines and, therefore, arguably are not competitors, a requirement for infringement. The intellectual property issue at hand involves the Lanham Act. b. The USPTO finds that SGP’s proposed mark and Safe...
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...Module 4 Case Study MKT 501 Strategic Marketing Trident University International December 27, 2011 MEMORANDUM To: Vice President of Marketing, Old Navy From: Marketing Consulting, Subject: Analyzing Old Navy’s promotion strategy This memorandum documents the review of Old Navy’s current market strategy. Old Navy has decided to utilize online video instead of television. In addition, as part of the company’s positioning strategy, it is launching its first campaign that specifically targets men. It also announces a slogan very similar to one of the Marine Corps “looking to enlist a few good men”. Some additional changes include new denim washes and styles, as well as more tailored shirts and pants to meet the changes/demands of its target buyers. TRIDENT will evaluate if this new market strategy shift from television to online video is the best promotional strategy for your company. Old Navy’s Target Market Viewing Habits Assumptions: a) Television advertisement is not very effective for the company. b) It is difficult to reach men for an item of clothing through commercial advertisements. c) Men are not in the right mindset when watching TV. For instance if he is watching sports, he may not pay attention to a clothing commercial. Old Navy’s Target Market Buying Habits Assumptions: a) Men are starting to spend outside the basics. They are now focused on getting healthier; therefore they go for more comfortable lifestyle products...
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...anything, would help you better evaluate its conclusion. The following appeared as part of an annual report sent to stockholders by Olympic Foods, a processor of frozen foods: “Over time, the costs of processing go down because as organizations learn how to do things better, they become more efficient. In color film processing, for example, the cost of a 3-by-5-inch print fell from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. The same principle applies to the processing of food. And since Olympic Foods will soon celebrate its 25th birthday, we can expect that our long experience will enable us to minimize costs and thus maximize profits.” Discuss how well reasoned . . . etc. The following appeared in a memorandum from the business department of the Apogee Company: “When the Apogee Company had all its operations in one location, it was more profitable than it is today. Therefore, the Apogee Company should close down its field offices and conduct all its operations from a single location. Such centralization would improve profitability by cutting costs and helping the company maintain better supervision of all employees.” Discuss how well reasoned . . . etc. The...
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...Banerjee Table of Contents Executive summary 3 Pre-foundation partnership 4 Initial bootstrapping 4 Angel investors 4 Initial public offering 5 Success mantra 6 Appendices 8 Venture Capitalists tell their story: Arthur Rock on Steve Jobs 8 Preliminary confidential offering memorandum 9 Bibliography 10 Executive summary This report highlights the start of the entrepreneurial journey of Steve Jobs – the founder of Apple. The Apple journey started off as a partnership. Steve Jobs and Steve Wozniak had been friends for some time, having met in 1971, when their mutual friend, Bill Fernandez, introduced 21-year-old Wozniak to 16-year-old Jobs. Jobs managed to interest Wozniak in assembling a machine and selling it. They bootstrapped for the first product – Apple I. Mike Markkula was the first angel investor who showed belief in the product and the team. Markkula had made his fortune as a marketing manager at Fairchild Semiconductor and Intel, retiring at age 32. In 1977, Steve Jobs met with Markkula and convinced him that personal computers were an exciting opportunity. Markkula invested $250,000 in Apple for a one-third stake in the company and served as president from 1981-83. With Mike’s guidance and funding Apple ceased to be a partnership and was incorporated on April 1, 1976. Apple investors had a traditional exit through an initial public offering in 1980. When Apple went public, it generated more capital than any IPO since Ford Motor Company in...
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...would help you better evaluate its conclusion. The following appeared as part of an annual report sent to stockholders by Olympic Foods, a processor of frozen foods: “Over time, the costs of processing go down because as organizations learn how to do things better, they become more efficient. In color film processing, for example, the cost of a 3-by-5-inch print fell from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. The same principle applies to the processing of food. And since Olympic Foods will soon celebrate its 25th birthday, we can expect that our long experience will enable us to minimize costs and thus maximize profits.” Discuss how well reasoned . . . etc. The following appeared in a memorandum from the business department of the Apogee Company: “When the Apogee Company had all its operations in one location, it was more profitable than it is today. Therefore, the Apogee Company should close down its field offices and conduct all its operations from a single location. Such centralization would improve profitability by cutting costs and helping the company maintain better supervision of all employees.” Discuss how well reasoned . . ....
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...Jagdeesh Narayanan Fashion Channel Case Study Submitted On: - November 27th 2013 Memorandum To: Jared Thomas, CEO, The Fashion Channel From: Dana Wheeler, Vice-President Marketing Subject – Proposed recommendations for marketing and advertising plans Date: - November 27th 2013 This memo contains the analysis, recommendations and justifications to help The Fashion Channel to select the appropriate segment for targeting. Recommendation:- The Fashion channel should formulate their new marketing plan to target fashionistas and planners/shoppers. The possible scenarios and segments for marketing concentration Broad Based Marketing | Fashionistas Concentration | Fashionistas and Planners/Shoppers | Pro’s * Net Income 94.9 million Vs. 54.6 million before * No incremental programming expense * Ability to target all 18-34 year old women * Awareness and marketing reach across a broader audience | Pro’s * Net Income 151.4 million Vs. 54.6 million before * TV ratings increase from 1.0% to 1.2% due to premium targeting * Average CPM increases to $3.50 * Facilitates capture of specific market share from Lifetime | Pro’s * Net Income 168.8 million Vs. 54.6 million before * TV Ratings and CPM increase to 1.2% and $2.5 respectively * 50% of TV audience covered * Increase in advertising revenue due to more no of 18-34 year old women audience * Not too specific, covers larger base | Con’s * CPM reduces by $0.20 due to lack of target audience * Does...
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...Gyro-Copter. After some discussion, both men realised that the Silver Motor would require considerable development if it were to be used in the Jet-Fighters, but its design features made it immediately viable as an important feature of the Gyro-Copter. At the beginning of 1989, Rogers initiated an important corporate restructuring in order to accommodate the development of the Gyro-Copter. He created two separate divisions which he designated as profit-centres. Division A was wholly responsible for the engineering, manufacturing, assembly and quality-control of Jet Fighters. Division B was wholly responsible for the Gyro-Copter. Each division had five separate departments, including an accounting department which reported directly to the Vice-President of the division, as well as to a centrally located Financial Control...
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