food marketing - mrs. socha's...

AS USED IN DECA’SINDIVIDUAL SERIES EVENTS

SAMPLE ROLE PLAYS

2012 EDITION

FOODMARKETING

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Food Marketing

Individual Series Events

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DECA Images

Published 2012 by DECA Images. Copyright © 2012 by DECA Inc.

No part of this publication may be reproduced for resale without written permission from the publisher.

Printed in the United States.

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Food Marketing

TABLEOFCONTENTS

Introduction .....................................................................................................................3

Role Plays Role Play #1 ...............................................................................................................5 Role Play #2 .............................................................................................................11 Role Play #3 .............................................................................................................17 Role Play #4 .............................................................................................................23

INTRODUCTIONThis publication is designed to assist DECA members and their local chapter advisors in preparing for the Individual Series Events. This document will be useful in preparing students for local, state and international competition by familiarizing them with the format, structure and evaluation tools used in international competition. This series of events is presented as an example of the types of events in which a student might expect to participate at the International Career Development Conference. The competitive events found herein, however, are not representative of all performance indicators that the student may be expected to demonstrate on the international level. A complete list of performance indicators upon which the events are written can be found at www.deca.org/competitions/2/.

PROCEDUREAn individual series event consists of two major parts: a written comprehensive exam and two preliminary role-playing events. A third role-play activity will be given to finalists.

The comprehensive exam is a 100-question multiple-choice test developed especially for each series based on the knowledge, skills and attributes associated with the particular occupation. Exams from previous years are available for sale through DECA Images at www.deca.org/shop.

In the role-playing portion of the event, participants must accomplish a task by translating what they have learned into effective, efficient and spontaneous action.

The participant is given a situation to review. It may indicate a product or service to sell, a merchandising decision or a problem in communication and interpersonal skills. Participants are allowed 10 minutes to review the situation and to develop a professional approach to solving the problem.

Up to 10 minutes are then allowed for the participant to be examined by a competent judge and asked to explain how (s)he would solve the situation or problem. The judge is a qualified business executive playing the role of second party in the situation. Following the examination, the judge evaluates the participants’ responses and records the results on an evaluation form which has been developed specifically for each competitive event.

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PREPARATIONIn order for DECA members to realize success in competition, DECA advisors are encouraged to care-fully plan curriculum which will contribute to student success in the competency based competitive events and to provide real world experiences specifically necessary in the occupational area for which the student has a career interest.

Competency based competitive events are intended to be a motivational tool used by the DECA advisor to encourage student learning. The success of the member’s participation in competency based competi-tive events directly relates to the experiences (s)he has gained in the classroom and / or at the training station.

As the local, district, state or international competitive event approaches, the advisors are encouraged to further prepare the competitor in tasks such as the following:

Prepareyourselfmentally.The competitor should get sufficient sleep the night before competition so that (s)he will be mentally alert and able to concentrate on the activities.

Dressappropriately.Professional dress should be worn to all conference sessions. Please note: Competitors at the ICDC must wear an official DECA blazer during interaction with the judges. Official DECA blazers are sold through DECA Images.

Followtheprogramagenda.Competitors should carefully follow the program agenda provided at the conference. (S)he should locate the event room beforehand and arrive at the site early enough to be acclimated to the environment, re-laxed, etc. Competitors must be on time for each event.

Usepreparationtimewisely.Competitors should take advantage of the time provided for each activity of the event. During the writ-ten tests, the competitor should think through each item completely and carefully while gauging the time appropriately. If time allows, recheck the answers. While preparing for role play events, competitors should use all the time allotted constructively.

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CAREERCLUSTERMarketing

CAREERPATHWAYMarketing Management

INSTRUCTIONALAREACustomer Relations

FOODMARKETINGSERIESEVENT

PARTICIPANTINSTRUCTIONS

PROCEDURES

1. The event will be presented to you through your reading of these instructions, including the Performance Indicators and Event Situation. You will have up to 10 minutes to review this information to determine how you will handle the role-play situation and demonstrate the performance indicators of this event. During the preparation period, you may make notes to use during the role-play situation.

2. You will have up to 10 minutes to role-play your situation with a judge (you may have more than one judge).

3. You will be evaluated on how well you meet the performance indicators of this event.

4. Turn in all your notes and event materials when you have completed the role-play.

PERFORMANCEINDICATORS

1. Explain the importance of company involvement in community activities.

2. Handle customer/client complaints.

3. Explain the nature of positive customer relations.

4. Respond to customer inquiries.

5. Analyze company resources to ascertain policies and procedures.

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EVENTSITUATION

You are to assume the role of store manager of Roman’s maRket, a gourmet grocery store. The owner (judge) has asked for your analysis and recommendation for continuing involvement with a charitable organization. Roman’s maRket is a gourmet grocery store that has been owned and operated by the Roman family since 1958. The store features fine meats, seafood and produce, deli, dairy, floral, and gourmet wines in addition to the traditional assortment of canned and packaged grocery products. Expanded and remodeled many times over the years, Roman’s maRket remains at its original location in an upscale suburban community. The average household income is in excess of $100,000.

Last October, the owner (judge) was asked by the local Salvation Army Chapter to allow a bell ringer and collection kettle to be placed at the store entrance during November and December. The end-of-year holiday months are when the Salvation Army experiences its greatest amount of charitable giving. The owner (judge) very willingly approved to allow the Salvation Army to locate a ringer and kettle outside the store’s lone entrance.

During the holiday period, a number of Roman’s customers told store employees that the presence of the Salvation Army ringer made them feel obligated to contribute every time they entered the store. Many felt guilty if they walked past without donating and consequently contributed multiple times to the kettle. For its part, the Salvation Army was very pleased with the amount of money collected in front of Roman’s and has already requested the same location next year.

The owner (judge) is aware of the negative customer comments concerning the Salvation Army’s appearance in front of Roman’s during the past holiday season and has requested a meeting with you to obtain your analysis and recommendations on the issue. The owner (judge) has specifically asked you to:

• Discuss any importance of company involvement in community activities whether it is the Salvation Army or another organization.

• Analyze the legitimacy of the customer criticism concerning the Salvation Army’s appearance at the store entrance during the past holiday season.

• Identify possible solutions to the problem. • Recommend action regarding the Salvation Army’s request for the upcoming year.

You will make your presentation to the owner (judge) in a role-play to take place in the owner (judge)’s office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the owner’s (judge’s) questions, the owner (judge) will conclude the role-play by thanking you for your work.

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JUDGE’SINSTRUCTIONS

DIRECTIONS,PROCEDURESANDJUDGE’SROLE

In preparation for this event, you should review the following information with your event manager and other judges:

1. Procedures

2. Performance Indicators

3. Event Situation

4. Judge Role-play CharacterizationParticipants may conduct a slightly different type of meeting and/or discussion with you each time; however, it is important that the information you provide and the questions you ask be uniform for every participant.

5. Judge’s Evaluation Instructions

6. Judge’s Evaluation FormPlease use a critical and consistent eye in rating each participant.

JUDGEROLE-PLAYCHARACTERIZATION

You are to assume the role of owner of Roman’s maRket, a local gourmet grocery store. You have asked your store manager (participant) for an analysis and recommendation for continuing involvement with a charitable organization.

Roman’s maRket is a gourmet grocery store that has been owned and operated by the Roman family since 1958. The store features fine meats, seafood and produce, deli, dairy, floral, and gourmet wines in addition to the traditional assortment of canned and packaged grocery products. Expanded and remodeled many times over the years, Roman’s maRket remains at its original location in an upscale suburban community. The average household income is in excess of $100,000.

Last October, you were asked by the local Salvation Army Chapter to allow a bell ringer and collection kettle to be placed at the store entrance during November and December. The end-of-year holiday months are when the Salvation Army experiences its greatest amount of charitable giving. You very willingly approved to allow the Salvation Army to locate a ringer and kettle outside the store’s lone entrance.

During the holiday period, a number of Roman’s customers told store employees that the presence of the Salvation Army ringer made them feel obligated to contribute every time they entered the store. Many felt guilty if they walked past without donating and consequently contributed multiple times to the kettle. For its part, the Salvation Army was very pleased with the amount of money collected in front of Roman’s and has already requested the same location next year.

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You are aware of the negative customer comments concerning the Salvation Army’s appearance in front of Roman’s during the past holiday season. You have requested a meeting with the store manager (participant) to obtain analysis and recommendations on the issue. You have specifically asked the manager (participant) to:

• Discuss any importance of company involvement in community activities whether it is the Salvation Army or another organization.

• Analyze the legitimacy of the customer criticism concerning the Salvation Army’s appearance at the store entrance during the past holiday season.

• Identify possible solutions to the problem. • Recommend action regarding the Salvation Army’s request for the upcoming year.

The store manager (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the manager (participant) and asking to hear about his/her ideas.

During the course of the role-play you are to ask the following questions of each participant:

1. What criterion should a business use in deciding which community activities to support?

2. Would you recommend we limit store support to one visible charity with a large donation capability or support several charities/activities with potential smaller donations?

Once the store manager (participant) has presented and has answered your questions, you will conclude the role-play by thanking the manager (participant) for the work.

You are not to make any comments after the event is over except to thank the participant.

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JUDGE’SEVALUATIONINSTRUCTIONS

EvaluationFormInformation

The participants are to be evaluated on their ability to perform the specific performance indicators stated on the cover sheet of this event and restated on the Judge’s Evaluation Form. Although you may see other performance indicators being demonstrated by the participants, those listed in the Performance Indicators section are the critical ones you are measuring for this particular event.

EvaluationFormInterpretation

The evaluation levels listed below and the evaluation rating procedures should be discussed thoroughly with your event chairperson and the other judges to ensure complete and common understanding for judging consistency.

LevelofEvaluation InterpretationLevelExceeds Expectations Participant demonstrated the performance indicator

in an extremely professional manner; greatly exceeds business standards; would rank in the top 10% of business personnel performing this performance indicator.

Meets Expectations Participant demonstrated the performance indicator in an acceptable and effective manner; meets at least minimal business standards; there would be no need for additional formalized training at this time; would rank in the 70-89th percentile of business personnel performing this performance indicator.

Below Expectations Participant demonstrated the performance indicator with limited effectiveness; performance generally fell below minimal business standards; additional training would be required to improve knowledge, attitude and/or skills; would rank in the 50-69th percentile of business personnel performing this performance indicator.

Little/No Value Participant demonstrated the performance indicator with little or no effectiveness; a great deal of formal training would be needed immediately; perhaps this person should seek other employment; would rank in the 0-49th percentile of business personnel performing this performance indicator.

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JUDGE’SEVALUATIONFORMFMS

DIDTHEPARTICIPANT:

1.Explaintheimportanceofcompanyinvolvementincommunityactivities?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at explaining the importance of company involvement in community activities were weak.

Adequately explained the importance of company involvement in community activities.

Effectively explained the importance of company involvement in community activities.

Very effectively explained the importance of company involvement in community activities.

2.Handlecustomer/clientcomplaints?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at handling customer/client complaints were inadequate or weak.

Adequately handled customer/client complaints.

Effectively handled customer/client complaints.

Very effectively handled customer/client complaints.

3.Explainthenatureofpositivecustomerrelations?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at explaining the nature of positive customer relations were inadequate.

Adequately explained the nature of positive customer relations.

Effectively explained the nature of positive customer relations.

Very effectively explained the nature of positive customer relations.

4.Respondtocustomerinquiries?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at responding to customer inquiries were inadequate.

Adequately responded to customer inquiries.

Effectively responded to customer inquiries.

Very effectively responded to customer inquiries.

5.Analyzecompanyresourcestoascertainpoliciesandprocedures?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to analyze company resources to ascertain policies and procedures were inadequate.

Adequately analyzed company resources to ascertain policies and procedures.

Effectively analyzed company resources to ascertain policies and procedures.

Very effectively analyzed company resources to ascertain policies and procedures.

6.Overallimpressionandresponsetothejudge’squestions.Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2 3,4,5 6,7,8 9,10Demonstrated few skills; could not answer the judge’s questions.

Demonstrated limited ability to link some skills; answered the judge’s questions adequately.

Demonstrated the specified skills; answered the judge’s questions effectively.

Demonstrated skills confidently and professionally; answered the judge’s questions very effectively and thoroughly.

Judge’sInitials TOTALSCORE

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INSTRUCTIONALAREAProfessional Development



PROCEDURES






1. Explain the need for professional and ethical standards in marketing.

2. Explain the nature of marketing management.

3. Explain the nature of channel-member relationships.

4. Discuss internal and external audiences for public relations activities.

5. Explain consequences of unprofessional and/or unethical behavior in marketing.

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EVENTSITUATION

You are to assume the role of marketing director at GaRvin BakeRy, a bakery supplier to the restaurant industry. The president (judge) has asked you to recommend an appropriate company response following a recent problem.

GaRvin BakeRy has been in operation for over sixty years. The company originally supplied grocery stores with breads, cakes, cookies and novelties. With steady success, the company gradually changed its marketing plan and now only supplies baked goods to restaurants in three states—restaurant sandwich buns make up 85% of GaRvin’s product line. GaRvin has earned an excellent reputation with both fast food and full service restaurants. The company is known for quality products, dependability and customer service. GaRvin has a loyal customer base.

Last week a large glass vial containing liquid yeast could not be found. It was discovered that the vial had broken. Pieces of the glass vial were found on the floor near three large vats used to mix batter for sandwich buns. It could not be determined if any glass fell into the mixing vats. The decision was made to throw out all batter from the three vats.

This decision resulted in an immediate shortage for the restaurants supplied by GaRvin’s. As a result, some restaurants were left without any product and little time to make other arrangements. In additional to lost revenue, restaurant employees faced dissatisfied customers. Numerous restaurant clients, from cooks to owners, have called the company asking questions about the incident. Because of the numerous calls and requests for additional services, most employees at GaRvin’s have had to answer questions. Immediate on-the-job training was required to ensure that all employees were able to answer questions and handle complaints from clients. While operations for GaRvin’s and the restaurants have returned to normal, there is need for internal and external “damage control.”

The president (owner) realized that GaRvin’s training program must be expanded, and has asked to meet with you to obtain recommendations on what the company should do to move forward and overcome negative outcomes of the past few days. You have been specifically asked to:• Analyze GaRvin’s immediate response to the situation and provide input on the immediate action

taken. • Determine the next steps in maintaining goodwill with GaRvin BakeRy’s clients affected by this

particular product shortage. As part of this, you need to address the claims from several clients of favoritism by GaRvin employees—it appears that some clients’ product needs were “taken care of” better than others.

• Outline the roles and responsibilities employees of the bakery must accept to continue and build on the company’s goodwill with clients.

• Explain the consequences to GaRvin BakeRy if it fails to respond appropriately to the parties impacted by the problem.

You will make your recommendations to the president (judge) in a role-play to take place in the president’s (judge’s) office. The president (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the president’s (judge’s) questions, the president (judge) will conclude the role-play by thanking you for your work.

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1. Procedures


3. Event Situation





You are to assume the role of president of GaRvin BakeRy, a bakery supplier to the restaurant industry. You have asked your marketing director (participant) to recommend an appropriate company response following a recent problem. GaRvin BakeRy has been in operation for over sixty years. The company originally supplied grocery stores with breads, cakes, cookies and novelties. With steady success, the company gradually changed its marketing plan and now only supplies baked goods to restaurants in three states—restaurant sandwich buns make up 85% of GaRvin’s product line. GaRvin has earned an excellent reputation with both fast food and full service restaurants. The company is known for quality products, dependability and customer service. GaRvin has a loyal customer base.

Last week a large glass vial containing liquid yeast could not be found. It was discovered that the vial had broken. Pieces of the glass vial were found on the floor near three large vats used to mix batter for sandwich buns. It could not be determined if any glass fell into the mixing vats. The decision was made to throw out all batter from the three vats.

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This decision resulted in an immediate shortage for the restaurants supplied by GaRvin’s. As a result, some restaurants were left without any product and little time to make other arrangements. In additional to lost revenue, restaurant employees faced dissatisfied customers. Numerous restaurant clients, from cooks to owners, have called the company asking questions about the incident. Because of the numerous calls and requests for additional services, most employees at GaRvin’s have had to answer questions. Immediate on-the-job training was required to ensure that all employees were able to answer questions and handle complaints from clients. While operations for GaRvin’s and the restaurants have returned to normal, there is need for internal and external “damage control.”

You realized that GaRvin’s training program must be expanded. You have asked to meet with the marketing director (participant) to obtain recommendations on what the company should do to move forward and overcome negative outcomes of the past few days. You have specifically asked the marketing director (participant) to:

• Analyze GaRvin’s immediate response to the situation and provide input on the immediate action taken.

• Determine the next steps in maintaining goodwill with GaRvin BakeRy’s clients affected by this particular product shortage. As part of this, you need to address the claims from several clients of favoritism by GaRvin employees—it appears that some clients’ product needs were “taken care of” better than others.

• Outline the roles and responsibilities employees of the bakery must accept to continue and build on the company’s goodwill with clients.

• Explain the consequences to GaRvin BakeRy if it fails to respond appropriately to the parties impacted by the problem.

The marketing director (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing director (participant) and asking to hear about the ideas.


1. Since we have gotten through this situation without loss of customers, should we just let this go and take steps to see that it doesn’t happen again?

2. Is it better for a company to do its own public relations in-house or to hire a public relations firm to take care of the public relations function? Please explain.

3. What kind of training would you recommend for our employees as it relates to good client relationships?

Once the marketing director (participant) has presented and has answered your questions, you will conclude the role-play by thanking the marketing director (participant) for the work.


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DIDTHEPARTICIPANT:

1.Explaintheneedforprofessionalandethicalstandardsinmarketing?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at explaining the need for professional and ethical standards in marketing were inadequate.

Adequately explained the need for professional and ethical standards in marketing.

Effectively explained the need for professional and ethical standards in marketing.

Very effectively explained the need for professional and ethical standards in marketing.

2.Explainthenatureofmarketingmanagement?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at explaining the nature of marketing management were weak.

Adequately explained the nature of marketing management.

Effectively explained the nature of marketing management.

Very effectively explained the nature of marketing management.

3.Explainthenatureofchannel-memberrelationships?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at explaining the nature of channel-member relationships were weak.

Adequately explained the nature of channel-member relationships.

Effectively explained the nature of channel-member relationships.

Very effectively explained the nature of channel-member relationships.

4.Discussinternalandexternalaudiencesforpublicrelationsactivities?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to discuss internal and external audiences for public relations activities were inadequate or weak.

Adequately discussed internal and external audiences for public relations activities.

Effectively discussed internal and external audiences for public relations activities.

Very effectively discussed internal and external audiences for public relations activities.

5.Explainconsequencesofunprofessionaland/orunethicalbehaviorinmarketing?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain consequences of unprofessional and/or unethical behavior in marketing were inadequate.

Adequately explained consequences of unprofessional and/or unethical behavior in marketing.

Effectively explained consequences of unprofessional and/or unethical behavior in marketing.

Very effectively explained consequences of unprofessional and/or unethical behavior in marketing.






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INSTRUCTIONALAREAProduct/Service Management



PROCEDURES






1. Identify product opportunities.

2. Identify product’s/service’s competitive advantage.

3. Assess product-packaging requirements.

4. Develop positioning concept for a new product.

5. Explain the selling process.

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EVENTSITUATION

You are to assume the role of marketing manager at old towne Pizza, a local pizza restaurant chain. The owner (judge) has asked for your analysis of the marketing opportunities and challenges arising from old towne’s entry into the grocery market. old towne Pizza operates a chain of eight restaurants in a large metropolitan market with a population of nearly four million. Started in 1968, old towne Pizza quickly developed a loyal following of customers. During peak times, it is not unusual for customers to wait outside the restaurant for ninety minutes or more to be seated. The most prominent item on the menu is the deep dish “Chicago-style” pizza. This pizza has a three-inch buttery crust edge that serves as a large bowl to hold the ingredients. Ingredients for the deep-dish pizza include layers of cheese, chunky tomato sauce, pepperoni or sausage and a variety of other traditional pizza ingredients.

Customers aren’t the only ones who love the deep-dish offerings at old towne Pizza. The chain is a favorite among area food and restaurant critics and has even been featured in Pizza to Die For on a national cable food channel. The owner (judge) of old towne Pizza decided to capitalize on the popularity of its deep-dish pizza and sell the pizzas in grocery markets. The owner (judge) hopes to have the product ready for distribution in a few months. Marketing strategies are now being developed to capture grocery store clients. The following chart indicates the differences in old towne pizzas and competitors’ pizzas:

OldTownPizza CompetitorsDiameter: 11” Diameter: 12”Weight: 35 ounces Weight: 20 ounces (average)Serving Size: 3-4 persons Serving Size: 2 persons (approximately)Baking: Conventional Oven only 60 minutes

Baking: Conventional Oven: 20 minutes Microwave Oven: Varies

Wholesale cost: $8.00 Wholesale cost: Varies; less than $5.00Suggested Retail Price: $13.59 Suggested Retail Price: $2.99 - $6.79

The owner (judge) has asked to meet with you to discuss the company’s marketing plan for the deep dish “Chicago-style” pizza. The owner (judge) has asked to hear your ideas ranging from packaging to sales for the new product. You are also to analyze the marketing opportunities and challenges old towne might encounter as sales are solicited. You will make your presentation to the owner (judge) in a role-play to take place in the owner’s (judge’s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the owner’s (judge’s) questions, the owner (judge) will conclude the role-play by thanking you for your work.

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1. Procedures


3. Event Situation





You are to assume the role of owner of old towne Pizza, a local pizza restaurant chain. You have asked your marketing manager (participant) for an analysis of the marketing opportunities and challenges arising from old towne’s entry into the grocery market.

old towne Pizza operates a chain of eight restaurants in a large metropolitan market with a population of nearly four million. Started in 1968, old towne Pizza quickly developed a loyal following of customers. During peak times, it is not unusual for customers to wait outside the restaurant for ninety minutes or more to be seated. The most prominent item on the menu is the deep dish “Chicago-style” pizza. This pizza has a three-inch buttery crust edge that serves as a large bowl to hold the ingredients. Ingredients for the deep-dish pizza include layers of cheese, chunky tomato sauce, pepperoni or sausage and a variety of other traditional pizza ingredients.

Customers aren’t the only ones who love the deep-dish offerings at old towne Pizza. The chain is a favorite among area food and restaurant critics and has even been featured in Pizza to Die For on a national cable food channel. You decided to capitalize on the popularity of the deep-dish pizza and sell the pizzas in grocery markets. Your hope is to have the product ready for distribution in a few months. Marketing strategies are now being developed to capture grocery store clients.

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The following chart indicates the differences in old towne pizzas and competitors’ pizzas:

OldTownPizza CompetitorsDiameter: 11” Diameter: 12”Weight: 35 ounces Weight: 20 ounces (average)Serving Size: 3-4 persons Serving Size: 2 persons (approximately)Baking: Conventional Oven only 60 minutes

Baking: Conventional Oven: 20 minutes Microwave Oven: Varies

Wholesale cost: $8.00 Wholesale cost: Varies; less than $5.00Suggested Retail Price: $13.59 Suggested Retail Price: $2.99 - $6.79

You have asked your marketing manager (participant) to meet with you to discuss the company’s marketing plan for the deep dish “Chicago-style” pizza. The marketing manager (participant) was asked to share ideas ranging from packaging to sales for the new product. In addition, the marketing manager (participant) should provide an analysis of the marketing opportunities and challenges old towne might encounter as sales are solicited.

The marketing manager (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing manager (participant) and asking to hear the ideas.


1. How much information do we need to have for potential clients to help the in-store sales of the pizza?

2. How could we use publicity to our advantage when our new frozen pizza is eventually launched?

3. At what point will old towne Pizza be able to determine whether the move into the grocery market was a success or a failure?

Once the marketing manager (participant) has presented and has answered your questions, you will conclude the role-play by thanking the manager (participant) for the work.


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DIDTHEPARTICIPANT:

1.Identifyproductopportunities?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at identifying product opportunities were inadequate or weak.

Adequately identified product opportunities.

Effectively identified product opportunities.

Very effectively identified product opportunities.

2.Identifyproduct’s/service’scompetitiveadvantage?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at identifying product’s/service’s competitive advantage were inadequate or weak.

Adequately identified product’s/service’s competitive advantage.

Effectively identified product’s/service’s competitive advantage.

Very effectively identified product’s/service’s competitive advantage.

3.Assessproduct-packagingrequirements?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at assessing the product-packaging requirements were inadequate or weak.

Adequately assessed product-packaging requirements.

Effectively assessed product-packaging requirements.

Very effectively assessed product-packaging requirements.

4.Developpositioningconceptforanewproduct?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to develop positioning concept for a new product were inadequate or weak.

Adequately developed positioning concept for a new product.

Effectively developed positioning concept for a new product.

Very effectively developed positioning concept for a new product.

5.Explainthesellingprocess?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to explain the selling process were inadequate or weak.

Adequately explained the selling process.

Effectively explained the selling process.

Very effectively explained the selling process.






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INSTRUCTIONALAREAMarketing-Information Management



PROCEDURES






1. Explain the nature of marketing management.

2. Discuss the nature of marketing research problems/issues.

3. Describe data-collection methods.

4. Assess appropriateness of marketing research for the problem/issue.

5. Discuss the nature of sampling plans.

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EVENTSITUATION

You are to assume the role of marketing director of Finley Foods, a traditional supermarket chain. The owner (judge) has asked for your recommendation regarding marketing research considerations.

Finley Foods was established in 1930 as a family-owned supermarket. The company has expanded to a chain of 35 grocery stores serving a six county area and population of over four million. Products carried are the traditional grocery lines: meat, produce, dairy, baked goods, frozen, canned and packaged foods and small household items.

Finley Foods ranks second in market share following decades of steady sales growth and expansion. Like other grocery companies, the chain has been impacted by societal trends and competition. Demand for U.S. food products has been limited by the 1% annual growth of the U.S. population. Average family sizes are smaller and buying behavior has changed in the last few years. In addition, big-box discount retailers such as Target and Wal-Mart not only have supermarkets within their stores, but they are establishing mini supermarkets in various locales. This has injected a new form of competition in the supermarket business.

Profit margins on most grocery products are very low, usually just a few percent of retail. With a decrease in the average number of items per customer transaction, both revenue and net income for Finley Foods have been declining. The owner (judge) is considering adding non-traditional products to Finley’s product mix. Items such as small electronics, bed and bath, home décor, and unassembled furniture are being considered. It is hoped that the profit margins on these new lines will help stabilize net income even as overall revenue is decreasing.

At this point, the owner (judge) is not sure about the expansion of the product mix. Concerns range from space requirements for the new product line to customer satisfaction. The owner (judge) realizes that more information must be obtained prior to any final decisions. Time is important since decisions must be made in the next sixty days.

The owner (judge) is not familiar with the types of research that could be implemented or what information can be obtained from a study. The owner (judge) has indicated that information is needed to help develop plans regarding space requirements, whether or not to eliminate slower selling items, and maintaining customer loyalty while expanding the customer base. The owner (judge) has asked you to discuss marketing research options.

You will present to the owner (judge) in a role-play to take place in the owner’s (judge’s) office. The owner (judge) will begin the role-play by greeting you and asking to hear your ideas. After you have presented and have answered the owner (judge)’s questions, the owner (judge) will conclude the role-play by thanking you for your work.

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1. Procedures


3. Event Situation





You are to assume the role of owner of Finley Foods, a traditional supermarket chain. You have asked your marketing director (participant) for a recommendation regarding marketing research considerations.

Finley Foods was established in 1930 as a family-owned supermarket. The company has expanded to a chain of 35 grocery stores serving a six county area and population of over four million. Products carried are the traditional grocery lines: meat, produce, dairy, baked goods, frozen, canned and packaged foods and small household items.

Finley Foods ranks second in market share following decades of steady sales growth and expansion. Like other grocery companies, the chain has been impacted by societal trends and competition. Demand for U.S. food products has been limited by the 1% annual growth of the U.S. population. Average family sizes are smaller and buying behavior has changed in the last few years. In addition, big-box discount retailers such as Target and Wal-Mart not only have supermarkets within their stores, but they are establishing mini supermarkets in various locales. This has injected a new form of competition in the supermarket business.

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Profit margins on most grocery products are very low, usually just a few percent of retail. With a decrease in the average number of items per customer transaction, both revenue and net income for Finley Foods have been declining. As owner, you are considering adding non-traditional products to Finley’s product mix. Items such as small electronics, bed and bath, home décor, and unassembled furniture are being considered. It is hoped that the profit margins on these new lines will help stabilize net income even as overall revenue is decreasing.

At this point, you are not sure about the expansion of the product mix. Concerns range from space requirements for the new product line to customer satisfaction. You realize that more information must be obtained prior to any final decisions. Time is important since decisions must be made in the next sixty days/ made in the next sixty days.

You are not familiar with the types of research that could be implemented or what information can be obtained from a study. You have indicated that information is needed to help develop plans regarding space requirements, whether or not to eliminate slower selling items, and maintaining customer loyalty while expanding the customer base. You have asked the marketing director (participant) to meet with you to discuss marketing research options.

The marketing director (participant) will present to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing director (participant) and asking to hear about the ideas.


1. What impact, if any, does the fact that the average family size is smaller than it was several years ago have on the grocery industry?

2. Although we have had steady growth in sales in the past, we do have to look at our profit margin. Do you think the money we will need to spend for marketing research will be worth it in the long run?

3. Will research also be able to capture information on adding new grocery items as well, such as an ethnic foods line, for example?

Once the marketing director (participant) has presented and has answered your questions, you will conclude the role-play by thanking the marketing director (participant) for the work.


27











28


DIDTHEPARTICIPANT:

1.Explainthenatureofmarketingmanagement?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at explaining the nature of marketing management were weak.

Adequately explained the nature of marketing management.

Effectively explained the nature of marketing management.

Very effectively explained the nature of marketing management.

2.Discussthenatureofmarketingresearchproblems/issues?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at discussing problems/issues were inadequate or weak.

Adequately discussed the nature of marketing research problems/issues.

Effectively discussed the nature of marketing research problems/issues.

Very effectively discussed the nature of marketing research problems/issues.

3.Describedata-collectionmethods(e.g.,researchmethods,sourcesofinformation,timelinessofinformation,etc.)?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at describing data-collection methods were inadequate or weak.

Adequately described data-collection methods.

Effectively described data-collection methods.

Very effectively described data-collection methods.

4.Assesstheappropriatenessofmarketingresearchfortheproblem/issue(e.g.,researchmethods,sourcesofinformation,timelinessofinformation,etc.)?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at assessing the appropriateness for the problem/issue were weak.

Adequately assessed the appropriateness for the problem/issue.

Effectively assessed the appropriateness for the problem/issue.

Very effectively assessed the appropriateness of marketing research for the problem/issue.

5.Discussthenatureofsamplingplans(i.e.,who,howmany,howchosen)?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts to discuss sampling plans were inadequate or weak.

Adequately discussed the nature of sampling plans.

Effectively discussed the nature of sampling plans.

Very effectively discussed the nature of sampling plans.






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NOTES

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NOTES

FOODMARKETING

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