Marketing Plan for beauty salon The Tulip Term Paper

Marketing Plan for beauty salon The Tulip - Term Paper Example Threats 4.0 Objectives and Issues†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 i. Objectives ii. Issues 5.0 Marketing Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 i. Positioning ii. Product/Service Strategy iii. Pricing Strategy iv. Distribution Strategy v. Marketing Communications Strategy vi. Marketing Research vii. Marketing Organization 6.0 Action Programs..................................................................................................................11 7.0 Budgets†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..12 8.0 Controls†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9.0 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10.0 Appendices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Marketing Plan for beauty salon â€Å"The Tulip† I. Executive summary â€Å"The Tulip† beauty salon is devoted to providing customer satisfactio n by offering them an extremely pleasant experience with top notch service and products in a soothing and serene atmosphere at an exceptionally reasonable cost. Mission: To supply products and services aimed at enhancing beauty while providing an atmosphere for the customers to unwind in. â€Å"The Tulip† beauty salon aims at a market that is ripe for its kind of service and product provision. In this fast paced capitalist world, people more than ever need time to unwind and tend to their bodies and â€Å"The Tulip’ provides them with just the opportunity. An idyllic location has been short listed for â€Å"The Tulip† that is located in XYZ shopping mall very close to Qatar’s main business district. This will allow for women with busy corporate lives to still be able to make time for their beauty regimen due to sheer convenience of location. Customer demand will also be generated from the neighboring residential districts where employed as well as unempl oyed women will make â€Å"The Tulip† their regular choice for beauty salon. â€Å"The Tulip’s† owner, Lucy Jane Marie is a beauty and cosmetology expert who is renowned in her field and has widespread understanding of this business. Due to the owners past success and fame, she will be able to attract additional loyal customers for â€Å"The Tulip†. â€Å"The Tulip’s† competitive edge lies in several factors. First and foremost is its central location, which is within easy access of the target market and gets a lot of foot traffic due to being located in a large and successful shopping mall. Secondly, the beauty salon provides and atmosphere and ambience that is contributes to relaxation, pleasure and beautification of the customer while radiating professionalism. Moreover, there is the convenience factor which is enhanced by setting salon hours around the general schedules of working women. For added convenience â€Å"The Tulip† beau ty salon provides a wide range of products and services so that the customers can avail all beauty related services at the same place and not have to go to different salons for different products and services. Finally, â€Å"The Tulip† beauty salon has the added advantage of gaining from the reputation of its owner Lucy Jane Marie who has been renowned in this industry for many years. II. Current Marketing Situation A. Market

Contingency Perspectives of Leadership are Better at Motivating Annotated Bibliography

Contingency Perspectives of Leadership are Better at Motivating Employees - Annotated Bibliography Example The study was carried out in a financial service company with 153 participants, all of whom were clerical workers. A questionnaire was circulated around the organization and then immediately collected by the researcher. The questionnaire contained scales that ranged from 1 to 5. Participants had to indicate how strongly they agreed or disagreed with certain statements. Followers’ personalities were broken down into four categories: neuroticism, extraversion, openness, and agreeableness. The scales ranged from â€Å"not at all true† (1) to â€Å"completely true† (5). The four categories for followers’ personalities were each given a Cronbach’s alpha. In order to test for transformational leadership, an adapted version of the MLQ 5 X Short was administered. Because of this, four transformational dimensions were defined: idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation. The scales for these dimen sions ranged from â€Å"never† (1) to â€Å"almost always† 5). As in the previous test, Cronbach’s alpha was used. Commitment was assessed using two scales—an affective commitment scale and a continuance scale. Once again, Cronbach’s alpha was used. It was discovered that followers’ extraversion and agreeableness were positively correlated to the perception of overall transformational leadership and to affective commitment to the supervisor. Also, followers high in extraversion and agreeableness recognize transformational leadership more than those who are low in these areas. ... Once again, Cronbach’s alpha was used. If literature review/ meta-analysis or critique: Focus of content Key debates Position , if clear - If research article: Findings of research It was discovered that followers’ extraversion and agreeableness were positively correlated to the perception of overall transformational leadership and to affective commitment to the supervisor. Also, followers high in extraversion and agreeableness recognize transformational leadership more than those who are low in these areas. Hypotheses 1.1 and 1.2 were largely supported, whereas Hypotheses 1.3 and 1.4 were only partially supported. In terms of Hypotheses 2.1, the perception of transformational leadership was positively linked with perceived leaders’ extraversion. If literature review/ meta-analysis or critique: Conclusions - Significance of article in relation to: other articles, your topic generally or prior research. There is an increase of research that focuses solely on follo wers and shows they value a better understanding of the role of followers in the leadership process. The results of this research will be helpful to business organizations in the future because it will allow them to set up constructive communication channels for followers to speak to their leaders. Limitations of article Eg location, industry, focus etc Because the data are cross-sectional, it cannot prove that the directions of the arrows in the model presented in Figure 1 are correct. Also, the influence of personality characteristics examined in this study is limited. Other factors influence the perception and acceptance of leadership other than followers’ personalities. Strength/s of article A definite link is found between extraverted followers and transformational leaders. This shows