STEP 1: Describe the Situation
Before identifying the issues and opportunities in the scenario, read the text materials carefully and spend some time reflecting on the Mind Map. Write several introductory paragraphs identifying the key business concepts and theories that are illustrated in the scenario and note why they are important (do remember to cite your references to the text and/or selected readings). Then describe how the situation at the subject organization reflects these concepts and theories. Taking time to understand these key business concepts and theories will also help you to then detail the issues and opportunities the organization in the scenario is facing.
When identifying ethical dilemmas, start by comparing and contrasting the rights and interests of the different key stakeholders. A good way to do this is to think about how the values of the different stakeholders compete with each other. Some values to consider might be trust, caring, accountability, fairness, respect, citizenship, and honest, among others.
STEP 2: Frame the “Right” Problem
The problem must be broadly stated so that it will lead to many possibilities, and must be one where there can be no single answer.
A litmus test for a problem statement:
It should be short and memorable—almost like a vision statement (25 words or less).
It should be about realizing opportunities.
It shouldn't have a solution or suggest a specific tactic—it should lend itself to many solutions.
One way to begin to think about how to craft a problem statement is to think about what the organization aspires to be and the major challenge it must overcome to achieve that vision. Ask:
What does the organization aspire to be?
What is the major challenge the organization must overcome to achieve its vision?
The organization will ___(a)___ by ___(b)___.
STEP 3: Describe the “End-State” Goals
The end-state goals are really how the organization will know it has become what it wants to become.
What does the ideal future end state look like? What are the goals that define it?
Things to consider when thinking about end-state goals:
Profitability Measures: revenues, expenses, margins, net income, and ROI
Innovation: Introduction of New Technologies
Social Responsibility
Employee Development
Organizational Development
Product and Market Development
Quality Control
Customer Acquisition and Retention
STEP 4: Identify the Alternatives
Do my possible solutions support my problem statement? Have I thought about how I might be able to combine several into a blended solution?
When creating alternatives:
Identify the alternative using generic benchmarking.
Make sure the findings are company specific.
Validate the alternative with the generic benchmarking findings you used to create the alternative.
Benchmarking Analysis: The A-B-C approach
Summarize/paraphrase the benchmarking findings. Include the relevant citations expected in all scholarly research.
Explain the relevance of this benchmarking to the company in the scenario.
Identify a specific solution that you can detail for the company in the scenario, based on this finding.
STEP 5: Evaluate the Alternatives:
Seldom is there a single "best solution." Second-tier alternatives integrate the best of various alternatives into a "second-order" or "second-tier" alternative.
When evaluating alternatives, ask:
How does each alternative meet the end-state goals?
What scoring system should I use? (See Table 4 in the Problem Solution Template)
Are there goals which, if not met, would eliminate the solution?
What are my assumptions and constraints?
What are some best-case solutions?
Eliminate all but the best three or four solutions.
STEP 6: Identify and Assess Risks
In this step, the two or three possible solutions are each evaluated to identify potential risks and negative consequences. If the risks or negative consequences are severe enough, a solution might be eliminated from consideration. For the solutions that remain, the following question is then asked: How do we address or mitigate these risks? Tactics are identified to address potential risks.
Moen, B., and Rundmo, T. (2004), offer a good explanation of risk mitigation. From their perspective, it includes any one or more of the following approaches, with an emphasis on attempting those measures in the sequence in which they are listed below:
· Avoiding the impact altogether by not implementing a solution or parts of a solution
· Minimizing impacts by limiting the degree or magnitude of the solution and its implementation
· Rectifying the impact by repairing, rehabilitating, or restoring the environment
· Reducing or eliminating the impact over time by preservation and maintenance operations during the life of the solution implementation
· Compensating for the impact of the solution implementation by replacing or providing substitute resources or environments
STEP 7: Make the Decision
What are the reasonable alternatives to consider?
What are pros and cons of each?
What is the best decision given the facts and considering your intuition?
For each alternative, consider the following, and label it in Table 6 in the Problem Solution Template as pro or con:
· How well does it fit with the end-state goals?
· How strong is the benchmarking validation for the alternative?
· How significant are the risks associated with the alternative?
· How well can you mitigate those risks?
· Are there any major constraints associated with the alternative?
STEP 8: Develop and Implement the Solution
When thinking about the implementation plan, consider the following:
What? Define the work to be completed.
Capability? Conduct a skills gap analysis to determine whether the organization has the capability to complete the work.
How long? Identify the time needed to complete the work.
What cost ($)? Identify the budget needed to get the work done.
How much (resources)? Identify the resources (people, supplies, etc.) needed to complete the work.
Who? Identify who is going to oversee the work.
The last step is to create a schedule and timeline. It may be best to put this in table format:
Work
Start and End Dates
Cost
Resources
Person in Charge
STEP 9: Evaluate the Results
Things that can’t be measured can’t be improved. When measuring the implementation of a solution to determine its success, ask the following questions:
· What is the expected outcome?
· Does the outcome align with the end-state goals?
· How will you measure the outcome?
· How will the measurement be tracked (especially through feedback loops)?
The goal of making measurements is to permit managers to see their company more clearly from many perspectives, and to make more effective long-term decisions. This is a very simple approach to thinking about measuring outcomes. As you make your way through the program, your approach to this step will become more sophisticated.
Monday, July 16, 2007
Working Capital
A little story---
I had a client who sold ornamental fish to pet stores. He had a good business going, and made strong profits, on the order of 30%. He had about $2.5MM in sales.
As it turns out, his reputation was so good, that Wal-Mart called and asked him to supply their Southeast stores with fish, to the tune of about $.5MM per quarter, or $2.0MM/year. My client was stunned with the possibilities. He immediately signed the contract and went about ordering more inventory and setting up the delivery runs.
Everything went fine for about 30 days. Then it dawned on my client that he was having some cash flow problems, and couldn't figure out why. He brought me in, and it took all of about 12 minutes to realize that Wal-Mart paid on 90 day terms. His profits were great, his balance sheet was terrific with great receivables, but he was going to go out of business because he had no cash. He had too much business!!
I had a client who sold ornamental fish to pet stores. He had a good business going, and made strong profits, on the order of 30%. He had about $2.5MM in sales.
As it turns out, his reputation was so good, that Wal-Mart called and asked him to supply their Southeast stores with fish, to the tune of about $.5MM per quarter, or $2.0MM/year. My client was stunned with the possibilities. He immediately signed the contract and went about ordering more inventory and setting up the delivery runs.
Everything went fine for about 30 days. Then it dawned on my client that he was having some cash flow problems, and couldn't figure out why. He brought me in, and it took all of about 12 minutes to realize that Wal-Mart paid on 90 day terms. His profits were great, his balance sheet was terrific with great receivables, but he was going to go out of business because he had no cash. He had too much business!!
Asian American Buying Patterns
About 70 percent of Asian Americans are immigrants, and most are under the age of 30. Asian Americans are the fastestgrowing racial/ethnic subculture in the United States.
The Asian subculture is composed of Chinese, Japanese, Filipinos, Koreans, Asian
Indians, people from Southeast Asia, and Pacific Islanders. The diversity of the Asian
subculture is so great that generalizations about buying patterns of this group are
difficult to make.39 Consumer research on Asian Americans suggests that individuals
and families divide into two groups. Assimilated Asian Americans are conversant
in English, highly educated, hold professional and managerial positions, and exhibit
buying patterns very much like the typical American consumer. Nonassimilated
Asian Americans are recent immigrants who still cling to their native languages and
customs. The diversity of Asian Americans evident in language, customs, and tastes
requires marketers to be sensitive to different Asian nationalities. For example,
Anheuser-Busch’s agricultural products division sells eight different varieties of
California-grown rice, each with a different Asian label to cover a range of nationalities
and tastes. The company’s advertising also addresses the preferences of Chinese, Japanese, and Koreans for different kinds of rice bowls. Studies show that the Asian American subculture as a whole is characterized by hard work, strong family ties, appreciation for education, and median family incomes exceeding those of any other ethnic group. This subculture is also the most entrepreneurial in the United States, as evidenced by the number of Asian-owned businesses.
These qualities led Metropolitan Life Insurance to identify Asian Americans as a target for insurance following the company’s success in marketing to Hispanics. Target often uses Spanish
language advertising to communicate to the Hispanic community in the United States.
The Asian subculture is composed of Chinese, Japanese, Filipinos, Koreans, Asian
Indians, people from Southeast Asia, and Pacific Islanders. The diversity of the Asian
subculture is so great that generalizations about buying patterns of this group are
difficult to make.39 Consumer research on Asian Americans suggests that individuals
and families divide into two groups. Assimilated Asian Americans are conversant
in English, highly educated, hold professional and managerial positions, and exhibit
buying patterns very much like the typical American consumer. Nonassimilated
Asian Americans are recent immigrants who still cling to their native languages and
customs. The diversity of Asian Americans evident in language, customs, and tastes
requires marketers to be sensitive to different Asian nationalities. For example,
Anheuser-Busch’s agricultural products division sells eight different varieties of
California-grown rice, each with a different Asian label to cover a range of nationalities
and tastes. The company’s advertising also addresses the preferences of Chinese, Japanese, and Koreans for different kinds of rice bowls. Studies show that the Asian American subculture as a whole is characterized by hard work, strong family ties, appreciation for education, and median family incomes exceeding those of any other ethnic group. This subculture is also the most entrepreneurial in the United States, as evidenced by the number of Asian-owned businesses.
These qualities led Metropolitan Life Insurance to identify Asian Americans as a target for insurance following the company’s success in marketing to Hispanics. Target often uses Spanish
language advertising to communicate to the Hispanic community in the United States.
Hispanic Buying Patterns
Hispanics represent the largest racial/ethnic subculture in the United States in terms of population and spending power. About 50 percent of Hispanics in the United States are immigrants, and the majority are under the age of 25. Research on Hispanic buying practices has uncovered several consistent patterns:
1. Hispanics are quality and brand conscious. They are willing to pay a premium
price for premium quality and are often brand loyal.
2. Hispanics prefer buying American-made products, especially those offered by
firms that cater to Hispanic needs.
3. Hispanic buying preferences are strongly influenced by family and peers.
4. Hispanics consider advertising a credible product information source, and U.S.
firms spend more than $3 billion annually on advertising to Hispanics.
5. Convenience is not an important product attribute to Hispanic homemakers with
respect to food preparation or consumption, nor is low caffeine in coffee and
soft drinks, low fat in dairy products, and low cholesterol in packaged foods.
Despite some consistent buying patterns, marketing to Hispanics has proven to be
a challenge for two reasons. First, the Hispanic subculture is diverse and composed
of Mexicans, Puerto Ricans, Cubans, and others of Central and South American
ancestry. Cultural differences among these nationalities often affect product preferences.
For example, Campbell Soup Company sells its Casera line of soups, beans,
and sauces using different recipes to appeal to Puerto Ricans on the East Coast and
Mexicans in the Southwest. Second, a language barrier exists, and commercial messages
are frequently misinterpreted when translated into Spanish. Volkswagen
learned this lesson when the Spanish translation of its “Driver’s Wanted” slogan suggested
“chauffeurs wanted.” The Spanish slogan is now Agarra calle, a slang expression
that can be loosely translated as “let’s hit the road.”Sensitivity to the unique needs of Hispanics by firms has paid huge dividends.
For example, Metropolitan Life Insurance is the largest insurer of Hispanics. Goya
Foods dominates the market for ethnic food products sold to Hispanics. Best Foods’
Mazola Corn Oil captures two-thirds of the Hispanic market for this product category.
Time, Inc., has more than 400,000 subscribers to its People en Espanol.
1. Hispanics are quality and brand conscious. They are willing to pay a premium
price for premium quality and are often brand loyal.
2. Hispanics prefer buying American-made products, especially those offered by
firms that cater to Hispanic needs.
3. Hispanic buying preferences are strongly influenced by family and peers.
4. Hispanics consider advertising a credible product information source, and U.S.
firms spend more than $3 billion annually on advertising to Hispanics.
5. Convenience is not an important product attribute to Hispanic homemakers with
respect to food preparation or consumption, nor is low caffeine in coffee and
soft drinks, low fat in dairy products, and low cholesterol in packaged foods.
Despite some consistent buying patterns, marketing to Hispanics has proven to be
a challenge for two reasons. First, the Hispanic subculture is diverse and composed
of Mexicans, Puerto Ricans, Cubans, and others of Central and South American
ancestry. Cultural differences among these nationalities often affect product preferences.
For example, Campbell Soup Company sells its Casera line of soups, beans,
and sauces using different recipes to appeal to Puerto Ricans on the East Coast and
Mexicans in the Southwest. Second, a language barrier exists, and commercial messages
are frequently misinterpreted when translated into Spanish. Volkswagen
learned this lesson when the Spanish translation of its “Driver’s Wanted” slogan suggested
“chauffeurs wanted.” The Spanish slogan is now Agarra calle, a slang expression
that can be loosely translated as “let’s hit the road.”Sensitivity to the unique needs of Hispanics by firms has paid huge dividends.
For example, Metropolitan Life Insurance is the largest insurer of Hispanics. Goya
Foods dominates the market for ethnic food products sold to Hispanics. Best Foods’
Mazola Corn Oil captures two-thirds of the Hispanic market for this product category.
Time, Inc., has more than 400,000 subscribers to its People en Espanol.
African American Buying Patterns
African Americans have the secondlargest spending power of the three racial/ethnic subcultures in the United States. Consumer research on African American buying patterns have focused on similarities and differences with whites. When socioeconomic status differences between African
Americans and whites are removed, there are more similarities than points of difference.
Differences in buying patterns are greater within the African American subculture, due to levels of socioeconomic status, than between African Americans and whites of similar status. Even though similarities outweigh differences, there are consumption patterns that do differ between African Americans and whites.36 For example, African Americans spend far more than whites on boy’s clothing, rental goods, and audio equipment. Adult African Americans are twice as likely to own a pager and spend twice as much for online services, on a per capita basis, than whites. African American women spend three times more on health and beauty products than white women. Furthermore, the typical African American family is five years younger than the typical white family. This factor alone accounts for some of the observed differences in preferences for clothing, music, shelter, cars, and many other products, services, and activities. Finally, it must be emphasized that, historically, African Americans have been deprived of employment and educational opportunities in the United States. Both factors have resulted in income disparities between African Americans and whites, which influence purchase behavior. Recent research indicates that while African Americans are price conscious, they are strongly motivated by quality and choice. They respond more to products such as apparel and cosmetics and advertising that appeal to their African American pride and heritage as well as address
their ethnic features and needs regardless of socioeconomic status. Appreciation for the context in which African American consumers make purchase decisions is a necessary first step in understanding their buying patterns. Current research on African American purchase behavior reveals that stereotypes are often misleading, as they also are for the Hispanic and Asian American subcultures.
Americans and whites are removed, there are more similarities than points of difference.
Differences in buying patterns are greater within the African American subculture, due to levels of socioeconomic status, than between African Americans and whites of similar status. Even though similarities outweigh differences, there are consumption patterns that do differ between African Americans and whites.36 For example, African Americans spend far more than whites on boy’s clothing, rental goods, and audio equipment. Adult African Americans are twice as likely to own a pager and spend twice as much for online services, on a per capita basis, than whites. African American women spend three times more on health and beauty products than white women. Furthermore, the typical African American family is five years younger than the typical white family. This factor alone accounts for some of the observed differences in preferences for clothing, music, shelter, cars, and many other products, services, and activities. Finally, it must be emphasized that, historically, African Americans have been deprived of employment and educational opportunities in the United States. Both factors have resulted in income disparities between African Americans and whites, which influence purchase behavior. Recent research indicates that while African Americans are price conscious, they are strongly motivated by quality and choice. They respond more to products such as apparel and cosmetics and advertising that appeal to their African American pride and heritage as well as address
their ethnic features and needs regardless of socioeconomic status. Appreciation for the context in which African American consumers make purchase decisions is a necessary first step in understanding their buying patterns. Current research on African American purchase behavior reveals that stereotypes are often misleading, as they also are for the Hispanic and Asian American subcultures.
Word of Mouth
The influencing of people during conversations is called word of mouth. Word of mouth is the most powerful and authentic information source for consumers because it typically involves friends viewed as trustworthy. According to a recent study, 67 percent of U.S. consumer product sales are directly based
on word-of-mouth activity among friends, family, and colleagues. The power of personal influence has prompted firms to promote positive and retard negative word of mouth. For instance, “teaser” advertising campaigns are run in advance of new-product introductions to stimulate conversations. Other techniques such as advertising slogans, music, and humor also heighten positive word of mouth. Many commercials shown during the Super Bowl, for instance, are created expressly to initiate conversations about the advertisements and featured product or service the next day. Increasingly, companies recruit and deploy people to produce buzz—popularity created by consumer word of mouth. Read the accompanying Marketing NewsNet to learn how this is done by BzzAgent. On the other hand, rumors about Kmart (snake eggs in clothing), McDonald’s (worms in hamburgers), Corona Extra beer (contaminated beer), and Snickers candy bars in Russia (a cause of diabetes) have resulted in negative word of mouth, none of which was based on fact. Overcoming or neutralizing negative word of mouth is difficult and costly. Marketers have found that supplying factual information, providing toll-free numbers for consumers to call the company, and giving appropriate product demonstrations have proven helpful. The power of word of mouth has been magnified by the Internet through online forums, chat rooms, bulletin boards, and websites. In fact, Ford uses special software to monitor online messages and find out what consumers are saying about its vehicles.
on word-of-mouth activity among friends, family, and colleagues. The power of personal influence has prompted firms to promote positive and retard negative word of mouth. For instance, “teaser” advertising campaigns are run in advance of new-product introductions to stimulate conversations. Other techniques such as advertising slogans, music, and humor also heighten positive word of mouth. Many commercials shown during the Super Bowl, for instance, are created expressly to initiate conversations about the advertisements and featured product or service the next day. Increasingly, companies recruit and deploy people to produce buzz—popularity created by consumer word of mouth. Read the accompanying Marketing NewsNet to learn how this is done by BzzAgent. On the other hand, rumors about Kmart (snake eggs in clothing), McDonald’s (worms in hamburgers), Corona Extra beer (contaminated beer), and Snickers candy bars in Russia (a cause of diabetes) have resulted in negative word of mouth, none of which was based on fact. Overcoming or neutralizing negative word of mouth is difficult and costly. Marketers have found that supplying factual information, providing toll-free numbers for consumers to call the company, and giving appropriate product demonstrations have proven helpful. The power of word of mouth has been magnified by the Internet through online forums, chat rooms, bulletin boards, and websites. In fact, Ford uses special software to monitor online messages and find out what consumers are saying about its vehicles.
Sunday, July 15, 2007
Request for Proposal
1. General Information.
The City and County have funds available to provide occupational skills, and/or entrepreneurial employment training. Programs submitted must lead to placement of at least 60% of the participants in self-employment or jobs that are training related. $500,000.00 is available and the total number of participants estimated to receive training is 250. Time of performance is 6 months, beginning on September 1st.
a. Appropriate areas of Occupational Skills Training:
Medical services (home health/nurses aides, medical/dental assistants), positions in hotels (maids, housekeepers), security services, telecommunication equipment operators, technicians/repairers, bookkeeping, janitors, food service workers, bus drivers, computer technicians, business services (office skills, cashier/sales), child care, sales, and environmental technicians.
b. Basic Program Design:
An example would be--Classroom instruction or job-site instruction in which trainees do not perform services (e.g. vocational school programs, job shadowing), followed by placement in a training-related job. Compensation for expenses incurred for the training will be made on a cost reimbursement basis.
2. Recruitment of Participants.
Subcontractors will be responsible for the recruitment and referral process for all participants, and will provide eligibility determination for all prospective participants.
3. Payment Procedure.
Cost-reimbursement contracts will be negotiated for all proposals accepted for funding. This method of contracting will reimburse operators for actual training expenses incurred under an agreed-upon budget and payment schedule.
4. Reporting Requirements.
All proposals must allow for the submission of monthly reports on the progress of individual participants and the costs associated with the program services.
A final evaluation report will be required as part of the contract closeout package. This final evaluation will include a recap of all competencies attained by each participant, a recommendation for further services required by each participant, the immediate outcomes for each participant, and the labor for and/or educational status of each participant.
5. Recording Keeping.
Program records must be kept in sufficient detail to document compliance with City and County regulations relevant to the activity, including fiscal regulations and cost classifications. Records must be maintained for a minimum of three years.
6. Other Responsibilities:
a. Submit a valid Tax Clearance Certificate.
b. Show proof of Business registration with the State.
c. Show proof of insurance coverage:
1) Bonding.
2) Automobile Liability.
3) General Liability.
4) Worker's Compensation.
7. Proposal Evaluation Criteria.
Proposals received will be reviewed by a committee, which will rate the proposals competitively on a 100 maximum point basis.
Proposal rating subsections and their respective allowable points are as follows:
Administrative and Organizational History
20 points
Program Description
55 points
Fiscal Data
15 points
Cost
10 points
8. Submission instructions.
Submit final proposals to your instructor for completion of the Learning Team Project on the Development of the Proposal.
The City and County have funds available to provide occupational skills, and/or entrepreneurial employment training. Programs submitted must lead to placement of at least 60% of the participants in self-employment or jobs that are training related. $500,000.00 is available and the total number of participants estimated to receive training is 250. Time of performance is 6 months, beginning on September 1st.
a. Appropriate areas of Occupational Skills Training:
Medical services (home health/nurses aides, medical/dental assistants), positions in hotels (maids, housekeepers), security services, telecommunication equipment operators, technicians/repairers, bookkeeping, janitors, food service workers, bus drivers, computer technicians, business services (office skills, cashier/sales), child care, sales, and environmental technicians.
b. Basic Program Design:
An example would be--Classroom instruction or job-site instruction in which trainees do not perform services (e.g. vocational school programs, job shadowing), followed by placement in a training-related job. Compensation for expenses incurred for the training will be made on a cost reimbursement basis.
2. Recruitment of Participants.
Subcontractors will be responsible for the recruitment and referral process for all participants, and will provide eligibility determination for all prospective participants.
3. Payment Procedure.
Cost-reimbursement contracts will be negotiated for all proposals accepted for funding. This method of contracting will reimburse operators for actual training expenses incurred under an agreed-upon budget and payment schedule.
4. Reporting Requirements.
All proposals must allow for the submission of monthly reports on the progress of individual participants and the costs associated with the program services.
A final evaluation report will be required as part of the contract closeout package. This final evaluation will include a recap of all competencies attained by each participant, a recommendation for further services required by each participant, the immediate outcomes for each participant, and the labor for and/or educational status of each participant.
5. Recording Keeping.
Program records must be kept in sufficient detail to document compliance with City and County regulations relevant to the activity, including fiscal regulations and cost classifications. Records must be maintained for a minimum of three years.
6. Other Responsibilities:
a. Submit a valid Tax Clearance Certificate.
b. Show proof of Business registration with the State.
c. Show proof of insurance coverage:
1) Bonding.
2) Automobile Liability.
3) General Liability.
4) Worker's Compensation.
7. Proposal Evaluation Criteria.
Proposals received will be reviewed by a committee, which will rate the proposals competitively on a 100 maximum point basis.
Proposal rating subsections and their respective allowable points are as follows:
Administrative and Organizational History
20 points
Program Description
55 points
Fiscal Data
15 points
Cost
10 points
8. Submission instructions.
Submit final proposals to your instructor for completion of the Learning Team Project on the Development of the Proposal.
Wednesday, June 27, 2007
BLEND
Bringing Local Entertainment News and Daily issue (B.L.E.N.D.) is an entertainment company whose aim is to assist entertainment gifts with exposure opportunities with in the community at-large. B.L.E.N.D. partners with a variety of businesses and sponsors in providing events that attract specific markets including, but not limited to, Gospel Music, Hip-Hop, R & B, and Spoken Word. In addition to providing quality entertainment platforms, we develop compilation CD’s for mass distribution. Finally, B.L.E.N.D. publishes a free local publication which provides hot and relative topics and information on current events that would appeal to most audiences. Partnerships and sponsorships are available for all entities of B.L.E.N.D.’s endeavors.
B.L.E.N.D. is a minority and veteran owned company located in the Metropolitan Atlanta area. Its staff collectively offers more than 25 years of experience in the entertainment field as well as marketing and business administration. In addition to providing quality entertainment, producing stellar CDs, and providing an informative newspaper, B.L.E.N.D. is committed to “giving back” to the community by offering financial support to specific charitable organizations.
The owner, Hasson Diggs, has developed the company from his passion that stemmed from his desire to help others achieve their goals. There are only a few companies that are willing to help and mentor inexperienced and unexposed talent. B.L.E.N.D.’s owners, staff, and partners feel confident that B.L.E.N.D. will emerge a leader among the rest based on its clear vision, commitment to excellence, and sound business practices.
B.L.E.N.D. is a minority and veteran owned company located in the Metropolitan Atlanta area. Its staff collectively offers more than 25 years of experience in the entertainment field as well as marketing and business administration. In addition to providing quality entertainment, producing stellar CDs, and providing an informative newspaper, B.L.E.N.D. is committed to “giving back” to the community by offering financial support to specific charitable organizations.
The owner, Hasson Diggs, has developed the company from his passion that stemmed from his desire to help others achieve their goals. There are only a few companies that are willing to help and mentor inexperienced and unexposed talent. B.L.E.N.D.’s owners, staff, and partners feel confident that B.L.E.N.D. will emerge a leader among the rest based on its clear vision, commitment to excellence, and sound business practices.
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CONSUMER PURCHASE DECISION PROCESS
The 5 steps
Entertainment marketing
Hip hop and big business
