Grand Canyon Marketing Expenses Perceptual Map & Organizational Chart Analysis Marketing Expenses, Perceptual Map, and Organizational Chart Analysis The C

Grand Canyon Marketing Expenses Perceptual Map & Organizational Chart Analysis Marketing Expenses, Perceptual Map, and Organizational Chart Analysis

The Company is Chipotle

Part I – Marketing Expenses versus Rival Firms

Go to the Investor Relations page on Chipotle’s website as well as two of its primary competitor’s websites (Moe’s Southwest Grill and Qdoba ) and download the three form 10Ks for the respective firms.
Look in the Table of Contents of each Form 10K to find the pages that reveal the three firms’ marketing or advertising expenditures.
Prepare a comparative data table to consolidate this information.
Prepare a 250-750-word report to suggest implications for your company in terms of marketing or advertising expenditures going forward as needed to implement strategies.

Part II – Perceptual Map

Utilize your Strategic-Planning Template to develop the Perceptual Map for your company.
In 100-150 words, summarize the information and how it influences the firm’s strategy choices.

Part III – Diagramming Existing and Proposed Organizational Chart

Develop an existing organizational chart for your Chipotle. Please use numbers in your chart. Always number executive positions to reveal reporting relationships.
Develop a new and improved organizational chart for the firm. You may want to change the list given, adding and deleting positions as you deem necessary as well as changing certain titles.
Write a 250-500-word overview to detail the specific changes, associated costs, and recommendations you made.

Submit all parts of the assignment as one deliverable and please update the excel Strategic Planning Template

Please cite three to five relevant and credible sources in support of your content. Course Code
MGT-660
Class Code
MGT-660-O500
Criteria
Content
Part
I – Marketing Expenses versus Rival Firms
Go to the Investor Relations page on your
company’s website as well as two of its primary
competitor’s websites and download the three
form 10Ks for the respective firms. Look in the
Table of Contents of each Form 10K to find the
Percentage
80.0%
10.0%
Prepare a 250-750-word report to suggest
implications for your company in terms of
marketing or advertising expenditures going
forward as needed to implement the selected
strategies.
15.0%
Part II: Perceptual Map Utilize your StrategicPlanning Template to develop the Perceptual
Map for your company.
15.0%
In 100-150 words, summarize the information in
Steps 4 and 5 in chapter 7 and how it influences
the firm’s strategy choices.
5.0%
Part III- Diagraming Existing and Proposed
Organizational Chart Develop an existing
organizational chart for your CLC group’s
selected firm. As described in the chapter, use
numbers in your chart. Always number executive
positions as shown in the David text to reveal
5.0%
Develop a new and improved organizational
chart for the firm. You may want to change the
list given, adding and deleting positions as you
deem necessary as well as changing certain titles.
Follow the chapter guidelines and do’s and
don’ts in devising organizational charts to assist 10.0%
Write a 250-500-word overview to detail the
specific changes, associated costs, and
recommendations you made.
10.0%
Be sure to cite three to five relevant and credible
sources in support of your content. Use only
sources found at the GCU Library, corporate
websites, or those provided in Topic Materials. 10.0%
Organization and Effectiveness
10.0%
Paragraph Development and Transitions
5.0%
Mechanics of Writing (includes spelling,
punctuation, grammar, language use)
5.0%
Format
10.0%
Paper Format (use of appropriate style for the
major and assignment)
5.0%
Documentation of Sources (citations, footnotes,
references, bibliography, etc., as appropriate to
assignment and style)
5.0%
Total Weightage
100%
Assignment Title
CLC-Marketing Expenses, Perceptual Map, and Organizational Chart Analysis
Unsatisfactory (0.00%)
A Comparative Data Table comparing the marketing expenses
of rival firms is not present.
A report of recommended expenditures to implement the
selected marketing strategies is not present.
A Perceptual Map is not present.
A summary of the information in Steps 4 and 5 in chapter 7
and how it influences the firm’s strategy choices is not
present.
An existing organizational chart for your CLC group’s selected
firm is not present.
A new and improved organizational chart for your CLC
group’s selected firm is not present.
An overview detailing the specific changes, associated costs,
and recommendations to the new organizational chart is not
present.
No outside sources are cited.
Paragraphs and transitions consistently lack unity and
coherence. No apparent connections between paragraphs are
established. Transitions are inappropriate to purpose and
scope. Organization is disjointed.
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice
and/or sentence construction are used.
Template is not used appropriately, or documentation format
is rarely followed correctly.
Sources are not documented.
Total Points
40.0
Less Than Satisfactory (74.00%)
The Comparative Data Table comparing the marketing
expenses of rival firms is inadequate; it is weak and missing
many important details.
The report of recommended expenditures to implement the
selected marketing strategies is inadequate; it is weak and
missing many important details.
The Perceptual Map is inadequate; it is weak and missing
many important details.
The summary of the information in Steps 4 and 5 in chapter 7
and how it influences the firm’s strategy choices is
inadequate; it is weak and missing many important details.
The existing organizational chart for your CLC group’s
selected firm is inadequate; it is weak and missing many
important details.
The new and improved organizational chart for your CLC
group’s selected firm is inadequate; it is weak and missing
many important details.
The overview detailing the specific changes, associated costs,
and recommendations to the new organizational chart is
inadequate. Explanation is weak and missing many important
details.
Some sources may be cited but they are not credible and/or
relevant.
Some paragraphs and transitions may lack logical progression
of ideas, unity, coherence, and/or cohesiveness. Some degree
of organization is evident.
Frequent and repetitive mechanical errors distract the
reader. Inconsistencies in language choice (register) and/or
word choice are present. Sentence structure is correct but
not varied.
Appropriate template is used, but some elements are missing
or mistaken. A lack of control with formatting is apparent.
Documentation of sources is inconsistent and/or incorrect, as
appropriate to assignment and style, with numerous
formatting errors.
Satisfactory (79.00%)
The Comparative Data Table comparing the marketing
expenses of rival firms is adequate; it is somewhat limited
and lacks some essential details, accuracy, or clarity.
The report of recommended expenditures to implement the
selected marketing strategies is adequate; it is somewhat
limited and lack some essential details or clarity.
The Perceptual Map is adequate; it is somewhat limited and
lacks some essential details or clarity.
The summary of the information in Steps 4 and 5 in chapter 7
and how it influences the firm’s strategy choices is adequate;
it is somewhat limited and lack some essential details or
clarity.
The existing organizational chart for your CLC group’s
selected firm is adequate; it is somewhat limited and lacks
some essential details or clarity.
The new and improved organizational chart for your CLC
group’s selected firm is adequate; it is somewhat limited and
lacks some essential details or clarity.
The overview detailing the specific changes, associated costs,
and recommendations to the new organizational chart is
adequate. Explanation is somewhat limited and lacks some
essential details or clarity.
At least three relevant, credible sources are cited in a loosely
connected, vague way.
Paragraphs are generally competent, but ideas may show
some inconsistency in organization and/or in their
relationships to each other.
Some mechanical errors or typos are present but are not
overly distracting to the reader. Correct and varied sentence
structure and audience-appropriate language are employed.
Appropriate template is used. Formatting is correct, although
some minor errors may be present.
Sources are documented, as appropriate to assignment and
style, although some formatting errors may be present.
Good (87.00%)
The Comparative Data Table comparing the marketing
expenses of rival firms is clear and coherent; most of data for
the Table is present, accurate, and well-detailed.
The report of recommended expenditures to implement the
selected marketing strategies is clear and coherent; it is
strong with sound details.
The Perceptual Map is clear and coherent; most of the data
for the Map is present and well-detailed.
The summary of the information in Steps 4 and 5 in chapter 7
and how it influences the firm’s strategy choices is clear and
coherent; it is strong with sound details.
The existing organizational chart for your CLC group’s
selected firm is clear and coherent; most of the data for the
Chart is present and well-detailed.
The new and improved organizational chart for your CLC
group’s selected firm is clear and coherent; most of the data
for the Chart is present and well-detailed.
The overview detailing the specific changes, associated costs,
and recommendations to the new organizational chart is
clear and coherent. Explanation is strong with sound details.
At least three relevant, credible sources are cited in a wellconnected way.
A logical progression of ideas between paragraphs is
apparent. Paragraphs exhibit a unity, coherence, and
cohesiveness. Topic sentences and concluding remarks are
appropriate to purpose.
Prose is largely free of mechanical errors, although a few may
be present. The writer uses a variety of effective sentence
structures and figures of speech.
Appropriate template is fully used. There are virtually no
errors in formatting style.
Sources are documented, as appropriate to assignment and
style, and format is mostly correct.
Excellent (100.00%)
The Comparative Data Table comparing the marketing
expenses of rival firms is expertly written. All the data for the
Table is present; it is comprehensive with exceptional
accuracy and details.
The report of recommended expenditures to implement the
selected marketing strategies is expertly written; it is
comprehensive and insightful with exceptional details.
The Perceptual Map is expertly written. All the data for the
Map is present; it is comprehensive with exceptional details.
The summary of the information in Steps 4 and 5 in chapter 7
and how it influences the firm’s strategy choices is expertly
written; it is comprehensive and insightful with exceptional
details.
The existing organizational chart for your CLC group’s
selected firm is expertly written. All the data for the chart is
present; it is comprehensive with exceptional details.
The new and improved organizational chart for your CLC
group’s selected firm is expertly written. All the data for the
chart is present; it is comprehensive with exceptional details.
Comments
The overview detailing the specific changes, associated costs,
and recommendations to the new organizational chart is
expertly written. Explanation is comprehensive and insightful
with exceptional details.
At least three relevant, credible sources are cited and are
flawlessly integrated into the essay to support the claims
made therein.
There is a sophisticated construction of paragraphs and
transitions. Ideas progress and relate to each other.
Paragraph and transition construction guide the reader.
Paragraph structure is seamless.
Writer is clearly in command of standard, written, academic
English.
All format elements are correct.
Sources are completely and correctly documented, as
appropriate to assignment and style, and format is free of
error.
Points Earned
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Profit Potential
Competitive Position (CP)
Market Share
Product Quality
Customer Loyalty
Variety of Products Offered
Control over Suppliers and Distributors
Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market
Your firm’s X-axis
Your firm’s Y-axis
Estimated FP
Estimated IP
Estimated CP
Estimated SP
Competitor 1’s X-axis
Competitor 1’s Y-axis
Estimated FP
Estimated IP
Estimated CP
Estimated SP
Competitor 2’s X-axis
Competitor 2’s Y-axis
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Click The Blue Buttons Below to Navigate Part 1 More Efficiently
Strengths
Weaknesses
Opportunities
Threats
IE Matrix
SPACE Matrix
Perceptual Maps
GRAND
Welcome to the Free Excel Student Template Versio
Dear Student,
By using this Template, you hereby agree to the Copyright terms and conditions. This Template should save you considerable t
be more professional. Do not mistake this Template for doing all of the work. Your assignment is to analyze and present strate
still need to do the research and enter key internal and external information into the Template. The Template does not gather o
however assimilate information you enter in a professional way and does many calculations for you once that critical informati
David textbook for conceptual guidelines for developing all matrices and analyses included in this Template. Best of luck with
is designed for Textbook version 17ed. If using a textbook version other than 17ed,
version 16.
Instructions for Using the Template
Please read all Template instructions below carefully before you start each new section of this Template. Only type in the gree
David textbook for conceptual guidelines for every matrix and analysis in this Template.
This Template is organized into three primary parts: Part I, Part II, and the respective data output pages for your respective ma
into Part I or Part II. Part I consists of data entry in developing matrices, where Part II consists of data entry for your financial i
statements, and projected financial statements. Blue buttons are provided for navigating within and to Part I, yellow buttons are
orange buttons are for navigating to the respective matrices and pink buttons are for navigating to your financial output tables.
of Part I and Part II may not be visible for Apple users but all other features should work without any problems.
Strengths and Weaknesses
Enter into the Template exactly 10 strengths and 10 weaknesses, no more and no less. Your factors should be detailed and actio
the strength: “Sales up nicely” is too vague and not actionable; “Sales were up 15% on women’s apparel in China during 2018”
thinking in terms of divisions when writing strengths and weaknesses. Note women’s apparel could be a division for Nike. All
equally; allow more coverage for divisions with more revenue and those most pertinent to your strategic plan.
Weights reveal how important a factor is to being successful in the industry. All weights are “industry-based.” A factor of 0.10
important than a factor of 0.02 for being successful in the industry. Do not be afraid to include factors with lower weights thou
list (10 strengths for example out of the 100s the firm likely has), justifies its importance, yet it still may be relatively a lot less
factors you include. Also, be mindful with respect to what industry your firm operates. A moderate priced casual hamburger r
with a moderate priced chicken restaurant than with McDonalds. Automatically considering McDonalds, Burger King, and W
they all sell hamburgers may not be appropriate. Here, casual moderated priced restaurants may serve better as the “industry.” A
make sure the sum of your weights equals 1.0 for your internal factors. Also, arrange your strengths with highly weighted facto
Weaknesses also with highest weighted factors listed first.
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In contrast to weights that are industry-based, ratings are company-based and reveal how well your firm is performing. Use the
ratings in an IFE Matrix: If your strengths are being cut off, simply drag your cursor between the two row numbers on the left
1 = “the response is poor”
2 = “the response is average
3 = “the response is above average”
4 = “the response is superior”
View IFE Matrix
Strengths
Net Income increased 668.39% from 2016 to 2017
Gross profit increased 51.79% from 2016 to 2017
Revenue increased 14.65% from 2016 to 2017
2400 restaurants as of 2018
“Food with Integreity” mission statement in 2001
Door-dash available in more than 1,500 restaurants
Locations in Germany, Canada, United Kingdom, and France
Mostly organic produce
Pature-raised dairy
GMO-Free
Weaknesses
Limited Menu offering only 22 items
23 Regional distribution Ceneters
Average sodium in one burrito is 2,000 mg while the daily recommended intake is less than 2,300mg
Most restaurants are open designed but can only seat 56 guests
No dollar menu
Equity decreased by 3% from 2016 to 2017
Other Long-Term Assets decreased by 69% from 2016 to 2017
There was no change between 2016 and 2017 in Goodwill
Only 391 of 2400 stores are free standing
There are only 37 locations outside of the United States
View IFE Matrix
Total Weight (Must Equal 1.00)
Opportunities and Threats
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Enter into this Template exactly 10 opportunities and 10 threats, no more no less. Your factors should be detailed and actionab
both opportunities and threats should be external in nature. Ask yourself “Does the firm have control over this factor?” If the an
opportunity or threat. For example, as a clothing retailer you may have an opportunity to “start selling clothes in China.” This i
1) the firm has internal control over doing business in China, and 2) the statement is a strategy. The underlying opportunity ma
more on athletic apparel in 2018.” Note how this opportunity is specific, actionable, divisional, and external (we cannot contro
athletic apparel). All divisions do not need to be treated equally, allow more coverage for divisions with more revenue and thos
Weights reveal how important a factor is to being successful in the industry. Read over the #2 tip under strengths and weaknes
for the external factors. After entering in the weights, check to make sure your sum of weights equals 1.0 for all 20 external fac
highest weight items first.
Ratings again are company-based and reflect how well the firm is addressing the particular factor. Use the coding scheme given
If your opportunities are being cut off, simply drag your cursor between the two row numbers on the left to widen the row.
1 = the response is poor”
2 = “the response is average”
3 = “the response is above average”
4 = “the response is superior”
View EFE
Opportunities
60% of U.S. Customers order delivery once a week
34% of customers spend at least $50 per order when ordering online
Customers who place online orders will visit the restaurant 67% more frequently
16.7% of resturaunts in Texas are Mexican
In 2015 the number of mexican restaurants rose by 71% in the UK
Average industry growth of 4.8% from 2014-2019
Brian Niccol transformed Taco Bell into a social media leader
Yum! Has 39,000 locations outside of the U.S.
68% of American bought organic foods in 2016
Americans believe GMO-free/organic, locally sourced food is better
Threats
Chipotle agreed to pay a $1.3 million fine for more than 13,000 child labor violations at several
Massachusetts locations
In 2015 there was an E.Coli outbreak in 11 states that infected 55 people
Having employees cook with traditional means instead of automation increases food born illness
Competition such as McDonalds, Wendy’s, and Taco Bell have value menu options
Stock Fell over 60% while competitors stock prices increased. McDonalds 80%, Wendy’s 90%, Yum!
50%
There are millions of rival businesses trying to take away market share
Meat Shortages are dangerously close due to COVID-19 with almost 1/3 of the U.S. pork capacity down
Most dishes average 2,000 mg of sodium which the recommended daily consumption is 2,300 mg
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One burrito can contain over 1,000 calories, half of the USDA recommended allowance, and contains
more fat, cholesterol, carbohydrates, and sodium than a big mac
Fast food Mexican differs substantially from traditional …
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