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AS USED IN DECA’SINDIVIDUAL SERIES EVENTS

SAMPLE ROLE PLAYS

2012 EDITION

MARKETINGMANAGEMENT

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Marketing Management

Individual Series Events

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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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Marketing Management

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

INSTRUCTIONALAREAMarket Planning

MARKETINGMANAGEMENTSERIESEVENT

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 principles of supply and demand.

2. Explain the concept of market and market identification.

3. Explain the role of situation analysis in the marketing planning process.

4. Explain new product-development processes.

5. Explain the concept of marketing strategies.

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EVENTSITUATION

You are to assume the role of marketing director for LifestyLe BuiLder, a nationally recognized homebuilder. The president for LifestyLe BuiLder (judge) has asked you to explain how LifestyLe BuiLder will need to adjust its market plans to meet the latest sales and economic trends.

LifestyLe BuiLder is noted for building high-quality homes in affluent areas. Most of the homes built by LifestyLe BuiLder are 3,000 to 10,000 square feet and range in price from $400,000-$2 million. LifestyLe BuiLder was highly successful when the economy was strong and demand for expensive homes was high. The economy has slowed down dramatically during the past two years and new home sales are flat. Smaller homes and condominiums with 2,000 or less square feet of space have become increasingly popular with an aging population and first-time homebuilders.

The president (judge) wants to create a new image for the company. Instead of saturating the building market with upscale large homes, the president (judge) would like to concentrate on entering the mid size home building market. The president (judge) has asked you to develop strategies for the new product of homes that LifestyLe BuiLder will be featuring in the upcoming months.

You are to meet with the president (judge) to present your ideas. You should consider the influence of economic and demographic trends in changing the marketing concept of LifestyLe BuiLder. The marketing plan should include reasons for offering this new product of homes and ideas to position the new product.

You will present your marketing plan to the president of LifestyLe BuiLder (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 plan for LifestyLe BuiLder. After you have explained y strategies and have answered the president’s (judge’s) questions, the president of LifestyLe BuiLder (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 president of LifestyLe BuiLder, a nationally recognized homebuilder. You have asked your marketing director (participant) to explain how LifestyLe BuiLder will need to adjust its market plans to meet the latest sales and economic trends.

LifestyLe BuiLder is noted for building high-quality homes in affluent areas. Most of the homes built by LifestyLe BuiLder are 3,000 to 10,000 square feet and range in price from $400,000-$2 million. LifestyLe BuiLder was highly successful when the economy was strong and demand for expensive homes was high. The economy has slowed down dramatically during the past two years and new home sales are flat. Smaller homes and condominiums with 2,000 or less square feet of space have become increasingly popular with an aging population and first-time homebuilders.

You want to adjust the original market plans for the company and create a new image. Instead of saturating the building market with upscale large homes, you think it would be profitable to concentrate on entering the mid size home building market. You have asked the marketing director (participant) to develop strategies for the new product of homes that LifestyLe BuiLder will be featuring in the upcoming months.

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You are to meet with the marketing director (participant) to hear the marketing director’s (participant’s) plan. The marketing director (participant) should consider the influence of economic and demographic trends in changing the marketing concept of LifestyLe BuiLder. The marketing plan should include reasons for offering this new product of homes and ideas to position the new product.

The marketing director (participant) will present the marketing plan 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 the plan for LifestyLe BuiLder. During the course of the role-play you are to ask the following questions of each participant:

1. What aspects of the company should be featured in promotions, regardless of how the marketing plan changes?

2. What is the best way for LifestyLe BuiLder to reach a target market that previously could not afford the builder’s homes?

Once the marketing director (participant) has presented the market plan and has answered your questions, you will conclude the role-play by thanking the marketing director (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’SEVALUATIONFORMMMS

DIDTHEPARTICIPANT:

1.Explaintheprinciplesofsupplyanddemand?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 supply and demand were inadequate or weak.

Adequately explained the principles of supply and demand.

Effectively explained the principles of supply and demand.

Very effectively explained the principles of supply and demand.

2.Explaintheconceptofmarketandmarketidentification?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 concept of market and market identification were inadequate or weak.

Adequately explained the concept of market and market identification.

Effectively explained the concept of market and market identification.

Very effectively explained the concept of market and market identification.

3.Explaintheroleofsituationanalysisinthemarketingplanningprocess?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 role of situation analysis were inadequate or weak.

Adequately explained the role of situation analysis in marketing planning process.

Effectively explained the role of situation analysis in marketing planning process.

Very effectively explained the role of situation analysis in the marketing planning process.

4.Explainnewproduct-developmentprocesses?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 new product-development processes were inadequate or unclear.

Adequately explained new product-development processes.

Effectively explained new product-development processes.

Very effectively explained new product-development processes.

5.Explaintheconceptofmarketingstrategies?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 marketing strategies were inadequate or weak.

Adequately explained the concept of marketing strategies.

Effectively explained the concept of marketing strategies.

Very effectively explained the concept of marketing strategies.

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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INSTRUCTIONALAREAProduct/Service Management



PROCEDURES






1. Explain the nature of effective communications.

2. Explain warranties and guarantees.

3. Describe factors used by marketers to position products/services.

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

5. Communicate core values of product/service.

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EVENTSITUATION

You are to assume the role of marketing director for future, a car manufacturer. The president for future (judge) has asked you to develop a marketing strategy to help change the image and market position of the automobile manufacturer.

future is a young company that has been in existence for only five years. When future first entered the U.S. automobile market, many people were skeptical of the new brand. The company struggled since it did not have the appeal of popular automobile brands that had been around for decades.

future entered the market with basic design cars. Interior features for all models were manual, and the automobiles did not achieve high gas mileage. Although the cars had modest price stickers, customers were not impressed with the automobiles or the company. As a result of customer demand, future has upgraded all features in its automobiles. The new sleek design, electric controls, and greatly improved fuel efficiency have caught the attention of automobile publications. However, the changes have not gained the attention of consumers. The president for future (judge) believes that the current economic slowdown and rising fuel costs present an ideal situation for future to capture a greater market share of the automobile industry in the United States. Some of future’s greatest strengths are 45 miles per gallon of gasoline, 100,000-mile warranty, free maintenance (other than parts) for three years, and a price under $20,000. The president for future (judge) has asked you to discuss a plan for positioning the future brand in a market that has popular domestic and imported brands. Strategies must be designed to increase consumer awareness and create a desire to purchase future automobiles.

You will present your market plan to the president of future (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 market plan for future. After you have completed your presentation and answered the president’s (judge’s) questions, the president of future (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 for future, a car manufacturer. You have asked the marketing director for future (participant) to develop a marketing strategy to help change the image and market position of the automobile manufacturer.

future is a young company that has been in existence for only five years. When future first entered the U.S. automobile market, many people were skeptical of the new brand. The company struggled since it did not have the appeal of popular automobile brands that had been around for decades.

future entered the market with basic design cars. Interior features for all models were manual, and the automobiles did not achieve high gas mileage. Although the cars had modest price stickers, customers were not impressed with the automobiles or the company. As a result of customer demand, future has upgraded all features in its automobiles. The new sleek design, electric controls, and greatly improved fuel efficiency have caught the attention of automobile publications. However, the changes have not gained the attention of consumers.

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You believe that the current economic slowdown and rising fuel costs present an ideal situation for future to capture a greater market share of the automobile industry in the United States. Some of future’s greatest strengths are 45 miles per gallon of gasoline, 100,000-mile warranty, free maintenance (other than parts) for three years, and a price under $20,000. You have asked the company’s marketing director (participant) to discuss a plan for positioning the future brand in a market that has popular domestic and imported brands. Strategies must be designed to increase consumer awareness and create a desire to purchase future automobiles.

You will begin the role-play by greeting the participant and asking to hear his/her market plan for future. During the course of the role-play you are to ask the following questions of each participant:

1. Why is now an ideal time for future to strengthen its position in the automobile industry?

2. What kind of marketing strategies will help future to overcome past negative stereotypes?

3. Should future create advertising campaigns that compare its automobiles to the more popular brands in the United States?

Once the marketing director for future (participant) has completed the presentation 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.Explainthenatureofeffectivecommunications?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 effective communications were inadequate or weak.

Adequately explained the nature of effective communications.

Effectively explained the nature of effective communications.

Very effectively explained the nature of effective communications.

2.Explainwarrantiesandguarantees?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 warranties and guarantees were inadequate or weak.

Adequately explained warranties and guarantees.

Effectively explained warranties and guarantees.

Very effectively explained warranties and guarantees.

3.Describefactorsusedbymarketerstopositionproducts/services?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 factors used by marketers were inadequate or weak.

Adequately described factors used by marketers to position products/services.

Effectively described factors used by marketers to position products/services.

Very effectively described factors used by marketers to position products/services.

4.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 unclear.

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.

5.Communicatecorevaluesofproduct/service?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at communicating core values were inadequate or weak.

Adequately communicated core values of product/service.

Effectively communicated core values of product/service.

Very effectively communicated core values of product/service.






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INSTRUCTIONALAREAPromotion



PROCEDURES






1. Demonstrate responsible behavior.

2. Discuss internal and external audiences for public-relations activities.

3. Identify types of public-relations activities.

4. Propose community issues for company involvement.

5. Participate in community outreach activities.

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EVENTSITUATION

You are to assume the role of chief marketing officer for Venture, a large manufacturing company. The president of Venture (judge) has asked you to describe a public relations campaign to overcome an environmental disaster created by Venture.

Venture, a leading manufacturer of popular plastic products, is located in a town with a population of approximately 100,000 people. Venture has always maintained favorable status in the community. The company employs 1,000 of the local residents and has been a major participant in community activities. Recently, however, the company and community suffered a major setback with an unexpected factory explosion that killed 5 people and injured 50 employees. The plant was closed for three months. The fire from the explosion caused serious environmental concerns that forced families in the nearby neighborhood from their homes for several days. The explosion at Venture has become a huge public relations nightmare.

The president of Venture (judge) has directed you to develop a public relations program to regain the citizen’s respect for the company. Your plan must include a description of outreach activities and company services that will reclaim favorable public relations in the community. The president (judge) has asked that your plan include strategies for presenting a positive message to internal and external audiences. You will present your public relations plan and strategies to the president of Venture (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 explained your plan of action and answered the president’s (judge’s) questions, the president of Venture (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 Venture, a large manufacturing company. You have asked the chief marketing officer (participant) to describe a public relations campaign to overcome an environmental disaster created by Venture.

Venture, a leading manufacturer of popular plastic products, is located in a town with a population of approximately 100,000 people. Venture has always maintained favorable status in the community. The company employs 1,000 of the local residents and has been a major participant in community activities. Recently, however, the company and community suffered a major setback with an unexpected factory explosion that killed 5 people and injured 50 employees. The plant was closed for three months. The fire from the explosion caused serious environmental concerns that forced families in the nearby neighborhood from their homes for several days. The explosion at Venture has become a huge public relations nightmare.

You have directed the chief marketing officer (participant) to develop a public relations program to regain the citizen’s respect for the company. The plan must include a description of outreach activities and company services that will reclaim favorable public relations in the community. You have asked that the plan include strategies for presenting a positive message to internal and external audiences.

The chief marketing officer (participant) will present the public relations plan to you in a role-play to take place in your office. You will begin the role-play by greeting the marketing officer (participant) and asking to hear the plan.

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

1. What should be the tone of the public relations message from Venture?

2. Are there strategies that the public relations plan might include to address additional or underlying issues caused by the plant closure?

3. Should our public relations plan concentrate to a greater extent on our internal audience since they were the most affected by the incident?

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


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DIDTHEPARTICIPANT:

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

Adequately demonstrated responsible behavior.

Effectively demonstrated responsible behavior.

Very effectively demonstrated responsible behavior.

2.Discussinternalandexternalaudiencesforpublic-relationsactivities?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 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.

3.Identifytypesofpublic-relationsactivities?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 types of public-relations activities were inadequate or weak.

Adequately identified types of public-relations activities.

Effectively identified types of public-relations activities.

Very effectively identified types of public-relations activities.

4.Proposecommunityissuesforcompanyinvolvement?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at proposing community issues for company involvement were inadequate or unclear.

Adequately proposed community issues for company involvement.

Effectively proposed community issues for company involvement.

Very effectively proposed community issues for company involvement.

5.Participateincommunityoutreachactivities?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at participating in community outreach activities were inadequate or weak.

Adequately participated in community outreach activities.

Effectively participated in community outreach activities.

Very effectively participated in community outreach activities.






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INSTRUCTIONALAREAProfessional Development



PROCEDURES






1. Explain the need for ongoing education as a worker.

2. Explain the role of customer service as a component of selling relationships.

3. Employ career-advancement strategies in marketing.

4. Discuss actions employees can take to achieve the company’s desired results.

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

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EVENTSITUATION

You are to assume the role of account executive in charge of sales for eLectronics, a national electronics store. The president of eLectronics (judge) has asked you to identify course content for training and development to improve customer service provided by sales associates at eLectronics.

eLectronics is a leading national store that sells the largest selection of electronics in the country. Sales associates at eLectronics must score a 90% or above on an electronics test to be considered for employment at the department store. The rate of customer complaints indicates disconnect between the sales associates and the customers. Customers do not feel sales associates listen to their requests. They believe that the associates cannot identify customer needs and are only interested in selling the most expensive merchandise.

The president of eLectronics (judge) wants you to create a training and development plan to improve the customer service provided at eLectronics. You must create an outline for a class for training and development that will be required for all sales associates, with special attention given to assessing customer needs and establishing long-term relationships with customers. The overall program should include plans for evaluating the effectiveness of the training program.

You will present your plan to the president of eLectronics (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 training and development plan for eLectronics. After you have explained your plan and answered the president’s (judge’s) questions, the president of eLectronics (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 eLectronics, a national electronics store. You have asked your account executive in charge of sales for eLectronics (participant) to identify course content for training and development to improve customer service provided by sales associates at eLectronics.

eLectronics is a leading national store that sells the largest selection of electronics in the country. Sales associates at eLectronics must score a 90% or above on an electronics test to be considered for employment at the department store. The rate of customer complaints indicates disconnect between the sales associates and the customers. Customers do not feel sales associates listen to their requests. They believe that the associates cannot identify customer needs and are only interested in selling the most expensive merchandise.

You have asked the account executive (participant) to create a training and development plan to improve the customer service provided at eLectronics. The account executive (participant) must create an outline for a class for training and development that will be required for all sales associates, with special attention given to assessing customer needs and establishing long-term relationships with customers. The overall program should include plans for evaluating the effectiveness of the training program.

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The account executive (participant) will present the training and development plan for eLectronics in a role-play to take place in your office. You will begin the role-play by greeting the account executive (participant) and asking to hear the presentation.

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

1. Our sales associates are trained to be an aggressive sales force. What do we need to do to ensure that they listen to the customer and still be successful sales agents?

2. How can we use customer feedback to support the sales staff?

3. Is there anything that sales associates can do AFTER the sale to increase customer satisfaction?

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


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DIDTHEPARTICIPANT:

1.Explaintheneedforongoingeducationasaworker?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 ongoing education were inadequate or weak.

Adequately explained the need for ongoing education as a worker.

Effectively explained the need for ongoing education as a worker.

Very effectively explained the need for ongoing education as a worker.

2.Explaintheroleofcustomerserviceasacomponentofsellingrelationships?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 role of customer service as a component of selling relationships were inadequate or weak.

Adequately explained the role of customer service as a component of selling relationships.

Effectively explained the role of customer service as a component of selling relationships.

Very effectively explained the role of customer service as a component of selling relationships.

3.Employcareer-advancementstrategiesinmarketing?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Attempts at employing career-advancement strategies were inadequate or weak.

Adequately employed career-advancement strategies in marketing.

Effectively employed career-advancement strategies in marketing.

Very effectively employed career-advancement strategies in marketing.

4.Discussactionsemployeescantaketoachievethecompany’sdesiredresults?Little/NoValue BelowExpectations MeetsExpectations ExceedsExpectations0,1,2,3,4,5 6,7,8,9,10,11 12,13,14,15 16,17,18Discussion of actions employees can take was inadequate or unclear.

Adequately discussed actions employees can take to achieve desired results.

Effectively discussed actions employees can take to achieve desired results.

Very effectively discussed actions employees can take to achieve desired results.

5.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 standards in marketing were inadequate or weak.

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.






29

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MARKETINGMANAGEMENT

2012 Sample Role Plays

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