Promotion: Due to new positioning, the current ads cannot attract “Experientials” for more margins. Red Lobster with $120MM 2011 advertising budget can begin a new advertising campaign. Firstly, the traditional price promotions can be scaled back. Secondly, the ad agency should create some new ads that “Experientials” enjoy fresh seafood and have a happy time with family and friends at Red Lobster.
Pricing: Red Lobster belonged to the casual dining industry. However, compared with other Big 7s, the Average check of Red Lobster ($19.50) is a little higher. If Red Lobster raises price abruptly, it will face the competition with premium casual dining restaurants. Apparently, Red Lobster is not ready yet. It has not finished the re-positioning at nationwide. Thus the price of Red Lobster should not raise immediately. Red Lobster needs to avoid losing too many loyal Indulgents, Frugals and Traditionalists abruptly.
Product: As we mentioned above, the margins on alcohol were higher than the margins on food items. At the same time, Experientials are more likely to drink alcohol when eating out. Adding a better wine selection would increase the income of Red Lobster. Furthermore, Red Lobster can do a new survey about the meal time for different segments. If Indulgents, Frugals and Traditionalists tend to have meal before 8 pm while Experientials tend to have meal after 8 pm, Red Lobster could vary its ambience by time of day and offer more early bird specials for attracting different segments.
Place: The new menu offerings may only attract Indulgents, Frugals and Traditionalists. Due to new positioning, Red Lobster needs to gain more Experientials customers. Thus if the budget is enough, Red Lobster should remodel the remaining restaurants more quickly.
case study英文模板例5
1. Introduction
1.1. Context of
1.1.1 Performance management and appraisal
In recent years, performance management has aroused much attention in the society. The concept was initially applied to private sectors, and then it began to be applied to public sectors (Osmani and Maliqi, 2012). Performance management refers to all kinds of activities that make sure that an organization reaches its objectives effectively (Osmani and Maliqi, 2012). There are several main processes of performance management, including targets setting and planning, performance implementation, performance appraisal, results feedback and results application (Weimei and Feng-E, 2012; Aguinis, 2013). Among these activities, performance appraisal is the crucial link of performance management (Osmani and Maliqi, 2012; Weimei and Feng-E, 2012). Performance management tends to use performance appraisal as input of the management process (Denisi and Pritchard, 2006). At the same time, performance appraisal also plays a key role in the whole human resource management. The results of the evaluation can be applied in nearly every aspect in human resource management (Saibou, 2011). A good performance appraisal and performance management system are of great significance for enterprises to accomplish its strategic goals, improve the organizational performance and enhance organizational competitive advantages (Bratton and Gold, 2000; Weimei and Feng-E, 2012; Denisi and Pritchard, 2006). As one of the most important components in human resource management, performance management and appraisal will be discussed in this essay. The essay will put particular emphasis on performance appraisal.
1.1.2 Performance appraisal in knowledge-intensive firms in China
Performance appraisal enables the organizations to improve the performance. The current situation in China is that many knowledge-intensive firms do not have effective and complete performance appraisal system (Zhihong, 2010). However, with the development of people’s cognition, increasingly firms in
