31: Final Project Guidelines and Grading Guide Overview The final project for this course is the creation of a visual merchandising plan for a major retail store. The plan will include a description of the visual strategies  the retailer is currently using, the development of a new visual merchandising process based upon a specific theme, the development of a visual display  incorporating the principles of design, the development of point-of-purchase and store signage materials, and the development of an advertisement and special  event material. The final product will be the culmination of a comprehensive visual merchandising plan for a specific retailer. The project is divided into five milestones, which will be submitted during various points throughout the course to scaffold learning and ensure quality final  submission. These milestones will be submitted in Modules One, Two, Four, Five, and Six. The final submission of the project will be submitted in Module Seven. The completed plan will be submitted in Microsoft Word (alternative software is permissible with approval from the instructor). Outcomes In this assignment, students will demonstrate their mastery of the following course outcomes:  ? Student will become facile with the terminology and concepts used in visual merchandising ? Students will be able to identify creative resources, concepts, and development processes in visual merchandising ? Students will be able to identify core design elements, color harmonies, and atmospherics and use them in a visual merchandising plan ? Students will demonstrate ability to use and assess tools and strategies that will draw a positive response for a targeted group of consumers ? Students will understand the varied requirements for different visual merchandising techniques ? Students will understand the value and the difficulties involved in multimedia visual merchandising Prompt Specifically, the following critical elements must be addressed: A. Background (CO1) – Milestone One ? Identify a retail store for your visual merchandising plan. Describe how a visual merchandising plan would benefit this company.  ? In your description, use specific terms and discuss why this particular company may need to work on its visual merchandising strategies. B. Visual Store Theme (CO2) – Milestone Two ? Identify a development process based on a theme. ? List three to five creative resources. C. Core Design Elements (CO3) – Milestone Three ? Atmospherics ? Color harmonies  ? Balance, emphasis, proportion, rhythm, and lighting ? Environmental design D. Tools and strategies (CO4) –Milestones Four and Five ? What is the target market? ? Assess and recommend available tools ? Point-of-purchase materials ? Print advertisement E. Conclusions – Final Product (CO5) (CO6) ? Determine the various requirements for the plan (CO5) ? Identify pros and cons involved in multimedia visual marketing (CO6) Milestones Milestone One: Store Selection In task 1-2, you will select a major retail store for which you will complete a visual merchandising plan. The initial plan will include the following elements:  ? Identify the reason for choosing this specific retail store to create a visual merchandising plan. ? Describe how a visual merchandising plan would benefit this company. ? Also, state why this particular company may need to work on its visual merchandising strategies. Your description should use specific terms and discuss why this particular company may need to work on its visual merchandising strategies. This will be a one- to  two-page paper. This milestone should be submitted as a Microsoft Word document with APA citations. The task will be graded as pass/fail. Milestone Two: Visual Store Theme In task 2-3, you will develop a visual merchandising process for your store. This merchandising process must be centered on a specific theme. It should include three to five creative resources. You should also describe and use pictures to create a storefront window display, general store décor, and interior display fixtures  for the store that you have selected for your project. When developing this store visual plan, make sure to develop a theme to create continuity throughout the store. This will help display the brand image. This should be created in Microsoft Word, Adobe InDesign, Adobe Illustrator, or Adobe Photoshop; however, the  final submission should be in Word document format. This task will be graded with the Milestone Two Rubric. Milestone Three: Principles of Design In task 4-2, you will develop a visual display that you think the store you selected would use. You may use downloaded images to develop your display. This  display must include the principles of design (balance, emphasis, proportion, rhythm, harmony, color, lighting, and atmospherics) as well as environmental design  elements that were used. Discuss how these elements would be beneficial for the store. Submit this as a Word document including pictures and text. This task  will be graded with the Milestone Three Rubric. Milestone Four: Point-of-Purchase and Store Signage In task 5-3, examine the blog 5 Elements Essential to the Point of Purchase and Examples to Prove It. Using the retail store chosen for the project, develop two  point-of-purchase materials that you believe a retailer would use as visual displays. One should be signage material, and the other can be your choice. Identify  the target market for these point-of-purchase displays. You may use Microsoft Word, Adobe Photoshop, Adobe Illustrator, or Adobe InDesign to create these  documents; however, the final submission should be in Word document format. This task will be graded with the Milestone Four Rubric. Milestone Five: Advertising In task 6-2, you will create a print advertisement and special event for the retail store. Use the same visual concepts that you have used for the prior milestones. Keep the theme concise and continual throughout the prior milestones. This milestone should be submitted in one of the following programs, Microsoft Word,  Adobe Photoshop, Adobe Illustrator, or Adobe InDesign; however, the final submission should be in Word document format. This task will be graded with the  Milestone Five Rubric. Final Project Submission: Visual Merchandising Plan In task 7-2, you will complete a visual merchandising plan. The completed plan will be submitted in Microsoft Word or Adobe InDesign; however, the final  submission should be in Word document format. It should include the following sections: ? Cover Page ? Table of Contents ? Visual Strategies Description of Selected Retail Store—Milestone One ? Display Window Theme—Milestone Two ? Principles of Design Concept—Milestone Three ? Point-of-Purchase and Store Signage Material—Milestone Four ? Advertisement and Special Event Material—Milestone Five ? Conclusion summarizing the visual plan and how it will help create a new brand image for the selected store The visual merchandising plan should be a comprehensive plan incorporating the critical elements listed above as well as the instructor’s feedback on each  milestone. 

Please note:  All of your discussion threads are to be at least 300-400 words and grammatically correct.  Moodle will count the words for you. Late discussion threads will not receive full credit. You must post your initial response by Wednesday for full credit. (see the University Policy)

TOPIC: MKT 6120 Synopsis

These are three important things that I have learned about marketing from this MKT 6120 – Marketing Management class:

TOPIC #1: Brand, Brand Story.

A brand is a name, word, sign, symbol, design, or any element that distinguishes one seller’s goods or services from those of other vendors, according to the American Marketing Association. In today’s fast-changing marketing world, a brand’s marketing strategy must stay ahead of the curve if it is to thrive and prosper over time. It must adapt to changing client preferences and inclinations while also utilizing the myriad new communication tools available to reach out to its target markets (Marshall & Johnston, 2018). And a brand story is a coherent narrative that recounts the story of your company’s facts and sentiments or if you prefer, its business. A tale, unlike standard advertising, must elicit an emotional response. Your brand can be influenced by a variety of factors, including your product, pricing, history, quality, marketing, in-store experience, purpose, values, location, and–most importantly–what others think about you (Hope, 2018).

And from that, I was able to come up with my company/ company brand and brand story: “Phoebe by the Sea” seafood restaurant (We also do caterings and event planning.)

TOPIC #2: Metrics, Lag Indicators, Lead Indicators.

Lag(ging) and Lead(ing) are metrics/indicators, also known as measures, statistics, and drives, that are important and sometimes the key to quantifiable variables in a business. They are used to analyze and evaluate performance, progress, and success through time toward a desired goal or aim. Lagging Indicators report on previous events while leading indicators estimate future outcomes. The success of your organization will be determined by your ability to recognize, analyze, and regulate the performance of these simple but important Lagging and Leading indicators. To improve your company’s current performance, you must focus on leading indicators or measures. They are the things you can change and influence to get a different result (Hans, 2019).

Although the assignment was short, you have to understand what the LAG and LEAD measurements were. For my company, my metrics are:

• 1. Goal: Increase the number of product re-orders.
• 2. Lag measurement: # of customers who re-ordered from website visits.
• 3. Lead measurement: # of sent-out messages to remind them of re-ordering.

TOPIC #3: Going Global.

There are several strategies to expand your business internationally, each of which requires certain prior knowledge, expertise, and dedication. They can range from acquisition-driven expansion to the foundation of a new country subsidiary with the help of a professional employer organization (Lobell, 2021). When it comes to doing business in the United States versus doing business internationally, culture is a significant factor. Only roughly a quarter of American business ventures in other countries thrive. Much of this is due to Americans’ failure to conduct adequate research or their belief that the rest of the world should conduct business in the same manner as they do (Hendricks, 2022). For this reason, my company uses a different infrastructure for separate locations and different countries.

My company “Phoebe by the Sea” was able to increase its exposure through various digital marketing media. Among them are advertising on Facebook, having reviews on Twitter, and posting delicious recipes and dishes on Instagram. Additionally, we also have a YouTube channel for more content related to catering and event planning. Those videos can act as commercials for our company. For more information or to book an appointment, please give us a call or visit our newly developed website: https://ndinh37.wixsite.com/phoebebythesea

References

Hans (2019). Leading vs. Lagging Indicators Examples in Business. The Business Sniper. Retrieved from https://thebusinesssniper.com/lead-and-lag-indicat…

Hendricks, D. (2022). How to Take Your Company Global in 7 Steps. startupgrind

Hope, J. (2018). What’s a Brand Story, and Why Does My Company Need One? echostories

Lobell, K. (2021). How to Best Lead a Multicultural or International Team. Business News Daily. https://www.businessnewsdaily.com/8211-expand-busi…

Marshall, G. & Johnston, M. (2018). Marketing Management 3rd ed. McGraw Hill. ISBN: 9781259637155

student 2 : niloufar

In marketing course, I learned how to create my company brand, vision and mission statements and how to make my company global.

I have learned the following important concepts in this course:

Digital Marketing

Digital marketing, often known as online marketing, refers to any marketing activity that takes place through the internet. Search engines, social media, email, and other websites are used by businesses to communicate with current and potential customers. Text messaging and multimedia messaging are also available. For every company’s profitability and brand exposure, digital marketing is essential. There appears to be a webpage for every other brand. They have a social media presence or a digital ad plan if they don’t. Every day, the number of people seeking online grows. As a result, the objective is to maximize online visibility. In fact, digital marketing is used to reach the appropriate individuals at the right time (Balegar, 2022).

Market Research Process

The research procedure or process consists of a sequence of actions that occur in stages. These phases are intricately linked and reliant on one another. They are so logical that the success of one stage is contingent on the success of the preceding level. The essential stages in the marketing research process are as follows: 1. Identifying and Defining the Problem 2. Defining the Research Objectives 3. Designing the Research Study or Planning the Research Design 4. Sample Preparation 5. Data Gathering Processing and analysis of data 7. They create a conclusion and prepare and present the report (Sharma, 2015).

Big Data

In marketing, big data refers to the collecting, analysis, and use of large amounts of digital data to improve commercial operations. Consumer data, financial data, and operational data are the three types of big data that marketers are interested in. Structured, unstructured, and semi-structured data are the three forms of big data. Any data that can be saved, accessed, and processed in a consistent way is classified as structured data. Any data with an arbitrary shape or structure is defined as unstructured data. Volume, velocity, variety, and veracity are the four traits that currently constitute big data. CRM needs big data in order to improve customer experiences, notably personalization and service modification (Taylor, 2022).

Metrics

Metrics are quantitative evaluation metrics that are often used to compare and track performance or production. A lead measure informs whether businesses are likely to reach the target, but a lag measure tells if they have already achieved it. Whatever businesses are trying to do, two types of metrics will determine their success: lag and lead. Lag measurements keep track of their crucial goal’s progress (Watts, 2019). 

Module 12: Critical Thinking Assignment

For this assignment, you will apply decision-making to the process of international human resource management as you determine which of the four final applicants to hire into a global executive position.

You are a member of the management committee of a MNE that conducts business in 23 countries. While your company’s headquarters is located in the Netherlands, your regional offices are located fairly evenly throughout the four hemispheres. Primary markets have been in the European Union and North America; the strongest emerging market is the Pacific Rim. Company executives would like to develop what they see as a powerful potential market in the Middle East. Sales in all areas except the Pacific Rim have shown slow growth over the past two years.

At present, your company is seeking to restructure and revitalize its worldwide marketing efforts. To accomplish this, you have determined that you need to hire a key marketing person to introduce fresh ideas and a new perspective. There is no one currently in your company who is qualified to do this, and so you have decided to look outside.

The job title is “Vice President for Global Marketing”; an annual salary of $250,000-$300,000, plus elaborate benefits, an unlimited expense account, a car, and the use of the corporate jet. The person you hire will be based at the company’s headquarters in the Netherlands and will travel frequently.

A lengthy search has turned up four people with good potential. It is now up to you to decide whom to hire. Although all the applicants have expressed a sincere interest in the position, it is possible that they may change their minds once the job is offered. Therefore, you must rank them in order of preference so that if your first choice declines the position, you can go on to the second, and so on.

First, read the biographies of each applicant. As you are doing this, rank each of them from 1 to 4, with 1 being your first choice, and explain your reasons for their ranking.

For your essay this week, respond to the following questions using the decisions you have made with your rankings.

1. The first section of your paper should be an overview of your rankings and reasons for your decisions.
2. Did your decision include any culturally based biases you may have—for example, feelings, personality traits, or politics in your rankings?
3. Did you make any observations that you feel would have been fully acceptable in your own culture, but were not accepted in other cultures? If so, explain.
4. What implications do you believe any of the applicant’s cultural differences would have in business dealings? In what countries or cultures?
5. What expatriate adjustments for the candidate need to be considered? How will the company handle these?
6. Explain the decision-making process you used to make your decisions.

Park L.

Park L. is currently senior vice president for marketing at a major South Korean high-technology firm. You have been told by the head of your Seoul office that his reputation as an expert in international marketing is outstanding. The market share of his company’s products has consistently increased since he joined the company just over 15 years ago. His company’s market share is now well ahead of that of competing producers in the Pacific Rim.

Park graduated from the University of Seoul and has worked his way up through the ranks. He does not have a graduate degree. In addition to his native tongue, Park is able to carry on a reasonably fluent conversation in English and has minimal working knowledge of German and French.

Saya K.

Saya K. is a woman living in Malaysia. She began her teaching career while finishing her DBA (Doctorate in Business Administration) at the Harvard Business School and published her first book on international marketing ten months after graduation. Her doctoral dissertation was based on the international marketing of pharmaceuticals, but she has also done research and published on other areas of international marketing.

Two months after the publication of her book, Saya went to work in the international marketing department of a Fortune 500 company, where she stayed for the next ten years. She returned to teaching when Maura University offered her a full professorship with tenure, and she has been there since that time. In addition, she has an active consulting practice throughout Southeast Asia. In addition to fluency in Malay, English, and Japanese, Saya speaks and writes German and Spanish and can converse in Mandarin.

Peter V.

Peter had worked in a key position in the international marketing division of a US Fortune 100 company until the company pulled out of his country South Africa eight months ago. Peter has a long list of accomplishments and is widely recognized as outstanding in his field.

Peter has a Ph.D. in computer science from a leading South African university and an MBA from Purdue’s Krannert School of Business. Peter speaks and reads English, Dutch, Afrikaans, and Swahili and can converse in German.

Joe P.

Joe is currently job hunting. His former job as head of marketing for a single-product, high-technology firm—highly specialized workstations for sophisticated artificial intelligence applications—ended when the company was bought out by Texas Instruments.

Joe has both his undergraduate and MBA degrees from Stanford University. In addition, he was a Rhodes Scholar and won a Fulbright scholarship, which he used to support himself while he undertook a two-year research project on the marketing of high-technology equipment to Third World countries. In addition to his native English, Joe has a minimal command of French—which he admits he hasn’t used since his college days.

Your well-written paper should meet the following requirements:

• Be 6-8 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
• Use Saudi Electronic University academic writing standards and APA (7th ed) style guidelines.
• Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
• Review the Critical Thinking Grading Rubric Critical Thinking Grading Rubric – Alternative Formats to see how you will be graded for this assignment.

Reference book

Luthans, F., & Doh, J. P. (2018). International management: Culture, strategy, and behavior. McGraw-Hill

Performance Measures and the Value of IT

Conduct some research if necessary and respond to one (1) of the following:

1. Review the GGFRT Case Study and identify 3 business performance measures that should be displayed daily on the dashboard for the President (CEO role) to help him understand how his business is doing.
2. Identify and explain 3 different things that an organization might do that would prevent it from receiving the value it expects from an IT investment.

For this week, each member of Group 1 should create a main posting by Friday midnight, and each member of Groups 2, 3 & 4 should respond to at least two class members by Tuesday midnight.  Since this is a “discussion,” you should check back to see if I or anyone in the class have a question for you or make a comment to which you wish to respond.

post 1

Identify and explain 3 different things that an organization might do that would prevent it from receiving the value it expects from an IT investment.

“Whether you’re already a project manager — or you’re wearing the project manager hat by sheer necessity — you’ll want to deliver a successful project” (Ellevate,2021)

An organization can struggle with a new IT solution when staff training is not a priority. Too often than not, an organization will implement an IT solution that on paper solves every current issue they are experiencing, however, without sufficient training staff will have no idea how to utilize the solution.

Another issue I’ve seen is not sufficiently planning the rollout of a software. If a plan is not in place for any project you will run into multiple major issue, whether system compatibility or the software not exactly completing what is expected.

The last issue I have seen is an organization not completely investing in a new solution. While it is important to take time when working on a project it is also important to purchase whatever is necessary to make the solution as successful as possible.

References

Ellevate. (2021, December 10). 8 steps to project success, even if you’re not a project manager. Forbes. Retrieved April 18, 2022, from https://www.forbes.com/sites/ellevate/2018/05/03/8-steps-to-project-success-even-if-youre-not-a-project-manager/?sh=635d4c263fcd

post 2

3 value a company should expect from their IT investment.

1. Proper training: A business lack knowledge of their current IT software in the company. The staff member if not properly trained in the current IT software will result in errors and mistakes that can cause the business from succeeding. This will result in staff members lagging because of the lack of proper training in the current IT software. Without proper training, the roles in the companies that have to use IT software will have high turnover rates (Amo, 2019) Amo also mentions that improper training in a business will create mismanaging low productive rating. Staff members will stagger from poor IT training on current IT software or new IT software. This will result in lost revenue and lost trust from both customers and partners.
2. Similar time frame: IT projects are scheduled to meet a company’s criteria and if not met can lead a business to overspend on a project with improper oversight. If a company’s IT sector is underpaid and not given enough time can also lead the company from lagging behind competitors. A business need to coutinue to provide high-quality service but the IT software would still be in early stages and not useful.
3. Proper roadmap for the IT staff and the business staff. Without proper overcite in a company’s IT sector can cause a business to overspend on projects that could have been completed within the proper business time frame. A huge reason an organization might not receive the value from an investment is if that calculation was not done or handled properly. Creating a step-by-step set of instructions on the proper method to develop a working roadmap that both the IT staff member and business members can work well together.

Cite

Amo, T. (2019, March 6). The Negative Effects of a Lack of Training in the Workplace | Small Business – Chron.com. Small Business – Chron.Com; smallbusiness.chron.com. https://smallbusiness.chron.com/negative-effects-l…

post 3

Identify and explain 3 different things that an organization might do that would prevent it from receiving the value it expects from an IT investment.

1. Failure of an organization to commit to business result as much as business requirement may prevent the organization from receiving the value it expects from IT investment: If the IT team focus only on the business requirements of the project, especially budget and time, other business objectives such as cost saving might be overlooked and value expected might not be achieved. “What had seemed like success was in fact a total failure, which had resulted from an overemphasis on the requirements to the exclusion of the business results for which the project had been funded.” (UMGC 2022)
2. Failure to monitor the value from its IT investment at all levels: “Failing to monitor value attainment also sets the stage for companies to improperly set the investment level for IT. If the perception is that IT investments have not yielded results, the company will underinvest in IT in the future. If the perception is that IT investments have achieved results when in fact they have not, the ?rm will continue wasteful spending. Only if a company monitors the value from its IT investments will it know if that value has been attained. More important, monitoring will help a ?rm determine what adjustments are necessary to achieve the expected value from an investment.” (UMGC 2022)
3. Failure to determine whether or not a system initiative achieves the expected results is either relegated to the business. “Many IT organizations do not even attempt to ascertain whether the desired business result has been achieved. In these organizations, determining whether or not a system initiative achieves the expected results is either relegated to the business, or it is not done at all. Failing to assert the value of past IT investments almost certainly dooms a company to fail to achieve these results.” (UMGC 2022)

Reference:

University of Maryland Global Campus. (2022). Value Attainment. Document posted in UMGC IFSM 301 7381 online classroom. Retrieved from https://learn.umgc.edu/d2l/le/content/629369/viewContent/25121111/View

Read the case given and answer the questions:

Resolving Ethical Business Challenges *

Kent was getting pressure from his boss, parents, and wife about the marketing campaign for Broadway Corporation’s new video game called “Lucky.” He had been working for Broadway for about two years, and the Lucky game was his first big project. After Kent and his wife, Amy, graduated from college, they decided to go back to their hometown of Las Cruces, New Mexico, near the Mexican border. Kent’s father knew the president of Broadway, which enabled Kent to get a job in its marketing department. Broadway is a medium-size company with about 500 employees, making it one of the largest employers in Las Cruces. Broadway develops, manufactures, and markets video arcade games

Within the video arcade industry, competition is fierce. Games typically have a life cycle of only 18 to 24 months. One of the key strategies in the industry is providing unique, visually stimulating games by using color graphics technology, fast action, and participant interaction. The target markets for Broadway’s video products are children aged 5 to 12 and teenagers aged 13 to 19. Males constitute 75 percent of the market. When Kent first started with Broadway, his task was to conduct market research on the types of games that players desired. His research showed that the market wanted more action (violence), quicker graphics, multiple levels of difficulty, and sound. Further research showed that certain tones and types of sound were more pleasing than others. As part of his research, Kent also observed people in video arcades, where he found that many became hypnotized by a game and would quickly put in quarters when told to do so. Research suggested that many target consumers exhibited the same symptoms as compulsive gamblers. Kent’s research results were well received by the company, which developed several new games using his information. The new games were instant hits with the market. In his continuing research, Kent found that the consumer’s level of intensity increased as the game’s intensity level increased. Several reports later, Kent suggested that target consumers might be willing, at strategic periods in a video game, to insert multiple coins. For example, a player who wanted to move to a higher level of difficulty would have to insert two coins; to play the final level, three coins would have to be inserted. When the idea was tested, Kent found it did increase game productivity. Kent also noticed that video games that gave positive reinforcements to the consumer, such as audio cues, were played much more frequently than others. He reported his findings to Brad, Broadway’s president, who asked Kent to apply the information to the development of new games. Kent suggested having the machines give candy to the game players when they attained specific goals. For the teen market, the company modified the idea: The machines would give back coins at certain levels during the game. Players could then use the coins at strategic levels to play a “slot-type” chance opening of the next level. By inserting an element of chance, these games generated more coin input than output, and game productivity increased dramatically. These innovations were quite successful, giving Broadway a larger share of the market and Kent a promotion to product manager. Kent’s newest assignment was the Lucky game—a fast-action scenario in which the goal was to destroy the enemy before being destroyed. Kent expanded on the slot-type game for the older market, with two additions. First, the game employed virtual reality technology, which gives the player the sensation of actually being in the game. Second, keeping in mind that most of the teenage consumers were male, Kent incorporated a female character who, at each level, removed a piece of her clothing and taunted the player. A win at the highest level left her nude. Test market results suggested that the two additions increased profitability per game dramatically. Several weeks later, Brad asked about the Lucky project. “I think we’ve got a real problem, Brad,” Kent told him. “Maybe the nudity is a bad idea. Some people will be really upset about it.” Brad was displeased with Kent’s response. Word got around fast that the Lucky project had stalled. During dinner with his parents, Kent mentioned the Lucky project, and his dad said something that affected Kent. “You know, son, the Lucky project will bring in a great deal of revenue for Broadway, and jobs are at stake. Some of your coworkers are upset with your stand on this project. I’m not telling you what to do, but there’s more at stake here than just a video game.” The next day Kent had a meeting with Brad about Lucky. “Well,” Brad asked, “what have you decided?” Kent answered, “I don’t think we should go with the nudity idea.” Brad answered, “You know, Kent, you’re right. The U.S. market just isn’t ready to see full nudity as well as graphic violence in arcades in their local malls. That’s why I’ve contacted an Internet provider who will take our game and put it on the Internet as an adult product. I’ve also checked out the foreign markets and found that we can sell the machines to the Mexican market if we tone down the violence. The Taiwanese joint venture group has okayed the version we have now, but they would like you to develop something that is more graphic in both areas. You see, they already have similar versions of this type of game now, and their market is ready to go to the next level. I see the Internet market as secondary because we can’t get the virtual reality equipment and software into an Internet mode. Maybe when PCs get faster, we’ll be able to tap into it at that level, but not now. So, Kent, do you understand what you need to be doing on Lucky?”

Question(s):

1. Identify and discuss the ethical and legal issues? What are Kent’s options? (600 words)- 5 Marks

2. Discuss the acceptability and commercial use of sex, violence, and gambling in the United States. (Minimum 2 options & 2 consequences, 400 words)- 3 Marks

3. Are marketing sex, violence, and gambling acceptable in other countries if they fit their culture? (At least 2 options, 300 words)-2 Marks

*This case is strictly hypothetical; any resemblance to real persons, companies, or situations is coincidental.