Your written assignment, composed in an MS Word document, should be at least four hundred fifty words that answer each prompt, below. You must include at least two references cited in the body of the post and on a separate References page, both following APA style.

1. Locate your formal ethical question on page 101 of your textbook: Ethical Question #8.
2. Prepare a defense. As you prepare a defense, you will need to consider and, most likely incorporate, the following items:
   • Find a good baseline definition of Ethics and fold this into your defense. A solid foundation upon which to stand is always a good place to start.
   • Research to determine if this kind of situation happened before. If so, please identify the details and provide a historical example from the field of business that may help you craft a stronger defense.
   • Contemplate what other relevant internal and external variables may influence this ethical dilemma. As a sales manager what additional items need to be addressed along with the formal ethical question?

Shift End LINKING STRATEGIES AND THE SALES ROLE IN THE ERA OF CRM AND DATA ANALYTICS 101 an owner? What does ownership of the process imply in terms of actions and behaviors? What is the role of upper management in all this? 2. Is it possible for a firm to be successful without a market orientation? Can you come o organizational up with examples of firms that are not very market-oriented but still are leaders in their culture. Within competitive marketplace? ment and imple- 3. The promotion mix (also known as the integrated marketing communications mix) con- sists of the various ways the firm communicates with its customers about its product nat is , a well - offerings. These include personal selling, advertising, public relations and publicity, sales and managerial promotion (sales support of the advertising effort through signage, displays, etc.), direct th these things response, electronic media, and the like. Find an example of a company that you believe d and executed does a really good job of actually integrating these approaches to communications. evolve around What are the things that make this company's approach so successful? 4. Consider the three basic relationship types described in the chapter: market exchanges (transactional), functional relationships, and strategic partnerships. For each, provide an example of a different sales organization that you believe does a good job with that particular relationship type. What evidence do you have that each is successful? 5. Based on what you have learned about strategic partnerships, what two organizations (either supplier-customer or supplier-supplier) can you identify that are not currently in a partnership but you believe would benefit from one? List the benefits to both parties + of forging such an alliance. List any potential problems you believe might emanate from the alliance. What can the firms do to reduce the chances for these potential problems? 6. Strategic partnerships often require direct peer-to-peer communication at the senior executive level between buying firm and selling firm. What are the advantages of having top corporate officers, CEOs in some cases, become directly involved in the selling pro- cess? What are the disadvantages? What types of challenges does such direct involve- agement ment present to the salesperson and sales manager responsible for the client? 7. Refer to Exhibit 3.4. Using the Miles and Snow typology, how might the marketing eting strategies and programs of a prospector SBU vary from those adopted by a defender (IMC) SBU within the same company? Which of these options do you believe would be best: (a) a sales force that sells only for the prospector SBU, or (b) a sales force that is shared between the two SBUs and sells for both the prospector and defender SBU? What are er and the relevant issues that led to your response? 8. Ethical Question. You are the Sales Manager for a paint manufacturer that sells to various global automobile manufacturers. Your key account manager for a large, global German ment automobile company has come to you with big news-she has learned from her company ces contacts that they are planning to introduce a revolutionary new car within six months that will dramatically change the automobile market. She says that the company is demanding total secrecy and to protect confidentiality they specifically don't want your company mak- ing this part of its CRM tracking program. Your firm believes that its CRM system database is secure and your salespeople are under strict orders to log all customer information into the system. What will you tell your key account manager? Justify your decision. LEADERSHIP CHALLENGE: WHOSE CRM IS IT ANYWAY? In many aney an Alice Klein wondered what she should do next as she hung up the phone. As vice president do you of sales for New World Manufacturing, she was responsible for more than 200 salespeople M haveimplemente knowledge and commitment in these it in place, marketing strategies and programs may be suc ully developed and executed ward the goals related to customer centricity. In general, whose sows revolve andleg e thing establishing and maintaining long-term customer relationships. KEY TERMS trust data mining customer delight marketing concept return on customer upgrading marketing mix investment marketing communication full-line selling mix (promotion mix) big data cross-selling sales analytics market orientation preferred supplier strategic direction customer orientation total quality management customer-centric mission statement ( TQM ) formalization goals integrated marketing customer relationship objectives communication (IMC) management (CRM) strategic business units pull strategy touchpoints (SBUS) mass marketing sustainable competitive push strategy target marketing advantage (SCA) just-in-time reorder and customer marketing distinctive competencies delivery one-to-one marketing generic strategies category management customer value market opportunity supply chain alliances customer loyalty marketing program efficient consumer lifetime value of a customer market exchanges response (ECR) firing a customer data warehouse functional relationships selling team strategic partnerships top-to-top selling BREAKOUT QUESTIONS 1. One of the great debates in CRM is who should have ownership of the process. In many firms, IT people seem to be the guardians of CRM's secrets. This is because, as we have learned, a key facet of CRM is its information management capabilities. Who do you think should have ownership of CRM in a firm? Is it really necessary that CRM have