A company is in the stage of marketing the product to a developing country. Any one of these (India, China, Malaysia, Philipines, Sirilanka). A leading product of the company has been selected. A marketing consultant is considered by the company to help them select a developing country that may have a need for the product chosen. As the marketing consultant, enlighten the company to prepare an analysis of the product’s potential in the selected market. Use the following outline as a guide in their analysis. 1. Introduction Describe the general nature, description, uses, benefits, cost and other characteristics of the product selected. Include current stage in product life cycle, and technological considerations. Describe the prospective consumers of the product. Discuss whether the selected market will apply standardisation or adaptation.(Which Product, Which Country, Why) / (PLC) / (Sequentation)2. Market analysisa. Research the internal and external environments of the country that you have selected. (macro environment analysis) Identification and critical evaluation of the major environmental influences. b. Identification and discussion of At least (3) modes of entry to be used in the international marketing arena and their impact to the success in relation to marketing the product. (Mode of Entry) Describe how the product will get from producer to end user. Consider any barriers to trade/market your product and discuss how they are to be addressed. Describe what marketing strategy adjustments should be made. Identify and evaluate the degree of possible specific sources of risk the company would be exposed to in the exportation of the selected product and suggest possible ways to minimize these risks if not totally eliminating them. c. Competitors analysis on their strengths and weaknesses. (Competitive Analysis)d. Identification and discussion two (2) target market strategies in developing a marketing plan. (Cost Leadership / Differentiation)e. Identification and evaluation of the degree of risk involved. Suggestion of the ways to minimize if not eliminating the risk identified.3. Conclusion. Summary of discussion and recommendations. *** In-text Citation and References Using Harvard Style. *** Total Word Count = 2500 Words Only.

Introduction (1-2 paragraphs) Provide an overview of your paper. Module-by-Module Analysis (3-4 pages) Share your decision logic and what supported the decisions you made in the Capsim experience, as well as the learnings you gained from it. Tuckman Model (3-4 pages) The Tuckman model was developed in 1965 and is now widely acknowledged to represent the stages of team development. The model presents the well-known stages of: a) forming, b) storming, c) norming, d) performing, and e) adjourning. Read the attached article Team Management by Objectives: Enhancing Developing Teams' Performance Evaluate your Capsim team’s experience by applying the five stages of the model, and provide recommendations for further improvements in team performance. Career Learnings (1-2 pages) Discuss how you can take your Capsim and course experiences forward into your career. Conclusion (1-2 paragraphs) Provide a brief closing to your paper. Your paper should be 8-10 pages in length, excluding the title and references pages.Include a minimum of eight references to support your Portfolio Project, including four academic sources.

400 WordsIt’s time to make intervention and reorganization recommendations.You are now in a meeting with your HRD team and preparing to meet all the Pegasus department heads. Your group has recommended reorganizing Pegasus into project-focused groups; in other words, engineers, computer aided design (CAD) designers, scientists, and model makers will work together on specific projects. Senior management is in favor of the idea, as it reminds them of how they worked together when they started the company. Some newer members of the team doubt that this structure will work in the now-large Pegasus organization. Discuss the following:Discuss organizational interventions to recommend. Take into consideration your previous diagnosis and the emotional state of your employees from your interview.Include a brief description of each intervention of priority and why you chose this intervention.Discuss research methods, including the comparative benefits of quantitative and qualitative research. Ask yourself these questions:How will I measure the success or failure of this strategy?What research processes will I use to determine if the strategy is helping or harming Pegasus?Scenario You are an internal consultant directed to plan the reorganization for Pegasus Company, a large aerospace research and development company. You work in the human resource development (HRD) department and have three direct reports. Your team has never experienced reorganization, and you will be responsible for coaching them as well as facilitating the reorganization itself. The goal for you and the HRD team is to help Pegasus remain effective and efficient in today’s competitive marketplace.Pegasus is widely known for its wind tunnel research technology. Scale models of new products (planes, helicopters, jets, space shuttles, etc.) are tested for imperfections, safety, and practicality. Pegasus is comprised of engineers, computer-aided design (CAD) designers, scientists, model makers, and administrative staff. The company started out small and has grown rapidly over the past few years. With that growth came the company's organization into departments by skill group (e.g., engineering, design, R&D). By now, people in different skill groups do not communicate to each other except to pass along designs, projects, and other pertinent ideas to complete project goals. This has caused many problems in the past because each type of worker has his or her own language for his or her subculture of the organization. Therefore, projects take a long time to complete because of mistakes in the plans, redoing the mistakes, and failing to take into account the specifications of the scientists and engineers by the CAD designers because they have not been clearly communicated. The administration and leadership of the organization lack good skills in interpersonal communications because of their heavy science background, and they also need leadership training in the form of management and executive development.The culture of the organization has been what has kept most people there, not the compensation. In the past, the organization was open, nonhierarchical, and it enabled employees to pursue their professional passions. The main piece of the culture of Pegasus that has always led to retention of employees is that the employees feel as though their jobs are their life and that they have accountability for their part to the greater whole of whatever project on which they are working.Many employees feel like the company is disintegrating because of the difficulties in communication which, in turn, makes it more difficult to get the projects completed in a timely manner. This is leading to rumblings among the staff about leaving Pegasus. Because Pegasus is located in a highly concentrated technical area of the country, there are other companies that pay better and seem to be more competitive for contracts. The leaders of Pegasus are afraid of losing their best and brightest employees and feel the pressing need to streamline their organization to remain effective, efficient, and competitive.You, as the lead internal consultant, are first tasked with restructuring the organization. This may mean a reduction in force (RIF). You hope you can restructure without a RIF. You will also need to bring the various teams of employees together and teach them communication skills, process skills, and leadership skills that can hold the company together. You have your work cut out for you.