Overview Millennials (born between 1981 and 1996) and Generation Z (born between 1997 and 2015) are the two target audience groups that are important for businesses in the entertainment category. As a regional marketing director of the theme park, you are aware that more than 70% of your target audience falls into the Generation Z category. Understanding their needs, mindsets, perceptions, and preferred methods of communication is essential for your business and your marketing strategy. Considering these points, you will draft a recommendation report that will help the chief marketing officer (CMO) and the other marketing directors understand the importance of these major stakeholders in the marketing strategy for park reopening. Your recommendation report should also include the correct marketing strategies to engage Generation Z. Prompt Draft a report for the CMO in the scenario and recommend marketing strategies to engage Generation Z, or the “I-Generation.” Specifically, you must address the following criteria: 1. What is unique about Generation Z in terms of marketing? - Identify two digital marketing approaches that work best for this generation. 2. How do you best reach this generation with your message focusing on brand image ? - Identify two social media platforms preferred by Generation Z. Give examples and reasons. - What is the role of bloggers or other influencers in connecting with Generation Z? Describe and provide examples. - Do online advertisements work with this generation? Explain. 3. Describe the role of traditional methods of marketing with Generation Z. - Which forms of traditional media can work best in influencing Generation Z? - How will the park use these forms of traditional media in its plan? - Consider outdoor, promotional, and guerilla marketing. - Describe the pros and cons of using TV and radio.

Team-Based Incentives: Not Your Usual OfficeDone-Deal Paper Inc. operates throughout central Pennsylvania with offices in Scranton, Harrisburg, and Altoona. Providing paper and paper needs to most of Central Pennsylvania, Done-Deal is one of the top two competitors in the area.In January 2018, Conner Carell, office manager of one of the branch offices for Done-Deal, somehow convinced company president and CEO Bailey Zucker that they needed to change the way their sales representatives were incentivized. He argued, “putting our sales reps into teams will not only increase cooperation, but it will increase sales … right now there are too many sales being lost that could have been won through a team effort.” Most of the time, sales made to clients required multiple interactions by multiple reps anyway. Bailey agreed with Conner and pointed out that teamwork can also improve morale and synergy. Based on these assessments, Conner organized his 20 sales reps into 4 teams of 5 reps. Sales teams would pool their commissions regardless of who initiated and worked on the sale. After the first year of this team-based incentive program, sales commissions across the four groups varied dramatically. For instance, the highest paid employees in a team made, on average, $50,000 more than the lowest paid team members.During August 2016, Conner sent to all 20 sales reps a survey requesting feedback on the satisfaction with teams and, specifically, the team-based incentive rewards program. While survey results were generally positive, not everyone was happy in the office. Problems could be grouped into the following categories:Some sales representatives believed that various team members did not “buy into” the team concept and were simply “free riding”—benefiting from the efforts of higher performing reps.There was a general feeling that some teams were assigned difficult regions that prevented them from achieving higher sales.Teams did not always display the motivation and synergy expected, since “bickering” was prevalent between stars and their lesser performing peers. Average performers complained that star reps made them look bad.At least a third of the sales staff felt the incentive rewards program was unfair and asked for a return to individual sales incentives.QuestionsDo results from the survey illustrate typical complaints about teams and specifically about team incentive rewards? Explain.If appropriate, what changes would you recommend to improve the incentive reward program? Be specific.Would management have benefited from employee involvement in the initial design and implementation of the program? Explain.