This assignment consists of both an interview and a PowerPoint (PPT) presentation. Assessment/Interview Select a community of interest in your region. Perform a physical assessment of the community. Perform a direct assessment of a community of interest using the "Functional Health Patterns Community Assessment Guide." Interview a community health and public health provider regarding that person's role and experiences within the community. Interview Guidelines Interviews can take place in-person, by phone, or by Skype. Develop interview questions to gather information about the role of the provider in the community and the health issues faced by the chosen community. Complete the "Provider Interview Acknowledgement Form" prior to conducting the interview. Submit this document separately in its respective drop box. Compile key findings from the interview, including the interview questions used, and submit these with the presentation. PowerPoint Presentation Create a PowerPoint presentation of 15-20 slides (slide count does not include title and references slide) describing the chosen community interest. Include the following in your presentation: Description of community and community boundaries: the people and the geographic, geopolitical, financial, educational level; ethnic and phenomenological features of the community, as well as types of social interactions; common goals and interests; and barriers, and challenges, including any identified social determinates of health. Summary of community assessment: (a) funding sources and (b) partnerships. Summary of interview with community health/public health provider. Identification of an issue that is lacking or an opportunity for health promotion. A conclusion summarizing your key findings and a discussion of your impressions of the general health of the community.

Create and post an initial thread that addresses the following questions or issues: The text defines the “marketing concept” and the “4 P’s.”  In your own words, explain both of these concepts, detail why both are important to a marketing plan. Define “marketing” and “sales” and explain how they are different from one another, and how they depend upon one another for successful marketing.   Does “marketing” have a function in church operations?  Explain and support your answer. Generational trends lead to distinctly different attitudes, values, and behavioral patterns that must be considered when developing a marketing plan. Describe in detail the “generational cohorts” according to the text, and explain the different values and motivational factors between them. When opening a new ice cream store in your hometown, how would your advertising messages differ from one generation to the next?  Describe in detail how you would create appeal to each of the groups. Explain how the Scripture “Jesus Christ is the same yesterday and today and forever.”  (Heb. 13:8) relates to all demographic groups. classmate I DB 1 COLLAPSE The marketing concept and the four p’s of product, price, promotion, and place all play an important role in the success of a marketing plan. The text describes the marketing concept as “the idea that an organization should (1) strive to satisfy the needs of consumers while also (2) trying to achieve the organization’s goals” (Kerin & Hartley, 2022, p. 15). A marketing plan without the direction that is behind the marketing concept can not be as effective since this direction is a summarization of two of the most important aspects in marketing, the satisfaction of the consumer and the goal of the organization. Similarly, the “four Ps elements of the marketing mix must be blended to produce a cohesive marketing program” (Kerin & Hartley, 2022, p. 43). Product, price, promotion, and place are all key components of the successful implementation of the marketing plan, and it is important that marketing managers use these four p’s and the marketing concept in the utilization of the marketing plan. Marketing is an activity that “stresses the need to deliver genuine value in the offerings of goods, services, and ideas marketed to customers” (Kerin & Hartley, 2022, p. 5), whereas sales are one of the goals or objectives that an organization has in its endeavors to market. Marketing is the declaration of a need or want for the customer, while sales is a positive identifier of successful marketing. Sales can be helpful in identifying the success of marketing and managers can use this information through marketing dashboards and metrics to evaluate the results of marketing. Marketing in a technical sense does have a function in church activities through the activity of evangelism. When Christians evangelize, they are expressing the value that can be gained in Christ. Acts 4:12 states that “And there is salvation in no one else, for there is no other name under heaven given among men by which we must be saved” (English Standard Version). Salvation is clearly a gift of the greatest value and when a Christian shares this good news, there are technically marketing this value. The generational cohorts refer to the different values and concerns varying between boomers, generation X, millennials, and generation Y. Boomers are a major contribution to the aging of America since there were 76 million born between 1946 and 1964 (Kerin & Hartley, 2022, p.75) and this is a motivator for companies to market more products that are targeted for older customers. Generation X values self-reliance, racial and ethnic diversification, and education. While millennials are strong-willed, concerned with the environment, and optimistic. Finally, Generation Z values activism, diversity, and social justice. When opening a new ice cream store, I would strive to market in a way that highlights the values of each generational demographic. To appeal to Boomers, an emphasis would be placed on the alternative healthier options and flavors. More traditional ice cream options can be marketed to Generation X and a focus on the environmentally friendly actions that this ice cream shop is taking can be displayed to Millennials. The message of inclusiveness as everyone enjoys ice cream, can be marketed to Generation Z. Scriptures message that “Jesus Christ is the same yesterday and today and forever” (Hebrews 13:8, English Standard Version), is an important reminder that despite the differences among generations and demographics, salvation is for everyone. Marketing reveals and exposes the vast and complex generational values that each demographic has, but what can bond all of these differences is the consistent and unifying message that can be found in God’s word. References English Standard Version Bible. (2001) Crossway Bibles Kerin, A. R., & Hartley, W. S., (2022). Marketing: The Core (9th ed.). New York: NY McGraw-Hill Classmate 2 Marketing COLLAPSE Marketing is all around us, and we all have some experience with it – even if only as of the customer. However, to understand how marketing works, one must know the marketing concept and the four Ps. Marketing concept can be summed up as the drive to meet and deliver to a company’s goals and customers. To achieve a good marketing campaign, the company must rely on a marketing mix or the four P’s to solve any marketing issues – the factors are product, price, promotion, and place. (Kerin & Hartley, 2022) Why are these factors important? It is the foundation of any good marketing plan – the company creates and produces a product. It establishes a price customers must pay to acquire it. It needs a way to advertise the product and finally a place where the product can be purchased. Marketing differs from sales; although they sometimes get lumped together, marketing goes much deeper than sales. Marketing is the act of identifying the needs, wants, and demands of the customer. Sales can be considered the aftermath of the marketing process as once these demands are identified, the sales team drives customers to purchase that product almost as convincing them to buy it. Marketing is an essential part of any business, including the church. The church’s focus is to bring people closer to God; however, it is still an establishment that needs the help of marketing to cater to the needs of people. From collecting funds for missionary work to promoting drives and events, to simply adverting the gospel to all. Mark 16:15 “And he said to them, “Go into all the world and proclaim the gospel to the whole creation.” (ESV) The scripture tells us to communicate, or per se promote the gospel to the whole world. Furthermore, the verse “Jesus Christ is the same yesterday and today and forever.” (Heb. 13:8) speaks of that never-changing nature of God. Although we live in a constantly changing and unpredictable society, God’s truth is constant in all of our lives regardless of who we are or where we come from. Generational cohorts speak to the difference between marketing to baby boomers, generation X, Y, and Z. Baby boomers are targeted for health, fitness, retirement housing, financial planning, and more. Generation X is targeted for its self-reliance, racial and ethnic diversity, education, and pure lifestyles. Generation Y or millennials are targets for music, sports, computers, video games, and other technologies. Generation Z is targeted by their values in independence, diversity, inclusion, environmental issues, and social justice. (Kerin & Hartley, 2022) Once you identify the drive of each cohort, one can create a marketing plan to fit their demands. If I were to open an ice cream shop, my advertising messages would differ for each generation. The advertising would have to speak to some of the health benefits my ice cream could bring to baby boomers or how it could benefit their grandchildren. Millennials would be attracted by the vibe of the ice cream shop, from the ambiance music, to how technology incorporated the shop is. Generation X and Z could be persuaded with an advertisement campaign on my fair trade products, my diversion and inclusion efforts for my employees, customers, and other social issues. In conclusion, marketing is much more complex than we think. Catering for all generational cohorts can be challenging, so it is essential first to identify the group you want to focus on to start your marketing plan. Reference Kerin, R. A., & Hartley, S. W. (2022). Marketing: The Core (9th ed.). McGraw Hill Connect.

Instructions Write at least a three-page analysis using the case study on pages 343-344 of your textbook: “Expatriate Management at AstraZeneca PLC.” Your analysis should address the prompts listed below. Critically analyze AstraZeneca’s expatriate management practices. Surveys show that most expatriates report feeling the strain of managing the demands of work and home while adjusting to the foreign environment, leading to more anxieties at home and at the workplace. What steps can an organization take to mitigate this? What decisions related to expatriates can organizations take to maximize the benefits to the company despite the economic downturn? Do you think a company that paid more careful attention to selection could further boost its chances of success? Your case study analysis should follow APA guidelines for formatting all resources, both in-text citations and references. Your analysis should include a title page and a reference page. Remember to use an academic online Library to complete your research for this assignment.Expatriate Management at AstraZeneca PLCOver the years, AstraZeneca Plc (AstraZeneca) has developed a strong reputation for its expatriate management practices. Expatriate management at AstraZeneca went beyond tackling issues such as compensation, housing, issues related to the spouse’s career abroad, and so on. It also took care to ensure that employees on international assignment were able to adapt well to the new environment and achieve a work–life balance. With the global economic situation continuing to be grim, AstraZeneca also began placing emphasis on a “more thoughtful planning and selection process” of candidates for international assignments. AstraZeneca is the world’s fifth-largest pharmaceutical company by global sales.2 It is headquartered in London, UK, and Södertälje, Sweden. For the year 2013, AstraZeneca’s revenues were US$25.7 billion, and it employed around 51,500 employees. As of 2013, AstraZeneca had around 350 employees working on international assignments in 140 countries worldwide. These were employees who were on short-term, long-term, or commuter assignments.3 According to Ashley Daly (Daly), senior manager of international assignments for AstraZeneca in the United States, the company’s employees were mainly concentrated in Belgium, the United States, and the United Kingdom, but they “also have a significant presence in the Asia-Pacific and Latin America regions.”4 AstraZeneca’s policy stipulates that for any international assignment, there had to be a business rationale. The company saw to it that the costs involved were acceptable and that the career management of the employee during the assignment was consistent with personal development goals as well as business needs. The contractual arrangements for the assignment were also centrally managed.5 “From the outset, if there is not a clear sense of how the international assignment experience can be applied at the end of the assignment term—at least in broad terms—the business should strongly consider whether an international assignment should even move forward,”6 said Daly. Once an assignment offer was made to a potential expat, AstraZeneca paired the ­employee up with an international assignment manager (IA manager), who briefed him or her on company policy and opportunities for cultural and language training. Before leaving for the international assignment, the employee was trained in a workshop that focused on relevant issues (such as leaving the destination location and returning to the home country). The expat was given ­information about the culture of the destination country—particularly differences with the home country—as well as social considerations and do’s and don’ts. If necessary, the employee and his or her spouse were given training in the local language. Tessi Romell (Romell), research and development projects and HR effectiveness leader at AstraZeneca, said that the company also helped connect new expats with those who had already served in that location. Sometimes, follow-up workshops were held in the host country. Once on assignment, ­expats stayed in touch with their IA manager in addition to the manager they reported to in the home country. AstraZeneca saw to it that expats were given the necessary flexibility to achieve a work–life balance. “AstraZeneca is really good at allowing people to manage their own time and being aware that we are working across different time zones. It’s always something that we try to take into consideration so we don’t have people [taking care of work matters] in the middle of the night,”7 said Romell. With AstraZeneca taking various initiatives on this front, there were few complaints about work–life balance among the company’s expat population. Romell attributed this to the mechanisms the company had put in place to prepare the employees for life in a different country. “It’s a combination of things that the company is doing and having a culture that is supportive of work–life balance, as well as encouraging individuals themselves to think about their own work–life balance,”8 she said. Experts, too, felt that the practices AstraZeneca followed, such as preparing the employees for international assignments, providing them with support, and assigning IA managers, were effective. They lauded AstraZeneca’s practices, which were in contrast to those of many companies that rushed employees to foreign assignments without adequate support. Chris Buckley, manager of international operations for St. Louis–based Impact Group Inc., pointed out that the expats knew that the organization was spending a lot of money on them and they might be wary about coming up with any complaints regarding their new assignment with their boss. In such a scenario, contact with the IA manager was useful because it could ­encourage them to open up. With the economic situation around the globe still gloomy, experts felt that organizations would be forced to take a second look at the costs associated with international staffing. Some felt that organizations would send fewer people on international assignments or allot them to shorter terms abroad. They even predicted that the high compensation and benefits generally associated with foreign assignments could also see cuts. While AstraZeneca had also taken measures to cut costs (specifically tax costs) by sending employees on short-term assignments, Daly noted that this was not always possible. When the expat had a family and was being posted for a longer term, Daly pointed out that some of the elements of AstraZeneca’s expat packages, such as comprehensive destination support and educational counseling for expatriate children, played a critical role in ensuring the employee’s productivity. These supports ensured that the expatriate family could settle down in the host country. Not providing them might prevent employees from focusing on their new job, putting the company’s investment at risk, so the company was not looking at this issue in terms of expenditures alone. The company also did not have any plans to decrease the number of its staff deployed internationally. According to Daly, “Our recent focus has been less on reducing numbers of international assignees and more on making the right decisions about who goes on assignment; why they go; and perhaps most important, how the skills and experience gained abroad will be leveraged in their next role, post assignment.”9