You have a budget of $20,000 to help your client spend over a monthâs time to publciizie some aspect of their business.
You determine the retail business and its demographic target.
Your job is to make the best use of your clientâs money in a multi-media buy.
Research the media in the market of the business, to include radio & TV, cable, newspaper, magazine, billboards and social medium. Find out the cost of running ads with them.
Create a plan to use the $20K to contact the maximum number of potential customers, based on the target demographics of the retain business and the local media.
client, with whom you have built a trustful business relationship, as you to guide a large media buy for a 3-month period (one quarter) concerning their new product line or service line. Your budget is $30,000 for the quarter. You will work up a presentation to make on March 30. All class members are in the committee. Assign tasks for each to contribute to the media buy.
Here are the parameters:
Parameters for Sales Project
The businessâPublix of Troy University
The promotion: âNeed Food Pleaseâ cards for college students
Your task: research the costs of local and regional traditional and social media
Your goal: advise the owner of Publix in Troy how best to use the $30,000 allotted for this promotion
Traditional media to research for prices:
Broadcast/radioâWTBF-FM and WTBF-AM in Troy, WKMX in Dothan, WLWI in Montgomery
Broadcast/TV-Troy Cable; WSFA, WAKA and WCOV in Montgomery; WTVY in Dothan
Print-Troy Messenger, Tropolitan, Dothan Progress, Montgomery Advertiser
Billboards-Kinetic and Static (in Troy)
Social Media-Facebook, Twitter, SnapChat, Spotify, YouTube etc
You decide how much to spend and with whom you spend it. You do not have to spend something with everyone.
Sample Solution
reinsurers, therefore, allowing the PRA (subject to any Brexit agreement) to make changes to UK rules that it has previously expressed a desire to implement but has been unable to do so, such as re-evaluating the risk margin. It can be argued that this again presents a marginal benefit to the UK, nevertheless, it is dubious to suggest that this will compensate for a total loss in passporting rights, particularly in context of the fact that Solvency II provides no third party equivalence regime for direct insurers, resulting in dozens of UK insurance companies being unable to operate in the EU/EEA without a local licence, a costly and bureaucratic process. The Markets in Financial Instruments Directive recently revised and now MiFID II provides for passporting for financial services institutions, specifically for services such as securities, funds and derivatives and recently came into force in conjunction with the Markets in Financial Instruments Regulation (MiFIR). The Undertakings for Collective Investment in Transferable Securities (UCITS) is a longstanding regulatory framework that provides passporting rights. UCITS specifically deals with asset management. The UK is Europeâs largest asset management centre and has, therefore, enormously benefitted from the passporting regime: 244 UK asset management passport into continental Europe (âoutboundâ passport), this compliments the many EU domiciled firms that passport into the UK (inbound passport). One consequence of leaving the EU, therefore, is a loss of this highly prized passporting right, exacerbated by the fact that UCITS does not provide for a third party regime. The Investment Association has lauded assurances by the British government that, going forward, UK domiciled asset management institutions will be able to establish funds that are based on the same structure as UCITS in the UK. This, therefore, represents a further tangible impact that Brexit will have on the UK financial services regime â the UK will have to develop its own regulations in certain sectors and, in this case, will attempt to emulate existing EU regulatory frameworks in the asset management sector, despite the fact that the privilege of passporting will not be extended to the UK post-Brexit and no equivalence regime exists. Nevertheless, for the asset management sector, it will provide an internationally recognised and respected regulatory system which should enable to fund managers to continue to prosper after Brexit. A different approach that asset management firms could adopt, in the face of>
reinsurers, therefore, allowing the PRA (subject to any Brexit agreement) to make changes to UK rules that it has previously expressed a desire to implement but has been unable to do so, such as re-evaluating the risk margin. It can be argued that this again presents a marginal benefit to the UK, nevertheless, it is dubious to suggest that this will compensate for a total loss in passporting rights, particularly in context of the fact that Solvency II provides no third party equivalence regime for direct insurers, resulting in dozens of UK insurance companies being unable to operate in the EU/EEA without a local licence, a costly and bureaucratic process. The Markets in Financial Instruments Directive recently revised and now MiFID II provides for passporting for financial services institutions, specifically for services such as securities, funds and derivatives and recently came into force in conjunction with the Markets in Financial Instruments Regulation (MiFIR). The Undertakings for Collective Investment in Transferable Securities (UCITS) is a longstanding regulatory framework that provides passporting rights. UCITS specifically deals with asset management. The UK is Europeâs largest asset management centre and has, therefore, enormously benefitted from the passporting regime: 244 UK asset management passport into continental Europe (âoutboundâ passport), this compliments the many EU domiciled firms that passport into the UK (inbound passport). One consequence of leaving the EU, therefore, is a loss of this highly prized passporting right, exacerbated by the fact that UCITS does not provide for a third party regime. The Investment Association has lauded assurances by the British government that, going forward, UK domiciled asset management institutions will be able to establish funds that are based on the same structure as UCITS in the UK. This, therefore, represents a further tangible impact that Brexit will have on the UK financial services regime â the UK will have to develop its own regulations in certain sectors and, in this case, will attempt to emulate existing EU regulatory frameworks in the asset management sector, despite the fact that the privilege of passporting will not be extended to the UK post-Brexit and no equivalence regime exists. Nevertheless, for the asset management sector, it will provide an internationally recognised and respected regulatory system which should enable to fund managers to continue to prosper after Brexit. A different approach that asset management firms could adopt, in the face of>
