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Questions 196-200 refer to the following memo and e-mail message. MEMO To: All employees From: Frank Palmer, CEO Date: October 3 Subject: Budgeting for marketing We will need annual revenues of more than $3,000,000 to support our marketing plan. Currently, an average of 5. 0% of our total sales is used for marketing expenses. We need to increase that amount from this year. It is our belief that strong marketing will make us more competitive. Our rival, Poliris Corp, has increased their revenues by investing more into marketing. However, we will not invest more in marketing activities if our revenues decrease. According to our analysts, we can anticipate at least a 3% rise next quarter. Please send me any questions, comments or suggestions you might have about this matter by e-mail at palmer@nova. com. To: Frank Palmer ＜palmer@nova. com＞ From: Karen Livingston ＜karen@nova. com＞, Human Relations Director Date: October 4 Subject: Budgeting for marketing Dear Frank Palmer, I have a question about the memo you sent out. How often will revenues be tracked I believe that we need to keep track of how much revenue increase we will have as a result of this new marketing budget plan. We also need to consider our fixed costs such as salaried staff. I believe this plan will require more staff, so we should be considering those extra costs. I’d like to go over these points, as well as other issues in relation to the staff, with you in person. Please let me know if you are available for a meeting on Friday. I’m meeting with a client in the morning, so the afternoon would be best. Regards, Karen Livingston What should an employee who has a comment on the memo do
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简述价值链分析的含义以及价值链分析的主要活动和辅助活动。
在上海证券交易所上市的大河啤酒成功地在中国西部一个拥有300万人口的C市收购了一家啤酒厂，不仅在该市取得了95%以上市场占有率的绝对垄断，而且在全省的市场占有率也达到了60%以上，成为该省啤酒业界名副其实的龙头老大。C市100公里内有一家白云山啤酒公司，3年前也是该省的老大。然而，最近白云…啤酒因经营不善全资卖给了一家境外公司。 白云山啤酒在被收购后，立刻花了近亿元的资金搞技改，还请了世界第四大啤酒厂的专家坐镇狠抓质量。但是新老板清楚地认识到白云山啤酒公司最短的那块板就是营销。为一举获得C市的市场，白云山不惜代价从外企挖了3个营销精英，高薪招聘20多名大学生，花大力气进行培训。 省内啤酒市场的特点是季节性强，主要在春末和夏季及初秋的半年多时间。一年的大战在4、5、6三个月基本决定胜负。作为快速消费品，啤酒的分销网络相对稳定，主要被大的一级批发商控制。白云山啤酒没有选择正面强攻，主要依靠直销作为市场导人的手段，派销售队伍去遍布C市的数以万计的零售终端虎口夺食。白云山啤酒的攻势在春节前的元月份开始了，并且成功地推出了1月18日C市要下雪的悬念广告，还有礼品附送。产品覆盖率和重复购买率都大大超出预期目标。但是，白云山在取得第一轮胜利的同时，也遇到了内部的管理问题。该公司过度强调销售，以致把结算流程、财务制度和监控机制都甩在一边。销售团队产生了骄傲轻敌的浮躁，甚至上行下效不捞白不捞。公司让部分城区经理自任经销商，白用公司的运货车，赊公司的货，又做生意赚钱，又当经理拿工资。库房出现了无头账，查无所查，连去哪儿了都不知道。 面对竞争，大河啤酒在检讨失利的同时，依然对前景充满信心。他们认为对手在淡季争得的市场份额，如果没有充足的产量作保障，肯定要跌下来；而且大河的分销渠道并没有受到冲击。 大河啤酒的投资回报率和资本成本分别为22%和8%，预计销售增长率和可持续增长率分别为30%和16%，预计销售的高增长态势可以延续。 要求： 运用SWOT分析法对大河啤酒进行分析；
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