Identify and develop a methodology to collect data that will guide or influence strategic and/or organizational management.  Identify key data points, rates, indicators that can be used to measure EMPI data quality.

Overview/Scenario:TheHealth Information Exchange Organization (HIEO)was launched several years ago with the goal of helping to lower the state’s staggering healthcare expenses and improve the state’s consistent poor rankings in leading health indicators, including obesity, smoking, diabetes and heart disease. Improving healthcare through the enhanced use of information technology and data exchange is the heart of what we do. We manage one of the country’s largest and most successful health information exchange (HIE) networks, provide advisory services that help healthcare professionals effectively use technology and improve care delivery, and supply health plans and accountable care organizations (ACOs) with valuable data that enhance analytics and population health programs. We’ve been in existence for several years and now have the majority of the state’s hospital providers and have many physicians, reference lab, diagnostic radiology centers, mental health providers and other providers participating in our exchange. All participating organizations send electronic health information to the exchange including hospital transcribed documents (H&Ps, Discharge Summaries, Operative Reports, etc.), lab results, diagnostic radiology results, and other clinical documentation.As an independent, nonprofit organization, we are dedicated to serving all of the state’s healthcare stakeholders including physicians, hospitals, behavioral health, emergency medical services, public health, long-term care, laboratories,imaging centers, health plans, communities, and patients. We are self-sustaining and our funding comes from a fee-based subscription model. We were previously the recipient of three grants focused on building capacity for statewide health information exchange, including two grants from theAmerican Recovery & Reinvestment Act (ARRA) HITECH program.Our Mission is: Through information exchange, we improve health and healthcare.Our Vision is: Patients will be measurably healthier as organizations and individuals that contribute to health and healthcare effectively utilize information provided by the HIEO to continuously improve patient care and population health.Type of organization: State Health Information ExchangeNumber of patients served, number of admissions etc.: Over 4.5M patients are represented in our exchange database, representing over 75% of the state’s population.Staff: The executive team is comprised of our CEO, CIO, and CFO. We also have marketing and sales staff, administrative and finance staff and technology staff who support our exchange database and create and manage HL7 interfaces between our database and each participating organization’s system. In the past year, with the launch of our Information Governance (IG) program, we have added a Chief Data Officer (CDO) and five Data Integrity Specialists to our team.IG Program Description:In partnership with the communities and people we serve, we have expanded our data use policies with the goal of improving the integrity and quality of the data we store on each patient. We created an HIM Steering Committee, chaired by the CDO, to provide oversight to our IG activities and it is comprised of HIM and IT professionals from our member organizations. This Steering Committee creates a report on a quarterly basis that is presented at the HIEO board’s meeting and a more detailed report presented monthly to the HIEO’s executive team. We have developed policies and procedures to guide our Data Management processes. These policies cover data management oversight, data management responsibilities, types of data management staffing required, staff training requirements, quality assurance processes and reporting, and accountability and authority of the HIEO, the Steering Committee, and the CDO.We are also a participant in theeHealth Exchangeinitiative, a group collaborating on and working toward interoperable health information exchange, andDirectTrust, a non-profit, competitively neutral entity created by and for participants in the Direct community, including HISPs, CAs and RAs, doctors, patients, and vendors.Staff: Currently 6 FTEs; Chief Data Officer is required to be a Registered Health Information AdministratorHow long in place: Chief Data Officer for 2 years; Data Integrity Specialists for 2-6 monthsCulture: The first few years of the HIEO’s existence showed an entrepreneurial culture where each employee was empowered to make decisions to support growing the HIEO. While initially supportive of the growth, after time as it grew, the organization became disorganized as their efforts were too much in silos. We began receiving complaints from our members about not being able to find all of one patient’s information in the database. The executive team pulled together and developed a strategic plan to not only focus on growth but also on developing a culture of teamwork, mutual trust, and quality services.Data System: The HIEO utilizes a centralized model for its data exchange. It stores the clinical data for each patient and organizes that data in a single record for the patient. This is accomplished through the databases “backbone”, its Enterprise Master Patient Index (EMPI). Its exchange capability provides the sharing of continuity of care documents (CCD), results, transcribed documents, medication and problem lists and links to diagnostic images.Prior State Analysis:How was information organized prior to the IG program?Participating organizations send interface transactions into the HIEO’s database and contain information such as lab results, diagnostic imaging results, etc. These interface transactions had to meet basic record match criteria such as matching on the Assigning Authority from the sending organization and medical record number (or other unique patient identifiers for that organization.) If the transaction did not meet that first level of record match a demographic data match was attempted. The last name, first name, date of birth and address was used to determine if a record for that patient already existed in the database. If these four elements matched exactly, the transaction was posted to the existing record. If it did not meet these four criteria, a new person/patient level record was created in the HIEO database and the transaction information posted to the new record.Additionally, transactions were evaluated to determine that minimum record and patient identity data fields were populated including assigning authority, medical record number (or corporate medical record number), patient’s last name, first name, date of birth and gender. If these basic minimum requirements did not exist, the transaction failed to post to the HIEO database.No communication was sent to the participating organization regarding failed messages. Additionally, no data integrity assessment was done on transactions received to determine whether data values were populated with default data values and therefore no reporting was provided back to the sending organization on the quality of the data they sent.Describe data management program:Following the completion of the HIEO’s new strategic plan, the CDO was hired to implement a new data management program. Initially, she had queries run on the HIEO database to identify the volume of records with the inadequate population of key record matching data fields including the patient’s last name, first name, middle name, date of birth, gender, last four of the SSN, address and telephone number. She analyzed the results of these queries to stratify them by members, date ranges of transactions received and each individual data field.New policies and procedures were then developed to describe minimum data requirements for patient identity, record matching guidelines, duplicate record validity decision-making, interface requirements related to minimum data and data mapping, interface test plans with scenario use cases and testing scripts, data integrity evaluation and maintenance processes, record correction/merging procedures, reporting of data integrity issues and duplicates to provider members and data integrity reporting. These policies and procedures were presented by the CDO to the executive team. Following the initial approval by the executive team, the CDO presented the program and the policies to the full board and they were approved. The data management program was now official.Eighteen months ago the CDO began presenting to the executive team monthly reports on member data integrity and quality. A high-level data integrity report was provided a year ago to the HIEO board which showed by members (anonymously) the percent of transactions the HIEO received with blank or default values on key demographic data values. Additionally, research into new record matching algorithm and data integrity products was completed and a product was selected that can be integrated into the existing HIEO platform. After receiving the data integrity report and the financial proposal for the record matching/data integrity product (“identity management” product), the board approved the acquisition of this new technology. This new product utilizes an advanced record matching algorithm that is error-tolerant of typical data discrepancies across multiple records for the same patient. It also has a workflow tool that allows for efficient review of possible duplicate records, error queues for data integrity issues and the evaluation and reporting of such and to support management reporting needs. It was implemented six months ago.Additionally, in the past year, the CDO began hiring data integrity staff to monitor the daily error logs and aggregate results from these error logs weekly and provide this data to the CDO. Initially, these specialists were only able to monitor and aggregate results from the error logs. Subsequent to the implementation of the new identity management product the specialists are now reviewing the potential duplicate queue in addition to working the transaction error queues. One specialist was appointed as Data Manager and she is responsible for compiling the reports to each member organization regarding the summary of data integrity issues on a monthly basis. Additionally, she provides a list of the data integrity issues for the applicable member’s records. Another responsibility she has is to summarize the intra-facility duplicates sent to the HIEO by each organization and provide that report monthly to the CDO. She also provides each member with a list of their intra-facility duplicates in order for the member organization to resolve these possible duplicates in their source system.The CDO designed dashboard reports for presentation to the executive team and the board generated from the identity management product. These reports will address the HIEO’s strategic initiatives and goals set forth by the executive team, HIM steering committee, and board.After the implementation of the identity management product, a data analysis of the entire HIEO EMPI database was completed. This analysis identified a 30% cross-organization duplicate rate, intra-organization duplicate rate of 8% and several data integrity issues including 35% of the records having a blank value in the last 4 digits of the SSN, 70% of the records missing a middle name value and 10% having a default value in the date of birth field. All of these data integrity issues severely compromise the HIEO in successfully matching records for the same patient from different member organizations. The HIEO set a goal of reducing cross-organization duplicate rates to less than 5% which was approved by its board and communicated to its members.The CDO created a plan to resolve the duplicates, work with member organizations to improve patient identity data capture processes in each organization and begin a monthly reporting process to the members, the executive team and the board. The plan included creating a data dictionary with definitions of key patient identity demographic data elements to be shared with all members, documenting the HIEO’s EMPI data model, working with the HIEO technical team to ensure appropriate data mapping of values in transaction messages sent into the HIEO, contracting with an identity management cleanup company to resolve cross-member duplicates, providing members with their intra-organization duplicates and summary reports. Summary reports included data integrity statistics and data patterns, member duplicate rates and overall cross-organizations duplicates with the HIEO database created due to incomplete or discrepant data.Following the initiation of the reporting and post the cleanup, the HIEO was able to reduce the cross-organization duplicate creation rate to less than 10%, and an improvement in data capture of SSN, middle name and date of birth. Intra-organization duplicate rates only dropped to 6%. These results allowed the data integrity team to successfully manage these issues and provided the needed information for the CDO to continue to work with member organizations on data integrity improvements in each organization. The number of complaints filed by member organizations and providers dropped 50% and it is expected they will continue to decrease as subsequent efforts by the HIEO and member organizations continues.IG Drivers:The HIEO began to get complaints from participating physicians and other organization members regarding four major issues:Results and other information from the incoming transactions were posting to the wrong patient (overlaid records)Duplicate records existed in the HIEO’s database for the same patient sent from each sending organization.Lack of accountability to “cleanse” source system to assure information is valid.No reporting back to sending organizations regarding the quality of the data they’re submitting or the sending organization’s duplicate records.As specific examples were researched, a fifth challenge was identified. This was related to the HIEO’s system having immature tools to identify, resolve duplicate records and pull apart data from an overlaid record.IG Program Structure:The Executive Vice President (EVP) for HIE Network Integration serves as the accountable executive for the exchange program. S/he shall have the authority to delegate strategic alignment to other accountable executives in the HIEO. The Chief Data Officer (CDO) is the strategic executive charged with the strategic development of the IG program as noted previously.As a clinical data repository (CDR), our HIE is structured as a “centralized” exchange model. Participating organizations shall sign a Business Associates Agreement (BAA) which outlines the accountabilities of the HIEO and the participant. Our organization has established an infrastructure and IT governance process that manages and keeps secure all data contained within the CDR. The HIEO is accountable for assuring version control of software, DURSA requirements for exchange, any necessary dispute resolution. The CDR meets all of the Direct Trust requirements for interoperability. The exchange of information is done via continuity of care documents (CCD’s) and a subset of information from each participating organization’s electronic medical record (EMR). All organizations must have attested to meaningful use and have a fully functional EMR which can interface with the HIE; a “common” EMR is not a requirement. The participant organization is responsible for managing all IT interface connection testing while incorporating the HIEO testing standards and “build”. Participating organizations are responsible for managing their consent and authorization process consistent with state/federal requirements, maintaining appropriate auditing processes for users, maintaining secure log-on requirements and complex password maintenance. The HIEO and the provider organization will work in a collaborative manner to resolve any security threats or breach events that might result. The HIEO shall stipulate to “good maintenance” requirements as a part of their oversight and administrative duties. Servers with maintaining the CDR data is maintained off-premise in the organization’s data center with redundant servers located in a separate location.The HIEO has an established information governance (IG) program to support the EMR and the CDR. The framework for IG follows the tenants described by the American Health Information Management Association (AHIMA) and the American Record Management Association (ARMA).The IG program has established a HIM steering committee as its governing body. At the time of development, a project management (PM) approach was taken in order to ensure stakeholder involvement and strategic alignment. This organization has a centralized approach to IG within the organization. There is a centralized authority led by the EVP and CDO with a secondary group of leaders from across the organization that provides control and decision-making authority for information obtained at the enterprise level. There are subgroups with responsibilities for data within their respective business areas, and additional staff can be brought into the program to design workflows. (from AHIMA IG toolkit).Project components in establishing our IG program included: (from AHIMA toolkit)Identification of accountable executiveCharter development: A charter provides the framework for a project and is intended to include and identify:Executive summaryProject definitionProject approachMeasures of successStakeholders,Budget,Approval processProject Plan Developmentto includeInitiation: The initiation phase sets up the framework for the program. Components to our initiation phase included the creation of the charter, a communications plan, defining the core team and the accountable oversight committee, and identification of the project manager.Planning:The planning phase informed the development of our project plan. We initially created a preliminary scope statement to allow us to evaluate and prioritize ad hoc requests for work. An IG project plan was developed and continues to be updated as new initiatives are undertaken. The team defined time periods for planning and then adjusted as the project moved forwardExecution: Execution of IG plans can take many forms. Our organization defined the project deliverables, focus, and quick wins we could achieve to keep the momentum going for all of our activities. Throughout the execution phase, the team focused on deliverables that built value and created a compelling story for success. We created processes, developed policies and procedures and trained our team.Monitoring/Control: Assessment of schedules, scope, budget and change management process was ongoing throughout the implementation of our IG programProject closure: project was completed, the project manager took steps to appropriately close each milestone and deliverable. As each deliverable was closed we updated the status report as well as identified any operational owners who will manage these steps in the future.Organizational Impact:The IG program has created new synergy in managing information that supports care delivery for HIEO participants. The project plan, once implemented, created a standard for information maintenance and accountability. During the implementation period, there was significant focus on “quick wins” for the program and notably, there were several challenges that were positively impacted.After initiation of the project and a period of normalization, identified gaps in some of the types of analytic reports, a deeper understanding of consent management, operational accountability for contributing partners for consent values and managing problem lists and medication reconciliation were identified. The initial project plan had identified “accountability” but did not describe specific requirements and analysis needs. This has unfortunately resulted in unresolved redundant data in the EDW which has created dissatisfaction and concerns of data accuracy and integrity. Audit tools exist within the HIE process but the reports are difficult to interpret and need to be re-tooled to be more user-friendly. Patient matching has worked well, however, the process for individual organizations to manage respective EMR transactions has been problematic. Consideration is underway by the CDO to implement a new project plan to identify gaps and mediation strategies, specifically related to contributing partner consent management.IG Challenges Resolved:Reportingas a result of the governance tactics employed and working with the respective provider groups, standard reports have been developed for each of the practices. These provide information related to numbers of individual patients contributed by the organization, query results, required fields which need completion, user ID access. Importantly, reporting has now expanded to include patients who appear to have duplicate records and need to be merged. These are provided to the organization in a “work queue” daily in order to be addressed by the contributor.Data Management: Patient consent management is a significant component of any exchange of information between providers. Best practice standards have been established by the HIEO, which are shared with the participating organizations for consideration in their doors to manage duplicate patients, problem lists, medication lists (expired vs current), allergies.Patient Identity management solutions: Policies and procedures, rules related to patient identity, merge criteria, data correction/moves have been established by the HIEO. Individual participant organizations must develop P&P for management of their individual patient data. Measurable improvements in patient identity data quality were realized. The level of complaints from member organizations and providers dropped.Benefits Realized:Following the implementation of the IG program and its related activities, the HIEO gained knowledge regarding key data quality initiatives needed to effectively manage its record matching. The staffing required to manage error queues and duplicates was able to be maintained with increases, even as the HIEO membership grew and volume of EMPI records increased. This was a direct cost savings to the organization. The HIEO’s reputation within the state improved and additional member organizations joined.Summary:The IG program has created new synergy and partnership in managing information that supports care delivery for HIEO participants. Providers have a broader clinical profile that supports population health and works to decrease costs. Patient matching tools and initiatives have been implemented which has significantly improved the provider experience, patient experience, decreased the need for redundant testing and improved the care continuum for the patient.Deliverables:Submit one (1) single Microsoft Word documentIdentify and develop a methodology to collect data that will guide or influence strategic and/or organizational management. Identify key data points, rates, indicators that can be used to measure EMPI data quality.This effective exchange of medical information amongst HIEO members relies on their trusting that each patient has one and only one unique identifier within the HIEO system. Management of the HIEO’s Enterprise Master Person/Patient Index (E/MPI) is a key strategic activity because the E/MPI is the backbone of the HIEO’s clinical repository The Enterprise Data Integrity Team is accountable to the HIEO Information Governance Committee. Describe those individuals/ departments that should be involved and define what each of their roles is. Define the purpose and the value to the organization of an Enterprise Data Integrity team. Explain the Enterprise Data Integrity team’s accountability within the enterprise.Create an organizational guideline to measure data quality checks that promote the accuracy of cross-organizational patient identity matching. Define the organizational burden and accountability for each HIEO member to assure integrity, completeness, and accuracy of patient identification data.Prepare an HIEO policy which provides clear guidance to all contributors in the HIEO on the use of patient consent. Use the statutory guidance for consent in your state in developing the policy. Is your state assumed to have patient consent “opt-in” unless they specifically decline or is your state an “opt out” which assumes no consent for disclosure unless a consent has been signed? In the policy, discuss how the consent value is managed by the contributing parties, e.g., collected, stored, updated and sent to the HIE. Identify any other specific types of consent values which need to be considered for consent management (e.g., 42 CFR part 2 and others specific to your state such as HIV, STD, genetic testing).Create a business flow chart which identifies and describes the accountable owner, information source system, and transaction flow to the HIEO; see attachment A as an example of an HIE transactional database. Identify and describe the inbound and outbound interface transactions from the central model of the HIE. Note additional components may be used to describe the transactions.

Explain how cookies can show that a user has visited a site if that user’s history has been deleted.

Explain how cookies can show that a user has visited a site if that user’s history has been deleted.Optional: install Windows Historian and see the sites visited by a particular user.Use your own words.Attach your WORD document here.https://www.youtube.com/watch?v=dMoIocnElCY

Calculate values of the labeled specific enthalpies in the following inlet—outlet enthalpy table for this process.

Propane gas enters a continuous adiabatic heat exchanger’ at 40°C and 250 kPa and exits at 240°C superheated steam at 300°C and 5.0 bar enters the exchanger flowing counter currently to the propane and exits as a saturated liquid at the same pressure.(a) Taking as a basis 100 mol of propane fed to the exchanger, draw and label a process flowchart. Include in your labeling the volume of propane fed (m3), the mass of steam fed (kg), and the volume of steam fed (m3).(b) Calculate values of the labeled specific enthalpies in the following inlet—outlet enthalpy table for this process.(c) Use an energy balance to calculate the required mass feed rate of the steam. Then calculate the volumetric feed ratio of the two streams (m3 steam fed/m3 propane fed). Assume ideal gas behavior for the propane but not the steam and recall that the exchanger is adiabatic.(d) Calculate the heat transferred from the water to the propane (kJ/m3 propane fed). (Hint: Do an energy balance on either the water or the propane rather than on the entire heat exchanger.)(e) Over a period of time, scale builds up on the heat transfer surface, resulting in a lower rate of heat transfer between the propane and the steam. What changes in the outlet streams would you expect to see as a result of the decreased heattransfer?

What were some of the attributes that he or she possessed?

In your own words, answer this unit’s discussion questions in a main post (recommended minimum 300 words)Assignment DetailsTeam and leadership experts can perform at least two different roles. One is the role of a consultant. The other is the role of a coach.Have you ever had a leader who was also a good coach? Reflect on the techniques used by this leader.What were some of the attributes that he or she possessed?Discuss a minimum of 1 attribute that seemed to be most important or most crucial to being a good coach.To get you started, think about how this pertains to your work, sports, church, or school history. If none of these apply, think of how leadership works in your family structure. Did any of the leaders in these contexts give you coaching? Reflect upon the techniques used by this leader. What were some of the attributes that he or she possessed? Discuss at least 1 attribute that seemed to be most important or most crucial to be a good coach.

Describe how one recent change in the marketplace (purchasing habits or social, economic, and political events, for example) has affected distribution of products.

Reflect from Milestone 2-1, 4-2 to complete.in the Module Two milestone, you selected a product and developed a persona that reflects your target market. Your work on this milestone must be based on the same product selection Gourmet truffles with fruit, herb, and flower extract infusions. Review the feedback from your instructor on your persona, and make any needed improvements before completing this assignment. Your work on this milestone must be based on that corrected persona.In this milestone, you will consider how to make decisions about place, meaning the distribution channels to use for your chosen product. Specifically, you will consider trends in the marketplace that are affecting distribution channel use and which distribution channel may be appropriate for the target market (i.e., persona). Specifically, you must address the following rubric criteria:Recent Change in the Marketplace: Describe how one recent change in the marketplace (purchasing habits or social, economic, and political events, for example) has affected distribution of products.Distribution Channel: Recommend one potential distribution channel (direct-to-consumer, retail, wholesale, distributor, or agent/broker) for your chosen product, and explain why it is appropriate given your product and persona. (Use the persona you developed in the Module Two milestone with revisions based on instructor feedback.)

How much should the bank  invest in each of the asset classes to maximize total expected return?

A bank has $650,000 in assets to allocate among investments in bonds, home mortgages, car loans, and personal loans. Bonds are expected to produce a return of 10%, mortgages 8.5%, car loans 9.5%, and personal loans 12.5%. To make sure the portfolio is not too risky, the bank wants to restrict personal loans to no more than 25% of the total portfolio. The bank also wants to ensure that more money is invested in mortgages than in personal loans. And it wants to invest more in bonds than personal loans. Formulate this as an LP in a spreadsheet and solve with Solver. How much should the bank invest in each of the asset classes to maximize total expected return?

Analyze the roles that managers must play in order to be effective team members and leaders within a criminal justice organization and present how you will apply these roles as you lead your department.

Assume you are a newly hired police chief in a medium-sized police department.The political leaders specifically hired you to make changes within the department.During your career, you have been known as a “Cop’s Cop.”The operations of the new department seem to be stuck in the past.There haven’t been many changes in the past 20 years. More specifically, there has not been a focus on using a team approach toward managing interaction within the department or with the community.The Common Council of your community has requested a report from you on how you intend to approach this challenge.Research and analyze a police department in your area to determine the following:How do they use teams and manage team interaction?What tactics do they use in their decision making?How do they successfully interact with their community?Develop a 10- to 12-slide Microsoft PowerPoint presentation explaining how you intend to approach this challenge. Your goal is to develop the department into a more productive, high-performance organization. Complete the following in your presentation:Analyze the basic characteristics of groups in criminal justice organizations and describe how you will apply these characteristics in your department.Evaluate the concepts of teamwork and high-performance teams in criminal justice organizations and explain how you will use these concepts to achieve your goals.Analyze the roles that managers must play in order to be effective team members and leaders within a criminal justice organization and present how you will apply these roles as you lead your department.Explain how your implementation of these strategies in your department will improve internal operations, as well as connect to and interact with the community more efficiently in the 21st century.Research these issues using the following sources:Media accountsPersonal interviewsInternet sourcesPolice department official statementsOther resources you think are important.Cite a minimum of 3 sources in addition to your textbook.Submit your assignment.ResourcesCenter for Writing ExcellenceReference and Citation GeneratorGrammar Assistance

Define strategic international human resource management (IHRM). What role does IHRM play in the expansion of a company to a host country?

Prior to beginning work on this discussion forum, read Chapter 20 of the course textbook. Support your answer with at least one credible, recent source in addition to the course textbook. Your initial response should be 200 to 300 words.Define strategic international human resource management (IHRM). What role does IHRM play in the expansion of a company to a host country? What key components must an IHRM plan contain?Describe your ideal international career. Is it in the private sector, government, or nongovernmental organization (NGO)? What industry? What area (e.g., production, sales, HR, etc.)? What attracts you to this career? How has this course impacted your future career choice?Guided Response: Respond to at least two of your classmates by commenting on their posts with constructive comments that move the conversation forward. Though two replies are the basic expectation for class discussions, for deeper engagement and learning you are encouraged to provide responses to additional students and to respond to any comments or questions from other students. In addition, responding to the instructor’s questions or comments is mandatory. Continuing to engage with peers and the instructor will further the conversation and provide you with opportunities to demonstrate your content expertise, critical thinking, and real-world experiences with the discussion topics.

How do these sites track purchases or donations as users navigate the site?

Visit three different websites: an e-commerce site of your choice, a non-profit site, and then a government website. For each site, assume you want to accomplish an e-commerce task: make a purchase, a donation, or perform a government-related task (apply for a job, pay taxes, pay a ticket, etc.). Compare your overall experiences on each site, and note how easy it is to accomplish the tasks:How do these sites track purchases or donations as users navigate the site?Do all the sites use secure transmissions for e-commerce (https://)?What improvements would you recommend for these sites?Be sure to list the sites you visited and the type of task you tried to accomplish during your visit.Share your answers to these prompts in your initial post. Then scan your classmates’ threads and reply to at least TWO classmates whose answers interest you most. In your reply, comment on what you like about his/her sharing. Further the discussion in a direction you deem appropriate.

Explain how you would apply the segmentation, targeting, and positioning (STP) approach to market the product in the foreign market.

PLEASE USE ANY OF THE ATTACHED BOOK CHAPTERS FOR REFERENCES AS WELL. PLEASE READ ALL REQUIRED STEPS. THANK YOU!The Final Paper should demonstrate an understanding of the materials (texts, assignments, and discussions) covered in this course.Assume the role of Marketing Manager. Select a product (good or service) that is sold in the United States and has sales opportunities in a foreign market. Apply your critical thinking skills and the knowledge you have acquired throughout this course and address the following in your Final Paper:Describe the product you selected in terms of the four utilities of customer value.Identify the product’s target market at home and in your stated foreign market.Indicate the competition of the product category in both home and foreign markets.Explain how you would apply the segmentation, targeting, and positioning (STP) approach to market the product in the foreign market.Discuss the major environmental facts and trends in the foreign markets that might affect sales of the product.Explain how you would develop, execute and measure a campaign for this product considering the four p’s (product, price, promotion, and place).Discuss the U.S. and international ethical marketing considerations.Writing the Final PaperThe Final Paper:Must be eight to ten double-spaced pages in length, and formatted according to APA style as outlined in the Ashford Writing Center.Must include a title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust begin with an introductory paragraph that has a succinct thesis statement.Must address the topic of the paper with critical thought.Must end with a conclusion that reaffirms your thesis.Must use at least five scholarly references beyond the course text.Must document all sources in APA style, as outlined in the Ashford Writing Center.Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing CenterCarefully review theGrading Rubric for the criteria that will be used to evaluate your assignment.

× How can I help you?