SPCH 1000 Lecture Notes - Lecture 9: Thesis Statement

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23 Oct 2016

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Choosing a good topic: conduct a personal inventory brainstorm narrow the topic. Providing new information or perspective- give the audience something new to think about. Agenda setting- make people aware of something. Creating positive or negative feelings- appealing to the audience"s emotions. Strengthen a commitment- make people agree with you or accept your point of view. Weaken a commitment- change people"s minds about something. Conversion- persuading people to change their minds. Inducing a specific action- make people want to do something. The general purpose statement is the description of the purpose of your speech. The specific purpose statement focuses on the outcome of the speech. So, what you want your audience to get from the speech when you"re done. The thesis statement is the central idea or claim made by your speech. This will be the final step in organizing your speech. Personal experiences: something you have experienced for yourself.

Related Questions

This discussion involves a business ethics case that companies and boards of directors regularly face in conduction business.:

1. Identify the most important and ethical issues arising from the situation.

2. Identify the viable options for addressing these issues and the ethical implication of the identified options.

3. Reach a definite resolution of the ethical issues by choosing what you think is the best option.

4. Develop a strategy for implementing your resolution. Please cite your references.

Background

Paul Oliver, Sr., immigrated to the United States from Greece. After working for several wineries, he started Oliver Winery, Inc., which eventually found a market niche in non-varietal jug wines. Through mass-marketing techniques, the company established a substantial presence in this segment of the market. Ten years ago, Paul, Jr., joined the firm after receiving a degree in enology (the study of winemaking). He convinced his father of the desirability of entering a different segment of the wine market: premium varietals. To do this, the company needed a large infusion of capital to purchase appropriate vineyards. Reluctantly, Paul, Sr., agreed to take the company public. The initial public offering succeeded, and 40 percent of the company's stock went into outsiders' hands. Also, for the first time, outsiders served on the board of directors. Although Paul, Jr., wanted to use a new name for the premium varietal to appeal to a more upscale market, his father insisted on using the name, Oliver.

Board Meeting

The board of directors met, along with Janet Stabler, the director of marketing of Oliver Winery, Inc. The following directors were in attendance:

Paul Oliver, Sr., chairman of the board and founder of the company

Paul Oliver, Jr., CEO, has an advanced degree in enology

Cyrus Abbott, CFO, has an MBA

Arlene Dale, the comptroller, has a CPA with a master's degree in accounting

Raj Ray, COO, has a master's degree in industrial engineering

LaTasha Lane, vice president legal, has a J.D. degree

Elisabeth Constable, the union representative to the board, has a GED degree

Rev. John W. Calvin, the outside director, has a Doctor of Divinity degree

Carlos Menendez, the outside director, has an MFA degree

Oliver, Sr.:

The next item on the agenda is a proposal to develop a new line of wines. Janet Stabler will briefly present the proposal.

Stabler:

Thank you. The proposal is to enter the fortified wine market. It's the only type of wine in which unit sales are increasing. We'll make the wines cheaply and package them in pint bottles with screw-on caps. Our chief competitors are Canandaigua with Richard's Wild Irish Rose, Gallo with Thunderbird and Night Train Express, and Mogen David with MD 20/20. We'll market the wine with little or no media advertising by strategically sampling the product to targeted consumers. That's it in a nutshell.

Oliver, Sr.:

Any questions before we vote?

Menendez:

Who'll buy this wine?

Calvin:

From what I know about the consumers of your competitors, it appears to me that it's bought by homeless winos.

Stabler:

Not entirely. For example, pensioners on a fixed income would find the price of the wine appealing. Thunderbird has been recently introduced into England and has become very popular with the yuppie crowd.

Calvin:

Then why put it in pint bottles?

Stabler:

For the convenience of consumers.

Menendez:

Why would pensioners want a small bottle?

Calvin:

Homeless people want it in pints so they can fit it in their hip pockets. They obviously don't have a wine cellar to lay away their favorite bottles of Mad Dog.

Stabler:

The pint-size also keeps the price as low as possible.

Calvin:

Translation: The homeless don't have to panhandle as long before they can make a purchase. Also, why would you increase the alcoholic content to 18 percent and make it so sweet if it weren't for the wino market?

Stabler:

Many people like sweet dessert wines and 18 percent are not that much more than other types of wines that have 12 percent alcohol.

Menendez:

Is it legal?

Lane:

Sure. We sell to the retailers. It may be against the law to sell to intoxicated persons, but that's the retailers' business. We cannot control what they do.

Calvin:

Isn't this product intended for a perpetually intoxicated audience that many people consider to be ill? Wouldn't we be taking advantage of their illness by selling highly sugared alcohol that suppresses their appetite? I've spoken to drinkers who claim to live on a gallon of this type of product a day.

Oliver, Jr.:

What will this do to our image? We're still trying to get our premium wines accepted.

Stabler:

Of course, we won't use Oliver's name on these wines. We will use another name.

Menendez:

Is it okay to do that?

Stabler:

Why not? Canandaigua, Gallo, and Mogen David all do the same thing. None of them put their corporate name on this low-end product.

Abbott:

We're getting away from the crux of the matter. Profit margins would be at least 10 percent higher on this line than our others. Moreover, unit sales might increase over time. Our other lines are stagnant or decreasing. The public shareholders are grousing.

Dale:

Not to mention that our stock options have become almost worthless. I'm only a few years from retirement. We need to increase the profitability of the company.

Ray:

Operationally, this proposal is a great fit. We can use the grapes we reject from the premium line. It will also insulate us from bad grape years because any grape will do for this wine. We can fill a lot of our unused capacity.

Constable:

And hire back some of the workers who were laid off!

Stabler:

It's a marketing dream. Just give out some samples to "bell cows."

Menendez:

What are bell cows?

Stabler:

Opinion leaders who will induce other consumers to switch to our brand.

Calvin:

Do you mean wino gurus?

Oliver, Sr.:

Look, if we don't do it, others will. In fact, they already have.

Abbott:

And they'll get richer, and we'll get poorer.

Lane:

Gallo pulled out of several of these skid-row markets as did Canandaigua. Little good it did. The alcoholics just switched to malt liquor, vodka, or anything they could get their hands on.

Dale:

I think our concern is misplaced. These people are the dregs of society. They contribute nothing.

Calvin:

They're human beings who need help. We're profiting off their misfortune and misery.

Oliver, Sr.:

We can take that up when we decide on what charities to support. Is anyone opposed to the proposal?

Calvin:

Is this a done deal? I believe we should contribute half of our profits from this product to support homeless shelters and other programs that benefit indigent and homeless people. If not, I must resign from this board.

Sources

Carrie Dolan, Gallo Conducts Test to Placate Critics of Its Cheap Wine, The Wall Street Journal, June 16, 1989, p. B3.

Frank J. Prial, Experiments by a Wine Maker Fails to Thwart Street Drunks, The New York Times, February 11, 1990, p. A29.

Alix M. Freedman, "Winos, and Thunderbird Are a Subject Gallo Doesn't Like to Discuss," Wall Street Journal, February 25, 1988, p. 1.

mauvecoyote443

Case Study: Wine exports to China rise in value before the mid-1990s, the wine market in Asia was non-existent and many wine producers did not see potential in the Asian markets. But during the late 1990s and early 2000s, the markets started to change, and, almost overnight, wine became a symbol of wealth and class. The only problem was that very few producers were serving the market.

As more producers became aware of the new potential markets, they started to enter China, Thailand, Singapore, Korea, and Japan. China posed specific problems for producers and importers as distribution channels and marketing strategies were virtually non-existent because the market was too new.

The wine market maintained double-digit growth from 2005 - 2010, and it should grow faster than any other alcoholic beverage sector in the coming five years. With consumption rising at 10% - 15% per year it can be tempting for producers, whose traditional markets are stagnant, to consider China as a possible solution to their problems. Though there is little doubt that the market will continue to expand, the challenges are numerous:

1. A lack of transparency, counterfeit products, and unreliable information.

2. Dominance of the domestic giants.

3. Consumer and cultural challenges.

4. Distribution and logistics.

The rewards are great for any foreign winery that can crack the market but the challenges are also great. The first step a winery must take before they carve out their niche, is to understand the reasons behind Chinese consumers buying habits, and how consumers purchase wine in China.

WHY CHINESE CONSUMERS BUY WINE

The majority of wine purchases are made during the major holidays: Chinese New Year, Spring Festival, and the mid-Autumn Festival. Most of these purchases are destined as gifts for people.

This is an interesting insight because gift-giving in China is important to the concept of face.

The Chinese wine consumer is typically a market follower, not a leader. He needs to feel safe about his purchase and does not want to lose face by choosing the wrong wine or admit that his knowledge of wine is limited.

Chinese consumers buy wine to impress or gain face (the Chinese word guanxi or the concept of face is somewhat analogous to influence or opportunities) within their social groups. Buying the right bottle of wine for a boss during the holidays could mean a promotion.

In contrast to America or Europe, wine is also used as a social lubricant in place of spirits or beer. European consumers will often pair wine with food but Chinese are more likely to use wine as a social lubricant at parties or events.

HOW CHINESE CONSUMERS BUY WINE

A survey conducted by the research company Wine Intelligence, which surveyed more than 1,000 Chinese upper middle-class drinkers of imported wine found that 75% of them said they often go online to look for wine information, and 62% said they frequently use social media as a source.

New wine consumers were increasingly reliant on the digital world to learn about wine, with an estimated 13 million Chinese adults frequently accessing information online. This is a significant percentage of consumers searching for information online.

Wineries that are looking to make an impact in China must create a strong digital strategy.

(Source: http://www.digitalintheround.com/chinese-wine-market-digital-strategy/)

Question 7a:
Which is the main macro-environment factor that provides an opportunity for wine products in China? Justify your answer.
(5 marks)

Question 7b:
Which is the macro-environment factor that leads Chinese consumers to purchase wine? Justify your answer.
(5 marks)

ceriseserval213

Case Study:

Wine Exports to China rise in value before the mid-1990s, the wine market in Asia was non-existent and many wine producers did not see potential in the Asian markets. But during the late 1990s and early 2000s, the markets started to change, and, almost overnight, wine became a symbol of wealth and class. The only problem was that very few producers were serving the market. As more producers became aware of the new potential markets, they started to enter China, Thailand, Singapore, Korea, and Japan. China posed specific problems for producers and importers as distribution channels and marketing strategies were virtually non-existent because the market was too new. The wine market maintained double-digit growth from 2005 - 2010, and it should grow faster than any other alcoholic beverage sector in the coming five years. With consumption rising at 10% - 15% per year it can be tempting for producers, whose traditional markets are stagnant, to consider China as a possible solution to their problems. Though there is little doubt that the market will continue to expand, the challenges are numerous: 1. A lack of transparency, counterfeit products, and unreliable information. 2. Dominance of the domestic giants. 3. Consumer and cultural challenges. 4. Distribution and logistics. The rewards are great for any foreign winery that can crack the market but the challenges are also great. The first step a winery must take before they carve out their niche, is to understand the reasons behind Chinese consumers buying habits, and how consumers purchase wine in China. Why do Chinese Consumers buy wine? The majority of wine purchases are made during the major holidays: Chinese New Year, Spring Festival, and the mid-Autumn Festival. Most of these purchases are destined as gifts for people. This is an interesting insight because gift-giving in China is important to the concept of Face. The Chinese wine consumer is typically a market follower, not a leader. He needs to feel safe about his purchase and does not want to lose face by choosing the wrong wine or admit that his knowledge of wine is limited. Chinese consumers buy wine to impress or gain Face (the Chinese word guanxi or the concept of face is somewhat analogous to influence or opportunities) within their social groups. Buying the right bottle of wine for a boss during the holidays could mean a promotion. In contrast to America or Europe, wine is also used as a social lubricant in place of spirits or beer. European consumers will often pair wine with food but Chinese are more likely to use wine as a social lubricant at parties or events. How do Chinese consumers buy wine? A survey conducted by the research company Wine Intelligence, which surveyed more than 1,000 Chinese upper middle-class drinkers of imported wine found that 75% of them said they often go online to look for wine information, and 62% said they frequently use social media as a source. New wine consumers were increasingly reliant on the digital world to learn about wine, with an estimated 13 million Chinese adults frequently accessing information online. This is a significant percentage of consumers searching for information online. Wineries that are looking to make an impact in China must create a strong digital strategy. (Source: http://www.digitalintheround.com/chinese-wine-market-digital-strategy/)

Page 6
Question 9:
Provide two (2) reasons why it is said wineries that are looking to make an impact in China must create a strong digital strategy. In your opinion, do you think digital strategy is suitable for the luxury industry like the wine market?
(18 marks)

fuchsiagnat301

SPCH 1000 Lecture Notes - Lecture 9: Thesis Statement

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