Wall Street Journal Strategic Management News Best Practices: Posting Due this Module
Due Date:
Sunday, June 12, 2022 at 8:00 PM
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In the past, students that have excelled in this Learning Assignment have done:
Attached are examples of past work. Also attached is the article that will be used for this assignment.
Best Practices – Learning Assignments
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Dear International Strategic Management Executives:
In today’s business social media driven world, the ability to make a persuasive – well thought written argument in a single paragraph is a skill that will serve you in your professional executive career.
The article should be related to current business news and/or the academic practical learning content reviewed through the books and readings of this class.
.These Wall Street Journal Strategic Management News Best Practices postings must be from current business news in regards  Strategic Management Best Practices from the Wall Street Journal and you should write one or two short paragraphs with an insightful and critical thinking reference related to the current business news and/or the academic practical learning content reviewed through the books and readings of this class.
Grading Requisite
.
In order for me to grade these Wall Street Journal  Strategic Management News Best Practices Postings, you have to have your: 
* one or two short paragraphs written by you with an insightful and critical thinking reference related to the current business news and/or
the academic practical learning content reviewed through the books and readings of this class
.
PLUS
* The ENTIRE  Wall Street Journal Business News Best Practices ARTICLE and appropriate reference.
Using APA Style and Tips in Writing
You can find several readings and support material for your writing learning assignments and APA Style use at our Canvas Learning Management System section:
Course Content: 1.2 Using APA Style and Tips in Writing

Wall Street Journal article:

The New Benefits Employers Could Offer to Make You Stay

Five management experts give advice on how companies can reinvent ways they compensate and manage workers to stay competitive in a post-pandemic world

AUTHOR
BENOÎT MORENNE
PUBLISHED
FEB. 2, 2022 10:58 AM ET
During the pandemic, many workers have shown they aren’t afraid to head for the exit. That’s causing employers to rethink work policies and management styles, looking for ways to keep employees on board and attract new ones.
The problems are daunting. There’s the existential angst felt by some employees stuck at home toiling on tasks they see as being of little value. Burned-out workers are seeking healthier work-life balance, demanding companies provide more flexible arrangements. Managers are struggling to adapt their styles after a sudden and unexpected experiment in remote work. On top of that, the sluggish pace of demographic growth in the U.S. means that the pool of working-age labor is shrinking, compounding worker shortages.

More Proactive Managers

In many cases, the only thing standing between an employee staying and leaving is a really good manager. There needs to be a disproportionate emphasis placed on identifying managers who actually prioritize company culture and excel in making people feel part of a team. That is going to become essential as we enter a post-pandemic reality where people are often not spending a lot of time in the office. Emotionally aware managers will be rewarded and promoted, and transactional managers who may have coasted by in the past will now need to learn new skills or else risk their people leaving in droves. Smart companies will arrange more training and coaching in this area, because the consequences in terms of morale and employee retention may be significant. In practice, this will take the form of obvious things like setting effective communication protocols and also more “soft skill” issues, such as how to think strategically about employees’ individual needs.
—Dorie Clark, marketing-strategy consultant and author of “The Long Game”

Teams Decide Compensation

The entity called a team is where we live [professionally]. In the past, the team could do fine if one piece wasn’t working, but the team took no accountability for that. Now, there’s been a shifting of the social contract from the hub-and-spoke [paradigm] to team competencies, where we own each other’s success and failures. Five years from now, there could be a greater shift to shared compensations and rewards around common goals. The reason we don’t do that today is that the leader wants a single accountable party for each component. But compensation could be rewarded against a shared mission that we’ve achieved, not around the maximization of our individual goals within that mission. We’re going to see a leaning toward a significantly more transparent and shared sense of ownership of compensation, where a team is actually weighing in on the decision of individual compensation. Why would compensation only be predicated on someone’s ability to manage their bosses’ expectations when that person’s being a jackass to their peers?
— Keith Ferrazzi, founder and chairman of Ferrazzi Greenlight, a global consulting firm based in Los Angeles, and co-author of “Competing in the New World of Work,” coming Feb. 15.

A Gray-Collar Strategy

The future of work hinges on understanding that talents and labor aren’t young. Where training dollars go predominantly is the 25-to-35 age bracket, but people are living longer. Talent pipelines are drying up, people aren’t having children the way they used to, and we’ve limited immigration. Meanwhile, highly-skilled mature workers sit on the bench because they’ve either aged out of their former companies or opted out of conventional employment. Companies that are going to be best positioned in the future to take advantage of talent will realize that they need a gray-collar strategy. That means really thinking about upskilling, reskilling and continuing continuous learning, but not just for young workers. Leading organizations are not just looking at Gen Z and Millennials—they’re also adding more skills to the older workers’ palette through either reverse mentoring or through formal educational reimbursement. They’re also looking at taking someone who has worked maybe 25 years in finance and giving them opportunities through secondment to go work in human resources or logistics.
—Laurie Ruettimann, Raleigh, N.C.-based HR consultant and author of “Betting on You”

Better Time Off

I think the most advanced companies will give people a lot more flexibility in terms of the cadence of their careers. Benefits that you’ll see sticking around more will be related to giving employees more structured time off. Historically, companies have said, “Here’s our vacation policy, take it when you need it.” But if I just give you a vacation, your boss still emails you, you’re checking on your team, and you can’t actually recharge. But there’s something powerful about giving everyone time off at the same time, during the workweek. That allows people to do things like go to the grocery store when nobody else is there, or not have to wait in line at the post office or take their car in for service. When you make time off predictable and structured and make it on a workday, it actually has a disproportionate benefit.
— Laszlo Bock, chief executive and co-founder of human-resources startup Humu and former HR chief at Google

More Than Just a Holiday Party

If you think about how socialization happens in organizations and culture is built, a lot happens just through spending time observing what the norms of behavior are—what is rewarded and tolerated. In a remote work environment, companies may want to use scarce days when people are in the office to build community and have serendipitous encounters. We saw even prior to the pandemic that company-sponsored events are good predictors of satisfaction with the workplace. Companies that do a good job of organizing these events have lower attrition during the first six months, and that’s been true during the Great Resignation as well. That’s something that organizations really need to think about more: If you only have your employees in the office for two or three days a week, how in a time-efficient manner, to build that sense of camaraderie.
—Donald Sull, senior lecturer at the MIT Sloan School of Management

Module 02, Wall Street Journal Strategic Management News Best Practices: Posting
Due this Module
Jul 12, 2019 2:52pm

Alleyne, Kizzy

In this article PepsiCo has figured out a way to increase revenue in their previous
quarter by introducing new products, increasing spending on marketing and advertising
(Chin & Maloney, 2019). One of the driving factors to this turnaround was the hiring of
their new CEO Ramon Laguarta who is interested in understanding PepsiCo’s
consumer and expanding into new markets. He essentially digested the external
environment to determine what should come next. PepsiCo conducted a SWOT
analysis of what was working, what was not, what their competitors were doing and how
they could compete in the same space if needed. PepsiCo introduced new products but
in specific markets because they are aware of their consumers sociocultural needs,
such as more natural ingredients in food/beverage, as well as their competitive
environment. PepsiCo understands that they must grow and pivot with the market in
order to keep earnings up and to remain relevant in today’s market.

References

Chin, K & Maloney, J. (2019, July 9). PepsiCo Rides New Flavors and More Ads. Wall
Street Journal. Retrieved from https://www.wsj.com/articles/pepsicos-sales-rise-as-
brands-resonate-with-consumers-11562669049

PepsiCo Rides New Flavors and More Ads
Quarterly revenue rises in both its snacks and drinks business

PepsiCo says its earnings climbed to $2.04 billion in the latest quarter. PHOTO: MARIO
ANZUONI/REUTERS
By
Jennifer Maloney and
Kimberly Chin
Updated July 9, 2019 10:30 am ET
PepsiCo Inc. posted higher quarterly profit and sales as the food-and-beverage giant
rolled out new products such as Pepsi Mango and ramped up marketing for some of its
more established brands.
Under Chief Executive Ramon Laguarta, who took over from longtime chief Indra Nooyi
in October, the company has been increasing spending on advertising and distribution
networks, broadening its product lines and changing its packaging.
“We’re trying to understand much better the consumer,” Mr. Laguarta said Tuesday on a
conference call with analysts.
Revenue in the company’s North America beverages division increased 2.5% in the
second quarter, as volume rose in ready-to-drink coffee and water brands such as
Lifewtr and Bubly. The Pepsi and Mountain Dew brands, which slumped last year,
continued to turn around, executives said. In April, the company introduced three new
Pepsi flavors made with real juice and available at Target and Walmart stores in the

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https://stu.instructure.com/courses/18468/discussion_topics/110753?headless=1&student_id=13448

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U.S.
Drinks UpAdvertising and new products have givenPepsiCo a lift.North America
beverages, quarterly changein revenueSource: the company
%2016’17’18’19-6-4-202468
Gatorade continues to struggle, analysts say. Gatorade Zero, which was introduced last
year, has been expanding the consumer base for the brand, Mr. Laguarta said. PepsiCo
is also launching a new sports drink called Bolt24 with more natural ingredients such as
electrolytes from watermelon—an answer to BodyArmor and its acquisition last year by
rival Coca-Cola Co.
Increased marketing spending also helped boost the company’s Quaker oats business,
including a return to volume growth for Aunt Jemima syrup and ready-to-eat cereals, the
company said. Sales of those packaged foods had sagged in recent years as
consumers spent less time in the center aisles of the supermarket browsing packaged
foods.
Coca-Cola also has been experimenting with new variants of its flagship brand. The
launch in February of Orange Vanilla Coke, its first new flavor in a decade, helped drive
6% growth in U.S. retail sales for the Coca-Cola brand in the first quarter. The soda
giant is also expanding distribution overseas of coffee-flavored and energy-drink
versions of Coke. It is slated to release second-quarter earnings later this month.
PepsiCo is opening a digital talent hub in Silicon Valley, aiming to create more
personalized interactions with consumers through e-commerce. Meanwhile, its New
York-based e-commerce team is experimenting with bringing to market quickly such
products as grain-and-date bites and Izze Fruit Snack gummies.
Overall, the soda-and-snacks giant’s revenue rose 2.2% from the year-earlier quarter to
$16.45 billion. Organic revenue growth, which excludes currency fluctuations,
acquisitions and divestitures, rose 4.5%.
As public concern mounts over plastic waste, the company last month said it would
reduce the use of virgin plastic in the packaging of its water brands by offering Lifewtr in
100% recycled plastic and testing an aluminum-can option for Aquafina. It is also rolling
out a high-tech water fountain that adds bubbles and flavors.
PepsiCo reported earnings of $2.04 billion for the quarter ended June 15, up from a
year-earlier $1.82 billion and in line with analysts’ estimates. Excluding one-time items,
earnings were $1.54 a share, beating analysts’ expectations for adjusted earnings of
$1.50 a share.
Sales in the company’s North America Frito-Lay division rose 4.5% in the second
quarter. Sales in its Latin America division rose, but fell in its Europe and Sub-Saharan
Africa division as well as its Asia, the Middle East and North Africa division.
The company, which affirmed its guidance for the full year, said it would make
substantial investments in areas that would boost its manufacturing capacity,
advertising and marketing.

Module 04, Wall Street Journal Strategic Management News Best Practices: Posting
Due this Module
Jul 25, 2019 11:07am

Munoa Inguanzo, Crisbel
Link (Links to an external site.)

A controversy has come up with the decision of increasing the minimum wage from $15
to $16.30 in Emeryville California. Local businesses are concern about this decision and
feel nervous about their financial stability. However, the article continues to provide
information on the median rent for a one-bedroom apartment is $2,840, the median
home price is more than $560,000 in the area of Pixar Animation Studios. Maria Moreno
a community organizer with the Restaurant Opportunities Center of the Bay explains
that “the Bay Area is more expensive than any other part of the country,” and as a result
to that many workers find it really hard to pay such high rents with a low minimum wage
salary.

The problem begins, when as a result of the increase of the minimum wage salary,
many business will have to also raise their prices on the food. In addition, many jobs will
be lost as owners will begin to cut down on employees in order to make up for the
increase. For the most part it seems like the restaurant industry has been more affected
then retailers. Many Business owners have request the city exemptions to better cope
with the increase minimum wage. As an employee, I feel that this decision will definitely
help the lowest paid workers who seems to struggle to cover their regular living
expenses, but as a business woman I will be very concern to the possibility of major
layoffs and possibly an inflation in the economy of the city and state of California.

References

Carlton, J. (2019). America’s Highest Minimum Wage Sparks Fight in Small California
City. The Wall Street Jounal . Retrieved from https://www.wsj.com/articles/americas-
highest-minimum-wage-sparks-fight-in-small-california-city-11563960603

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https://www.wsj.com/articles/americas-highest-minimum-wage-sparks-fight-in-small-california-city-11563960603

Module 04, Wall Street Journal Strategic Management News Best Practices: Posting
Due this Module
Jul 24, 2019 6:44pm

Paul Santiesteban

Wall Street article: Women Take the Helm on Cruise Ships

In this article, women are center stage and are highlighted as part of a growing
movement to not only diversify the cruise ship workforce, but also to address a growing
need to fulfill labor needs. Capt. Serena Melani will become the first female to captain a
cruise liner. For far too long, the cruise industry has been a male dominated workforce
in its management ranks, with the numbers simply staggeringly skewed with as little as
3% at Celebrity Cruise Lines just 3 years ago. That number has now risen to 22% and
continue to grow. Since the majority of officer’s coming from the cargo-shipping industry
which is male-dominated, that same practice had carried over to the cruise-line industry
with many professional maritime academies not accepting women until the 1970s. The
global success of tourism via cruise ships has created a labor crunch since the industry
was essentially working with access to half a population. Human capital is an essential
piece to the success of any organization and the cruise line industry is especially
affected by this. A strategic shift in the industry’s major players should address not only
gender inequality, but the current labor demands as well.

Reference:

Al-Muslim, A. (2019). Women Take the Helm on Cruise Ships. Retrieved from
https://www.wsj.com/articles/women-take-the-helm-on-cruise-ships-11563975210

Capt. Serena Melani—set to become the first woman to helm a new major cruise ship at
launch—is used to charting new waters.

Out of nautical school in the early 1990s, Capt. Melani spent five years trying to get
work on a ship. Some companies, she said, told her flat-out that they wouldn’t hire her
because she wasn’t a man. She finally landed a job as a cadet on a cargo ship but was
the only woman on deck for years. After joiningNorwegian Cruise Line Holdings (Links
to an external site.) Ltd. NCLH 2.08% (Links to an external site.)’s Regent Seven Seas
Cruises line in 2010, she became the line’s first female master captain in 2016.

Capt. Melani hits a new milestone for women on the high seas this February, when she
takes command of Regent’s new Seven Seas Splendor as the 750-passenger luxury
ocean liner embarks on its maiden voyage. One of the roughly dozen women
commanding big cruise ships today, she is part of a female vanguard the industry is
cultivating to address a growing shortage of maritime officers and freshen its image
among consumers, particularly female travelers.

“More women recognize seafaring as a viable career choice for them,” said Despina
Panayiotou Theodosiou, president of the Women’s International Shipping & Trading

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Association. “At the same time, companies realize that limiting officer positions to men
does nothing but limit the potential of their workforce.”

Until 12 years ago, when Royal Caribbean Cruises (Links to an external
site.) Ltd. RCL 1.42% (Links to an external site.)’s Celebrity Cruises (Links to an
external site.) RCL 1.42% (Links to an external site.)line appointed its first female
captain, no woman had ever commanded a major cruise ship. Many of the cruise
industry’s officers come from the cargo-shipping industry, another male-dominated
realm, and it wasn’t until the 1970s that many professional maritime academies started
admitting women.

Virgin Voyages named Wendy Williams captain of its first ship, the Scarlet Lady, which
sets sail next year in April. PHOTO: VIRGIN VOYAGES

The number of women working on cruise ships is increasing, though they still make up a
fraction of senior ship staff, and an even smaller number are master captains. The
female captain ranks include Kate McCue, who in 2015 became the first American
woman to command a cruise ship, Celebrity Cruises’ Celebrity Summit. In June, Virgin
Voyages—Richard Branson’s new adults-only cruise line—named Wendy Williams, a
Canadian with 28 years’ experience on various ships, as captain of its first ship, the
Scarlet Lady, which sets sail next year in April.

“There is a huge weight I feel as captain,” said Capt. Williams, who worked six years as
a staff captain, a ship’s second in command, for Royal Caribbean before joining Virgin
Voyages. She said she feels the pressure “because every single person on that ship is
under my responsibility to keep safe.”

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ALL ON DECK

• Carnival Corp.
Cruise brands: 9
Total ships: 104
New ships on order to be delivered: 19 through 2025

• Royal Caribbean Cruises Ltd.
Cruise brands: 6
Total ships: 61
New ships on order to be delivered: 15 through 2026

• Norwegian Cruise Line Holdings Ltd.
Cruise brands: 3
Total ships: 26
New ships on order to be delivered: 11 through 2027

Virgin Voyages said it has signed up nearly a dozen other female senior officers to staff
the Scarlet Lady as part of its “Scarlet Squad” program, an initiative launched last year
to recruit and groom more women for leadership roles in the cruise industry. The
program’s goal, Virgin Voyages said, is to have women in 50% of its shipboard jobs.
Overall, women make up 20% to 25% of cruise ship staff, the majority working in
hospitality roles, according to the International Transport Workers’ Federation.

Walt Disney (Links to an external site.) Co. ’s Disney Cruise Line began a campaign this
spring to encourage girls and young women to pursue cruise-industry careers. It
includes a maritime scholarship and apprenticeship program and onboard youth events
featuring a “Captain Minnie Mouse.”
Other cruise lines, including the three largest— Carnival (Links to an external
site.) Corp. , Royal Caribbean and Norwegian—said they are also stepping up efforts to
recruit more women into their officer ranks from nautical institutes and other shipping
companies. Over the last three years, “we have worked very hard to go from just over
3% of women on the bridge [of our ships] to now over 22%—and we are not done,” said
Lisa Lutoff Perlo, chief executive of Celebrity Cruises.

SHARE YOUR THOUGHTS

What has been your experience with cruises? Did a captain make or break it? Join the
conversation below.

Women are key to mitigating a labor crunch as cruise lines bring more ships into
operation to meet projected demand, and commercial shipping companies also plan
fleet expansions, industry and labor officials said. Across the global maritime industry—
which includes cargo ships and other commercial fleets—the gap between supply and
demand is expected to widen, to an estimated shortfall of 147,500 ship officers by 2025
from 16,500 in 2015, according to a recent report by the Baltic and International
Maritime Council and International Chamber of Shipping.

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Despite the industry’s new efforts, Capt. Melani said the work schedule of a ship officer
still keeps many women from maritime careers. Her job typically requires spending 10
weeks straight at sea, followed by several weeks off—an especially tricky logistical
challenge for mothers, she said.

While some female ship officers have worked for stretches with their children on board,
Capt. Melani said she decided not to have children.

“I’d want to stay with my children full-time for at least a few years and felt it would be
selfish to leave them for several months at a time,” she said. “When you choose this
kind of career, you don’t choose a job, you choose a lifestyle.”

Write to Aisha Al-Muslim at [email protected]

Corrections & Amplifications
Kate McCue became the first American woman in 2015 to command a cruise ship, on
Celebrity Cruises’ Celebrity Summit. An earlier version of this article incorrectly said it
was on the Celebrity Splendor.

mailto:[email protected]