2012DECAOntarioProvincials

ASM
OralEvent1

CAREERCLUSTER
Marketing
CAREERPATHWAY
MarketingManagement
INSTRUCTIONALAREA
Marketing

AUTOMOTIVESERVICESMARKETINGSERIESEVENT
PARTICIPANTINSTRUCTIONS
PROCEDURES
1. Theeventwillbepresentedtoyouthroughyourreadingoftheseinstructions,includingthe
PerformanceIndicatorsandEventSituation.Youwillhaveupto10minutestoreviewthis
informationtodeterminehowyouwillhandletheroleplaysituationanddemonstratethe
performanceindicatorsofthisevent.Duringthepreparationperiod,youmaymakenotesto
useduringtheroleplaysituation.
2. Youwillhaveupto10minutestoroleplayyoursituationwithajudge(youmayhavemore
thanonejudge).
3. Youwillbeevaluatedonhowwellyoumeettheperformanceindicatorsoftheirevent.
4. Turninallyournotesandeventmaterialswhenyouhavecompletedtheroleplay.
PERFORMANCEINDICATORS
1. Analyzetheimpactoftechnologyonmarketing.
2. Explainthenatureofsalesforecasts.
3. Explaincustomer/client/businessbuyingbehavior.
4. Demonstrateconnectionsbetweencompanyactionsandresults.

Published2012byDECARelatedMaterials.Copyright2012byDECAInc.Nopartofthispublicationmaybe
reproducedforresalewithoutwrittenpermissionfromthepublisher.PrintedintheUnitedStatesofAmerica.

2012DECAOntarioProvincials
ASM
OralEvent1
5. Discussactionsemployeescantaketoachievethecompanysdesiredresults.

2012DECAOntarioProvincials
ASM
OralEvent1
EVENTSITUATION
YouaretoassumetheroleofmarketingstrategistforNISSANMOTORCOMPANY.TheCEOof
NISSAN(judge)hasaskedyoutodevelopmarketingstrategiesforthecompanysfuturegoalsfor
electricautomobiles.
Rising gas prices have increased the need for vehicles that operate on alternative forms of
energy.Whengaspricesrosetomorethan$3.75pergallon,ordersforhybridvehicleswere
enormous;customerswaitedmonthsfortheirhybridcarstobemanufactured.
NISSANSnewestvehicleonthemarketisthe Leaf.Thisisavehiclethatis100%electricand
usesnogasoline.Infact,thevehicledoesnothaveatailpipe!
NISSANrecentlystatedthattheyareworkingtowardhavingeachmodelavailableinanelectric
vehicleoption.ThedemandforallNISSANautomobileshasbeenhigh,andtheCEO(judge)is
wonderingifquicklylaunchingtheelectricmodelswillcausesalesofnonelectricmodelsto
decline.TheCEO(judge)wantsyoutodevelopmarketingstrategiesforthefuturegoalsofthe
electricautomobiles,whilekeepingthesalesofnonelectricmodelsinmind.
You will present your plans to the CEO (judge) in a roleplay to take place in the CEOs
(judges)office.TheCEO(judge)willbegintheroleplaybygreetingyouandaskingtohear
yourplan.OnceyouhavepresentedyourplanandhaveansweredtheCEOs(judges)questions,
theCEO(judge)willconcludetheroleplaybythankingyouforyourwork.

2012DECAOntarioProvincials
ASM
OralEvent1

JUDGESINSTRUCTIONS

DIRECTIONS,PROCEDURESANDJUDGESROLE
In preparation for this event, you should review the following information with your event
managerandotherjudges:
1. ProceduresandPerformanceIndicators
2. EventSituation
3. JudgeRoleplayCharacterization
Participantsmayconductaslightlydifferenttypeofmeetingand/ordiscussionwithyou
eachtime;however,itisimportantthattheinformationyouprovideandthequestions
youaskbeuniformforeveryparticipant.
4. JudgesEvaluationInstructionsandJudgesEvaluationForm
Pleaseuseacriticalandconsistenteyeinratingeachparticipant.
JUDGEROLEPLAYCHARACTERIZATION
You are to assume the role of CEO of NISSAN MOTOR COMPANY. You have asked your
marketingstrategist(participant)todevelopmarketingstrategiesforthecompanysfuturegoals
forelectricautomobiles.
Rising gas prices have increased the need for vehicles that operate on alternative forms of
energy.Whengaspricesrosetomorethan$3.75pergallon,ordersforhybridvehicleswere
enormous;customerswaitedmonthsfortheirhybridcarstobemanufactured.
NISSANSnewestvehicleonthemarketisthe Leaf.Thisisavehiclethatis100%electricand
usesnogasoline.Infact,thevehicledoesnothaveatailpipe!
NISSANrecentlystatedthattheyareworkingtowardhavingeachmodelavailableinanelectric
vehicleoption.ThedemandforallNISSANautomobileshasbeenhigh,andyouarewonderingif
quicklylaunchingtheelectricmodelswillcausesalesofnonelectricmodelstodecline.You
wantthemarketingstrategist(participant)todevelopmarketingstrategiesforthefuturegoalsof
theelectricautomobiles,whilekeepingthesalesofnonelectricmodelsinmind.
Duringthecourseoftheroleplayyouaretoaskthefollowingquestionsofeachparticipant:
1. Whatshouldbetheproductionleveloftheelectricvehicles?
2. Doestheappearanceofthecartakeprecedenceoverfueleconomy?
3. Why should NISSAN advertising campaigns encourage customers to testdrive the
electriccars?

2012DECAOntarioProvincials
ASM
OralEvent1
Oncethemarketingstrategist(participant)haspresentedthemarketingstrategiesfor NISSAN
electriccars,youwillconcludetheroleplaybythankingtheparticipantforthework.Youare
nottomakeanycommentsaftertheeventisoverexcepttothanktheparticipant.

2012DECAOntarioProvincials
ASM
OralEvent1

JUDGESEVALUATIONINSTRUCTIONS

EvaluationFormInformation
The participants are to be evaluated on their ability to perform the specific performance
indicatorsstatedonthecoversheetoftheireventandrestatedontheJudgesEvaluationForm.
Althoughyoumayseeotherperformance indicators beingdemonstrated bythe participants,
thoselistedinthePerformanceIndicatorssectionarethecriticalonesyouaremeasuringforthis
particularevent.
EvaluationFormInterpretation
Theevaluation levels listedbelow andtheevaluation rating procedures shouldbediscussed
thoroughlywithyoureventchairpersonandtheotherjudgestoensurecompleteandcommon
understandingforjudgingconsistency.
LevelofEvaluation

InterpretationLevel

ExceedsExpectations

Participantdemonstrated theperformanceindicator in
an extremely professional manner; greatly exceeds
business standards; would rank in the top 10% of
business personnel performing this performance
indicator.

MeetsExpectations

Participantdemonstrated theperformanceindicator in
an acceptable and effective manner; meets at least
minimalbusinessstandards;therewouldbenoneedfor
additionalformalizedtrainingatthistime;wouldrank
in the 7089th percentile of business personnel
performingthisperformanceindicator.

BelowExpectations

Participant demonstrated the performance indicator

with limited effectiveness; performance generally fell
below minimalbusinessstandards;additionaltraining
would be required to improve knowledge, attitude
and/or skills; would rank in the 5069 th percentile of
business personnel performing this performance
indicator.

Little/NoValue

Participant demonstrated the performance indicator

withlittleornoeffectiveness;agreatdealofformal
training would be needed immediately; perhaps this

personshouldseekotheremployment;wouldrankin
the049th percentileofbusinesspersonnelperforming
thisperformanceindicator.

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SCORESONTHESCANTRONSHEETPROVIDED.

JUDGESEVALUATIONFORM
ASM2012
ORALEVENT1

DIDTHEPARTICIPANT:
1.Analyzetheimpactoftechnologyonmarketing?
Little/NoValue
0,1,2,3,4,5
Attemptstoanalyzethe
impactoftechnologyon
marketinginadequateor
weak.

BelowExpectations
6,7,8,9,10,11
Adequatelyanalyzedthe
impactoftechnologyon
marketing.

MeetsExpectations
12,13,14,15
Effectivelyanalyzedthe
impactoftechnologyon
marketing.

ExceedsExpectations
16,17,18
Veryeffectivelyanalyzedthe
impactoftechnologyon
marketing.

MeetsExpectations
12,13,14,15
Effectivelyexplainedthe
natureofsalesforecasts.

ExceedsExpectations
16,17,18
Veryeffectivelyexplainedthe
natureofsalesforecasts.

MeetsExpectations
12,13,14,15
Effectivelyexplained
customer/client/business
buyingbehavior.

ExceedsExpectations
16,17,18
Veryeffectivelyexplained
customer/client/business
buyingbehavior.

2.Explainthenatureofsalesforecasts?
Little/NoValue
0,1,2,3,4,5
Attemptstoexplainthe
natureofsalesforecastswere
inadequateorweak.

BelowExpectations
6,7,8,9,10,11
Adequatelyexplainedthe
natureofsalesforecasts.

3.Explaincustomer/client/businessbuyingbehavior?
Little/NoValue
0,1,2,3,4,5
Attemptstoexplain
customer/client/business
buyingbehaviorwere
inadequateorweak.

BelowExpectations
6,7,8,9,10,11
Adequatelyexplained
customer/client/business
buyingbehavior.

4.Demonstrateconnectionsbetweencompanyactionsandresults?
Little/NoValue
0,1,2,3,4,5
Attemptstodemonstrate
connectionsbetween
companyactionsandresults
wereinadequateorweak.

BelowExpectations
6,7,8,9,10,11
Adequatelydemonstrated
connectionsbetween
companyactionsandresults.

MeetsExpectations
12,13,14,15
Effectivelydemonstrated
connectionsbetween
companyactionsandresults.

ExceedsExpectations
16,17,18
Veryeffectivelydemonstrated
connectionsbetweencompany
actionsandresults.

5.Discussactionsemployeescantaketoachievethecompanysdesiredresults?
Little/NoValue
0,1,2,3,4,5
Attemptstodiscussactions
employeescantaketo
achievethecompanys
desiredresultswere
inadequateorweak.

BelowExpectations
6,7,8,9,10,11
Adequatelydiscussedactions
employeescantaketo
achievethecompanys
desiredresults.

MeetsExpectations
12,13,14,15
Effectivelydiscussedactions
employeescantaketo
achievethecompanys
desiredresults.

ExceedsExpectations
16,17,18
Veryeffectivelydiscussed
actionsemployeescantaketo
achievethecompanysdesired
results.

6.Overallimpressionandresponsetothejudgesquestions.
Little/NoValue
0,1
Demonstratedfewskills;
couldnotanswerthejudges

BelowExpectations
2,3,4
Demonstratedlimitedability
tolinksomeskills;answered

MeetsExpectations
5,6,7
Demonstratedthespecified
skills;answeredthejudges

ExceedsExpectations
8,9,10
Demonstratedskillsconfidently
andprofessionally;answered

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SCORESONTHESCANTRONSHEETPROVIDED.

questions.

thejudgesquestions
adequately.

questionseffectively.

JudgesInitials

thejudgesquestionsvery
effectivelyandthoroughly.

TOTALSCORE