Continuing either the Independent Auto Sales and Service (IAS) or Network Nutrition Distributors (NND) case that you started in Week 1 and continued in Week 3, answer the Strategy Planning Questions â€”your response should be at least 200 words, properly formatted, clearly written and organized, and checked for spelling and grammar. Make sure to include a title page. â€¢ 1. Identify some core values of this organization as best as you can. What do they believe in (beyond organizational success or profitability)? How might their revealing these values to customers and employees create opportunities to exceed expectations? How can they translate core values into actions to produce A-plus value, thus strengthening relationships? â€¢ 2. Do some creative thinking about possible ideas you could apply to create A-plus value using the seven areas described in this chapter. Describe at least three ideas for each: o â€¢ packaging, guarantees (warrantees) o â€¢ goodness of product fit o â€¢ â€œmemorabilityâ€ of product experience o â€¢ uniqueness and shared values o â€¢ company credibility o â€¢ add-ons â€¢ 3. Consider ways to get employees of your organization involved in generating A-plus value ideas. How would you do this? Be specific about the following: o â€¢ What you would teach employees before soliciting their ideas? o â€¢ Who would be involved in idea-generating sessions? o â€¢ How you would collect and process ideas (specifically)? o â€¢ How often you would gather ideas? o â€¢ How people might be rewarded for participating in the process? â€¢ 4. What would be necessary for your organization to engage in ongoing A-plus idea generation? How could this become part of the culture of the company? How could you get buy-in from participants and what should you do to avoid turning people off to the process. Be specific. NETWORK NUTRITION DISTRIBUTORS (NND) Priority goals: Build extensive network of satisfied customers and motivated distributors. NNDâ€™s customers are both people who use their products (nutritional supplements and health care items) and the distributors who sell for them. As a â€œnetwork marketingâ€ organization, NND owners Lisa and Tom Fairmont succeed when people in their â€œdownlineâ€ (distributors from whose sale they get a small percentage) effectively sell both product and the business concept to other distributors. One customer service challenge Lisa and Tom face is that they rarely deal face-to-face with their customers. They do recruit new distributors and demonstrate products at meetings and conferences, but most follow-up and sales comes from online, email, text messaging, and phone calls. NND also needs to differentiate their products from similar ones sold in stores. Personalizing products for the individual needs of customers is particularly important. Their products also cost more than similar nutritionals sold in big box stores or supermarkets. Finally, NND deals with suspicion of potential customers and distributors who worry about the idea of networkmarketing (some see it as a pyramid scheme where only the people at the top succeed while others lose money as distributors). Most consumers acknowledge the high quality of NND products but worry about the pricing. They seem expensive relative to some competing products available in stores.