Individual_Report__Complete

Shawnee Mission East High School Quick Submit Quick Submit Individual Report_(Complete). Re Dw Document Details Submission ID trn:oid:::1:2754396972 Submission Date Nov 17, 2023, 3:21 AM CST Download Date Nov 17, 2023, 3:23 AM CST File Name Individual_Report__Complete.docx File Size 832.8 KB 21 Pages 3,530 Words 22,955 Characters Page 1 of 23 - Cover Page Submission ID trn:oid:::1:2754396972 Page 1 of 23 - Cover Page Submission ID trn:oid:::1:2754396972

How much of this submission has been generated by AI? *9% of qualifying text in this submission has been determined to be generated by AI. * Low scores have a higher likelihood of false positives. Caution: Percentage may not indicate academic misconduct. Review required. It is essential to understand the limitations of AI detection before making decisions about a student's work. We encourage you to learn more about Turnitin's AI detection capabilities before using the tool. Frequently Asked Questions What does the percentage mean? The percentage shown in the AI writing detection indicator and in the AI writing report is the amount of qualifying text within the submission that Turnitin's AI writing detection model determines was generated by AI. Our testing has found that there is a higher incidence of false positives when the percentage is less than 20. In order to reduce the likelihood of misinterpretation, the AI indicator will display an asterisk for percentages less than 20 to call attention to the fact that the score is less reliable. However, the final decision on whether any misconduct has occurred rests with the reviewer/instructor. They should use the percentage as a means to start a formative conversation with their student and/or use it to examine the submitted assignment in greater detail according to their school's policies. How does Turnitin's indicator address false positives? Our model only processes qualifying text in the form of long-form writing. Long-form writing means individual sentences contained in paragraphs that make up a longer piece of written work, such as an essay, a dissertation, or an article, etc. Qualifying text that has been determined to be AI-generated will be highlighted blue on the submission text. Non-qualifying text, such as bullet points, annotated bibliographies, etc., will not be processed and can create disparity between the submission highlights and the percentage shown. What does 'qualifying text' mean? Sometimes false positives (incorrectly flagging human-written text as AI-generated), can include lists without a lot of structural variation, text that literally repeats itself, or text that has been paraphrased without developing new ideas. If our indicator shows a higher amount of AI writing in such text, we advise you to take that into consideration when looking at the percentage indicated. In a longer document with a mix of authentic writing and AI generated text, it can be difficult to exactly determine where the AI writing begins and original writing ends, but our model should give you a reliable guide to start conversations with the submitting student. Disclaimer Our AI writing assessment is designed to help educators identify text that might be prepared by a generative AI tool. Our AI writing assessment may not always be accurate (it may misidentify both human and AI-generated text) so it should not be used as the sole basis for adverse actions against a student. It takes further scrutiny and human judgment in conjunction with an organization's application of its specific academic policies to determine whether any academic misconduct has occurred. Page 2 of 23 - AI Writing Overview Submission ID trn:oid:::1:2754396972 Page 2 of 23 - AI Writing Overview Submission ID trn:oid:::1:2754396972

Table of Contents 1 Introduction ............................................................................................................................. 4 2 Situation Analysis .................................................................................................................... 4 2.1 Understanding the UK Retail Industry ............................................................................. 4 2.2 Identified Issues ................................................................................................................ 5 2.3 Business Strategy of Sainsbury ........................................................................................ 6 3 Strategy Formulation ............................................................................................................... 7 3.1 Ansoff Matrix ................................................................................................................... 7 3.2 Market Segmentation ....................................................................................................... 8 3.2.1 Base of the Pyramid - Value Segment: ..................................................................... 9 3.2.2 Middle of the Pyramid - Volume Segment: .............................................................. 9 3.2.3 Top of the Pyramid - Needs/Quality Segment: ......................................................... 9 3.3 Positioning Strategy ....................................................................................................... 10 3.4 Competitive Strategy ...................................................................................................... 11 3.4.1 Key Components ..................................................................................................... 11 3.4.2 Communication Strategy ........................................................................................ 12 3.5 Pricing Strategy .............................................................................................................. 13 4 Strategy Implementation ....................................................................................................... 13 4.1 Messaging focus ............................................................................................................. 13 4.2 Advertising/ PR/ Sales Promotions ................................................................................ 14 Page 4 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 4 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

4.3 Recruitment, Training and Empowerment ..................................................................... 14 4.4 Continuous Incremental Innovation ............................................................................... 15 5 Conclusion and Recommendations ....................................................................................... 16 5.1 Recommendations .......................................................................................................... 16 6 References ............................................................................................................................. 18 Page 5 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 5 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

and rising inflation, which put pressure on already narrow margins. Notwithstanding these obstacles, the industry witnessed reduced store closings and prosperous occasions such as Black Friday, resulting in an unexpectedly prosperous Christmas shopping season. 40% of CEOs in the UK's retail industry believe they are extremely vulnerable to inflation. It is, therefore, a challenge for retailers to balance cost pressures without just passing them on to customers. 40% of UK retail CEOs believe they are extremely vulnerable to inflation (PWC.co.UK, 2022). It is, therefore, a challenge for retailers to balance cost pressures without just passing them on to customers. In September 2023, retail sales volumes decreased by 0.9% after increasing by 0.4% in August 2023. Sales volumes decreased by 0.8% during a quarter (ONS.Gov.UK, 2023). 2.2 Identified Issues For Sainsbury's, the highlighted major concerns create a complicated environment requiring thoughtful consideration and creative solutions. First, there is a big problem with the negative effects of lower consumer spending because of the epidemic. With economic uncertainty continuing, consumers continue to be frugal with their spending. To ensure that its products meet the market's changing needs and appeal to value-conscious consumers, Sainsbury's must negotiate this by developing pricing and promotional strategies that consider consumers' changed behaviour. Second, Sainsbury's needs to improve its technological capabilities immediately because of the pressures from competitors and their faster adoption of technology. The retail industry is evolving quickly. Thus, it is imperative to engage in digital transformation. It entails modernising the online shopping experience, utilising technology to streamline operations, and embracing creative solutions that set Sainsbury's apart from rivals. Simultaneously, the elevated expenses associated with real estate highlight the significance of refining the current store portfolio, Page 7 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 7 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

contemplating substitute retail forms, and investigating economical methods to sustain competitiveness. Furthermore, a strategic approach to financial management is required due to the lack of cash to cover current liabilities. To maintain financial stability, Sainsbury's should look into ways to increase funding, assess its debt load, and implement cost-cutting measures. Last but not least, the meagre investments made in an R&D programme indicate a possible innovation gap. Sainsbury's can develop innovative products and services, keep ahead of market trends, and position itself more favourably for long-term success in the changing retail landscape by investing in R&D and cultivating a culture of continuous improvement. By addressing these important concerns together, Sainsbury's will be able to overcome obstacles, strengthen its position in the market, and prosper in a technologically advanced post-pandemic environment. 2.3 Business Strategy of Sainsbury Sainsbury's business approach is focused on streamlining processes, generating cost reductions, and making calculated investments to improve food quality, variety, and innovation while providing customers with a steady value. Focused on its main line of business, food, the company emphasises innovation and improved value, backed by cost-effective purchasing strategies. To positively impact sustainable, profitable growth, the strategy calls for refocusing portfolio brands such as Argos, Habitat, Tu, Nectar, and Sainsbury's Bank and, interacting with customers through the Nectar programme and utilising customer data. Sainsbury's wants to boost investments in consumer offers while reducing costs through improved operational efficiency. Also, the company is dedicated to responsible shopping; it plans to invest £1 billion over 20 years to achieve Net Zero throughout its operations by 2035, promoting healthy eating habits and environmental sustainability (Sainsburys, 2023). Page 8 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 8 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

Market Development Diversification In line with Tesco, Sainsbury might investigate global development by introducing its services, such as credit cards, insurance, and banking, in previously untapped countries, such as China or Southeast Asia. Although it started as a grocery store, Sainsbury has expanded into the apparel and financial services industries, such as credit cards and insurance. Yet, it is primarily focused on the UK market. 3.2 Market Segmentation Segmenting a diverse market into discrete groups based on shared demands, behaviours, and features is known as market segmentation. A customer pyramid based on value, volume, and demands is necessary for Sainsbury's to conduct customised marketing campaigns that correspond with shifting consumer views. Figure 3: Customer Pyramid Creating a Customer Pyramid for Sainsbury's • Price-sensitive Consumers. • Primarily Focused On Discounts/ Promotions • Value For Money Volume Segment • Moderate spending capacity with a balance between quality and price. • Regular shoppers with a mix of needs. Value Segment • Willing to pay a premium for quality. • Value factors like organic, sustainable, and ethically sourced products. Page 10 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 10 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

3.2.1 Base of the Pyramid - Value Segment: Sainsbury's uses a targeted marketing strategy to reach people at the base of the customer pyramid, who are price-sensitive and primarily focused on value and discounts. To draw in budget-conscious customers, the corporation uses loyalty programmes, value bundles, and promotions with purpose. The focus lies in offering affordable and budget-friendly options so that customers in this market regard Sainsbury's as a value-for-money and cost-efficient option. It is aligned with the changing views of price-conscious consumers, demonstrating the brand's dedication to satisfying their demands and upholding its standing as a dependable and affordable shopping destination. It draws attention to Sainsbury's attempts to serve this important market segment by utilising customised marketing techniques that appeal to the unique traits and shifting attitudes of value-conscious consumers. 3.2.2 Middle of the Pyramid - Volume Segment: Sainsbury's pursues the middle of the customer pyramid, which is characterized by consumers with a moderate spending capacity and a balanced focus on quality and price, using a discreet marketing strategy. The organization offers customized incentives and loyalty benefits in an effort to draw in and keep a variety of regular customers. Presenting a broad range of products to accommodate all preferences and positioning Sainsbury's as a one-stop shop for everything are the main goals. This tactic is consistent with changing consumer perceptions. It emphasises the brand's commitment to being an accommodating and friendly store that meets the diverse needs of its middle-class clientele. 3.2.3 Top of the Pyramid - Needs/Quality Segment: The top of the customer pyramid, made up of people who are willing to pay more for quality and who place a higher value on things that are organic, sustainable, and ethically Page 11 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 11 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

ecologically friendly products (Pahlevi & Suhartanto, 2020). Concentrate on providing a sophisticated shopping experience that appeals to top-segment customers' discriminating preferences and ideals. 3.4 Competitive Strategy Sainsbury's aims to implement a market leader strategy to strengthen its dominant position in the fiercely competitive retail industry. By expanding on its well-known brand and wide- ranging network of stores, the strategy seeks to distinguish Sainsbury's as a market leader by driving trends rather than just following them. 3.4.1 Key Components  Inventiveness and Distinctiveness: o Product and Service Innovation: To keep ahead of the competition, consistently launch cutting-edge goods, services, and retail environments. o Unique Products: Creating unique brands and products that set Sainsbury's apart from rivals and draw in and keep a devoted clientele.  Operational Superiority: o Streamline supply chain procedures to increase productivity, cut expenses, and guarantee a steady supply of high-quality goods to satisfy consumer demand. o Technological Integration: To enhance client experiences, streamline processes, and keep up with emerging trends in the digital space, invest in state-of-the-art technologies.  Customer-First Strategy: Page 13 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 13 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

o Personalised Services: To increase client engagement and loyalty, offer individualised services and experiences. o Adaptable to Shifting Requirements: Recognise and act quickly in response to shifting consumer tastes and market conditions to keep Sainsbury's flexible and customer-focused.  Partnerships and Alliances Strategic: o Collaborations: To improve the total value proposition for customers and establish strategic alliances and partnerships with important brands, suppliers, and service providers. o Building an Ecosystem: Encourage the development of an ecosystem that goes beyond traditional retail, forming alliances with partners to provide clients with all-inclusive solutions. 3.4.2 Communication Strategy Dual approach is developed for its communication plan to sustain Sainsbury's market leadership. Using engaging leadership stories shared through various media platforms, Sainsbury's seeks to portray itself as a leader and innovator in the industry. It highlights the company's dedication to establishing new benchmarks in the retail space and demonstrates its capacity to foresee and spearhead constructive changes within the sector (Jones & Comfort, 2020). The approach simultaneously emphasises trust and transparency heavily. Through upholding transparent and truthful business procedures, Sainsbury's aims to foster a sense of reliability among its clientele, partners, and the wider public. This dedication to openness is a cornerstone that guarantees Sainsbury's is regarded in the cutthroat retail industry as a trustworthy, moral force and a leader. Page 14 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 14 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

provider of exceptional value, combining affordability and quality to offer customers the most value for their money. Additionally, the marketing emphasises Sainsbury's convenience by portraying it as a one-stop store that customers can easily purchase from. This broad, unified message strategy across a variety of channels strengthens Sainsbury's reputation as a store committed to offering its discerning customers exceptional quality, value, and usability. 4.2 Advertising/ PR/ Sales Promotions Sainsbury's will employ a planned and customised strategy for developing its advertising, public relations, and sales promotions, considering the unique demands and preferences of each consumer category arranged in a pyramid. Understanding the distinctive qualities of every group, the brand crafts its messaging to speak to their interests and values. Sainsbury's seeks to establish a relationship that extends beyond sales by speaking directly to the unique needs of each market group through focused advertising campaigns (Atherton, 2023). Strategic PR campaigns aim to improve the brand's reputation and image while keeping it in line with the targeted markets. The development of captivating storylines guarantees that the messaging grabs the audience's attention and positions Sainsbury's as the go-to retailer, specially equipped to satisfy its customers' wide range of needs. 4.3 Recruitment, Training and Empowerment Sainsbury's top priority is delivering exceptional customer service, so it invests in extensive hiring, training, and employee empowerment programmes (Brauer, Fotopoulou, Barth, & Ahsan, 2020). The company understands that frontline employees significantly influence how customers perceive their brand. As a result, Sainsbury's pledges to hire people who represent the brand, provide them with intense training to polish their abilities and give them the freedom to go above Page 16 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 16 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

and beyond for customers. Sainsbury's guarantees that every encounter shows the brand's commitment to providing a consistently high level of service by utilising this integrated strategy. Sainsbury's adopts a customer-centric strategy by prioritising customer happiness and viewing the customer experience as an essential part of its corporate identity. This strategy is communicated internally and externally and ingrained in the business culture. Employees are urged internally to put customers' needs first to provide a satisfying shopping experience. Sainsbury's reinforces its brand identity centred around meeting and surpassing customer expectations by communicating its unwavering commitment to customer satisfaction through marketing and public relations initiatives. This well-thought-out approach presents Sainsbury's as a company that values and adores the customer journey and supplies high-quality goods. 4.4 Continuous Incremental Innovation Sainsbury's strategically prioritises ongoing innovation, especially in strengthening its digital capabilities, to improve customers' shopping experiences. The company knows how the retail industry is changing and how important digital platforms are. As a result, Sainsbury's pledges to remain at the forefront of technology development, utilising digital tools, platforms, and services to improve interactions with customers, optimise workflows, and provide a seamless and customised shopping experience (Keiningham, et al., 2020). The brand's emphasis on digital innovation aligns with its dedication to flexibility and catering to the evolving needs of its technologically astute clientele. Sainsbury's strives for continuous incremental innovation by concentrating on its product and service offerings to provide consumers with extra value that corresponds with their changing requirements and preferences. The company acknowledges that customer expectations are ever- changing and is dedicated to staying ahead of the curve by continuously launching cutting-edge Page 17 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 17 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

forming strategic relationships, and improving operations, Sainsbury's keeps its advantage in the market and establishes itself as a leader that sets the norm rather than merely adheres to it. Integrated marketing communications will greatly aid the development of a cohesive and captivating brand story. It guarantees that Sainsbury's is viewed by customers in all segments as a dependable, creative, and customer-focused brand. Sainsbury's is a forward-thinking retail leader, and its digital skills and ongoing incremental innovation further help to create a unique shopping experience that aligns with changing consumer preferences. Most importantly, the empowerment, training, and recruitment approach highlights Sainsbury's dedication to providing exceptional customer service and cultivating a customer-first culture. It improves the shopping experience and fosters client loyalty, which is essential for long-term success in the cutthroat retail industry. Sainsbury's is in a strong position to obtain a competitive edge and prosper in the changing retail environment by adapting to changing consumer views, satisfying customer needs, and continuously reiterating its brand values. With this comprehensive and progressive approach, Sainsbury's is positioned for improved customer happiness, increased market share, and long- term growth. Page 19 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 19 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972

6 References Ali, B. J., & Anwar, G. (2021). Marketing Strategy: Pricing strategies and its influence on consumer purchasing decision. Marketing Strategy: Pricing strategies and its influence on consumer purchasing decision. International journal of Rural Development, Environment and Health Research 5, no. 2 , 26-39. https://aipublications.com/uploads/issue_files/4IJREH-APR20212-Marketing.pdf Atherton, J. (2023). Social media strategy: A practical guide to social media marketing and customer engagement. Kogan Page Publishers. https://books.google.com/books?hl=en&lr=&id=5DfZEAAAQBAJ&oi=fnd&pg=PP1&d q=Atherton,+J.+(2023).+Social+media+strategy:+A+practical+guide+to+social+media+ marketing+and+customer+engagement.+Kogan+Page+Publishers.+&ots=pU3lv_IWMG &sig=PeR-a0cZgHpfdhP4Mosxa7s3fPU Baker, T. L., Chari, S., Daryanto, A., Dzenkovska, J., Ifie, K., Lukas, B. A., & Walsh, G. (2020). Discount venture brands: Self-congruity and perceived value-for-money? Journal of Business Research 116 , 412-419. https://eprints.ncl.ac.uk/file_store/production/259960/56117E18-1FC5-43A2-8942- 4D5D4CE34DC2.pdf Brauer, C., Fotopoulou, E., Barth, J., & Ahsan, A. (2020, October 20). Creating a blueprint for UK competitiveness. Retrieved from research.gold.ac.uk: https://research.gold.ac.uk/id/eprint/29503/1/RE4GPoE.pdf Jones, P., & Comfort, D. (2020). Customer Engagement: Storytelling and the UK's Leading Retailers. In Handbook of Research on Contemporary Consumerism , 57-71. Page 20 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972 Page 20 of 23 - AI Writing Submission Submission ID trn:oid:::1:2754396972