For this new product, I will go for the Beneficial Segment under the Behavioral segment.

For Target
marketing I will go for concentrated Marketing (niches marketing). Because.

Beneficial sought under Behavioral segment divide market in groups according to the different benefits
that customers seek from the product. As we can see a company that has developed a new types of
Eggs such as Vitamin E and Omega-3 enriched eggs. That means if we go for thus people who
are looking for food which has Vitamin E and Omega 3, they will buy our product easily. So, the
company should Go for a Beneficial sought under the Behavioral segment to Segment this market.

And for target marketing, they should go for concentrated Marketing because This company is a small
company which means its resources are limited so they should go for Niches Marketing so they can Go
for a large share of one segment.

When I am going to buy A phone it will be going to influence my Social class under Cultural Factor

When I am going to buy A new shoe it will be going to influence my Lifesyle (Interest) under Personal
Factor

When I am going to buy A face Mask it will be going to influence my self concept under Personal Factor

When I am going to buy A Perfume Bottle it will be going to influence my Lifestyle (Interest) under
Personal Factor
repetitive decision that can be handled by a routine approach is called Programmed decision.

There are 3 types of programmed decision.

1) Procedure

2) Rule

3) Policy

Procedure: A series of steps that a manager can apply on structured problem. Ex. If employee come late
for 3 days , salary cut for one day.

Rule: A limit what a manager implement on employee so that they can do or not can do in carrying out
the seps involve in procedure. Ex. Can’t go for smoke in office hour

Policy: A guideline about making a decision for a structured problem. Ex. Customers are king.

Because an organization's culture constrains what managers can and cannot do, it is particularly
relevant to managers. These constraints are rarely explicit. They're not written down. It's unlikely that
they'll even be spoken. But they're there, and all managers quickly learn what to do and not to do in
their organization. The link between values such as these and managerial behavior is fairly
straightforward. For example, in a so-called "ready-aim-fire" culture, managers will study proposed
projects first and analyze them endlessly before committing to them. However, in a "ready-fire-aim"
culture, managers take action and then analyze what has been done. If an organization's culture
supports the belief that profits can be increased by cost cutting and that the company's best interests
are served by achieving slow but steady increases in quarterly earnings. Managers are unlikely to
pursue programs that are innovative, risky, long term, or expansionary. For organizations that value
and encourage workforce diversity, the organizational culture and thus managers' decisions and
actions, will be supportive of diversity efforts. In an organization whose culture conveys a basic
distrust of employees, managers are more likely to use an authoritarian leadership style than a
democratic one. Why? The culture establishes for managers what is appropriate and expected
behavior. At St. Luke's advertising agency in London, for example, a culture shaped by the value
placed on freedom of expression, a lack of coercion and fear, and a determination to make work fun
influences the way employees work and the way that managers plan, organize, lead, and control.
The organization's culture is reinforced even by the office environment which is open, versatile, and
creative.

Since the culture of an organization limits what managers can and cannot do, this is especially relevant
for managers. These limitations are rarely obvious. If a company’s culture supports the belief that profits
can be increased by reducing costs and the best interests of the company quarterly earnings achieve
slow but steady growth. Managers are unlikely to follow innovative, risky, long-term or expansionary
programs.

For organizations that value and encourage employee diversity, organizational culture, and thus
managers' decisions and actions, will be conducive to diversity efforts.
For example, values based on freedom of expression, lack of coercion and fear, and determination to
make work fun affect the way employees work and the planning, organization, leadership and control of
managers.