Week+07+(Oct+17+-+21)

= WEEKLY SCHEDULE: = =Monday, Oct. 17 (E Day): 12:44-1:27 - Public Speaking/presentations (Paper and PowerPoint as outlined)= =Tuesday, Oct. 18 (F Day): 1:32-2:15 - Continue with the Unit 2 (Economics), Chapter 3\4 (The Free Enterprise System\Global Economics); SUPPLY AND DEMAND= =Wednesday, Oct. 19 (G Day): 11:56-12:39 - No class= =Thursday, Oct. 20 (H Day): 12:44-1:27 - Start Internet Project for Economics Unit. For the Internet Marketing Project we will utilize Google Docs. Presentation= =Friday, Oct. 21 (A Day): 1:32-2:15 - Chapter 4.1 (Global Economics - What is an Economy)/Internet Marketing Project=

Marking Period 1 Ends Nov. 8th, 2011 (E Day)
=Wed Oct 19 after school in room e-160 anyone in DECA who is interested in being an officer come to this meeting.=

(Logistics such as working with the bus company need to be handled well in advance.)
= Please try and post your presentation materials to the page MarketASportsDrinkProject = = =

= = = MATERIALS FOR THE CURRENT CHAPTER: = Others... Supplemental Videos If you develop an interest in Economics, I recommend you consider a taking a course either here (Economics or AP Economics) or in college (business students are required to take Micro and Macroeconomics for the major). For a fresh take on economics, take a look here: "Economists Do It With Models" economics 101 online course. Main site. Elasticity.

This video walks you through the math behind a demand curve.

= WSJ WEEKLY ARTICLE: =

Video
BY DANA MATTIOLI Supermarkets—recognizing that many customers use their mobile telephones to compare prices and check lists as they shop—have begun to experiment with smartphone-related technology. The stores hope to use apps, high-tech bar codes called Quick Response Codes and other technologies to drive sales and lower costs just as millennials, who grew up using electronic devices, are becoming a bigger percentage of their shopping base. Grocery stores, recognizing that many customers use their phones as they shop, have begun to experiment with smartphone-related technology. Dana Mattioli has details on Lunch Break. Grocers have considered incorporating new technologies into the shopping experience for some time, but the industry has small margins and many stores don't have big technology budgets, analysts say. But building their programs around smartphones will allow them to break into the space without investing a lot of money. In addition, according to Agata Kaczanowska, an industry analyst with IBISWorld, making the shopping experience easier will help the grocers to boost customer loyalty. In July, Modiv Media, a mobile-shopping marketing company, paired up with Ahold USA, the parent company of supermarkets such as Giant and Stop & Shop. Ahold has started a pilot program at three Stop & Shops in Massachusetts that enables customers who download an iPhone app to scan the bar codes of each item they're buying and bag the items as they continue to shop. The app is linked to the shopper's customer-rewards card, so that customers can receive targeted specials and coupons related to items they like as they shop.

Bloomberg NewsAhold is testing a program using an iPhone app at three Stop & Shops. Above, a New Rochelle, N.Y., store. The app has been well received by Stop & Shop customers, says Rebecca Kane, vice president of brand and customer-specific marketing for Ahold USA. Over the next few months, the company plans to roll it out to 18 Stop & Shop stores, with an eye to making it chain-wide in the future. Before smartphones, Modiv offered scanning devices that supermarkets had to buy for customers. Having customers use their own smartphones has eliminated a huge hurdle in terms of cost, says Paul Schaut, Modiv's chairman. The company already has commitments from two other major supermarket chains to roll out programs for them, he says. Initiatives like Stop & Shop's could also help reduce labor costs, which are between 12% and 15% of grocers' total expenses, says Neil Stern, senior partner at McMillanDoolittle LLP, a Chicago-based retail consultancy. Grocers that operate via the Internet have also discovered the opportunity that mobile phones present for sales. Peapod Inc., an online grocery service that operates in 11 states and the District of Columbia introduced its own app last September. Thirty-six percent of its customers have since downloaded the app, and Peapod says about 10% of its orders come via mobile devices. FreshDirect, a New York-based grocery-delivery service, also gets about 10% of its orders through mobile apps. As of May, 15% of British online grocer Ocado Group PLC's sales came over its iPhone and Android apps, says CEO Tim Steiner. In its most recent fiscal year, Ocado's revenue was £551 million ($856.9 million). "This generation is demanding instant Internet-access availability and fulfillment—it's phenomenal when I look at the iPhone and what we achieve there," he says. Geolocation is also coming into play inside supermarkets, and grocery-chain Meijer is adding such capabilities to its current app over the next few weeks, says a spokesman. In its current form, the app helps customers locate products on their shopping lists, helping to alleviate one of the major frustrations food shoppers have, a spokesman says. Some U.K. grocers are experimenting with QR codes and product bar codes, and retail analysts say the codes could catch on in the U.S. In late August, Ocado erected a vinyl wall poster displaying its products on an empty London storefront. Passersby could scan items they wanted to buy for home delivery using their smartphones. Competitor Tesco PLC launched a similar trial in a subway station in South Korea in August. In both cases, consumers must download the appropriate app before placing an order. While analysts say the business case for high-tech grocers exists—it allows real-time marketing, geolocation within aisles and instant coupon delivery—customer behavior hasn't caught up yet. Many shoppers aren't accustomed to using their phones in a shopping setting, and when they do, it's most often to locate stores, says Forrester Research analyst Sucharita Mulpuru. "There are a lot of experiments in grocery," she says. "But the challenge here is there are more experiments than there are success stories."
 * Write to** Dana Mattioli at dana.mattioli@wsj.com

In China, Nike Sets Out to Alter Sports Mindset
By LAURIE BURKITT

SHANGHAI—Nike Inc. wants to jolt sales of athletic apparel in China. To do so, it has to alter ideas of fashion and help foster a culture of everyday-citizen sports that extends beyond the country's lauded Olympic teams and professional players.  Nike hopes to roughly double China sales by 2015 to reach a target of $4 billion annually, said Don Blair, chief financial officer and vice president, in an interview. To get there, the Beaverton, Ore., sportswear giant plans to open more stores, put a renewed focus on recreational sports such as running and snowboarding, and emphasize its stable of local endorsers such as Chinese Olympic track-and-field star Liu Xiang and Chinese tennis player Li Na.  But the Chinese consumer himself presents a major obstacle, market watchers say. Field sports such as soccer and baseball have limited appeal in crowded urban areas, while health clubs are traditionally seen as the province of the rich.  "China has one of the biggest populations who are tuned in to sports, but they aren't yet participants," said Mr. Blair.  Chinese people take their exercise in different forms than most Americans. While many bike to work, they do so in their street clothes. Spandex is nowhere in sight. School children have 40 minutes of government-mandated calisthenics each day, but it involves stretching rather than sweating. Chinafotopress/Zuma PressNike hopes to double its sales in China by 2015. Above, Chinese hurdler Liu Xiang attended a Nike promotional event in Beijing last month.  Gyms have grown in popularity in China in recent years and sports-gear retailers have enjoyed increasing sales, but market watchers say a significant amount of the population doesn't harbor a Western-style passion for working out.  Li Guanqun, a 27-year-old editor for a government website in Beijing, is emblematic of the challenge Nike faces, especially with women. Ms. Li says she might buy one pair of athletic shorts a year, though she doesn't use them often. "Running is just so tiring," she says.  "The challenge is formidable," says Torsten Stocker, a partner in the Hong Kong office of market-research company Monitor Group.  Nike—often seen as a fashion brand in China—also faces increased competition from traditional apparel companies, such as Gap Inc. and Swedish brand Hennes & Mauritz AB. And like all companies in China, it also has to contend with rampant name-brand counterfeiting.  Nike and rival Adidas AG were among the first foreign apparel makers to expand across China. Nike has tapped into China's basketball craze, sponsoring NBA stars like LeBron James who are popular in China. It's now the No. 1 sportswear company by sales, according to market-research firm Euromonitor International, which estimates Nike's sales grew 8% last year to 13.54 billion yuan ($2.12 billion). Nike doesn't break out detailed China sales figures.  Nike says it can build Chinese sales on its existing basketball fans, but its growth could be juiced if it can replicate an individual and team-sports culture like the one that exists in North America.  "A decade ago, no one would have thought a Chinese athlete could have become a global star," said Charlie Denson, president of the Nike brand, in an interview. "But China is putting more people in the global game, creating more interest in sports," he added.  Last month Nike launched a running-gear collection inspired by Mr. Liu, the track star, in hopes that he will inspire consumers to buy merchandise such as 899 yuan ($141) Nike LunarGlide LiuXiang Storm Fly running jacket.  Nike won't say how many stores it plans to add. There are 7,500 outlets in China that sell its products, including its franchised stores.  Mr. Blair said the company plans to take its gear into China's smaller cities to sell sneakers and sweatbands to consumers who are just learning about the brand. In August, the company opened in Shanghai its first Chinese action-sports store, selling equipment for skateboarding and snowboarding, and it says it has other locations under consideration.  To build an appetite for snowboard apparel, it is planning in 2012 a snowboarding competition at a snowpark outside of Beijing and will build its own course. It plans to fly in snowboarding legacies to build excitement around the emerging sport in China. Last year, Nike flew in Finland's Peetu Piironen to show off his half-pipe skills.  In the coming years, the company plans to increase its partnerships with the government, developing school athletic programs and expand running clubs at universities. In 2009 it launched running clubs at 11 universities in six cities, and it says it has seen membership rise.  To attract women, Nike in August held special training classes targeting female consumers in gyms across seven cities in China, such as Nanjing and Chengdu.
 * Write to** Laurie Burkitt at laurie.burkitt@wsj.com