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Scenario 1.2
Use the following to answer the questions.
Paws and Claws Hotel is a full-service pet salon and boarding kennel.Paws and Claws has an interactive website where customers can directly book a grooming appointment,obedience class,or overnight accommodations for their dog or cat.Paws and Claws has several unexpected services,such as a 600-square foot swimming pool,complete with slide and dog-friendly graduated steps to help them exit the pool.Customers can also drop their dog or cat off each morning for pet day care.Paws and Claws has a pick-up and delivery service,webcams in every kennel so that pet families can view their pets while away,and pet "furniture" so that the cats and dogs can lie on sofas just like at home.Paws and Claws is also open 24 hours a day,365 days each year so that customers can pick up their pet at any time.
The cost for an overnight stay at Paws and Claws averages $50,compared to competing kennels at about $30.The day care costs are $25 for either a dog or cat.The majority of Paws and Claws' competitors don't offer the day care service,and require an two-day minimum for overnight stays.
Informal discussions with customers led to the addition of pet day care and 24-hour hours of operation.Previously,Paws and Claws was more interested in competing based on its prices.
-Refer to Scenario 1.2.Paws and Claws' target market is most likely to be which of the following?
Path-Goal Theory
A leadership theory that suggests leaders adjust their styles based on the situation to encourage follower productivity and satisfaction.
Transactional Leadership
A leadership style based on a system of rewards and punishments contingent upon the performance of the followers.
Implicit Leadership Perspective
A theory suggesting that people have ingrained beliefs and expectations about what qualities and behaviors make someone a good leader.
Fiedler’s Contingency Model
is a leadership theory suggesting that a leader’s effectiveness is dependent on how well the leader's style matches the situation or context.
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