Archive | November, 2013

Global Culture Project

19 Nov

One of the assignments for business development was to research an assigned country, in our case Australia, and prepare research regarding that country. Here are the most important aspects we took out our research regarding Australia and business practices:

  • Modesty: Australians are modest, and are not impressed by titles.
  • Distrust of Authority: Australians like to think of everyone “as a member of a team” and do not like to have someone acting above them.
  • Strong Sense of Humor: Australians will make jokes in meetings.
  • Individualistic way of thinking: Australians expect to able to act on their own judgement.
  • Meeting Timing: Meetings are expected to move quickly, with little to no small talk.
  • Preparation: Australians expect minimal preparation for meetings, and expect the details to be worked out during the meeting.
  • Authority: Australians expect that whoever is present at a meeting is more than capable of making a decision.

Why this makes me hirable?

Today’s business world is only growing more global, and the ability to research and know how to do business with other cultures is vitally important. The skill is a necessity in today’s business world.

Below is a power point presentation regarding our findings.

Team #4 Global Culture and Business Etiquette Presentation


About Mark

19 Nov

For Business Development, we were asked to put together a student profile. I felt like this would be a good thing to share with my blog, as it provides some context into who is writing these posts.

My Background
I am currently at the end of my third year in the BBA in business administration-marketing at Kwantlen. Last year I joined the golf team at Kwantlen where I receive a scholarship (as long as I keep my grades up), and allows myself to travel around the province and play different golf courses than the ones I typically play. I recently was promoted to the title of Golf Shop Manager at Surrey Golf Course, which I am quite proud of, as I am 24 years old, makes me one of the youngest, if not the youngest Golf Shop Managers in Canada.
Outside of Surrey Golf Course, I also worked at Future Shop for three years, starting as a seasonal sales associate in the Car Audio department, then working a mix of part time and full time for the remainder of my time at Future Shop. I started working at Future Shop after I graduated from high school, and credit my time there for helping me make the decision of taking a diploma, and eventually a degree in business.
Career Aspirations
As much as I love the game of golf, and enjoy working at a golf facility, I do not plan on working in the golf industry for the remainder of my career. Once I have my degree, I plan on aggressively pursuing marketing and managerial related jobs, and try to get as much experience
as I can. When I was young I thought I would just take the job that paid me the most, and that is how I would choose what to do for a living.
Now as I am getting a little older, I am starting to realize that a good work-life balance is important, as well as enjoying what I am doing for a living. I definitely do not have it all figured out yet, and do not know what my true calling is, I just know it is going to be something in the business/marketing field. My long term goal is to eventually be a consultant and work for myself. However I know this is something that I will not be able to do immediately out of university, and I will need more experience after I graduate.
My Unique Selling Proposition. Why you should hire me!!!
My personal USP is that I am bold, committed and competitive. In terms of marketing, my belief is that the worst possible thing an organization can do when it comes to marketing is to play it safe, and be boring. The best thing any organization can do is be fresh, be bold, and be committed to everything they do. My business beliefs also carry through to my professional and personal life, and how I conduct myself. For the most part, I tell people what I am thinking, and I like to stand out and be different. I also try to commit fully to everything I am passionate about, both professionally and personal. Most of my failures and shortcomings have been associated with a lack of commitment and effort, thus I have worked really hard to commit to everything I do. I am also a highly competitive person who enjoys winning and achieving.

Attached is a PDF file of my full student profile

Gamache, Mark Student Profile

Vendor Contract Analysis

19 Nov

For an assignment, we were given the task of finding a vendor agreement and analyzing the document. We were to find the five most important/interesting aspects of the contract, and explain them in detail.

I analysed a vendor agreement between RIM (blackberry) and potential vendors who are selling apps in the RIM app store (known as Blackberry app world). As expected, the contract was very detailed, with many different aspects of it that potential vendors need to be aware of. Below are the five sections I found the most important/interesting:

4.6 Geographic Restrictions

The clause outlines to APP developers that RIME is a global business, and that entering an agreement with RIME requires the APP developer/distributor to have proper licensing of the APP throughout the world.

9.3 Reverse Engineering

RIME is not allowed to modify an application without written consent from the Vendor, and may not reverse engineer, disassemble, or decompile any Application per the vendor agreement. This portion of the contract protects the vendor when entering a vendor agreement with RIME. It is a very important portion of the contract with RIME as it shows vendors that the APPs they have worked hard on will be safe when entering business with RIME. It is also importing for RIME to include a reverse engineering clause in their vendor contracts to attract app vendors into conducting business with RIME.

4.5 Vendor Fulfillment

Clause 4.5 is an important part of the RIME vendor agreement, especially for the vendor, as they must fulfill all promises and expectations made to end users of the APP. A vendor cannot sell services and then not deliver on them. RIME also wants to maintain their own reputation, and do not want vendors treating customers poorly. RIME can terminate the agreement immediately for such a breach.

5 . Secondary Revenue Fee

Clause 5, covering several aspects of the secondary revenue fee, is a crucial portion of the RIME vendor agreement. Per the first section of the clause, vendors must pay RIME 30% of secondary revenue collected through APPs, on a quarterly basis. Vendors are also required to provide a month by month breakdown of secondary revenue collected and paid. A related section on taxes on the payments is included later on in the agreement. The clause is vitally important in

the vendor agreement for RIME, as it is how they will make profit by allowing APPs in their APP distribution and selling platform.

16 Term, Termination

The term/termination portion of the vendor agreement with RIME covers the protocol involved with ending the agreement between the vendor and RIME. The termination clause outlines exactly what notice the vendor has to give RIME in the event of termination, and what notice RIME has to give to the vendor when the agreement is terminated. RIME can terminate the agreement for convenience with the vendor by providing at least 90 days written notice to the vendor. If a breach of conditions has occurred, RIME only has to provide 30 days written notice of termination of the agreement, if the breach cannot be corrected.


My analysis of the contract proves why a company would hire me. Any company would expect a marketing professional to be capable of analysing such contracts, and understanding every detail. Thoroughness is very important in vendor contracts, as failure to understand the contract can result in a breach, which could easily result in the contract being terminated, and time and money being loss.

I have attached a copy of my full report for your interest.

Gamache, Mark Contract Analysis (1)

RFP Analysis

19 Nov


The RFP analysis assignment was to find a live RFP (request for proposal), study it, and find what we thought were three important questions as a key account manager, we must ask ourselves in order to respond to the RFP.

In class, we discussed the common aspects of RFP’s as we compared our RFP analysis. What was found, especially when dealing with government related RFP’s, was they were highly detailed in order to ensure transparency. The RFP I analyzed was for a BC Hydro contract, and in comparison to other RFP’s, was extremely long and detailed.  One of the most interesting details of the RFP was a section which was dedicated to the exact weighting of importance of several factors, when responding to the RFP.

One of the most common aspects we noticed regarding RFP’s is the strict adherence to methods of delivery, and timelines. Some even had blackout periods leading up to the deadline where questions could no longer be asked regarding the RFP.

I have attached a copy of my analysis of a BC Hydro RFP, I hope you find it interesting.

Gamache, Mark RFP Analysis