8
KISMET SMOOTHIE CO - OPERATIONS
Operations, Technology, and Management Plan
Regina Crews
Strayer University
BUS 599
Prof. Andrea Banto and Prof. Adrian Allen
March 1, 2019
Q1. Operation Plan
General Operating Hours
Kismet Smoothies Company intends to from 8 am to 6 pm weekdays and from 9 am to 4 pm on Saturday and Sunday. The company will be in operation all year round.
Human Resources
Kismet Smoothies Company will have 20 sole employees for the first year of operation. Upon requirement of additional workers, the Company will hire on contract basis individuals who have been identified with the relevant qualification to assist. The owner will also be incorporated into the extra contract working team. Among the identified personnel who will be hired on contract include 5 nutritionists, 4 product promoters and 10 salespersons. Once the employees are hired, they will be covered by the Workers Safety and Insurance Board besides being covered by the Employee Benefits (Katzenbach, & Smith, 2015).
Insurance Obligations
The cost of business liability insurance will be incurred by Kismet Smoothies Company. The annual approximated cost for this business expense is $3,300.
Operating Capital Obligations
Because of the demands required in starting this business, the Kismet Smoothies Company will be required to have enough working capital which will meet all the operational activities of the Company business for the first five months. To sustain all the opening and on-going financial requirements of the Company for the five months period, the Company will need an estimate of $15,000 of working Capital. Due to the fact that there tends to be a duration of low activities throughout the year in the company, during these periods, the company will tend to experience financial pressure. During this low activity periods, there is a need for the company to maintain sufficient working capital even if this time will be spent on marketing strategies and proposal development. During these periods, diversifying the company besides product quality training to the public will be the best thing to do (Du, Zhang, & Ni, 2018, October).
Office Requirements and Asset Acquisitions
The office space for the company is leased and it will contain the necessary office necessities such as fax machine, furniture, telephones, fax machines, photocopier, printer, and other necessary equipment. This office will be leased at a cost of $200 each month. The associated costs for renovating the office and equipping it to the customer and owner satisfaction are as follows;
· Office equipment and furniture $7,000
· Renovations $4,000
· Capital costs $45,000 which will help in buying the necessary company services equipment like vats, refrigerators, burners, ovens and bottling equipment besides enhancing workers professionalism through training besides preparing the company for the projected demand for services (Mendelson, & Matsoso, 2015).
Operation Workflow Steps
· Step 1, the c.
Running head: COMPANY INFORMATION 1
COMPANY INFORMATION 7
1. Identify and describe the main operating activities and the form of organization for this business.
Operation activities are generally the daily processes that generate money for a business. Core activities of a company such as manufacturing; marketing and selling form the main operating activities. They furthermore, provide majority of the cash flow for a company. Profitability of a company largely depends on them. Partnership is the main form of the business unit used at the place with marketing coming out to be the main economic activity in the place.
2. Determine and explain why the owner(s) chose this particular form of organization.
A partnership was suitable for the business as it provided room for coming together and easily sharing on the main challenges of the business. Combination of efforts by members and the general concern about the total wellbeing of the people in the place made it easy for the growth of the business (Gigli and Agrawala, 2007). Easy understanding among the members of the group made it easy for the partnership to grow fast as they would easily agree on something.
3. Identify any special advantages and/or disadvantages the owner(s) experiences in operating with this form of business organization.
The main reason for choosing the partnership as the form of business is that it is easy to start and operate. The registration process is simple and does not take long. Decisions made from this kind of process are easy as they involve the combination of efforts from different parties. Quality of decisions makes the business to be stable and operate well. Easy to raise and generate more capital for developing and making the business grows at a fast rate (Boyle et.al, 1997). Division of labor makes it easy to share and distribute responsibilities among the members of the groups. On the other hand, the decision making process takes a lot of time before coming to a mutual conclusion hence termed as slow.
1. Does the company prepare interim financial statements? What time period(s) is used for interim statements?
The company uses interim financial statements. The period is less than one year. In many cases, the statements are given for the quarters between the existing annual financial statements. It gives users and investors detailed and updated information on the operations of the corporation.
2. Does the company use the cash or accrual basis of accounting?
The company uses accrual accounting basis by matching expenses with the various related revenues and tend to be reported when they occur or take place rather than when the cash is paid.
3. Does the company use a work sheet in preparing financial statements? Why or why not?
The company uses worksheets in its operations. Main reas ...
Total Quality Management (TQM) aims to meet customer expectations through continuous improvement. The five principles of TQM are to produce quality work the first time, focus on the customer, have a strategic improvement approach, improve continuously, and encourage teamwork. Six Sigma is a data-driven approach to reducing process variation and defects using DMAIC (Define, Measure, Analyze, Improve, Control). Case studies show how TQM and Six Sigma helped healthcare provider AtlantiCare improve patient satisfaction and double revenues, and helped appliance maker LG Electronics and pharmaceutical company Catalent Pharma Solutions reduce defects and process inefficiencies.
This assignment focuses on the customer rating software that is associated with restaurant business. This business is going to be developed by an entrepreneur. In this software business, the customers are enables of check any listed restaurant service.
For my analysis I have chosen a small tortilla factory that is loc.docxlmelaine
For my analysis I have chosen a small tortilla factory that is located here in Miami and where I work for a few months. In the time I was there I learned about the production process and the resources that are used in the manufacture of this type of food. The company is called Easy Foods Inc (EFI). They invested in a state-of-the-art facility in South Florida and filled it with new and better production equipment (Easy Foods Inc, 2015).
To develop a cost analysis we need to understand the influence of factors such as technology, space, availability of raw materials, human resources and time. Costs that are directly related to the product and increase according to production volumes can be classified as direct costs. In EFI, variable costs constituted an important percentage of the cost structure. In this group we must obviously include the raw material. To make the tortilla, corn flour, wheat flour, water, flavorings, other additional foods and chemical preservatives were needed. In this case, the rules varied in relation to the size of each type of tortilla. Salary expense is a cost that is also variable because the production cycles are measured by volumes / hours. Each employee in the production line added a cost to the product as it went through the different processes, from the preparation of the mixture to the packaging department. Other variable costs that can be mentioned are the depreciation of the machinery. In this case, when equipment is depreciated by units produced, the cost of depreciation can be directly identified with a unit of product.
On the other hand, fixed costs do not increase or decrease necessarily with the volume of production. For example: the rent of the premises and the warehouses, the salary of the administrative personnel, the costs of financing, the insurances and other administrative expenses. These elements of expenses are more difficult to standardize because they are not determined by the total tons produced (Hasan, Halid, Ahmad, Hasdiana, & Ilato, 2018)
8
Internal and External Environmental Analysis
Internal and External Environmental Analysis
Hoosier Media Inc. has noticed a decline in their newspaper circulation and subscriptions, which resulted in a significant drop in revenues over the last five years. While online ad revenues have increased, they only account for 5% of the company’s revenue. The Fletcher Firm has been hired to assess the current strategic operations to assist Hoosier Media Inc. increase their profits. The following analysis will discuss internal and external factors that will help improve Hoosier Media’s business operations.
Economic, Legal and Regulatory Forces and Trends
It is necessary to consider economic forces when determining reasons for declining revenue and strategizing effective business practices. Consumer behavior is one of the many economic forces that affect businesses today. Consumer spending sets the trends that will either help or hinder Hoosier Media Inc. wit ...
This document brings together a set
of latest data points and publicly
available information relevant for
Platforms & Applications Industry.
We are very excited to share this
content and believe that readers will
benefit from this periodic publication
immensely.
Case study 3 piloting procter & gamble from decision cockpits- is & ec - gs...HjZulkiffleeHjSofee
Procter & Gamble implemented several decision-making tools to improve business analytics and decision making. Business Sufficiency provided executives with 6-12 month predictions on key metrics. Business Sphere gave executives a command center to visualize data and answer specific questions in real-time. Decision Cockpits provided all employees with real-time business data dashboards. These tools helped P&G anticipate events, respond faster to changes, and focus on business decisions using accurate and up-to-date data. The tools supported P&G's strategy of pursuing new IT to maintain a competitive advantage through faster and better-informed decision making.
Case study 3 piloting procter & gamble from decision cockpits- is & ec - gs...HjZulkiffleeHjSofee
Procter & Gamble implemented several decision-making tools to improve business analytics and decision making. Business Sufficiency provided executives with 6-12 month predictions on key metrics. Business Sphere allowed executives to visualize and explore data to answer specific questions. Decision Cockpits gave more employees access to real-time data and alerts through customizable dashboards. These systems helped P&G align analytics with its strategy of pursuing new technologies to maintain a competitive advantage through faster, better-informed decisions across 180 countries.
Running head: COMPANY INFORMATION 1
COMPANY INFORMATION 7
1. Identify and describe the main operating activities and the form of organization for this business.
Operation activities are generally the daily processes that generate money for a business. Core activities of a company such as manufacturing; marketing and selling form the main operating activities. They furthermore, provide majority of the cash flow for a company. Profitability of a company largely depends on them. Partnership is the main form of the business unit used at the place with marketing coming out to be the main economic activity in the place.
2. Determine and explain why the owner(s) chose this particular form of organization.
A partnership was suitable for the business as it provided room for coming together and easily sharing on the main challenges of the business. Combination of efforts by members and the general concern about the total wellbeing of the people in the place made it easy for the growth of the business (Gigli and Agrawala, 2007). Easy understanding among the members of the group made it easy for the partnership to grow fast as they would easily agree on something.
3. Identify any special advantages and/or disadvantages the owner(s) experiences in operating with this form of business organization.
The main reason for choosing the partnership as the form of business is that it is easy to start and operate. The registration process is simple and does not take long. Decisions made from this kind of process are easy as they involve the combination of efforts from different parties. Quality of decisions makes the business to be stable and operate well. Easy to raise and generate more capital for developing and making the business grows at a fast rate (Boyle et.al, 1997). Division of labor makes it easy to share and distribute responsibilities among the members of the groups. On the other hand, the decision making process takes a lot of time before coming to a mutual conclusion hence termed as slow.
1. Does the company prepare interim financial statements? What time period(s) is used for interim statements?
The company uses interim financial statements. The period is less than one year. In many cases, the statements are given for the quarters between the existing annual financial statements. It gives users and investors detailed and updated information on the operations of the corporation.
2. Does the company use the cash or accrual basis of accounting?
The company uses accrual accounting basis by matching expenses with the various related revenues and tend to be reported when they occur or take place rather than when the cash is paid.
3. Does the company use a work sheet in preparing financial statements? Why or why not?
The company uses worksheets in its operations. Main reas ...
Total Quality Management (TQM) aims to meet customer expectations through continuous improvement. The five principles of TQM are to produce quality work the first time, focus on the customer, have a strategic improvement approach, improve continuously, and encourage teamwork. Six Sigma is a data-driven approach to reducing process variation and defects using DMAIC (Define, Measure, Analyze, Improve, Control). Case studies show how TQM and Six Sigma helped healthcare provider AtlantiCare improve patient satisfaction and double revenues, and helped appliance maker LG Electronics and pharmaceutical company Catalent Pharma Solutions reduce defects and process inefficiencies.
This assignment focuses on the customer rating software that is associated with restaurant business. This business is going to be developed by an entrepreneur. In this software business, the customers are enables of check any listed restaurant service.
For my analysis I have chosen a small tortilla factory that is loc.docxlmelaine
For my analysis I have chosen a small tortilla factory that is located here in Miami and where I work for a few months. In the time I was there I learned about the production process and the resources that are used in the manufacture of this type of food. The company is called Easy Foods Inc (EFI). They invested in a state-of-the-art facility in South Florida and filled it with new and better production equipment (Easy Foods Inc, 2015).
To develop a cost analysis we need to understand the influence of factors such as technology, space, availability of raw materials, human resources and time. Costs that are directly related to the product and increase according to production volumes can be classified as direct costs. In EFI, variable costs constituted an important percentage of the cost structure. In this group we must obviously include the raw material. To make the tortilla, corn flour, wheat flour, water, flavorings, other additional foods and chemical preservatives were needed. In this case, the rules varied in relation to the size of each type of tortilla. Salary expense is a cost that is also variable because the production cycles are measured by volumes / hours. Each employee in the production line added a cost to the product as it went through the different processes, from the preparation of the mixture to the packaging department. Other variable costs that can be mentioned are the depreciation of the machinery. In this case, when equipment is depreciated by units produced, the cost of depreciation can be directly identified with a unit of product.
On the other hand, fixed costs do not increase or decrease necessarily with the volume of production. For example: the rent of the premises and the warehouses, the salary of the administrative personnel, the costs of financing, the insurances and other administrative expenses. These elements of expenses are more difficult to standardize because they are not determined by the total tons produced (Hasan, Halid, Ahmad, Hasdiana, & Ilato, 2018)
8
Internal and External Environmental Analysis
Internal and External Environmental Analysis
Hoosier Media Inc. has noticed a decline in their newspaper circulation and subscriptions, which resulted in a significant drop in revenues over the last five years. While online ad revenues have increased, they only account for 5% of the company’s revenue. The Fletcher Firm has been hired to assess the current strategic operations to assist Hoosier Media Inc. increase their profits. The following analysis will discuss internal and external factors that will help improve Hoosier Media’s business operations.
Economic, Legal and Regulatory Forces and Trends
It is necessary to consider economic forces when determining reasons for declining revenue and strategizing effective business practices. Consumer behavior is one of the many economic forces that affect businesses today. Consumer spending sets the trends that will either help or hinder Hoosier Media Inc. wit ...
This document brings together a set
of latest data points and publicly
available information relevant for
Platforms & Applications Industry.
We are very excited to share this
content and believe that readers will
benefit from this periodic publication
immensely.
Case study 3 piloting procter & gamble from decision cockpits- is & ec - gs...HjZulkiffleeHjSofee
Procter & Gamble implemented several decision-making tools to improve business analytics and decision making. Business Sufficiency provided executives with 6-12 month predictions on key metrics. Business Sphere gave executives a command center to visualize data and answer specific questions in real-time. Decision Cockpits provided all employees with real-time business data dashboards. These tools helped P&G anticipate events, respond faster to changes, and focus on business decisions using accurate and up-to-date data. The tools supported P&G's strategy of pursuing new IT to maintain a competitive advantage through faster and better-informed decision making.
Case study 3 piloting procter & gamble from decision cockpits- is & ec - gs...HjZulkiffleeHjSofee
Procter & Gamble implemented several decision-making tools to improve business analytics and decision making. Business Sufficiency provided executives with 6-12 month predictions on key metrics. Business Sphere allowed executives to visualize and explore data to answer specific questions. Decision Cockpits gave more employees access to real-time data and alerts through customizable dashboards. These systems helped P&G align analytics with its strategy of pursuing new technologies to maintain a competitive advantage through faster, better-informed decisions across 180 countries.
Best NMIMS Assignment Solutions Dec 21palaniappann
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IBM Cognos Express is Business Intelligence software designed specifically for mid-sized organisations. Mark Register shows how Business Intelligence can help business planning and forecasting and make significant efficiency gains.
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6Running Head MT400Candace PooleBusiness Proces.docxalinainglis
6
Running Head: MT400
Candace Poole
Business Process Management
MT400
November 14, 2016
When we want to do progress we need expert advice and without expert advice it's too tough carry things according to objectives of company. To move in excellence zone companies use stakeholder engagement in order to improve their corporate policies. Stakeholders are of two types internal as well as external.
I selected Amazon and stake holders of Amazon includes
· Customers: They are related to the company in relation to sales and their objective is to get quality products like books digital contents and all other products company sells that customers use on daily basis.
· Suppliers: They supply different things to company and want development in company so that they can sell more to the company and reap good profits.
· Society: Amazon help many social communities like orphan houses, hunger trust and many other NGO's for welfare cause, their main objective is progress of company so that they can get more help from company.
· Governments: Government is a main stakeholder because government offer certain subsidies and collect taxes from company.
· Shareholders and the financial community: Shareholder want the development of company as they share profit of company and all those financial institutes who lends to the company also share profit and dividends.
Process is intended to provide its customer knowledgeable digital contents and cloud computing facilities to the general public in order to raise educated community. Success is to accomplish the goal of providing quality contents and solution to cloud computing. Goal is to effective contents and to make agreements with supplier in order to accomplish the order of client.
Metric 1: Customer Satisfaction Score:
1. Definition:
To make customer happy and service quality better in order to reach on apex of success.
2. Significance in assessment
Customer satisfaction is the key player to accomplish all goals and objectives of company.
3. Example: To check via surveys whether customers are satisfied and happy with services of company.
Metric 2: Perfect order percentage (POP)
1. Definition: An effective measure to check the percentage of orders that are perfectly taken processed, and accomplished according to the exact need of customer.
2. Significance: It's very important measure to check whether POP will accomplish the goal of quality milk of company.
3. Example: To check the list of order processing and customer feedback
Metric 3: Gross Margin
1. Definition: What percent of Profit Company is reaping from each sale?
2. Significance: Its main indicator or metric of success in any process. It ensures whether company is on right track to accomplish its goals.
3. Example: Amazon reaping 31.91% gross margin on sale of ecommerce related products and cloud computing services.
Identify two quick wins for your process. For each, describe a quick win is a visible improvement in the.
Infographics related to: Team, Scrum Master and Product Owner by Bala GuntipalliBala Guntipalli ♦ MBA
Bala Guntipalli is a management consultant who helps companies achieve their business goals through effective use of information technology. With over 20 years of experience across various industries, he focuses on acquiring cost-effective technology solutions and using IT to attract customers and increase profitability. Some of his achievements include developing marketing materials that helped a company increase annual revenues by 20% and automating testing processes that saved a media company over $5 million per year.
Databases by Design is a software business that designs and develops custom databases. They originally created databases for federally funded TRIO programs to report data to the Department of Education. They now have over 250 databases for TRIO programs nationwide. The business is seeking to expand its customer base beyond education to other industries. Their strengths include product differentiation and strong client relationships. Weaknesses include a lack of diversification and potential bottlenecks. Opportunities exist in growing data analysis needs and expanding to new markets. Threats include increased competition and risks around data security and technology changes.
This document brings together a set of latest data points and publicly available information relevant for Platforms & Applications Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Week 1 case 3 piloting procter & gamble from decision cockpitsdyadelm
This document lists the group members for a case study and provides information about Procter & Gamble's implementation of analytical solutions called Business Sphere and Decision Cockpits. It discusses how P&G developed these tools in partnership with other companies to give executives predictions about market share and other performance stats. The tools provide data on shipments, sales, market share, and drivers of performance. They also analyze what actions P&G can take to impact pricing, advertising, and product mix.
OBJECTIVES PHASE ONE STEP ONEFastCat is a small to medium s.docxhopeaustin33688
OBJECTIVES PHASE ONE STEP ONE:
FastCat is a small to medium sized company that provides medical software to healthcare establishments to assist them with the ease of accessing information for the office staff as well as their patients. Since FastCat is competing with much larger companies and the industry is experiencing increased demand due to government regulations they must be aware and fulfill their objectives to ensure success. FastCat must improve the flow of information and data reporting to be certain patients are receiving the correct treatment.
The first objective is to improve the care of patients and make sure that doctors and patients have the information they need when they need it. To do this they will need to focus on the patient-physician interface, provide web and mobile services, ensure the ease of communication between physicians and patients, provide privacy to users, and make their systems error free.
Supporting this objective is the objective to make sure they keep cost down; not only to help them increase revenue but to make their software affordable to customers. To help increase revenue FastCat will try to shave off or better train customers who are requiring a lot of resources and making the company little to no profit. Implementing training programs for medical staff,physicians, and patients will be important to make sure they know how to properly use the products on their own. This is also related to the company objective of efficiency. FastCat will try to move some of their support and manufacturing offshore in hopes to lower cost, but not quality. FastCat wants to be cautious that lowering cost will never lower quality or efficiency; two things they believe the company is established off of.
Keeping cost down for the customers will be extremely important in retaining current customers and acquiring new customers because the demand is increasing.
This leads me to another major objective of creating a competitive advantage that is sustainable. FastCat wants to offer their customers customized packages while their competitors only offer standard packages. Right now the demand is at its peak but when everything settles down FastCat hopes to have created an advantage that they can sustain and drive out competitors who entered the industry during the growth.
The HITECH Act provides FastCat with an incredible opportunity to grow their customer base and increase profits in a short period of time. In order for FastCat to compete in the health information technology boom, they need to attract many more quality employees to their company. With the $30 billion dollars the government is investing into the HITECH incentive program, Fastcat will be able to spend more on human capital, in order to keep future employees from going to other competing companies.
Another staple objective is the goal to grow the company. FastCat wants to acquire new customers as well as retain old ones. They hope to create new features a.
Justin Timmons - Director of Sales and MarketingJustin Timmons
This resume is for Justin Timmons, an experienced healthcare executive seeking a director of sales and marketing position. Timmons has over 11 years of experience in healthcare technology and cost management, including roles managing sales, operations, software development, and client relations. He has a proven track record of growing startup companies, developing strategies, managing projects, and building client relationships.
1 ROI CALCULATION AND BUSINESS CASE 1ROI CALCULATION AND BUSIN.docxlorainedeserre
1 ROI CALCULATION AND BUSINESS CASE 1
ROI CALCULATION AND BUSINESS CASE 3
ROI of Implementation
Katherine Askew
CMGT/583
2 March 9, 2020
David Conway
This research paper mostly focuses on the calculation of Return on Investment in Phoenix Fine Electronics enterprise; it also covers the overall needs and desires outcomes of the business. The scope of the project, measurable values of the new system, description of the latest strategies and recommending either continue or stop with project establishment; all concepts described below.
3 High-level overall business needs and desired outcomes
Business needs refer to the gaps found in the current business and its objectives. The most important driving factors in most enterprises are business or enterprise needs. We have so many different types of needs; some of them include talent, infrastructure, facilities, systems, applications, and many more. For Phoenix enterprise to succeed, it should focus on several business needs that can help it accelerate and speed up the achievement of its goals. Here are some examples of business needs that should be met for the enterprise to acquire the desired outcome.
Clients. The enterprise has a responsibility of satisfying customers by providing them with suitable and needed goods and services(Yeganeh, 2019). Despite maintaining and retaining customers, it is its responsibility of the company to bring in new clients to enhance the expansion and growth of the company hence the need for the company to locate and bring in the right customers for product purchase and maximizing profits. Through having the right audience, the enterprise will be able to build a scalable business that will lead to better results.
4 Retention of employees. Despite ensuring that the business has a continuous flow of clients, having consistent employees to work on the proposed project is a great deal. Creates the need for the enterprise to ensure that it has steady workers who can aid in carrying out general enterprise tasks, working on products to improve them, and giving customer services, care, and help. Doing these will reduce the business turnover hence easier to manage.
Marketing Phoenix enterprises should make sure that they are conversant with the essential roles of marketing in an organization. They should always work to ensure that any marketing strategy employed is always equated to profit; however difficult it may be for an excellent strategized plan, and planned advertisement budget for thriving both online and offline.
5 Scope of the project
The scope of this project is to help Phoenix Fine Electronics maximize and increase profits by increasing sales and also increasing the number of customers present. Companies achieved this by expanding business through investing and building other new business in different locations. For example, when Phoenix Fine Enterprises decides to initiate and implement its newly suggested project of investing in three separate stores of good five y ...
1 ROI CALCULATION AND BUSINESS CASE 1ROI CALCULATION AND BUSIN.docxRAJU852744
1 ROI CALCULATION AND BUSINESS CASE 1
ROI CALCULATION AND BUSINESS CASE 3
ROI of Implementation
Katherine Askew
CMGT/583
2 March 9, 2020
David Conway
This research paper mostly focuses on the calculation of Return on Investment in Phoenix Fine Electronics enterprise; it also covers the overall needs and desires outcomes of the business. The scope of the project, measurable values of the new system, description of the latest strategies and recommending either continue or stop with project establishment; all concepts described below.
3 High-level overall business needs and desired outcomes
Business needs refer to the gaps found in the current business and its objectives. The most important driving factors in most enterprises are business or enterprise needs. We have so many different types of needs; some of them include talent, infrastructure, facilities, systems, applications, and many more. For Phoenix enterprise to succeed, it should focus on several business needs that can help it accelerate and speed up the achievement of its goals. Here are some examples of business needs that should be met for the enterprise to acquire the desired outcome.
Clients. The enterprise has a responsibility of satisfying customers by providing them with suitable and needed goods and services(Yeganeh, 2019). Despite maintaining and retaining customers, it is its responsibility of the company to bring in new clients to enhance the expansion and growth of the company hence the need for the company to locate and bring in the right customers for product purchase and maximizing profits. Through having the right audience, the enterprise will be able to build a scalable business that will lead to better results.
4 Retention of employees. Despite ensuring that the business has a continuous flow of clients, having consistent employees to work on the proposed project is a great deal. Creates the need for the enterprise to ensure that it has steady workers who can aid in carrying out general enterprise tasks, working on products to improve them, and giving customer services, care, and help. Doing these will reduce the business turnover hence easier to manage.
Marketing Phoenix enterprises should make sure that they are conversant with the essential roles of marketing in an organization. They should always work to ensure that any marketing strategy employed is always equated to profit; however difficult it may be for an excellent strategized plan, and planned advertisement budget for thriving both online and offline.
5 Scope of the project
The scope of this project is to help Phoenix Fine Electronics maximize and increase profits by increasing sales and also increasing the number of customers present. Companies achieved this by expanding business through investing and building other new business in different locations. For example, when Phoenix Fine Enterprises decides to initiate and implement its newly suggested project of investing in three separate stores of good five y.
This document brings together a set
of latest data points and publicly
available information relevant for
Platforms & Applications Industry.
We are very excited to share this
content and believe that readers will
benefit from this periodic publication
immensely.
Justin Timmons - Director of Sales and MarketingJustin Timmons
This resume is for Justin Timmons, who has over 11 years of experience in senior sales and operations leadership roles in the healthcare technology and cost management industries. He is currently seeking a director of sales and marketing position that leverages his expertise in areas like sales management, operations management, strategic planning, software development, and project management. The resume provides details on his professional experience leading sales and operations for startup and established companies in this field.
Team A Week5 Riordan Manufacturing Service Request Sr Rm 012MsLeeMoon
Riordan Manufacturing is a global plastics manufacturer with 4 locations and over 550 employees. They aim to standardize data and systems to reduce costs and increase profits. The document recommends creating an enterprise database across all departments to integrate human resources, sales, marketing, operations and finance systems. This will allow for real-time communication and more efficient production company-wide.
For this assignment, review the articleAbomhara, M., & Koie.docxsleeperharwell
For this assignment, review the article:
Abomhara, M., & Koien, G.M. (2015). Cyber security and the internet of things: Vulnerabilities, threats, intruders, and attacks.
Journal of Cyber Security, 4
, 65-88. Doi: 10.13052/jcsm2245-1439.414
and evaluate it in 3 pages (800 words), in APA format with in-text citation using your own words, by addressing the following:
What did the authors investigate, and in general how did they do so?
Identify the hypothesis or question being tested
Summarize the overall article.
Identify the conclusions of the authors
Indicate whether or not you think the data support their conclusions/hypothesis
Consider alternative explanations for the results
Provide any additional comments pertaining to other approaches to testing their hypothesis (logical follow-up studies to build on, confirm or refute the conclusions)
The relevance or importance of the study
The appropriateness of the experimental design
When you write your evaluation, be brief and concise, this is not meant to be an essay but an objective evaluation that one can read very easily and quickly. Also, you should include a complete reference (title, authors, journal, issue, pages) you turn in your evaluation. This is good practice for your literature review, which you’ll be completing during the dissertation process.
.
For this assignment, provide your perspective about Privacy versus N.docxsleeperharwell
For this assignment, provide your perspective about Privacy versus National Security
. This is a particularly "hot topic" because of recent actions by the federal government taken against Apple. So, please use information from reliable sources to support your perspective.
This assignment should be 1.5 pages in length, using Times New Roman font (size 12), double spaced on a Word documen
.
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Best NMIMS Assignment Solutions Dec 21palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
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IBM Cognos Express is Business Intelligence software designed specifically for mid-sized organisations. Mark Register shows how Business Intelligence can help business planning and forecasting and make significant efficiency gains.
NMIMS Dec 21 Assignment Questions Solved palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
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Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
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NMIMS Dec 2021 Assignment Answer Sheet palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
NMIMS Customized Dec 2021 Assignment Solution palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
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Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
NMIMS Assignment Solution December 2021palaniappann
Sir / Madam,
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 09025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
6Running Head MT400Candace PooleBusiness Proces.docxalinainglis
6
Running Head: MT400
Candace Poole
Business Process Management
MT400
November 14, 2016
When we want to do progress we need expert advice and without expert advice it's too tough carry things according to objectives of company. To move in excellence zone companies use stakeholder engagement in order to improve their corporate policies. Stakeholders are of two types internal as well as external.
I selected Amazon and stake holders of Amazon includes
· Customers: They are related to the company in relation to sales and their objective is to get quality products like books digital contents and all other products company sells that customers use on daily basis.
· Suppliers: They supply different things to company and want development in company so that they can sell more to the company and reap good profits.
· Society: Amazon help many social communities like orphan houses, hunger trust and many other NGO's for welfare cause, their main objective is progress of company so that they can get more help from company.
· Governments: Government is a main stakeholder because government offer certain subsidies and collect taxes from company.
· Shareholders and the financial community: Shareholder want the development of company as they share profit of company and all those financial institutes who lends to the company also share profit and dividends.
Process is intended to provide its customer knowledgeable digital contents and cloud computing facilities to the general public in order to raise educated community. Success is to accomplish the goal of providing quality contents and solution to cloud computing. Goal is to effective contents and to make agreements with supplier in order to accomplish the order of client.
Metric 1: Customer Satisfaction Score:
1. Definition:
To make customer happy and service quality better in order to reach on apex of success.
2. Significance in assessment
Customer satisfaction is the key player to accomplish all goals and objectives of company.
3. Example: To check via surveys whether customers are satisfied and happy with services of company.
Metric 2: Perfect order percentage (POP)
1. Definition: An effective measure to check the percentage of orders that are perfectly taken processed, and accomplished according to the exact need of customer.
2. Significance: It's very important measure to check whether POP will accomplish the goal of quality milk of company.
3. Example: To check the list of order processing and customer feedback
Metric 3: Gross Margin
1. Definition: What percent of Profit Company is reaping from each sale?
2. Significance: Its main indicator or metric of success in any process. It ensures whether company is on right track to accomplish its goals.
3. Example: Amazon reaping 31.91% gross margin on sale of ecommerce related products and cloud computing services.
Identify two quick wins for your process. For each, describe a quick win is a visible improvement in the.
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This document brings together a set of latest data points and publicly available information relevant for Platforms & Applications Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Week 1 case 3 piloting procter & gamble from decision cockpitsdyadelm
This document lists the group members for a case study and provides information about Procter & Gamble's implementation of analytical solutions called Business Sphere and Decision Cockpits. It discusses how P&G developed these tools in partnership with other companies to give executives predictions about market share and other performance stats. The tools provide data on shipments, sales, market share, and drivers of performance. They also analyze what actions P&G can take to impact pricing, advertising, and product mix.
OBJECTIVES PHASE ONE STEP ONEFastCat is a small to medium s.docxhopeaustin33688
OBJECTIVES PHASE ONE STEP ONE:
FastCat is a small to medium sized company that provides medical software to healthcare establishments to assist them with the ease of accessing information for the office staff as well as their patients. Since FastCat is competing with much larger companies and the industry is experiencing increased demand due to government regulations they must be aware and fulfill their objectives to ensure success. FastCat must improve the flow of information and data reporting to be certain patients are receiving the correct treatment.
The first objective is to improve the care of patients and make sure that doctors and patients have the information they need when they need it. To do this they will need to focus on the patient-physician interface, provide web and mobile services, ensure the ease of communication between physicians and patients, provide privacy to users, and make their systems error free.
Supporting this objective is the objective to make sure they keep cost down; not only to help them increase revenue but to make their software affordable to customers. To help increase revenue FastCat will try to shave off or better train customers who are requiring a lot of resources and making the company little to no profit. Implementing training programs for medical staff,physicians, and patients will be important to make sure they know how to properly use the products on their own. This is also related to the company objective of efficiency. FastCat will try to move some of their support and manufacturing offshore in hopes to lower cost, but not quality. FastCat wants to be cautious that lowering cost will never lower quality or efficiency; two things they believe the company is established off of.
Keeping cost down for the customers will be extremely important in retaining current customers and acquiring new customers because the demand is increasing.
This leads me to another major objective of creating a competitive advantage that is sustainable. FastCat wants to offer their customers customized packages while their competitors only offer standard packages. Right now the demand is at its peak but when everything settles down FastCat hopes to have created an advantage that they can sustain and drive out competitors who entered the industry during the growth.
The HITECH Act provides FastCat with an incredible opportunity to grow their customer base and increase profits in a short period of time. In order for FastCat to compete in the health information technology boom, they need to attract many more quality employees to their company. With the $30 billion dollars the government is investing into the HITECH incentive program, Fastcat will be able to spend more on human capital, in order to keep future employees from going to other competing companies.
Another staple objective is the goal to grow the company. FastCat wants to acquire new customers as well as retain old ones. They hope to create new features a.
Justin Timmons - Director of Sales and MarketingJustin Timmons
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1 ROI CALCULATION AND BUSINESS CASE 1ROI CALCULATION AND BUSIN.docxlorainedeserre
1 ROI CALCULATION AND BUSINESS CASE 1
ROI CALCULATION AND BUSINESS CASE 3
ROI of Implementation
Katherine Askew
CMGT/583
2 March 9, 2020
David Conway
This research paper mostly focuses on the calculation of Return on Investment in Phoenix Fine Electronics enterprise; it also covers the overall needs and desires outcomes of the business. The scope of the project, measurable values of the new system, description of the latest strategies and recommending either continue or stop with project establishment; all concepts described below.
3 High-level overall business needs and desired outcomes
Business needs refer to the gaps found in the current business and its objectives. The most important driving factors in most enterprises are business or enterprise needs. We have so many different types of needs; some of them include talent, infrastructure, facilities, systems, applications, and many more. For Phoenix enterprise to succeed, it should focus on several business needs that can help it accelerate and speed up the achievement of its goals. Here are some examples of business needs that should be met for the enterprise to acquire the desired outcome.
Clients. The enterprise has a responsibility of satisfying customers by providing them with suitable and needed goods and services(Yeganeh, 2019). Despite maintaining and retaining customers, it is its responsibility of the company to bring in new clients to enhance the expansion and growth of the company hence the need for the company to locate and bring in the right customers for product purchase and maximizing profits. Through having the right audience, the enterprise will be able to build a scalable business that will lead to better results.
4 Retention of employees. Despite ensuring that the business has a continuous flow of clients, having consistent employees to work on the proposed project is a great deal. Creates the need for the enterprise to ensure that it has steady workers who can aid in carrying out general enterprise tasks, working on products to improve them, and giving customer services, care, and help. Doing these will reduce the business turnover hence easier to manage.
Marketing Phoenix enterprises should make sure that they are conversant with the essential roles of marketing in an organization. They should always work to ensure that any marketing strategy employed is always equated to profit; however difficult it may be for an excellent strategized plan, and planned advertisement budget for thriving both online and offline.
5 Scope of the project
The scope of this project is to help Phoenix Fine Electronics maximize and increase profits by increasing sales and also increasing the number of customers present. Companies achieved this by expanding business through investing and building other new business in different locations. For example, when Phoenix Fine Enterprises decides to initiate and implement its newly suggested project of investing in three separate stores of good five y ...
1 ROI CALCULATION AND BUSINESS CASE 1ROI CALCULATION AND BUSIN.docxRAJU852744
1 ROI CALCULATION AND BUSINESS CASE 1
ROI CALCULATION AND BUSINESS CASE 3
ROI of Implementation
Katherine Askew
CMGT/583
2 March 9, 2020
David Conway
This research paper mostly focuses on the calculation of Return on Investment in Phoenix Fine Electronics enterprise; it also covers the overall needs and desires outcomes of the business. The scope of the project, measurable values of the new system, description of the latest strategies and recommending either continue or stop with project establishment; all concepts described below.
3 High-level overall business needs and desired outcomes
Business needs refer to the gaps found in the current business and its objectives. The most important driving factors in most enterprises are business or enterprise needs. We have so many different types of needs; some of them include talent, infrastructure, facilities, systems, applications, and many more. For Phoenix enterprise to succeed, it should focus on several business needs that can help it accelerate and speed up the achievement of its goals. Here are some examples of business needs that should be met for the enterprise to acquire the desired outcome.
Clients. The enterprise has a responsibility of satisfying customers by providing them with suitable and needed goods and services(Yeganeh, 2019). Despite maintaining and retaining customers, it is its responsibility of the company to bring in new clients to enhance the expansion and growth of the company hence the need for the company to locate and bring in the right customers for product purchase and maximizing profits. Through having the right audience, the enterprise will be able to build a scalable business that will lead to better results.
4 Retention of employees. Despite ensuring that the business has a continuous flow of clients, having consistent employees to work on the proposed project is a great deal. Creates the need for the enterprise to ensure that it has steady workers who can aid in carrying out general enterprise tasks, working on products to improve them, and giving customer services, care, and help. Doing these will reduce the business turnover hence easier to manage.
Marketing Phoenix enterprises should make sure that they are conversant with the essential roles of marketing in an organization. They should always work to ensure that any marketing strategy employed is always equated to profit; however difficult it may be for an excellent strategized plan, and planned advertisement budget for thriving both online and offline.
5 Scope of the project
The scope of this project is to help Phoenix Fine Electronics maximize and increase profits by increasing sales and also increasing the number of customers present. Companies achieved this by expanding business through investing and building other new business in different locations. For example, when Phoenix Fine Enterprises decides to initiate and implement its newly suggested project of investing in three separate stores of good five y.
This document brings together a set
of latest data points and publicly
available information relevant for
Platforms & Applications Industry.
We are very excited to share this
content and believe that readers will
benefit from this periodic publication
immensely.
Justin Timmons - Director of Sales and MarketingJustin Timmons
This resume is for Justin Timmons, who has over 11 years of experience in senior sales and operations leadership roles in the healthcare technology and cost management industries. He is currently seeking a director of sales and marketing position that leverages his expertise in areas like sales management, operations management, strategic planning, software development, and project management. The resume provides details on his professional experience leading sales and operations for startup and established companies in this field.
Team A Week5 Riordan Manufacturing Service Request Sr Rm 012MsLeeMoon
Riordan Manufacturing is a global plastics manufacturer with 4 locations and over 550 employees. They aim to standardize data and systems to reduce costs and increase profits. The document recommends creating an enterprise database across all departments to integrate human resources, sales, marketing, operations and finance systems. This will allow for real-time communication and more efficient production company-wide.
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For this assignment, review the articleAbomhara, M., & Koie.docxsleeperharwell
For this assignment, review the article:
Abomhara, M., & Koien, G.M. (2015). Cyber security and the internet of things: Vulnerabilities, threats, intruders, and attacks.
Journal of Cyber Security, 4
, 65-88. Doi: 10.13052/jcsm2245-1439.414
and evaluate it in 3 pages (800 words), in APA format with in-text citation using your own words, by addressing the following:
What did the authors investigate, and in general how did they do so?
Identify the hypothesis or question being tested
Summarize the overall article.
Identify the conclusions of the authors
Indicate whether or not you think the data support their conclusions/hypothesis
Consider alternative explanations for the results
Provide any additional comments pertaining to other approaches to testing their hypothesis (logical follow-up studies to build on, confirm or refute the conclusions)
The relevance or importance of the study
The appropriateness of the experimental design
When you write your evaluation, be brief and concise, this is not meant to be an essay but an objective evaluation that one can read very easily and quickly. Also, you should include a complete reference (title, authors, journal, issue, pages) you turn in your evaluation. This is good practice for your literature review, which you’ll be completing during the dissertation process.
.
For this assignment, provide your perspective about Privacy versus N.docxsleeperharwell
For this assignment, provide your perspective about Privacy versus National Security
. This is a particularly "hot topic" because of recent actions by the federal government taken against Apple. So, please use information from reliable sources to support your perspective.
This assignment should be 1.5 pages in length, using Times New Roman font (size 12), double spaced on a Word documen
.
For this assignment, provide your perspective about Privacy vers.docxsleeperharwell
For this assignment, provide your perspective about Privacy versus National Security
. This is a particularly "hot topic" because of recent actions by the federal government taken against Apple. So, please use information from reliable sources to support your perspective.
This assignment should be 1.5 pages in length, using Times New Roman font (size 12), double spaced on a Word document.
.
For this Assignment, read the case study for Claudia and find two to.docxsleeperharwell
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In a 2- to 4-page paper, explain how the literature informs you about Claudia and her family when assessing her situation.
Describe two social issues related to the course-specific case study for Claudia that inform a culturally competent social worker.
Describe culturally competent strategies you might use to assess the needs of children.
Describe the types of data you would collect from Claudia and her family in order to best serve them.
Identify other resources that may offer you further information about Claudia’s case.
Create an eco-map to represent Claudia’s situation. Describe how the ecological perspective of assessment influenced how the social worker interacted with Claudia.
Describe how the social worker in the case used a strengths perspective and multiple tools in her assessment of Claudia. Explain how those factors contributed to the therapeutic relationship with Claudia and her family.
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For this assignment, please start by doing research regarding the se.docxsleeperharwell
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For this assignment, please discuss the following questionsWh.docxsleeperharwell
For this assignment, please discuss the following questions?
What was the name of the first computer network?
Who created this network
When did this network got established?
Explain one of the major disadvantages of this network at its initial stage
What is TCP?
Who created TCP?
What is IP?
When did it got implemented
How did the implementation of TCP/IP revolutionize communication technology?
Requirements:
You must write a minimum of two paragraphs, with two different citations, and every paragraph should have at least four complete sentences for each question. Every question should have a subtitle (Bold and Centered). You must also respond to at least two of your classmates’ posts with at least 100 words each before the due date. You need to use the discussion board header provided in the getting started folder. Please proofread your work before posting your assignment.
.
For this assignment, locate a news article about an organization.docxsleeperharwell
For this assignment, locate a news article about an organization who experienced an ethical issue related to communication. In 1,200 to 1,550 words, complete the following:
Discuss the circumstances of the incident, the organization’s decision making process, and the public and media reaction to the organization’s decision.
Presume you have been hired by that organization to help strengthen their communication efforts. Outline at least
four strategies
you would recommend the organization follow in the future to enhance the ethics of their communication.
.
For this assignment, it requires you Identifies the historic conte.docxsleeperharwell
For this assignment, it requires you Identifies the historic context of ideas and cultural traditions outside the U.S., and how they have influenced American culture.
Topic for this paper:
The history of ramen (technically started in China, moved and developed in Japan) now a pop culture cuisine in the U.S.
The paper should be in APA format and two full pages with double-spaced. Also, since you are researching and writing about new information, be sure cite your source (website name, address, date you visited it) at the end of the two pages, so I know where you got your information.
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For this assignment, create a framework from which an international .docxsleeperharwell
For this assignment, create a framework from which an international human resource management function can address cultural challenges. Within your framework, devise a model that includes due diligence steps, merger steps, and post-merger steps that specifically address cultural acclimation and environmental acclimation, as well as bringing two workforces together.
Supported by a minimum of two academic sources.
.
For this assignment, create a 15-20 slide digital presentation in tw.docxsleeperharwell
For this assignment, create a 15-20 slide digital presentation in two parts to educate your colleagues about meeting the needs of specific ELLs and making connections between school and family.
Part 1
In the first part of your presentation, provide your colleagues with useful information about unique factors that affect language acquisition among LTELs, RAELs, and SIFEs.
This part of the presentation should include:
A description of the characteristics of LTELs, RAELs, and SIFEs
An explanation of the cultural, sociocultural, psychological, or political factors that affect the language acquisition of LTELs, RAELs, and SIFEs
A discussion of factors that affect the language acquisition of refugee, migrant, immigrant and Native American ELLs and how each of these ELLs may relate to LTELs, RAEL, or SIFEs
A discussion of additional factors that affect the language acquisition of grades K-12 LTELs, RAEL, and SIFEs
Part 2
In the second part of the presentation, recommend culturally inclusive practices within curriculum and instruction. Provide useful resources that would empower the family members of ELLs.
This part of the presentation should include:
Examples of curriculum and materials, including technology, that promote a culturally inclusive classroom environment.
Examples of strategies that support culturally inclusive practices.
A brief description of how home and school partnerships facilitate learning.
At least two resources for families of ELLs that would empower them to become partners in their child’s academic achievement.
Presenter’s notes, title, and reference slides that contain 3-5 scholarly resources.
.
For this assignment, you are to complete aclinical case - narrat.docxsleeperharwell
For this assignment, you are to complete a
clinical case - narrated PowerPoint report
that will follow the SOAP note example provided below. The case report will be based on the clinical case scenario list below.
You are to approach this clinical scenario as if it is a real patient in the clinical setting.
Instructions:
Step 1
- Read the assigned clinical scenario and using your clinical reasoning skills, decide on the diagnoses. This step informs your next steps.
Step 2
- Document the given information in the case scenario under the appropriate sections, headings, and subheadings of the SOAP note.
Step 3
- Document all the classic symptoms typically associated with the diagnoses in Step 1. This information may NOT be given in the scenario; you are to obtain this information from your textbooks. Include APA citations.
Example of Steps 1 - 3:
You decided on Angina after reading the clinical case scenario (Step 1)
Review of Symptoms (list of classic symptoms):
CV: sweating, squeezing, pressure, heaviness, tightening, burning across the chest starting behind the breastbone
GI: indigestion, heartburn, nausea, cramping
Pain: pain to the neck, jaw, arms, shoulders, throat, back, and teeth
Resp: shortness of breath
Musculo: weakness
Step 4
– Document the abnormal physical exam findings typically associated with the acute and chronic diagnoses decided on in Step 1. Again, this information may NOT be given. Cull this information from the textbooks. Include APA citations.
Example of Step 4:
You determined the patient has Angina in Step 1
Physical Examination (list of classic exam findings):
CV: RRR, murmur grade 1/4
Resp: diminished breath sounds left lower lobe
Step 5
- Document the diagnoses in the appropriate sections, including the ICD-10 codes, from Step 1. Include three differential diagnoses. Define each diagnosis and support each differential diagnosis with pertinent positives and negatives and what makes these choices plausible. This information may come from your textbooks. Remember to cite using APA.
Step 6
- Develop a treatment plan for the diagnoses.
Only
use National Clinical Guidelines to develop your treatment plans. This information will not come from your textbooks. Use your research skills to locate appropriate guidelines. The treatment plan
must
address the following:
a) Medications (include the dosage in mg/kg, frequency, route, and the number of days)
b) Laboratory tests ordered (include why ordered and what the results of the test may indicate)
c) Diagnostic tests ordered (include why ordered and what the results of the test may indicate)
d) Vaccines administered this visit & vaccine administration forms given,
e) Non-pharmacological treatments
f) Patient/Family education including preventive care
g) Anticipatory guidance for the visit (be sure to include exactly what you discussed during the visit; review Bright Futures website for this section)
h) Follow-up appointment with a.
For this assignment, you are to complete aclinical case - narr.docxsleeperharwell
For this assignment, you are to complete a
clinical case - narrated PowerPoint report
that will follow the SOAP note example provided below. The case report will be based on the clinical case scenario list below.
You are to approach this clinical scenario as if it is a real patient in the clinical setting.
Instructions:
Step 1
- Read the assigned clinical scenario and using your clinical reasoning skills, decide on the diagnoses. This step informs your next steps.
Step 2
- Document the given information in the case scenario under the appropriate sections, headings, and subheadings of the SOAP note.
Step 3
- Document all the classic symptoms typically associated with the diagnoses in Step 1. This information may NOT be given in the scenario; you are to obtain this information from your textbooks. Include APA citations.
Example of Steps 1 - 3:
You decided on Angina after reading the clinical case scenario (Step 1)
Review of Symptoms (list of classic symptoms):
CV: sweating, squeezing, pressure, heaviness, tightening, burning across the chest starting behind the breastbone
GI: indigestion, heartburn, nausea, cramping
Pain: pain to the neck, jaw, arms, shoulders, throat, back, and teeth
Resp: shortness of breath
Musculo: weakness
Step 4
– Document the abnormal physical exam findings typically associated with the acute and chronic diagnoses decided on in Step 1. Again, this information may NOT be given. Cull this information from the textbooks. Include APA citations.
Example of Step 4:
You determined the patient has Angina in Step 1
Physical Examination (list of classic exam findings):
CV: RRR, murmur grade 1/4
Resp: diminished breath sounds left lower lobe
Step 5
- Document the diagnoses in the appropriate sections, including the ICD-10 codes, from Step 1. Include three differential diagnoses. Define each diagnosis and support each differential diagnosis with pertinent positives and negatives and what makes these choices plausible. This information may come from your textbooks. Remember to cite using APA.
Step 6
- Develop a treatment plan for the diagnoses.
Only
use National Clinical Guidelines to develop your treatment plans. This information will not come from your textbooks. Use your research skills to locate appropriate guidelines. The treatment plan
must
address the following:
a) Medications (include the dosage in mg/kg, frequency, route, and the number of days)
b) Laboratory tests ordered (include why ordered and what the results of the test may indicate)
c) Diagnostic tests ordered (include why ordered and what the results of the test may indicate)
d) Vaccines administered this visit & vaccine administration forms given,
e) Non-pharmacological treatments
f) Patient/Family education including preventive care
g) Anticipatory guidance for the visit (be sure to include exactly what you discussed during the visit; review Bright Futures website for this section)
h) Follow-up appointment wit.
For this assignment, you are provided with four video case studies (.docxsleeperharwell
For this assignment, you are provided with four video case studies (linked in the Resources). Review the cases of Julio and Kimi, and choose either Reese or Daneer for the third case. Review these two videos: •The Case of Julio: Julio is a 36-year-old single gay male. He is of Cuban descent. He was born and raised in Florida by his parents with his two sisters. He attended community college but did not follow through with his plan to obtain a four-year degree, because his poor test taking skills created barriers. He currently works for a sales promotion company, where he is tasked with creating ads for local businesses. He enjoys the more social aspects of his job, but tracking the details is challenging and has caused him to lose jobs in the past. He has been dating his partner, Justin, for five years. Justin feels it is time for them to commit and build a future. Justin is frustrated that Julio refuses to plan the wedding and tends to blame Julio’s family. While Julio’s parents hold some traditional religious values, they would welcome Justin into the family but are respectfully waiting for Julio to make his plans known. Justin is as overwhelmed by the details at home as he is at work. •The Case of Kimi: Kimi is a 48-year-old female currently separated from her husband, Robert, of 16 years. They have no children, which was consistent with Kimi’s desire to focus on her career as a sales manager. She told Robert a pregnancy would wreck her efforts to maintain her body. His desire to have a family was a goal he decided he needed to pursue with someone else. He left Kimi six months ago for a much younger woman and filed for divorce. Kimi began having issues with food during high school when she was on the dance team and felt self-conscious wearing the form-fitting uniform. During college, she sought treatment because her roommate became alarmed by her issues around eating. She never told her parents about this and felt it was behind her. Her parents are Danish and value privacy. They always expected Kimi to be independent. Her lack of communication about her private life did not concern them. They are troubled by Robert’s behavior and consider his conspicuous infidelity as a poor reflection upon their family. Kimi has moved in with her parents while she and Robert are selling the house, which has upended the balance in their relationship. For a third case, choose one of these videos: •The Case of Reese: -Reese is a 44-year-old married African American female. Her parents live in another state, and she is their only child. Her father is a retired Marine Lieutenant Colonel who was stationed both in the United States and overseas while Reese was growing up. She entered the Air Force as soon as she graduated high school at age 17 and has achieved the rank of Chief Master Sergeant. She has been married 15 years to John, and they recently discovered she is pregnant. The unexpected pregnancy has been quite disorienting for someone who has planned.
For this assignment, you are going to tell a story, but not just.docxsleeperharwell
For this assignment, you are going to tell a story, but not just any story. It will be a First Nations story, and it will be your version of it.
Choose one of the two stories at the end of this unit, either "Why the Flint-Rock Cannot Fight Back"
You can write of yourself telling one of the stories.
In telling your story, here is what you will need to consider:
Clarity of speech
Intonation
Pacing and pauses
You will also have to work out how to make this telling of the story yours. You might want to read it aloud with point form notes for a prompt or to memorize it. Perhaps you want to rewrite it so that it sounds more like your words. Maybe you will change names and place-names to those you are familiar with. If you are making a video or performing this live, you should practice facial and hand gestures as well as stance and body language. The purpose of all of this is to bring your own meaning to the story.
HERE IS THE STORY
Why the Flint-Rock Cannot Fight Back
Sto-Way’-Na—Flint—was rich and powerful. His lodge was toward the sunrise. It was guarded by Squr-hein— Crane. He was the watcher. He watched from the top of a lone tree. When anybody approached, Crane would call out and warn Flint, and Flint would come out of his lodge and meet the visitor.
There was an open flat in front of the lodge. Flint met all his visitors there. Warriors and hunters came and bought flint for arrow-points and spear-heads. They paid Flint big prices for the privilege of chipping off the hard stone. Some who needed flint for their weapons were poor and could not buy. These poor persons Flint turned away.
Coyote heard about Flint and, as he wanted some arrow-points, he asked his squas-tenk’ to help him. Squas-tenk’ refused.
“Hurry, do what I ask, or I will throw you away and let the rain wash you— wash you cold,” said Coyote, and then the power gave him three rocks that were harder than the flint-rock. It also gave him a little dog that had only one ear. But this ear was sharp, like a knife; it was a knife- ear.
Then to his wife, Mole, Coyote said: “Go and make your underground trails in the flat where Sto-way’-na lives. When you have finished and see me talking with him, show yourself so we can see you.”
Then Coyote set out for Flint’s lodge. As he got near it, he had his power make a fog to cover the land, and thick fog spread over everything. Crane, the watcher, up in the lone tree, could not see Coyote. He did not know that Coyote was around.
Coyote climbed the tree and took Crane from his high perch and broke his neck. Crane had no time to cry out. Then Coyote went on to Flint’s lodge. He was almost there when Flint’s dog, Grizzly Bear, jumped out of the lodge and ran toward him.
Coyote was not scared, and he yelled at Flint: “Stop your grizzly bear dog! Stop him, or my dog will kill him.”
That amused Flint, who was looking through the doorway. He saw that Coyote’s one-eared dog was very small, hardly a mouthful for Grizzly Bear. Fli.
For this assignment, you are asked to prepare a Reflection Paper. Af.docxsleeperharwell
For this assignment, you are asked to prepare a Reflection Paper. After you finish the reading assignment, reflect on the concepts and write about it. What do you understand completely? What did not quite make sense? The purpose of this assignment is to provide you with the opportunity to reflect on the material you finished reading and to expand upon those thoughts
A Reflection Paper is an opportunity for you to express your thoughts about the material by writing about them.
The writing you submit must meet the following requirements:
be at least two pages;
include your thoughts about the main topics
APA Stlye
.
For this assignment, you are asked to prepare a Reflection Paper. .docxsleeperharwell
For this assignment, you are asked to prepare a Reflection Paper. After you finish the reading assignment, reflect on the concepts and write about it. What do you understand completely? What did not quite make sense? The purpose of this assignment is to provide you with the opportunity to reflect on the material you finished reading and to expand upon those thoughts. If you are unclear about a concept, either read it again, or ask your professor. Can you apply the concepts toward your career? How?
This is not a summary. A Reflection Paper is an opportunity for you to express your thoughts about the material by writing about them.
The writing you submit must meet the following requirements:
be at least two pages;
include your thoughts about the main topics; and
include financial performance, quality performance, and personnel performance.
Format the Reflection Paper in your own words using APA style, and include citations and references as needed to avoid instances of plagiarism.
The reading assignment that you are to reflect on is Chapter 11, in the text. My written lecture for this Unit is basically a reflection on Chapter 11. Find an interesting part or two of the chapter and tell me what you got out of it. It's not a hard assignment. If you read my lecture, you will see the part of Chapter 11 that intrigued me the most was the subject of codetermination on page 367. Anything that intrigues you in Chapter 11 is fine with me.
Written Lecture
Does the ringisei decision-making process by consensus, which is used by the Japanese, reach the same conclusion as the top-down methods, which are used by American management? Some might label the Japanese decision-making system as simply procrastination. Others appreciate the method and expect productive outcomes. One major challenge is to build an organizational culture to adopt the practice of ringisei. If only half of an organization uses ringisei, it is likely to cause miscommunication and result in frustration.
The ringisei is based on the theory that the employee is an important part of the overall success of an enterprise. It is common to hear a lot about
empowering the employees
. Is creativity and innovation rewarded, ignored, or punished for the lower level employee in America?
Could the Japanese system of decision making have led to the controversy of what Toyota knew about unintended acceleration problems? This may be the best example of the use of silence in the Japanese culture frustrating Americans as a nation. This is not an explicit accusation of Toyota or of Japanese culture. Rather, it is inserted here to demonstrate potential consequences of management methods, processes, systems, and decision making. Read pages 106-108 of Luthans and Doh (2012) concerning this topic. The cause of the unintended acceleration problem announced by the United States government was due to bad floor mats or driver error. Initially, electronic problems were not mentioned.
The March 2011 Fuku.
For this assignment, you are asked to conduct some Internet research.docxsleeperharwell
This document instructs students to research a malware, virus, or DOS attack by summarizing findings from an internet source in 3-4 paragraphs. The summary should include the name of the malware/virus, date of incident, impact/damage caused, how it was detected, and a reference citation.
For this assignment, you are a professor teaching a graduate-level p.docxsleeperharwell
For this assignment, you are a professor teaching a graduate-level public administration administrative law course at a traditional state university. Your task is to develop a formal presentation providing an overview of administrative law—specifically by comparing and contrasting the key defining aspects of administrative law within the American three-branch federal government structure, explaining how these functions are overseen/regulated, and ultimately, interpreting how they serve the common good of the public-at-large.
Your presentation must include the following with specific examples:
Articulate an understanding of how federal agencies enforce their regulations.
Explain the fundamental role that agency rulemaking plays in regulating society-at-large.
Compare both formal rulemaking and informal rulemaking.
Articulate the similarities and differences between rulemaking and adjudication.
Analyze the various methods of oversight exercised by the judicial, legislative, and executive branches of the federal government over administrative agencies.
Articulate how special interest groups (to include the media) can influence and/or shape public opinion about administrative agencies and place a spotlight on individual policies.
Incorporate appropriate animations, transitions, and graphics as well as speaker notes for each slide. The speaker notes may be comprised of brief paragraphs or bulleted lists and should cite material appropriately. Add audio to each slide using the
Media
section of the
Insert
tab in the top menu bar for each slide.
Support your presentation with at least seven scholarly resources
.
In addition to these specified resources, other appropriate scholarly resources may be included.
Length: 15 slides (with a separate reference slide)
Notes Length: 200-350 words for
each slide
Be sure to include citations for quotations and paraphrases with references in APA format and style where appropriate.
.
For this assignment, we will be visiting the PBS website,Race .docxsleeperharwell
For this assignment, we will be visiting the PBS website,
Race: The Power of Illusion
. Click on the "Learn More" link, and proceed to visit these links:
What is Race? (View All)
Sorting People (Complete both "Begin Sorting" and "Explore Traits")
Race Timeline (View All)
Human Diversity (Complete both the Quiz and "Explore Diversity")
Me, My Race & I (View Slideshow Menu)
Where Race Lives (View All)
Given the
enormous
amount of information presented in this website, discuss what was most interesting and surprising to you in
EAC
H of the links.
Post your 200 word assignment.
Discussion Board Activity:
Now that you have learned that the race is a social concept rather than a biological truth respond to TWO fellow students with your thoughts on prejudice and discrimination pertaining to deviance, social class, and race.
(I'll send you two replies)
Due November 3rd
.
For this assignment, the student starts the project by identifying a.docxsleeperharwell
For this assignment, the student starts the project by identifying a clinical population of interest. Then, the student is to locate (10) nursing research articles from peer-reviewed nursing journals that reflect the clinical population of their interest. From the articles, the student identifies what has been researched and is currently known about their clinical population. The student is to write a summary of each article in a tabular format and submit a single summary table of all articles that provides a review of current knowledge on the selected population ( example and form will be provided ).
.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
8KISMET SMOOTHIE CO - OPERATIONSOperations, Technology, .docx
1. 8
KISMET SMOOTHIE CO - OPERATIONS
Operations, Technology, and Management Plan
Regina Crews
Strayer University
BUS 599
Prof. Andrea Banto and Prof. Adrian Allen
March 1, 2019
Q1. Operation Plan
General Operating Hours
Kismet Smoothies Company intends to from 8 am to 6 pm
weekdays and from 9 am to 4 pm on Saturday and Sunday. The
company will be in operation all year round.
Human Resources
Kismet Smoothies Company will have 20 sole employees for
the first year of operation. Upon requirement of additional
workers, the Company will hire on contract basis individuals
who have been identified with the relevant qualification to
assist. The owner will also be incorporated into the extra
contract working team. Among the identified personnel who
will be hired on contract include 5 nutritionists, 4 product
2. promoters and 10 salespersons. Once the employees are hired,
they will be covered by the Workers Safety and Insurance Board
besides being covered by the Employee Benefits (Katzenbach, &
Smith, 2015).
Insurance Obligations
The cost of business liability insurance will be incurred by
Kismet Smoothies Company. The annual approximated cost for
this business expense is $3,300.
Operating Capital Obligations
Because of the demands required in starting this business, the
Kismet Smoothies Company will be required to have enough
working capital which will meet all the operational activities of
the Company business for the first five months. To sustain all
the opening and on-going financial requirements of the
Company for the five months period, the Company will need an
estimate of $15,000 of working Capital. Due to the fact that
there tends to be a duration of low activities throughout the year
in the company, during these periods, the company will tend to
experience financial pressure. During this low activity periods,
there is a need for the company to maintain sufficient working
capital even if this time will be spent on marketing strategies
and proposal development. During these periods, diversifying
the company besides product quality training to the public will
be the best thing to do (Du, Zhang, & Ni, 2018, October).
Office Requirements and Asset Acquisitions
The office space for the company is leased and it will contain
the necessary office necessities such as fax machine, furniture,
telephones, fax machines, photocopier, printer, and other
necessary equipment. This office will be leased at a cost of
$200 each month. The associated costs for renovating the office
and equipping it to the customer and owner satisfaction are as
follows;
· Office equipment and furniture $7,000
· Renovations $4,000
· Capital costs $45,000 which will help in buying the necessary
company services equipment like vats, refrigerators, burners,
3. ovens and bottling equipment besides enhancing workers
professionalism through training besides preparing the company
for the projected demand for services (Mendelson, & Matsoso,
2015).
Operation Workflow Steps
· Step 1, the company will respond to RFP through a
professionally prepared drinks supply proposal.
· Step 2, if the company is awarded the contract of supplying
drinks, it will collect a deposit from the client then start
supplying the drinks.
· Once the required supply is attained to the satisfaction of the
client, the final contract payment will be made.
Competitive Advantage
· The company products being the first one in the American
market, there will be no competition which means that the
company will be enjoying a monopoly in the market.
· The company products being natural, it will attract many
customers since they are harmless to human health, unlike the
other drink companies which use preservatives in their products
which tends to be a health threat to the human body.
Q2. Technology Plan
Since the vision of the company is to provide a portfolio of
drinks brands that satisfy the needs and desires of people, this
cannot be achieved if the technology is not incorporated in the
processing besides in all company learning activities. Under the
company technology plan, for the start, the company needs
hardware, software, telecommunication besides temperature
monitoring system (Blanchard, 2018).
Hardware Requirements
For effective data storage in the company, there is a need to buy
some hardware system that will aid in this effective data storage
besides enhancing office arrangement. The input devices, output
and storage contraptions devices, central processing unit
devices, information exchange devices besides the necessary
linking devices are required. It's good to note that each of the
4. mentioned devices is basic and they can't be detached from the
system (Barney et .al 2017).
Software Requirements
For product pricing, there must be specific computer software
that has to be used for coding of the products. The specific code
price is usually detected by the scanner. This software is
necessary to reduce time wastage besides ensuring the security
of all priced products. Every sale made, the system has to detect
which enhances accuracy in documenting the products taken out
of the company after production and packaging. There will be
also recruiting software which will be used in streamlining the
recruitment process in the company. Through this software, the
company can post job adverts, sort besides accepting
applications. The software can also be used to manage
candidates besides generating payrolls (Ni, Yang, & Lv, 2018,
October).
Temperature Monitoring System
To increase the duration of the company manufacturing
products, the maintenance of air temperature in a controlled
surrounding, which ranges from storage floors besides storage
places to industrial scale freezers, the ovens, and walk-in
refrigeration systems is of great importance hence the need to
forecast in buying the temperature monitoring system as the
company activity starts. This will ensure that the quality and
health products are delivered to the customers of Kismet
Smoothies Company (Sobol, 2016).
Telecommunication Requirement
To achieve appropriate correspondence in the Company,
effective communication within the company needs to be
adopted. Under the company technology plan, for the start, WI-
FI, optional short amplify Bluetooth remote access and the
general packet radio service will be utilized for
telecommunication related services within the company. On the
side of order tracking, we will first make use of online tracking
technology before advancing to other modern tracking methods
(Sobol et .al 2016).
5. Q3. Management and Organization
Management Review
The company management team comprises of top-level
managers, middle level and lower level managers. All these
have got specific tasks and 78% of them have experience in the
soft drink industry. The philosophy of the company is a laser-
like focus on our consumer needs. The company has a CFO and
two directors reporting to the CEO. The customer support desk,
as well as part-time positions staffing in the company, are
usually filled when necessary then they report to the operations
director. The eight-county sales managers will be employed in
contract form and they will be required to report to the business
development director. The five managers of the eight have
already been identified (Zupic, & Čater, 2015).
Organization Structure
Regina (CEO)
Vincent CFO CFO
Roy Operations Dir. Operations
Jane Dir. Bus Dev
Sales Mrg
Sales Mrg
Sales Mrg
Sales Mrg
Sales Mrg
Sales Mrg
6. Sales Mrg
Sales Mrg
Customer Supt.
Customer Supt.
Customer Supt.
Management Team
Vincent Smith
Dr. Vincent Smith will be the company CFO. Dr. Smith has
been working with the World Food Organization over the next
six years. He holds a Ph.D. degree from Georgia University
with Food nutrition specialty. Besides working with the World
Food Organization, he was a board member in the national
consumer protection agency where he served for three years.
With his specialty in food and health industry, he is considered
to be fundamental in leading to company towards achieving its
goals more especially in human health and satisfaction.
Roy Robert
Roy holds an accounting master’s degree from Harvard
University. Roy is a registered accountant and he has been
practicing for the last eight year. Roy worked as an assistant
7. accountant in the coca cola company in North Carolina in his
first four years after college. He has been working as a certified
accountant in the National Bureau of Statistics. He is
considered to be the key personnel in advising the company in
matters that deal with finance and project implementation
strategies.
Jane James
Jane James is a registered Manufacturing Engineer having
received her Engineering degree from Minnesota University.
Jane also earned a Bachelor of Arts in Business Administration
from North Dakota States University. Jane was the co-founder
and chief executive officer of the North Dakota Engineering
Consultant Firm. For the past three years to present, she has
been involved in consultancy services in Florida Consulting
Firms where she provides customer training besides operational
support. She has been considered to be very fundamental in the
company's operations management and both internal and
external workers training.
References:
Barney, J. B., Dagnino, G. B., Della Corte, V., & Tsang, E. W.
(2017). Management and organization review special issue
‘Coopetition and innovation in transforming economies’.
Management and Organization Review, 13(1), 201-204.
Blanchard, K. (2018). Leading at a higher level: Blanchard on
leadership and creating high performing organizations. FT
Press.
Du, G., Zhang, X., & Ni, S. (2018, October). Discussion on the
Application of Big Data in Rail Transit Organization. In
International Conference on Smart Vehicular Technology,
Transportation, Communication and Applications (pp. 312-318).
Springer, Cham.
Katzenbach, J. R., & Smith, D. K. (2015). The wisdom of
teams: Creating the high-performance organization. Harvard
Business Review Press.
Mendelson, M., & Matsoso, M. P. (2015). The World Health
Organization global action plan for antimicrobial resistance.
8. SAMJ: South African Medical Journal, 105(5), 325-325.
Ni, S., Yang, F., & Lv, M. (2018, October). The innovation of
Networked Railway Transportation Organization in High-Speed
Railway. In International Conference on Smart Vehicular
Technology, Transportation, Communication and Applications
(pp. 305-311). Springer, Cham.
Sobol, I. (2016). The project of technology and organization of
accomplishing a complex of multiple residential developments
with services located on Nocznickiego 25 in Warsaw (Doctoral
dissertation, Instytut Inżynierii Budowlanej).
Zupic, I., & Čater, T. (2015). Bibliometric methods in
management and organization. Organizational Research
Methods, 18(3), 429-472.
Feed back from professor
Hi Regina - You earned a grade of C on your paper (77%).
There are several areas needing more detail and explanation.
Please review my feedback below.
Good effort! You described the operations plan for your
business using most of the items in the template. Be sure to use
all the information pertaining to this section as outlined in the
NAB Company portfolio. A manager must understand how a
business operates step-by-step so that decisions can be made.
Each step must be carefully evaluated as improvements and
flow should always be the goal. Improvements in this area can
lead to cost reductions and increased profit margins.
I loved how you outlined the competitive advantages you have
and how you justified your position. The competitive
advantages you have will allow you to grow compete with other
companies out there and increase your market share. Great
work!
You did not address the research and development section of
your business. You must also discuss how these activities will
contribute to the business. These activities are key for
9. developing new products or improve current ones and serve
your customers better.
Great work! Your technology plan is clearly explained and
includes information from the NAB Company portfolio as well
as additional information based on your company's needs.
Investors want to see that you understand the nature and scope
of your technology needs and that you have planned adequately
for your hardware/ software needs.
You are missing the section discussing the personnel needs.
Always check to make sure each question is addressed.
You outlined the management team for your business and you
also used some of the information from the NAB Company
Portfolio. To make your response more robust, you want
describe the role of each individual in more detail. People are
key for the success of every business. Investors may make their
investment decisions based on the strengths of the people
involved in a business. Experience, skills, and personalities of
the people in an organization influence the success of that
organization. Developing a strong management is key and the
management style is also important for the overall
organizational climate and success.
Excellent work outlining the management hierarchy. Clarity of
roles and responsibilities is very important in all companies.
More companies use the horizontal management structures
rather than the traditional top-down lines of authority. In these
types of organizations, employees are empowered to make
decisions on their own, there are fewer management levels, and
decisions are made faster, making the organization more agile
and responsive to the needs of the customers or production
team.
You are missing a section justifying the management structure
(lines of authority, relationships) and style (how the manager
will interact with employees: policies, communication,
recognition, etc.)
10. Running head: COMPANY NAME - OPERATIONS
1
COMPANY NAME - OPERATIONS
3
Operations, Technology, and Management Plan
First Name Last Name
Strayer University
BUS 599
Prof. Andrea Banto and Prof. Adrian Allen
January 15, 2019
Due: Week 8, worth 70 points
Length: The assignment should be 3 to 6 pages, excluding title
page and reference page
!!!You must use the appropriate information from the NAB
Company Portfolio to complete this section.
Important:
· Review the description of this assignment in the course guide
or Blackboard and use the tips provided along with this
template to help you in your writing.
· Use the textbook and review the recommended pages. Note
that your textbook has sample plans at the end of each paper.
They are great examples of content.
· Review the grading rubric before writing. Know what you are
graded for. Always look at the “exemplary” section.
Notes:
· Please remove the text in red throughout the paper and replace
with your information.
· Leave the text in black as it is. You are required to have a
heading for each of the sections in your paper.
11. · Use APA format
· The references must be on a separate page at the end of the
paper.
Operations, Technology, and Management Plan
Operations Plan
Operations Plan Detailed
· Create the operations plan for your company using the
template on page 214 as a guide (Operations Plan Preparation
form).
· You must use information from the NAB Company Portfolio
where applicable, completing the rest with your preferences.
(Attached)
· Per the template, you will discuss: Key aspects of your
operations, Cost and Time Efficiencies, Competitive
Advantages, Problems Addressed and Overcome
Competitive Advantage
· Outline your competitive advantage (s) using appropriate
business-level and functional -level strategies to support your
position. – see assignment description and textbook.
Research and Development
· Describe your research and development activities and explain
how they will contribute to your company.
Technology Plan
Create a technology plan for your NAB company using the
template in the text as a guide (p. 227 | Technology Plan
Preparation Form). Extract appropriate information from the
NAB Company portfolio, where applicable. Other required
items in the template should be filled in using your personal
preferences.
(Technology Plan form)
12. Per the template, you will discuss:
Software needs
Hardware Needs
Telecommunication Needs
Personnel Needs
· Provide a rationale for the personnel needs section by
incorporating appropriate functional-level strategies.
· Hints: Consider the type of technology your company will use
to conduct the following activities: manage personnel; take,
fulfill, and track orders; manage inventory; communicate with
customers and provide customer service; and produce your
beverage.
Management & Organization
Management Plan
· Create a management plan for your NAB company using the
template in the text as a guide (p. 248 | Management Plan
Preparation Form). Extract appropriate information from the
NAB Company portfolio, where applicable. Other required
items in the template should be filled in using your personal
preferences.
· Per the template, you will discuss: Key Management and
Employees (see example in the book), Advisors, Management
Structure and Style.
(p. 248 | Management Plan Preparation Form).List the key
members of your management team, with a brief description of
13. each person’s relevant business background, responsibilities
they have in your company, and the compensation they receive.
Management Hierarchy
· Using the flow charts on p. 242 as a guide, outline your
company’s management hierarchy. You must include a chart or
diagram in this section!!
Management Structure and Style
· In this section you will provide the justification for the
management structure and style incorporating functional-level
strategies.
References
Be sure to cite all your sources. Use APA to format all the
references. Wikipedia and other Websites do not quality as
academic resources
Here are examples of references (please deleted and replace
with yours)
Bezzina, C., & Testa, S. (2005, June). Establishing schools as
professional learning communities: Perspective from Malta.
European Journal of Teacher Education, 28(2), 141-150.
Retrieved from Academic Search Complete database. doi:
10.1080/02619760500093156
DuFour, R. (2004, May). What is a “professional learning
community”? Educational Leadership, 61(8), 6-11. Retrieved
from
http://pdonline.ascd.org/pd_online/secondary_reading/el200405
_dufour.html
Greene, T. S. (2001, June). Schools as “learning organizations.”
Available from ProQuest Dissertations and Theses database.
(UMI No. AAI9994152)
Herbert, K. S., Murphy, K. M., Ramos, M. A., Vaden-Kiernan,
M., & Buttram, J. L. (2006). SEDL’s Working systematically
model: Final report. Southwest Educational Development Lab.
14. Retrieved from http://www.sedl.org/cgi-
bin/pdfexit.cgi?url=http://www.sedl.org/ws/pdfs/WS-final-
report.pdf
Hord, S. M. (1997). Professional learning communities: What
are they and why are they important? Issues . . . About Change,
6(1). Retrieved from
http://www.sedl.org/change/issues/issues61.html)
NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
Note #1 (Company Parameters)4
Note #2 (Equipment & Inventory)5
Note #3 (Personnel, Business Expenses, & Financial Matters)7
Note # 4 (Websites - Data & Statistics)9
Note # 5 (Market Research)10
A guide to the non-alcoholic beverage industry10
Industry overview10
Dominant carbonates category10
Major companies10
Understanding consumer craving for soft drinks11
What’s a soft drink made of?11
Stimulants in soft drinks11
Ingredient facts12
Understanding the value chain of the soft drink industry12
Industry Partners12
Bottling and distribution network13
Distribution: Third-party products13
Pricing power13
Key indicators of the non-alcoholic beverage industry14
Factors influencing sector growth14
Consumption expenditure14
Disposable income and consumer confidence14
Understanding the soft drink industry’s key markets15
Income bracket15
15. Hispanics16
Millennials16
Teens16
The role of branding and advertising in the soft drink
industry17
The importance of advertising17
Global brands17
Strong individual brand portfolios17
Investing in brands18
Why the soft drink industry is dominated by Coke and Pepsi18
A rivalry for the ages19
Threat from new entrants19
Significant investments19
Why growth is sluggish in the non-alcoholic beverage
industry20
Falling demand20
Key indicator—per capita consumption20
Health concerns21
The soda tax21
In challenging times, soft drinks makers optimize and thrive21
Productivity measures21
Cost-cutting initiatives22
Soft drink industry now looking to still beverages to boost
sales22
Social pressures forcing change23
Ready-to-drink beverages23
International growth opportunities for the soft drink industry24
Beyond borders24
Growth prospects25
Positive trends25
Competition outside the domestic market25
Strategic deals in the soft drink industry26
Industry alliances26
Recent Pepsi and Coca-Cola deals26
Other deal-making in the sector27
Investing in soft drink companies with ETFs27
16. Packaged investing27
Consumer staple ETFs28
Note # 6 (History & Industry Data/Forecasting &
Technology)29
Cognitive health appeals to all demographics29
Omega-3s popular ingredient for brain health29
Mental energy30
Focus on claims32
2016 New Product Development Outlook for beverages32
Organic named top trend for new beverages in new year32
Buzzing about flavors33
Creating success35
Natural influence35
Sharing the work36
2016 expectations38
Beverage Industry launches new app39
Introductory video shows how to use Bev Industry Mobile39
(The NAB Company Portfolio will have lists of things that the
BUS599 students would be able to sort through to conduct a
SWOT Analysis and to apply to appropriate sections of the NAB
Business Plan.)
Note #1 (Company Parameters)
This is the compilation of Data, Notes, and Information that
have been put together to create a Business Plan, along with
Pro-forma Financial Statements, for a start-up company in the
non-alcoholic beverage industry.
The goal of my business plan is twofold:
1 To help identify and outline all the issues I will need to
address in starting this company.
2 To present to funders to help raise money to finance this
company.
NAB Background:
Melinda Cates has been selling her NAB at County Fairs for the
past 7 years for $2 a bottle. She sells an average of 10
17. Cardboard cartons each weekend a County Fair is open. From
her calculations, it takes $.56 to make a bottle of NAB when she
calculates all the NAB ingredients and the cost of the bottle and
cap. Her rich uncle, Bill, just died and left her a small
monetary inheritance. However, since he so enjoyed her
homemade NAB, he also left her equipment to start a small
NAB business. Additionally, her uncle left her a facility that
will allow growth to start the business. It has the potential for
expansion in order to meet larger sales goals for the future.
Melinda and I have been close, trusted friends for years. She
knew I attended Strayer University and earned my MBA; so I
agreed to assist her get the business up and running. I have
agreed to put together a NAB Business Plan, and I have agreed
to be the CEO/President of the company for at least the next
five years.
NAB Today:
Parameters for New Company
Here are the parameters in which I must work.
-up: We are not yet in operation. We
already have a “recipe” for a beverage, but we are not yet
making sales at any significant level.
a non-alcoholic
beverage (NAB). It is up to me to decide upon what type of
non-alcoholic beverage I intend to make and market. It can be
sold in individual sizes or wholesale.
my geographical area within a 100-mile radius from my home
address.
excess of one million dollars in revenue by year two. In other
words, this cannot be intended to be a one- or two-person
micro-business.
have already started with friends and family money. However,
at some point, I will need funds from outside investors, either
angels or venture capitalists, depending on how much I project,
18. I need to raise or receive from a group of individual investors
on Kickstarter.
organizational hierarchy.
support for the first six months. In other words, I do not need
to draw a salary for myself for the first six months of
projections. Annual salary will be $55,002 1st year; adjusted to
$110,004 2nd year; finally adjusted to $165,008 for all
remaining years in position.
Note #2 (Equipment & Inventory)
The NAB Financial Worksheets will need to have the value of
this equipment and inventory included.
Some of the items we currently own:
Owned Equipment:
Two (2) NAB Mixer Beverage Filling Machines (mixes up to
200 gallons each) – $28,500 each (value in current $)
The Mixer Beverage Filling machine is a rinsing, filling, and
capping (3-in-1) Monobloc machine, imported from Italy.
Because it is equipped with constant temperature controlling
system, it can be applied to fill hot or cold fruit juice, tea and
other beverage into 16 oz. bottles. It is suitable for normal
temperature filling or hot filling 16 oz. bottles. It is one of the
most advanced filling machine at present.
Two (2) Accutek AccuSnap Capper Bottling machines (for
19. capping bottles) - $9,600 each (value in current $) See Auto
AccuSnap Capper, below.
Four (4) Vehicles (used panel vans) – $10,000 each (value in
current $)
Three (3) Computers (Apple Macintosh) - $1,200 each (value in
current t $)
Graphic Software -$$750 (value in current $)
Leased Equipment:
Labeling machinery - $450/month (in current $)
Printers - $550/month (in current $)
Current Inventory:
Glass Bottles (16 oz.), 24,000 - $33,000 (value in current $)
Labels, 24,000 - $840 (value in current $)
Metal caps, 24,000 - $300 (value in current $)
Cardboard Cartons (holds 48 bottles), 500 - $500 (value in
current $)
NAB-ingredients, enough to make 24,000 bottles - $600 (value
in current $)
NOTES on EQUIPMEENT
Accutek AccuSnap Capper - are continuous motion machines
that replace the tedious work of manually pressing and/or
placing snap caps. Accutek AccuSnap Cappers prevent costly
spills by removing human error from this process. This
machine can also help prevent repetitious motion injuries and
strains to your workforce that can result when manually placing
snap caps. Accutek AccuSnap Cappers systems are available in
three different styles, Belt, Roller, and Plunger in order to offer
solutions to a variety of snap cap types. Milk jugs, dropper
inserts, lip balm caps, over caps, “top hat” seals, twist cap with
ratcheted rip seal, bar top caps, and a variety of other cap
applications are all within the capabilities of Accutek AccuSnap
Capper. Each machine is designed to accommodate a wide
variety of container types. A variety of gripper belt options is
20. available to stabilize different types of containers.
The Accutek AccuSnap Capper features an Accutek centrifugal
bowl or cap elevator orientated arm. With an automated
delivery device, the Accutek AccuSnap Capper can reach speeds
up to 120 CPM.
SnapCap007
Dimensions -
Height: 94” (238 cm)
Width: 24” (61 cm)
Length: 32” (91.4 cm)
Weight -
800 lbs. (363 kg)
Speed -
Up to 120 CPM
Cap Size -
Min: 10mm / Max: 660mm
Electrical -
110V AC 20 Amp (220 available)
Air Requirements -
120 PSI @ 2 CFM
Note #3 (Personnel, Business Expenses, & Financial Matters)
Personnel Requirements and Family Financial Investment
Personnel
Current Personnel:
Myself (Student Name Here): Fulltime CEO/President; no salary
for the first six months
Stephen Job: Part Time (20 hrs/week) Computer
Expert/Assistant: $10/hr
Melinda Cates: NAB Creator & Master Mixer (owns the patent
on the NAB): has $40,000 inheritance
(Volunteer) Ian Glass: Retired PepsiCo plant production line
foreman. Ian recently retired with 35 years of loyal PepsiCo
service in every position from janitor to production line
21. foreman, and he and his wife moved into your neighborhood.
He is tickled that you have asked him to help develop a plan to
get the NAB Company’s production line going. He said he
could help organize and sit on the planning committee as a non-
paid member until the NAB Company can hire its own
Production Line Foreman. He hinted that he retired from
PepsiCo with an annual salary of $55,000, but he says that is
just the starting salary that large companies pay their foremen
who are in an apprenticeship program. He does not think the
NAB Company will have to pay top dollar for someone who has
the willingness to join the NAB Company as a start up!
(Paid Consultant) Mary Cates, JD: Melinda’s sister who was a
senior executive with the Federal Trade Commission from 2001-
2012. She left the FTC after a significant 30 year career with
the federal government in which she lead the research and
support of numerous federal court findings against companies
that violated consumer deception and unfair practices laws. She
would enjoy serving on the initial company-planning group to
make sure her sister’s recipe is successfully shared within the
state!
Future Personnel:
Production Line Foreman (Note: in order to meet goals of
creating a $1 M revenue company by year two; you will need
more than one shift of employees.)
Projection Line Workforce - (see note above)
Maintenance Workforce (see note above)
Business Expenses:
- Marketing
- Paid services (professional in nature)
- Telephone/fax
- Business Insurance
- Office Supplies
22. - Mailings and postage
- Printing services
- Inventory purchases
Capital Expenditures:
- Additional equipment purchases to meet production goals
- Additional computer equipment
Facilities:
Need monthly estimates for the following areas:
- Building maintenance costs
- Utilities:
- Water/Sewer
- Gas
- Electricity
- Trash removal
Financial Matters:
Family Financial Investment:
Collected $20,000 from friends and relatives who would like to
either have their seed money returned by the end of this
calendar year at no interest or by the end of the second year of
operation with 5% interest.
(If you chose, the early payoff you must adjusted your BPF on
worksheet 8 to read 12 months and 0% interest, so that you are
not paying loan payments automatically. If you chose to pay
back over 24 months than the original instructions on the BPF
Worksheet Guidance.)
Financial Decisions:
- Employee raises
- Owner draw
- Taxes
23. - Investors
- Sales (local, regional, national, or global)
Note # 4 (Websites - Data & Statistics)
Here are some websites for your continued used in reviewing
statistics and data on the beverage (non-alcoholic) industry:
http://marketrealist.com/2014/11/strategic-deals-soft-drink-
industry/
http://www.statista.com/topics/1662/non-alcoholic-beverages-
and-soft-drinks-in-the-us/
http://libdatab.strayer.edu/login?url=http://search.ebscohost.co
m/login.aspx?direct=true&db=bth&AN=102826573&site=eds-
live&scope=site
http://www.bevindustry.com/articles/88194-nielsen-identifies-
consumer-health-concerns
http://www.bevindustry.com/articles/88184-bai-brands-disrupts-
cpg-space-with-low-calorie-allnatural-solutions
http://wwww.bevindusstry.com/artiicles/86916-zzico-to-sendd-
fan-to-sochhi-2014-wintter-olympic-games
http://www.bevindustry.com/videos?bctid=946203236001
http://www.ameribev.org/minisites/products/
http://beverageindustries.com/
Note # 5 (Market Research)
A guide to the non-alcoholic beverage industry
By Sharon Bailey • Nov 20, 2014 12:08 pm EST
Industry overview
24. The non-alcoholic beverage industry broadly includes soft
drinks and hot drinks. Soft drinks contain carbonated or non-
carbonated water, a sweetener, and a flavor, and hot drinks
include coffee and tea. The soft drink category dominates the
industry and includes carbonates, juice, bottled water, ready-to-
drink tea and coffee, and sports and energy drinks. Soft drinks
are sometimes referred to as liquid refreshment beverages (or
LRBs). In the US, LRBs lead food and beverage retail sales. In
this series, we’ll focus on the soft drink or LRB market.
Dominant carbonates category
The global soft drink market is led by carbonated soft drinks (or
CSDs), which had a market size of $337.8 billion in 2013. In
the same year, CSDs were followed by bottled water, with a
market size of $189.1 billion, and juice, with a market size of
$146.2 billion. In a later part of this series, we’ll discuss why
CSDs have been losing popularity, and why sales of other
beverages, including juices and ready-to-drink tea, are
increasing.
Major companies
The non-alcoholic beverage market is a highly competitive
industry that includes two behemoths —The Coca-Cola
Company (KO) and PepsiCo, Inc. (PEP). Collectively, these
companies hold about 70% of the US CSD market. Dr Pepper
Snapple Group, Inc. (DPS), Monster Beverage Corporation
(MNST), and Cott Corporation (COT) are some other key
players in the CSD market.
Many international markets are also dominated by Coca-Cola
and PepsiCo, but include other companies such as Groupe
Danone, Nestle SA, and Suntory Holdings Limited.
Non-alcoholic beverage manufacturers, like Coca-Cola and
PepsiCo, are part of the consumer staple sector. You can invest
in these companies through the Consumer Staples Select Sector
SPDR ETF (XLP).
Understanding consumer craving for soft drinks
By Sharon Bailey • Nov 20, 2014 12:08 pm EST
25. What’s a soft drink made of?
Soft drinks contain water, nutritive or non-nutritive sweeteners,
and syrups. The primary nutritive sweetener used in the US is
high-fructose corn syrup (or HFCS), a form of sugar.
Internationally, sucrose is the main nutritive sweetener used in
soft drinks. Soft drink makers also use non-nutritive or artificial
sweeteners such as aspartame, acesulfame potassium, saccharin,
cyclamate, and sucralose. So what drives a person to consume a
soft drink?
Stimulants in soft drinks
People crave soft drinks because they contain two stimulants—
sugar and caffeine. Also, the water in soft drinks hydrates. Soft
drinks contain considerable amounts of sugar, which is a form
of carbohydrate. Consumption of excess sugar releases a
hormone called dopamine, which induces pleasure in the brain.
Caffeine, another key ingredient, stimulates the nervous system,
and helps you to stay awake or restores alertness. With its
slightly bitter taste, caffeine’s also used to enhance the flavor
of carbonated soft drinks.
Ingredient facts
The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP) are the
leading soft drink manufacturers. A 12-fluid ounce can of Coca-
Cola contains 39 grams of sugar and around 34 milligrams of
caffeine. A 12-fluid ounce can of Pepsi contains 41 grams of
sugar and 38 milligrams of caffeine. A 12-fluid ounce can of Dr
Pepper, made by Dr Pepper Snapple Group (DPS), contains 40
grams of sugar and 41 milligrams of caffeine. Energy drinks
made by leading companies such as Monster Beverage
Corporation (MNST) contain higher amounts of caffeine.
Despite the considerable demand for soft drinks across the
globe, these drinks are facing severe criticism for the ill-effects
of high sugar content.
Beverages come under the consumer staple sector.
The Consumer Staples Select Sector SPDR ETF (XLP) is one
way to invest in soft drinks companies.
26. Understanding the value chain of the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:08 pm EST
Industry Partners
Soft drinks constitute a major part of the US food and beverage
industry. Syrup or concentrate producers and bottlers play a
vital role in the value chain of the soft drink industry.
Bottling and distribution network
Companies in the soft drink industry reach the end market in
two ways. One way is by selling finished products, made at
company-owned bottling facilities, to distributors and retailers.
Another, is by selling beverage concentrates and syrups to
authorized bottling partners, who then make the final product by
combining the concentrates with still or carbonated water,
sweeteners, and other ingredients. The bottlers then package the
product in containers and sell these beverages to distributors or
directly to retailers.
Also, both bottling partners and companies manufacture
fountain syrups and sell them to fountain retailers. Fountain
retailers include restaurants and convenience stores,
which produce beverages for immediate consumption.
Distribution: Third-party products
The extensive reach of The Coca-Cola Company (KO) and
PepsiCo, Inc. (PEP) allows them to produce or distribute third-
party brands. For instance, Coca-Cola is licensed to produce and
distribute certain brands of Dr Pepper Snapple Group, Inc.
(DPS) and Monster Beverage Corporation (MNST). PepsiCo
sells Lipton and Starbucks brands under partnerships with
Unilever and Starbucks, respectively.
Pricing power
Coca-Cola and PepsiCo’s wide distribution network gives them
significant pricing power. Carbonated soft drinks have similar
prices due to the intense competition in the industry. Often, soft
drink companies extend lower prices under promotional offers.
In recent times, such promotional offers have been used to boost
volumes of the carbonated soft drinks. That’s because they’re
27. under pressure due to rising health concerns and competition
from healthy substitutes such as tea, energy drinks, and water.
The non-alcoholic beverage industry is part of the consumer
staples sector. You can invest in this sector through the
Consumer Staples Select Sector SPDR ETF (XLP), which has
notable holdings in Coca-Cola and PepsiCo.
Key indicators of the non-alcoholic beverage industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Factors influencing sector growth
The non-alcoholic beverage industry falls under the consumer
staples category (XLP), which is non-cyclical in nature
compared to the consumer discretionary sector. In this part of
the series, we’ll look at the factors that impact the growth of the
non-alcoholic beverage industry.
Consumption expenditure
The Bureau of Economic Analysis (or BEA) releases the
personal income and outlays monthly reports that indicate
changes in individuals’ personal incomes, savings, and
expenditures.
US consumption spending accounts for over two-thirds of the
country’s gross domestic product (or GDP). The US real
personal consumption expenditure for non-durable goods
measures consumer spending on non-durable goods, such as
food and beverages, on an inflation-adjusted basis.
Disposable income and consumer confidence
Consumption expenditure depends on disposable income, which
is measured as personal income less personal current taxes.
People tend to spend more with a rise in their disposable
income. Increase in consumer confidence also increases
consumption expenditure. In the US, the Conference Board and
the University of Michigan each provide monthly reports on the
consumer confidence index, which indicates the degree of
optimism about the state of the economy as reflected in
consumer spending and saving activities.
According to market-intelligence firm Euromonitor
28. International, consumer-expenditure growth in emerging
markets has surpassed that in developed markets every year
since 2000, and is expected to continue doing so.
A favorable trend in consumer spending on non-durable goods
is a positive indicator for the non-alcoholic beverage industry.
It’s also good for the performance of exchange-traded funds (or
ETFs) that invest in the consumer staple sector. The Consumer
Staples Select Sector SPDR ETF (XLP) has holdings in the
major soft drink companies like The Coca-Cola Company (KO),
PepsiCo, Inc. (PEP), Dr. Pepper Snapple Group, Inc. (DPS), and
Monster Beverage Corporation (MNST).
Understanding the soft drink industry’s key markets
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Income bracket
The growing population and rise of the middle class,
particularly in emerging markets, are key growth drivers for
non-alcoholic beverage companies. Market intelligence firm
Euromonitor International estimates the middle class around the
world will include 1.5 billion households by 2020, a 25% rise
over 2012.
Hispanics
Many companies are innovating products and investing in
marketing campaigns that target fast-growing population
segments, such as the Hispanic community in the US. Hispanics
include people of Cuban, Mexican, Puerto Rican, Southern or
Central American descent. People of other Spanish cultures or
origins, regardless of race, are also considered Hispanic.
Nielsen estimates that by 2015, Hispanics will have $1.5 trillion
in buying power, reflecting a significant 50% rise from 2010.
Millennials
“Millennial” refers to the generation of people who were born
between 1981 and 1996. According to Nielson, there are 77
million Millennials in the US, representing 24% of the US
population. Millennials make extensive use of social media and
29. mobile devices, and have more product awareness.
Major companies in the soft drink industry, including The Coca-
Cola Company (KO), PepsiCo, Inc. (PEP), Dr Pepper Snapple
Group (DPS), and Monster Beverage Corporation (MNST), are
focusing their marketing strategies on this influential
demographic group.
Teens
The teen population is a core demographic for the soft drink
industry. At the 2014 Consumer Analyst Group of Europe
conference, Coca-Cola reflected on the importance of the 3.5
billion people who are in their teens and early 20s.
Soft drink companies are part of the consumer staples sector.
Investors can access this sector through the Consumer Staples
Select Sector SPDR ETF (XLP).
The role of branding and advertising in the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
The importance of advertising
The soft drink industry is marked by severe competition and
declining demand for carbonates. Major companies in the
industry sustain positions in this adverse scenario on the
strength of company and product branding and advertising
strategies.
Global brands
The industry includes companies that enjoy huge popularity all
over the globe. Brand consultancy Interbrand ranked The Coca-
Cola Company (KO) as the world’s third-most valuable brand,
with a value of $81.6 billion. Coca-Cola’s closest competitor
PepsiCo, Inc. (PEP) ranked 24th, with a brand value of $19.1
billion.
Strong individual brand portfolios
Coca-Cola and PepsiCo own impressive brands that generate
more than a billion dollars each in revenues.
· Coca-Cola: The company owns more than 500 brands, and
features 17 brands that generate more than one billion dollars
each in revenues, including Coca-Cola, Diet Coke, Powerade,
30. Aquarius, Bonqua, Dasani, Fanta, Schweppes, and Minute Maid.
· PepsiCo: The company’s massive brand portfolio includes 22
brands generating revenues of more than one billion dollars
each. Some of its better-known labels are Pepsi, Mountain Dew,
Gatorade, Mirinda, Aquafina, and Lipton.
Investing in brands
Soft drink makers continually invest in branding. In 2013,
Coca-Cola and PepsiCo spent $3.3 billion and $3.9 billion,
respectively, on advertising and marketing activities.
The success of Coca-Cola’s Share a Coke campaign is a perfect
example of the importance attached to marketing in this
industry. The Share a Coke campaign was first rolled out in
Australia in 2011 and then extended to more than 50 countries.
The campaign allowed fans to put their names or those of their
family and friends right on the front of Coca-Cola bottles
or cans, effectively personalizing the product.
The campaign increased the volume of the CocaCola brand’s
sales. In 2013, it generated 5% and 1% full-year volume growth
in Germany and the Northwest Europe and Nordics region,
respectively.
Peers in the industry such as Dr Pepper Snapple Group, Inc.
(DPS) and Monster Beverage Corporation (MNST) also focus
intently on marketing. Dr Pepper Snapple, the third-largest
company in the US soft drink market, spent $486 million on
advertising in 2013. Monster, a leading player in energy drinks,
incurred $181.8 million in advertising expenses.
Soft drinks come under the consumer staple sector. You can
access this sector through the Consumer Staples Select Sector
SPDR ETF (XLP).
Why the soft drink industry is dominated by Coke and Pepsi
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
A rivalry for the ages
The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP) have
dominated the non-alcoholic beverage industry for ages. Coca-
Cola is the world’s largest non-alcoholic beverage company
31. with more than 500 brands, including 17 brands that
generate more than a billion dollars each in revenue. PepsiCo
owns leading brands across its snack foods and beverage
portfolio, including 22 brands that generate more than a billion
dollars each in revenue. According to Beverage Digest,
the companies have a combined share of about 70% of the US
carbonated soft drink (or CSD) market.
Both companies have a wide geographic presence in more than
200 countries. The rivalry between these two
companies, popularly called the cola wars, is legendary. Both
have spent huge sums of money on mutually targeted
advertisements over decades.
Threat from new entrants
The industry does not face any major threats from new entrants
because Coca-Cola and PepsiCo each have an extensive bottling
and distribution network and huge economies of scale. For
example, Coca-Cola has about 250 bottling partners and 900
plants worldwide. It would be difficult for a new entity to make
the substantial capital investments required to compete with
these firms. Dr. Pepper Snapple Group, Inc. (DPS) has
seen impressive growth in the US CSD market, yet it lacks the
international presence of these giants.
Significant investments
Coca-Cola and PepsiCo spend enormous amounts of money on
innovation, advertising and marketing, and on strengthening
their distribution network. Since 2010, Coca-Cola and its
bottling partners have invested more than $50 billion in new
facilities, distribution infrastructure, equipment, and retail
customer activations. PepsiCo spent 5.9% of 2013 net revenue
on advertising and marketing.
Other companies in the non-alcoholic beverage industry include
Cott Corporation (COT) and Mondelez International Inc.
(MDLZ). You can also invest in the non-alcoholic beverage
sector through the Consumer Staples Select Sector SPDR ETF
(XLP) that has notable holdings in Coca-Cola and PepsiCo.
32. In the next part of this series, we’ll look at the reasons for
disappointing growth in the non-alcoholic beverage industry.
Why growth is sluggish in the non-alcoholic beverage industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Falling demand
The non-alcoholic beverage industry is facing challenges.
Carbonated beverage volumes are falling, primarily in
developed markets. Beverage Digest indicates a 3% fall in 2013
overall carbonated soft drink (or CSD) volumes in the US,
making it the ninth straight year in which demand has declined.
Previously, US CSD volumes declined by 1.2% and 1% in 2012
and 2011, respectively.
Key indicator—per capita consumption
The per capita CSD consumption in the US fell to about 675 8-
ounce servings per person in 2013, from 701 8-ounce servings
in 2012. Reduced consumption reflects the declining volumes
and a slower rate of US population growth.
One of the reasons for the continued decline in soft drink
volumes over the past few years is weak consumer spending,
caused by adverse macroeconomic conditions, especially in the
US and Europe.
Health concerns
Another major reason is the shift in consumer preferences
toward healthier products. Carbonated soft drink makers have
faced severe criticism from health officials, governments, and
communities alike for the ill-effects of high sugar content,
artificial sweeteners, and other harmful ingredients in their
products, including those in diet soda variants. Consumers are
also more conscious of the health risks associated with soft
drinks such as obesity and nutritional deficiencies, especially in
youth. As a result, they’re opting for other beverages that are
non-carbonated and have fewer calories.
The World Health Organization suggests that sugar should
account for only 5% of total energy intake per day. That’s
around 25 grams of sugar per day for an adult of normal body
33. mass index. Health officials feel that this percentage should be
even lower for a better quality of life. A single soda can
contains around 40 grams of sugar.
The soda tax
Mexico, which has the highest rates of obesity in the world, has
imposed a 10% tax on sugary beverages to discourage the
consumption of these drinks. There is a strong possibility
that many other countries will introduce a soda tax to
reduce sugar consumption through carbonated drinks.
In the next part of this series, we’ll discuss how soft drink
makers including The Coca-Cola Company (KO), PepsiCo, Inc.
(PEP), Dr Pepper Snapple Group, Inc. (DPS), and Monster
Beverage Corporation (MNST) are sustaining business under
such challenging conditions. Coca-Cola and PepsiCo are part of
the Consumer Staples Select Sector SPDR ETF (XLP).
In challenging times, soft drinks makers optimize and thrive
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Productivity measures
Companies in the soft drink industry are taking several
initiatives to streamline operations and cut costs. These
measures are needed to offset declining volumes in the
carbonated drinks category and the challenging business
conditions apparent in Europe, North America, and other key
markets.
Cost-cutting initiatives
Significant optimization measures allow soft drink companies
to make it through challenging times. The Coca-Cola Company
(KO) is streamlining its operations and restructuring its global
supply chain. In North America, the company’s optimizing its
manufacturing footprint. It recently announced plans to expand
its productivity program, through which it aims to save $1
billion by 2016, $2 billion by 2017, and $3 billion by 2019. The
company intends to reinvest these savings in brand-building
initiatives, mainly media spending.
PepsiCo, Inc. (PEP) is on track to achieve $1 billion in savings
34. globally in 2014. It’s cutting costs across procurement, research
and development, and other functions. The company recently
extended its $1 billion annual productivity savings target
through 2019. PepsiCo is focusing on enhancing its operations
through automation, including automated packaging, case
picking, and forklift transportation.
Another major US soft drink maker, Dr Pepper Snapple Group,
Inc. (DPS), commenced its rapid continuous improvement
program in 2011 and achieved $169 million in cash productivity
over the 2011 to 2013 period.
These measures are helping companies protect margins in
adverse market conditions. The soft drink industry also includes
Monster Beverage Corporation (MNST) and Mondelez
International, Inc. (MDLZ). You can also invest in this industry
through the Consumer Staples Select Sector SPDR ETF (XLP).
Soft drink industry now looking to still beverages to boost sales
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Social pressures forcing change
The carbonated soft drinks (or CSD) category of the soft drink
industry has witnessed declining volumes in the past few years.
Mainly, this is due to challenging conditions in developed
markets and increased health awareness among consumers about
the side-effects of sugar and other ingredients present in
carbonated drinks.
Soft drink makers are facing severe pressure from civil society
groups and governments to reduce the calories in soft drinks. In
the September 2014 Clinton Global Initiative, the three largest
US soda companies—The Coca-Cola Company (KO), PepsiCo,
Inc. (PEP), and the Dr Pepper Snapple Group, Inc. (DPS)—
pledged to reduce the number of sugary drink calories that
Americans consume by 20% over the next decade. To achieve
this target, the three big players plan to expand low-calorie
product portfolios, introduce smaller portion containers, and
educate consumers about healthier alternatives.
The change in consumer preferences has provided a new
35. opportunity for CSD manufacturers to grow into the still
beverages, or the non-carbonated category of the ready-to-drink
market.
Ready-to-drink beverages
The non-alcoholic, ready-to-drink (or NARTD) market is
projected to grow at a compounded annual growth rate of 5%
between 2014 and 2017. A large proportion of this growth will
come from emerging economies. Since 2010, NARTD retail
value has increased by $135 billion and Euromonitor
International estimates this category will grow by more than
$200 billion by 2020.
In the first half of 2014, ready-to-drink tea and coffee, sports
and energy drinks, and bottled water recorded strong growth.
Coca-Cola and PepsiCo have a strong presence across these
categories and are investing heavily for further portfolio
expansion. Other companies including Dr Pepper Snapple and
Monster Beverage Corporation (MNST) are also investing in
product development in these categories in an attempt to cater
to changing consumer tastes.
This new focus on healthier and nutritious products based on
changing consumer preferences and increasing health
consciousness will be a key growth driver for the non-alcoholic
beverage industry.
The Consumer Staples Select Sector SPDR ETF (XLP) provides
an attractive avenue to invest in soft drink companies.
International growth opportunities for the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Beyond borders
The soft drink industry is looking for growth beyond developed
markets like the US, where the reach of carbonated soft drinks
has reached a saturation point. The Coca-Cola Company (KO)
derived 58% of its 2013 revenues internationally. PepsiCo, Inc.
(PEP), which is a leading food and beverage company,
generated 49% of its revenues outside the US.
36. Growth prospects
The per capita consumption in a region measures the average
number of 8-ounce servings consumed each year. For Coca-
Cola, per capita consumption in 2012 was 745 in Mexico
and 401 in the US, as the chart above shows. But per capita
consumption was comparatively low in countries such as China
and India, indicating that in many countries, soft drinks are not
consumed as widely as in the domestic market.
Companies including PepsiCo and Coca-Cola are focusing on
these growth regions to increase per capita consumption by
investing in manufacturing and distribution networks, as well as
advertising.
Positive trends
Growing populations and better standards of living in emerging
markets will drive demand for beverages. Rising health
awareness among consumers across the globe is moving them
toward better options including ready-to-drink tea, bottled
water, and low-calorie products.
The long-term prospects for growth in emerging economies are
promising. In the short-term, however, there might be certain
impediments such as lower-than-expected consumer spending
growth in countries such as China.
Competition outside the domestic market
Coca-Cola and PepsiCo compete with local niche players and
private labels in developing markets. For instance, in China,
Hangzhou Wahaha Group Co., Ltd., Hebei Yangyuan Zhihui
Beverage Co., Ltd., and Guangdong Jiaduobao Beverage & Food
Co., Ltd. are some of the key players in the soft drink market.
Other soft drink manufacturers such as Monster Beverage
Corporation (MNST) and Mondelez International, Inc. (MDLZ)
are also looking for international growth opportunities.
An alternative way to invest in the soft drink industry is
through the Consumer Staples Select Sector SPDR ETF (XLP).
Strategic deals in the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:10 pm EST
Industry alliances
37. Major companies in the soft drink industry are looking for
strategic deals to expand product portfolios or to strengthen
distribution networks. These alliances will help companies
offset declining demand for carbonated soft drinks.
Recent Pepsi and Coca-Cola deals
In 2014, The Coca-Cola Company (KO) announced a long-term
partnership with Keurig Green Mountain, Inc. (GMCR). The
deal will allow people to enjoy ice-cold CocaCola beverages at
home with the soon-to-be-released Keurig Cold machine.
In August 2014, Coca-Cola announced the purchase of a 16.7%
stake in Monster Beverage Corporation (MNST). The $2.15
billion deal will help both companies leverage their respective
strengths—Coca-Cola’s bottling system and Monster Beverage’s
position as a global energy player.
Under the terms of the partnership, Coca-Cola will transfer
ownership of its energy business, including drinks such as Full
Throttle, Burn, and Relentless, to Monster Beverage. Monster
Beverage will transfer its non-energy business, including drinks
such as Hansen’s Natural Sodas, Peace Tea, Hubert’s
Lemonade, and Hansen’s Juice Products, to Coca-Cola.
In October 2014, PepsiCo, Inc. (PEP) and home carbonation
maker Sodastream International entered into a short-term
agreement to test a limited number of PepsiCo flavors for
SodaStream machines.
Other deal-making in the sector
In 2014, Dr Pepper Snapple Group, Inc. (DPS) acquired Davis
Beverage Group and Davis Bottling Co. to enhance its
distribution network.
In November 2014, Cott Corporation (COT) announced the $1.5
billion acquisition of DSS Group, Inc., parent company of DS
Services of America, Inc., a leading water and coffee direct-to-
consumer services provider in the US. With this acquisition,
Cott, a leading producer of private-label soft drinks, juices,
sparkling water, and energy drinks, will expand into growing
markets. Examples of growing markets include water and coffee
38. home-and-office delivery services, water filtration services, and
retail services.
The soft drink industry is part of the consumer staples sector.
You can invest in the soft drink industry with the Consumer
Staples Select Sector SPDR ETF (XLP), which has notable
holdings in Coca-Cola and PepsiCo.
Investing in soft drink companies with ETFs
By Sharon Bailey • Nov 20, 2014 12:10 pm EST
Packaged investing
Exchange-traded funds (or ETFs) are capital market instruments
that are designed to track an index, a commodity, or a basket of
assets. Soft drink companies come under the consumer staples
sector. There are many consumer staples sector ETFs that help
investors access stocks in the soft drink industry.
Consumer staple ETFs
Consumer staple ETFs provide exposure to companies that
produce essentials, including food, beverages, tobacco, and
household items. The above chart shows the exposure of some
of the consumer staples ETFs to beverage companies, both
alcoholic and non-alcoholic.
The Consumer Staples Select Sector SPDR Fund (XLP) tracks
the S&P Consumer Staples Select Sector Index. The Vanguard
Consumer Staples ETF (VDC) tracks the MSCI US Investable
Market Consumer Staples 25/50 Index. Assets under
management of the XLP and the VDC are $9.64 billion and
$2.35 billion, respectively, as of November 17, 2014. The
expense ratios for the XLP and the VDC are 0.16% and 0.14%,
respectively.
Both the XLP and the VDC have The Coca-Cola Company (KO)
and PepsiCo, Inc. (PEP) in their top ten holdings. Coca-Cola
and PepsiCo are the dominant companies in the soft drink
industry and together, hold 70% of the US carbonated soft drink
market share.
The First Trust Consumer Staples AlphaDEX Fund (FXG),
using the StrataQuant Consumer Staples Index as its benchmark,
39. selects stocks from the Russell 1000 Index. The FXG has $2.11
billion in assets under management and has an expense ratio of
0.70%. Monster Beverage Corporation (MNST), a leading
energy drinks maker, features in the top ten holdings of the
FXG.
Dr Pepper Snapple Group, Inc. (DPS), the third-largest soft
drink company in the US, is also a part of the XLP, the VDC,
and the FXG ETFs.
ETFs are an efficient way to gain diversified exposure to
various sectors and broad markets. To learn more, you can read
Market Realists Macro ETF analysis
(http://marketrealist.com/analysis/etf-analysis/) page.Note # 6
(History & Industry Data/Forecasting & Technology)
The non-alcoholic beverage industry plays an important role in
the U.S. economy. Our industry has a direct economic impact of
more than $169 billion, provides nearly 240,000 jobs and helps
to support hundreds of thousands more that depend, in part, on
beverage sales for their livelihoods. Beverage companies and
their employees, and the firms and employees indirectly
employed by the industry, provide significant tax revenues -
$13.6 billion at the state level and $22.9 billion at the federal
level. In addition, the beverage companies that produce and
distribute non-alcoholic beverages in the U.S. and those they
directly employ contribute nearly $1.6 billion to charitable
causes in communities across the nation.
The American Beverage Association (ABA) is the trade
association that represents America's non-alcoholic beverage
industry. ABA was founded in 1919 as the American Bottlers
of Carbonated Beverages, and renamed the National Soft Drink
Association in 1966. Today the ABA represents hundreds of
beverage producers, distributors, franchise companies and
support industries. Together, they bring to market hundreds of
40. brands, flavors and packages, including regular and diet soft
drinks, bottled water and water beverages, 100 percent juice and
juice drinks, sports drinks, energy drinks and ready-to-drink
teas.
ABA provides a neutral forum in which members convene to
discuss common issues while maintaining their tradition of
spirited competition in the American marketplace. The
Association also serves as liaison between the industry,
government and the public, and provides a unified voice in
legislative and regulatory matters. As the national voice for the
non-alcoholic refreshment beverage industry, the American
Beverage Association staff of legislative, scientific, technical,
regulatory, legal and communications experts effectively
represent members' interests.
Cognitive health appeals to all demographics
Omega-3s popular ingredient for brain health
By Jamie Popp (Feb 2015)
An estimated 5.2 million Americans suffer from Alzheimer’s
disease, and although the majority are older than 65, younger-
onset Alzheimer’s impacted 200,000 people last year, according
to the Alzheimer’s Association, Chicago. Furthermore, total
payments in 2014 for all individuals with Alzheimer’s disease
and other dementias were estimated at $214 billion, the
association adds.
Increasingly, attention is being put on brain health and
preventative measures such as diet and exercise in line with
consumers, particularly baby boomers, expressing concerns
about memory loss and dementia. However, ingredients that
help consumers maintain their cognitive abilities are emerging
to help all age groups to support brain development, focus and
more.
“Cognitive health applies to all ages, as newborns and children
develop cognition early, [middle-aged people] count on it for
41. their careers, and the older generation strives for maintenance
for as long as possible,” says Volker Berl, founder and chief
executive officer at Oceans Omega, Montvale, N.J. “Consumers
are naturally interested in maximizing intake of the right
ingredients to maintain cognition for a lifetime, supporting
memory, alertness, attention, mood and focus.”
Many ingredients are associated with cognitive health, but
omega-3 DHA has the strongest body of scientific support,
according to Berl. But vitamin D; coenzyme Q10;
phosphatidylserine; magnesium; resveratrol; pycnogenol;
vitamin E; and botanicals such as ashwagandha, ginkgo biloba,
vinpocetine, ginseng and curcumin also are considerations, he
adds.
Oceans Omega offers a range of stable omega-3 ingredients that
are water soluble and clear because of its stabilization
technology and sustainable sources of omega-3s from ingredient
partners such as DSM Nutritional Products, Kaiseraugst,
Switzerland, and Nutegrity, Irvine, Calif. OTEC 300LDHA
delivers life’sDHA from DSM, a fish free, vegetarian and
sustainable source of DHA from algae, the company says. OTEC
250CL-K delivers OmegaActiv from Nutegrity, a pure,
sustainable, vertically integrated source of omega-3s from
menhaden that contains a balanced level of omega-3s DHA,
EPA and DPA, according to the company.
Used in clear beverages and liquid nutritionals, OTEC
ingredients increase shelf life for finished products at ambient
temperatures, the company says. They also are compatible with
most beverage processing conditions such as hot fill, cold fill,
carbonation and pasteurization, according to the company.
Mental energy
Nutegrity closely follows the advent of brain health and the
focus of today’s consumers on products that provide a memory
boost or afternoon edge.
“The [brain health] category is interesting to us because of
aging baby boomers and challenges from cognitive function, but
millennials and their brains are hardwired to go fast, and they
42. are looking for some type of edge,” says Matt Phillips, chief
commercial officer at Nutegrity.
The focus is not only on memory and improved cognitive
function, but also on general brain health as well as
antioxidants and anti-inflammation specific to brain
inflammation in relation to diseases, he says.
Nutegrity, a division of Omega Protein Corp., Houston, focuses
its primary business in fishing and omega-3s, Phillips says.
From a beverage standpoint, milk companies can use omega-3s
in their formulations, but the company also produces dairy
protein as well as a line of nutraceuticals.
“Most of the work we’re doing is focused on antioxidants and
higher concentrations of omega-3s,” Phillips says. ”At one time,
most companies were doing product development and spending
time on ingredients, and now they are looking to ingredient
suppliers to … come to the table with a turnkey solution.”
Focus formulas and energy drinks openly tout the cognitive
benefits of the ingredients to appeal to a wide audience, but the
claims have to be backed by scientific evidence or beverages
risk being pulled from store shelves. As a result, many
companies dedicate considerable time substantiating new and
existing claims and discovering ways to use their ingredients
based on findings in clinical trials.
Oceans Omega closely follows studies related to adolescents
and brain health. For example, to determine the effects of algal
DHA supplementation on reading and behavior in healthy
school-aged children, researchers conducted the
Docosahexaenoic Acid Oxford Learning and Behavior (DOLAB)
Trial and reported that supplementation with 600 mg each day
with algal DHA for 16 weeks improved reading and behavior in
healthy school-aged children, aged 7 to 9 years old, with low
reading scores.
“We work on educating the end producer,” says Karen Todd,
director of global brand marketing at New York City-based
Kyowa Hakko U.S.A. Inc. The company’s Cognizin product
features citicoline, which increases cellular synthesis and
43. energy, she says. Ingredients such as Cognizin are associated
with boosting brain energy, supporting mitochondrial health,
and boosting levels of ATP, according to the company’s
research. This ingredient also is associated with increased focus
and concentration as well as memory storage and recall.
“We do clinical studies on raw materials [with healthy
subjects], and results of that help us identify what levels are
appropriate to make claims,” Todd says. “The producer and
finished product company do their pre-market test, but they’re
looking at the science behind it to support their claims from the
start.”
Kyowa Hakko is replicating clinical trials done with
millennials, pre-menopausal women and baby boomers with
more targeted groups including adolescents and athletes.
Futureceuticals, Momence, Ill., also sees the value of clinical
trials and is in the midst of several that involve its ingredients
including CoffeeBerry coffee fruit, a line of powders and
concentrates of the fruit of the coffee plant, including the bean.
“We consider demographics when we’re choosing outcomes to
focus on for our claims,” says Brad Evers, vice president of
business development. “In the case of CoffeeBerry coffee fruit
extract, we discovered that it has a unique capacity to increase
serum levels of brain-derived neurotropic factor (BDNF), which
is a key neuro-protein involved in cognition, mood and other
key neuro-processes. We chose to focus on cognition and mood,
given the enormous public interest in cognitive and mental
health at all age levels. Baby boomers frequently cite cognitive
health as their No. 1 concern, and younger people are motivated
to take action now to help ensure a higher quality of life as they
age.”
Major research facilities around the globe are focusing on
BDNF, and Futureceuticals has two studies that indicate that
coffee fruit stimulates the body to produce BDNF, which is
something brewed coffee does not do, according to the
company.
“Our research on our coffee fruit products is at the forefront of
44. new discoveries for cognitive health,” Evers says. “CoffeeBerry
meets the demand for functional beverage ingredients that are
natural and offer a value proposition.”
Focus on claims
Regulations as well as the flavor of the ingredients in their
natural state can have an impact on beverages designed to
improve memory and focus or reduce the impact of aging on the
brain.
“The biggest trend with cognitive ingredients is really attention
given to caffeine and energy drinks by the Food and Drug
Administration (FDA) and [the decision to] crack down on
amounts,” Kyowa Hakko’s Todd says. “Cognizin is a non-
stimulant without negative side effects. Energy drinks use
Cognizin [as a replacement for caffeine], and many companies
are looking to reformulate and include it at the efficacious
dose.”
But special treatment is required for cognitive ingredients to be
beverage compatible, shelf stable, soluble and taste free.
“Antioxidant beverages, focus beverages, and general brain-
health and protein beverage ingredients are bitter, and
[beverage-makers] have to figure out a way to mask [them],”
Nutegrity’s Phillips says. “Another big challenge is solubility,
and we’re finding ways through agglomeration or other
techniques to make them suspend in a liquid.”
Oceans Omega is able to counteract the instability and protect
them from oxidizing with new technologies, but aftertaste still
is a challenge.
“Polyunsaturated fatty acids have the propensity to oxidize
quickly and develop very repugnant odor and taste offnotes,”
Berl says. “Many [omega-3] products still have a fishy or
marine aftertaste, and their manufacturing requires an increased
complexity in processing and handling these sensitive
ingredients in the production processes.”
Certain nutrients also just don’t mix well, according to Russ
Hazen, North American premix innovation manager for
Fortitech Inc., Schenectady, N.Y.
45. “Certain iron compounds can have unfavorable effects on
product quality and consumer acceptance by increasing the
oxidation of polyunsaturated fatty acids,” Hazen says. “On the
other hand, inclusion of suitable amounts of antioxidants, like
vitamin E, is important to protect polyunsaturated fatty acids
from oxidation. In liquid beverages, adverse interactions
between calcium and phosphorus can be tricky and can result in
unsightly mineral precipitation products under certain
conditions”
When bitterness is a factor, masking agents can address this
issue as well, according to Kyowa Hakko’s Todd.
Futureceuticals, however, will provide its bitter CoffeeBerry
products and extracts as-is because the more natural state is
preferred by its customers, Evers says.
2016 New Product Development Outlook for beverages
Organic named top trend for new beverages in new year
By Jessica Jacobsen (Jan 2016)
This past year, Americans finally got a chance to see whether
any the 2015 references in “Back to the Future Part II” would
come true. Although the Chicago Cubs attempted to make the
World Series prediction a reality, they fell short. However, in
business, prognostication is less about fantasizing about the
future and more about anticipating how your products and
services can benefit, or even shape, the future. In Beverage
Industry’s New Product Development Outlook 2015 Study,
respondents helped to shed light on what they think will be the
latest product attribute trends, flavors and much more in 2016.
According to survey-takers, “organic” will be the latest trend in
the new year. With only 10 percent of respondents listing it as a
low need/interest, the remaining 90 percent indicated its
prevalence. The trend led all other product attribute interests
with 38 percent of survey-takers listing it as a latest trend. This
is vast change from last year’s study where it came in at No. 8
and only 18 percent listed it as a latest trend.
Maintaining its No. 2 status, “natural” had only 4 percent of
46. respondents list the product attribute interest as a low
need/interest while 34 percent named it as a latest trend.
“High protein,” last year’s No. 1 product attribute interest, fell
to No. 18 with only 6 percent indicating it as a latest trend.
Also falling down
the list was “convenience.” Last year’s No. 4 product attribute
interest, which fell to No. 9 in this year’s survey, “convenience”
only had 4 percent name it as a low need/interest; however, 66
percent listed convenience as a high need/interest. Only 12
percent named it as a latest trend.
In addition to “high protein,” “vitamin, mineral fortified” (No.
10 last year) and “probiotic/prebiotic” (No. 6 last year) fell out
of the Top 10 this year. Replacing these product attribute
interests were “country of origin labeling” (No. 6), “ethnic”
(No. 8) and “cognitive health” (No. 10).
Buzzing about flavors
When developing new products, many note that taste is king.
With flavor playing such a vital role, this attribute can garner a
lot of attention.
Different from previous years, this year’s survey asked
respondents whether they used berry flavors in 2015, which
flavors and how many. The same question framework was asked
for non-fruit flavors and fruit flavors. Last year, survey-takers
only were asked which flavors they used in their new products.
For berry flavors used in 2015, three-quarters of respondents
indicated that these flavors were part of their new product
releases. On average, 3.3 berry flavors were used by each
company. The most popular berry flavor was raspberry with
nearly three-quarters of survey-takers listing it. Strawberry
came in second with 55 percent naming the berry flavor, and
half of respondents used cranberry in their formulations in
2015.
Additional berry flavors listed were blueberry (42 percent),
blackberry (39 percent), berry (37 percent) and acai (21
percent). No respondents named maqui berry, while 11 percent
selected “other” for berry flavor options.
47. For non-fruit flavors, three-quarters of survey-takers stated that
their companies utilized these flavor options in 2015 with an
average of 4.2 non-fruit flavors used by each company.
Fifty percent of responding companies selected chocolate and
vanilla as top selections. Cinnamon and mint also were popular
non-fruit flavors in 2015 as each was used by 45 percent of
survey-takers. Rounding out the Top 5 was coffee with 42
percent.
Tea flavors also were notable choices with green tea (39
percent), tea – other (39 percent) and black tea (29 percent)
listed by survey-takers. Also receiving double-digit responses
were hibiscus (21 percent), root beer (21 percent) and cola (16
percent). Aloe, the only single-digit response, garnered a 3
percent response. Sixteen percent of respondents selected
“other” for their non-fruit flavors used in 2015.
For fruit flavors used in 2015, 86 percent of respondents noted
these were part of their formulations. An average of eight fruit
flavors were used by each company. With more than half of
respondents indicating use, lemon (56 percent), mango (56
percent) and cherry (53 percent) were the top selections. Apple
and orange rounded out the Top 5 with each having 57 percent
naming the fruit flavor.
Pineapple also was a popular choice in 2015, with 44 percent of
survey-takers listing the flavor. Lime, peach and pomegranate
each were named by 42 percent of respondents while 40 percent
indicated they used coconut in 2015.
Not utilized as frequently in 2015 were dragon fruit (7 percent),
papaya (7 percent) and apricot (2 percent).
When it comes to the top sellers in 2015, it looks as though fruit
and berry flavors were the most popular in 2015. According to
respondents, 20 percent indicated that raspberry was a top-
selling flavor in 2015 followed by cherry and orange, each with
16 percent. Apple and blueberry rounded out the Top 5 with 14
percent each.
In comparison to last year’s survey, chocolate was the No. 1
top-seller for 2014 with 29 percent followed by vanilla (24
48. percent), mango (22 percent), green tea (13 percent) and
raspberry (13 percent). This year, chocolate just cracked the
Top 20 with 9 percent of respondents naming it a top-seller in
2015. This was a six-way tie with black tea, coffee, ginger, lime
and root beer, which each were named by 9 percent of survey-
takers.
Green tea took the biggest fall as only 7 percent of respondents
named it as a top-seller in 2015.
On the upward trend was cherry. The No. 2 top-selling flavor
used in 2015, the fruit flavor barely cracked the Top 20 last
year. Tea – other flavors also were more successful in 2015 vs.
2014. With 14 percent of respondents naming it a top-seller, tea
– other made the Top 10 in 2015. However, only 4 percent of
survey-takers listed it as a top-selling flavor in 2014.
Transitioning into the new year, fruit flavors are topping the list
of the anticipated top-selling flavors for 2016. Raspberry once
again leads all with 30 percent of respondents expecting this
will be a top seller next year. Lemon and pomegranate tied for
No. 2 with each having 20 percent of survey-takers naming
these fruit flavors.
In contrast to last year’s survey, in which the Top 3 anticipated
top-selling flavors all were non-fruit flavors: chocolate (29
percent), coffee (22 percent) and vanilla (20 percent). This year,
the first non-fruit flavor listed was tea – other, which was in a
three-way tie with strawberry and mango for No. 4 as each had
18 percent of survey-takers name them.
Chocolate remained in the Top 10, but only 16 percent of
respondents named it as an anticipated top-seller. Vanilla
dropped six percentage points with only 14 percent of survey-
takers expecting it to be a top-seller in 2016. Coffee, however,
had larger drop as only 6 percent listed it in this year’s survey.
Both making large gains this year are blueberry and cherry.
Each was named by 7 percent last year as an anticipated top-
seller for 2015; however, that increased to 16 percent for 2016.
Creating success
Strategizing for the new calendar year, respondents to Beverage
49. Industry’s survey suggest that new alcohol releases will be
common for new product development in 2016.
More than half of survey-takers (56 percent) stated that their
respective companies most likely will develop new wine, beer
and spirit products. Water, juice was the next area listed with 40
percent of respondents naming these categories.
This is nearly double from last year’s survey in which wine,
beer and spirits tied for No. 4 with water, juice with each
having only 24 percent of respondents naming them.
Last year, dairy-based drinks/alternatives were listed as the
most likely area of new beverage development with 42 percent
of survey-takers naming this area. This year, it came in last with
only 15 percent indicating possible product development for the
category. Sports/energy drinks and coffee, tea also experienced
drops
in comparison with the 2014 survey. This year, 19 percent of
respondents named sports/energy drinks as an area of new
beverage development (36 percent in 2014), while 17 percent of
survey-takers listed coffee, tea (33 percent in 2014).
New product idea generation also experienced an opposite
response compared with last year’s survey. Three-quarters of
respondents indicated that customer demand was a source for
new products while 68 percent listed consumer trends. In
contrast, more than three-quarters of respondents named
consumer trends followed by customer demand in the 2014
survey.
However, one of the larger changes was in research and
development (R&D) departments. Last year, this idea source
was No. 3 with 62 percent of respondents listing it. For this
year’s respondents, it was less influential as only 42 percent
named it.
Other sources that topped the R&D department were in-house
through teams and meetings
(56 percent), marketing and sales (54 percent), chief executive
officer/upper management (46 percent) and consumer
research/testing (44 percent).
50. Natural influence
As consumer preferences continue to evolve, beverage-makers
are tasked with meeting their needs and demands.
When it comes to flavors for 2016, an average of 83 percent of
respondents note they will be using natural flavors in their
formulations while a mean of 17 percent will use artificial
flavors. Among those who are planning to use natural flavors,
half of survey-takers note that this is an increase from the
previous year. Some of the top reasons for the increase were
consumer demand, health reasons and market research.
These numbers are a slight shift from last year’s survey in
which an average of 70 percent of respondents indicated they
would use natural-flavor in 2015 with a mean of 30 percent
planning to use artificial flavors. The increase among natural
flavor users last year, however, was similar to this year as 47
percent noted it was an increase. The reasons for the increase
were slightly different with cleaner label, consumer demand,
better quality and taste, and industry trends listed by
respondents.
Natural colors also continue as a popular attribute for new
product development. An average of 80 percent of respondents
plan to use natural colors in their new beverages for 2016 with a
mean of 20 percent using artificial colors in their new
formulations. This is up from last year’s results as an average of
70 percent planned to use natural colors in 2015 with a mean of
30 percent using artificial colors.
In this year’s survey, 38 percent of those who indicated that
they will use natural colors in their new products noted that this
is an increase. Among the top reasons listed for the increase
were consumer demand, trend in market and health reasons.
In comparison with the 2014 survey, 43 percent of respondents
who indicated that they planned to use natural colors stated that
this was an increase. Top reasons remained similar with
consumer demand, clean label and industry trends as the reasons
named.
Sharing the work
51. Company size among survey-takers seems to continue to
represent entrepreneurial operations.
The mean and median of the number of employees for this
year’s survey are 501 and 23 employees, respectively. This is
slightly different from last year when survey-takers reported a
mean of 201 employees and a median of 63 employees. Going
back even further, this year’s employee mean and median still is
significantly smaller than results from the 2013 survey in which
the numbers were 1,278 and 180 employees for the mean and
median, respectively.
Similar to last year’s survey, the smaller operations resulted in
a more intimate setting for R&D teams. Nearly three-quarters of
respondents indicated that they have fewer than 10 employees
involved in the new-product-development process with a median
of four employees involved. Last year, 82 percent of
respondents noted having fewer than 10 employees working on
new product development; however, the median of four
employees being involved was consistent.
Although beverage manufacturers have dedicated teams for their
new product development, they still outsource a portion of the
process. One-third of respondents indicated that they outsource
a portion of the work (up from 29 percent last year).
Among those who outsource part of the process, market research
is outsourced by more than half (53 percent) followed by
prototype development (47 percent) and concept/product testing
(41 percent).
This is a notable shift from last year’s responses in which
prototype development was the No. 1 outsourced process with
62 percent naming it. It was followed by concept and product
testing (46 percent) and market research (38 percent).
Although team approach still is noted by a majority of
respondents (82 percent), it is down from last year’s survey in
which 93 percent noted this development approach.
Among those who indicated using a team approach in this year’s
survey, sales/marketing (80 percent) and upper management (78
percent) were the departments involved. Other areas noted by
52. respondents were production (56 percent), R&D (49 percent)
and customers (44 percent).
Although sales/marketing was ranked No. 1 by last year’s
survey-takers, R&D was No. 2 with 79 percent listing it. Upper
management was No. 3 at 62 percent.
Among respondents who noted upper management involvement,
100 percent stated that the chief executive officer was included
in that process compared with 88 percent in 2014. When noting
the roles of chief executive officers, 41 percent said
leader/decision-maker followed by oversees/advisory/guidance,
which was listed by a quarter of survey-takers. Last year,
slightly more than a quarter noted oversees/advisory/guidance
as the chief executive officer’s role. Slightly more than a
quarter of 2014 survey-takers also listed team member.
Beverage-makers also continue to get input from their supplier
partners. Slightly less than half of respondents indicated that
they involve their suppliers in the new product development
process. This is down from last year in which 58 percent noted
supplier involvement.
Among those who work with their suppliers, three-quarters of
survey-takers note involvement with samples followed by
provide raw materials/ingredients (71 percent) and technical
support/expertise (67 percent).
Inception/idea stage through completion and beginning stage
through completion were the two most-noted stages in which
suppliers were involved at 38 and 46 percent, respectively. Only
17 percent indicated involving suppliers after formulation
through completion, while no respondents added supplier input
in the final stages.
However, the length of time to develop a new product seems to
be moving at a faster pace as 8.2 months was the average
product development timeframe, with a quarter of respondents
noting this was faster than previous years. Last year, mean
product development timeframe from inception to launch was 11
months with less than one-third indicating that was faster than
in the past.
53. All of these processes might keep beverage-makers busy, but
that is not holding them back. On average, 21 new products
were developed in 2015 with approximately 12 being released in
market, an average of 55 percent of developed products were
released. Of those released, an average of nearly two were
considered successful in 2015, which equates to a 7 percent
average of successful products developed and a 13 percent
average of successful products of those released.
In comparison, a mean of 24 products were developed in 2014
with an average of nine that were released, a 38 percent average
of products released of those developed. Among those, a mean
of five products were considered successful in 2014. This
equated to a 21 percent average of successful products of those
developed and a 56 percent average of successful products
of those released.
2016 expectations
As beverage-makers usher in the new year, new product
development is on many minds.
Half of respondents indicated that they plan to launch more
products into the marketplace in 2016 compared with 2015.
Among those who expect to see an increase of new product
launches, the average percentage increase of product launches is
57 percent.
Last year’s respondents had slightly more than half note
intentions to launch more products in 2015 than 2014; however,
the average percentage increase only was 38 percent.
Planning remains split as half of survey-takers have a definitive
new-product-development plan; however, assessment has a
slightly higher uptick with 60 percent of respondents who have
post-launch assessments. In comparison, 60 percent had
definitive plans and 76 percent had post-launch assessments in
the 2014 survey.
One area that continues to show strong variances among survey-
takers is total cost to develop new products. With a recorded
minimum of $100 and maximum of $2 million, 41 percent of
new products fall in the $1,000-$19,000 range. The median total
54. cost came to $17,500. This is strong contrast to last year’s
survey in which the recorded minimum was $50 with the
maximum at $1.5 million, with the median total cost at $37,500.
When it came to R&D budgets, respondents this year also
stipulated a lower price tag as only 32 percent planned to
increase their budget compared with 44 percent last year. BI
Beverage Industry’s New Product Development survey was
conducted by BNP Media’s Market Research Division. The
online survey was conducted between Oct. 22 and Nov. 6, 2015,
and included a systematic random sample of the domestic
circulation of Beverage Industry.
Of the respondents, 34 percent process beer, 28 percent process
coffee and tea, 26 percent process juice and juice-type drinks,
22 percent process water, 22 percent process wine, 20 percent
process spirits, 16 percent process energy drinks, 12 percent
process dairy-based drinks, 12 percent process carbonated soft
drinks and 8 percent process sports drinks.
Seventy percent of respondents were from companies with less
than $10 million in annual revenue. Another 8 percent of
respondents also were from companies with revenue between
$10 million and $50 million. A total of 2 percent were from
companies in the mid-size range of $50 million to less than
$100 million. Ten percent were from companies with revenue
between $100 million to less than $500 million. In the $500
million to less than $1 billion range were 2 percent of
respondents. Representing the large-size range of more than $1
billion in company revenue were 8 percent of respondents.
Males accounted for 72 percent of the respondents, and the
average age equated to 44. For industry experience, 2 percent
had less than one year; 14 percent indicated one to three years;
36 percent reported four to 10 years; 22 percent said 11-20
years; 20 percent listed 21-30 years; and 6 percent had 31-40
years of experience.
Regionally, 32 percent said they currently live in the South, 24
percent indicated the Midwest, 20 percent listed the Northeast,
20 percent reported living in the Western portion of the United
55. States and 4 percent stated they reside in U.S. territories.
Beverage Industry launches new app
Introductory video shows how to use Bev Industry Mobile
By Jessica Jacobson (March 14, 2014)
According to statistics portal Statista Inc., an estimated 140
million Americans are smartphone users, up from 121.4 million
in 2012. The research firm anticipates this number will continue
to grow and eclipse the 200 million mark by 2017.
Although the popularity of smartphones is not breaking news, it
always leads to interesting conversations. One area that seems
to be standard with smartphone owners is the use of mobile
applications (apps). Even if you don’t have a smartphone, the
app world might be impacting you without you knowing it. Last
year, for instance, I attended a wedding in which the bride and
groom met through a dating app.
Mobilestatistics.com reports that the total app downloads for
Android devices lead all devices with 50 billion, followed
closely by Apple devices with 48 billion and Blackberry devices
at 3 billion. Windows Marketplace download statistics are not
available yet, it reports.
With those kinds of statistics, it’s no surprise that beverage
brands are developing their own apps in order to reach
consumers. This past fall, Seagram’s Gin, a brand of Pernod
Ricard USA, launched its new Ginsider mobile app, which
allows consumers to scan Seagram’s Peach and Pineapple
Twisted Gin bottles to reveal exclusive videos and share them
with friends through social media. And recently, as part of its
“There’s Power in Every Game” campaign centered around the
2014 FIFA World Cup, The Coca-Cola Co.’s Powerade brand
teamed up with fitness app Endomondo to invite consumers to
participate in a series of challenges for the chance to win prizes,
including tickets to the FIFA World Cup tournament in Brazil.
And now, Beverage Industry is following suit. I’m pleased to
announce that Beverage Industry has launched Bev Industry
Mobile for iOS and Android-based phones and tablets. Now, all
56. the content and news that you enjoy in Beverage Industry and at
bevindustry.com can be viewed on your mobile devices through
Bev Industry Mobile.
You can log on to bevindustry.com/apps to download the app
for iPhone, iPad or Android devices. For Apple users, the app is
compatible with iOS 5.1 and later, and Android owners require
version 4.0 or later. If your device has neither of these, don’t
worry; we have developed mobile.bevindustry.com, a mobile
website. This page can be saved on your device as an HTML5
app.
In order to help you navigate all of the features, Managing
Editor Stephanie Cernivec also filmed a how-to video, which
can be viewed on our BevIndustry TV portal or on our YouTube
Channel, youtube.com/beverageindustry.
And if you have more questions, visit
bevindustry.com/mobilehelp, which contains a list of frequently
asked questions as well as a mobile support contact icon that is
located on the right-hand side of the page.
I hope you enjoy Bev Industry Mobile, and please feel free to
share your feedback by sending me an email at
[email protected].
Happy mobile apping!
Updated 2/26/2016 1