The customer has always been at the heart of marketing. Knowledge and understanding of customer behaviour and changing needs and wants provides the essential basis of a market orientation. Today marketers not only need to consider how best to meet their customers’ requirements, but understand their expectations and provide consistent customer experience. This Guide looks at different types of customers and organisational contexts; it considers how to identify customer expectations and the importance of customer satisfaction and loyalty; and assesses the importance and role of brands and consumer behaviour theory in relation to expectations. It unpacks the different dimensions of customer experience, looks at customer experience design and frameworks, and activities that enhance the customer experience. Finally, it looks at how to measure and monitor customer experience including relevant measures, metrics and research and how to use that information to improve the experience in the future.
This document provides details of an assessment task for a marketing opportunities evaluation. The candidate will evaluate 3 opportunities for an outdoor BBQ equipment company: 1) manufacturing own brand products, 2) selling through e-commerce, and 3) bargain pricing. The candidate must analyze financial forecasts, rank the opportunities, assess required operational changes for the top opportunity, and prepare a report documenting their evaluation for the Board of Directors.
The document outlines the organizing and operating strategy of an agricultural business incubator. It discusses the administrative functions, client assessment and intake process, basic supports offered to clients including technology consulting, business consulting, infrastructure and training. It also discusses contracting outsourced services, managing for quality focusing on client satisfaction and innovation, marketing management and public relations, and planning, monitoring and evaluation including strategic planning, business planning, and performance indicators.
This document discusses marketing management and strategic planning. It covers key topics such as marketing and customer value, the value chain, strategic planning at the corporate, division, and business unit levels, SWOT analysis, goal formulation, and developing a marketing plan. The value chain and core competencies are important frameworks for identifying ways to create customer value. Strategic planning involves defining missions and goals at different levels and assessing growth opportunities. Developing a strong marketing strategy is essential but needs effective implementation to succeed. Ongoing monitoring and adaptation to changes are also important aspects of strategic planning.
This Guide provides a strategic look at the disruptive digital environment, digital planning, channels and tools. It looks first at a range of tools and frameworks for analysing the micro and macro digital environment and identifying and assessing strategic implications and relevant emerging themes. It also looks at how to assess, monitor and generate insights into key emerging themes. It then moves on to look at strategic objectives and recommendations to acquire, convert and retain customers using a digital approach, and how to develop an agile response to changing customer behaviour. It also focuses on how to optimise key digital channels and content in order to deliver a strategic, digitally enhanced plan and the tactics and resources required. Finally, it looks at the tools available to measure social, sentiment and site behaviour and how to monitor and measure digital channels.
This document provides an overview of sales skills and Monroe Bank's products and services for teller education. It outlines learning objectives focused on identifying customer needs and applying sales skills to suggest appropriate products. It also describes Monroe Bank's checking, savings, credit card, and other banking services. The key terminology section defines important sales concepts like coaching, goals, and customer cues that tellers need to understand.
This module covers strategic management and building a competitive advantage. It discusses defining a company's vision and mission, assessing strengths and weaknesses, analyzing opportunities and threats in the environment, and identifying key success factors. It also explains how to analyze competition, set goals and objectives, develop strategies for achieving a competitive advantage through cost leadership, differentiation, or focus. Finally, it discusses translating strategic plans into actions and establishing controls to monitor performance.
The customer has always been at the heart of marketing. Knowledge and understanding of customer behaviour and changing needs and wants provides the essential basis of a market orientation. Today marketers not only need to consider how best to meet their customers’ requirements, but understand their expectations and provide consistent customer experience. This Guide looks at different types of customers and organisational contexts; it considers how to identify customer expectations and the importance of customer satisfaction and loyalty; and assesses the importance and role of brands and consumer behaviour theory in relation to expectations. It unpacks the different dimensions of customer experience, looks at customer experience design and frameworks, and activities that enhance the customer experience. Finally, it looks at how to measure and monitor customer experience including relevant measures, metrics and research and how to use that information to improve the experience in the future.
This document provides details of an assessment task for a marketing opportunities evaluation. The candidate will evaluate 3 opportunities for an outdoor BBQ equipment company: 1) manufacturing own brand products, 2) selling through e-commerce, and 3) bargain pricing. The candidate must analyze financial forecasts, rank the opportunities, assess required operational changes for the top opportunity, and prepare a report documenting their evaluation for the Board of Directors.
The document outlines the organizing and operating strategy of an agricultural business incubator. It discusses the administrative functions, client assessment and intake process, basic supports offered to clients including technology consulting, business consulting, infrastructure and training. It also discusses contracting outsourced services, managing for quality focusing on client satisfaction and innovation, marketing management and public relations, and planning, monitoring and evaluation including strategic planning, business planning, and performance indicators.
This document discusses marketing management and strategic planning. It covers key topics such as marketing and customer value, the value chain, strategic planning at the corporate, division, and business unit levels, SWOT analysis, goal formulation, and developing a marketing plan. The value chain and core competencies are important frameworks for identifying ways to create customer value. Strategic planning involves defining missions and goals at different levels and assessing growth opportunities. Developing a strong marketing strategy is essential but needs effective implementation to succeed. Ongoing monitoring and adaptation to changes are also important aspects of strategic planning.
This Guide provides a strategic look at the disruptive digital environment, digital planning, channels and tools. It looks first at a range of tools and frameworks for analysing the micro and macro digital environment and identifying and assessing strategic implications and relevant emerging themes. It also looks at how to assess, monitor and generate insights into key emerging themes. It then moves on to look at strategic objectives and recommendations to acquire, convert and retain customers using a digital approach, and how to develop an agile response to changing customer behaviour. It also focuses on how to optimise key digital channels and content in order to deliver a strategic, digitally enhanced plan and the tactics and resources required. Finally, it looks at the tools available to measure social, sentiment and site behaviour and how to monitor and measure digital channels.
This document provides an overview of sales skills and Monroe Bank's products and services for teller education. It outlines learning objectives focused on identifying customer needs and applying sales skills to suggest appropriate products. It also describes Monroe Bank's checking, savings, credit card, and other banking services. The key terminology section defines important sales concepts like coaching, goals, and customer cues that tellers need to understand.
This module covers strategic management and building a competitive advantage. It discusses defining a company's vision and mission, assessing strengths and weaknesses, analyzing opportunities and threats in the environment, and identifying key success factors. It also explains how to analyze competition, set goals and objectives, develop strategies for achieving a competitive advantage through cost leadership, differentiation, or focus. Finally, it discusses translating strategic plans into actions and establishing controls to monitor performance.
The job descriptions summarize the roles and responsibilities of sales managers at two different companies. At JCT600 Ltd (UK), the sales manager is responsible for developing sales policies, maximizing sales and profits, ensuring optimal vehicle stock levels, and creating an environment for employee success. At Viking Drill and Tools Ltd (US), the sales manager oversees a sales force, identifies growth areas, and implements sales expansion plans in the Western US. Key differences include that the JCT600 manager does not travel while the Viking manager travels 50% of the time.
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This document provides guidance on business planning for Cambridge Satchel Company. It identifies strengths like attractive design and reasonable pricing, as well as weaknesses like lack of market research. It recommends conducting more market research, protecting the brand from fakes online, and expanding to new markets. The document also discusses revising business objectives and plans to incorporate proposed changes, such as introducing new designs. It examines impacts of changes on sales and customers, and the need to manage changes through training and good customer service. Overall, the document provides a comprehensive analysis of Cambridge Satchel Company's performance and recommendations for improving management and business planning.
This document summarizes corporate and division strategic planning as well as business unit strategic planning and product planning. It discusses four key activities in corporate strategic planning: defining the corporate mission, establishing strategic business units, assigning resources, and assessing growth opportunities. It then covers the process of business unit strategic planning including SWOT analysis, goal formulation, strategic formulation, program formulation and implementation, and feedback and control. Finally, it provides an overview of the key contents of a marketing plan, including an executive summary, situation analysis, marketing strategy, financial projections, and implementation controls.
Strategic marketing involves analyzing a company's environment, situation, opportunities, and developing a plan. The planning process includes analyzing the company, planning decisions, implementing plans, and controlling results. Key questions for developing a mission include determining what business the company is in, who the customers are, and what the company exists for. A strategic audit examines internal and external factors, including a SWOT analysis of strengths, weaknesses, opportunities, and threats. Portfolio analysis involves assessing current and future business units and products. Marketing plays a key role in strategic planning by working with other functions to develop a system of plans to achieve objectives and customer satisfaction.
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This document discusses strategic marketing management and planning. It covers determining a company's mission and objectives, analyzing internal and external factors through a SWOT analysis, and developing marketing strategies and key performance indicators. An effective strategic marketing plan involves balancing centralization and decentralization, coordinating different business units, and gaining internal buy-in through internal marketing to employees. The plan should be regularly monitored and controlled to ensure the strategies are achieving the desired results.
This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
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This document provides an overview of marketing principles and concepts relevant to developing a marketing plan for SKY Brasil Serviços Ltda. It discusses the purpose and components of a marketing plan, including situational analysis, objectives, strategy, tactics, and control. It also covers topics like marketing tools, communication mix, marketing techniques, and the uses and methods of primary and secondary research. The key points are that a marketing plan helps achieve business objectives by satisfying customer needs and creating customer relationships.
Below is class assignment I need this assignment to be complet.docxikirkton
Below is class assignment I need this assignment to be completed. Below are the instructions, the work that I have turned in so far and my instructor’s comment saying that I am not doing the assignment correctly. If you know how to do proposals please respond. I will use plagiarism checker use own words! Please mark where every week starts and end.
Week 1
BJB Manufacturing Company quality management initiative this week. The presentation of the project is in Week Four. In Week Five, Part IV—the Metrics Report—is due. Completing a rough draft of each part of the final project during its assigned week is strongly suggested.
Part I of the Learning Team assignment focuses on preparing a total quality approach for BJB Manufacturing Company.
JB Manufacturing Company produces high-end compact disc (CD) changers for the automobile aftermarket, which at this time has no quality program. The president of BJB wants his company to become the premier producer of high-end CD changers for the new car and aftermarket segments of the overall market. It is important to note that BJB is attempting to penetrate a new market segment in doing this. The leadership of BJB must ascertain the precise quality requirements of all new car manufacturers. The chairman of the strategic planning committee has designated five members of the committee to serve as a task force for submission of recommendations to revise the Strategic Plan. BJB must also insure that all vendors/suppliers are cognizant of the quality standards of BJB and the new car manufacturers.
For this course, your Learning Team represents the newly formed task force and is required to complete a series of assignments related to developing a total quality management program for the BJB chairman of the Strategic Planning Committee. Your final project consists of a 2800-to 3,650-word BJB Total Quality Management Program due in Week Five. Here is a list of components contained in your BJB Quality Management Program proposal:
· Week 2, Part I: BJB Manufacturing Company Quality Management Initiative Proposal
· Week 3, Part II: BJB Manufacturing Company Quality Management Theory
· Week 4, Part III: BJB Manufacturing Company Quality Management Implementation Strategy
· Week 5, Part IV: BJB Manufacturing Company Quality Management Supplier Alliance Metrics Report & final submission of full TQM Program
Week 2
Begin to prepare a total quality management program proposal for BJB Manufacturing Company by writing an introduction to your proposal and developing your approach. Recall your final word count of 2800-3650 words, so this week work within 700-to 1,050-words. After the introduction, address the following when developing your approach:
· Determine what needs the stakeholders may have for BJB’s products. Who are the various 'customer's' and how do their needs differ?
· Analyze the product and needs of BJB, and then select the quality management approach that would be the best fit. Explain your rational ...
UnderSTANDING THE CONCEPT OF MARKETING FOR THE MASTER OF BUSINESS ADMINISTRATIONjoebertasuncion96
This document discusses the importance of customer satisfaction and strategic planning for businesses. It notes that keeping customers satisfied can lead to company growth, reputation, and loyalty. The document then provides ways for businesses to improve customer satisfaction, such as communicating well, exceeding expectations, and addressing issues promptly. It also discusses strategic planning processes for businesses at the corporate, divisional, business unit, and product levels to develop a fit between objectives and market opportunities. The key takeaways are that customer satisfaction is crucial for businesses and selecting an optimal strategic plan can help businesses succeed in the market.
The document discusses the balanced scorecard (BSC) as a strategic planning and management tool. It describes the BSC as having four perspectives - learning and growth, internal business processes, customer, and financial. Strategy maps are used to visually link objectives and measures across the four perspectives to translate strategy into operational terms. The steps to develop balanced scorecards and strategy maps are outlined, including assessing the environment, selecting customer segments, defining value propositions, and identifying key internal processes. Examples of goals for each perspective are also provided.
This unit introduces students to marketing principles and developing a basic marketing plan. Students will learn theories and frameworks and apply them to real world examples. Organizations of all sizes use marketing to influence customers. Students who successfully complete this unit will gain knowledge, skills, and understanding to enhance their career opportunities. The document then provides learning outcomes on the roles and responsibilities of marketing, the 7Ps marketing mix, and components of a marketing plan including segmentation, objectives, strategy, and monitoring. It also provides examples of Toyota's corporate structure and marketing processes.
This document provides a summary of Shoukat Khattak's background and experience. It includes details about his education such as an MBA from Bradford School of Management. It also outlines his professional experience in marketing, business strategy, and credit risk management roles in various industries including FMCG/food production, banking, and freelance consulting. His roles and responsibilities involved tasks like marketing research, planning, budgeting, campaign management, and business analysis. He led initiatives that increased revenues and reduced costs and losses for the organizations he worked for.
The document provides information to prepare the balance sheet of Star Enterprises Ltd. as of March 31, 2016 including various ratios and assumptions. It then asks to explain the balanced scorecard and provide an illustration. Finally, it provides the balance sheets of ABC Ltd. for 2015 and 2016 and asks to prepare the cash flow statement using the indirect method.
Aligning Sales Incentives, Culture and Governance Jason White
The Royal Commission into Banking and FS identified some common customer, reputational and financial risk issues for organisations using sales incentives across all sectors ...
Business continuity management www.reconglobal.inSatya Yadav
This document provides an overview of business continuity management (BCM). It defines BCM as a holistic management process that identifies threats to an organization, provides a framework for building resilience, and enables an effective response. The document outlines the need for BCM in terms of regulatory, strategic, compliance, and branding requirements. It then discusses the history and lifecycle of BCM. The phases of establishing a BCM system are presented, along with an explanation of why BCM standards are needed. The document concludes by introducing Recon Business Advisory and the BCM services it provides.
Brett Gimblett has over 15 years of experience in business development, sales, marketing, and management roles. He is currently seeking a new managerial position that allows him to utilize his skills in areas such as sales, recruitment, marketing, account management, business development, management, and project management. His career highlights include growing sales and increasing performance and efficiency across multiple organizations.
1. Mohamed Attia has over 19 years of experience in sales and retail management in Egypt, UAE, and Saudi Arabia.
2. He holds an MBA in Retail Supply Chain Management and has managed sales operations and brand management for companies like Axiom Telecom, Motorola, Microsoft, MAGRABI Optical, and currently LG Electronics in KSA.
3. His responsibilities have included sales forecasting, logistics management, budgeting, strategic planning, marketing, and ensuring strong customer satisfaction.
1. Mohamed Attia has over 19 years of experience in sales and retail management in Egypt, UAE, and Saudi Arabia.
2. He holds an MBA in Retail Supply Chain Management and has managed sales operations and brand management for companies like Axiom Telecom, Motorola, Microsoft, MAGRABI Optical, and currently LG Electronics in KSA.
3. His responsibilities have included sales forecasting, logistics management, budgeting, strategic planning, and ensuring strong customer satisfaction.
Mb0044 production and operation managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
(APA 6th Edition Formatting and Style Guide)
Office of Graduate Studies
Alcorn State University
Engaging Possibilities, Pursuing Excellence
REVISED May 23, 2018
THESIS MANUAL
Graduates
2
COPYRIGHT PRIVILEGES
BELONG TO
OFFICE OF GRADUATE STUDIES
ALCORN STATE UNIVERSITY, LORMAN, MS
Reproduction for distribution of this THESIS MANUAL requires the written permission of the
Provost and Executive Vice President for Academic Affairs or Graduate Studies Administrator.
FOREWORD
Alcorn State University Office of Graduate Studies requires that all students comply with the
specifications given in this document in the publication of a thesis or non-thesis research project.
Graduate students, under faculty guidance, are expected to produce scholarly work either in the
form of a thesis or a scholarly research project.
The thesis (master or specialist) should document the student's research study and maintain a
degree of intensity.
The purpose of this manual is to assist the graduate student and the graduate thesis advisory
committee in each department with the instructions contained herein. This is the official
approved manual by the Graduate Division.
Formatting questions not addressed in these guidelines should be directed to the Graduate School
staff in the Walter Washington Administration Building, Suite 519 or by phone at
601.877.6122 or via email: [email protected] or in person.
The Graduate Studies
Thesis Advisory Committee
(Revised Spring 2018)
mailto:[email protected]
TABLE OF CONTENTS
Page
INTRODUCTION ............................................................................................................................ 3
SELECTION AND APPOINTMENT OF THESIS ADVISORY COMMITTEE ......................... 4
1. Early Topic Selection ......................................................................................................... 4
2. Selection of Thesis Chair ......................................................................................................... 4
3. Selection of Thesis Committee Members .......................................................................... 4
4. Appointment of Thesis Advisory Committee Form .......................................................... 4
5. Invitation to Prospective Committee Members ................................................................. 5
6. TAC Committee Selection ................................................................................................. 5
CHOICE OF SUBJECT .................................................................................................................... 5
PROPOSAL DEFENSE AND SUBMISSION OF PROPOSAL TO IRB ..................................... 5
PARTS OF THE MANUSCRIPT: PRELIMINARY PAGES ..................................................... 8
1. Title Page .
(a) Thrasymachus’ (the sophist’s) definition of Justice or Right o.docxAASTHA76
(a) Thrasymachus’ (the sophist’s) definition of Justice or Right or Right Doing/Living is “The Interest of the Stronger (Might makes Right).” How does Socrates refute this definition? (cite just
one
of his arguments) [cf:
The Republic
, 30-40, Unit 1 Lecture Video]
(b) According to Socrates, what is the true definition of Justice or Right? [cf:
The Republic
, 141-42, Unit 2 Lecture Video]
(c) And why therefore is the Just life far preferable to the Unjust life (142-43)?
(a) The Allegory of the CAVE (the main metaphor of western philosophy) is an illustration of the Divided LINE.
Characterize
the Two Worlds, and the move/ascent from one to the other (exiting the CAVE, crossing the Divided LINE)—which is alone the true meaning of Education and the only way to become Just, Right, and Immortal. [cf:
The Republic
, 227-232, Unit 3 Lecture Video]
(b) How do the philosophical Studies of
Arithmetic
(number) and
Dialectic
take you above the Divided Line and out of the changing sense-world of illusion (the CAVE) into Reality and make you use your Reason (pure thought) instead of your senses? [cf:
The Republic
, 235-37, 240-42, 250-55. Unit 4 Lecture Video (transcript)]
Give a summary of the
Proof of the Force
(Why there is the “Universe,” “Man,” “God,” “History,” etc)? Start with, “Can there be
nothing
?” [cf: TJH 78-95, Unit 2 Lecture Video]
NIETZSCHE is the crucial Jedi philosopher who provides the “bridge” between negative and positive Postmodernity by focusing on a certain “Problem” and the “
Solution
” to it.
(a) Discuss
2
of the following items (
1
pertaining to the Problem,
1
pertaining to the
.
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This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
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Below is class assignment I need this assignment to be complet.docxikirkton
Below is class assignment I need this assignment to be completed. Below are the instructions, the work that I have turned in so far and my instructor’s comment saying that I am not doing the assignment correctly. If you know how to do proposals please respond. I will use plagiarism checker use own words! Please mark where every week starts and end.
Week 1
BJB Manufacturing Company quality management initiative this week. The presentation of the project is in Week Four. In Week Five, Part IV—the Metrics Report—is due. Completing a rough draft of each part of the final project during its assigned week is strongly suggested.
Part I of the Learning Team assignment focuses on preparing a total quality approach for BJB Manufacturing Company.
JB Manufacturing Company produces high-end compact disc (CD) changers for the automobile aftermarket, which at this time has no quality program. The president of BJB wants his company to become the premier producer of high-end CD changers for the new car and aftermarket segments of the overall market. It is important to note that BJB is attempting to penetrate a new market segment in doing this. The leadership of BJB must ascertain the precise quality requirements of all new car manufacturers. The chairman of the strategic planning committee has designated five members of the committee to serve as a task force for submission of recommendations to revise the Strategic Plan. BJB must also insure that all vendors/suppliers are cognizant of the quality standards of BJB and the new car manufacturers.
For this course, your Learning Team represents the newly formed task force and is required to complete a series of assignments related to developing a total quality management program for the BJB chairman of the Strategic Planning Committee. Your final project consists of a 2800-to 3,650-word BJB Total Quality Management Program due in Week Five. Here is a list of components contained in your BJB Quality Management Program proposal:
· Week 2, Part I: BJB Manufacturing Company Quality Management Initiative Proposal
· Week 3, Part II: BJB Manufacturing Company Quality Management Theory
· Week 4, Part III: BJB Manufacturing Company Quality Management Implementation Strategy
· Week 5, Part IV: BJB Manufacturing Company Quality Management Supplier Alliance Metrics Report & final submission of full TQM Program
Week 2
Begin to prepare a total quality management program proposal for BJB Manufacturing Company by writing an introduction to your proposal and developing your approach. Recall your final word count of 2800-3650 words, so this week work within 700-to 1,050-words. After the introduction, address the following when developing your approach:
· Determine what needs the stakeholders may have for BJB’s products. Who are the various 'customer's' and how do their needs differ?
· Analyze the product and needs of BJB, and then select the quality management approach that would be the best fit. Explain your rational ...
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This document discusses the importance of customer satisfaction and strategic planning for businesses. It notes that keeping customers satisfied can lead to company growth, reputation, and loyalty. The document then provides ways for businesses to improve customer satisfaction, such as communicating well, exceeding expectations, and addressing issues promptly. It also discusses strategic planning processes for businesses at the corporate, divisional, business unit, and product levels to develop a fit between objectives and market opportunities. The key takeaways are that customer satisfaction is crucial for businesses and selecting an optimal strategic plan can help businesses succeed in the market.
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The document provides information to prepare the balance sheet of Star Enterprises Ltd. as of March 31, 2016 including various ratios and assumptions. It then asks to explain the balanced scorecard and provide an illustration. Finally, it provides the balance sheets of ABC Ltd. for 2015 and 2016 and asks to prepare the cash flow statement using the indirect method.
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Brett Gimblett has over 15 years of experience in business development, sales, marketing, and management roles. He is currently seeking a new managerial position that allows him to utilize his skills in areas such as sales, recruitment, marketing, account management, business development, management, and project management. His career highlights include growing sales and increasing performance and efficiency across multiple organizations.
1. Mohamed Attia has over 19 years of experience in sales and retail management in Egypt, UAE, and Saudi Arabia.
2. He holds an MBA in Retail Supply Chain Management and has managed sales operations and brand management for companies like Axiom Telecom, Motorola, Microsoft, MAGRABI Optical, and currently LG Electronics in KSA.
3. His responsibilities have included sales forecasting, logistics management, budgeting, strategic planning, marketing, and ensuring strong customer satisfaction.
1. Mohamed Attia has over 19 years of experience in sales and retail management in Egypt, UAE, and Saudi Arabia.
2. He holds an MBA in Retail Supply Chain Management and has managed sales operations and brand management for companies like Axiom Telecom, Motorola, Microsoft, MAGRABI Optical, and currently LG Electronics in KSA.
3. His responsibilities have included sales forecasting, logistics management, budgeting, strategic planning, and ensuring strong customer satisfaction.
Mb0044 production and operation managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Similar to BSBMKG501 Identify and evaluate marketing opportunities 1st.docx (20)
(APA 6th Edition Formatting and Style Guide)
Office of Graduate Studies
Alcorn State University
Engaging Possibilities, Pursuing Excellence
REVISED May 23, 2018
THESIS MANUAL
Graduates
2
COPYRIGHT PRIVILEGES
BELONG TO
OFFICE OF GRADUATE STUDIES
ALCORN STATE UNIVERSITY, LORMAN, MS
Reproduction for distribution of this THESIS MANUAL requires the written permission of the
Provost and Executive Vice President for Academic Affairs or Graduate Studies Administrator.
FOREWORD
Alcorn State University Office of Graduate Studies requires that all students comply with the
specifications given in this document in the publication of a thesis or non-thesis research project.
Graduate students, under faculty guidance, are expected to produce scholarly work either in the
form of a thesis or a scholarly research project.
The thesis (master or specialist) should document the student's research study and maintain a
degree of intensity.
The purpose of this manual is to assist the graduate student and the graduate thesis advisory
committee in each department with the instructions contained herein. This is the official
approved manual by the Graduate Division.
Formatting questions not addressed in these guidelines should be directed to the Graduate School
staff in the Walter Washington Administration Building, Suite 519 or by phone at
601.877.6122 or via email: [email protected] or in person.
The Graduate Studies
Thesis Advisory Committee
(Revised Spring 2018)
mailto:[email protected]
TABLE OF CONTENTS
Page
INTRODUCTION ............................................................................................................................ 3
SELECTION AND APPOINTMENT OF THESIS ADVISORY COMMITTEE ......................... 4
1. Early Topic Selection ......................................................................................................... 4
2. Selection of Thesis Chair ......................................................................................................... 4
3. Selection of Thesis Committee Members .......................................................................... 4
4. Appointment of Thesis Advisory Committee Form .......................................................... 4
5. Invitation to Prospective Committee Members ................................................................. 5
6. TAC Committee Selection ................................................................................................. 5
CHOICE OF SUBJECT .................................................................................................................... 5
PROPOSAL DEFENSE AND SUBMISSION OF PROPOSAL TO IRB ..................................... 5
PARTS OF THE MANUSCRIPT: PRELIMINARY PAGES ..................................................... 8
1. Title Page .
(a) Thrasymachus’ (the sophist’s) definition of Justice or Right o.docxAASTHA76
(a) Thrasymachus’ (the sophist’s) definition of Justice or Right or Right Doing/Living is “The Interest of the Stronger (Might makes Right).” How does Socrates refute this definition? (cite just
one
of his arguments) [cf:
The Republic
, 30-40, Unit 1 Lecture Video]
(b) According to Socrates, what is the true definition of Justice or Right? [cf:
The Republic
, 141-42, Unit 2 Lecture Video]
(c) And why therefore is the Just life far preferable to the Unjust life (142-43)?
(a) The Allegory of the CAVE (the main metaphor of western philosophy) is an illustration of the Divided LINE.
Characterize
the Two Worlds, and the move/ascent from one to the other (exiting the CAVE, crossing the Divided LINE)—which is alone the true meaning of Education and the only way to become Just, Right, and Immortal. [cf:
The Republic
, 227-232, Unit 3 Lecture Video]
(b) How do the philosophical Studies of
Arithmetic
(number) and
Dialectic
take you above the Divided Line and out of the changing sense-world of illusion (the CAVE) into Reality and make you use your Reason (pure thought) instead of your senses? [cf:
The Republic
, 235-37, 240-42, 250-55. Unit 4 Lecture Video (transcript)]
Give a summary of the
Proof of the Force
(Why there is the “Universe,” “Man,” “God,” “History,” etc)? Start with, “Can there be
nothing
?” [cf: TJH 78-95, Unit 2 Lecture Video]
NIETZSCHE is the crucial Jedi philosopher who provides the “bridge” between negative and positive Postmodernity by focusing on a certain “Problem” and the “
Solution
” to it.
(a) Discuss
2
of the following items (
1
pertaining to the Problem,
1
pertaining to the
.
(Glossary of Telemedicine and eHealth)· Teleconsultation Cons.docxAASTHA76
(Glossary of Telemedicine and eHealth)
· Teleconsultation: Consultation between a provider and specialist at distance using either store and forward telemedicine or real time videoconferencing.
· Telehealth and Telemedicine: Telemedicine is the use of medical information exchanged from one site to another via electronic communications to improve patients' health status. Closely associated with telemedicine is the term "telehealth," which is often used to encompass a broader definition of remote healthcare that does not always involve clinical services. Videoconferencing, transmission of still images, e-health including patient portals, remote monitoring of vital signs, continuing medical education and nursing call centers are all considered part of telemedicine and telehealth. Telemedicine is not a separate medical specialty. Products and services related to telemedicine are often part of a larger investment by health care institutions in either information technology or the delivery of clinical care. Even in the reimbursement fee structure, there is usually no distinction made between services provided on site and those provided through telemedicine and often no separate coding required for billing of remote services. Telemedicine encompasses different types of programs and services provided for the patient. Each component involves different providers and consumers.
· TeleICU: TeleICU is a collaborative, interprofessional model focusing on the care of critically ill patients using telehealth technologies.
· Telemonitoring: The process of using audio, video, and other telecommunications and electronic information processing technologies to monitor the health status of a patient from a distance.
· Telemonitoring: The process of using audio, video, and other telecommunications and electronic information processing technologies to monitor the health status of a patient from a distance.
· Clinical Decision Support System (CCDS): Systems (usually electronically based and interactive) that provide clinicians, staff, patients, and other individuals with knowledge and person-specific information, intelligently filtered and presented at appropriate times, to enhance health and health care. (http://healthit.ahrq.gov/images/jun09cdsreview/09_0069_ef.html)
· e-Prescribing: The electronic generation, transmission and filling of a medical prescription, as opposed to traditional paper and faxed prescriptions. E-prescribing allows for qualified healthcare personnel to transmit a new prescription or renewal authorization to a community or mail-order pharmacy.
· Home Health Care and Remote Monitoring Systems: Care provided to individuals and families in their place of residence for promoting, maintaining, or restoring health or for minimizing the effects of disability and illness, including terminal illness. In the Medicare Current Beneficiary Survey and Medicare claims and enrollment data, home health care refers to home visits by professionals including nu.
(Assmt 1; Week 3 paper) Using ecree Doing the paper and s.docxAASTHA76
The document provides instructions for students on completing Assignment 1 for an online history course. It explains how to access and submit the assignment through the ecree online platform. Students are instructed to write a 2-page paper in 4 parts addressing how diversity was dealt with in America from 1865 to the 1920s. The document provides a sample paper format and emphasizes including an introduction with thesis, 3 examples supporting the thesis, consideration of an opposing view, and conclusion relating the topic to modern times. Sources must be cited within the paper and listed at the end using the SWS format.
(Image retrieved at httpswww.google.comsearchhl=en&biw=122.docxAASTHA76
(Image retrieved at https://www.google.com/search?hl=en&biw=1229&bih=568&tbm=isch&sa=1&ei=fmYIW9W3G6jH5gLn7IHYAQ&q=analysis&oq=analysis&gs_l=img.3..0i67k1l2j0l5j0i67k1l2j0.967865.968569.0.969181.7.4.0.0.0.0.457.682.1j1j4-1.3.0....0...1c.1.64.img..5.2.622...0i7i30k1.0.rL9KcsvXM1U#imgrc=LU1vXlB6e2doDM: / )
ESOL 052 (Essay #__)
Steps:
1. Discuss the readings, videos, and photographs in the Truth and Lies module on Bb.
2. Select a significant/controversial photograph to analyze. (The photograph does not have to be from Bb.)
3. Choose one of the following essay questions:
a. What truth does this photograph reveal?
b. What lie does this photograph promote?
c. Why/How did people deliberately misuse this photograph and distort its true meaning?
d. Why was this photograph misinterpreted by so many people?
e. Why do so many people have different reactions to this photograph?
f. ___________________________________________________________________________?
(Students may create their own visual analysis essay question as long as it is pre-approved by the instructor.)
4. Use the OPTIC chart to brainstorm and take notes on your photograph.
5. Use a pre-writing strategy (outline, graphic organizer, etc.) to organize your ideas.
6. Using correct MLA format, write a 3-5 page essay.
7. Type a Works Cited page. (Use citationmachine.net, easybib.com, etc. to format your info.)
8. Peer and self-edit during the writing process (Bb Wiki, in/outside class).
9. Get feedback from your peers and an instructor during the writing process.
(Note: Students who visit the Writing Center and show me proof get 2 additional days to work on the assignment.)
10. Proofread/edit/revise during the writing process.
11. Put your pre-writing, essay, and Works Cited page in 1 Word document and upload it on Bb by midnight on ______. (If a student submits an essay without pre-writing or without a Works Cited page, he/she will receive a zero. If a student submits an assignment late, he/she will receive a zero. If a student plagiarizes, he/she will receive a zero.)
Purpose: Students will be able to use their reading, writing, critical thinking, and research skills to conduct a visual analysis that explores the theme of Truth and Lies.
Tone: The tone of this assignment should be formal and academic.
Language: The diction and syntax of this assignment should be formal and academic. Students should not use second person pronouns (you/your), contractions, abbreviations, slang, or any type of casual language. Students should refer to the diction and syntax guidelines in the writing packet.
Audience: The audience of this assignment is the student’s peers and instructor.
Format: MLA style (double spaced, 1 in. margins, Times New Roman 12 font, pagination, heading, title, tab for each paragraph, in-text citations, Works Cited page, hanging indents, etc.)
Requirements:
In order for a student to earn a minimum passing grade of 70% on this assignment, h.
(Dis) Placing Culture and Cultural Space Chapter 4.docxAASTHA76
(Dis) Placing Culture and Cultural Space
Chapter 4
+
Chapter Objectives
Describe the relationships among culture, place, cultural space, and identity in the context of globalization.
Explain how people use communicative practices to construct, maintain, negotiate, and hybridize cultural spaces.
Explain how cultures are simultaneously placed and displaced in the global context leading to segregated, contested and hybrid cultural spaces.
Describe the practice of bifocal vision to highlight the linkages between “here” and “there” as well as the connections between present and past.
+
Introduction
Explore the cultural and intercultural communication dimensions of place, space and location. We will examine:
The dynamic process of placing and displacing cultural space in the context of globalization.
How people use communicative practices to construct, maintain, negotiate, and hybridize cultural spaces
How segregated, contested, and hybrid cultural spaces are both shaped by the legacy of colonialism and the context of globalization.
How Hip hop culture illustrates the cultural and intercultural dimensions of place, space, and location in the context of globalization
+
Placing Culture and Cultural Space
Culture, by definition, is rooted in place with a reciprocal relationship between people and place
Culture:
“Place tilled” in Middle English
Colere : “to inhabit, care for, till, worship” in Latin
In the context of globalization, what is the relationship between culture and place?
Culture is both placed and displaced
+
Cultural Space
The communicative practices that construct meanings in, through and about particular places
Cultural space shapes verbal and nonverbal communicative practices
i.e. Classrooms, dance club, library.
Cultural spaces are constructed through the communicative practices developed and lived by people in particular places
Communicative practices include:
The languages, accents, slang, dress, artifacts, architectural design, the behaviors and patterns of interaction, the stories, the discourses and histories
How is the cultural space of your home, neighborhood, city, and state constructed through communicative practices?
+
Place, Cultural Space and Identity
Place, Culture, Identity and Difference
What’s the relationship between place and identity?
Avowed identity:
The way we see, label and make meaning about ourselves and
Ascribed identity:
The way others view, name and describe us and our group
Examples of how avowed and ascribed identities may conflict?
How is place related to standpoint and power?
Locations of enunciation:
Sites or positions from which to speak.
A platform from which to voice a perspective and be heard and/or silenced.
+
Displacing Culture and Cultural Space
(Dis) placed culture and cultural space:
A notion that captures the complex, contradictory and contested nature of cultural space and the relationship between culture and place that has emerged in the context o.
(1) Define the time value of money. Do you believe that the ave.docxAASTHA76
(1) Define the time value of money. Do you believe that the average person considers the time value of money when they make investment decisions? Please explain.
(2) Distinguish between ordinary annuities and annuities due. Also, distinguish between the future value of an annuity and the present value of an annuity.
.
(chapter taken from Learning Power)From Social Class and t.docxAASTHA76
This document summarizes Jean Anyon's observations of 5 elementary schools that served different socioeconomic classes. In working-class schools, classroom activities focused on rote memorization and following procedures without explanation of underlying concepts. Work involved copying steps and notes from the board. In contrast, more affluent schools emphasized conceptual learning, creativity, and preparing students for professional careers through activities like experiments and projects. Anyon concluded schools were preparing students for different roles in the economy and society based on their social class.
(Accessible at httpswww.hatchforgood.orgexplore102nonpro.docxAASTHA76
(Accessible at https://www.hatchforgood.org/explore/102/nonprofit-photography-ethics-and-approaches)
Nonprofit Photography: Ethics
and Approaches
Best practices and tips on ethics and approaches in
humanitarian photography for social impact.
The first moon landing. The Vietnamese ‘napalm girl’, running naked and in agony. The World
Trade Centers falling.
As we know, photography carries the power to inspire, educate, horrify and compel its viewers to
take action. Images evoke strong and often public emotions, as people frequently formulate their
opinions, judgments and behaviors in response to visual stimuli. Because of this, photography
can wield substantial control over public perception and discourse.
Moreover, photography in our digital age permits us to deliver complex information about
remote conditions which can be rapidly distributed and effortlessly processed by the viewer.
Recently, we’ve witnessed the profound impact of photography coupled with social media:
together, they have fueled political movements and brought down a corrupt government.
Photography can - and has - changed the course of history.
Ethical Considerations
Those who commission and create photography of marginalized populations to further an
organizations’ mission possess a tremendous responsibility. Careful ethical consideration should
be given to all aspects of the photography supply chain: its planning, creation, and distribution.
When planning a photography campaign, it is important to examine the motives for creating
particular images and their potential impact. Not only must a faithful, comprehensive visual
depiction of the subjects be created to avoid causing misconception, but more importantly, the
subjects’ dignity must be preserved. Words and images that elicit an emotional response by their
sheer shock value (e.g. starving, skeletal children covered in flies) are harmful because they
exploit the subjects’ condition in order to generate sympathy for increasing charitable donations
or support for a given cause. In addition to violating privacy and human rights, this so-called
'poverty porn’ is harmful to those it is trying to aid because it evokes the idea that the
marginalized are helpless and incapable of helping themselves, thereby cultivating a culture of
paternalism. Poverty porn is also detrimental because it is degrading, dishonoring and robs
people of their dignity. While it is important to illustrate the challenges of a population, one must
always strive to tell stories in a way that honors the subjects’ circumstances, and (ideally)
illustrates hope for their plight.
Legal issues
Legal issues are more clear cut when images are created or used in stable countries where legal
precedent for photography use has been established. Image use and creation becomes far more
murky and problematic in countries in which law and order is vague or even nonexistent.
Even though images created for no.
(a) The current ratio of a company is 61 and its acid-test ratio .docxAASTHA76
(a) The current ratio of a company is 6:1 and its acid-test ratio is 1:1. If the inventories and prepaid items amount to $445,500, what is the amount of current liabilities?
Current Liabilities
$
89100
(b) A company had an average inventory last year of $113,000 and its inventory turnover was 6. If sales volume and unit cost remain the same this year as last and inventory turnover is 7 this year, what will average inventory have to be during the current year? (Round answer to 0 decimal places, e.g. 125.)
Average Inventory
$
96857
(c) A company has current assets of $88,800 (of which $35,960 is inventory and prepaid items) and current liabilities of $35,960. What is the current ratio? What is the acid-test ratio? If the company borrows $12,970 cash from a bank on a 120-day loan, what will its current ratio be? What will the acid-test ratio be? (Round answers to 2 decimal places, e.g. 2.50.)
Current Ratio
2.47
:1
Acid Test Ratio
:1
New Current Ratio
:1
New Acid Test Ratio
:1
(d) A company has current assets of $586,700 and current liabilities of $200,100. The board of directors declares a cash dividend of $173,700. What is the current ratio after the declaration but before payment? What is the current ratio after the payment of the dividend? (Round answers to 2 decimal places, e.g. 2.50.)
Current ratio after the declaration but before payment
:1
Current ratio after the payment of the dividend
:1
The following data is given:
December 31,
2015
2014
Cash
$66,000
$52,000
Accounts receivable (net)
90,000
60,000
Inventories
90,000
105,000
Plant assets (net)
380,500
320,000
Accounts payable
54,500
41,500
Salaries and wages payable
11,500
5,000
Bonds payable
70,500
70,000
8% Preferred stock, $40 par
100,000
100,000
Common stock, $10 par
120,000
90,000
Paid-in capital in excess of par
80,000
70,000
Retained earnings
190,000
160,500
Net credit sales
930,000
Cost of goods sold
735,000
Net income
81,000
Compute the following ratios: (Round answers to 2 decimal places e.g. 15.25.)
(a)
Acid-test ratio at 12/31/15
: 1
(b)
Accounts receivable turnover in 2015
times
(c)
Inventory turnover in 2015
times
(d)
Profit margin on sales in 2015
%
(e)
Return on common stock equity in 2015
%
(f)
Book value per share of common stock at 12/31/15
$
Exercise 24-4
As loan analyst for Utrillo Bank, you have been presented the following information.
Toulouse Co.
Lautrec Co.
Assets
Cash
$113,900
$311,200
Receivables
227,200
302,700
Inventories
571,200
510,700
Total current assets
912,300
1,124,600
Other assets
506,000
619,800
Total assets
$1,418,300
$1,744,400
Liabilities and Stockholders’ Equity
Current liabilities
$291,300
$350,400
Long-term liabilities
390,800
506,000
Capital stock and retained earnings
736,200
888,000
Total liabilities and stockholders’ equity
$1.
(1) How does quantum cryptography eliminate the problem of eaves.docxAASTHA76
Quantum cryptography eliminates eavesdropping by using the principles of quantum mechanics, where any interception of encrypted information can be detected. However, quantum cryptography has limitations in the distance over which it can be effectively implemented and requires specialized equipment. Developments in both theoretical and applied cryptography will be influenced by advances in computing power, communication technologies, user needs for security and privacy, and socioeconomic or geopolitical factors.
#transformation
10
Event
Trends
for 2019
10 Event Trends for 2019
C O P Y R I G H T
All rights reserved. No part of this report may be
reproduced or transmitted in any form or by any
means whatsoever (including presentations, short
summaries, blog posts, printed magazines, use
of images in social media posts) without express
written permission from the author, except in the
case of brief quotations (50 words maximum and
for a maximum of 2 quotations) embodied in critical
articles and reviews, and with clear reference to
the original source, including a link to the original
source at https://www.eventmanagerblog.com/10-
event-trends/. Please refer all pertinent questions
to the publisher.
page 2
https://www.eventmanagerblog.com/10-event-trends/
https://www.eventmanagerblog.com/10-event-trends/
10 Event Trends for 2019
CONTENTS
INTRODUCTION page 5
TRANSFORMATION 8
10. PASSIVE ENGAGEMENT 10
9. CONTENT DESIGN 13
8. SEATING MATTERS 16
7. JOMO - THE JOY OF MISSING OUT 19
6. BETTER SAFE THAN SORRY 21
5. CAT SPONSORSHIP 23
4. SLOW TICKETING 25
3. READY TO BLOCKCHAIN 27
2. MARKETING BUDGETS SHIFTING MORE TO EVENTS 28
1. MORE THAN PLANNERS 30
ABOUT THE AUTHOR 31
CMP CREDITS 32
CREDITS AND THANKS 32
DISCLAIMER 32
page 3
INTERACTIVITY
AT THE HEART OF YOUR MEETINGS
Liven up your presentations!
EVENIUM
ConnexMe
San Francisco/Paris [email protected]
AD
https://eventmb.com/2PvIw1f
10 Event Trends for 2019
I am very glad to welcome you to the 8th edition of our annual
event trends. This is going to be a different one.
One element that made our event trends stand out from
the thousands of reports and articles on the topic is that we
don’t care about pleasing companies, pundits, suppliers, star
planners and the likes. Our only focus is you, the reader, to
help you navigate through very uncertain times.
This is why I decided to bring back this report, by far the most
popular in the industry, to its roots. 10 trends that will actually
materialize between now and November 2019, when we will
publish edition number nine.
I feel you have a lot going on, with your events I mean.
F&B, room blocks, sponsorship, marketing security, technology.
I think I failed you in previous editions. I think I gave you too
much. This report will be the most concise and strategic piece
of content you will need for next year.
If you don’t read anything else this year, it’s fine. As long as you
read the next few words.
INTRODUCTION
INTRODUCTION -
Julius Solaris
EventMB Editor
page 5
https://www.eventmanagerblog.com
10 Event Trends for 2019
How did I come up with these trends?
~ As part of this report, we reviewed 350 events. Some of the most successful
worldwide.
~ Last year we started a community with a year-long trend watch. That helped
us to constantly research new things happening in the industry.
~ We have reviewed north of 300 event technology solutions for our repor.
$10 now and $10 when complete Use resources from the required .docxAASTHA76
$10 now and $10 when complete
Use resources from the required readings or the GCU Library to create a 10‐15 slide digital presentation to be shown to your colleagues informing them of specific cultural norms and sociocultural influences affecting student learning at your school.
Choose a culture to research. State the country or countries of origin of your chosen culture and your reason for selecting it.
Include sociocultural influences on learning such as:
Religion
Dress
Cultural Norms
Food
Socialization
Gender Differences
Home Discipline
Education
Native Language
Include presenter’s notes, a title slide, in‐text citations, and a reference slide that contains three to five sources from the required readings or the GCU Library.
.
#include <string.h>
#include <stdlib.h>
#include <sys/types.h>
#include <sys/wait.h>
#include <stdio.h>
#include <unistd.h>
#include <string.h>
// Function: void parse(char *line, char **argv)
// Purpose : This function takes in a null terminated string pointed to by
// <line>. It also takes in an array of pointers to char <argv>.
// When the function returns, the string pointed to by the
// pointer <line> has ALL of its whitespace characters (space,
// tab, and newline) turned into null characters ('\0'). The
// array of pointers to chars will be modified so that the zeroth
// slot will point to the first non-null character in the string
// pointed to by <line>, the oneth slot will point to the second
// non-null character in the string pointed to by <line>, and so
// on. In other words, each subsequent pointer in argv will point
// to each subsequent "token" (characters separated by white space)
// IN the block of memory stored at the pointer <line>. Since all
// the white space is replaced by '\0', every one of these "tokens"
// pointed to by subsequent entires of argv will be a valid string
// The "last" entry in the argv array will be set to NULL. This
// will mark the end of the tokens in the string.
//
void parse(char *line, char **argv)
{
// We will assume that the input string is NULL terminated. If it
// is not, this code WILL break. The rewriting of whitespace characters
// and the updating of pointers in argv are interleaved. Basically
// we do a while loop that will go until we run out of characters in
// the string (the outer while loop that goes until '\0'). Inside
// that loop, we interleave between rewriting white space (space, tab,
// and newline) with nulls ('\0') AND just skipping over non-whitespace.
// Note that whenever we encounter a non-whitespace character, we record
// that address in the array of address at argv and increment it. When
// we run out of tokens in the string, we make the last entry in the array
// at argv NULL. This marks the end of pointers to tokens. Easy, right?
while (*line != '\0') // outer loop. keep going until the whole string is read
{ // keep moving forward the pointer into the input string until
// we encounter a non-whitespace character. While we're at it,
// turn all those whitespace characters we're seeing into null chars.
while (*line == ' ' || *line == '\t' || *line == '\n' || *line == '\r')
{ *line = '\0';
line++;
}
// If I got this far, I MUST be looking at a non-whitespace character,
// or, the beginning of a token. So, let's record the address of this
// beginning of token to the address I'm pointing at now. (Put it in *argv)
.
$ stated in thousands)Net Assets, Controlling Interest.docxAASTHA76
$ stated in thousands)
Net Assets, Controlling Interest
–
–
Net Assets, Noncontrolling Interest
AUDIT COMMITTEE
of the
Executive Board of the Boy Scouts of America
Francis R. McAllister, Chairman
David Biegler Ronald K. Migita
Dennis H. Chookaszian David Moody
Report of Independent Auditors
To the Executive Board of the National Council of the Boy Scouts of America
We have audited the accompanying consolidated financial statements of the National Council of the Boy Scouts
of America and its affiliates (the National Council), which comprise the consolidated statement of financial position
as of December 31, 2016, and the related consolidated statements of revenues, expenses, and other changes in net
assets, of functional expenses and of cash flows for the year then ended.
Management’s Responsibility for the Consolidated Financial Statements
Management is responsible for the preparation and fair presentation of the consolidated financial statements
in accordance with accounting principles generally accepted in the United States of America; this includes the
design, implementation and maintenance of internal control relevant to the preparation and fair presentation of
consolidated financial statements that are free from material misstatement, whether due to fraud or error.
Auditors’ Responsibility
Our responsibility is to express an opinion on the consolidated financial statements based on our audit. We
conducted our audit in accordance with auditing standards generally accepted in the United States of America.
Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the
consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the
consolidated financial statements. The procedures selected depend on our judgment, including the assessment of
the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making
those risk assessments, we consider internal control relevant to the National Council’s preparation and fair
presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the National Council’s
internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of significant accounting estimates made by management, as well as
evaluating the overall presentation of the consolidated financial sta.
#include <stdio.h>
#include <stdlib.h>
#include <pthread.h>
#include <time.h>
#include <unistd.h>
// Change the constant below to change the number of philosophers
// coming to lunch...
// This is a known GOOD solution based on the Arbitrator
// solution
#define PHILOSOPHER_COUNT 20
// Each philosopher is represented by one thread. Each thread independenly
// runs the same "think/start eating/finish eating" program.
pthread_t philosopher[PHILOSOPHER_COUNT];
// Each chopstick gets one mutex. If there are N philosophers, there are
// N chopsticks. That's the whole problem. There's not enough chopsticks
// for all of them to be eating at the same time. If they all cooperate,
// everyone can eat. If they don't... or don't know how.... well....
// philosophers are going to starve.
pthread_mutex_t chopstick[PHILOSOPHER_COUNT];
// The arbitrator solution adds a "waiter" that ensures that only pairs of
// chopsticks are grabbed. Here is the mutex for the waiter ;)
pthread_mutex_t waiter;
void *philosopher_program(int philosopher_number)
{ // In this version of the "philosopher program", the philosopher
// will think and eat forever.
while (1)
{ // Philosophers always think before they eat. They need to
// build up a bit of hunger....
//printf ("Philosopher %d is thinking\n", philosopher_number);
usleep(1);
// That was a lot of thinking.... now hungry... this
// philosopher (who knows his own number) grabs the chopsticks
// to her/his right and left. The chopstick to the left of
// philosopher N is chopstick N. The chopstick to the right
// of philosopher N is chopstick N+1
//printf ("Philosopher %d wants chopsticks\n",philosopher_number);
pthread_mutex_lock(&waiter);
pthread_mutex_lock(&chopstick[philosopher_number]);
pthread_mutex_lock(&chopstick[(philosopher_number+1)%PHILOSOPHER_COUNT]);
pthread_mutex_unlock(&waiter);
// Hurray, if I got this far I'm eating
printf ("Philosopher %d is eating\n",philosopher_number);
//usleep(1); // I spend twice as much time eating as thinking...
// typical....
// I'm done eating. Now put the chopsticks back on the table
//printf ("Philosopher %d finished eating\n",philosopher_number);
pthread_mutex_unlock(&chopstick[philosopher_number]);
pthread_mutex_unlock(&chopstick[(philosopher_number+1)%PHILOSOPHER_COUNT]);
//printf("Philosopher %d has placed chopsticks on the table\n", philosopher_number);
}
return(NULL);
}
int main()
{ int i;
srand(time(NULL));
for(i=0;i<PHILOSOPHER_COUNT;i++)
pthread_mutex_init(&chopstick[i],NULL);
pthread_mutex_init(&waiter,NULL);
for(i=0;i<PH.
#Assessment BriefDiploma of Business Eco.docxAASTHA76
#
Assessment BriefDiploma of Business Economics for Business
Credit points : 6 Prerequisites : None Co-requisites :
Subject Coordinator : Harriet Scott
Deadline : Sunday at the end of week 10 (Turnitin via CANVAS submission). Reflection due week 11 in tutorials.
ASSESSMENT TASK #3: FINAL CASE STUDY REPORT 25%
TASK DESCRIPTION
This assessment is a formal business report on a case study. Case studies will be assigned to students in the Academic and Business Communication subject. Readings on the case study are available on Canvas, in the Economics for Business subject. Students will also write a reflection on learning in tutorial classes in week 11.
LEARNING OUTCOMES
· Demonstrates understanding of microeconomic and macroeconomic concepts
· Applies economic concepts to contemporary issues and events
· Evaluates possible solutions for contemporary economic and business problems
· Communicates economic information in a business report format
INSEARCH CRICOS provider code: 00859D I UTS CRICOS provider code: 00099F INSEARCH Limited is a controlled entity of the University of Technology, Sydney (UTS), a registered non-self accrediting higher education institution and a pathway provider to UTS.
1. Refer to the case study you are working on for your presentation in Academic and Business Communication. Read the news stories for your case study, found on Canvas.
2. Individually, write a business report that includes the following information:
· Description of the main issue/problem and causes
· Description of the impact on stakeholders
· Analysis of economic concepts relevant to the case study (3-5 concepts)
· Recommendations for alternate solutions to the issue/problem
3. In your week 11 tutorial, write your responses to the reflection questions provided by your tutor, describing your learning experience in this assessment.
Other Requirements Format: Business Report
· Use the Business Report format as taught in BABC001 (refer to CANVAS Help for more information)
· Write TEEL paragraphs (refer to CANVAS Help for more information)
· All work submitted must be written in your own words, using paraphrasing techniques taught in BABC001
· Check Canvas — BECO — Assessments — Final Report page and ‘Writing a report' flyer for more information
Report Presentation: You need to include:
· Cover page as taught in BABC001
· Table of contents - list headings, subheadings and page numbers
· Reference list - all paraphrased/summarised/quoted evidence should include citations; all citations should be detailed in the Reference List
Please ensure your assignment is presented professionally. Suggested structure:
· Cover page
· Table of contents (bold, font size 18)
· Executive summary (bold, font size 18)
· 1.0 Introduction (bold, font size 16)
· 2.0 Main issue (bold, font size 16)
o 2.1 Causes (italics, font size 14)
· 3.0 Stakeholders (bold, font size 16)
o 3.1 Stakeholder 1 (italics, font size 14) o 3.2 Stakeholder 2 (italics, font size 14) o 3.3 Stakeholde.
#include <stdio.h>
#include <stdint.h>
#include <stdbool.h>
// Prototype of FOUR functions, each for a STATE.
// The func in State 1 performs addition of "unsigned numbers" x0 and x1.
int s1_add_uintN(int x0, int x1, bool *c_flg);
// The func in State 2 performs addition of "signed numbers" x0 and x1.
int s2_add_intN(int x0, int x1, bool *v_flg);
// The func in State 3 performs subtraction of "unsigned numbers" x0 and x1.
int s3_sub_uintN(int x0, int x1, bool *c_flg);
// The func in State 3 performs subtraction of "signed numbers" x0 and x1.
int s4_sub_intN(int x0, int x1, bool *v_flg);
// We define the number of bits and the related limits of unsigned and
// and signed numbers.
#define N 5 // number of bits
#define MIN_U 0 // minimum value of unsigned N-bit number
#define MAX_U ((1 << N) - 1) // maximum value of unsigned N-bit number
#define MIN_I (-(1 << (N-1)) ) // minimum value of signed N-bit number
#define MAX_I ((1 << (N-1)) - 1) // maximum value of signed N-bit number
// We use the following three pointers to access data, which can be changed
// when the program pauses. We need to make sure to have the RAM set up
// for these addresses.
int *pIn = (int *)0x20010000U; // the value of In should be -1, 0, or 1.
int *pX0 = (int *)0x20010004U; // X0 and X1 should be N-bit integers.
int *pX1 = (int *)0x20010008U;
int main(void) {
enum progState{State1 = 1, State2, State3, State4};
enum progState cState = State1; // Current State
bool dataReady = false;
bool cFlg, vFlg;
int result;
while (1) {
dataReady = false;
// Check if the data are legitimate
while (!dataReady) {
printf("Halt program here to provide correct update of data\n");
printf("In should be -1, 0, and 1 and ");
printf("X0 and X1 should be N-bit SIGNED integers\n");
if (((-1 <= *pIn) && (*pIn <= 1)) &&
((MIN_I <= *pX0) && (*pX0 <= MAX_I)) &&
((MIN_I <= *pX1) && (*pX1 <= MAX_I))) {
dataReady = true;
}
}
printf("Your input: In = %d, X0 = %d, X1 = %d \n", *pIn, *pX0, *pX1);
switch (cState) {
case State1:
result = s1_add_uintN(*pX0, *pX1, &cFlg);
printf("State = %d, rslt = %d, Cflg = %d\n", cState, result, cFlg);
cState += *pIn;
if (cState < State1) cState += State4;
break;
case State2:
result = s2_add_intN(*pX0, *pX1, &vFlg);
printf("State = %d, rslt = %d, Vflg = %d\n", cState, result, vFlg);
cState += *pIn;
break;
case State3:
case State4:
default:
printf("Error with the program state\n");
}
}
}
int s1_add_uintN(int x0, int x1, bool *c_flg) {
if (x0 < 0) x0 = x0 + MAX_U + 1;
if.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
3. BBQfun was established in 2013 by current CEO, Pat Mifsud.
BBQfun offers an
extensive product range, incorporating both local and imported
goods.
Since 2014, the increasingly competitive retail environment,
technological change,
changes in consumer buying patterns and consumer confidence
has led to
disappointing sales. However, BBQfun intends to return to
healthy sales of $11 million
in 2016 through building on its organisational strengths,
through targeted marketing
strategies aimed at key segments and through exploiting
marketing opportunities.
Currently, BBQfun operates two stores, one in Brisbane
(Kenmore), and one on the
Gold Coast.
BBQfun is seeking business and marketing opportunities that
could lead to interstate
or national expansion if viable and scalable.
Mission
● To provide our customers with great value outdoor lifestyle
products and
4. second-to-none customer service.
Vision
● To be, within five years, south-east Queensland’s leading
outdoor lifestyle
retailer.
Values
● Quality
● Customer value
● People: Active encouragement of safety, teamwork, diversity,
excellence,
innovation and continuous improvement.
Strategic directions
The strategic context in which BBQfun will achieve its mission
and vision is through:
● engaging with customers through promotion and market
research
● building reputation for quality products and quality customer
service
● supporting people to perform via training and performance
management
● controlling costs
7. financial transactions.
Riz Mehra, Chief Financial Officer
Riz is responsible for preparing quarterly financial statements
and overall budgeting. Riz
is also responsible for overseeing budgets for cost centres and
individual projects. At
completion of financial quarters and at the end of projects, Riz
is responsible for viewing
budget variation reports and incorporating information into
financial statements and
financial projections.
Kim Chen, Operations General Manager
Kim is responsible for the day-to-day running of the company.
Kim oversees the
coordination of all operations. Kim is responsible for
sponsoring projects which affect
operations of the organisation as a whole. Kim works with the
HR Manager to coordinate
systems and projects to achieve company-wide synergy.
Les Goodale, Human Resources (HR) Manager
Les is responsible for the productive capacity and welfare of
people at BBQfun. With the
9. BBQfun 2016–17 Approved budget by activities to
be undertaken
Income:
Sales $11,000,000 Barbecues and related equipment.
Investment income $1,567,000 Real estate investment income
and rental of
office space.
Cost of goods sold (COGS) $5,890,000 Cost of provision of
goods, purchase of stock,
distribution.
Gross profit $6,677,000 Gross profit.
Expenses:
Wages, salaries and on
costs
$2,567,890 Wages, salaries, superannuation, work cover
insurance, payroll tax.
Consultancy fees $50,000 Project management: WHS
management
system; change management.
10. Communication expenses $42,000 Telephone, ISP costs, IT
support.
Marketing $800,000 Cost of staff travel and associated costs
for
sales, etc.
Premises expenses $1,000,000 Rent, electricity, maintenance,
cleaning.
Capital expenditure $120,000 Purchase of new office equipment
(90%),
vehicles.
Depreciation and
amortisation
$177,569 Computers and capital equipment that is
depreciated.
Office supplies $65,068 Printing and stationery, postage,
amenities.
Training $62,187 Sales training: leadership, WHS, ethical/ legal
training.
Total Expenses $4,884,714
Net profit $1,792,286 Net income before tax.
12. 2. Building reputation for
quality products and quality
customer service.
a. Raise organisational
profile by 20%.
b. Improve client
satisfaction
performance by 25%.
● Percentage of brand recognition
in sought-after categories in
periodic customer surveys.
● Percentage of customers with
positive view of organisational
responsiveness, innovation,
quality, ethics, safety.
● Number of customer complaints.
● Delivery times.
● Number of returned items.
14. ● Numbers of injuries (Target = 0).
● Numbers of absentees
(Target = < 3% of total hours).
● Anti-discrimination complaints
(Target = 0).
● Percentage completion of
performance plans and
performance management
process.
● Numbers of coaching sessions
completed.
● Numbers of operational –
related training programs
completed.
● Research effectiveness of possible incentives for: safe work
achievement; healthy lifestyle.
● Engage workers with strategic goals of business and
16. BBQfun Operational plan (summary) FY 2016–2017
Objectives: Performance measures Tasks:
4. Reduce direct and indirect
costs of operations
● General ledger accounts;
financial statements:
○ wages
○ cost of agent services
○ consultancy fees
○ wastage and associated
expenses.
● Expense target = $4,884,714
● COGS target = $5,890,000
● Renegotiate with suppliers.
● Research potential new suppliers.
● Research new distribution possibilities such as e-
commerce/delivery.
● Management engagement with employees to achieve
17. greater employee support of organisational goals.
● Greater use by managers of budgets to encourage
restraint.
● Greater focus on budget restraint in management of
projects/activities.
● Inventory management through ERM to reduce
overstocking and risk associated with storage.
● Incentives (as part of manager/employee performance
management and bonus system).
5. Increasing sales revenue General ledger accounts; financial
statements:
Revenue target = $11 million
Profit target = $1,792,286
● Marketing campaigns.
● Sales training for floor staff.
Assessment Materials BBQfun (simulated business)
19. ● Large mezzanine office space (used to be occupied by online
retailer, currently
subdivided and occupied by management team).
● Loading bay with large capacity (most of area incorporated
into customer display
area, could be easily and cheaply reconfigured to accommodate
extra distribution).
Gold Coast operation
● Location: Robina.
● Size: 12,000 square metres (50% warehouse, 50% display
area). Warehouse area
used at 50% of capacity, but poorly configured to accommodate
heavy increase in
distribution traffic.
● Employees:
○ 30 full-time and casual sales and customer service people,
check-out staff
trained in use of POS (integrated with ERM and CRM software
system)
○ 1 store manager
○ 3 sales team leaders
21. Medium High ● Appropriate
insurances held and
coverage reviewed
annually.
● Managers encouraged
and incentivised to
follow performance
management policy.
● Employee performance
plans align with
business plan and six-
monthly review
process in place.
● Project to raise
awareness of anti-
discrimination, health
and safety, and other
legislation/codes of
22. conduct among staff.
● Industry benchmarking
in all areas of
organisational
performance.
● Review of marketing/
operational planning.
● Review of online
presence, possible
ecommerce
opportunities.
● Although stores have
capacity for twice
current stock levels, a
big increase in volume
will require
reconfiguration of
space.
23. ● Although stores have
office space, for online
sales staff, space
currently being rented
to third party.
Failure to adequately train employees in line with
marketing strategies.
Medium High
Failure to revise operations and resourcing in
accordance with marketing strategies.
Medium High
Failure to ensure product/customer service quality in
event of revised operations through training, re-training,
etc.
Medium High
Failure to recruit qualified sales/customer service staff
due to increased competition in south-east Queensland.
Medium High
25. procedures in place.
Included in employee
induction kits.
management system
in place.
● CRM and ERP software
may need to be
reconfigured to
accommodate
increased distribution.
● Review privacy policy.
Inadequate insurance cover: fire; theft. Low High
Non-compliance on anti-discrimination. Medium High
Poor organisational culture; low level of staff
engagement and morale.
Medium Medium
Loss of knowledge and capability through departing
27. where you see the
following:
Note: Information needs to be updated for the present year.
1.0 Executive Summary
BBQfun was established in 2013 by its current CEO, Pat
Mifsud. BBQfun offers an
extensive product range, incorporating both local and imported
goods.
BBQfun steadily increased market share and profitability to
2014 when sales peaked at
$10 million. Since 2014, the increasingly competitive retail
environment, technological
change, changes in consumer buying patterns and confidence
has led to disappointing
sales. However, BBQfun intends to return to healthy sales of
$11 million in 2016 through
building on its organisational strengths.
Organisational strengths will be built through targeted
marketing strategies aimed at key
segments and through exploiting marketing opportunities.
2.0 Situation Analysis
BBQfun sees its moderate pricing, extensive and high-quality
28. product range, great
customer service, and product guarantees as key offerings to
gain traction with a market
dominated by low-quality providers.
The basic market need is for quality, fashionable and unique
outdoor lifestyle items that
fulfil the house-proud needs of our target market.
2.1 Market summary
BBQfun uses market data from various sources, including
private sources and ABS
statistical data to better understand potential customers, their
specific needs, and how
BBQfun can better communicate with them.
Market characteristics
The profile for the potential BBQfun market consists of the
following geographic and
demographic characteristics.
Note: Information needs to be updated for the present year.
● Overview Southeast Queensland area:
○ high population growth of 5% per year
○ new homes and renovated homes growing from a base of
30. ○ high percentage have completed undergraduate/postgraduate
study
○ an average household income of over $70,000.
Market needs
Note: Information needs to be verified for the present year.
● Selection – a wide choice of options.
● Accessibility – the customer needs easy access to the store
with minimal
inconvenience.
● Customer service – the customer needs expert customer
service to help sort
through choices.
● Competitive pricing – the customer needs all
products/services to be competitively
priced relative to comparable high-end outdoor lifestyle options
offered by
competitors.
● Flexible payment – the customer needs easily managed
payment plan.
● Quality guarantees – the customer requires three year product
guarantees (as
offered by most competitors).
31. Market trends
The market trend for outdoor lifestyle stores is headed toward a
more sophisticated and
informed customer. Outdoor lifestyles customers are becoming
more sophisticated in a
number of different ways:
● Item quality – the preference for high quality items is
increasing as customers are
learning to appreciate the quality differences.
● Unique – our patrons appreciate the opportunity to include
outdoor lifestyles in
their home that stand out from the mass-produced and low-
quality items.
● Selection – people are demanding a larger selection of
choices; they are no longer
accepting a limited offer in outdoor lifestyles.
Market growth
In 2013, the national outdoor lifestyle market reached $300
million. Outdoor lifestyle
sales were estimated to grow by at least 6% for the next few
years. This growth can be
attributed to several different factors:
33. employment levels, where BBQfun assumes that unemployment
levels remain the same
at approximately 4%.
Political
Note: Information needs to be updated for the present year.
From research carried out, BBQfun identified that the present
Government focus and
emphasis in future legislative direction will be about growth
and productivity, which
BBQfun sees as a positive for their business model.
There is also a strong push for environmentally sound business
practices and harmonised
WHS legislation. BBQfun, as a business operating in Australia,
will abide by the law in all
its dealings and comply with all legislation that impact on its
business activities.
2.2 SWOT analysis
The following SWOT (strengths, weaknesses, opportunities and
threats) analysis captures
the key strengths and weaknesses within the company, and
describes the opportunities
and threats facing BBQfun.
34. Strengths
● Excellent customer service employees who are highly skilled
and knowledgeable
about outdoor lifestyles.
● Retail space that is bright, functional and engaging to
customers.
● High customer loyalty among repeat customers.
● Assortment of products that exceed competitor offerings in
quality, range and
accessibility.
Weaknesses
● A limited marketing budget to develop brand awareness.
● No online profile.
● The struggle to continually manage cash flow and
profitability due to:
○ high marginal costs and expenses
○ repayment plans taken out by our customers.
Opportunities
Note: Information needs to be updated for the present year.
● A growing market in a high growth area with a significant
percentage of the target
36. 2.3 Competition
Note: Information needs to be updated for the present year. For
the purposes of
assessment, named competitors are presumed to exist, although
other competition may
be identified.
National competition
● The Yard: Has a limited selection but significant depth. All
Australian made. No
significant marketing or promotion. The price point is high, but
quality of products is
quite good. Not in south-east Queensland. Considering e-
commerce options.
Considered potential threat for entering market through e-
commerce because of
large distribution network.
● BBQs R Us: Broad range of outdoor lifestyle products
including trinkets and
furnishings. Lots of cheap imports. Concentrating on
established markets. Strong in
the replacements segment. One store in Brisbane. Mostly in
Melbourne and
Adelaide. Considering e-commerce options.
37. ● Outdoorz: Large operation of only a few stores per city. Mass
markets outdoor
lifestyles at good value prices. No imported goods. Extensive
advertising. Low to
medium quality. Strong in replacement segment rather than new
and refurbished
dwellings. Gaining strength in Brisbane. Considering e-
commerce options.
Local competition
● All independents. These stores are owned by individual owner
operators. Ranges
vary according to owner preferences. There are very few
imports. Mostly retailing
Australian manufactured goods. Collectively their average item
sale price is $250,
they have a market share of 48%, and are growing at about 8%
per year.
● One important source of market research is competitive
analysis. BBQfun
management continually visit local outdoor lifestyle stores for
competitive analysis,
providing BBQfun with timely information regarding other
store’s service offering.
39. ● BBQfun prides itself on providing service that is on par if not
better than any of the
local independent stores and far in excess of the national chains.
BBQfun will ensure that all aspects that are involved in the
delivery of satisfaction to the
customer will work using an integrated approach.
At a glance: The prototype BBQfun store
● Location: a commercial, suburban neighbourhood, or urban
retail district.
● Design: bright and functional.
● Size: 10,000 to 15,000 square metres.
● Employees: 20 to 30 full-time employees plus casuals
● Types of transactions: 60% cash, 40% on long-term
repayment plan.
2.5 Keys to success
Note: Information may need updating for the present year.
BBQfun’s site selection criteria are critical to success.
● new dwelling populations
● shopping patterns requiring easy access
● customer car parking availability.
41. New builds Renovators Replacements
Have visited BBQfun in previous
month
70% 70% 50%
Have bought a BBQfun product
in previous month
70% 65% 50%
Customer service is essential 90% 95% 60%
Price is most important 10% 20% 95%
Australian made is important 80% 65% 55%
Will buy online 100% 100% 100%
Will pay for online delivery if
chosen
100% 100% 100%
Loyalty customer 30% 20% 10%
Target segments (estimated # customers)
Financial year (FY) New builds Renovators Replacements
Totals
42. FY 2016–17 225,000 125,000 100,000 450,000
FY 2015–16 205,000 110,000 110,000 425,000
FY 2014–15 200,000 100,000 110,000 410,000
FY 2013–14 195,000 95,000 110,000 400,000
FY 2012–13 190,000 90,000 110,000 390,000
4.0 Marketing Strategy
Note: Information may need to be updated for the present year.
BBQfun’s advertising budget is set at $180,000 for the 2016
financial year. The
advertising program will target local letter box drops, radio and
magazines. BBQfun will
use direct mail and local advertising, with coupon inserts in the
BrisNews magazine is
likely to be the most successful of the campaigns.
BBQfun will try to get articles about BBQfun into the BrisNews
magazine. Previous
features in the BrisNews magazine has seen a dramatic increase
of sales immediately
after the article was published.
44. ● Continue increase our gross profit margins.
4.4 Target marketing
Note: Information may need to be updated for the present year.
For the purposes of
assessment, identified target markets and advertising media are
presumed to exist,
although other markets and media can and should be identified.
The target market comprises three segments:
● New builds:
○ very proud of laid-back Brisbane lifestyle
○ moderate to highly educated
○ mixture of trade and professional
○ aspire to live in richer suburbs
○ health conscious
○ loyal to Brizzy magazine, both print and online versions
○ love to buy Australian made
○ service and quality is as important as price.
● Renovations:
○ many have homes in other parts of country
46. gardens and instead prefer a warm Balinese-style look to the
minimalist
Japanese style
○ becoming more health conscious
○ looking to save every dollar, but also aspire to more
glamorous and expensive
equipment at right price
○ aspire to live in richer suburbs
○ loyal to Brizzy magazine, print version
○ quality is as important as price
○ good service is nice but price is more important.
4.5 Positioning
Note: Information may need to be revised after assessment of
marketing opportunities.
BBQfun will position itself as a broad assortment, quality, and
unique outdoor lifestyle
retailer. South-east Queensland consumers who appreciate high-
quality and uniqueness
will recognise the value and unique offerings provided by
BBQfun.
BBQfun’s positioning will leverage their competitive edge:
47. ● Product – the product will be wide ranging, quality and
unique. It offers the ‘house
proud’ customer a different option from the cheap, mass-
produced products
prevalent in the market.
● Service – BBQfun offer the only three-year guarantee in the
market. Our easy pay
payment scheme is just what our mortgage paying customers
welcome. Our
experienced staff can assist with product knowledge second to
none in the industry.
By offering a superior service in range and uniqueness, BBQfun
will excel relative to the
competition and achieve our marketing objectives.
4.6 Strategy pyramids
Note: Although financial objectives may not change, marketing
objectives and aspects of
the marketing mix such as promotion may need to be revised
after assessment of
marketing opportunities.
Financial objectives for the 2016 financial year are:
● A double-digit growth rate for each future year.
49. services offered, develop that customer base, and work toward
building customer loyalty
and referrals.
The strategy will be reflected in our promotional materials
aimed at target segments. The
message that BBQfun will seek to communicate is that BBQfun
offers the widest, most
exotic, easy access outdoor lifestyle products in Brisbane. This
message will be
communicated through a variety of methods. The first will be
direct mail. The direct mail
campaign will be a way to communicate directly with the
consumer. BBQfun will also use
ads and inserts in Brizzy magazine. BBQfun also believe that
the local patrons far prefer
to receive information from the store via flyers in the letterbox.
4.7 Marketing mix
Note: Aspects of the marketing mix, such as promotion, may
need to be revised after
assessment of marketing opportunities.
BBQfun’s marketing mix is comprised of these following
approaches to pricing,
distribution, advertising and promotion, and customer service:
50. ● Pricing – while BBQfun will price at comparable prices for
comparable quality, it will
not be cheap. We emphasise value over price and back this up
with a three year
guarantee.
● Distribution – BBQfun products will be distributed through
two retail stores which
customers can access easily via the large car parking
arrangements.
● Advertising and promotion – the most successful advertising
will be ads and inserts
in the Brizzy as well as a PR campaign of informational articles
and reviews also
within the Brizzy. Promotions will take the form of in-store
entertainment and
competitions with prizes to exotic overseas destinations. Social
media is considered
not viable or practical considering low participation among
targeted segments.
● Customer service – BBQfun’s philosophy is that whatever
needs to be done to
make the customer happy must occur. This investment will pay
off with a fiercely
52. focus groups provided useful insight into the decisions, and
decision-making processes,
of consumers.
An additional source of marketing research is a feedback
mechanism based on a
suggestion card system in store.
5.0 Financials, Budgets, and Forecasts
This section will offer a financial overview of BBQfun as it
relates to its marketing
activities. BBQfun will address break-even and profit analysis,
sales forecasts, and
expense forecasts, linked to the marketing strategy.
5.1 Break-even/profit analysis
Note: Information needs to be updated for the present year.
See approved budget for current projections:
● direct costs (COGS)
● indirect costs (expenses)
● projected revenue.
2015 sales
Item Average
53. price
Average
COGS
Average
contribution
Units Revenue Gross profit
on sales
BBQ $600 $300 $300 8,330 $4,998,000 $2,499,000
Outdoor
furniture
$850 $420 $430 3,500 $2,975,000 $1,505,000
BBQ
accessories
$50 $30 $20 40,000 $2,000,000 $800,000
Total $9,973,000 $4,804,000
5.2 Sales forecast
Note: Information may need to be revised for the present year
(post-assessment of
market conditions).
55. Radio promotions $30,000 $50,000 $70,000
Total $180,000 $200,000 $210,000
6.0 Controls
The purpose of BBQfun marketing plan is to serve as a guide
for the organisation as it
implements the marketing strategy.
6.1 Implementation milestones 2016
Note: Information needs to be revised for the present year (after
identification of
marketing opportunities).
The following milestones identify the key marketing programs
for the 2015 financial year.
Milestones (FY 2015)
Project Start date End date Manager Department
Radio July 2015 June 2016 Marketing Manager Marketing
Magazine & PR July 2015 June 2016 Marketing Manager
Marketing
Direct marketing July 2015 June 2016 Marketing Manager
Marketing
6.2 Marketing organisation
57. ● failure to adequately train employees in line with marketing
strategies
● failure to revise operations and resourcing in accordance with
marketing strategies
● failure to ensure product/customer service quality in event of
revised operations
● failure to recruit qualified sales/customer service staff due to
increased
competition in south-east Queensland
● failure to realise revenue gains due to poor consumer
confidence
● competition (both bricks and mortar and online) affecting
profit margins and market
share
● non-compliance on anti-discrimination
● loss of knowledge and capability through departing staff
● failure to meet occupational health and safety
requirements/other legal
requirements for marketing of products and services.
BBQfun management will take the following measures to reduce
risk:
● industry benchmarking in all areas of organisational
performance
59. marketing practices and meet standards and codes such as
Advertising Standards Bureau (ASB) codes of conduct.
Scope The scope of this policy covers all employees and
contractors of
BBQfun.
Resources Specific guidelines/procedures for the
implementation of this policy
are available below and on the company intranet.
Responsibility Responsibility for the implementation of this
policy rests with all
employees, contractors and management of BBQfun.
Relevant
legislation, etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Queensland)
● Competition and Consumer Act 2010 (Cwlth)
● Spam Act 2003 (Cwlth)
● Australian Direct Marketing Association (ADMA) Code of
Practice
● Free TV Australia Commercial Television Industry Code of
60. Practice
● Australian Guidelines for Electronic Commerce.
Updated/
authorised
6/2015 – Riz Mehra, CFO
General guidelines/procedures for sales and marketing activities
● Follow all BBQfun procedures. Detailed written procedures
are available to all sales
and customer service employees at BBQfun premises and are
included in employee
induction packs.
● Employees should, where required in procedures, use
templates provided for
documenting marketing activities.
● Employees should, where required in procedures or templates,
seek approval from
designated authorities for marketing activities.
Assessment Materials BBQfun (simulated business)
BSBMKG501 Identify and evaluate marketing opportunities 1st
edition version: 1
62. ○ attempt to induce individuals to place their personal interests
above those of
BBQfun
○ attempt to restrict competition by:
– inducing a competitor or customer to breach a contract with a
third
party
– obtaining unauthorised access to classified or proprietary
information
or documents
– securing an unfair competitive advantage.
○ violate any law or regulation
○ engage in any activity that could damage the reputation of
BBQfun
○ give false or misleading information or advice in relation to:
– claims of products or services: price, benefits, etc.
– the environment and sustainability of BBQfun
– the ethical conduct of BBQfun
– any other claims.
● Where relevant, adhere to standards and codes of practice
regarding specific types
64. national
privacy principles.
This privacy policy sets out our policies on the management of
personal information – that is, how we collect personal
information,
the purposes for which we use this information, and to whom
this
information is disclosed.
Scope The scope of this policy covers all employees and
contractors of
BBQfun.
Resources Specific guidance for the implementation of this
policy is available
below in the form of FAQs.
Responsibility Responsibility for the implementation of this
policy rests with all
employees, contractors and management of BBQfun.
Relevant
legislation, etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Queensland)
66. personal information include your name, address, telephone
number and email address,
or documents that include this information, like a resume or
customer survey data we
collect.
2. How does BBQfun collect and use your personal information?
BBQfun collects personal information when you send a job
application to us or when you
email us or when we conduct marketing activities.
3. What happens if you don’t provide personal information?
Generally, you have no obligation to provide any personal
information to us. However, if
you choose to withhold personal information, we are unlikely to
be able to respond to your
application or query.
4. To whom do we disclose personal information?
We engage third party service providers (including related
companies of BBQfun which
may be located outside Australia) to perform functions for
BBQfun. Such functions include
mailing, delivery of purchases, credit card payment
authorisation, trend analysis, external
67. audits, market research, promotions and the provision of
statistical sales information to
industry bodies.
For our service providers to perform these functions, in some
circumstances it may be
necessary for us to disclose your personal information to those
providers. Where
disclosures take place, we work with these third parties to
ensure that all personal
information we provide to them is kept secure, is only used to
perform the task for which
we have engaged them and is handled by them in accordance
with the national privacy
principles.
5. How do we protect personal information?
At all times, we take great care to ensure your personal
information is protected from
unauthorised access, use, disclosure or alteration. We endeavour
to ensure that our
employees are aware of, and comply with, their obligations in
relation to the handling of
personal information. Only properly authorised employees are
permitted to see or use
68. personal information held by Innovative Widgets and, even
then, only to the extent that is
relevant to their roles and responsibilities.
Your personal information will not be sold to any other
organisation for that organisations’
unrelated independent use. Further, we will not share your
personal information with any
organisations, other than those engaged by us to assist us in the
provision of our
products and services (as described above).
6. What about information you provide in job applications?
If you submit a job application to BBQfun, we will use the
information provided by you to
assess your application. In certain circumstances, BBQfun may
disclose the information
contained in your application to contracted service providers for
purposes such as
screening, aptitude testing, medical testing and human resources
management activities.
Assessment Materials BBQfun (simulated business)
BSBMKG501 Identify and evaluate marketing opportunities 1st
70. 8. How can you access or correct the personal information we
hold about you?
Wherever possible and appropriate, we will allow you access to
the personal information
we hold about you and correct if it is wrong. If we do not allow
you access to any part of
the personal information we hold about you, we will give you
reasons, consistent with the
Privacy Act, as to why we cannot allow access.
9. BBQfun internet policy
BBQfun generally only collects personal information from its
website when it is provided
voluntarily by you. For example, when you send us an
electronic message with a query
about BBQfun or its services, we will generally use your
information to respond to your
query, provide and market our services to you or as otherwise
allowed or required by law.
For the same purposes, BBQfun may share your information
with other members of the
BBQfun strategic partners (including companies who are
located outside Australia) and
their respective service providers, agents and contractors. If we
71. do this, we require these
parties to protect your information in the same way we do.
When you visit this website or download information from it,
our internet service provider
(ISP) makes a record of your visit and records the following
information:
● your internet address
● your domain name, if applicable
● date and time of your visit to the website.
Our ISP also collects information such as the pages our users
access, the documents they
download, links from other sites they follow to reach our
website, and the type of browser
they use. However, this information is anonymous and is only
used to statistical and
website development purposes.
We use a variety of physical and electronic security measures,
including restricting
physical access to our offices, firewalls and secure databases to
keep personal
information secure from unauthorised use, loss or disclosure.
However, you should keep
73. of the website attract
traffic and to improve the functionality of our website.
When cookies are used on this website, they are used to store
information relating to your
visit such as a unique identifier, or a value to indicate whether
you have seen a web page.
We use session (not permanent) cookies. They are used to
distinguish your internet
browser from the thousands of other browsers. This website will
not store personal
information such as email addresses or other details in a cookie.
Most internet browsers are set up to accept cookies. If you do
not wish to receive cookies,
you may be able to change the settings of your browser to
refuse all cookies or to notify
you each time a cookie is sent to your computer, giving you the
choice whether to accept
it or not.
11. Customer service satisfaction data
In accordance with company policy all volunteered customer
service data will be treated
in the strictest of confidence. No data will be given to third
parties except to advance the
75. characteristics:
● sex
● relationship status
● pregnancy
● parental status
● breastfeeding
● age
● race
● impairment
● religious belief or religious
activity
● political belief or activity
● trade union activity
● lawful sexual activity
● gender identity
● sexuality
● family responsibilities
● association with, or relation
76. to, a person identified on the
basis of the above.
Scope The scope of this policy covers all employees and
contractors of
BBQfun.
Resources Specific procedures for the implementation of this
policy are
provided in employee induction kits.
Responsibility Responsibility for the implementation of this
policy rests with all
employees, contractors and management of BBQfun.
Relevant
legislation, etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Queensland)
● Age Discrimination Act 2004 (Cwlth)
● Australian Human Rights Commission Act 1986 (Cwlth)
● Disability Discrimination Act 1992 (Cwlth)
● Racial Discrimination Act 1975 (Cwlth)
78. policy are available
below.
Responsibility Responsibility for the implementation of this
policy rests with
employees and management of BBQfun with responsibility for
purchasing resources.
Relevant
legislation etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Queensland)
● Australian Securities and Investments Commission Act 2001
(Cwlth)
● Corporations Act 2001 (Cwlth)
● A New Tax System (Goods and Services Tax Administration)
Act
1999 (Cwlth)
● A New Tax System (Goods and Services Tax) Act 1999
(Cwlth)
● Income Tax Assessment Act 1997 (Cwlth)
● Fair Work Act 2009 (Cwlth).
80. Value for money is the core principle underpinning
procurement. Contracted
organisations must be cost effective and efficient in the use of
resources whilst upholding
the highest standards of probity and integrity. In general, a
competitive process carried
out in an open, objective and transparent manner can achieve
best value for money in
procurement.
3. Non-discrimination
This procurement policy is non-discriminatory. All potential
contracted suppliers should
have the same opportunities to compete for business and must
be treated equitably
based on their suitability for the intended purpose.
4. Risk management
Risk management involves the systematic identification,
analysis, treatment and, where
possible, the implementation of appropriate risk mitigation
strategies. It is integral to
efficiency and effectiveness to proactively identify, evaluate,
and manage risks arising out
81. of procurement related activities. The risks associated with
procurement activity must be
managed in accordance with the organisation’s risk management
policy.
5. Responsible financial management
The principle of responsible financial management must be
applied to all procurement
activities. Factors that must be considered include:
● the availability of funds within an existing approved budget
● staff approving the expenditure of funds strictly within their
delegations
● measures to contain costs of the procurement without
compromising any
procurement principles.
6. Procurement planning
In order to achieve value for money, each procurement process
must be well planned and
conducted in accordance with the principles contained in this
document and comply with
all of the organisation’s policies and relevant legal and
regulatory requirements.
When planning appropriate procurement processes consideration
should be given to
83. where there is practicable and economic value. In making a
value-for-money judgement
between locally made and overseas sourced goods, employees
are to take into account:
● whole-of-life costs associated with the good or service
● that the initial purchase price may not be a reliable indicator
of value
● the quality of locally made products
● the record of performance and delivery of local suppliers
● the flexibility, convenience and capacity of local suppliers for
follow on orders
● the scope for improvements to the goods and ‘add-ons’ from
local industry.
8. Pre-registered list of preferred suppliers
BBQfun shall maintain a pre-registered list of preferred
suppliers, following a request for
expressions of interest and an evaluation of the submissions.
Suppliers can request to be
evaluated for inclusion on the existing pre-register list at any
time.
All purchases under $5,000 may be made from preferred
suppliers without undertaking a
84. competitive process. Purchases above $5,000 where a preferred
supplier exists should
include a competitive process if practicable.
This list is reviewed at regular intervals with admission of
interested parties on a rolling
basis. Care should be taken to ensure that such lists are used in
an open and non-
discriminatory manner. BBQfun encourages new contractors to
provide information on
their experience, expertise, capabilities, pricing, fees, and
current availability. It is in the
interest of the organisation that the pool of potential suppliers is
actively maintained and
updated. Employees should be encouraged to provide reports of
their experiences in
working with each contractor/consultant to assist future
decisions concerning
commissioning suitable contractors and consultants.
9. Avoid conflict of interest
Employees and directors are required to be free of interests or
relationships in all aspects
of the procurement process.
Employees and directors are not permitted to personally gain
86. Employees should be aware of anti-competitive practices such
as collusive tendering. Any
evidence of suspected collusion in tendering should be brought
to the attention of the
CEO and directors.
11. Competitive process
It is a basic principle of procurement that a competitive process
should be used unless
there are justifiable circumstances. For purchases under $5,000,
the list of preferred
suppliers may be used. The type of competitive process can vary
depending on the size
and characteristics of the contract to be awarded.
12. Direct invitation (selective or restricted tendering)
A process of direct sourcing to tender may be used. This may
involve:
● an invitation to organisations deemed appropriately qualified
for a particular
product or service (this may be appropriate for specialised
requirements in markets
where there is a limited number of suppliers or service
providers)
87. ● an invitation to tender to organisations on BBQfun’s pre-
registered list of preferred
suppliers if applicable.
13. Evaluation and contract award
For projects being awarded, consideration will be given not
only to the most economically
advantageous tender, but also to the track record of the tender
respondent and the
degree of confidence that the panel has in the quality if the bid.
It will be the normal
practice to have the evaluation of tenders carried out by a team
with the requisite
competency.
14. Results of tendering process
All tender respondents should be informed in writing of the
result of a tendering process
immediately after a contract has been awarded.
Assessment Materials BBQfun (simulated business)
BSBMKG501 Identify and evaluate marketing opportunities 1st
edition version: 1
89. contract required.
CEO Authority to sign
contracts for
products and
services up to
$75,000.
Two or more
competitive quotes.
Detailed services
contract required
for contracts over
$20,000.
General managers
Delegated
authority only
through CEO
Authority to sign
contracts for
90. products and
services under
$30,000.
One or more
competitive quotes
preferred.
Provided they are
within the approved
budget and
consistent with
business/operation
al and strategic
planning.
Managers Authority to sign
contracts for
products and
services under
$10,000.
91. One or more
competitive quotes
preferred.
Follow BBQfun
purchasing
procedures.
Contractors and
external
consultants
No authority One or more
competitive quotes
preferred.
Must use preferred
suppliers list.
Contractors and
external consultants
must follow BBQfun
purchasing
94. Did the candidate:
Satisfactory
Yes No
Submit evaluation report for the Board of Directors?
Submit all assessment materials within the required timeframe?
Performance indicators
Did the candidate:
Satisfactory
Yes No
Identify and analyse opportunities in terms of their likely fit
with
organisational goals and capabilities?
Report refers to:
● organisational marketing plan, structure, products and
services,
for example, report considers opportunities in light of strategic
directions and possible expansion plans
● principles of marketing and the marketing mix, for example,
report refers to:
96. ● effect on sales volume for each opportunity for current or
upcoming financial year
● market share
● profitability (gross and net profit for current or upcoming
financial year; see example calculations that follow this
Marking
Guide)
● own brand may be knocked out of contention because of
market
need for Australian-made goods.
Report includes at least two instances of numerical analysis or
statistical methods (see example calculations that follow this
Marking
Guide), for example:
● profitability index
● least squares to calculate online market
● CVP analysis to calculate gross and net profit.
Use an assessment of external factors, costs, benefits, risks and
opportunities to determine the financial viability of each
marketing
97. opportunity?
Report identifies external factors relevant to each opportunity,
for
example:
● Indian law, ATO Regulations and GST implications of
importation
relevant to own brand opportunity
● manufacturing, Australian Standards consideration relevant to
own brand opportunity
● anti-discrimination legislation and the principles of equal
opportunity, equity and diversity
● ethical principles
● marketing codes of practice and conduct such as the
Australian
Direct Marketing Association (ADMA) Code of Practice, the
Free
TV Australia Commercial Television Industry Code of Practice,
and the Australian Guidelines for Electronic Commerce
● Competition and Consumer Act 2010
● privacy laws.
99. strategies), for example:
○ competition from competitors entering e-commerce space
(increased marketing spend, reducing margins)
○ health and safety, insurance risks associated with
manufacturing (training)
○ health and safety risks associated with increased traffic
and distribution (training)
● risks associated with managing change in the organisation
(leadership training for managers).
Determine probable return on investment and potential
competitors?
Report determines:
● profitability index (see example calculations that follow this
Marking Guide).
Report determines, for example:
● The Yard: has a limited selection but significant depth. All
Australian made. No significant marketing or promotion. The
price point is high, but the quality of products is quite good.
101. Yes No
● Outdoorz: Large operations of only a few stores per city.
Mass
markets outdoor lifestyles at good value prices. No imported
goods. Extensive advertising. Low to medium quality. Strong in
the replacement segment rather than new and refurbished
dwellings. Gaining strength in Brisbane market. Considering
e-commerce options. Bargain market opportunity could capture
market share.
Describe and rank marketing opportunities in terms of their
viability
and likely contribution to the business?
Report considers financial and non-financial information in
arriving
at ranking.
Report determines the following options (see example
calculations
that follow this Marking Guide):
1. E-commerce
2. Own brand (but may be considered knocked out because of
102. risk
of offending market)
3. Bargain market.
Identify and document changes needed to current operations to
take
advantage of viable marketing opportunities?
Report identifies changes, for example:
● current stores may need to be reconfigured to accommodate
more stock and online order delivery
● office space may need to be reconfigured
● head office could move to the Gold Coast to allow office
space in
Brisbane to be used for online sales and customer service
● CRM and ERP software may need to be adapted to
accommodate increased distribution. Extra training may be
needed.
Ensure organisational changes to service an increased or
different
customer base include provisions for continued quality of
104. quality to target market.
Report justifies changes on the basis of maintaining quality.
Estimate resource requirements for changed operations?
Report identifies resource requirements and explains costs (see
example calculations that follow this Marking Guide;
operational
costs).
Determine and communicate viability of making changes to
current
operations to key stakeholders?
Report is addressed to Board of Directors as per scenario and
conforms to all requirements and specifications.
Document newly identified marketing opportunities and
required
changes?
Report uses appropriate language and level of formality to
satisfy
needs of readers, for example:
113. $4,884,714
Profitability index 0.95 1.2 0.69
Operational costs
Resources Costs
Additional staff $25,000 year average = (4+6) x $25,000=
$250,000
Plant and equipment ● Delivery trucks $20,000 x 6 = $120,000
● Forklifts $10,000 x 3 = $30,000
Promotional costs $500,000
Website developers Contractors $2000 x 50 = $100,000
Staff training Online customer service training $3,000 per
staff
member = $24,000
Management change
leadership training for store
managers and team leaders
(From the BBQfun simulated business, Chapter 6 –
Description of operations) $3,000 each = 1 Brisbane
115. Assessment date/s Time/s
The assessment task is due on the date specified by your
assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See
specifications below for
details.
Performance objective
For this task, you will demonstrate the skills and knowledge
required to investigate
marketing opportunities and evaluate required changes to
current operations.
Assessment description
In response to a simulated business scenario, you will evaluate
three marketing
opportunities that have been identified for you, rank them in
terms of viability and likely
contribution to the business, and assess the impact of the top-
ranked opportunity on
operations. You will then prepare a report for the Board of
Directors documenting
identified marketing opportunities and required changes.
117. You are the Marketing Manager at BBQfun. You and your team
have
identified three marketing opportunities to evaluate. They are:
● manufacture and sell own brand
● sell products through e-commerce
● sell products at bargain prices.
The first opportunity is to manufacture and retail own-branded
barbecues
and products. Manufacture would take place at a leased plant in
India as
BBQfun has no manufacturing capability. Also, manufacture in
Australia
would be too expensive.
The second opportunity is to offer all products in an online
store. Stock
could be stored at no extra cost at existing stores. Customers
would cover
delivery costs.
The third option is to aim to increase market share by cutting
the cost of
products and aiming at mass appeal.
118. Further information is provided in the BBQfun sales data
worksheet.
Each opportunity will be promoted through a $500,000
television, internet
and email advertising campaign (cost accounted for in approved
budget).
You will need to review the BBQfun simulated business
information to
determine organisational fit, profitability and operational
implications for
each of the three opportunities.
On the basis of the profitability index (opportunity cost
estimated to be 8%)
and a full appreciation of other, non-financial factors, you will
need to rank
these opportunities and choose one top-rated opportunity for
further
evaluation.
After ranking the three opportunities, you will complete your
evaluation in
terms of impact on operations. Information is provided in the
BBQfun sales
data worksheet.
120. sales volumes for the e-commerce and bargain market
opportunities.
d. From this information, calculate estimated total revenue and
gross profit.
e. Use the additional fixed costs and the BBQfun simulated
budget to determine
the net profit for each opportunity.
f. Use gross profit and total fixed costs from each opportunity
to calculate the
profitability index for each opportunity.
g. Use information from this assessment task and the BBQfun
simulated
business to calculate total cost of operational changes.
3. Complete your own research to supplement the information
you have been
provided with. Ensure that you have all the information that will
enable you to
address all the requirements of the report.
Part B
1. Complete a report according to the following requirements.
2. Referring to the BBQfun simulated business documentation,
analyse the three
121. opportunities outlined in the scenario in terms of likely fit with
organisational goals
and capabilities. Consider:
a. organisational marketing plan, structure, products and
services
b. principles of marketing and the marketing mix
c. additional marketing information such as survey results in the
BBQfun sales
data worksheet.
3. Using information in the BBQfun sales data worksheet,
evaluate each opportunity in
terms of impact to current business and customer base.
Evaluation should include
investigation of:
a. sales volume for each opportunity in upcoming financial year
b. gross and net profit for each opportunity
c. use numerical analysis or statistical methods to forecast, for
example, the
size of potential markets.
4. consider also:
a. impact on growth plans
123. 8. Using information in the BBQfun sales data worksheet,
assess the return on
investment for each opportunity. Calculate the profitability
index for each
opportunity.
9. Based on your analysis so far, rank the three marketing
opportunities. Justify your
ranking in terms of both financial and non-financial factors
(such as organisational
fit).
10. Using information from the BBQfun sales data worksheet,
for the top-ranked
marketing opportunity, identify changes to current operations in
order to take
advantage of the opportunity. Ensure changes identified are
adequate to:
a. service an increased or different customer base
b. ensure continued quality of service.
11. Ensure you can justify changes on the basis of maintaining
quality.
12. Using information from the BBQfun sales data worksheet,
estimate and justify
124. resource requirements and costs for changed operations.
Consider:
a. additional staff
b. distribution costs
c. equipment
d. promotional costs
e. staff training.
13. Prepare the report for the Board of Directors to document
your evaluation of the
three marketing opportunities and operational changes for the
top-ranked
opportunity. Ensure you include the following in your report:
a. An executive summary.
b. The results of your investigation of marketing opportunities
in steps 3–8.
Document the results of your investigation at each step.
Consider
documenting each step separately, under its own section
heading.
c. For the top-ranked opportunity, the results of your evaluation
of required
changes to operations in steps 9–10. Document the results of
126. Specifications
You must submit:
● evaluation report for the Board of Directors that covers all of
the listed
requirements.
Your assessor will be looking for:
● literacy skills to identify and interpret market information, to
write in a formal style
appropriate to a professional audience and to document
outcomes and
requirements
● numeracy skills to calculate and evaluate financial
information on new marketing
options
● knowledge of key provisions of relevant legislation from all
forms of government,
codes of practice and standards that may affect aspects of
business operations,
such as:
○ anti-discrimination legislation and the principles of equal
opportunity, equity
127. and diversity
○ ethical principles
○ marketing codes of practice and conduct such as the
Australian Direct
Marketing Association (ADMA) Code of Practice, the Free TV
Australia
Commercial Television Industry Code of Practice, and the
Australian
Guidelines for Electronic Commerce
○ Competition and Consumer Act 2010
○ privacy laws.
● knowledge of the organisational marketing plan, structure,
products and services
● knowledge of principles of marketing and the marketing mix
● knowledge of statistical methods and techniques to evaluate
marketing
opportunities, including forecasting techniques.
Adjustment for distance-based learners
● No variation of the task is required.
● A follow-up interview may be required (at the discretion of
the assessor).
133. $50,000
Add online store
development:
$100,000
Add new plant and
equipment
(depreciation):
$150,000
Add labour:
$250,000
Add reconfiguring of
warehouse/
office: $50,000
See approved
budget (no change
in fixed costs)
Total net profit
FY 2016–17
135. costs)
(Use total fixed
costs)
Profitability index
Operational changes
After consulting with the management team at BBQfun, you
determine:
● high risk of customer service quality problems for online
customers
● high risk of staff misunderstanding changes and considering
online sales as threat
to jobs
● eight online sales and customer service people will be needed
to manage increased
online customers
● since stores are overstaffed, need for online people could be
met from drawing
from existing employees at the two stores
● currently no staff have online customer service skills
● management would like to develop people through retraining
rather than hire new
137. ● Delivery trucks
($20,000 each)
● Forklifts ($10,000 each)
Plant and equipment costs:
Promotional costs $500,000
Website developers Contractors ($2,000/day) Website
development cost:
Staff training Online customer service
training
($3,000 per staff member)
Staff training cost:
Management change
leadership training for
store managers and
team leaders
$3,000 each Management and leadership
139. Assessment date/s Time/s
Outcomes
Did the candidate:
Satisfactory
Yes No
Submit presentation notes and any other materials used in the
presentation, such as PowerPoint slides and handouts?
Present 15–20-minute presentation on two marketing
opportunities?
Submit all assessment materials within the required timeframe?
Performance indicators
Did the candidate:
Satisfactory
Yes No
Analyse information on market and business needs to identify
marketing opportunities?
For example, in presentation, candidate refers to:
● comparative market information