CAPS794 Presentation Rubric
Learning Outcome: Assess the leadership, human resources and organizational development needs associated with a firm’s strategic goals.
Presentation Content:
Your presentation is based on Greenwood Resources, Case #8 and should include:
· A Power Point presentation MUST also be included in conjunction with your Video
· An introduction and conclusion/recommendations must be included
· A brief overview of the case
· Applying concepts from Chapter 7 analyze their international strategy (reason for international expansion, entry mode, international strategy, etc.)
· Integrating concepts from chapter 8 discuss how Greenwood Resources adopted entrepreneurial strategies in its quest for growth.
· Must include references and citations when the thoughts or ideas are not your own
APA format
Add recording notes in the note section of the powerpoint below each slide, explaining in detail what the slide is explain.
This is not just SLIDES…. There has to be details that I will read on video explaining the context.. and it should flow as if you were giving a presentation in person
Levels of Achievement
Criteria
Does Not Meet Expectations or Missing
Needs Improvement
Meets Expectations
Demonstrates Mastery
Introduction and Conclusion
Weight 5%
0 to 72%
Introduction or Conclusion were missing.
73 to 79%
Failed to introduce self or purpose. Abrupt ending with no referencing.
80 to 93%
Introduced topic, purpose and self. General summary with appropriate referencing.
94 to 100%
Introduced topic, purpose and self along with an effective attention getter. Conclusion reinforced main points, appropriate referencing.
Body of the Presentation
Weight 50.00%
0 to 72 %
Several content areas are missing OR content areas are not addressed at the level of detail required.
73 to 79 %
A required content area may be missing OR some content demonstrates weak understanding of concepts being assessed and could be expanded upon.
80 to 93 %
Adequately addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in detail demonstrating a basic understanding of the concepts being assessed.
94 to 100 %
Addresses all required content areas (case overview, international strategies, and entrepreneurial strategies) in great detail demonstrating a strong understanding of the concepts being assessed.
Presentation Design
Weight
15%
0 to 72 %
Several content areas are not supported with information from the sim or textbook
73 to 79 %
Information from the simulation or the text is barely used or not used appropriately.
80 to 93%
Information from the simulation and the textbooks is used appropriately to support discussion and decisions.
94 to 100 %
Information from the simulation and the textbook is always used appropriately to support discussion and decisions with a high level of application to sim results.
Organization and Flow
Weight 10%
0 to 72 %
Information is not organized in a cl.
Chapter 10 Business Ethics, Social Responsibility, and EnvironmenEstelaJeffery653
Chapter 10: Business Ethics, Social Responsibility, and Environmental Sustainability
Learning Objectives:
1. Explain why good ethics is good business in strategic management.
2. Explain why whistle-blowing, bribery, and workplace romance are strategic issues.
3. Discuss why social responsibility and policy are key issues in strategic planning.
4. Discuss the nature of environmental sustainability and why it is a key issue in strategic planning.
5. Explain why animal welfare is a strategic issue for firms
Chapter 11: Global and International Issues
Learning Objectives:
1. Discuss the nature of doing business globally, including language and labor union issues.
2. Explain the advantages and disadvantages of doing business globally.
3. Discuss the global challenge facing firms and why this is a strategic issue.
4. Discuss tax rates and tax inversions as strategic issues.
5. Compare and contrast American business culture versus foreign business cultures; explain why this is a strategic issue.
6. Discuss the business culture found in Mexico, Japan, China, and India; explain why this is a strategic issue.
7. Discuss the business climate in Africa, China, Indonesia, India, Japan, Mexico, and Vietnam; explain why this is a strategic issue.
Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.
Also, provide a graduate-level response to each of the following questions:
i. Chick-fil-A is closed on Sundays. Is that wise management or irresponsible activism? Discuss.
ii. Do some research on New Zealand to determine whether you agree that the country merits its #1 ranking globally in attractiveness for doing business. Website http://www.doingbusiness.org/data/exploreeconomies/new-zealand
[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words - do not provide quotes!]
[Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
Overall submission requirements –
1. discussion needs two chapters overview or any topic discussion in your own words
2. Add your answers to the questions highlighted in yellow to the discussion post
3. Total 500 words, apa format, no plagiarism and verbatim
4. Two peer reviews with 200 words each
Student 1
This week’s chapter readings outlined business ethics, social responsibility, and environmen ...
Achieving Success with Your Cloud ERP ImplementationCasey Cramer
Moving Enterprise Applications to the cloud is a common theme in higher education these days and many organizations already have multiple applications in the cloud environment. But moving large parts of your ERP to the cloud presents new and unique challenges, risks and opportunities. Check out this presentation deck that was presented at a Higher Education User Group (HEUG) regional conference to learn how we have helped higher education leaders through the process of moving to the cloud.
PowerPoint Presentation for the Canadian Society of Corporate Secretaries' 17th Annual Corporate Governance Conference, August 2015.
Presented by:
Kevin West
Founder | SkyLaw Professional Corporation
Catherine Gordon
President and Founder | Simple Logic Inc.
John Truzzolino
Managing Director, Business Development | RR Donnelly
A recent IIED study on climate finance shows a big gap between total climate funds available and the proportion of that being implemented at local scale. In addition, global spending on conventional agriculture and forestry is manifold the spending on responsible land use practices. The CGIAR program on Forest Trees and Agroforestry studies success factors for inclusive and responsible businesses, which are at the core of both climate finance and responsible investments. It also looks at financial mechanisms that can adequately address the needs of such businesses.
Chapter 10 Business Ethics, Social Responsibility, and EnvironmenEstelaJeffery653
Chapter 10: Business Ethics, Social Responsibility, and Environmental Sustainability
Learning Objectives:
1. Explain why good ethics is good business in strategic management.
2. Explain why whistle-blowing, bribery, and workplace romance are strategic issues.
3. Discuss why social responsibility and policy are key issues in strategic planning.
4. Discuss the nature of environmental sustainability and why it is a key issue in strategic planning.
5. Explain why animal welfare is a strategic issue for firms
Chapter 11: Global and International Issues
Learning Objectives:
1. Discuss the nature of doing business globally, including language and labor union issues.
2. Explain the advantages and disadvantages of doing business globally.
3. Discuss the global challenge facing firms and why this is a strategic issue.
4. Discuss tax rates and tax inversions as strategic issues.
5. Compare and contrast American business culture versus foreign business cultures; explain why this is a strategic issue.
6. Discuss the business culture found in Mexico, Japan, China, and India; explain why this is a strategic issue.
7. Discuss the business climate in Africa, China, Indonesia, India, Japan, Mexico, and Vietnam; explain why this is a strategic issue.
Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.
Also, provide a graduate-level response to each of the following questions:
i. Chick-fil-A is closed on Sundays. Is that wise management or irresponsible activism? Discuss.
ii. Do some research on New Zealand to determine whether you agree that the country merits its #1 ranking globally in attractiveness for doing business. Website http://www.doingbusiness.org/data/exploreeconomies/new-zealand
[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words - do not provide quotes!]
[Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
Overall submission requirements –
1. discussion needs two chapters overview or any topic discussion in your own words
2. Add your answers to the questions highlighted in yellow to the discussion post
3. Total 500 words, apa format, no plagiarism and verbatim
4. Two peer reviews with 200 words each
Student 1
This week’s chapter readings outlined business ethics, social responsibility, and environmen ...
Achieving Success with Your Cloud ERP ImplementationCasey Cramer
Moving Enterprise Applications to the cloud is a common theme in higher education these days and many organizations already have multiple applications in the cloud environment. But moving large parts of your ERP to the cloud presents new and unique challenges, risks and opportunities. Check out this presentation deck that was presented at a Higher Education User Group (HEUG) regional conference to learn how we have helped higher education leaders through the process of moving to the cloud.
PowerPoint Presentation for the Canadian Society of Corporate Secretaries' 17th Annual Corporate Governance Conference, August 2015.
Presented by:
Kevin West
Founder | SkyLaw Professional Corporation
Catherine Gordon
President and Founder | Simple Logic Inc.
John Truzzolino
Managing Director, Business Development | RR Donnelly
A recent IIED study on climate finance shows a big gap between total climate funds available and the proportion of that being implemented at local scale. In addition, global spending on conventional agriculture and forestry is manifold the spending on responsible land use practices. The CGIAR program on Forest Trees and Agroforestry studies success factors for inclusive and responsible businesses, which are at the core of both climate finance and responsible investments. It also looks at financial mechanisms that can adequately address the needs of such businesses.
81119, 10(43 AMOriginality ReportPage 1 of 7httpsucum.docxblondellchancy
8/11/19, 10(43 AMOriginality Report
Page 1 of 7https://ucumberlands.blackboard.com/webapps/mdb-sa-BB5a31b16bb2c…-324db2390398&course_id=_109727_1&includeDeleted=true&print=true
%%97
%%1
SafeAssign Originality Report
Summer 2019 - InfoTech in a Global Economy (ITS-… • Week 14 - Written Assignment
%%98To t a l S c o r eTo t a l S c o r e:: High risk
Sunil Kumar Reddy Donuru
Submission UUID: ea534ac2-fa80-4378-4f9a-810b5a16c7a4
To t a l N u m b e r o f R eTo t a l N u m b e r o f R e……
1
H i g h e s t M a t c hH i g h e s t M a t c h
98 %
sdonuru_Assignment.docx
A v e r a g e M a t c hA v e r a g e M a t c h
98 %
S u b m i t t e d o nS u b m i t t e d o n
08/11/19
10:29 AM EDT
A v e r a g e W o r d C o u n tA v e r a g e W o r d C o u n t
944
Highest: sdonuru_Assign…
%%98Attachment 1
I n s t i t u t i o n a l d a t a b a s eI n s t i t u t i o n a l d a t a b a s e ( (33))
M y p a p e rM y p a p e r S t u d e n t p a p e rS t u d e n t p a p e r S t u d e n t p a p e rS t u d e n t p a p e r
G l o b a l d a t a b a s eG l o b a l d a t a b a s e ( (11))
S t u d e n t p a p e rS t u d e n t p a p e r
To p s o u r c e sTo p s o u r c e s ( (33))
E x c l u d e d s o u r c e sE x c l u d e d s o u r c e s ( (00))
View Originality Report - Old Design
Word Count: 944
sdonuru_Assignment.docx
11 44 33
22
11 M y p a p e rM y p a p e r 44 S t u d e n t p a p e rS t u d e n t p a p e r 22 S t u d e n t p a p e rS t u d e n t p a p e r
University of the Cumberlands
Sunil Reddy Donuru
Prof: Dr Jess Schwartz
The main purpose of this article is to show how the IT strategic emphases and IT investments can affect a firm’s profitability level and market
value. To further show the clear effect, the author used empirical tests founded from the documented information collected from over 300
firms in U.S. on this clear picture, the author concludes that organizations with a dual emphasis in their IT system have a higher Tobin's Q
than firms with an income or a cost emphasis at its mean estimation ventures. The author suggests that firms may decide on using IT strategic
emphasis for one reason alone and that is to moderate the strong correlation between IT investments and firm performance. The major
discovery of the research was that firms that have adopted dual-emphasis on IT strategies have a stronger IT–profitability relationship than sin-
gle-emphasis firms, these firms also have a stronger IT–Tobin’s Q relationship than firms that have adopted the revenue-emphasis strategy.
The conclusions from this research has been used all over the world by managers and business owners to help them in making informed deci-
sions on how to allocate assets for IT strategies that can efficiently support the overall goal of an organization. For average levels of IT ex-
penditure, a dual emphasis in IT strategy satisfies as long as a higher firm valuation, and a larger amount of IT speculations are made with d ...
IMFN experience in long-term, large-scale, multi-site experimentation and res...CIFOR-ICRAF
The International Model Forest Network (IMFN) is a global community of practice whose members work toward a common goal: the sustainable management of forest-based landscapes through the Model Forest approach. This presentation gives a brief overview of IMFN and of lessons learned from their experiences in long-term, large-scale, multi-site experimentation and research for sustainable forest management.
This presentation formed part of the CRP6 Sentinel Landscape planning workshop held on 30 September – 1 October 2011 at CIFOR’s headquarters in Bogor, Indonesia. Further information on CRP6 and Sentinel Landscapes can be accessed from http://www.cifor.org/crp6/ and http://www.cifor.org/fileadmin/subsites/crp/CRP6-Sentinel-Landscape-workplan_2011-2014.pdf respectively.
Driving Profitability With Sustainable Business Practices FinalBrad Barbera
Presentation from the 2009 Front End of Innovation Conference
Describes the theory and practice of initiating a formal sustainability program in an organizaztion.
To fully understand the presentation, it is best to download it, open it up in PowerPoint, and view it in the "Notes View" format. Full speaker's notes are included, explaining what was discussed in each slide.
Could you also please incorporate law review articles in your refe.docxvanesaburnand
Could you also please incorporate law review articles in your references. The reference list should contain 8-10 respectable sources such as reliable publications and .edu, .gov websites; Wikipedia cannot be used.
Introduction
· Advertising as a tool for representing company’s personality;
· Legal regulations of advertising then and now (a brief history of governmental regulations of advertising);
· If there is a strict set of regulations and laws why advertising scandals even occur? (ambiguity)
The main topic of the paper is to showcase the role of language in advertising and describe the potential legal consequences that may occur when using language incorrectly.
Arguments (paragraphs):
1. Consumers often confuse legality with ethics; not all ethical issues can be regulated legally
· Discuss the concepts of puffery, reasonable consumer, misleading advertising deceptive advertising;
· Commercial exaggeration is legal and it is not possible to legislate against emotional appeals;
· Consumers sometimes take company’s tagline or claim too literally;
2. Governmental and industry self-regulative laws are very complex and can be misinterpreted by the company
· Discuss FTC and advertising standards;
· Failure to define correctly product’s or service’s category sometimes lead to legal issues;
· A high lack of clarity for digital advertising since many laws were written prior to the spread of computers and Internet;
3. A very minor number of marketers and advertisers resort to violation of industry self-regulations and use of unethical tactics.
· Tough competition puts pressure on companies and forces them to create eccentric campaigns to break through the clutter;
· Industry is actively fighting the advertising fraud;
For the following court cases examples it is needed to refer to the actual court documents in addition to the articles:
Discuss the following court cases and incorporate in the context of the essay.
4. Whole Foods sued over false advertising of sugar in goods
http://www.foxnews.com/food-drink/2015/07/14/whole-foods-sued-over-false-advertising-sugar-in-goods.html
5. Red Bull Will Pay $10 To Customers Disappointed The Drink Didn’t Actually Give Them 'Wings' http://www.businessinsider.com/red-bull-settles-false-advertising-lawsuit-for-13-million-2014-10?r=UK&IR=T
6.Naked Juice Class Action Lawsuit Settlement Over Health Claims Means $9 Million For Consumers
http://www.huffingtonpost.com/2013/08/28/naked-juice-class-action-lawsuit_n_3830437.html
Conclusion
Running head: Critical thinking
Critical thinking 2
Critical thinking
Dennis Byrd
UOPX
Critical Thinking and Decision Making
Bridget Peaco
4/3/2017
Critical thinking is one of the most powerful tools which is used in evaluation and objective analysis of a scenario so as to form a judgment. It utilizes intellectual concepts, skillful conceptualization, synthesis, application, assessment and evaluation of issues before making a decision. A good example from by expe.
Managing Risk for Sustainability by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM)..
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
CAPSTONE CASE The Student will be required to read the Capstone.docxhacksoni
CAPSTONE CASE:
The Student will be required to read the Capstone Case (page 476 of the course text) and respond to the 15 questions on page 483 & 484. Each question will require no less than a one-page response with appropriate references in APA format double-spaced, Times New Roman 12point font. Capstone case is due December 5, 2018, @ 9:00AM.
476
Presented here is the description of a serial homicide investigation in the 1960s that involved
the sexually motivated murders of seven mostly college-aged women in Michigan. The
discussion provided here draws primarily on Edward Keyes’s, The Michigan Murders.1 The
case is longer and more detailed than the other From the Case File chapter introductions.
It can serve as a capstone discussion of many of the issues covered in Criminal Investigation,
including the basic problems of criminal investigation, the value of eyewitness identifica-
tions, the value of other evidence, the potential value of DNA evidence, how proof can be
established, and the impact of technology on investigations. Questions for discussion and
review are presented at the conclusion of the case.
Appendix
Capstone Case
Capstone CASE
The Coed Murders
The nightmare began on the evening of July 10, 1967,
when nineteen-year-old Mary Fleszar did not return
to her apartment, which was located just a few
blocks from the Eastern Michigan University (EMU)
campus in Ypsilanti, Michigan. Mary was a student at
the university. As is the case in most missing person
investigations, the first task for investigators was to
determine when and where she was last seen. In
reconstructing the last known whereabouts of Mary,
an EMU police officer recalled seeing a girl matching
her description walking near campus at about
8:45 p.m. the night before she was reported missing.
She was alone. Another witness reported he had seen
the girl at about 9:00 p.m. that same night in the same
area, walking on the sidewalk. The witness reported
that a car had driven up next to her and stopped.
According to report the witness gave, the only person
in the vehicle was a young man, and the vehicle was
bluish-gray in color, possibly a Chevy. The witness said
it appeared that the young man inside the car said
something to Mary, she shook her head, and the car
drove off. Shortly thereafter, the same car passed the
witness’s house again and pulled into a driveway in
front of Mary, blocking her path. Mary walked around
the back of the car and continued down the sidewalk.
The car pulled out of the driveway and, tires squealing,
drove down the street. At this point the witness lost
sight of Mary and the vehicle. Mary was never again
seen alive.
On August 7, 1967, a heavily decomposed nude body
was found on farmland two miles north of Ypsilanti.
The body was identified as Mary Fleszar through
dental records. It was clear to investigators that the
cause of death was certainly not natural, accidental,
or suicide, given the area.
Capitalism emphasizes fostering individualism while socialism emphas.docxhacksoni
Capitalism emphasizes fostering individualism while socialism emphasizes collectivism. A major criticism of capitalism is that it creates an unequal distribution of resources and income within society because of its focus on individualism over collectivism. However, a major criticism of socialism is that it lacks the incentives necessary for greater innovation thus preventing an economy from achieving a level of productivity to adequately support society.
Questions:
A. Why do socialist countries typically have difficulty keeping up with the technological innovations of capitalist countries?
B. Would a society that emphasized a capitalist mode of production benefit by a moral framework that emphasized collectivism (i.e., emphasized greater consideration of others and society)? Why or why not?
Source: Copied & Paraphrased from Colander (2010): Macroeconomics, 8th edition
NOTE: Write your initial response with separate paragraph of no more than 5-7 complete, non-compound sentences for each part. Put each part into a separate paragraph. Subsequent responses must be no more than 10 complete, non-compound sentences.
All sources must be cited. Information should not be copied directly from any source.
.
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%%97
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SafeAssign Originality Report
Summer 2019 - InfoTech in a Global Economy (ITS-… • Week 14 - Written Assignment
%%98To t a l S c o r eTo t a l S c o r e:: High risk
Sunil Kumar Reddy Donuru
Submission UUID: ea534ac2-fa80-4378-4f9a-810b5a16c7a4
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1
H i g h e s t M a t c hH i g h e s t M a t c h
98 %
sdonuru_Assignment.docx
A v e r a g e M a t c hA v e r a g e M a t c h
98 %
S u b m i t t e d o nS u b m i t t e d o n
08/11/19
10:29 AM EDT
A v e r a g e W o r d C o u n tA v e r a g e W o r d C o u n t
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%%98Attachment 1
I n s t i t u t i o n a l d a t a b a s eI n s t i t u t i o n a l d a t a b a s e ( (33))
M y p a p e rM y p a p e r S t u d e n t p a p e rS t u d e n t p a p e r S t u d e n t p a p e rS t u d e n t p a p e r
G l o b a l d a t a b a s eG l o b a l d a t a b a s e ( (11))
S t u d e n t p a p e rS t u d e n t p a p e r
To p s o u r c e sTo p s o u r c e s ( (33))
E x c l u d e d s o u r c e sE x c l u d e d s o u r c e s ( (00))
View Originality Report - Old Design
Word Count: 944
sdonuru_Assignment.docx
11 44 33
22
11 M y p a p e rM y p a p e r 44 S t u d e n t p a p e rS t u d e n t p a p e r 22 S t u d e n t p a p e rS t u d e n t p a p e r
University of the Cumberlands
Sunil Reddy Donuru
Prof: Dr Jess Schwartz
The main purpose of this article is to show how the IT strategic emphases and IT investments can affect a firm’s profitability level and market
value. To further show the clear effect, the author used empirical tests founded from the documented information collected from over 300
firms in U.S. on this clear picture, the author concludes that organizations with a dual emphasis in their IT system have a higher Tobin's Q
than firms with an income or a cost emphasis at its mean estimation ventures. The author suggests that firms may decide on using IT strategic
emphasis for one reason alone and that is to moderate the strong correlation between IT investments and firm performance. The major
discovery of the research was that firms that have adopted dual-emphasis on IT strategies have a stronger IT–profitability relationship than sin-
gle-emphasis firms, these firms also have a stronger IT–Tobin’s Q relationship than firms that have adopted the revenue-emphasis strategy.
The conclusions from this research has been used all over the world by managers and business owners to help them in making informed deci-
sions on how to allocate assets for IT strategies that can efficiently support the overall goal of an organization. For average levels of IT ex-
penditure, a dual emphasis in IT strategy satisfies as long as a higher firm valuation, and a larger amount of IT speculations are made with d ...
IMFN experience in long-term, large-scale, multi-site experimentation and res...CIFOR-ICRAF
The International Model Forest Network (IMFN) is a global community of practice whose members work toward a common goal: the sustainable management of forest-based landscapes through the Model Forest approach. This presentation gives a brief overview of IMFN and of lessons learned from their experiences in long-term, large-scale, multi-site experimentation and research for sustainable forest management.
This presentation formed part of the CRP6 Sentinel Landscape planning workshop held on 30 September – 1 October 2011 at CIFOR’s headquarters in Bogor, Indonesia. Further information on CRP6 and Sentinel Landscapes can be accessed from http://www.cifor.org/crp6/ and http://www.cifor.org/fileadmin/subsites/crp/CRP6-Sentinel-Landscape-workplan_2011-2014.pdf respectively.
Driving Profitability With Sustainable Business Practices FinalBrad Barbera
Presentation from the 2009 Front End of Innovation Conference
Describes the theory and practice of initiating a formal sustainability program in an organizaztion.
To fully understand the presentation, it is best to download it, open it up in PowerPoint, and view it in the "Notes View" format. Full speaker's notes are included, explaining what was discussed in each slide.
Could you also please incorporate law review articles in your refe.docxvanesaburnand
Could you also please incorporate law review articles in your references. The reference list should contain 8-10 respectable sources such as reliable publications and .edu, .gov websites; Wikipedia cannot be used.
Introduction
· Advertising as a tool for representing company’s personality;
· Legal regulations of advertising then and now (a brief history of governmental regulations of advertising);
· If there is a strict set of regulations and laws why advertising scandals even occur? (ambiguity)
The main topic of the paper is to showcase the role of language in advertising and describe the potential legal consequences that may occur when using language incorrectly.
Arguments (paragraphs):
1. Consumers often confuse legality with ethics; not all ethical issues can be regulated legally
· Discuss the concepts of puffery, reasonable consumer, misleading advertising deceptive advertising;
· Commercial exaggeration is legal and it is not possible to legislate against emotional appeals;
· Consumers sometimes take company’s tagline or claim too literally;
2. Governmental and industry self-regulative laws are very complex and can be misinterpreted by the company
· Discuss FTC and advertising standards;
· Failure to define correctly product’s or service’s category sometimes lead to legal issues;
· A high lack of clarity for digital advertising since many laws were written prior to the spread of computers and Internet;
3. A very minor number of marketers and advertisers resort to violation of industry self-regulations and use of unethical tactics.
· Tough competition puts pressure on companies and forces them to create eccentric campaigns to break through the clutter;
· Industry is actively fighting the advertising fraud;
For the following court cases examples it is needed to refer to the actual court documents in addition to the articles:
Discuss the following court cases and incorporate in the context of the essay.
4. Whole Foods sued over false advertising of sugar in goods
http://www.foxnews.com/food-drink/2015/07/14/whole-foods-sued-over-false-advertising-sugar-in-goods.html
5. Red Bull Will Pay $10 To Customers Disappointed The Drink Didn’t Actually Give Them 'Wings' http://www.businessinsider.com/red-bull-settles-false-advertising-lawsuit-for-13-million-2014-10?r=UK&IR=T
6.Naked Juice Class Action Lawsuit Settlement Over Health Claims Means $9 Million For Consumers
http://www.huffingtonpost.com/2013/08/28/naked-juice-class-action-lawsuit_n_3830437.html
Conclusion
Running head: Critical thinking
Critical thinking 2
Critical thinking
Dennis Byrd
UOPX
Critical Thinking and Decision Making
Bridget Peaco
4/3/2017
Critical thinking is one of the most powerful tools which is used in evaluation and objective analysis of a scenario so as to form a judgment. It utilizes intellectual concepts, skillful conceptualization, synthesis, application, assessment and evaluation of issues before making a decision. A good example from by expe.
Managing Risk for Sustainability by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM)..
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
CAPSTONE CASE The Student will be required to read the Capstone.docxhacksoni
CAPSTONE CASE:
The Student will be required to read the Capstone Case (page 476 of the course text) and respond to the 15 questions on page 483 & 484. Each question will require no less than a one-page response with appropriate references in APA format double-spaced, Times New Roman 12point font. Capstone case is due December 5, 2018, @ 9:00AM.
476
Presented here is the description of a serial homicide investigation in the 1960s that involved
the sexually motivated murders of seven mostly college-aged women in Michigan. The
discussion provided here draws primarily on Edward Keyes’s, The Michigan Murders.1 The
case is longer and more detailed than the other From the Case File chapter introductions.
It can serve as a capstone discussion of many of the issues covered in Criminal Investigation,
including the basic problems of criminal investigation, the value of eyewitness identifica-
tions, the value of other evidence, the potential value of DNA evidence, how proof can be
established, and the impact of technology on investigations. Questions for discussion and
review are presented at the conclusion of the case.
Appendix
Capstone Case
Capstone CASE
The Coed Murders
The nightmare began on the evening of July 10, 1967,
when nineteen-year-old Mary Fleszar did not return
to her apartment, which was located just a few
blocks from the Eastern Michigan University (EMU)
campus in Ypsilanti, Michigan. Mary was a student at
the university. As is the case in most missing person
investigations, the first task for investigators was to
determine when and where she was last seen. In
reconstructing the last known whereabouts of Mary,
an EMU police officer recalled seeing a girl matching
her description walking near campus at about
8:45 p.m. the night before she was reported missing.
She was alone. Another witness reported he had seen
the girl at about 9:00 p.m. that same night in the same
area, walking on the sidewalk. The witness reported
that a car had driven up next to her and stopped.
According to report the witness gave, the only person
in the vehicle was a young man, and the vehicle was
bluish-gray in color, possibly a Chevy. The witness said
it appeared that the young man inside the car said
something to Mary, she shook her head, and the car
drove off. Shortly thereafter, the same car passed the
witness’s house again and pulled into a driveway in
front of Mary, blocking her path. Mary walked around
the back of the car and continued down the sidewalk.
The car pulled out of the driveway and, tires squealing,
drove down the street. At this point the witness lost
sight of Mary and the vehicle. Mary was never again
seen alive.
On August 7, 1967, a heavily decomposed nude body
was found on farmland two miles north of Ypsilanti.
The body was identified as Mary Fleszar through
dental records. It was clear to investigators that the
cause of death was certainly not natural, accidental,
or suicide, given the area.
Capitalism emphasizes fostering individualism while socialism emphas.docxhacksoni
Capitalism emphasizes fostering individualism while socialism emphasizes collectivism. A major criticism of capitalism is that it creates an unequal distribution of resources and income within society because of its focus on individualism over collectivism. However, a major criticism of socialism is that it lacks the incentives necessary for greater innovation thus preventing an economy from achieving a level of productivity to adequately support society.
Questions:
A. Why do socialist countries typically have difficulty keeping up with the technological innovations of capitalist countries?
B. Would a society that emphasized a capitalist mode of production benefit by a moral framework that emphasized collectivism (i.e., emphasized greater consideration of others and society)? Why or why not?
Source: Copied & Paraphrased from Colander (2010): Macroeconomics, 8th edition
NOTE: Write your initial response with separate paragraph of no more than 5-7 complete, non-compound sentences for each part. Put each part into a separate paragraph. Subsequent responses must be no more than 10 complete, non-compound sentences.
All sources must be cited. Information should not be copied directly from any source.
.
Capitão et al. Translational Psychiatry ( 2019) 930 httpsdoi.docxhacksoni
Capitão et al. Translational Psychiatry ( 2019) 9:30
https://doi.org/10.1038/s41398-018-0332-2 Translational Psychiatry
ARTICLE
Open Access
A single dose of fluoxetine reduces neural limbic responses to anger in depressed adolescents
Liliana P. Capitão1,2, Robert Chapman1,2, Susannah E. Murphy1,2, Christopher-James Harvey1, Anthony James1,2,
Philip J. Cowen1,2 and Catherine J. Harmer1,2Abstract
Depression in adolescence is frequently characterised by symptoms of irritability. Fluoxetine is the antidepressant with the most favourable benefit:risk ratio profile to treat adolescent depression, but the neural mechanisms underlying antidepressant drugs in the young brain are still poorly understood. Previous studies have characterised the neural effects of long-term fluoxetine treatment in depressed adolescents, but these are limited by concurrent mood changes and a lack of placebo control. There is also recent evidence suggesting that fluoxetine reduces the processing of anger in young healthy volunteers, which is consistent with its effect for the treatment of irritability in this age group, but this remains to be investigated in depressed adolescents. Here we assessed the effects of a single, first dose of 10 mg fluoxetine vs. placebo on neural response to anger cues using fMRI in a sample of adolescents with Major Depressive Disorder (MDD) who had been recently prescribed fluoxetine. As predicted, adolescents receiving fluoxetine showed reduced activity in response to angry facial expressions in the amygdala-hippocampal region relative to placebo. Activity in the dorsal anterior cingulate cortex (dACC) was also increased. No changes in symptoms were observed. These results demonstrate, for the first time in depressed adolescents, that fluoxetine has immediate neural effects on core components of the cortico-limbic circuitry prior to clinical changes in mood. The effect on anger is consistent with our previous work and could represent a key mechanism through which fluoxetine may act to alleviate irritability symptoms in adolescent depression.
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Introduction
Adolescence is a developmental period in which the risk of experiencing psychological disorders increases significantly. Depression is common during this age period, being associated with a high rate of recurrence and significant risk of suicide1,2. Clinically, adolescents with depression display the same symptoms as seen in adulthood, but there are some key differences: depressed youth often exhibit irritability rather than (or in addition to) low mood. This is reflected in the high rates of irritability reported in community and clinical youth samples with depression, varying between 30 and 85%3–5. For this
reason, irritability is included as a cardinal symptom in the diagnosis of Major Depressive Disorder (MDD) among children and adolescents but not adults6. More recently, irritability has also been recognised as a core.
Capital-Equipment BudgetingCapital-equipment budgeting is typica.docxhacksoni
Capital-Equipment Budgeting
Capital-equipment budgeting is typically related to the expansion of current services. This type of budget must be justified and requires a viability or return on investment analysis. Evaluate the advantages and disadvantages of financing options (e.g., mortgages and loans; lines of credit, leases; bond financing) for a specified capital improvement or equipment project.
Resources
Readings
1. Textbook:
Dropkin, M., Halpin, J., & LaTouche, B. (2007).
The budget-building book for nonprofits
(2nd ed.). Jossey-Bass.
Chapter 16: Allocating Administrative, Overhead, and Shared Costs
Chapter 17: Revising Draft Operating Budgets
Chapter 18: Zero-Based Budgeting (ZBB)
Chapter 19: Capital Budgeting
2. Video:
Rae, W, [ehowfinance]. (2009, February 6). Making a Budget: How to Create a 0-Based Budget [Video File]. Retrieved from
https://youtu.be/4HNFnNrSNjA (Links to an external site.)
Recommended Readings
1. Websites:
SAMHSA. (n.d.) Grants. Substance Abuse and Mental Health Services Administration. Retrieved from
https://www.samhsa.gov/Grants (Links to an external site.)
National Institute of Health (NIH). (2015). Grants and funding: NIH's central resource for grants and funding information. National Institute of Health (NIH). Retrieved from
http://grants.nih.gov/grants/oer.htm
.
Capital StructureCreate an argument for a publically traded heal.docxhacksoni
Capital Structure
Create an argument for a publically traded health care organization to issue stocks or bonds as part of its capital structure. Provide support for your position.
Imagine that a publicly traded health care organization has just experienced a downgrade in its credit rating from a rating agency, such as Moody’s or Standard & Poor’s. Determine the most likely impact that this event would have on the publically traded health care organization. Indicate an approach that management could take to minimize the impact that you have determined. Provide support for your rationale.
Use at least one reference:
.
Capital RationingCompare and contrast the Internal Rate of Retur.docxhacksoni
Capital Rationing
Compare and contrast the Internal Rate of Return (IRR), the Net Present Value (NPV) and Payback approaches to capital rationing. Which do you think is better? Why? Provide examples and evidence from two articles from ProQuest to support your position. Your post should be 200-250 words in length.
.
Capital Investment EvaluationSelect one of the capital investmen.docxhacksoni
Capital Investment Evaluation
Select one of the capital investment evaluation methods described in Chapter 10 of your text. Fully explain the capital evaluation method’s strengths and weaknesses. Take a position and defend the use of your selected method. Be sure to use at least two scholarly sources to support your position. Your initial post should be 200-250 words.
.
Capital Investment 5Sources of Finance for the Proposed .docxhacksoni
Capital Investment 5
Sources of Finance for the Proposed CI Project and the Gap between the Theory and Practice of Capital Budgeting
By
Course
Tutor
University
City/State
Date
Introduction Comment by Ufuk Misirlioglu: No need along introduction, and add a very limited contribution.
Capital budgeting is one of the key processes businesses use to determine the potential of projects succeeding or failing to recuperate the initial financial investments. The process is very critical when large companies want to expand or introduce huge assets, which probably require colossal amounts of first cash investment as well as maintenance. These investments and projects can range from constructing massive new production plants to other long-term schemes. In such instances, business capital investment managers often spend a significant amount of time assessing the new project’s prospective lifetime success, including the cash outflows and inflows. This investment appraisal process is important in evaluating whether the potential outcomes or revenues generated can meet the target benchmark.
After achieving a successful capital budgeting plan, it is critical that a firm evaluates its prospective financial sources to fund the proposed projects. For example, based on its financial position, the projected amount of investment capital, and the repayment duration, an organization can either opt for a bank loan or sells its equity to other potential investors. That being said, Foster Construction Ltd needs to assess a wide range of possible financiers to support the purchase of the new ALII. This paper, therefore, mainly discusses some of these capital financing proposals the company can explore, with the last section detailing the existing gap between theory and practice of capital budgeting.
Discussion
A. Sources of Finance for the Proposed CI Project
Foster is a reputable company and boasts of a sizeable annual revenue-meaning that the firm cannot struggle to pay its debts. We truly have quite a range of options that can assist us to fund the new ALII capital project as a private firm. The following are some of the two most viable financial alternatives for the organization:
Firstly, I propose we obtain a short-term loan, probably payable within four years, from a renowned financial institution or commercial bank. I strongly believe a short-term loan can assist the Foster Construction Ltd to buy and maintain the modern ALII crane and restore the old one for the next four years. However, there are critical factors that must be considered before identifying the right financier and the amount we can apply. Current and projected inflation rates in the country will definitely play a central role. We must also consider the interest rates offered by each particular organization to determine the lowest repayable amount within the four years. Comment by Ufuk Misirlioglu: Mismatch. Comment by Ufuk Misirlioglu: This is not a short-term. Comment by .
Capital Investment Case Waterways Corporation is a private.docxhacksoni
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
Capital Budgeting ProcessComplete an APA-formatted two-page paper .docxhacksoni
Capital Budgeting Process
Complete an APA-formatted two-page paper (not including the title and reference pages) answering the following questions.
Organizations that decide to issue bonds generally go through a series of steps. Discuss the six steps.
An alternative to traditional equity and debt financing is leasing. Leasing is undertaken primarily for what purposes?
Discuss the two major types of leases.
Discuss the terms short-term borrowing and long-term financing.
What are the primary sources of equity financing for not-for-profit healthcare organizations?
The capital budgeting process occurs in several stages, but generally includes what?
Discuss and list the three discounted cash flow methods.
.
Can We Know the Universe The following excerpt was publ.docxhacksoni
Can We Know the Universe?
The following excerpt was published in Broca's Brain (1979).
by Carl Sagan
"Nothing is rich but the inexhaustible wealth of nature. She shows us only
surfaces, but she is a million fathoms deep." — Ralph Waldo Emerson
Science is a way of thinking much more than it is a body of knowledge.
Its goal is to find out how the world works, to seek what regularities
there may be, to penetrate the connections of things—from subnuclear
particles, which may be the constituents of all matter, to living
organisms, the human social community, and thence to the cosmos as a
whole. Our intuition is by no means an infallible guide. Our
perceptions may be distorted by training and prejudice or merely
because of the limitations of our sense organs, which, of course,
perceive directly but a small fraction of the phenomena of the world.
Even so straightforward a question as whether in the absence of friction
a pound of lead falls faster than a gram of fluff was answered
incorrectly by Aristotle and almost everyone else before the time of
Galileo. Science is based on experiment, on a willingness to challenge
old dogma, on an openness to see the universe as it really is.
Accordingly, science sometimes requires courage—at the very least the
courage to question the conventional wisdom.
Beyond this the main trick of science is to really think of something: the
shape of clouds and their occasional sharp bottom edges at the same
altitude everywhere in the sky; the formation of the dewdrop on a leaf;
the origin of a name or a word—Shakespeare, say, or "philanthropic";
the reason for human social customs—the incest taboo, for example;
how it is that a lens in sunlight can make paper burn; how a "walking
stick" got to look so much like a twig; why the Moon seems to follow us
as we walk; what prevents us from digging a hole down to the center of
the Earth; what the definition is of "down" on a spherical Earth; how it
is possible for the body to convert yesterday's lunch into today's muscle
and sinew; or how far is up—does the universe go on forever, or if it
does not, is there any meaning to the question of what lies on the other
side? Some of these questions are pretty easy. Others, especially the
last, are mysteries to which no one even today knows the answer. They
are natural questions to ask. Every culture has posed such questions in
one way or another. Almost always the proposed answers are in the
nature of "Just So Stories," attempted explanations divorced from
experiment, or even from careful comparative observations.
But the scientific cast of mind examines the world critically as if many
alternative worlds might exist, as if other things might be here which
are not. Then we are forced to ask why what we see is present and not
something else. Why are the Sun and the Moon and the planets
spheres? Why not pyramids, or cubes, or dodecahedra? Why not
irregular, jumbly shapes? Why so sym.
Capital Budgeting and Dividend PolicyWe examined two very import.docxhacksoni
Capital Budgeting and Dividend Policy
We examined two very important topics in finance this week; Capital Budgeting and Dividend Policy.
Critically reflect on the importance of selecting the right projects in which to invest capital. Do we always select those projects that have the highest return on investment? What other factors play into capital budgeting decisions?
We also looked at dividend policy. What incentive is there for a company to pay dividends? What signals does dividend policy provide to investors?
.
Cape Town contends with worst drought in over a century By D.docxhacksoni
Cape Town contends with worst drought in over a century
By Derek Van Dam, CNN Meteorologist
Updated 1:35 PM ET, Thu June 1, 2017
(CNN)The worst drought in a century is forcing the most stringent water restrictions ever implemented
for South Africa's second largest city.
Cape Town has less than 10% of its useable water remaining for its nearly 4 million residents. The city
is implementing Level 4 water restrictions, which ask residents to limit daily usage to 100 liters (26
gallons) per person. The measure is meant to reduce demand and conserve what little water is still
available and means significant sacrifices for residents.
http://www.capetown.gov.za/media-and-news/Water%20resilience%20a%20heightened%20approach%20to%20avoiding%20water%20shortages%20and%20achieving%20long-term%20water%20security
For Cape Town resident Suzanne Buckley, the restrictions mean adapting to a new lifestyle.
"We have buckets in our shower and bathroom sink to save excess water," Buckley said. "The gray
water is then used to flush our toilets."
The restrictions are in effect across the city in an aggressive effort to preserve its remaining drinking
water, but it may not be enough. South Africa ranks as the 30th driest country in the world and is
considered a water-scarce region. A highly variable climate causes uneven distribution of rainfall,
making droughts even more extreme.
Speaking to CNN, Cape Town Executive Mayor Patricia de Lille explained her concerns about the
growing water crisis. "Climate change is a reality and we cannot depend on rainwater alone to fill our
dams but must look at alternative sources like desalination and underground aquifers."
The Western Cape, one of the country's nine provinces and home to Cape Town, experiences its
annual rainy season during the winter months (June-September). Capetonians are likely several weeks
away from any substantial, drought-relieving rainfall. Even then, predictions are dire for this winter as a
potential El Niño develops off the west coast of South America, according to the Climate Prediction
Center. If El Niño does materialize, it would have a negative effect on rainfall across the Western Cape.
Severe water restrictions
The average American uses between 80 and 100 gallons (302-378 liters) of water per day. This
includes flushing toilets, taking showers or baths, brushing teeth, running dishwashers and
watering lawns.
Imagine restricting daily water use to 25 gallons. Some of the most basic tasks involving water that
we take for granted would be eliminated or severely restricted.
For Cape Town resident Kathy Basso, saving water has meant adopting the "if it's yellow let it mellow, if
it's brown flush it down campaign," a simple and effective measure that saves nearly 10 liters of water
per flush, and has been promoted by city officials.
Hotels across the city are closing their pools and asking patrons to be water .
Cape Cod Wind project Please respond to the followingThe Cape.docxhacksoni
"Cape Cod Wind project" Please respond to the following:
The Cape Cod Wind Project is not only an important environmental issue, but also an important political one. From the e-Activity, either justify or challenge the appropriateness of the government's influence. Provide an argument to justify your position.
"Cape Cod Town Upset About Planned Wind Farm." WCVBtv. 1 October 2010. YouTube. (2 min 54 s), Then use the Internet or the Strayer Library to research the government's role in the Cape Cod Wind Project. Be prepared to discuss.
.
Capella Career Center Last updated 62216 1 COMPE.docxhacksoni
Capella Career Center | Last updated: 6/22/16 1
COMPETENCY TRANSLATOR
FROM THE CAPELLA CAREER CENTER
COMPETENCY TRANSLATOR
This resource provides a format for capturing what you learn throughout your program and documenting how you have demonstrated
the skills required for your positions of interest. Possible uses for this information include: resume accomplishment statements,
interview responses, performance review conversations, promotion proposals, and salary negotiations.
View the Competency Translator Example to see sample language.
The purpose of Chart 1 below is to encourage you to reflect on and record what you’ve learned and how you might apply it in your
career. Start early in your program so you can easily refer to the information throughout (and after) your program!
Course name
(Optional:
Include
description
from catalog)
List of required
competencies
(From competency
map in course)
Key project/
Demonstration of
learning/Skills acquired
(Be specific as this could be
included in resume and
performance review)
Possible application
of learning
(Where and how could
you apply this
learning?)
Actual
application of
learning
(Where and how
did you apply
this)?
Artifact
example
(I.e. proposal,
lesson plan, or
budget)
Career goal
check in
(How has
this class
influenced your
career goal?)
http://assets.capella.edu/campus/career-center/competency-translator.pdf
Capella Career Center | Last updated: 6/22/16 2
COMPETENCY TRANSLATOR
FROM THE CAPELLA CAREER CENTER
Chart 2 prompts you to research the skills required for specific jobs and identify how you demonstrate those skills.
Job or career goal
of interest
Requisite skill
(Find on job posting,
LinkedIn profiles, and
networking)
Best demonstration of
each skill
(Reflect on degree
program, volunteer and
work experience)
CARD example
(Write specific example in bullet or narrative form
using CARD format)
Challenge – Problem, goal, or requirement in the
example
Action – Specific actions you took to resolve the challenge, solve the
problem or meet the requirement
Result –Benefit resulting in specific and measurable terms
Details* - Clarifying details to provide context, consider these
questions: how many, how much, how long, and how often.
Artifact example
(List tangible item such as
proposal, lesson plan, or
budget) to highlight on
LinkedIn, website, or
portfolio
Refer to the following resources for more information on how to leverage your academic learning to reach your career goals!
Please help us: Share your quick feedback on this tool!
Competencies in Action Resumes Cover letters Portfolio and Work Samples Interviewing
https://capellauniversity.co1.qualtrics.com/SE/?SID=SV_d0uqwTRLcoq6kS1
http://assets.capella.edu/campus/career-center/competencies-in-action.pdf
https://campus.capella.edu/web/career-center/job-search-tools/resumes
https://campus.
Cape Town Water Crisis and the Efficient Use of Scarce Water B.docxhacksoni
Cape Town Water Crisis and the Efficient Use of Scarce Water
By: Peter Ferrara
Cape Town Water Crisis Overview
As far back as 1990, water scarcity was talked about in South Africa, with an article in the Cape Times predicting the city would run out of water in 2007
Since then rapid population growth has played a role in the water conversation
From 1995 to 2018 Cape Town’s Population grew 79%
Population not sits at close to 4 million people including the greater metropolitan area
2014: cities water supply is 71.9%
2015: dropped all the way to 50% total capacity
May 2017: water levels reach low of 10% capacity
Water Restriction Timeline
South Africa experienced a once in a century drought from 2015-late 2017
Water restrictions
Jan. 1, 2016- level 2
Nov. 1, 2016- level 3, no use of hoses or sprinklers in residential areas
Jun. 1 2017- level 4, water usage limited to 100L/person/day
Sep. 3, 2017- level 5, water usage limited to 50L/person/day
By Christmas Day 0 was set for April 21 2018
> Day 0 is the day when municiple water supplies would largely be shut off and residents would have to rely on 140 water collection points throughout the city to collect their water ration of 25 L/person/day
> Day 0 was eventually moved back to May, then June, then July and eventually postponed to an undisclosed date in 2019
> while the intense drought has largely finished Cape town in not yet free of water scarcity
Tourism
According to the Tourism Satellite Account for South Africa report, tourism directly contributed to 2.9% of GDP in 2016
This may seem small however, the tourism sector is now a larger GDP driver than Agriculture
Despite pressure from the drought, the tourism sector saw a net gain of 40,000 jobs from 2012 to 2016
Additionally it is hard to fully estimate how much revenue tourism generates because certain actions by tourists are categorized differently in GDP (buses and trains fall under transportation)
Where does Cape Town go from here?
While the drought may be considered over, Cape Town and South Africa in general most take further precautions to prevent a crisis like this happening again
Recognizing that tourism is an essential driver of South Africa’s GDP, Cape Town must include its water usage in any and all water conservation methods moving forward.
Possible solutions
Desalination Centers
Cape Town has already released funding to build 3 emergency desalination plants
More Efficient Dam Drainage Systems
Roughly 10% of their main water supply is unusable because it is too difficult to drain from the dam
References
Flynn, Jaqueline. “How Cape Town Defeated Day Zero-for Now.” Pulitzer Center, 23 Oct. 2018
“Chapter 9.” Environmental and Natural Resource Economics, by Thomas H. Tietenberg, Taylor & Francis Group, 2018, pp. 208–212.
Africa, Statistics South. “How Important Is Tourism to the South African Economy?” Statistics South Africa, 26 Mar. 2018, www.statssa.gov.za/?p=11030.
Env.
Cantu was hired as a special education teacher by the San Benito Con.docxhacksoni
Cantu was hired as a special education teacher by the San Benito Consolidated Independent School District under a one-year contract for the 1990–91 school year. On August 18, 1990, shortly before the start of the school year, Cantu hand-delivered to her supervisor a letter of resignation, effective August 17, 1990. In this letter, Cantu requested that her final pay- check be forwarded to an address in McAllen, Texas, some 50 miles from the San Benito office where she tendered the resignation. The San Benito superinten- dent of schools, the only official authorized to accept resignations on behalf of the school district, received Cantu’s resignation on Monday, August 20. The superintendent wrote a letter accepting Cantu’s resig- nation the same day and deposited the letter, properly stamped and addressed, in the mail at approximately 5:15 pm that afternoon. At about 8:00 am the next morning, August 21, Cantu hand-delivered to the superintendent’s office a letter withdrawing her res- ignation. This letter contained a San Benito return ad- dress. In response, the superintendent hand-delivered that same day a copy of his letter mailed the previous day to inform Cantu that her resignation had been ac- cepted and could not be withdrawn. The dispute was taken to the state commissioner of education, who concluded that the school district’s refusal to honor Cantu’s contract was lawful, because the school district’s acceptance of Cantu’s resignation was ef- fective when mailed, which resulted in the formation of an agreement to rescind Cantu’s employment con- tract. Cantu argued that the mailbox rule should not
apply because her offer was made in person and the superintendent was not authorized to accept by using mail. Is this a good argument
.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How libraries can support authors with open access requirements for UKRI fund...
CAPS794 Presentation RubricLearning Outcome Assess the leader.docx
1. CAPS794 Presentation Rubric
Learning Outcome: Assess the leadership, human resources and
organizational development needs associated with a firm’s
strategic goals.
Presentation Content:
Your presentation is based on Greenwood Resources, Case #8
and should include:
· A Power Point presentation MUST also be included in
conjunction with your Video
· An introduction and conclusion/recommendations must be
included
· A brief overview of the case
· Applying concepts from Chapter 7 analyze their international
strategy (reason for international expansion, entry mode,
international strategy, etc.)
· Integrating concepts from chapter 8 discuss how Greenwood
Resources adopted entrepreneurial strategies in its quest for
growth.
· Must include references and citations when the thoughts or
ideas are not your own
APA format
Add recording notes in the note section of the powerpoint below
each slide, explaining in detail what the slide is explain.
This is not just SLIDES…. There has to be details that I will
2. read on video explaining the context.. and it should flow as if
you were giving a presentation in person
Levels of Achievement
Criteria
Does Not Meet Expectations or Missing
Needs Improvement
Meets Expectations
Demonstrates Mastery
Introduction and Conclusion
Weight 5%
0 to 72%
Introduction or Conclusion were missing.
73 to 79%
Failed to introduce self or purpose. Abrupt ending with no
referencing.
80 to 93%
Introduced topic, purpose and self. General summary with
appropriate referencing.
94 to 100%
Introduced topic, purpose and self along with an effective
attention getter. Conclusion reinforced main points, appropriate
referencing.
Body of the Presentation
Weight 50.00%
0 to 72 %
Several content areas are missing OR content areas are not
addressed at the level of detail required.
73 to 79 %
A required content area may be missing OR some content
3. demonstrates weak understanding of concepts being assessed
and could be expanded upon.
80 to 93 %
Adequately addresses all required content areas (case overview,
international strategies, and entrepreneurial strategies) in detail
demonstrating a basic understanding of the concepts being
assessed.
94 to 100 %
Addresses all required content areas (case overview,
international strategies, and entrepreneurial strategies) in great
detail demonstrating a strong understanding of the concepts
being assessed.
Presentation Design
Weight
15%
0 to 72 %
Several content areas are not supported with information from
the sim or textbook
73 to 79 %
Information from the simulation or the text is barely used or not
used appropriately.
80 to 93%
Information from the simulation and the textbooks is used
appropriately to support discussion and decisions.
94 to 100 %
Information from the simulation and the textbook is always used
appropriately to support discussion and decisions with a high
level of application to sim results.
4. Organization and Flow
Weight 10%
0 to 72 %
Information is not organized in a clear, logical way. It is easy to
not easy to anticipate the next slide, there are no transitions OR
the presentation is less than 8 minutes or greater than 10
minutes.
73 to 79 %
Information is somewhat organized in a clear, logical way.
There are some transitions, and presentation is 8-10 minutes.
80 to 93 %
Information is organized in a clear, logical way. It is easy to
anticipate the next slide, good use of transitions, and
presentation is 8-10 minutes.
94 to 100 %
Information is extremely well organized. It is easy to anticipate
the next slide, excellent use of transitions, and presentation is
8-10 minutes.
Communication
Weight 20%
0 to 72%
Does not communicate effectively. Show little or no knowledge
of written, interpersonal, and oral communication with targeted
audience
73 to 79%
5. Communicates somewhat effectively demonstrating some
knowledge of written, interpersonal, and oral communication
with targeted audience.
80 to 93%
Communicates effectively demonstrating knowledge of written,
interpersonal, and oral communication with targeted audience
94 to 100%
Communicates effectively demonstrating mastery of written,
interpersonal, and oral communication with targeted audience
CASES
CASE 8
GREENWOOD RESOURCES: A GLOBAL SUSTAINABLE
VENTURE IN THE MAKING*
“Money still grows on trees.”
—Larry Light, Deputy Editor for Personal Finance, Wall Street
Journal1
“The answer to some of the world’s most pressing concerns
(global warming, alternative energy, sustainable forestry) lies in
one of the earth’s most renewable resources—trees.”
—GreenWood Resources, Inc.2
Jeff Nuss and other senior managers of GreenWood Resources,
Inc., emerged after a long deliberation from the conference
room in their headquarters in Portland, Oregon, in June 2010.
On the one hand, they were inspired by their global vision to
build “a resource that lasts forever” and their belief the
company, with nearly 70 employees, was finally taking off after
almost 10 years of persistent efforts in building the key
elements (opportunity, people, resources, and business
networks) for a successful tree plantation venture. On the other
hand, they had just finished a grueling meeting during which
they found it hard to reach a consensus on how to proceed with
6. two strategic investment alternatives in rural China.
Since 2000, Jeff and several other senior managers had traveled
to China on numerous occasions. The process of making a deal
in the Chinese forest industry had proven to be more time-
consuming than anticipated. Complex ownership structures,
underdeveloped farming systems, and emerging, sometimes
equivocal and unpredictable, government policies characterized
the forest industry in China. Chinese farmers who embraced
business models and management styles far different than those
in the United States posed additional complications.
By March 2009, GreenWood had assessed some 20 potential
investment projects in China. The Luxi and Dongji projects
passed the initial phase of screening and became the company’s
top priorities. The due diligence on these two projects had been
extensive, lasting over a year, but both projects still faced
considerable obstacles and even potential deadlock. In June
2010, Jeff and his senior management team were still weighing
the pros and cons of the two projects, which had been the
subject of their last management meeting. They felt that
GreenWood needed to proceed carefully to ensure the
company’s sustainable business criteria (rather than its financial
return per se) were met in China but also realized the company
needed to show some progress to its major investor in China,
Oriental Timber Fund Limited. Jeff needed to bring a
recommendation from his senior management team to the
investment committee comprising himself and two
representatives from Oriental. The decision deadline was
approaching. Jeff anticipated that the next senior management
meeting would result in a recommendation. Should GreenWood
choose one of the two projects?
GreenWood Resources, Inc.
Founding of the Venture
In 1998, after 12 years of experience with CH2M Hill3 as a
bioresources engineer, Jeff Nuss, a native Oregonian, decided to
start his own venture, GreenWood Resources, Inc., specializing
in the development and management of high-yield, fast-growing
7. tree plantations. Having looked into other potential businesses
such as a golf course and a winery, he was eventually
convinced, based on his education and years of experience
working with poplar tree farms, that investments in tree
plantations held great promise for the future (see Appendix 1
for background industry information).
Jeff’s plan was to help institutional investors (pension funds,
endowments, insurance companies, etc.) and wealthy
individuals invest in professionally managed high-yield, short-
rotation tree farms (Exhibit 1 illustrates tree rotation length and
yield of several representative tree species). He wanted to
operate farms in accordance with Forest Stewardship Council
(FSC) certification. FSC’s objective was to conserve biological
diversity and enhance the long-term social and economic well-
being of forest workers and local communities (see Exhibit 2).
Firms with FSC certificates were rare because the standards
were stringent, often leading to higher operating costs. For
example, FSC required the use of less toxic pesticides and
herbicides, which were more expensive. It prohibited the use of
genetically modified trees. It also demanded that 10 percent of
tree farms be reserved for native habitats. At the same time,
however, the economic benefits were uncertain because most
end users of wood products were not necessarily willing to pay
a premium price for FSC-certified products. Nevertheless, Jeff
felt it was the right thing to do. “At the end of the day, we do
what we believe (is right).”
page C33
EXHIBIT 1 Tree Rotation Length and Yield
The figure shows that eucalyptus and hybrid poplar ripen for
harvest much faster than other species.
Source: GreenWood’s brochure.
EXHIBIT 2 Forest Stewardship Council (FSC) Principles and
Criteria for Forest Management
8. 1 Compliance with laws and FSC principles and criteria. Forest
management shall respect all applicable laws of the country in
which they occur, and international treaties and agreements to
which the country is a signatory, and comply with all FSC
principles and criteria.
2 Tenure and use rights and responsibilities. Long-term tenure
and use rights to the land and forest resources shall be clearly
defined, documented, and legally established.
3 Indigenous people’s rights. The legal and customary rights of
indigenous people to own, use, and manage their lands,
territories, and resources shall be recognized and respected.
4 Community relations and workers’ rights. Forest management
operations shall maintain or enhance the long-term social and
economic well-being of forest workers and local communities.
5 Benefits from the forest. Forest management operations shall
encourage the efficient use of the forest’s multiple products and
services to ensure economic viability and a wide range of
environmental and social benefits.
6 Environmental impact. Forest management shall conserve
biological diversity and its associated value, water resources,
soil, and unique and fragile ecosystems and landscapes, and, by
so doing, maintain the ecological functions and the integrity of
the forest.
7 Management plan. A management plan—appropriate to the
scale and intensity of the operations—shall be written,
implemented, and kept up to date. The long-term objectives of
management, and the means of achieving them, shall be clearly
stated.
8 Monitoring and assessment. Monitoring shall be conducted—
appropriate to the scale and intensity of forest management—to
assess the condition of the forest, yields of forest products,
chain of custody, management activities, and their social and
environmental impact.
9 Maintenance of high-conservation-value forests. Management
activities in high-conservation-value forests shall maintain or
enhance the attributes which define such forests. Decisions
9. regarding high-conservation-value forests shall always be
considered in the context of a precautionary approach.
10 Plantations. Plantations shall be planned and managed in
accordance with Principles and Criteria 1–9, and Principle 10
and its Criteria. While plantations can provide an array of social
and economic benefits, and can contribute to satisfying the
world’s needs for forest products, they should complement the
management of, reduce pressures on, and promote the
restoration and conservation of natural forests.
Source: Austin and Reficco 2006.4
page C34
Key Milestones: Building Research Expertise and the
Management Team
Looking back, Jeff recalled several key milestones for
GreenWood. Having founded GreenWood with his limited
personal wealth, Jeff’s first milestone occurred when he
convinced a large Oregon family office5 to acquire an existing
poplar plantation. As a result of this acquisition, GreenWood
not only earned a steady fee through managing the poplar
plantation assets for the family office but also inherited a group
of staff experienced in plantation management. The head of this
group was Dr. Brian Stanton, a renowned expert in poplar
hybridization and genetic improvement. Over the years, Dr.
Stanton’s research team had developed dozens of poplar
varieties characterized by high growth rate, strong pest
resistance, high wood density, and broad site adaptability.
The second milestone came in 2002. On behalf of the family
office, GreenWood helped sell the poplar plantation to GMO
Renewable Resources, a large timber investment management
organization (TIMO). Despite the ownership change,
GreenWood remained the management company, taking care of
the plantation assets. This enhanced the company’s credibility
and stature and helped initiate a business model which
integrated tree improvement, nurseries, tree farm operations,
10. product (i.e., log, lumber, chips) sales, and trading and
ecosystem services (i.e., monetizing carbon credits, biodiversity
credits, water quality, and renewable energy credits and
managing land for total ecosystem value).
Other milestones included the formation of a seasoned
management team and the development of a series of strategic
relationships. In the course of formulating a viable global
business plan and raising capital, Jeff was able to successfully
put together what he believed was a highly competent
management team (see Exhibit 3 for management team
biographies and Exhibit 4 for the organizational structure). For
example, Hunter Brown, a veteran operational manager with
experience in Asia, joined GreenWood as the chief operating
officer. Brian Liu, a Chinese American with years of experience
working for the Oregon State Department of Agriculture
(responsible for the forest industry), was recruited to lead the
company’s China operations. Brian had supported GreenWood’s
endeavors while visiting China as a state government official,
and he had been convinced to leave his stable government
position to join GreenWood in 2005. In reflecting on his success
in recruiting people, Jeff said:
EXHIBIT 3 Executive Management Team Biographies, 2010
Jeff Nuss is the founder, chairman, and CEO of GreenWood
Resources, Inc., and its subsidiaries and is directly responsible
for the leadership and strategic direction of the company. He is
a leading industry spokesman and advocate for novel methods
of sustainable timber production and serves on the boards of the
World Forestry Center, Agribusiness Council, and Western
Hardwood Council. He received a BS in bioresource engineering
and an MS in resource management and policy within the Civil
Engineering Department of Oregon State University.
Hunter Brown is chief operating officer of GreenWood
Resources, Inc. Prior to joining GreenWood, he was executive
vice president for PACCESS, a global supply chain services
management firm. He has extensive business experience in Asia.
Hunter received a BS in forestry from the University of the
11. South and an MS in forestry from Duke University, and he
completed the Executive Program at the Darden School of
Business at the University of Virginia.
Lincoln Bach is corporate controller of GreenWood Resources,
Inc. Prior to joining GreenWood, he was corporate controller
for an international family-wealth-management firm. He had
previously served as an audit manager at Deloitte & Touche. He
received a BS in accounting from Linfield College and is a CPA
and CFP professional.
Brian Stanton is managing director of Tree Improvement Group
& Nurseries at GreenWood Resources, Inc. For 20 years, he has
overseen the technological developments for poplar on
commercial tree farms in the U.S. where he has produced over
40,000 varieties of hybrid poplar that have been tested
throughout Chile, China, Europe, and the United States. Brian is
the chair of the Poplar and Willow Working Party for the
International Union of Forest Research Organizations. He
received a BS in biology from West Chester State College, an
MS in forestry from the University of Maine, and a PhD in
forest resources from Pennsylvania State University.
Don Rice is managing director of Resource Management Group
at GreenWood Resources, Inc. Previously, Don was the Oregon
poplar resource and manufacturing manager for Potlatch
Corporation. Don has a degree in agricultural engineering from
Washington State University.
Jake Eaton is managing director of resource planning and
acquisitions at GreenWood Resources. He worked for 21 years
with Potlatch Corporation. Jake has extensive global experience
in short-rotation tree farm silviculture. He holds a BS in forest
management from Oregon State University and an MS in
silviculture and genetics from University of Montana.
Brian Liu is vice president and general manager of GreenWood
Resources, Inc.’s China Operations. Previously, as an
international trade representative for the State of Oregon
Department of Agriculture, he successfully led the U.S.
negotiation teams in opening the Chinese market for Oregon
12. agricultural products. Brian was born and raised in Guangdong,
China, and moved to the U.S. at the age of 14. He holds a BS in
finance and an MBA in international management from Portland
State University. He is fluent in English, Mandarin, and
Cantonese.
Source: GreenWood Resources, Inc.
Chapter
8
Entrepreneurial Strategy and Competitive Dynamics
After reading this chapter, you should have a good
understanding of the following learning objectives:
LO 8-1
The role of opportunities, resources, and entrepreneurs in
successfully pursuing new ventures.
LO 8-2
Three types of entry strategies—pioneering, imitative, and
adaptive—commonly used to launch a new venture.
LO 8-3
How the generic strategies of overall cost leadership,
differentiation, and focus are used by new ventures and small
businesses.
LO 8-4
14. founders or had any ownership rights to the company. In 2013,
Brown sued, leading to an eventual confidential settlement in
2014. By that time, the overall firm was valued at about $20
billion. While the financial details of the settlement were never
made public, Spiegel publicly admitted that Brown was central
to the creation of the app, saying, “We acknowledge Reggie’s
contribution to the creation of Snapchat and appreciate his work
in getting the application off the ground.”
The Snapchat experience is not at all uncommon. Facebook,
Twitter, Tinder, Beats Electronics, and others faced internal
drama about who was responsible for the firms’ start and who
should reap the substantial financial rewards of their success.
Why is this so common? Entrepreneurial teams are often
composed of friends and family, leading the participants to
expect that they can trust their partners and have no need for a
written contract or statement of ownership. Luan Tran, the
attorney for Brown, put it this way, “You don’t think not to
trust people you know a lot, and you don’t think they are going
to screw you. It’s good to trust, but it’s much better to
memorialize your trust in a document.” Amir Hassanabadi,
another attorney who regularly works with start-up firms,
recommends the following for founders on day one of their
venture, “Go out to dinner. Settle who’s who and what’s what.
Then put it in writing.”1
Discussion Questions
1 Why do you think that so many start-up firms have these
disputes?
2 Why do founders often fail to work up formal written
contracts about ownership and credit?
3 Would you feel comfortable having that conversation early on
with a partner in a new business? How would you initiate that
conversation?
15. The Snapchat case illustrates how important it is for start-up
firms to formalize the roles of founders and set up formal
contracts that lay out responsibilities and ownership rights if
they want to avoid later drama.
In this chapter we address entrepreneurial strategies. The
previous three chapters have focused primarily on the business-
level, corporate-level, and international strategies of incumbent
firms. Here we ask: What about the strategies of those entering
into a market or industry for the first time? In this chapter, we
focus on strategic entrepreneurship—the actions firms take to
create new ventures in markets. In Chapter 12, we focus on a
related issue—how established firms can build or reinforce an
entrepreneurial mindset as they strive to be innovative in
markets in which the firm already competes.
page 238
Companies wishing to launch new ventures must also be aware
that, consistent with the five-forces model in Chapter 2, new
entrants are a threat to existing firms in an industry. Entry into
a new market arena is intensely competitive from the
perspective of incumbents in that arena. Therefore, new entrants
can nearly always expect a competitive response from other
companies in the industry they are entering. Knowledge of the
competitive dynamics that are at work in the business
environment is an aspect of entrepreneurial new entry that will
be addressed later in this chapter.
Before moving on, it is important to highlight the role that
entrepreneurial start-ups and small businesses play in
entrepreneurial value creation. Small businesses, those defined
as having 500 employees or fewer, create about 65 percent of
all new jobs in the United States and also generate 13 times as
16. many new patents per employee as larger firms.2
LO 8-1
The role of opportunities, resources, and entrepreneurs in
successfully pursuing new ventures.
RECOGNIZING ENTREPRENEURIAL OPPORTUNITIES
Defined broadly, entrepreneurship refers to new value creation.
Even though entrepreneurial activity is usually associated with
start-up companies, new value can be created in many different
contexts, including:
entrepreneurship
the creation of new value by an existing organization or new
venture that involves the assumption of risk.
· Start-up ventures
· Major corporations
· Family-owned businesses
· Nonprofit organizations
· Established institutions
For an entrepreneurial venture to create new value, three factors
must be present—an entrepreneurial opportunity, the resources
to pursue the opportunity, and an entrepreneur or
entrepreneurial team willing and able to undertake the
opportunity.3 The entrepreneurial strategy that an organization
uses will depend on these three factors. Thus, beyond merely
identifying a venture concept, the opportunity recognition
process also involves organizing the key people and resources
that are needed to go forward. Exhibit 8.1 depicts the three
factors that are needed to successfully proceed—opportunity,
17. resources, and entrepreneur(s). In the sections that follow, we
address each of these factors.
EXHIBIT 8.1 Opportunity Analysis Framework
Sources: Based on Timmons, J. A. & Spinelli, S. 2004. New
Venture Creation (6th ed.). New York: McGraw-Hill/ Irwin; and
Bygrave, W. D. 1997. The Entrepreneurial Process. In W. D.
Bygrave (Ed.), The Portable MBA in Entrepreneurship (2nd
ed.). New York: Wiley.
Chapter
7
International Strategy
Creating Value in Global Markets
After reading this chapter, you should have a good
understanding of the following learning objectives:
LO7-1
The importance of international expansion as a viable
diversification strategy.
LO7-2
The sources of national advantage; that is, why an industry in a
given country is more (or less) successful than the same
industry in another country.
LO7-3
19. Mumbai suburb, was built by Housing Development &
Infrastructure Ltd. (an Indian real estate development company)
to cater to the growing middle class of the world’s second-most
populous nation. But four years after its grand opening, the
“dream” has become, in essence, a retail nightmare. Now, the
mall consists of a smattering of struggling stores on the ground
floor along with a maze of dark hallways with mostly empty
shops. Space that was intended for retailers is used by call
centers. And abandoned corridors are rented out for wedding
receptions.
Across India, many of the country’s more than 300 malls have
suffered weak sales and high vacancy rates. This was not
anticipated. Developers over the past decade have built more
than 250 shopping centers to tap into India’s rapidly expanding
consumer culture. Some analysts had estimated that India’s
middle class would grow to more than 400 million people.
However, only a sliver of them (less than 10 million by
McKinsey & Company’s estimates) have sufficient disposable
income to make them steady mall customers.
India did not get its first mall until the late 1990s. Developers
started building many others after Spencer Plaza in Chennai and
a few others were so successful. Some construction companies
began building three or more malls right next to each other in
some neighborhoods in New Delhi and Mumbai. As noted by
Benu Sehgal, vice president at DLF Ltd., a big developer,
“Everyone jumped into the mall business with little
understanding of who they were actually targeting.” Govind
Shrikhande, chief executive of one of India’s largest retailers,
said, “Everyone was opening malls left, right, and center. The
consumer was never at the center of the planning process.”
Even with high vacancy rates, some Indian malls are doing very
well. For example, Select CITYWALK Mall in South Delhi is
considered “India’s No. 1 mall.” Others that are highly
20. successful in India’s highly competitive market include DLF
Promenade, Ambience Palladium, Phoenix, Inorbit, and
Marketcity. What makes these malls successful? They win in the
marketplace because they have a sound knowledge of the market
and make informed decisions at the right time. For example,
Select CITYWALK focused on what is considered “premium” in
its positioning in the market: a level lower than affordable
luxury. Today the mall is moving toward the affordable luxury
category. Also, Select CITYWALK has a nice collection of
retailers, such as Zara, Nike, and H&M, a multiplex theater, and
great food. As noted by Yogeshwar Sharma, chief executive of
Select CITYWALK, “Mall operation is one of the easiest things,
given you know the job. Every game has its own rules. If you
follow the rules, you are successful, if you don’t you fail.”
Discussion Questions
1 What lessons can other multinational companies learn from
the boom and bust of shopping centers in India?
2 How can foreign retailers be successful in a country in which
shopping centers are not attracting enough customers?
Sources: Kulshrestha, A. 2016. India may attract $80 million PE
investment in retail real estate, say JLL.
artices.economictimes.indiatimes.com. April 14: np.; Rana, P.
2015. Empty dream at India’s malls. the Wall Street Journal.
June 17: C1, C8; and, Batra, A. 2015. What makes Select
CITYWALK India’s successful mall, reveals Yogeshwar
Sharma. retail.economictimes.indiatimes.com. March 20: np.
page 204
In this chapter we discuss how firms create value and achieve
competitive advantage in the global marketplace. Multinational
21. firms are constantly faced with many important decisions. These
include entry strategies; the dilemma of choosing between local
adaptation (in product offerings, locations, advertising, and
pricing) and global integration; and others. We will address how
firms can avoid pitfalls by developing a better understanding of
the business environments of different countries as illustrated
by the lukewarm response of Indian consumers to the new malls
discussed previously. In addition, we address factors that can
influence a nation’s success in a particular industry. In our
view, this is an important context in determining how well firms
eventually do when they compete beyond their nation’s
boundaries.
LO 7-1
The importance of international expansion as a viable
diversification strategy.
THE GLOBAL ECONOMY: A BRIEF OVERVIEW
Managers face many opportunities and risks when they diversify
abroad.1 The trade among nations has increased dramatically in
recent years, and it is estimated that recently the trade across
nations exceeded the trade within nations. In a variety of
industries such as semiconductors, automobiles, commercial
aircraft, telecommunications, computers, and consumer
electronics, it is almost impossible to survive unless firms scan
the world for competitors, customers, human resources,
suppliers, and technology.2
GE’s wind energy business benefits by tapping into talent
around the world. The firm has built research centers in China,
Germany, India, and the United States “We did it,” says CEO
Jeffrey Immelt, “to access the best brains everywhere in the
world.” All four centers have played a key role in GE’s
development of huge 92-ton turbines:3
· Chinese researchers in Shanghai designed the microprocessors
that control the pitch of the blade.
22. · Mechanical engineers from India (Bangalore) devised
mathematical models to maximize the efficiency of materials in
the turbine.
· Power-systems experts in the United States (Niskayuna, New
York), which has researchers from 55 countries, do the design
work.
· Technicians in Munich, Germany, have created a “smart”
turbine that can calculate wind speeds and signal sensors in
other turbines to produce maximum electricity.
The rise of globalization—meaning the rise of market capitalism
around the world—has undeniably created tremendous business
opportunities for multinational corporations. For example, while
smartphone sales declined in Western Europe in the third
quarter of 2014, they grew at a 50 percent rate in Eastern
Europe, the Middle East, and Africa.4
globalization
a term that has two meanings: (1) the increase in international
exchange, including trade in goods and services as well as
exchange of money, ideas, and information; (2) the growing
similarity of laws, rules, norms, values, and ideas across
countries.
This rapid rise in global capitalism has had dramatic effects on
the growth in different economic zones. For example, Fortune
magazine’s annual list of the world’s 500 biggest companies
included 156 firms from emerging markets in 2015, compared to
only 18 in 1995.5 McKinsey & Company predicts that by 2025
about 45 percent of the Fortune Global 500 will be based in
emerging economies, which are now producing world-class
companies with huge domestic markets and a commitment to
invest in innovation.
23. Over half the world’s output now comes from emerging
markets. This is leading to a convergence of living standards
across the globe and is changing the face of business. One
example of this is the shift in the global automobile market.
China supplanted the United States as the largest market for
automobiles in 2009.
One of the challenges with globalization is determining how to
meet the needs of customers at very different income levels. In
many developing economies, distributions of income remain
much wider than they do in the developed world, leaving many
impoverished even as the economies grow. The challenge for
multinational firms is to tailor their products and services to
meet the needs of the “bottom of the pyramid.” Global
corporations are increasingly changing their product offerings
to meet the needs of the nearly 5 billion poor people in the
world who inhabit developing countries. Collectively, this
represents a very large market with $14 trillion in purchasing
power.