Devry bis 155 week 5 i lab data analysis
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Bus 4951-8 Unit VIII ProjectImplementation Plan Part 3For the.docx
Bus 4951-8 Unit VIII Project
Implementation Plan: Part 3
For the final assignment of this course, you will continue your work with the company you used in Unit 4 and Unit 6 which was Buffalo Wild Wings, Inc., 2013. For the Unit 8 Project, you will complete the final components of your implementation plan.
For Part 3, you will focus on the following points:
· internal and external issues,
· competition ,
· future outlook for the organization, and
· Implementation of tools for measuring business success.
Much of the information you will need to complete this segment can be found in the case study in the textbook. However, you are welcome to conduct further research as needed. For the future of the organization, you may be creative and add your own insight on where you see the company going.
Your project must be a minimum of three full pages in length, not including the title and reference page. Make certain to include an introductory paragraph.
Below is the information from Unit 4 and 6.
Buffalo Wild Wings, Inc., 2013
www.buffalowildwings.com , BWLD
Headquartered in Minneapolis, Minnesota, Buffalo Wild Wings (BWW) is the largest chicken wing–based sports bar in the USA. BWW offers a welcoming atmosphere, open layout catering to families, sports enthusiasts, and chicken wing lovers. The typical store offers 20 to 30 different beers on draft and tap, up to 10 projection TV screens, and up to 50 smaller TVs for people to watch sporting events.
BWW specializes in traditional bone-in chicken wings and boneless chicken wings complimented by its 16 different wing sauces. BWW also sells burgers, other finger foods, and alcoholic beverages. The typical restaurant offers a diverse selection of beers, wines, and liquor options. As of year end 2012, BWW operated 891 stores of which 381 were company-owned and 510 were franchisee-owned. The company expects to increase its total number of restaurants by 105 in 2013 and approximately by the same amount in 2014. The typical restaurant is between 4,000 and 10,000 square feet and costs around $2 million to build, including the land, building, appliances, etc. Each has 50 high-definition flat-screen TV’s and 10 large projection screen TV’s. Takeout orders comprise 14 percent of BWW sales.
In their company-owned restaurants, BWW employs 25,500 people, 2,800 full-time and 22,300 part-time, which it calls team members. Five of the top nine executives are females including the CEO, Sally J. Smith. BWW operates its 817 stores in 48 U.S. states and Canada. BWW opened five new restaurants in 2012 on the parking lots of big-box retail stores such as Home Depot. BWW expects to have 1,500 restaurants in the USA and Canada by 2016, and many of them will be in vacant space of Sears stores, parking lots, and malls.
Copyright by Fred David Books LLC. (Written by Forest R. David)
History
In 1981, James Disbrow, from Buffalo, New York, along with friend, Scott Lowery, went looking for a Buffalo-style chicken wing restaurant aro ...
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· competition ,
· future outlook for the organization, and
· Implementation of tools for measuring business success.
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Headquartered in Minneapolis, Minnesota, Buffalo Wild Wings (BWW) is the largest chicken wing–based sports bar in the USA. BWW offers a welcoming atmosphere, open layout catering to families, sports enthusiasts, and chicken wing lovers. The typical store offers 20 to 30 different beers on draft and tap, up to 10 projection TV screens, and up to 50 smaller TVs for people to watch sporting events.
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3.0 Capital Expenditure Budget
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4.2 NPV AnalysisCreate an NPV analysis here.
4.3 Rate of Return CalculationsShow your rate of return calculations in this worksheet.
4.4 Payback Period CalculationsShow your payback period calculations here.
5.0 Pro Forma FinancialsPut your pro forma income statement, balance sheet, and cash budget here, along with any other supporting calculations or schedules.
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What is your plan for change?
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Due Week 10 and worth 175 points
Big Switch is a medium-sized sales organization with 100 employees with annual revenue of $10 million. Big Switch has a central office of 30 employees that supports a sales force consisting of 70 employees across 10 regional offices in the United States. Approximately 20% of the Big Switch sales are transacted from customers over the Web and 80% are from face-to-face sales interactions.
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