Individual Assignment 3: ***Signature Assignment Recommendations for increasing value, creativity and innovation in a specific company.
Due Week 7 (Sunday night midnight)
Value 300 points
Length: 12-15 pages (page count does not include appendices, title page, visual display or references).
With Signature Assignments that are due on Week 7 all students must turn in their papers at the due date and no late papers will be graded for points, as the term is over, and students and faculty must prepare for the next term.
Be sure you include information from the Isaksen and Magretta text books and cite using APA. Citations should be short. The citations from both books must be direct applications from the text. This means that you do not use the textbook to define concepts like (creativity, innovation, creative problem solving) but you use the textbook to apply what you have learned. Remember using the textbooks to define concepts is undergraduate work.
Note: This final assignment is worth approximately ⅓ of your grade. Be very careful to follow the Rubric and the instructions below. In this paper students are to show mastery of all that they have learned through application of those concepts from this class into this final assignment. Review the Course Learning Outcomes found below as great papers will give indications that learning has occurred in each of the following six categories :
1. Examine existing personal creativity skills and cultivate additional personal creativity skills in both personal and professional settings.
2. Analyze the connection between creativity, leadership and bringing value and solving problems within the workplace.
3. Analyze the need for increasing creative thought in a complex global environment including designing strategies to increase cash, profit and growth through understanding competitive dynamics.
4. Identify the various business segments and the different or similar ways that each segment drives for profitability through creativity and resultant innovation.
5. Analyze and apply decision matrices especially Michael Porter’s work for creative opportunities, or to mitigate risk and/or legal considerations in the global marketplace including compliance with Foreign Corrupt Practices Act (FCPA).
6. Develop collaborative processes across stakeholders, including customers and suppliers to increase creativity and innovation.
Students will begin this final paper by reviewing the comments and suggestions from their instructor from Assignment 2, which was the outline for many issues addressed in this final paper. The instructor will review Assignment 2 before grading Assignment 3 to be sure that all suggestions from that paper have been incorporated into the final paper.
This paper will follow all APA guidelines and will be: Double Spaced, Times New Roman, APA Headings, Title Page, References and APA citations. This is an example of an APA sample paper. Long quotes are not to be used in this paper, thus, all quote ...
Individual Assignment 2 Research, Analysis & Outline for Final PaLizbethQuinonez813
Individual Assignment 2: Research, Analysis & Outline for Final Paper
CLO #3 Analyze the need for increasing creative thought in a complex global environment including designing strategies to increase cash, profit and growth through understanding competitive dynamics.
CLO#5 Analyze and apply decision matrices for creative opportunities, or to mitigate risk and/or legal considerations in the global marketplace including compliance with Foreign Corrupt Practices Act (FCPA).
Due:Wednesday Week 6
Value: 150
Length: 5 - 7 page informal outline.
The purpose of this assignment is for students to write an outline that presents their research for the final paper (the Signature Assignment) for this class. Students are not writing the final paper (yet). For this assignment, and thus for the final paper students are to identify a business that corresponds to the assigned business sectors (each student is to identify a separate business). In this outline, students will bring options and opportunities, creative problem solving to either solve a problem or create an opportunity. Remember we do not tell companies what they “must or should do.” We present options and opportunities. Students will apply creative innovative thought to the analysis. You can use bullet points for this outline. Students should apply any feedback received from this assignment to the final assignment.
Some important items to note before writing Assignment 2:
· Please go to Week 8 and read the Handout and Rubric for Assignment 3.
· The research is very detailed, double-spaced, Times New Roman, APA Headings, Title Page, References and APA citations. This is an example of an APA sample paper.
· Long quotes are not to be used in short papers of this nature; thus, all quotes should be from seven to 12 words and of course must use APA citations.
· The outline is to detail key points supported with corresponding citations.
· The outline must use at least three levels of Use APA headings. Sources (must be current - one year) other than the textbook can include: New York Times, Wall Street Journal, Harvard Business Review, Wired Magazine, (all can be found in the our University Library). You can also use any government website (usually “.gov”). You can use academic research but it must be recent (five years or newer).
Directions
After reading assigned chapters in your textbook and other course materials, continue your research to gain additional knowledge on industries and business sectors. This following link, located here, has access to a breakdown of all industries. The links after each industry provides additional data.
For the outline, briefly describe the business that you have chosen and the global footprint of their broader industry [e.g. number of subsidiaries in other countries, information on profit and growth strategies, key suppliers and customers. List three (3) major competitors (supported by data), and explain the percentage of the market share the business occup ...
Individual Assignment 2 Research, Analysis & Outline for Final PaLaticiaGrissomzz
Individual Assignment 2: Research, Analysis & Outline for Final Paper
CLO #3 Analyze the need for increasing creative thought in a complex global environment including designing strategies to increase cash, profit and growth through understanding competitive dynamics.
CLO#5 Analyze and apply decision matrices for creative opportunities, or to mitigate risk and/or legal considerations in the global marketplace including compliance with Foreign Corrupt Practices Act (FCPA).
Due:Wednesday Week 6
Value: 150
Length: 5 - 7 page informal outline.
The purpose of this assignment is for students to write an outline that presents their research for the final paper (the Signature Assignment) for this class. Students are not writing the final paper (yet). For this assignment, and thus for the final paper students are to identify a business that corresponds to the assigned business sectors (each student is to identify a separate business). In this outline, students will bring options and opportunities, creative problem solving to either solve a problem or create an opportunity. Remember we do not tell companies what they “must or should do.” We present options and opportunities. Students will apply creative innovative thought to the analysis. You can use bullet points for this outline. Students should apply any feedback received from this assignment to the final assignment.
Some important items to note before writing Assignment 2:
· Please go to Week 8 and read the Handout and Rubric for Assignment 3.
· The research is very detailed, double-spaced, Times New Roman, APA Headings, Title Page, References and APA citations. This is an example of an APA sample paper.
· Long quotes are not to be used in short papers of this nature; thus, all quotes should be from seven to 12 words and of course must use APA citations.
· The outline is to detail key points supported with corresponding citations.
· The outline must use at least three levels of Use APA headings. Sources (must be current - one year) other than the textbook can include: New York Times, Wall Street Journal, Harvard Business Review, Wired Magazine, (all can be found in the our University Library). You can also use any government website (usually “.gov”). You can use academic research but it must be recent (five years or newer).
Directions
After reading assigned chapters in your textbook and other course materials, continue your research to gain additional knowledge on industries and business sectors. This following link, located here, has access to a breakdown of all industries. The links after each industry provides additional data.
For the outline, briefly describe the business that you have chosen and the global footprint of their broader industry [e.g. number of subsidiaries in other countries, information on profit and growth strategies, key suppliers and customers. List three (3) major competitors (supported by data), and explain the percentage of the market share the business occup ...
Feedback from Part 1 please read and look for typos and grammar!! .docxmglenn3
Feedback from Part 1 please read and look for typos and grammar!! 100 Authentic
· Attempts in-text citations and reference lists; APA style errors are noted throughout; Fails to use APAcitations when appropriate 3 times in document. (0.525 - 0.59)
12:13
· Attempts to presents company conclusion that emphasizes the purpose/significance of the analysis, the consequences of findings, and indicate the wider application derived from main points using course material and research to support the reasoning and conclusions but significant clarity or development is needed.
Instructions
Project 2: Internal Environmental Analysis/Strategy Analysis (Week 6)
NOTE: All submitted work is to be your original work (and only yours). You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only).
Purpose:
This project is the second of three projects. Students will perform an internal environmental analysis using the tools and concepts learned in the course to date. You will also draw from previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market.
Students also have the opportunity to review an organization’s objectives and goals and the key functional areas within the organization. Performing an internal environment analysis helps assess a firm’s internal resources and capabilities and plays a critical role in formulating strategy by identifying a firm’s strengths to capitalize on so that it can effectively overcome weaknesses.
Skill Building:
In this project, you are building many different skills including research, critical thinking, writing and developing analytical skills related to various financial analysis tools and strategy tools used in business.
Outcomes Met With This Project:
· utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
· integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business and human resource management;
· analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies in order to revise a current plan or write a new plan and present a strategic plan.
Instructions:
Step 1: Research
In completing the report, students will use the chapters in the eBook as a guide and perform research on the company from Project 1 so that they can answer the required elements below in narrative form following the steps.
Library Resources
Y.
PurposeThis project is the third of three projects. You will g.docxmitziesmith74
Purpose:
This project is the third of three projects. You will generate a pool of alternative strategies, evaluate these alternative strategies, and select the best strategy using the tools and concepts learned throughout the course. You will develop implementation plans, evaluative plans to control the implementation process, and plan for post-evaluation measures. You will also draw from previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market.
Skill Building:
In this project, you are building many different skills including research, critical thinking, writing and developing analytical skills related to various financial analysis tools and strategy tools used in business. You will select optimal strategies, design how to implement and evaluate the implementation process of the optimal strategies.
Outcomes Met With This Project:
· Examine the impact of ethical decision making, social responsibility, stakeholder analysis, and corporate governance on organizations and society
· Utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
· Integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business and human resource management;
· Analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies in order to revise a current plan or write a new plan and present a strategic plan;
· Evaluate the outcomes of identified strategies to determine their success and impact on short-term and long-term objectives.
Instructions:
Step 1: Research
In completing the report, you will use the chapters in the eBook as a guide and perform research on the same company as in Projects 1 and 2, answer the required elements below in narrative form following the steps.
Note: Your report is based on the results of the research performed and not on any prepared documentation. What this means is that you will research and draw your own conclusions that are supported by the research and the course material rather than the use any source material that puts together any of the tools or techniques whether from the Internet, for-pay websites or any document, video or source material. A zero will be earned for not doing your own analysis.
Library Resources
You will be using scholarly material and Mergent Online to research privately held and private companies. On the main navigation bar in the classroom select, Resources and then select Library. Select Databases by Title (A - Z). Select M from the alphabet list, and then select Mergent Online.
UMUC library is available for providing resources and services. Seek library support for excellence in your academic pursuit.
Library Support
Extensive library resources and services are available online, 24 hours a d.
Swot AnalysisConduct SWOT analysis giving 5 points each fo.docxssuserf9c51d
Swot Analysis
Conduct SWOT analysis giving 5 points each for S, W,O,T as per descriptions below to help project
managers.
Strengths
1.
2.
3.
4.
5.
Weakness
1.
2.
3.
4.
5.
Opportunity
1.
2.
3.
4.
5.
Threats
1.
2.
3.
4.
5.
Project Charter
Date: <today’s date>
Project Title: <Title of your Project>
Project Start Date: 4 Jan 2016
Project End Date: < dura�on is 6 months, calculate the end date>
Budget Informa�on: $50000.00
Project Manager: < Name>, < Email>, <Telephone No>
Project Objec�ves:
⦁ Clear, concise reasoning for why the project is being performed
⦁ Clear, concise definition of what the project’s activities will entail
⦁ Brief description of primary deliverable(s)
⦁ Clear description of the project’s behefits to the organisation
⦁ Recognition and description of any limits that the project will not cover and address
Acceptance Criteria
⦁ Identification of specific factors against which the project can be compared to determine
success/failure
⦁ Identification of specific deliverables not only for class, but for the project as a whole
⦁ Agency-specific deliverables
⦁ Inclusion of due dates for the deliverables
⦁ Clear identification of milestone and milestone exit points
⦁ Factors should include a specific metrical comparison
Assumptions and Constraints
⦁ Any assumptions made during the course of the project
⦁ List of constraints that entail the limitations that are required to be addressed
Stakeholder List
Stakeholder
No
Name and Signature Role and
Responsibility
Position Contact
Information
1
2
3
4
5
6
7
Lessons Learned
⦁ Identification of pitfalls to be avoided, based on the student’s past experience
⦁ Evidence of thought as to what can and cannot affect the project in terms of how the project
will run
Charter Signoff
Communica�on Plan Template
Plan purpose – A brief description of why and how the plan was developed, and an overview of the
overall team communication philosophy. Also states types of communications planned, for lateral,
downward, and upward communication.
Change management – Description on how the team will handle changes in the project, whether it is in
terms of project scope, schedule, or resources. This includes how the team plans to communicate
changes as well as how the team plans to make decisions about changes.
Meeting agenda – Gives a brief overview of what the team plans to accomplish in each of its meetings,
how it documents goals and objectives for meetings, and defines and assigns actions for the team to
accomplish project objectives.
Stakeholder Information to
be shared
Frequency of
information
exchange
Location of
information
exchange
Purpose of
communication
Mechanism for
communication
Who What When Where Why How
BMGT 495 Strategic Management
Assignment 2: Internal Environmental Analysis/Strategy Analysis and Strategy Selection (Week 6)
Purpose: This assignment is the second of three assignments. Students will use the tools and concepts learned ...
SMGT 623Current Policy Area Assignment 3 InstructionsCampus re.docxpbilly1
SMGT 623
Current Policy Area Assignment 3 Instructions
Campus recreation facilities and programs are important components of a vibrant campus atmosphere. Colleges and universities invest substantial amounts of money in an effort to provide high-quality student recreation experiences. Choose a current policy area from the following within the context of campus recreation: funding; competition for limited facilities; access; event management; risk management; medical issues; or recreation opportunities for people with disabilities.
Your assignment must be completed based on the following criteria:
· At least 2 pages;
· 1-inch margins;
· Double-spaced;
· 12-point, Times New Roman font;
· At least 3 references using current APA format included where appropriate; and
· Clear biblical integration (more than including a Bible verse).
Include a title on the top line of the first page, and include your name. No other identifying information is needed. You must also include the reference information for each source in current APA format on a separate page.
Due Friday June 7, 2019
YourLastName 1
YourLastName 1
Health insurance
The demographics that will be used for may target market will include; income, family composition and age. The indemnity health insurance will target people with a lot of disposable income meaning that they will be likely to contribute to an insurance cover. Family composition will help to target families with children and provide a cover that takes care of their health. The indemnity health insurance will target people of different age groups. The indemnity health insurance product would be tested in the market using the following ways; consulting the experts and using focus groups. Experts in the insurance industry will be used to rate and advise on the product. Focus groups will help to get view and important inputs on how the market will respond.
“
Solution
s insurance” is the brand name that I would choose for the indemnity health insurance. The pricing strategy is focused on affordability (Išoraitė, 2397). Pricing the indemnity health insurance that is directly focused on the customers will be cheap providing cover to all the need in that market segment. Indemnity health insurance that is provided by other businesses will also be affordable. The pricing on my indemnity health insurance will be relatively cheaper than those of my competitors since affordability is our competitive advantage.
Placement of indemnity health insurance will be done though insurance agents and financial institutions. Every business requires identifying its distribution channel in the market (Resnick, 163). Using insurances agents is a direct way of distributing indemnity health insurance in the market. Partnering with financial institutions can help to sell the insurance covers to clients. Promoting indemnity health insurance will happen through the following ways; advertisements and use.
Individual Assignment 2 Research, Analysis & Outline for Final PaLizbethQuinonez813
Individual Assignment 2: Research, Analysis & Outline for Final Paper
CLO #3 Analyze the need for increasing creative thought in a complex global environment including designing strategies to increase cash, profit and growth through understanding competitive dynamics.
CLO#5 Analyze and apply decision matrices for creative opportunities, or to mitigate risk and/or legal considerations in the global marketplace including compliance with Foreign Corrupt Practices Act (FCPA).
Due:Wednesday Week 6
Value: 150
Length: 5 - 7 page informal outline.
The purpose of this assignment is for students to write an outline that presents their research for the final paper (the Signature Assignment) for this class. Students are not writing the final paper (yet). For this assignment, and thus for the final paper students are to identify a business that corresponds to the assigned business sectors (each student is to identify a separate business). In this outline, students will bring options and opportunities, creative problem solving to either solve a problem or create an opportunity. Remember we do not tell companies what they “must or should do.” We present options and opportunities. Students will apply creative innovative thought to the analysis. You can use bullet points for this outline. Students should apply any feedback received from this assignment to the final assignment.
Some important items to note before writing Assignment 2:
· Please go to Week 8 and read the Handout and Rubric for Assignment 3.
· The research is very detailed, double-spaced, Times New Roman, APA Headings, Title Page, References and APA citations. This is an example of an APA sample paper.
· Long quotes are not to be used in short papers of this nature; thus, all quotes should be from seven to 12 words and of course must use APA citations.
· The outline is to detail key points supported with corresponding citations.
· The outline must use at least three levels of Use APA headings. Sources (must be current - one year) other than the textbook can include: New York Times, Wall Street Journal, Harvard Business Review, Wired Magazine, (all can be found in the our University Library). You can also use any government website (usually “.gov”). You can use academic research but it must be recent (five years or newer).
Directions
After reading assigned chapters in your textbook and other course materials, continue your research to gain additional knowledge on industries and business sectors. This following link, located here, has access to a breakdown of all industries. The links after each industry provides additional data.
For the outline, briefly describe the business that you have chosen and the global footprint of their broader industry [e.g. number of subsidiaries in other countries, information on profit and growth strategies, key suppliers and customers. List three (3) major competitors (supported by data), and explain the percentage of the market share the business occup ...
Individual Assignment 2 Research, Analysis & Outline for Final PaLaticiaGrissomzz
Individual Assignment 2: Research, Analysis & Outline for Final Paper
CLO #3 Analyze the need for increasing creative thought in a complex global environment including designing strategies to increase cash, profit and growth through understanding competitive dynamics.
CLO#5 Analyze and apply decision matrices for creative opportunities, or to mitigate risk and/or legal considerations in the global marketplace including compliance with Foreign Corrupt Practices Act (FCPA).
Due:Wednesday Week 6
Value: 150
Length: 5 - 7 page informal outline.
The purpose of this assignment is for students to write an outline that presents their research for the final paper (the Signature Assignment) for this class. Students are not writing the final paper (yet). For this assignment, and thus for the final paper students are to identify a business that corresponds to the assigned business sectors (each student is to identify a separate business). In this outline, students will bring options and opportunities, creative problem solving to either solve a problem or create an opportunity. Remember we do not tell companies what they “must or should do.” We present options and opportunities. Students will apply creative innovative thought to the analysis. You can use bullet points for this outline. Students should apply any feedback received from this assignment to the final assignment.
Some important items to note before writing Assignment 2:
· Please go to Week 8 and read the Handout and Rubric for Assignment 3.
· The research is very detailed, double-spaced, Times New Roman, APA Headings, Title Page, References and APA citations. This is an example of an APA sample paper.
· Long quotes are not to be used in short papers of this nature; thus, all quotes should be from seven to 12 words and of course must use APA citations.
· The outline is to detail key points supported with corresponding citations.
· The outline must use at least three levels of Use APA headings. Sources (must be current - one year) other than the textbook can include: New York Times, Wall Street Journal, Harvard Business Review, Wired Magazine, (all can be found in the our University Library). You can also use any government website (usually “.gov”). You can use academic research but it must be recent (five years or newer).
Directions
After reading assigned chapters in your textbook and other course materials, continue your research to gain additional knowledge on industries and business sectors. This following link, located here, has access to a breakdown of all industries. The links after each industry provides additional data.
For the outline, briefly describe the business that you have chosen and the global footprint of their broader industry [e.g. number of subsidiaries in other countries, information on profit and growth strategies, key suppliers and customers. List three (3) major competitors (supported by data), and explain the percentage of the market share the business occup ...
Feedback from Part 1 please read and look for typos and grammar!! .docxmglenn3
Feedback from Part 1 please read and look for typos and grammar!! 100 Authentic
· Attempts in-text citations and reference lists; APA style errors are noted throughout; Fails to use APAcitations when appropriate 3 times in document. (0.525 - 0.59)
12:13
· Attempts to presents company conclusion that emphasizes the purpose/significance of the analysis, the consequences of findings, and indicate the wider application derived from main points using course material and research to support the reasoning and conclusions but significant clarity or development is needed.
Instructions
Project 2: Internal Environmental Analysis/Strategy Analysis (Week 6)
NOTE: All submitted work is to be your original work (and only yours). You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only).
Purpose:
This project is the second of three projects. Students will perform an internal environmental analysis using the tools and concepts learned in the course to date. You will also draw from previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market.
Students also have the opportunity to review an organization’s objectives and goals and the key functional areas within the organization. Performing an internal environment analysis helps assess a firm’s internal resources and capabilities and plays a critical role in formulating strategy by identifying a firm’s strengths to capitalize on so that it can effectively overcome weaknesses.
Skill Building:
In this project, you are building many different skills including research, critical thinking, writing and developing analytical skills related to various financial analysis tools and strategy tools used in business.
Outcomes Met With This Project:
· utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
· integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business and human resource management;
· analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies in order to revise a current plan or write a new plan and present a strategic plan.
Instructions:
Step 1: Research
In completing the report, students will use the chapters in the eBook as a guide and perform research on the company from Project 1 so that they can answer the required elements below in narrative form following the steps.
Library Resources
Y.
PurposeThis project is the third of three projects. You will g.docxmitziesmith74
Purpose:
This project is the third of three projects. You will generate a pool of alternative strategies, evaluate these alternative strategies, and select the best strategy using the tools and concepts learned throughout the course. You will develop implementation plans, evaluative plans to control the implementation process, and plan for post-evaluation measures. You will also draw from previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market.
Skill Building:
In this project, you are building many different skills including research, critical thinking, writing and developing analytical skills related to various financial analysis tools and strategy tools used in business. You will select optimal strategies, design how to implement and evaluate the implementation process of the optimal strategies.
Outcomes Met With This Project:
· Examine the impact of ethical decision making, social responsibility, stakeholder analysis, and corporate governance on organizations and society
· Utilize a set of useful analytical skills, tools, and techniques for analyzing a company strategically;
· Integrate ideas, concepts, and theories from previously taken functional courses including, accounting, finance, market, business and human resource management;
· Analyze and synthesize strengths, weaknesses, opportunities, and threats (SWOT) to generate, prioritize, and implement alternative strategies in order to revise a current plan or write a new plan and present a strategic plan;
· Evaluate the outcomes of identified strategies to determine their success and impact on short-term and long-term objectives.
Instructions:
Step 1: Research
In completing the report, you will use the chapters in the eBook as a guide and perform research on the same company as in Projects 1 and 2, answer the required elements below in narrative form following the steps.
Note: Your report is based on the results of the research performed and not on any prepared documentation. What this means is that you will research and draw your own conclusions that are supported by the research and the course material rather than the use any source material that puts together any of the tools or techniques whether from the Internet, for-pay websites or any document, video or source material. A zero will be earned for not doing your own analysis.
Library Resources
You will be using scholarly material and Mergent Online to research privately held and private companies. On the main navigation bar in the classroom select, Resources and then select Library. Select Databases by Title (A - Z). Select M from the alphabet list, and then select Mergent Online.
UMUC library is available for providing resources and services. Seek library support for excellence in your academic pursuit.
Library Support
Extensive library resources and services are available online, 24 hours a d.
Swot AnalysisConduct SWOT analysis giving 5 points each fo.docxssuserf9c51d
Swot Analysis
Conduct SWOT analysis giving 5 points each for S, W,O,T as per descriptions below to help project
managers.
Strengths
1.
2.
3.
4.
5.
Weakness
1.
2.
3.
4.
5.
Opportunity
1.
2.
3.
4.
5.
Threats
1.
2.
3.
4.
5.
Project Charter
Date: <today’s date>
Project Title: <Title of your Project>
Project Start Date: 4 Jan 2016
Project End Date: < dura�on is 6 months, calculate the end date>
Budget Informa�on: $50000.00
Project Manager: < Name>, < Email>, <Telephone No>
Project Objec�ves:
⦁ Clear, concise reasoning for why the project is being performed
⦁ Clear, concise definition of what the project’s activities will entail
⦁ Brief description of primary deliverable(s)
⦁ Clear description of the project’s behefits to the organisation
⦁ Recognition and description of any limits that the project will not cover and address
Acceptance Criteria
⦁ Identification of specific factors against which the project can be compared to determine
success/failure
⦁ Identification of specific deliverables not only for class, but for the project as a whole
⦁ Agency-specific deliverables
⦁ Inclusion of due dates for the deliverables
⦁ Clear identification of milestone and milestone exit points
⦁ Factors should include a specific metrical comparison
Assumptions and Constraints
⦁ Any assumptions made during the course of the project
⦁ List of constraints that entail the limitations that are required to be addressed
Stakeholder List
Stakeholder
No
Name and Signature Role and
Responsibility
Position Contact
Information
1
2
3
4
5
6
7
Lessons Learned
⦁ Identification of pitfalls to be avoided, based on the student’s past experience
⦁ Evidence of thought as to what can and cannot affect the project in terms of how the project
will run
Charter Signoff
Communica�on Plan Template
Plan purpose – A brief description of why and how the plan was developed, and an overview of the
overall team communication philosophy. Also states types of communications planned, for lateral,
downward, and upward communication.
Change management – Description on how the team will handle changes in the project, whether it is in
terms of project scope, schedule, or resources. This includes how the team plans to communicate
changes as well as how the team plans to make decisions about changes.
Meeting agenda – Gives a brief overview of what the team plans to accomplish in each of its meetings,
how it documents goals and objectives for meetings, and defines and assigns actions for the team to
accomplish project objectives.
Stakeholder Information to
be shared
Frequency of
information
exchange
Location of
information
exchange
Purpose of
communication
Mechanism for
communication
Who What When Where Why How
BMGT 495 Strategic Management
Assignment 2: Internal Environmental Analysis/Strategy Analysis and Strategy Selection (Week 6)
Purpose: This assignment is the second of three assignments. Students will use the tools and concepts learned ...
SMGT 623Current Policy Area Assignment 3 InstructionsCampus re.docxpbilly1
SMGT 623
Current Policy Area Assignment 3 Instructions
Campus recreation facilities and programs are important components of a vibrant campus atmosphere. Colleges and universities invest substantial amounts of money in an effort to provide high-quality student recreation experiences. Choose a current policy area from the following within the context of campus recreation: funding; competition for limited facilities; access; event management; risk management; medical issues; or recreation opportunities for people with disabilities.
Your assignment must be completed based on the following criteria:
· At least 2 pages;
· 1-inch margins;
· Double-spaced;
· 12-point, Times New Roman font;
· At least 3 references using current APA format included where appropriate; and
· Clear biblical integration (more than including a Bible verse).
Include a title on the top line of the first page, and include your name. No other identifying information is needed. You must also include the reference information for each source in current APA format on a separate page.
Due Friday June 7, 2019
YourLastName 1
YourLastName 1
Health insurance
The demographics that will be used for may target market will include; income, family composition and age. The indemnity health insurance will target people with a lot of disposable income meaning that they will be likely to contribute to an insurance cover. Family composition will help to target families with children and provide a cover that takes care of their health. The indemnity health insurance will target people of different age groups. The indemnity health insurance product would be tested in the market using the following ways; consulting the experts and using focus groups. Experts in the insurance industry will be used to rate and advise on the product. Focus groups will help to get view and important inputs on how the market will respond.
“
Solution
s insurance” is the brand name that I would choose for the indemnity health insurance. The pricing strategy is focused on affordability (Išoraitė, 2397). Pricing the indemnity health insurance that is directly focused on the customers will be cheap providing cover to all the need in that market segment. Indemnity health insurance that is provided by other businesses will also be affordable. The pricing on my indemnity health insurance will be relatively cheaper than those of my competitors since affordability is our competitive advantage.
Placement of indemnity health insurance will be done though insurance agents and financial institutions. Every business requires identifying its distribution channel in the market (Resnick, 163). Using insurances agents is a direct way of distributing indemnity health insurance in the market. Partnering with financial institutions can help to sell the insurance covers to clients. Promoting indemnity health insurance will happen through the following ways; advertisements and use.
Scanned by CamScannerECO 700 Final Project Guideli.docxanhlodge
Scanned by CamScanner
ECO 700 Final Project Guidelines and Rubric
Overview
As the final stop in your journey toward your Master of Science in Applied Economics, you will complete a final project that will allow you to demonstrate the
knowledge and skills you have gained during your time at SNHU. Over the course of the term, you will immerse yourself in integrating what you have learned in
your coursework and practice to create an authentic demonstration of your abilities as an economist. The final project for this course is an analysis of a
contemporary economic issue relative to a business, policy, or topic of your choice based on your academic area of interest. For instance, general track students
might choose industrial policy, labor economics, international trade, macroeconomic policy, or regulatory economics. For those who are in the Environmental
and Natural Resources concentration, you must choose a topic relative to the field. This analysis will be followed by a presentation and professional reflection of
your journey through the Applied Economics program and how you plan to position yourself professionally. Completion of the analysis, presentation, and
professional reflection components will exemplify your professional identity and represent the skills and abilities you can bring to a potential employer.
This capstone will be assessed somewhat differently than other courses you have taken online at SNHU. There are three separate components that will be
submitted at different times during the course; however, they all operate together to make up the whole capstone experience and are not assessed separately.
You will be evaluated on all three elements as a unit in determining whether you have achieved proficiency in each outcome. All components must be completed
at the highest level, as the strengths of one cannot compensate for the weaknesses in another. Your instructor will guide you through this process, keeping a
running narrative of your strengths and weaknesses in relation to the outcomes as you progress through the class. Your work is expected to meet the highest
professional standards. Remember, you are selling yourself as much as you are selling your ideas.
In this assessment, you will demonstrate your mastery of the following outcomes:
Communicate economic principles, problems, findings, and risk in effective verbal, written, visual, and graphical formats
Integrate appropriate economic theories and principles into the analysis of real-world organizational, social, and political issues
Design and execute sound research studies that effectively and appropriately incorporate quantitative data analysis, econometrics, and other key
economic tools and methods
Incorporate accuracy, precision, and ethical decision making into the analysis and reporting of economic data
Evaluate the impact of a wide variety of internal and external influences on personal, professional, and government.
Bus 521 Enthusiastic Study / snaptutorial.comGeorgeDixon77
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
Bus 521 Education Your Way/newtonhelp.comasdfvbvdf1
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
BUS 521 Life of the Mind/newtonhelp.com jhgfdfgfdv6
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
BUS 521 Imagine Your Future/newtonhelp.com bellflower33
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
MITS6004:Enterprise Resource Planning
MITS6004
Enterprise Resource Planning
Assignment 2
Research Study
March 2020
MITS6004:Enterprise Resource Planning
Research Study
Assignment 2 - Research Report - 10% (Due Session 8) Individual Assignment
For this component you will be required to analyze a case study of an organization and write
a report on it on a recent academic paper on a topic related to ERP implementation on any
organization. Some possible topic areas include but are not limited to:
• Digital Transformation
• An analysis of success and failure factors for ERP Systems in Engineering and
Construction Firms.
• System Integration Challenges
• Project Management methodologies
• Securing an ERP implementation
• Web based ERP Systems
• Promise and Performance of ERP
• Critical success factors for ERP Implementation in a company
• Role of management in designing enterprise systems integration
• Risk areas found in ERP Implementation
• IoT and ERP
• Supply chain planning and Execution
• Warehouse Management
• Data Intelligence for Enterprise AI
The paper you select must be directly relevant to one of the above topics or another topic
and be related to ERP or Software Engineering. The paper must be approved by your lecturer
and be related to what we are studying this semester in Enterprise Resource Planning. The
paper can be from any academic conference or other relevant Journal or online sources such
as Google Scholar, Academic department repositories, or a significant commercial company
involved in research such as IBM etc. All students must select a different paper. Thus, the
paper must be approved by your lecturer before proceeding. In case two students are wanting
to present on the same paper, the first who emails the lecturer with their choice will be
allocated that paper. Please note that popular magazine or web-site articles are not academic
papers.
A grade of 10% of the Units mark will be awarded for your presentation and your participation
in other student presentations. You are to prepare a set of powerpoint slides for your
presentation. If you do not participate in at least 70% of other student’s presentations, you
will forfeit a significant proportion of the marks for this component.
MITS6004:Enterprise Resource Planning
Note: if class numbers are large the presentations may be organized into groups, but students
will still all need to select their own individual paper for Assignment 2. In the case where
presentations are arranged in groups each group can decide which students’ paper will be
used for the presentation.
The presentations will occur in sessions 5-12 on the academic calendar for the semester and
the order of presentations will be by arrangement, but these will be evenly spread over those
sessions.
What to Submit.
For this component you will write a report or critique on the paper yo.
MITS6004:Enterprise Resource Planning
MITS6004
Enterprise Resource Planning
Assignment 2
Research Study
March 2020
MITS6004:Enterprise Resource Planning
Research Study
Assignment 2 - Research Report - 10% (Due Session 8) Individual Assignment
For this component you will be required to analyze a case study of an organization and write
a report on it on a recent academic paper on a topic related to ERP implementation on any
organization. Some possible topic areas include but are not limited to:
• Digital Transformation
• An analysis of success and failure factors for ERP Systems in Engineering and
Construction Firms.
• System Integration Challenges
• Project Management methodologies
• Securing an ERP implementation
• Web based ERP Systems
• Promise and Performance of ERP
• Critical success factors for ERP Implementation in a company
• Role of management in designing enterprise systems integration
• Risk areas found in ERP Implementation
• IoT and ERP
• Supply chain planning and Execution
• Warehouse Management
• Data Intelligence for Enterprise AI
The paper you select must be directly relevant to one of the above topics or another topic
and be related to ERP or Software Engineering. The paper must be approved by your lecturer
and be related to what we are studying this semester in Enterprise Resource Planning. The
paper can be from any academic conference or other relevant Journal or online sources such
as Google Scholar, Academic department repositories, or a significant commercial company
involved in research such as IBM etc. All students must select a different paper. Thus, the
paper must be approved by your lecturer before proceeding. In case two students are wanting
to present on the same paper, the first who emails the lecturer with their choice will be
allocated that paper. Please note that popular magazine or web-site articles are not academic
papers.
A grade of 10% of the Units mark will be awarded for your presentation and your participation
in other student presentations. You are to prepare a set of powerpoint slides for your
presentation. If you do not participate in at least 70% of other student’s presentations, you
will forfeit a significant proportion of the marks for this component.
MITS6004:Enterprise Resource Planning
Note: if class numbers are large the presentations may be organized into groups, but students
will still all need to select their own individual paper for Assignment 2. In the case where
presentations are arranged in groups each group can decide which students’ paper will be
used for the presentation.
The presentations will occur in sessions 5-12 on the academic calendar for the semester and
the order of presentations will be by arrangement, but these will be evenly spread over those
sessions.
What to Submit.
For this component you will write a report or critique on the paper yo ...
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Course Project Development and Analysis of Two Mini Case Studies.docxfaithxdunce63732
Course Project: Development and Analysis of Two Mini Case Studies
Class: BUSN412 Business Policy
GRADING RUBRIC & EXPECTATIONS AT THE BOTTOM
Objectives
Select, develop, and analyze two mini case studies. The purpose of this project is to identify a successful strategy and compare and contrast it with an unsuccessful strategy, with the aim of identifying critical success factors (CSFs). You may select two strategies developed in the same company or from entirely different companies—or, indeed, different industries.
Case studies are used extensively in teaching business. Typically students perform an analysis on a case study prepared by an author or the professor—in this instance, the student is the author of the cases. The case study research strategy provides the opportunity to develop an in-depth understanding of an organization or event—data can be collected from multiple sources (for example, company websites, interviews, or published articles).
Please select two examples that reflect success and failure—collect data from multiple sources and develop two mini case studies of 500 words in length. Perform a cross-case analysis by comparing and contrasting the case studies on points of parity and points of difference. This should entail developing a framework, similar to many of the frameworks presented in class (e.g., SWOT or Five Forces) and analyzing the key data in your case studies. The analysis should be presented after your case studies and should be followed by a brief concluding statement and references in APA format.
Guidelines
Mini Case I: (Success): Sufficient length begins with general points and moves to a focus on specifics, evidence of success, good quality content—relevant, accurate, and timely.
Mini Case II: (Failure): Sufficient length begins with general points and moves to a focus on specifics, evidence of failure, good quality content—relevant, accurate, and timely.
Cross-Case Analysis: Once you have completed your cases you need to conduct a cross-case analysis. This requires comparing the two cases to determine points of similarity and points of difference.
Research Skills: Each case uses four to six sources, and sources are cited in the text and at the end of the case study in APA format.
Writing Skills: Ideas are communicated clearly in business English and using the appropriate business terminology. Work should be prepared following the development of a rough draft, revision, editing, and proofing to produce a final polished report.
A successful project will meet all of these requirements to earn a maximum of 200 points. At the conclusion of this project it will be beneficial to compare what factors are selected by your peers. Are there patterns here?
Milestones
· Week 1: Select company strategies, read supporting documents in Doc Sharing.
· Weeks 2–7: Research and prepare rough draft and analysis, followed by revision, editing, and proofing—obtaining feedback.
· Week 8: Submit Final Report.
Grading Rubrics.
AssignmentsAssignmentsEach of the four assignments in this cou.docxrock73
Assignments
Assignments
Each of the four assignments in this course includes specific guidelines for completing the assignment and Final Project. Some general guidelines for satisfactory completion of the assignments and Final Project are described below.
Assignment Content
· Link theory and practice by explaining what you have learned as a result of the readings, dialogue with your fellow students, feedback, reflections, and practical application of skills.
· Make specific references to readings, feedback, ideas, and theories that prodded you to re-think your experiences and helped to increase your awareness of your marketing skills.
· Provide examples to support your comments and observations. Be specific and concrete. Tell a complete story. Avoid generalizations. Support a statement with a specific example that would demonstrate your understanding and skill.
· Share your thoughts and ideas about your own experiences and about the readings. Do not be afraid to challenge or disagree with the readings. Share what makes sense for you and what you have questions about. Be a critical reader.
· Go beyond general descriptions. Be thoughtful and critical in your analyses.
Assignment Structure
Remember, you will be judged by the quality of your work, which in this case are your assignments. To ensure the quality of your written work, keep the following in mind when preparing your assignments:
· Set up a cover page with your name, assignment number, and due date for each assignment in MS Word.
· Organize your assignments with clear headings to identify subsections. For example, depending on the assignment, headings might include: introduction, description of the topic under discussion, analysis and evaluation of the topic under discussion, learning for next time, and summary.
· Use 1.5 line spacing in your document to improve readability for your Open Learning Faculty Member.
· Use an 11-point or 12-point font.
· Number the pages.
· Use spell checker to eliminate spelling errors.
· Use grammar checking to avoid grammatical errors such as run-on sentences.
· Write in a formal manner suitable for business, rather than as a letter to a friend.
· Do not use red as your Open Learning Faculty Member’s comments will be in that colour.
· Please do not exceed the required length for each assignment. Communications should be clear and concise.
· Proofread your work. Not just on the screen while you write it, but the hard copy after it is printed. Fix the errors before submitting the report to your Open Learning Faculty Member.
· Restating of course material is not included in the format of the assignment reports, nor is it considered part of analysis. Anyone reading your report will be familiar with the case, and you need only to mention those facts relevant to your analysis and recommendations.
· Reference all quotations appropriately (author, date, title, publisher, page number) and, where possible, a web URL to the content or original web reference. This co ...
MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
MEDICAL IMAGING THROUGH HEALTHCARE 17MEDICAL IMAGING THRO.docxLaticiaGrissomzz
MEDICAL IMAGING THROUGH HEALTHCARE 1
7
MEDICAL IMAGING THROUGH HEALTHCARE
Medical Imaging Through Healthcare
Your Name
Houston Community College
EDUC 1300
February 2, 2021
Medical Imagining Through Healthcare
When we come to think of it, choosing a career is by far one of the most difficult decisions an adult can make. For some, that decision is chosen for them, whether it’s a business that’s being passed down or through the influence of others around them. Up until my senior year of high school, I had no idea what I wanted to do for the rest of my life. That was until I took an anatomy class and a class called Independent Study Mentorship (ISM). In ISM, we were required to find a career of interest and a professional in the field who you would "shadow" once a week for the entire year. I knew I was good at math so the career I chose was accounting. For many reasons, such as finding it quite boring, I quickly realized that this wasn’t the career for me. In my anatomy class, however, I found a passion in the health industry. It was by far the most difficult class I've enrolled in however; it has also been the most exciting class I've ever taken. I remember looking forward to the class, even when studying for exams, as I would challenge myself to get above a 95. Since then, I knew I had found my passion in health. Through several hours of research, the career I am most interested in is Radiology. When I took the Myers Briggs Personality test on the Humanmetrics website (2020), I discovered that my personality type is ENTJ. People with this personality type are known to be driven to turn theories into plans, highly value knowledge, are future-oriented, and usually possess excellent verbal communication skills. People tend to have a lot of anxiety about taking x-rays. I will use my excellent verbal communication skills to put patients at ease about their x-rays. I believe all of my traits make me the perfect candidate for my career choice because they confirm that I am responsible enough to work in the medical field and will be skilled at anticipating the next step. Being organized is very helpful in any career path as well and will only serve to enhance my other qualities. I also believe my last trait of consistency might be the most important; treating everyone with the same level of care is the only way to ensure the best results for everyone who walks through those hospital doors, which ultimately leads to the most lives saved.
Job Responsibilities
A Radiologist is a medical professional who specializes in medical imaging to make a diagnosis. A radiologist main job responsibility is to comprehend and interpret diagnostic imagining which may include; CT scans (Computed tomography), MRI's (Magnetic resonance imaging), and ultrasounds (Career Coach, 2018). The main function of a CT scan is to create a 3-D image through the use of x-rays. An MRI, however, uses magnetic fields to create a more detailed image that show.
Mass MurderersIn the aftermath of mass murders, the news media a.docxLaticiaGrissomzz
Mass Murderers
In the aftermath of mass murders, the news media and members of the public ask questions such as "Why did he do it?" and "Were there any warning signs?"
Consider what you've learned this week regarding the sociological, psychological, and biological influences of multiple murderers.
Choose
one
of the following mass murderers:
Jared Lee Loutner
James Holmes
Seung-Hui Cho
Eric Harris & Dylan Klebold
Based on your choice, create a 4- to 5-page report in Microsoft Word that covers the areas mentioned below :
Provide the available information that describes the killer's background (education, mental issues, criminal history, etc.).
Summarize the events surrounding the crime.
Identify and analyze which theory or theories best apply to this particular mass murderer. Explain why this theory is correct.
Discuss whether the case led to any changes in laws, police procedure, school security, etc.
.
Marketing Plan Goals, Objectives, and Strategy WorksheetIII.M.docxLaticiaGrissomzz
Marketing Plan Goals, Objectives, and Strategy Worksheet
III. Marketing Goals and Objectives
A. Marketing Goal A: __________________________________________________
(should be broad, motivational, and somewhat vague)
Objective A1: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
Objective A2: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
B. Marketing Goal B: __________________________________________________
(should be broad, motivational, and somewhat vague)
Objective B1: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
Objective B2: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
(Can be repeated as needed to develop a complete list of goals and objectives. However, having one goal and two or three objectives is advisable to greatly reduce the complexity of the marketing strategy.)
IV. Marketing Strategy
A. Primary (and Secondary) Target Market
Primary target market
Identifying characteristics (demographics, geography, values, psychographics):
Basic needs, wants, preferences, or requirements:
Buying habits and preferences:
Consumption/disposition characteristics:
Secondary target market (optional)
Identifying characteristics (demographics, geography, values, psychographics):
Basic needs, wants, preferences, or requirements:
Buying habits and preferences:
Consumption/disposition characteristics:
B. Product Strategy
Brand name, packaging, and logo design:
Major features and benefits:
Differentiation/positioning strategy:
Supplemental products (including customer service strategy):
Connection to value (core, supplemental, experiential/symbolic attributes):
C. Pricing Strategy
Overall pricing strategy and pricing objectives:
Price comparison to competition:
Connection to differentiation/positioning strategy:
Connection to value (monetary costs):
Profit margin and breakeven:
Specific pricing tactics (discounts, incentives, financing, etc.):
D. Distribution/Supply Chain Strategy
Overall supply chain strategy (including distribution intensity):
Channels and intermediaries to be used:
Connection to differentiation/positioning strategy:
Connection to value (nonmonetary costs):
Strategies to ensure channel support (slotting fees, guarantees, etc.):
Tactics designed to increase time, place, and possession utility:
E. Integrated Marketing Communication (Promotion) Strategy
Overall IMC strategy, IMC objectives, and budge.
MGT 4337 Business Policy and Decision Making Module 3 .docxLaticiaGrissomzz
MGT 4337: Business Policy and Decision Making
Module 3 Strategy Exercises Worksheet
Overview: This exercise will tie concepts from the chapter material to the simulations assigned in this module. Completing this exercise will prepare you to help you to make decisions during the simulation rounds and prepare you for completing this module’s decision log journal entries and artifact analyses.
Specifically, you will apply what you learned in Chapters 5 and 6 to identify your own company’s and your rivals' competitive and supplemental strategies, as well as outline specific actions to obtain a sustainable competitive advantage.
Directions: Download and save a copy of this document so you can edit the worksheet with your responses to the questions below.
Chapter 5
1. Which of the five basic competitive strategies best characterize your athletic footwear company’s strategic approach to competing successfully?
2. Which rival footwear companies appear to be employing a low-cost provider strategy?
3. Which rival footwear companies appear to be employing a broad differentiation strategy?
4. Which rival companies appear to be employing some type of focus strategy?
5. Which rival companies appear to be employing a best-cost provider strategy?
6. What is your company's plan to achieve a sustainable competitive advantage over rivals? List at least three (preferably more than three) specific kinds of decision entries on specific decision screens that your company has made or intends to make to win this kind of competitive edge over rivals.
1.
2.
3.
Chapter 6
1. What offensive strategy options discussed in this chapter does your athletic footwear company have? Identify at least two offensive moves that your company should seriously consider in order to improve the company’s market standing and financial performance.
1.
2.
2. What defensive strategy moves should your company consider in the upcoming decision round? Identify at least two defensive actions your company has taken in the past one or two decision rounds.
1.
2.
3. Is your company vertically integrated to some extent? Explain why or why not.
Rubric
Guidelines for Submission: To complete this assignment, submit a saved copy of this completed worksheet.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center.
Criteria
Exemplary (100%)
Needs Improvement (75%)
Incomplete (50%)
Not Evident (0%)
Value
Worksheet
Submitted a complete worksheet that demonstrates sincere effort.
Submitted a mostly complete worksheet that demonstrates sincere effort.
Submitted an incomplete worksheet.
Did not submit a worksheet.
100
Total
100%
image1.png
Unit 4 Assignment
For this assignment, you are going to gather some data and discuss your results. Interview or survey 10 people and ask each person the first three terms or words that.
MedWatch The FDA Safety Information and Adverse Event Reporting.docxLaticiaGrissomzz
MedWatch: The FDA Safety Information and Adverse Event Reporting Program
As noted earlier, there are mandatory and voluntary error reporting requirements. Executive leaders need to be aware of both types and be a part of the decisional team tasked with determining participation in voluntary errors. Ethics directs healthcare leaders to participate in all activities designed to improve patient safety. Policies need to be developed as well as staff training. It is common for all error reporting forms to be routed to leadership and risk management.
Generate an error report.
Include the following aspects in the discussion:
Access the form from MedWatch:
For VOLUNTARY reporting of adverse events,
product problems and product use errors
Using a prior error that you can remember, complete the form (this form will not be submitted; it is for personal practice only)
Discuss if, as a nurse executive, you would choose to participate in voluntary error reporting
Discuss the risks and benefits of your decision
NOTE- JUST WRITE 150 WORDS
.
Mass Murderers and Serial KillersReview the two case studies out.docxLaticiaGrissomzz
Mass Murderers and Serial Killers
Review the two case studies outlined below:
Case 1: Mass Murder
Andrea Yates was convicted of drowning her five children and given a sentence of life in prison.
Later, it was found that the sentence of life in prison was based on the inaccurate testimony of a highly respected forensic psychiatrist. Her life sentence was overturned, and she was found guilty by reason of insanity and sent to a mental hospital.
Yates suffered from severe postpartum depression and had been hospitalized for an attempted suicide before she killed her children. Yates was delusional and reported having thoughts that were degrading and persecuting her for her motherhood. She was also having command hallucinations telling her she was a bad mother and her children would grow up to be criminals, so she should save them by drowning them.
Case 2: Serial Killer
In 1980, John Wayne Gacy was found guilty of murdering 33 young men. He picked up some of his victims at a local homosexual bar. Other victims were taken home for "interviews" as prospective employees for his construction business. The remains of 29 victims were found buried under his home while the other four victims had been thrown into the Des Plaines River near Chicago.
Gacy always maintained his innocence throughout the trial and appeals process claiming someone else put the bodies in the crawl space beneath his house. Also known as "The Killer Clown," Gacy used handcuffs and chloroform to subdue his victims, and then he would tie a rope around their necks and slowly twist until he squeezed the life out of them.
Gacy had been married twice and had two children from the first marriage. Both marriages ended in divorce when his wives found items from his victims or were unhappy from a lack of any sexual contact between them. During both marriages and afterwards, Gacy was considered an outstanding member of his community. Gacy was executed on May 10, 1994.
Case 1 (mass murder) and Case 2 (serial murder) can be analyzed and categorized by fitting them into one or more of the theories developed to explain the phenomenon of multiple murder. The theories are developed by experts in the field who study mass and serial murderers.
After reading the two case studies, discuss the following:
What are the similarities and differences between the definitions for serial and mass murder?
What purposes are served by establishing the typologies that apply to a mass murderer? Are they the same purposes that are served by establishing the typology of a serial killer?
Could a serial murderer ever become a mass murderer and vice versa? Why or why not?
Considering the cases described above, which typologies apply to each killer? Explain how you arrived at this conclusion.
.
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Scanned by CamScannerECO 700 Final Project Guideli.docxanhlodge
Scanned by CamScanner
ECO 700 Final Project Guidelines and Rubric
Overview
As the final stop in your journey toward your Master of Science in Applied Economics, you will complete a final project that will allow you to demonstrate the
knowledge and skills you have gained during your time at SNHU. Over the course of the term, you will immerse yourself in integrating what you have learned in
your coursework and practice to create an authentic demonstration of your abilities as an economist. The final project for this course is an analysis of a
contemporary economic issue relative to a business, policy, or topic of your choice based on your academic area of interest. For instance, general track students
might choose industrial policy, labor economics, international trade, macroeconomic policy, or regulatory economics. For those who are in the Environmental
and Natural Resources concentration, you must choose a topic relative to the field. This analysis will be followed by a presentation and professional reflection of
your journey through the Applied Economics program and how you plan to position yourself professionally. Completion of the analysis, presentation, and
professional reflection components will exemplify your professional identity and represent the skills and abilities you can bring to a potential employer.
This capstone will be assessed somewhat differently than other courses you have taken online at SNHU. There are three separate components that will be
submitted at different times during the course; however, they all operate together to make up the whole capstone experience and are not assessed separately.
You will be evaluated on all three elements as a unit in determining whether you have achieved proficiency in each outcome. All components must be completed
at the highest level, as the strengths of one cannot compensate for the weaknesses in another. Your instructor will guide you through this process, keeping a
running narrative of your strengths and weaknesses in relation to the outcomes as you progress through the class. Your work is expected to meet the highest
professional standards. Remember, you are selling yourself as much as you are selling your ideas.
In this assessment, you will demonstrate your mastery of the following outcomes:
Communicate economic principles, problems, findings, and risk in effective verbal, written, visual, and graphical formats
Integrate appropriate economic theories and principles into the analysis of real-world organizational, social, and political issues
Design and execute sound research studies that effectively and appropriately incorporate quantitative data analysis, econometrics, and other key
economic tools and methods
Incorporate accuracy, precision, and ethical decision making into the analysis and reporting of economic data
Evaluate the impact of a wide variety of internal and external influences on personal, professional, and government.
Bus 521 Enthusiastic Study / snaptutorial.comGeorgeDixon77
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
Bus 521 Education Your Way/newtonhelp.comasdfvbvdf1
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
BUS 521 Life of the Mind/newtonhelp.com jhgfdfgfdv6
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
BUS 521 Imagine Your Future/newtonhelp.com bellflower33
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
For more course tutorials visit
www.newtonhelp.com
Assignment 1: Business Plan Part I – Business Vision
Due Week 3 and worth 180 points
Note: Refer to scenarios and reading assignments from previous weeks to complete this assignment.
MITS6004:Enterprise Resource Planning
MITS6004
Enterprise Resource Planning
Assignment 2
Research Study
March 2020
MITS6004:Enterprise Resource Planning
Research Study
Assignment 2 - Research Report - 10% (Due Session 8) Individual Assignment
For this component you will be required to analyze a case study of an organization and write
a report on it on a recent academic paper on a topic related to ERP implementation on any
organization. Some possible topic areas include but are not limited to:
• Digital Transformation
• An analysis of success and failure factors for ERP Systems in Engineering and
Construction Firms.
• System Integration Challenges
• Project Management methodologies
• Securing an ERP implementation
• Web based ERP Systems
• Promise and Performance of ERP
• Critical success factors for ERP Implementation in a company
• Role of management in designing enterprise systems integration
• Risk areas found in ERP Implementation
• IoT and ERP
• Supply chain planning and Execution
• Warehouse Management
• Data Intelligence for Enterprise AI
The paper you select must be directly relevant to one of the above topics or another topic
and be related to ERP or Software Engineering. The paper must be approved by your lecturer
and be related to what we are studying this semester in Enterprise Resource Planning. The
paper can be from any academic conference or other relevant Journal or online sources such
as Google Scholar, Academic department repositories, or a significant commercial company
involved in research such as IBM etc. All students must select a different paper. Thus, the
paper must be approved by your lecturer before proceeding. In case two students are wanting
to present on the same paper, the first who emails the lecturer with their choice will be
allocated that paper. Please note that popular magazine or web-site articles are not academic
papers.
A grade of 10% of the Units mark will be awarded for your presentation and your participation
in other student presentations. You are to prepare a set of powerpoint slides for your
presentation. If you do not participate in at least 70% of other student’s presentations, you
will forfeit a significant proportion of the marks for this component.
MITS6004:Enterprise Resource Planning
Note: if class numbers are large the presentations may be organized into groups, but students
will still all need to select their own individual paper for Assignment 2. In the case where
presentations are arranged in groups each group can decide which students’ paper will be
used for the presentation.
The presentations will occur in sessions 5-12 on the academic calendar for the semester and
the order of presentations will be by arrangement, but these will be evenly spread over those
sessions.
What to Submit.
For this component you will write a report or critique on the paper yo.
MITS6004:Enterprise Resource Planning
MITS6004
Enterprise Resource Planning
Assignment 2
Research Study
March 2020
MITS6004:Enterprise Resource Planning
Research Study
Assignment 2 - Research Report - 10% (Due Session 8) Individual Assignment
For this component you will be required to analyze a case study of an organization and write
a report on it on a recent academic paper on a topic related to ERP implementation on any
organization. Some possible topic areas include but are not limited to:
• Digital Transformation
• An analysis of success and failure factors for ERP Systems in Engineering and
Construction Firms.
• System Integration Challenges
• Project Management methodologies
• Securing an ERP implementation
• Web based ERP Systems
• Promise and Performance of ERP
• Critical success factors for ERP Implementation in a company
• Role of management in designing enterprise systems integration
• Risk areas found in ERP Implementation
• IoT and ERP
• Supply chain planning and Execution
• Warehouse Management
• Data Intelligence for Enterprise AI
The paper you select must be directly relevant to one of the above topics or another topic
and be related to ERP or Software Engineering. The paper must be approved by your lecturer
and be related to what we are studying this semester in Enterprise Resource Planning. The
paper can be from any academic conference or other relevant Journal or online sources such
as Google Scholar, Academic department repositories, or a significant commercial company
involved in research such as IBM etc. All students must select a different paper. Thus, the
paper must be approved by your lecturer before proceeding. In case two students are wanting
to present on the same paper, the first who emails the lecturer with their choice will be
allocated that paper. Please note that popular magazine or web-site articles are not academic
papers.
A grade of 10% of the Units mark will be awarded for your presentation and your participation
in other student presentations. You are to prepare a set of powerpoint slides for your
presentation. If you do not participate in at least 70% of other student’s presentations, you
will forfeit a significant proportion of the marks for this component.
MITS6004:Enterprise Resource Planning
Note: if class numbers are large the presentations may be organized into groups, but students
will still all need to select their own individual paper for Assignment 2. In the case where
presentations are arranged in groups each group can decide which students’ paper will be
used for the presentation.
The presentations will occur in sessions 5-12 on the academic calendar for the semester and
the order of presentations will be by arrangement, but these will be evenly spread over those
sessions.
What to Submit.
For this component you will write a report or critique on the paper yo ...
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Course Project Development and Analysis of Two Mini Case Studies.docxfaithxdunce63732
Course Project: Development and Analysis of Two Mini Case Studies
Class: BUSN412 Business Policy
GRADING RUBRIC & EXPECTATIONS AT THE BOTTOM
Objectives
Select, develop, and analyze two mini case studies. The purpose of this project is to identify a successful strategy and compare and contrast it with an unsuccessful strategy, with the aim of identifying critical success factors (CSFs). You may select two strategies developed in the same company or from entirely different companies—or, indeed, different industries.
Case studies are used extensively in teaching business. Typically students perform an analysis on a case study prepared by an author or the professor—in this instance, the student is the author of the cases. The case study research strategy provides the opportunity to develop an in-depth understanding of an organization or event—data can be collected from multiple sources (for example, company websites, interviews, or published articles).
Please select two examples that reflect success and failure—collect data from multiple sources and develop two mini case studies of 500 words in length. Perform a cross-case analysis by comparing and contrasting the case studies on points of parity and points of difference. This should entail developing a framework, similar to many of the frameworks presented in class (e.g., SWOT or Five Forces) and analyzing the key data in your case studies. The analysis should be presented after your case studies and should be followed by a brief concluding statement and references in APA format.
Guidelines
Mini Case I: (Success): Sufficient length begins with general points and moves to a focus on specifics, evidence of success, good quality content—relevant, accurate, and timely.
Mini Case II: (Failure): Sufficient length begins with general points and moves to a focus on specifics, evidence of failure, good quality content—relevant, accurate, and timely.
Cross-Case Analysis: Once you have completed your cases you need to conduct a cross-case analysis. This requires comparing the two cases to determine points of similarity and points of difference.
Research Skills: Each case uses four to six sources, and sources are cited in the text and at the end of the case study in APA format.
Writing Skills: Ideas are communicated clearly in business English and using the appropriate business terminology. Work should be prepared following the development of a rough draft, revision, editing, and proofing to produce a final polished report.
A successful project will meet all of these requirements to earn a maximum of 200 points. At the conclusion of this project it will be beneficial to compare what factors are selected by your peers. Are there patterns here?
Milestones
· Week 1: Select company strategies, read supporting documents in Doc Sharing.
· Weeks 2–7: Research and prepare rough draft and analysis, followed by revision, editing, and proofing—obtaining feedback.
· Week 8: Submit Final Report.
Grading Rubrics.
AssignmentsAssignmentsEach of the four assignments in this cou.docxrock73
Assignments
Assignments
Each of the four assignments in this course includes specific guidelines for completing the assignment and Final Project. Some general guidelines for satisfactory completion of the assignments and Final Project are described below.
Assignment Content
· Link theory and practice by explaining what you have learned as a result of the readings, dialogue with your fellow students, feedback, reflections, and practical application of skills.
· Make specific references to readings, feedback, ideas, and theories that prodded you to re-think your experiences and helped to increase your awareness of your marketing skills.
· Provide examples to support your comments and observations. Be specific and concrete. Tell a complete story. Avoid generalizations. Support a statement with a specific example that would demonstrate your understanding and skill.
· Share your thoughts and ideas about your own experiences and about the readings. Do not be afraid to challenge or disagree with the readings. Share what makes sense for you and what you have questions about. Be a critical reader.
· Go beyond general descriptions. Be thoughtful and critical in your analyses.
Assignment Structure
Remember, you will be judged by the quality of your work, which in this case are your assignments. To ensure the quality of your written work, keep the following in mind when preparing your assignments:
· Set up a cover page with your name, assignment number, and due date for each assignment in MS Word.
· Organize your assignments with clear headings to identify subsections. For example, depending on the assignment, headings might include: introduction, description of the topic under discussion, analysis and evaluation of the topic under discussion, learning for next time, and summary.
· Use 1.5 line spacing in your document to improve readability for your Open Learning Faculty Member.
· Use an 11-point or 12-point font.
· Number the pages.
· Use spell checker to eliminate spelling errors.
· Use grammar checking to avoid grammatical errors such as run-on sentences.
· Write in a formal manner suitable for business, rather than as a letter to a friend.
· Do not use red as your Open Learning Faculty Member’s comments will be in that colour.
· Please do not exceed the required length for each assignment. Communications should be clear and concise.
· Proofread your work. Not just on the screen while you write it, but the hard copy after it is printed. Fix the errors before submitting the report to your Open Learning Faculty Member.
· Restating of course material is not included in the format of the assignment reports, nor is it considered part of analysis. Anyone reading your report will be familiar with the case, and you need only to mention those facts relevant to your analysis and recommendations.
· Reference all quotations appropriately (author, date, title, publisher, page number) and, where possible, a web URL to the content or original web reference. This co ...
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MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
MEDICAL IMAGING THROUGH HEALTHCARE 17MEDICAL IMAGING THRO.docxLaticiaGrissomzz
MEDICAL IMAGING THROUGH HEALTHCARE 1
7
MEDICAL IMAGING THROUGH HEALTHCARE
Medical Imaging Through Healthcare
Your Name
Houston Community College
EDUC 1300
February 2, 2021
Medical Imagining Through Healthcare
When we come to think of it, choosing a career is by far one of the most difficult decisions an adult can make. For some, that decision is chosen for them, whether it’s a business that’s being passed down or through the influence of others around them. Up until my senior year of high school, I had no idea what I wanted to do for the rest of my life. That was until I took an anatomy class and a class called Independent Study Mentorship (ISM). In ISM, we were required to find a career of interest and a professional in the field who you would "shadow" once a week for the entire year. I knew I was good at math so the career I chose was accounting. For many reasons, such as finding it quite boring, I quickly realized that this wasn’t the career for me. In my anatomy class, however, I found a passion in the health industry. It was by far the most difficult class I've enrolled in however; it has also been the most exciting class I've ever taken. I remember looking forward to the class, even when studying for exams, as I would challenge myself to get above a 95. Since then, I knew I had found my passion in health. Through several hours of research, the career I am most interested in is Radiology. When I took the Myers Briggs Personality test on the Humanmetrics website (2020), I discovered that my personality type is ENTJ. People with this personality type are known to be driven to turn theories into plans, highly value knowledge, are future-oriented, and usually possess excellent verbal communication skills. People tend to have a lot of anxiety about taking x-rays. I will use my excellent verbal communication skills to put patients at ease about their x-rays. I believe all of my traits make me the perfect candidate for my career choice because they confirm that I am responsible enough to work in the medical field and will be skilled at anticipating the next step. Being organized is very helpful in any career path as well and will only serve to enhance my other qualities. I also believe my last trait of consistency might be the most important; treating everyone with the same level of care is the only way to ensure the best results for everyone who walks through those hospital doors, which ultimately leads to the most lives saved.
Job Responsibilities
A Radiologist is a medical professional who specializes in medical imaging to make a diagnosis. A radiologist main job responsibility is to comprehend and interpret diagnostic imagining which may include; CT scans (Computed tomography), MRI's (Magnetic resonance imaging), and ultrasounds (Career Coach, 2018). The main function of a CT scan is to create a 3-D image through the use of x-rays. An MRI, however, uses magnetic fields to create a more detailed image that show.
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Mass Murderers
In the aftermath of mass murders, the news media and members of the public ask questions such as "Why did he do it?" and "Were there any warning signs?"
Consider what you've learned this week regarding the sociological, psychological, and biological influences of multiple murderers.
Choose
one
of the following mass murderers:
Jared Lee Loutner
James Holmes
Seung-Hui Cho
Eric Harris & Dylan Klebold
Based on your choice, create a 4- to 5-page report in Microsoft Word that covers the areas mentioned below :
Provide the available information that describes the killer's background (education, mental issues, criminal history, etc.).
Summarize the events surrounding the crime.
Identify and analyze which theory or theories best apply to this particular mass murderer. Explain why this theory is correct.
Discuss whether the case led to any changes in laws, police procedure, school security, etc.
.
Marketing Plan Goals, Objectives, and Strategy WorksheetIII.M.docxLaticiaGrissomzz
Marketing Plan Goals, Objectives, and Strategy Worksheet
III. Marketing Goals and Objectives
A. Marketing Goal A: __________________________________________________
(should be broad, motivational, and somewhat vague)
Objective A1: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
Objective A2: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
B. Marketing Goal B: __________________________________________________
(should be broad, motivational, and somewhat vague)
Objective B1: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
Objective B2: ______________________________________________________
(must contain a
specific and measurable outcome, and a
time frame for completion)
(Can be repeated as needed to develop a complete list of goals and objectives. However, having one goal and two or three objectives is advisable to greatly reduce the complexity of the marketing strategy.)
IV. Marketing Strategy
A. Primary (and Secondary) Target Market
Primary target market
Identifying characteristics (demographics, geography, values, psychographics):
Basic needs, wants, preferences, or requirements:
Buying habits and preferences:
Consumption/disposition characteristics:
Secondary target market (optional)
Identifying characteristics (demographics, geography, values, psychographics):
Basic needs, wants, preferences, or requirements:
Buying habits and preferences:
Consumption/disposition characteristics:
B. Product Strategy
Brand name, packaging, and logo design:
Major features and benefits:
Differentiation/positioning strategy:
Supplemental products (including customer service strategy):
Connection to value (core, supplemental, experiential/symbolic attributes):
C. Pricing Strategy
Overall pricing strategy and pricing objectives:
Price comparison to competition:
Connection to differentiation/positioning strategy:
Connection to value (monetary costs):
Profit margin and breakeven:
Specific pricing tactics (discounts, incentives, financing, etc.):
D. Distribution/Supply Chain Strategy
Overall supply chain strategy (including distribution intensity):
Channels and intermediaries to be used:
Connection to differentiation/positioning strategy:
Connection to value (nonmonetary costs):
Strategies to ensure channel support (slotting fees, guarantees, etc.):
Tactics designed to increase time, place, and possession utility:
E. Integrated Marketing Communication (Promotion) Strategy
Overall IMC strategy, IMC objectives, and budge.
MGT 4337 Business Policy and Decision Making Module 3 .docxLaticiaGrissomzz
MGT 4337: Business Policy and Decision Making
Module 3 Strategy Exercises Worksheet
Overview: This exercise will tie concepts from the chapter material to the simulations assigned in this module. Completing this exercise will prepare you to help you to make decisions during the simulation rounds and prepare you for completing this module’s decision log journal entries and artifact analyses.
Specifically, you will apply what you learned in Chapters 5 and 6 to identify your own company’s and your rivals' competitive and supplemental strategies, as well as outline specific actions to obtain a sustainable competitive advantage.
Directions: Download and save a copy of this document so you can edit the worksheet with your responses to the questions below.
Chapter 5
1. Which of the five basic competitive strategies best characterize your athletic footwear company’s strategic approach to competing successfully?
2. Which rival footwear companies appear to be employing a low-cost provider strategy?
3. Which rival footwear companies appear to be employing a broad differentiation strategy?
4. Which rival companies appear to be employing some type of focus strategy?
5. Which rival companies appear to be employing a best-cost provider strategy?
6. What is your company's plan to achieve a sustainable competitive advantage over rivals? List at least three (preferably more than three) specific kinds of decision entries on specific decision screens that your company has made or intends to make to win this kind of competitive edge over rivals.
1.
2.
3.
Chapter 6
1. What offensive strategy options discussed in this chapter does your athletic footwear company have? Identify at least two offensive moves that your company should seriously consider in order to improve the company’s market standing and financial performance.
1.
2.
2. What defensive strategy moves should your company consider in the upcoming decision round? Identify at least two defensive actions your company has taken in the past one or two decision rounds.
1.
2.
3. Is your company vertically integrated to some extent? Explain why or why not.
Rubric
Guidelines for Submission: To complete this assignment, submit a saved copy of this completed worksheet.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center.
Criteria
Exemplary (100%)
Needs Improvement (75%)
Incomplete (50%)
Not Evident (0%)
Value
Worksheet
Submitted a complete worksheet that demonstrates sincere effort.
Submitted a mostly complete worksheet that demonstrates sincere effort.
Submitted an incomplete worksheet.
Did not submit a worksheet.
100
Total
100%
image1.png
Unit 4 Assignment
For this assignment, you are going to gather some data and discuss your results. Interview or survey 10 people and ask each person the first three terms or words that.
MedWatch The FDA Safety Information and Adverse Event Reporting.docxLaticiaGrissomzz
MedWatch: The FDA Safety Information and Adverse Event Reporting Program
As noted earlier, there are mandatory and voluntary error reporting requirements. Executive leaders need to be aware of both types and be a part of the decisional team tasked with determining participation in voluntary errors. Ethics directs healthcare leaders to participate in all activities designed to improve patient safety. Policies need to be developed as well as staff training. It is common for all error reporting forms to be routed to leadership and risk management.
Generate an error report.
Include the following aspects in the discussion:
Access the form from MedWatch:
For VOLUNTARY reporting of adverse events,
product problems and product use errors
Using a prior error that you can remember, complete the form (this form will not be submitted; it is for personal practice only)
Discuss if, as a nurse executive, you would choose to participate in voluntary error reporting
Discuss the risks and benefits of your decision
NOTE- JUST WRITE 150 WORDS
.
Mass Murderers and Serial KillersReview the two case studies out.docxLaticiaGrissomzz
Mass Murderers and Serial Killers
Review the two case studies outlined below:
Case 1: Mass Murder
Andrea Yates was convicted of drowning her five children and given a sentence of life in prison.
Later, it was found that the sentence of life in prison was based on the inaccurate testimony of a highly respected forensic psychiatrist. Her life sentence was overturned, and she was found guilty by reason of insanity and sent to a mental hospital.
Yates suffered from severe postpartum depression and had been hospitalized for an attempted suicide before she killed her children. Yates was delusional and reported having thoughts that were degrading and persecuting her for her motherhood. She was also having command hallucinations telling her she was a bad mother and her children would grow up to be criminals, so she should save them by drowning them.
Case 2: Serial Killer
In 1980, John Wayne Gacy was found guilty of murdering 33 young men. He picked up some of his victims at a local homosexual bar. Other victims were taken home for "interviews" as prospective employees for his construction business. The remains of 29 victims were found buried under his home while the other four victims had been thrown into the Des Plaines River near Chicago.
Gacy always maintained his innocence throughout the trial and appeals process claiming someone else put the bodies in the crawl space beneath his house. Also known as "The Killer Clown," Gacy used handcuffs and chloroform to subdue his victims, and then he would tie a rope around their necks and slowly twist until he squeezed the life out of them.
Gacy had been married twice and had two children from the first marriage. Both marriages ended in divorce when his wives found items from his victims or were unhappy from a lack of any sexual contact between them. During both marriages and afterwards, Gacy was considered an outstanding member of his community. Gacy was executed on May 10, 1994.
Case 1 (mass murder) and Case 2 (serial murder) can be analyzed and categorized by fitting them into one or more of the theories developed to explain the phenomenon of multiple murder. The theories are developed by experts in the field who study mass and serial murderers.
After reading the two case studies, discuss the following:
What are the similarities and differences between the definitions for serial and mass murder?
What purposes are served by establishing the typologies that apply to a mass murderer? Are they the same purposes that are served by establishing the typology of a serial killer?
Could a serial murderer ever become a mass murderer and vice versa? Why or why not?
Considering the cases described above, which typologies apply to each killer? Explain how you arrived at this conclusion.
.
Memorandum of Understanding The Norwalk Agreement” .docxLaticiaGrissomzz
Memorandum of Understanding
“The Norwalk Agreement”
At their joint meeting in Norwalk, Connecticut, USA on September 18, 2002, the Financial
Accounting Standards Board (FASB) and the International Accounting Standards Board
(IASB) each acknowledged their commitment to the development of high-quality,
compatible accounting standards that could be used for both domestic and cross-border
financial reporting. At that meeting, both the FASB and IASB pledged to use their best
efforts to (a) make their existing financial reporting standards fully compatible as soon as
is practicable and (b) to coordinate their future work programs to ensure that once
achieved, compatibility is maintained.
To achieve compatibility, the FASB and IASB (together, the “Boards”) agree, as a matter
of high priority, to:
a) undertake a short-term project aimed at removing a variety of individual
differences between U.S. GAAP and International Financial Reporting
Standards (IFRSs, which include International Accounting Standards, IASs);
b) remove other differences between IFRSs and U.S. GAAP that will remain at
January 1, 2005, through coordination of their future work programs; that is,
through the mutual undertaking of discrete, substantial projects which both
Boards would address concurrently;
c) continue progress on the joint projects that they are currently undertaking; and,
d) encourage their respective interpretative bodies to coordinate their activities.
MEMORANDUM OF UNDERSTANDING – FASB and IASB 2
The Boards agree to commit the necessary resources to complete such a major
undertaking.
The Boards agree to quickly commence deliberating differences identified for resolution in
the short-term project with the objective of achieving compatibility by identifying common,
high-quality solutions. Both Boards also agree to use their best efforts to issue an
exposure draft of proposed changes to U.S. GAAP or IFRSs that reflect common
solutions to some, and perhaps all, of the differences identified for inclusion in the short-
term project during 2003.
As part of the process, the IASB will actively consult with and seek the support of other
national standard setters and will present proposals to standard setters with an official
liaison relationship with the IASB, as soon as is practical.
The Boards note that the intended implementation of IASB’s IFRSs in several jurisdictions
on or before January 1, 2005 require that attention be paid to the timing of the effective
dates of new or amended reporting requirements. The Boards’ proposed strategies will be
implemented with that timing in mind.
.
Minimum of 200 words Briefly share a situation in which you h.docxLaticiaGrissomzz
Minimum of 200 words:
Briefly share a situation in which you had to work with others.
What were the most important factors that influenced how well your team worked together?
Do you consider the team in your example effective? Why or why not? How did the location of your team members influence its effectiveness?
What concepts from this week’s learning activities do feel apply to the team you were in?
.
MGT576 v1Learning OrganizationsMGT576 v1Page 3 of 3Lea.docxLaticiaGrissomzz
MGT/576 v1
Learning Organizations
MGT/576 v1
Page 3 of 3
Learning Organizations and Value Creation
Review the 6 key elements of a learning organization (Ch. 11 of
Strategic Management, by Dess).
Complete the table below.
Evaluate the extent to which the company you’ve selected to assess in this course epitomizes each of the 6 elements.
Justify your determination with examples.
Learning Organization Element
Extent to which the company epitomizes this element
Provide a sentence justifying your determination
High
Medium
Low
Example
x
[This] is why I believe it is medium.
Inspiring and motivating people with a mission or purpose
x
CVS Health has been successful because it has developed long-term, strategic programs that uphold company values and encourage excellence in employees. CVS Health takes a more hands-on approach to monitoring and supporting its staff, with the goal of fostering an environment where workers may thrive and thrive, and where they are given the autonomy, responsibility, and training they need to do their best work.
Developing leaders
x
Those in charge of the business now try to put themselves in the shoes of their employees. The focus of this form of leadership is on creating and nurturing a healthy culture within the company. In this case, the CEO is advocating for a culture that emphasizes the addition of value for customers. The CEO places a premium on customer value creation because of the crucial role value plays in propelling business results.
Empowering employees
x
CVS Health provides its staff with career guidance and coaching to help them reach their full potential. As an example, when employees have connections with their managers, they are more likely to receive equal treatment when it comes to promotions. To help employees get the most out of their coaching and mentoring opportunities, CVS Health has instituted individualized training for managers (AlOmari, 2020). Lastly, during the onboarding process, when new hires learn about the company's ethics and principles.
Accumulating and sharing internal knowledge
x
Recognizing that it is challenging for an individual to amass information, the corporation encourages team efforts to build and share expertise inside the organization. CVS Health Viva, an insights-driven software designed to enhance internal interactions and knowledge sharing, has been launched across the firm (AlOmari, 2020). The program facilitates the gathering of data and the utilization of acquired expertise by staff members.
Gathering and integrating external information
x
The CVS Health Corporation is driven by a constant desire to enhance the user experience, and as a result, it employs analytics and data science to acquire information. The business uses technology manipulation to provide answers for workers and clients (Bordeleau, 2020). In order to get understanding from and organize chaotic data, the organization emplo.
Mental Status ExaminationThe patient is who is 70 years old who.docxLaticiaGrissomzz
Mental Status Examination:
The patient is who is 70 years old who is forgetting things withing a short time which
seem to be dementia and mood disorder. Since she has been working in the military for over 20 years,
her condition is mainly associated with her worrying experiences and traumatic events in the
warzone. She looks very presentable and smartly dressed thus her general appearance looks good
She is communicating so well with a clear speech, report gets frustrated when she cannot remember things, alert to self and place disoriented to time, confused. She denies hallucination.
despite being previously hospitalized for dementia and depression. However, she gets disrupted at
some point during the conversation. Judgment is impaired, affect labile mood stress and anxious, can not care for self, behavior cooperative and disorganized, thought process tangential, thought content preoccupation, denies SI/HI,
[removed]
Case study
CC (chief complaint)- Almost set the house on fire x2 times
HPI: The patient is Alexis 70 years old woman who is complaining of dementia.
She presents the signs and symptoms of dementia, and she claims having these condition for some time. She states that she has been forgetting things so easily and cannot recall anything Now she is 70 and has begun to have times when she does not know what day it is. Neighbor found her wandering around the neighborhood because she could not find her way home.
Placed items on stove and forgot x2 times and forgot and almost burn the house.The patients states that the condition gets worse when she
vividly recalls her services in the military from training to her retirement. The patient says that there
is no history of dementia in her family and she had the same condition few years
ago. Sister reported the family has concerns of living patient by herself her short-term memory has gotten worse. She was hospitalized for similar symptoms years ago and was placed on Aricept. Patient has mood swings, yell and scream for no reasons, delusional sometimes and behavior problem as reported by her sister, her husband death and son disability has made her condition worse, she has become aggressive and out of control. Tells stories of things that happens in the past over and over again and talks to herself.
The patient was married to her late husband, and they had three children. She has been serving in the
military for over 20 years and has been supporting the community through various activities. She started having a problem with memory loss and difficulty in solving issues. Husband death, daughter had an accident and died, son was shot in his arm and now has disable arm. Sister is her caregiver. Denies seeing things or hearing. Denies suicidal or homicidal ideation.
Medical History: After being taken through various psychiatric test to determine her problems, it
was proven that the patient has dementia.
Current Medications: Currently, Alexis is under medication where she takes and A.
MEMODate SEPTEMBER 29, 2022 To CITY OF COLUMBUS MA.docxLaticiaGrissomzz
MEMO
Date: SEPTEMBER 29, 2022
To: CITY OF COLUMBUS MAYOR ANDREW GINTHER
From:
SUBJECT: MEMO & SWOT ANALYSIS OF THE COLUMBUS, OHIO POLICE DEPARTMENT
EXECUTIVE SUMMARY
The accompanying SWOT analysis was developed to identify levels of trust in the CPD, considering the high crime rate in Columbus, Ohio and the violence often connected to it. The youth and community interactions are highlighted as strengths and opportunities, whereas public distrust and crime are highlighted as weaknesses and threats, respectively. So, my suggestions for the CPD are to use crisis professionals in nonviolent situations (such mental health and homeless crises) and to give diversity in hiring top priority.
BACKGROUND
Crime in Columbus, Ohio, is so high that "more than 96% of the other municipalities [in Ohio] have a lower crime rate," making it one of the most dangerous cities in the country. Given the police's efforts to increase public safety, some may question the force's current standing. CPD's credibility has been damaged since the outbreak began as a result of the officers' fatally shooting of unarmed African Americans and the use of tear gas and rubber bullets on hundreds of protesters during the Black Lives Matter Movement (Wedd,2020). The U.S. Department of Justice has launched an investigation into the CPD because of these misdeeds, looking into their policies, procedures, and any racial prejudices.
SWOT ANALYSIS
After compiling the foregoing information, I developed the SWOT analysis of the CPD in the bellow attached. With the crime rate always on the rise and the public demanding action from law enforcement, one must wonder: do people still have faith in the Columbus Police Department? It is the goal of the SWOT analysis to shed light on the sources of distrust and the means by which trust can be reestablished in those sources. Youth engagement, fundraising prowess, and departmental effectiveness are all areas in which the CPD excels (Wedd,2020). There is a lot of mistrust in the public, and the reputation of executives and the workers are both falling. They have potential in attracting a more diverse workforce and gaining the trust of young people and communities. An increase in violent crime, public discontent, and reluctance on the part of the public to call the police will pose serious challenges for the Columbus Police Department.
RECOMMENDATIONS
First, in situations where police intervention is unnecessary (such as nonviolent mental health crises, suicide threats, and homeless crises), I advocate for the use of trained crisis experts rather than solely police personnel. specially at this time when public faith in law enforcement is low and crime rates are high, deploying police to areas where they are most needed and appreciated can make communities safer overall. In addition, many people think "police officers and police organizations are incapable of repairing themselves" because of policing's racist origins. Additionally, 73% of.
Memo
To: Sally Jones
From: James Student
Date: January 15, 202x
Subject: Travelers for the <insert your city here> trip
Below is the current status of the <city> trip:
Create your table below this line and then delete this line.
Create your chart below this line and then delete this line.
1.
Saint Leo Portal login
User ID:[email protected]
Saintleo\martha.ramsey
Password: Demonte5!!!
2.
New Login for email through Okta
User ID: Martha.ramsey
Password: Demonte5!!!
3.
What did you earn your first medal or award for?
Art class
4.
Lion Share Courses
5.
Research Method II
.
Metabolic acidosis A decrease in serum HCO3 of less than 24 mEqL.docxLaticiaGrissomzz
Metabolic acidosis: A decrease in serum HCO3 of less than 24 mEq/L and an increase in the hydrogen ion concentration in the systemic circulation (Burger & Schaller, 2022).
Pathophysiology: This occurs when non-carbonic acid concentrations rise, bicarbonate (base) is lost from extracellular fluid, or the kidneys are unable to replenish it. This can happen suddenly, as in the case of lactic acidosis brought on by inadequate circulation or hypoxemia, or more gradually, as in the case of renal failure (failure to excrete acid) or diabetic ketoacidosis (excess production of keto acids from lack of insulin) (Huether & McCance, 2014).
Clinical manifestations: Alteration in the neurologic, respiratory, gastrointestinal, and cardiovascular systems are signs of metabolic acidosis. Initial symptoms of severe acidosis include lethargy and a headache, which can escalate to a coma. Respiratory compensation is indicated by deep, fast breathing (Kussmaul breaths). It's typical to have anorexia, nausea, vomiting, diarrhea, and abdominal pain. Extreme acidosis may make it harder for the heart to contract normally and result in potentially fatal dysrhythmias (Huether & McCance, 2014).
Evaluation and treatment: Lab results, symptoms, and medical history are used to make the definitive diagnosis of metabolic acidosis. The results of the laboratory tests will reveal arterial blood pH below 7.35 and bicarbonate concentration below 24 mEq/L. A movement to the right can be seen in the oxyhemoglobin curve. For a buffering solution to be used effectively, the underlying issue must be identified. Administration is necessary to raise the pH to a safe level during severe acidosis (pH 7.1), especially if there is renal failure. Deficits in water and sodium must also be made up (Huether & McCance, 2014).
Metabolic alkalosis: An initial rise in serum bicarbonate, which causes a blood pH increase to >7.45 (Tinawi, 2021).
Pathophysiology: Increased bicarbonate concentration, which is often brought on by an excessive loss of metabolic acids. Prolonged vomiting, stomach suctioning, a high intake of bicarbonate, hyperaldosteronism with hypokalemia, and diuretic medication are all conditions that might lead to metabolic alkalosis (Huether & McCance, 2014).
Clinical Manifestations: Volume loss and electrolyte deficits are linked to several common symptoms including weakness, cramping, and overactive reflexes. Some people may have paresthesias, tetany, and seizures. To maximize carbon dioxide retention, respirations are shallow and sluggish. With severe alkalosis, disorientation and seizures happen. A potential issue is atrial tachycardia. As oxyhemoglobin's dissociation decreases and the likelihood of dysrhythmias rises, the oxyhemoglobin curve shifts to the left (Huether & McCance, 2014).
Evaluation and treatment:A sodium chloride solution is necessary for the treatment of contraction alkalosis or hypochloremic alkalosis. As a result, HCO3 may be expelled as NaHCO3 in the urine .
McDonald’s—The Coffee Spill Heard ’Round the WorldThe McDonald’s.docxLaticiaGrissomzz
McDonald’s—The Coffee Spill Heard ’Round the World
The McDonald’s coffee spill is the most famous consumer lawsuit in the world. Everyone knows about this case, and the details involved in it continue to be debated in many different venues—classrooms, Web sites, blogs, law schools, and business schools. Regardless, it serves as one of the best platforms in the world for discussing what companies owe their consumer stakeholders and what responsibilities consumers have for their own well-being. Consumers, lawyers, and analysts are still debating the world famous coffee spill case.
Keeping the topic hot was the 2011 documentary film,
Hot Coffee
, which analyzed the famous coffee spill, set the facts straight, and highlighted the ongoing debate about the impact of tort reform on the U.S. judicial system. The film premiered at the 2011 Sundance Film Festival and aired on HBO during June 2011. The film won many awards.
Stella Liebeck
Stella Liebeck and her grandson, Chris Tiano, drove her son, Jim, to the airport 60 miles away in Albuquerque, New Mexico, on the morning of February 27, 1992. Because she had to leave home early, she and Chris missed having breakfast. Upon dropping Jim off at the airport, they proceeded to a McDonald’s drive-through for breakfast. Stella, an active, 79-year-old, retired department-store clerk, ordered a McBreakfast, and Chris parked the car so she could add cream and sugar to her coffee.
What occurred next was the coffee spill that has been heard ‘round the world. A coffee spill, serious burns, a lawsuit, and an eventual settlement made Stella Liebeck (pronounced Lee-beck) the “poster lady” for the bitter tort reform discussions that have dominated the news for more than 20 years. To this day, the issue is still debated, with cases similar to Stella’s continuing to be filed.
Third-Degree Burns
According to Liebeck’s testimony, she tried to get the coffee lid off. She could not find any flat surface in the car, so she put the cup between her knees and tried to get it off that way. As she tugged at the lid, scalding coffee spilled into her lap. Chris jumped from the car and tried to help her. She pulled at her sweatsuit, but the pants absorbed the coffee and held it close to her skin. She was squirming as the 170-degree coffee burned her groin, inner thigh, and buttocks. Third-degree burns were evident as she reached an emergency room. A vascular surgeon determined she had third-degree (full thickness) burns over 6 percent of her body.
Hospitalization
Following the spill, Liebeck spent eight days in the hospital and about three weeks at home recuperating under the care of her daughter, Nancy Tiano. She was then hospitalized again for skin grafts. Liebeck lost 20 pounds during the ordeal and at times was practically immobilized. Another daughter, Judy Allen, recalled that her mother was in tremendous pain both after the accident and during the skin grafts.
According to a
Newsweek
magazine report, Liebeck wro.
may use One of the following formats for reflection.; all conc.docxLaticiaGrissomzz
may use One of the following formats for reflection.;
all concepts from the reflection model MUST be utilized
:
Johns' Model of Reflection
Carper's Ways of Knowing
Sister Roach's Six C's of Caring
Boud's Model of Reflection
Q: Although many believe (and behave!) as if the COVID-19 pandemic has resolved, it has not. What are your thoughts as a new nurse entering the profession during a COVID-19 pandemic crisis and critical shortage of nurses in acute care facilities? What are some skills/knowledge acquired through your nursing education that can assist you into your transition to professional practice?
.
master budget problem. only part B in attached filePa.docxLaticiaGrissomzz
master budget problem. only part B in attached file
Part B: Master Budget
You have just been hired as a new management trainee by Earrings Unlimited, a distributor of earrings to various retail outlets located in shopping malls across the country. In the past, the company has done very little in the way of budgeting and at certain times of the year has experienced a shortage of cash. Since you are well trained in budgeting, you have decided to prepare a master budget for the upcoming second quarter. To this end, you have worked with accounting and other areas to gather the information assembled below.
The company sells many styles of earrings, but all are sold for the same price—$10 per pair. Actual sales of earrings for the last three months and budgeted sales for the next six months follow (in pairs of earrings):
January (actual)
30,000
June (budget)
45,000
February (actual)
20,000
July (budget)
40,000
March (actual)
50,000
August (budget)
30,000
April (budget)
70,000
September (budget)
20,000
May (budget)
95,000
Sufficient inventory should be on hand at the end of each month to supply 40% of the earrings sold in the following month.
Suppliers are paid $3 for a pair of earrings. 40% of a month’s purchases is paid for in the month of purchase; the other 60% is paid for in the following month. All sales are on credit. Only 30% of a month’s sales are collected in the month of sale. An additional 60% is collected in the following month, and the remaining 10% is collected in the second month following sale.
Monthly operating expenses for the company are given below:
Variable:
Sales commissions
5% of sales
Fixed:
Advertising
$
190,000
Rent
$
20,000
Salaries
$
100,000
Utilities
$
8,000
Insurance
$
3,000
Depreciation
$
14,000
Insurance is paid on an annual basis, in November of each year.
At the end of June, the company received $4,000 deposit for July sales. Sales in advance is a liability.
The company plans to purchase $20,000 in new equipment during May and $60,000 in new equipment during June; both purchases will be for cash. The company declares dividends of $15,000 each quarter, payable in the first month of the following quarter.
The company’s balance sheet as of March 31 is given below:
Assets
Cash
$
74,000
Accounts receivable ($20,000 February sales; $350,000 March sales)
370,000
Inventory
80,000
Prepaid insurance
21,000
Property and equipment (net)
950,000
Total assets
$
1,495,000
Liabilities and Stockholders’ Equity
Accounts payable
$
100,000
Dividends payable
15,000
Common stock
800,000
Retained earnings
580,000
Total liabilities and stockholders’ equity
$
1,495,000
The company maintains a minimum cash balance of $50,000. All borrowing is done at the beginning of a month; any repayments are made at the end of a mont.
MAT 133 Milestone One Guidelines and Rubric Overview .docxLaticiaGrissomzz
MAT 133 Milestone One Guidelines and Rubric
Overview: The final project for this course is the creation of a research study report. For the first milestone, you need to select an appropriate study from the
Final Project Research Study Options document found in the Module One Reading and Resources. Then you will draft the first of three sections that will make up
your report.
Prompt: Draft the “Introduction” section of your research study report, which includes the following critical elements:
I. Identify the specific focus of the research. In other words, what was this study about?
II. Explain the purpose of the study. What was the study trying to achieve?
III. Describe the specific characteristics of the group being studied. What was the population? What was the sample size? What were its demographics?
Submit your Milestone One submission to the assignment page in Module Two. You will be graded based on the rubric information below.
You will also be sharing your ideas for your introduction to the discussion board for feedback. Make sure to respond to your peers with thoughts and
information to help them improve their work for the final project submission (later in the course).
Rubric
Guidelines for Submission: Your draft of the “Introduction” section of your research study report should be 1 page in length (plus a cover page and references)
and must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch margins. Cite all references in APA format.
Note: This rubric is tailored to this assignment and awards full points for “Proficient.” For the final project, you will need to demonstrate “Exemplary”
achievement to earn full points. To see how you will be graded on your final project, review the Final Project Guidelines and Rubric document (in the Assignment
Guidelines and Rubrics section of the course).
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Introduction: Focus Accurately identifies the
specific focus of the research
Identifies the focus of the
research, but is not fully
accurate or lacks specificity
Does not identify the focus of
the research
25
Introduction:
Purpose
Accurately explains the purpose
of the study
Explains the purpose of the
study, but is not fully accurate
or lacks specificity
Does not explain the purpose of
the study
25
Introduction: Group Accurately describes the
specific characteristics of the
group being studied
Describes the characteristics of
the group being studied, but is
not fully accurate or lacks
specificity
Does not describe the
characteristics of the group
being studied
25
Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and ar.
Master of Business Analytics BUS5AP
La Trobe Business School
1
BUS5AP – Business Application of Analytics
Assignment 03: “Analyse This!” – Bring your user stories to life with Power BI
Assignment Type: Individual
Marks: 40%
Release Date: Wednesday, 05-Oct-2022
Due Date: Saturday, 12 November 2022 23:55 (AEDT) – submission link on LMS
“Analyse This!” – Bring your user stories to life with PowerBI
Having successfully completed your analysis of user stories, you have been requested by HOLISTICO
to deliver a prototype dashboard. You will use your experience gained from Week 05 (Think like a
designer) and the Power BI content from Week 8 to Week 12 to develop a visually compelling
dashboard that encompasses user stories completed in Assignment 02.
You will then pitch this dashboard to HOLISTICO’s team to show them the value of the analytics
exercise they have undertaken with you as you uncover insights about their operation and direction.
A sample dataset for this assessment is provided in the spreadsheet (BUS5AP-HOLISTICO-AS03-
Dataset.xlsx) on the LMS under Assignment 03.
Deliverables:
1. Complete the spreadsheet template, with the first column showing a list of user stories from
Assignment 02 and the second column noting if this user story is prototyped in your
dashboard.
2. A 15-minute (exactly 15 minutes) video recording of you presenting your dashboard and how
this dashboard delivers on the user stories presented in Assignment 02.
o You may use additional material such as a slide deck to present your dashboard
(especially when linking the dashboard to the user stories), and you must be visible in
the recording to deliver the pitch.
o The presentation must cover the following:
▪ How your dashboard delivers on the value drops specific in your business case
and the user stories from assignment 02 (both the Summary and Operational
level dashboard) – it is acceptable to make changes to your value drops and
user stories in the event that it doesn’t align with the dashboards.
▪ A walkthrough of each of the elements of the dashboards (and how it delivers
on a selected user story)
o You may use Zoom screen recording feature to capture you dashboard pitch. For a
step-by-step guide to Zoom screen recording, follow this link.
3. A PowerBI file in PBIX format covering the content above. The PowerBI dashboard must
consist at minimum of the following:
o A strategic level dashboard highlighting organisation trends (ideally aligned to the
Clinic Owner).
o An Operational level dashboard that allows personas such as the Clinic Owner
Practitioner and the Practice Managers’ to gain insights into specific patient trends.
o Each of the dashboards will be located on the same PowerBI PBIX file under multiple
tabs. You can have more than 2 tabs but less than 4 tabs.
https://www.guidingtech.com/record-your-screen-with-zoom-windows-10/
Master of Busine.
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.
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.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
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.
Individual Assignment 3 Signature Assignment Recommendations f
1. Individual Assignment 3: ***Signature Assignment
Recommendations for increasing value, creativity and
innovation in a specific company.
Due Week 7 (Sunday night midnight)
Value 300 points
Length: 12-15 pages (page count does not include appendices,
title page, visual display or references).
With Signature Assignments that are due on Week 7 all students
must turn in their papers at the due date and no late papers will
be graded for points, as the term is over, and students and
faculty must prepare for the next term.
Be sure you include information from the Isaksen and Magretta
text books and cite using APA. Citations should be short. The
citations from both books must be direct applications from the
text. This means that you do not use the textbook to define
concepts like (creativity, innovation, creative problem solving)
but you use the textbook to apply what you have learned.
Remember using the textbooks to define concepts is
undergraduate work.
Note: This final assignment is worth approximately ⅓ of your
grade. Be very careful to follow the Rubric and the instructions
below. In this paper students are to show mastery of all that
they have learned through application of those concepts from
this class into this final assignment. Review the Course
Learning Outcomes found below as great papers will give
indications that learning has occurred in each of the following
six categories :
1. Examine existing personal creativity skills and cultivate
additional personal creativity skills in both personal and
professional settings.
2. Analyze the connection between creativity, leadership and
bringing value and solving problems within the workplace.
3. Analyze the need for increasing creative thought in a
2. complex global environment including designing strategies to
increase cash, profit and growth through understanding
competitive dynamics.
4. Identify the various business segments and the different or
similar ways that each segment drives for profitability through
creativity and resultant innovation.
5. Analyze and apply decision matrices especially Michael
Porter’s work for creative opportunities, or to mitigate risk
and/or legal considerations in the global marketplace including
compliance with Foreign Corrupt Practices Act (FCPA).
6. Develop collaborative processes across stakeholders,
including customers and suppliers to increase creativity and
innovation.
Students will begin this final paper by reviewing the comments
and suggestions from their instructor from Assignment 2, which
was the outline for many issues addressed in this final paper.
The instructor will review Assignment 2 before grading
Assignment 3 to be sure that all suggestions from that paper
have been incorporated into the final paper.
This paper will follow all APA guidelines and will be: Double
Spaced, Times New Roman, APA Headings, Title Page,
References and APA citations. This is an example of an APA
sample paper. Long quotes are not to be used in this paper, thus,
all quotes should be from seven to twelve words and must use
APA citations. This is a research paper with recommendations.
After reading assigned chapters in Isaksen and Magretta and
course materials compare and contrast what you thought about
creativity and innovation before this class and after this class.
Reflect on what you learned and create an Action Plan where
you could more fully engage in creativity and innovation with
the knowledge learned in the text. Use APA headings. Sources
(must be current - five years) other than the textbook can
include: New York Times, Wall Street Journal, Harvard
Business Review, Wired Magazine, etc. Current Academic
3. sources are encouraged as they are relevant and recent (all
sources listed above can be found in the Brandman Library).
Current Academic sources are encouraged only as they are
relevant and recent (also in the Brandman Library).. Use the
guide below for your paper.
This final paper will include research on the industry in which
your team worked, and the research gathered on the individual
business chosen by the student. This paper will be easier if
students choose American publicly held companies (company on
the American Stock Exchange or NASDAQ) as financial
information is readily available on those companies. Students
may use this or other sources
In the analysis section students are to examine how creativity
and innovation have impacted the business. Based upon
research and analysis students are to design strategies to
increase cash, profit and growth through understanding
innovation and competitive dynamics within the global
marketplace. Students will analyze and apply decision matrices
for creative opportunities, and/or to mitigate risk and/or legal
considerations in the global marketplace. One method that
students will develop are collaborative processes across
stakeholders, including customers and suppliers to increase
creativity and innovation and profitability. This paper will also
include a visual representation of their strategy to increase
creativity and innovation within the business.
Introduction
Will include research on the industry in which your team
worked, and the research gathered on the individual business
chosen by the student. The introduction will clearly point to the
Action Plan and will show the analyses that the student has
chosen. The introduction is written after the analysis and action
plan as until those sections are written the student does not
know what they are introducing. The information from
Assignment 2 in this class will be referred to in the introduction
especially the history and position of the business within the
industry, the history of innovation (successful and unsuccessful)
4. The introduction is never more than ¾ of one page, so be
succinct.
Analysis
The Analysis section will be written first and ranges from 10 to
12 pages in length. The Analysis will be divided into three
sections of approximately equal length (three to four pages for
each of the three sections, Risk, ). Students do not need to use
the exact three major headings below, but they are
recommended.
Risk
The research from Assignment 2 on risk can be included and
expanded upon here (but not copied and pasted). The risk that
the student identifies for this paper will be clearly explained
using data analysis (not opinion). The risks will generally
include a risk that can be solved using the material from this
course (creativity, innovation collaboration between
stakeholders). So risk factors for having “old machinery” or for
something general like “bad management” would not qualify for
this paper.
Competition
Again, starting with the information gathered in Assignment 2
for this class, research further and analyze what the competition
within the same industry is doing that may be better than the
business that the student choose. Opportunities often come from
an honest analysis of the competition. The competition chosen
does not need to be the largest competitors, but need to be a
company that is competing for roughly the same customers.
Identify ways that the competition is more collaborative,
creative and or innovative. Most students will choose three
competitors to analyze. It will be easier if students choose
competitors who are publicly held as financial information is
readily available. This portion of the assignment lends itself to
a graph or chart that is followed by analysis (the variables on
the left may vary with each business.)
Chosen company
5. Competitor 1
Competitor 2
Competitor 3
Recent innovation or creativity
Profitability of recent innovation or creativity
Profitability of company - or growth within market sector over
the last five years.
Remember the section on competition will be three to four
pages long and a chart is to provide clarity but is not sufficient
in and of itself. To find out more about profitability look for
recent articles, securities and exchange
Collaboration
In the above competition section through research the student
may find that competitors are more strongly collaborative in
some creative and interesting ways. This three to four page
section of paper will highlight the opportunities that have been
found in the research from the risk and competition sections
above. Remember this is not the Action Plan (see below) so
students do not make recommendations here, but show the data
in depth and analyze some of the stronger synergies that have
resulted in increased profitability.
Action Plan
6. Students will develop a plan with exact steps that will be taken
to develop collaborative thinking across stakeholders, customers
and suppliers to increase creativity and innovation. This Action
Plan will include information from the text and from the
students own lessons learned in this class about creativity and
innovation. Within this Action Plan students can place
themselves within the company that they have chosen and
assume that they are part of the Action Plan. The Action Plan is
from ¾ of a page to two pages long. The Action Plan is
measurable and uses SMART goals. Remember the Action Plan
is built in part on what you have learned in this class about your
own ability to be a creative problem solver.
Visual Representation
Students are to turn the Action Plan into a Visual
Representation, The visual representation should be no more
than one page and no less than a quarter of a page. The visual
representation may use any of the following technology (use the
free versions). Students are to embed the Visual Representation
into the ONE WORD DOCUMENT that will be turned in (in
other words students can’t submit the visual representation in
another document or attachment as for Signature Assignments
only ONE WORD DOCUMENT can be graded. Be creative here,
there is a million ways to do this “right.”
This is a place for students to show their new found creativity!
Padlet
Mindmeister
Lucidchart
Infogram
References
Follow APA guidelines and cite all research that has been used
in the paper. Students cannot include references for sources not
cited in the paper.
7. Individual Assignment 3 Rubric
Criteria
Exemplary
Proficient
Developing
Emerging
Not Completed
**Introduction and Thesis
10%
Intro
30
Engaging opening introduces the paper’s general topic and
inspires thinking about the topic. Writer explains that they will
bring options and opportunities that bring value. The
Introduction is easily identifiable, well phrased, and lets the
reader know that major supporting points; the idea offered in
the thesis reflects sound critical, analytical thinking.
26
Opening introduces the paper’s general topic but may not
stimulate thinking about the topic. Writer states his or her
position on the current topic in a thesis statement.
22
8. Opening is logically organized, but may lack development;
paper’s topic is clear, but needs to be developed to engage the
reader. Thesis statement lacks development.
18
Opening is poorly organized and/or lacks development. Thesis
statement is weak or missing.
0
No opening introduction
Analysis
25%
Analysis
75
A comprehensive analysis of research, demographic data,
competitive analysis, risk competition and collaboration are
utilized. Makes it clear that the goal of analysis to bring value.
65
An analysis of research, demographic data, competitive
analysis, competition, collaboration and risk are utilized.
Makes it clear that the goal of analysis to bring value.
55
A somewhat brief analysis of research, demographic data,
competitive analysis, competition, collaboration and risk are
utilized. Makes it clear that the goal of analysis to bring value.
45
A weak attempt at analysis and research, demographic data,
competitive analysis, competition collaboration and risk are
utilized. Makes it clear that the goal of analysis to bring value.
0
No analysis provided
Creative and Innovative thinking
20%
C&I Thinking
60
9. Students apply creative and innovative deep thinking to the
outline. The textbook and course materials are applied in an
interesting and creative manner.
52
Students show some creative and innovative thinking to the
outline. Course materials are applied.
44
Students somewhat show creative thinking to the outline.
Course materials are somewhat applied.
36
Students do not demonstrate a deep understanding of creative
and innovative techniques or strategies.
0
Paper is missing creative and innovative techniques and
strategies
Business and Scholarly Sources
5%
Sources
15
Effectively integrates credible academic or business sources
into the outline; in-text citations are presented in accurate APA
style; paper includes APA style “References” page, listing
authoritative sources; utilizes an appropriate balance of quoted
material and the writer’s analysis; all source material is
accurately quoted, paraphrased or summarized to give authors
credit for ideas. Block and direct quotes are used sparingly and
effectively.
13
Generally incorporates credible academic or business sources
into the outline; most in-text source citations reflect accurate
APA style. “References” page lists authoritative primary and/or
secondary sources but may contain minor errors in APA style;
there may be a minor imbalance between quoted material and
10. the writer’s analysis. Block and direct quotes are generally used
sparingly and appropriately
11
Occasionally incorporates credible academic sources into the
outline; adherence to APA style guidelines may be inconsistent
but does not compromise the integrity of the paper;
“References” page lists several authoritative secondary sources
and generally follows APA style guidelines. Occasionally block
and direct quotes are over utilized and/or not used
appropriately.
9
Does not integrate credible academic sources into the outline
inconsistent adherence to APA guidelines for in-text citations,
which may compromise integrity of the paper; inaccurate or
missing “References” page. Block and direct quotes are over
utilized and/or not used appropriately.
0
No business or scholarly sources provided
Visual Representation
10%
Visual
30
Creatively and clearly demonstrates the Action Plan. Shows a
deep understanding of the material and successful technology is
applied.
26
Clearly demonstrates the Action Plan with a deep understanding
of the material. Successfully applies technology.
22
Demonstrate the Action Plan with deep understanding of the
material and applies technology.
18
The Action Plan is either highly creative but hard to understand
or easy to understand but does not necessarily apply to the
Action Plan.
11. 0
No creativity or clarity of action plan
Action Plan
15%
Action Plan
45
Summarizes the topic and the ways to bring value, restating the
major supporting points and findings/analysis from each section
of the paper, with the purpose of supporting the thesis; states
conclusion(s) based on research; ways to take action or to be
open to another way of thinking.
39
Summarizes the topic and ways to bring value, restating the
supporting points and findings/analysis from each section of the
paper, states conclusion(s) based on the research.
33
Vaguely summarizes the topic and opinion or argument.
27
Does not summarize the topic and opinion or argument. Brings
in new data.
0
No action plan provided
Grammar
5%
Grammar
15
Effective syntax and grammar demonstrate a mastery of writing
conventions and serves the author’s purpose; writing is free of
misspellings and punctuation errors.
13
12. Syntax and grammar demonstrate mastery of writing
conventions but may be awkward; a few misspellings or
punctuation errors are present.
11
Awkward syntax and grammar may impair clarity; misspellings,
run-on sentences, sentence fragments, or other errors are
present throughout the paper.
9
Frequent syntax, grammar, and/or spelling errors impair clari ty;
numerous run-on sentences, sentence fragments, or other errors
impair meaning throughout the paper.
0
No adherence to this criteria
Formatting
10%
Formatting
30
Title of the paper clearly reflects its content. The title and other
document formatting demonstrate. APA headings are carefully
adhered to.
26
Title of the paper reflects its content. The title and other
document formatting demonstrate general adherence to APA
style guidelines. APA headings are carefully adhered to.
22
Title of the paper vaguely reflects its content. The title and
other document formatting only occasionally demonstrate
adherence to APA style guidelines. APA headings are adhered
to.
18
Title of the paper does not reflect its content. The title and
13. other document formatting does not demonstrate adherence to
APA style guidelines. More than three errors in APA headings.
0
No APA formatting used
14. 0007-6813/$ — see front matter # 2017 Kelley
School of Business, Indiana University. Published by Elsevier
Inc. All rights reserved.
https://doi.org/10.1016/j.bushor.2017.11.010
Copyright 2017 by Kelley School of Business, Indiana
University. For reprints, call HBS Publishing at (800) 545-7685.
BH888
Business Horizons (2018) 61, 285—296
Available online at www.sciencedirect.com
ScienceDirect
www.elsevier.com/locate/bushor
Circle mapping your firm’s growth strategy
Vincent Bruni-Bossio *, Norman T. Sheehan, Chelsea R.
Willness
Edwards School of Business, University of Saskatchewan,
Saskatoon SK S7N 5A7, Canada
* Corresponding author
E-mail addresses: [email protected]
(V. Bruni-Bossio), [email protected] (N.T. Sheehan),
[email protected] (C.R. Willness)
15. KEYWORDS
Growth strategy;
Knowledge
visualization;
Value proposition;
Customer segments;
Resources and
capabilities
Abstract This article offers an innovative graphical approach to
facilitating an
interactive discussion about identifying and assessing potential
growth opportu-
nities. Our approach, circle mapping, visually conceptualizes
growth as occupying
space, where market space is defined by a set of concentric
circles. The circle
presently occupied by the firm is defined by its current set of
customers and the value
proposition offered to them, while the outer concentric circles
represent growth
opportunities that are defined by new customers and value
propositions. The process
of circle mapping prompts leadership teams to formulate a
growth strategy by
visually mapping the value proposition for future customers in
relation to the firm’s
capacity to access the resources and capabilities needed to
successfully occupy those
spaces. The model allows leaders to conceptualize growth
strategies, such as
leveraging success in one circle to target consumers in another.
It can also allow
leaders to evaluate the rewards and risks associated with
different growth oppor-
tunities, while the visual aspect of the model assists with
16. overcoming some common
challenges of applying strategy frameworks to develop new
strategies. By having
leaders visually depict and justify where and why they want to
grow, circle mapping
helps firms conceptualize a profitable future and then
confidently move toward that
space.
# 2017 Kelley School of Business, Indiana University.
Published by Elsevier Inc. All
rights reserved.
1. Visualizing growth strategies
Developing effective growth options for a firm
is difficult due to the information overload
associated with evaluating multiple options in
today’s competitive environment. Generating
growth strategies involves simultaneously being
aware of multiple environmental factors and
trends, competitors, customer value propositions,
government regulations, etc. The ability to inte-
grate these into profitable strategy is a daunting
task for many leaders (Eppler & Platts, 2009). In our
experience, leaders struggle to assimilate the in-
formation needed to generate growth options that
successfully exploit the company’s resources and
capabilities. This discussion is further complicated D
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.11.010&domain=pdf
18.
19.
20. 286 V. Bruni-Bossio et al.
as leaders are typically given large amounts of data
derived from various strategy frameworks. We
have witnessed leaders struggling to cope with
information overload, watching them satisfice by
only focusing on what they understand. This
typically results in incremental improvements
to the firm’s current strategy because it is easier
to formulate and explain small changes than to
conceptualize and explain how the firm’s resources
and capabilities may be leveraged to generate
growth in tomorrow’s markets.
To address the challenges of generating
profitable growth options, we turned to the
writings by Sun Tzu in The Art of War on occupying
space. Unlike conventional military strategists,
Sun Tzu avoided direct confrontation with
enemies because such confrontations are often
unpredictable and may result in potentially
21. damaging losses. Instead, Sun Tzu promoted the
idea of overtaking enemies by occupying the
space around them through a series of small wins
(Sun Tzu, 1910/2005). By combining Sun Tzu’s
ideas with the literature on value propositions,
we developed a conceptual growth-mapping tool
called circle mapping. Growth in circle mapping is
not about defeating competitors but rather
identifying attractive spaces to occupy, where
the space is defined in terms of new value
propositions and/or new customers. While Sun
Tzu speaks of tactically beating back the enemy
to occupy geographical space, in business we speak
of beating rivals to occupy the cognitive space of
target customers. Circle mapping is a visual tool
that simplifies the ideation process for senior
management teams when thinking about future
spaces so that they can develop effective growth
options. Research shows that visual mapping tools
lead to generation of higher-quality alternatives
by mitigating the cognitive and social challenges
faced by teams of senior leaders, as well as
enhancing buy-in to the growth strategy that is
ultimately selected (Eppler & Platts, 2009).
Currently, leaders and practitioners attempting
to generate growth opportunities use several well-
known, traditional strategic frameworks to analyze
their firm’s external environment (e.g., Porter’s
Five Forces (Porter, 2008), PESTEL (Aguilar, 1967))
and internal environment (e.g., resource-based
view (Barney, 1991), value chain analysis (Porter,
1985)). While these existing frameworks are effec-
tive for scanning the firm’s internal and external
landscape, they can be enhanced by using a tool
that helps to identify growth opportunities. A key
22. strength of circle mapping is that it is a strategy
development tool that builds on and complements
tools like PESTEL, Porter’s Five Forces, VRIO, and
value chain analysis, which are strategy analysis
frameworks.
By breaking down the analysis of the firm’s
environment into smaller, manageable parts, tradi-
tional strategy frameworks help leaders generate
lists of relevant factors to consider when developing
a strategy. These frameworks provide the data
needed to develop effective strategies, but we
argue this data needs to be placed in a visual tool
to enable an effective discussion of growth options.
As we later describe, when leaders use circle map-
ping to draw concentric circles beyond the one they
currently occupy, they are building and testing new
growth strategies with their senior leadership team.
In the sections that follow, we briefly discuss the
concept of growth through space and the need to
link value propositions to the firm’s resources and
capabilities to create an effective growth strategy.
We then describe how circle mapping works and why
it works in terms of leveraging key principles of
strategy and space, and the benefits of using
knowledge visualization to conceptually map the
firm’s growth possibilities. Last, we offer steps for
applying circle mapping and illustrate with a case
example from practice. For each step, we also
provide guiding questions to facilitate the
leadership team’s progression through the circle
mapping process.
2. Circle mapping origins
23. 2.1. The principle of occupying space
The idea of occupying space can be traced to early
Chinese military writings by Sun Tzu (1910/2005) in
The Art of War. Sun Tzu advocates for winning
through a series of small encounters with the overall
goal of occupying space, rather than conquering
the enemy through one decisive battle. Sun Tzu’s
idea directly aligns with the Chinese game called
Go. The objective of Go is to tactically place stones
on the board with the purpose of occupying as
much space as possible (Lai, 2004). In contrast,
traditional Western thinking tends to view warfare
and strategy like a chess game (Lai, 2004) in which
the goal is to take out as many opponents as possible
while moving forward. The idea of occupying space
is a change in mindset for many senior management
teams that typically follow a chess-like logic of
attacking competitors head-on, rather than
following the logic espoused by Sun Tzu and used
in the game of Go.
We analogize Sun Tzu’s concept of fighting for
geographic space that is occupied by enemy troops
to businesses fighting for customers’ cognitive D
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25.
26. 287 Circle mapping your firm’s growth strategy
space that is occupied by rival offerings. Both
conceptions of space are fluid. The geographic
space shifts as the enemy moves and repositions
its troops, and the customers’ cognitive space shifts
due to changes in technology and rivals’ actions. In
business, firms enter consumers’ cognitive space by
offering a value proposition that includes the
attributes desired by consumers and must compete
with rivals offering similar value propositions.
27. Customers’ perceptions of the rival offerings
ultimately shape their decisions about which
offering they will purchase.
Sun Tzu’s concept of space empowers CEOs to
move beyond the idea that growth strategy involves
moving from the current situation to a defined
future target, as shown in Figure 1A. We argue that
successful strategies should include multiple
pathways to growth, while recognizing that these
opportunities can only occur if CEOs have a tool that
encourages a discussion of a full range of options.
Applying Sun Tzu’s ideas to business prompts
leaders to view growth as a series of smaller
conquests, following any number of pathways to
occupy new customer spaces, as shown in Figure 1B,
rather than assuming that a company should move
straight to their future target (Figure 1A).
To illustrate the concept of growth using multiple
pathways, we offer the example of 3twenty Modu-
lar, a company that started in 2009 with the idea of
building modular houses and offices out of used
shipping containers. Offering modular construction
allowed the company to compete on the basis of
lower price, delivery speed, customization, porta-
bility, and durability. The founders’ ultimate goal
when they started the firm1 was to build residential
units; however, they quickly discovered that the
residential housing industry was too competitive
so they focused instead on building work camps
for the mining sector. The decision to supply modu-
lar housing to the mining, oil, and gas industries was
triggered by a customer looking for specific value
proposition attributes (i.e., portable housing that is
customizable, inexpensive, and durable).
28. In 2012, the company diversified its revenue
stream when it started a rental division to lease
office trailers and car washes at construction sites.
Then, in 2013, 3twenty Modular won a major con-
tract to create large-scale barracks for a Canadian
military base, which expanded the size of the work
camps it traditionally supplied to exploration camps
1 Based on statements by the founders (McCrea & Willoughby,
2017) in a public presentation about the origin and growth of
their firm, as well as company information available on their
website: https://www.3twenty.ca/
Figure 1A. Conventional approach to growth strategy
Figure 1B. Occupying new customer spaces
and mining sites. In 2014, the firm shifted to
building modular office buildings, portable school
classrooms, and smaller residential units such as
cabins. By 2016, non-shipping container work
accounted for 67% of sales with recurring revenue
from over 100 rental office trailers and car washes.
By early 2017, the company was poised to expand
into full residential housing, thus realizing its origi -
nal goal using multiple pathways. 3twenty Modular
achieved its original goal only because it followed a
process of growing through multiple customer
spaces. If 3twenty Modular had focused solely on
targeting the residential housing market space, the
company most likely would have failed (Figure 2).
Circle mapping offers leaders the ability to map a
series of concentric circles where each circle
defines different sets of attributes that make up
29. the value proposition of future customers. Since the
concept of occupying space involves expanding out-
ward in any direction, circle mapping offers new
opportunities to compete against current and fu-
ture competitors. The above example demonstrates
that growth between circles typically progresses by
the introduction of new offerings (e.g., modular
housing led to demand for rentals and then a full-
scale modular work camp). Consumers’ cognitive
spaces can overlap, which creates opportunity for a
value proposition that may appeal to another set of D
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30.
31.
32. 288 V. Bruni-Bossio et al.
Figure 2. Circle maps for 3twenty Modular
customers (e.g., the attributes of customization,
durability, and low cost also appeal to buyers of
modular offices and portable school classrooms).
This raises the possibility of leveraging resources
and capabilities to grow from one consumer space
to another, which we discuss in Section 2.2.
2.2. Aligning resources and capabilities to
deliver value propositions
To successfully deliver a value proposition, leaders
must identify the attributes of a compelling value
proposition that are specifically targeted at a size-
able group of customers who desire them. Leaders
must also ensure the firm has access to the requisite
resources (e.g., property, equipment, people,
financial) and capabilities (e.g., marketing, recruit-
ing, negotiating) needed to deliver these attributes
reliably. If any of these components are missing, the
firm will either fail to deliver the value proposition
or it will deliver a value proposition that is not
33. relevant to the customer segment targeted. Align-
ment is critical. For example, a firm can have
resources and capabilities to deliver a value propo-
sition, but not enough customers who are interested
in the value proposition. Similarly, if a firm designs a
value proposition for a group of customers that is
interested but it lacks the resources and capabili-
ties to deliver the value proposition, it will again fail
in its strategy. Success is dependent on alignment
between attributes of the value proposition for a
customer group, as well as the firm possessing and
mobilizing the necessary resources and capabilities.
Our approach draws on the value proposition
literature that defines value propositions in terms
of the key attributes of a product or service that
drive customer purchases (Lancaster, 1966; see also
Kim & Mauborgne, 2005). The attributes of a value
proposition can be functional (e.g., product
quality) or emotional (e.g., prestige). Separating
value propositions into their individual attributes is
useful for assessing whether the firm can access
the specific resources and capabilities needed to
deliver each attribute of the new value proposition.
To understand how forecasting the attributes of
future value propositions can assist leaders to stra-
tegically allocate a firm’s future resources and
capabilities for growth, consider the example of a
customer who buys a car from a dealership rather
than a private seller. Customers who prefer shop-
ping at a dealership may do so because they value
the interaction with the dealer’s sales staff, the
ability to test drive the vehicle, and the potential to
obtain financing, warranties, and service–— these
34. are all attributes of the dealer’s customer value
proposition. Understanding which of these attrib-
utes this segment of customers values most will
assist the dealership in understanding how to
allocate its resources and capabilities. Is it advan-
tageous for the dealer to invest more in training
high-level sales staff, or should it provide different
financing options? Customers who value the
relationship with sales staff may be very different
from customers who see financing as a critical part
of the deal.
2.3. How circle mapping was developed
We developed circle mapping to meet specific
business challenges around growth through a series
of consulting engagements in for-profit, nonprofit,
economic development, and public sector organiza-
tions over a period of 5 years. It emerged because
we discovered that conventional approaches to
strategic analysis, which typically analyze the
current state of the firm’s internal and external
landscape, can be enhanced with a visual tool that
can synthesize information for discussing growth
opportunities. To examine its resonance and effec-
tiveness, we used a case-based approach of creating
meaning by listening to participants’ descriptions of
their reality and observing their actions (Baxter &
Jack, 2008; see also Lather, 1992). This provides
practical, concrete knowledge that retains a
nuanced depiction of a reality (Flyvbjerg, 2006).
In the initial stages of its refinement and testing,
circle mapping received very positive feedback
from senior managers and directors because it
was visual, easy to understand, and promoted
35. an in-depth discussion of growth opportunities.
Managers also felt that conceptualizing growth by D
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36.
37. 289 Circle mapping your firm’s growth strategy
comparing future value propositions with needed
resources and capabilities promoted an intuitive
understanding of what was required to grow
successfully. Through practice, we revised the
framework to articulate the concentric logic to best
elicit effective discussions for planning a growth
strategy, and subsequently streamlined the identi-
fiers of each circle (e.g., current customers, next
customers, and future growth customers) to reflect
this progression. Figure 3 shows the relationship
between each circle and the progression.
3. Elements of circle mapping: The
38. three circles
3.1. The first circle: Current customers
The process of circle mapping examines the feasi-
bility of growth by delineating a set of concentric
circles that are each defined by different value
propositions. The first circle identifies the current
customers as those the firm is already successfully
targeting with its current value proposition using
existing resources and capabilities. The mapping
process requires that a firm articulate the specific
attributes of a value proposition offered to the
customers in this circle, and the current resources
and capabilities used to deliver this value proposi -
tion. Returning to the car dealership example,
current customers would be those who prefer a
value proposition that includes attributes such as
interacting with a sales person, test driving the car,
negotiating, consulting on financing options, and
driving home with a new vehicle.
3.2. The second circle: Next customers
The circle mapping process then identifies the next
customers as those who desire a value proposition
similar to that being offered to the current customer
but with meaningful differences in the level and/or
type of attributes. For the car dealership, this
might include those customers who want to research
vehicle options and prices online, but still prefer to
test drive the car and speak with a sales person
face-to-face. In assessing this circle, the dealership
must assess whether it has the online capabilities to
meet this demand and whether investing in these
39. capabilities is worth the return these potential (next)
customers might bring. In recent years, many car
companies have tried to attract this type of customer
with website capabilities that allow customization
of vehicle orders with particular specifications and
add-on features (e.g., Toyota’s build and price
interface).
3.3. Outer circles: Future growth
customers
Circle mapping identifies future growth customers
as those desiring a value proposition that requires
significant adaptation or addition to the firm’s
current set of resources and capabilities in order
to deliver this new customer value proposition.
Entering this circle represents a significant
investment in resources, but may also yield
significant rewards. The car dealership may want
to offer electric or hydrogen fuel cell cars, which
include a value proposition that is related to,
but different from, conventional fuel-powered
vehicles. Movement to this circle would require
updating the dealership’s parts and service
capabilities, changes to marketing and communi-
cations with customers, and potentially new
salespeople who understand the product. The
company may also need to provide after-purchase
assistance beyond what is needed for a traditional
car, or lobby the government to provide abundant
vehicle charging/fueling stations and tax relief
when purchasing electric/hydrogen vehicles. Again,
the dealer would need to assess the risk and return
Figure 3. Circle maps of current, next, and future growth
customers
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43. 290 V. Bruni-Bossio et al.
of allocating resources and capabilities to this
emerging customer segment.
4. Benefits of circle mapping
By asking leaders to conceptualize growth as
occupying space, circle mapping promotes a
strategic discussion of how to adapt a firm’s
business to offer new value propositions to new
target customers. Conventionally, a growth strategy
to enter new markets involves offering new
products to existing customers (i.e., market
development) or new products to new customers
(i.e., diversification) (Ansoff, 1965). Inherent in this
type of growth strategy is the need to expand a
firm’s core business to target the needs of new
44. customer segments (Zook & Allen, 2003). Circle
mapping assists leaders with strategy formulation
by visually prompting a discussion of the different
pathways toward which resources and capabilities
can be directed to deliver future value propositions.
Below we outline how knowledge visualization is
integral to overcoming cognitive blinders and other
challenges faced by leaders when discussing
strategy. We also provide an explanation for how
aligning resources and capabilities to occupy a
future space assists leaders engaged in the process
of growth strategy formulation. The overall result is
that circle mapping stimulates an interactive
discussion about strategic options in terms of their
desirability, feasibility, riskiness, and profitability.
4.1. Leveraging knowledge visualization
with circle mapping
The strategy development process can be plagued
by information overload (Eppler & Platts, 2009) as
leaders must simultaneously assess their resources
and capabilities, macro trends, rivals’ strategies,
performance data, and more. Eppler and Platts
(2009) identify three specific types of challenges
that occur in the strategic planning process:
cognitive challenges (i.e., how managers think
about strategy), social challenges (i.e., the need
to communicate and coordinate strategy in
organizations that involve complex networks and
perspectives), and emotional challenges (i.e., the
struggle to motivate people at different levels and
ensure engagement throughout the organization).
Ultimately, strategy tools need to provide
decision-relevant information that can be “ sampled,
45. retrieved, and integrated” (Oppenheimer & Kelso,
2015, p. 283). Knowledge visualization improves
the effectiveness of strategy tools as it enhances
the ability to “ create, assess, reference or transfer
insights, experiences, attitudes, values, expecta-
tions, perspectives, opinions, and predictions”
(Eppler & Burkhard, 2007, pp. 112— 113). Knowledge
visualization assists with the creation of new and
innovative ideas, and can be particularly useful in
strategy because it enables recall, reconstruction,
and application of information (Eppler & Burkhard,
2007).
Using knowledge visualization in a group
process can be enhanced by using templates and
sketches (Eppler, Hoffmann, & Bresciani, 2011;
Suthers, 2001). Eppler and Platts (2009, pp. 44)
demonstrate that visual representation of data is
superior to verbal or written data for overcoming
“ paralyses by analyses” and evaluation biases,
and it can also increase participants’ creativity.
This is supported by research showing that
teams using a combination of visual sketches
with other tools are particularly effective in
achieving a higher level of objectivity and creativity
(Eppler et al., 2011).
Circle mapping exemplifies knowledge visualiza-
tion by integrating multiple levels of knowledge in a
graphic–— essentially creating what Eppler and
Platts (2009) describe as a conceptual map–— that
enables complex transfers of nuanced information
(Eppler & Burkhard, 2007). As a method of knowl-
edge visualization, circle mapping mitigates the
cognitive challenges of strategy by encouraging
46. leaders to jointly create a visual articulation of
their future strategy. Leaders use a discussion for-
mat to both identify value propositions in each
circle and the resources and capabilities needed
to occupy each circle. This places leaders and their
executive teams in the active role of developing the
visual frame, which enhances creativity and buy-in
across the team.
Circle mapping can also help to address social
challenges, including divergent views, incomplete
communication, and difficulty coordinating action
steps (Eppler & Platts, 2009). By facilitating a
discussion of possible future growth strategies,
circle mapping provides a platform for fleshing
out different perspectives and arriving at mutual
understanding of both the future challenges
and the possible strategies–— all of which are
demonstrated benefits of conceptual maps
(Eppler & Platts, 2009). For so-called emotional
challenges or issues of employee engagement,
circle mapping provides a more active platform
for engaging multiple stakeholders in the strategy
development process, and creates a visual
representation of the strategy that is both
informational and motivational (Eppler & Platts,
2009). D
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48.
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50. 291 Circle mapping your firm’s growth strategy
4.2. Strategic advantages of aligning
strategy and space
Traditionally, the customer value proposition has
been considered an exchange of value between
a firm and its targeted customers for a price
(Anderson & Narus, 1998). A company’s growth
strategy involves developing compelling value
propositions that are attractive to customer
segments in future market spaces. The concept of
circle mapping evolves this thinking to align with a
service-dominant logic, where customers decide if
they desire the offering (Vargo, Maglio, & Akaka,
2008). This changes a leader’s perspective from
“Here is our product, will customers buy it?” to
“What do our customers need and can we provide
it?” In order to successfully develop compelling
value propositions for a future market, circle map-
ping combines customer centricity (Sheth, Sisodia,
& Sharma, 2000) with a market-driven approach
whereby companies define the space they are en-
tering in terms of meeting the customers’ needs
with the firm’s new value propositions (Gnecchi,
2009). A value proposition delivery system outlines
the resources and capabilities needed to efficiently
and effectively create value for customers (Vargo
et al., 2008). Circle mapping expands on this by
incorporating the notion of adapting resources and
capabilities to meet the value expectations of the
51. customers targeted within the new market space.
This component answers a vital question: “Can we
provide it?”
The process of circle mapping ensures that the
decision to target future customers involves a
strategic assessment by leaders of how well the
firm can align or adapt resources and capabilities
to meet the expectations of these future custom-
ers. This requires forecasting both the future needs
of customers and the future resources and capabili-
ties of a firm to profitably meet those needs. The
resource-based view (RBV) assesses the company’s
resources and capabilities relative to those of
current competitors to determine whether a
competitive advantage exists (Barney, 1991). The
RBV does not assess, however, whether the firm’s
resources and capabilities would be successful in
new market spaces (Priem & Butler, 2001). Circle
mapping extends RBV by asking whether the
firm’s current resources and capabilities can be
leveraged to produce new value propositions to
serve customers in new circles.
A common framework to identify growth
opportunities using value propositions is Kim and
Mauborgne’s (2005) Blue Ocean Strategy. The goal
of Blue Ocean Strategy is to make the competition
irrelevant by using visual tools, such as a strategy
canvas, as part of a four-step process to identify
new or revised versions of products/services that
can be introduced into markets where there are not
any direct rivals. Circle mapping extends Blue
Ocean Strategy in three ways:
52. 1. Blue Ocean Strategy only focuses on competing
where there are no competitors, while circle
mapping allows managers to consider entering
market spaces where there are competitors.
2. It addresses a critique by Kraaijenbrink (2012),
who argues that Blue Ocean Strategy encourages
managers to ‘swim too far’ and misjudge their
firm’s strengths or weaknesses as represented by
the current set of resources and capabilities.
Circle mapping addresses this shortcoming by
evaluating the ability of the firm’s resources
and capabilities to deliver new value proposi-
tions.
3. We have found that circle mapping is easier to
explain and use with leaders than Blue Ocean’s
four-step process.
By prompting the assessment of how a firm’s future
resources and capabilities can be leveraged strate-
gically over time to successfully deliver new value
propositions, circle mapping provides a roadmap
for growth. Firm resources, such as specialized
knowledge, patents, and manufacturing plants,
along with capabilities such as communications
and marketing, can all be leveraged from one circle
to focus on targeting new customers in the next
circle. Circle mapping enables an intuitive compar-
ison of the firm’s current situation with its future
aspirations, which further promotes discussion of
the various options for achieving long-term growth
and the associated risks. The visual cost-benefit
analysis demonstrates that the greater rewards
associated with movement into the outer circles
also come with the cost of committing more re-
53. sources and capabilities. This discussion highlights
the firm’s readiness for growth by reflecting on
different strategic options and determining
whether allocation of resources to a specific
circle offers a strategic platform to compare the
cost-benefit of each proposed growth option.
5. Circle mapping steps: How to use
this tool
We outline a step-by-step approach to circle
mapping using an example from a small consulting
firm. Although the firm had developed a good D
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56. 292 V. Bruni-Bossio et al.
reputation for providing training and consulting
services to local businesses and organizations, it
wanted to significantly grow its revenues. Circle
mapping was used by the firm’s leaders to create
a growth strategy to increase revenues and
profitability by selling a greater proportion of
high-margin consulting services (see Figure 4).
For each step below, we describe the circle mapping
process and outline how circle mapping was applied
to generate growth effectively in the consulting
firm. We then provide guiding questions that leaders
may use to facilitate a discussion through each step.
5.1. Step 1: Determine value propositions
of different customer circles
The first step of circle mapping involves preparing
the leadership team to think differently about
strategic growth. Rather than using goals and
targets to represent future growth and asking
managers to achieve these, circle mapping offers
a visual and spatial frame to ignite a discussion of
growth options. To achieve this, the leadership
team first needs to define the value propositions
57. offered to current and future customers. In our
consulting work, we have found that leaders are
an ideal source to identify the value propositions
and customers in the circles because, as experts,
they can ask and answer significant questions: Who
are the right customers to target and what
attributes do these customers want? Once the
current and future customers and their associated
value propositions are identified, they should be
placed onto the circle map. The future customers
and value propositions that are characterized by
greater rewards (offering better returns with higher
risk) should be placed in the outer circle(s). Each
circle should also include a label. Since a firm’s
leadership team has its own understanding of the
industry in which it operates, it is best suited to
assign meaningful labels to customer types that are
relevant to their industry. Consumer data and
industry experts can assist leaders in determining
the attributes of value propositions for current
customer groups while forecasting tools, such as
a strategy canvas (Kim & Mauborgne, 2005) or stra-
tegic value curve analysis (Sheehan & Bruni-Bossio,
2015) can assist with developing future value
propositions (see Table 1 for questions that can
guide the team through Step 1).
In our case example, during Step 1 of the process,
the leaders of the consulting firm determined
the value proposition (current and future) for
customers in each circle and placed them according
to their current and potential rewards. The circle
map developed for the company included labeling
each type of customer with a title that made sense
to the leaders illustrating a progression of rewards
58. (shown in Figure 4).
Figure 4. Circle maps for consulting firm
5.2. Step 2: Identify future resources and
capabilities needed to deliver future
value propositions
Step 1 concludes with a visual representation of the
firm’s current and future value propositions and
customers, and the team must now determine what
is needed to deliver the value proposition to these
customers and whether the firm is capable of
delivering it. To do this, the firm’s leaders must
discern whether the current resources and capabil-
ities can be adapted to deliver the attributes of the
new value proposition in an outer circle. This should
also involve a discussion around feasibility and the
trade-offs of targeting one circle over another.
Using the circle map, the leadership team must
co-create a visual outline that lists the key
resources and capabilities needed for each circle,
and assess whether they can feasibly adapt the
resources and capabilities over time (see Table 2).
Returning to our case example, leaders of the
consulting firm used the circle map as a guide during
growth brainstorming discussions and generated a
list of key resources (e.g., trainers, consultants,
intellectual property) and capabilities (e.g.,
marketing, sales, proposal writing) needed to
target each circle. When considering how to match
resources and capabilities with customer types in
the outer circles (e.g., national firms), a recruit-
ment plan was devised to ensure the firm had access D
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62. 293 Circle mapping your firm’s growth strategy
Table 1. Example questions for circle mapping: Step 1
Questions
1. What customer(s) do you rely on most for revenue
generation today?
2. What are the attributes of the value proposition
demanded by these customers?
3. What label describes the common thread among these
customers and value propositions?
4. What customer(s) would you want to target as the
next step in the evolution of this business?
5. What are the attributes of the value proposition of
this next customer?
6. What label describes the common thread among these
customers and their value propositions?
7. Which customer(s) would you want to target as the
long-term goal of this business?
8. What are the attributes of the value proposition of
63. this future customer?
9. What label describes the common thread among these
customers and their value propositions?
Sample Answers
Small organizations looking to grow revenues and
enhance efficiencies
Tools, training, explanation, ‘handholding through the
change process’
Not-for-profit organizations and small businesses
Larger organizations focused on growth or experiencing
threats from new competitors
More sophisticated analysis, ongoing client
relationships, state-of-the-art solutions
Economic development agencies and government-
owned corporations
Large for-profit companies and government-owned
corporations looking to enhance current success
State-of-the-art solutions, timely service, and high-level
reporting
National and international corporations
Note: Sample answers are provided using the consulting firm in
our case example to illustrate.
to people with the capabilities needed to serve the
64. new target customers. This involved recruiting
consultants and trainers with specialized expertise
and writers with experience writing consulting
project proposals for these larger customers. These
individuals were recruited months before there
were consulting engagements for them to work
on. Since there was a considerable lag time in
getting contracts, sales calls were targeted at
future customers concurrently with networking
for experienced professionals to ensure work would
be available once customers were on board. At the
same time, a new marketing strategy was imple-
mented that involved creating sales brochures,
contacts, and initiatives that could apply to winning
projects from clients across multiple circles.
5.3. Step 3: Select the most favorable
growth scenario
This step involves engaging the team in a discussion
of the risks and rewards of each growth option
(e.g., stay in the current circle, move to the next
circle, or move to a circle further out). Rewards are
determined using forecasting and other analytics,
while risks represent the assessment by leaders of
how much adaptation of resources and capabilities
is needed along with the tangible and intangible
costs of resource allocation. Staying in the current
circle could be considered a low risk, low reward
growth strategy. Successfully targeting a new
customer segment in the next circle requires
successful alignment of resources and capabilities
to deliver the attributes of that customer’s
value proposition. Longer-term growth strategy
includes assessing the true feasibility of targeting
65. customers in outer circles against potential
rewards. Leaders must assess if customers in a
given circle add enough value to be targeted with
future resources and capabilities. We recommend
examining the risks and rewards of each circle as a
standalone process in a brainstorming discussion.
Once each circle (and the customer/value
proposition and resources and capabilities within
it) has been considered, the risk and reward analysis
can be expanded by juxtaposing the allocation of
resources and capabilities between circles. The
concentric logic assists in this analysis because
outer circles are potentially more risky, more costly,
and more rewarding than those closer to the center
(see Table 3).
In the case example, the consulting firm’s leaders
compared possible combinations of customers in
the future against the resources and capabilities
needed to serve these customers. Discussion
revealed that the best course of action was to
continue serving nonprofit and small business
clients (i.e., current customers) with limited
resource allocation for the purpose of generating
cash flow. Capital, time, and resources were then
directed at occupying the space of economic
development agencies and small corporations D
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67. 294 V. Bruni-Bossio et al.
Table 2. Example questions for circle mapping: Step 2
Questions Sample Answers
1. For each circle, what resources and For not-for-profit
organizations and small businesses
capabilities are needed to deliver the value
proposition? � Trainers and consultants with basic
consulting skills and knowledge of
management tools
Economic development agencies and government-owned
corpora-
tions
� Experienced consultants with an MBA or other
68. credentials, proposal writing
skills, enhanced marketing knowledge
�
Create a new marketing campaign to reach these clients
National and international firms
� High-level marketing to these clients, consultants with
national reputa-
tions, and ability to build and maintain high-level
relationships with clients
2. Does our firm have these resources and Non-profits and
small businesses
capabilities? � Yes, no need for additional resources or
capabilities
Economic development agencies and government-owned
corporations
� No, the firm needs to acquire and/or develop these
National and international firms
� No, the firm needs to acquire and/or develop these
3. If not, what fi would our rm have to do to
Simultaneously develop and execute a plan to do the following:
acquire
�
or develop these resources a. and continue to serve
current customers
capabilities, and how long would this take? b. create marketing
69. materials targeted at firms identified in the growth
areas
c. perform business development in the growth areas and
win contracts
from firms in these areas
d. recruit consultants that support the expanded scope of
clients
Note: Sample answers are provided using the consulting firm in
our case example to illustrate.
(i.e., next customers), and winning contracts
from government-owned corporations (i.e., future
growth customers).
This process focused on leveraging success in the
inner circles (small firms and economic agencies) to
win consulting contracts from firms in the outer
circles (national and international firms). Circle
mapping assisted with the realization that once
government-owned corporations were successfully
targeted, the same consultants, trainers, and
proposal writers could be used to target national
and international firms. In other words, growth in
the outer circles would not need to focus on
recruitment, but rather on refinement of the
processes used by the consultants, trainers, and
proposal writers.
The successful implementation of a growth
strategy in the consulting firm increased revenues
by 300% over a 3-year period. Many government-
owned corporations had been successfully targeted
70. and resources were already being deployed toward
winning jobs from national and international firms.
The consulting firm’s leaders agreed that circle
mapping was beneficial as it allowed them to
map a feasible path to profitable growth for two
primary reasons. First, it helped them generate
ideas and provided a path to access new
opportunities, and second, it facilitated creativity
in planning and developing the strategy. The
leaders remarked about the simplicity of the
mapping process and how it made it easier to
conceptualize opportunities that they might not
otherwise have considered. Perhaps most
importantly, they felt it put them ‘in the driver’s
seat’ in the strategic process versus reacting to
their competitors passively. D
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71.
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73. 295 Circle mapping your firm’s growth strategy
Table 3. Example questions for circle mapping: Step 3
Questions Sample Answers
1. What are the potential risks and rewards
associated with each circle?
For not-for-profit organizations and small businesses
� Stagnation and inability to meet partners’ growth objectives
Economic development agencies and government-owned
corporations; national and international firms
� The biggest risk is the opportunity cost from the time and
effort
spent recruiting new consultants and developing relationships
with
growth area clients. Other threats include reputational risk if we
win business but are unable to deliver what we promised to the
clients.
� Rewards include more engaging projects, increased reputation
of
the firm, higher-value contracts, and revenue diversification.
2. Are there any circles that offer rewards that Yes, all of the
74. outer circles:
outweigh the risks? � Economic development agencies
� Government-owned corporations
� National and international firms
3. Can we allocate resources and capabilities to Balance
opportunities with recruitment: make sure new
these circles while still ensuring we can serve our consultants
are ready and available when the contracts are
current customers? If so, how long will this take? won.
4. Which circle should we target as the next step Economic
development agencies
for growth?
5. Are there circles we want to prepare to occupy Leverage
success with economic development agencies to
in the future by starting to develop resources and pursue
government-owned corporations, followed by national
capabilities? and international firms.
Note: Sample answers are provided using the consulting firm in
our case example to illustrate.
6. Potential obstacles in circle
mapping
Circle mapping is a strategy visualization tool that
facilitates a process for generating high-reward
growth possibilities in the outer circles. The tool
is appropriate for firms in all industries where
customers have preferences beyond just paying
the lowest price. If the battle for consumers is
based solely on having a basic offering at the lowest
price, then the tool is not applicable. However, if
75. there is a significant set of customers who are
willing to pay for a differentiated offering, then
circle mapping is an appropriate tool to generate
growth options. Firms that offer more than one
value proposition are a special case. These types
of firms need to prepare circle maps for each value
proposition offered as the discussion of each
value proposition will lead to generating different
opportunities for growth.
Ambitious leaders are cautioned against
attempting to grow too quickly or to occupy too
many circles at the same time, either of which may
strain their firm’s resources and capabilities.
Successful growth involves a tradeoff of scope
and reach (Burgelman & Doz, 2001), sustaining
the firm’s current performance while leveraging
the resources and capabilities in new market
spaces. Circle mapping can help identify the risks
and opportunities involved in moving into new
spaces, but leaders must avoid focusing only on
opportunities while ignoring risks.
A limitation of circle mapping is its reliance on
the amount and quality of data available to the
senior management team regarding the potential
of its resources and capabilities to produce new
offerings, and preferences of consumers and rivals’
value propositions in the outer circles. Like all
strategy formulation tools, circle mapping is only
as effective as the assumptions that are brought to
the table. The process must be accompanied by
due diligence to ensure that assumptions about
the target market, attributes of the customer value
proposition, and the resources and capabilities
76. needed to deliver the value proposition are well
understood. Last, the firm must be able to fund the D
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growth initiatives and have the requisite organiza-
tion structure and reporting systems to effectively
implement them.
7. A new tool for development
Circle mapping assists leaders with the difficult
task of generating and evaluating growth
opportunities by combining Sun Tzu’s idea of
occupying space with marketing and strategy
77. literature on value propositions. Circle mapping
engages knowledge visualization to mitigate
cognitive challenges when formulating strategy
by generating multiple potential pathways for
growth. As a conceptual map, it mitigates social
challenges by promoting multiple perspectives in
the strategy, and it reduces emotional challenges
by assisting with communication and information
sharing.
By prompting leaders to think about growth as
occupying space, circle mapping conceptualizes
growth as aligning future value propositions
with the firm’s future resources and capabilities.
Circle mapping ignites strategy development by
simplifying a long-term growth strategy into an
intuitive diagram that leaders can use to generate
strategic decisions about how to grow. By having
leaders visually depict and justify where and why
they want to grow, circle mapping helps firms
conceptualize a profitable future and then
confidently move toward it.
Acknowledgment
The authors would like to thank Dr. Marjorie
Delbaere and Ed Pas for their insights and
suggestions.
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Circle mapping your firm’s growth strategy 1. Visualizing
growth strategies 2. Circle mapping origins 2.1. The
principle of occupying space 2.2. Aligning resources and
capabilities to deliver value propositions 2.3. How circle
mapping was developed 3. Elements of circle mapping: The
three circles 3.1. The first circle: Current customers 3.2.
The second circle: Next customers 3.3. Outer circles:
Future growth customers 4. Benefits of circle mapping 4.1.
Leveraging knowledge visualization with circle mapping 4.2.
Strategic advantages of aligning strategy and space 5.
Circle mapping steps: How to use this tool 5.1. Step 1:
82. Determine value propositions of different customer circles
5.2. Step 2: Identify future resources and capabilities
needed to deliver future value propositions 5.3. Step 3:
Select the most favorable growth scenario 6. Potential
obstacles in circle mapping 7. A new tool for
developmentReferences
8
Research, Analysis, and Outline for Final Paper
Name
Course
Institution
Name
Introduction
The company chosen for this paper is Tesla Inc. which operates
in the motor vehicle and automotive industry. Tesla was
founded in 2003 and it became public company in 2010. Elon
Musk is the CEO of the company and its stock have been
growing over the years. Aurum (2010) asserts that Tesla
remains a leader in the automobile industry and it keeps giving
its customers and roll-out of new car models with unique
features to increase their satisfaction. This has sharpened its
83. competitive edge in the market. However, with the increased
use of technology and growing competition in the motor vehicle
industry, Tesla stands the risk of losing its top position in the
industry if it does not innovate. The company has the
opportunity of increasing creativity and innovation using
technology. This paper analyzes the history of Tesla in its
industry and in innovation, its competitors, its risks, and the
opportunities available for Tesla. The paper will conclude by
providing a recommendation of the strategies Tesla can
implement to increase creativity and innovation while
increasing its profits.
Analysis
Risk
The loss of a competitive advantage is a serious risk that many
companies are staring at. With the growth in technology,
companies are innovating new products and automating their
systems to achieve flexibility in service delivery. This has
increased competition in the business environment. Porter
(2015) asserts that almost 90% of companies are after a strong
competitive advantages to survive and stay floating in this age
and era when technology has taken over every part of the
business sector. Without a competitive advantage, a company
cannot dominate the market segments and increase its
performance.
Tesla must be able to produce goods and services that are better
than those of its competitors and satisfy consumers to guarantee
its success in the modern market. Risks of threats from existing
and new competitors are high if Tesla does not have a sharp
competitive edge. According to Clausen and Olteanu (2020),
with the increased demand for electric vehicles, Tesla needs to
be highly competitive to meet the demands of its customers. It
has many competitors such Volkswagen, Ford, Nio, General
Motors, and BYD. It has to maintain its competitive advantage
to succeed in the automotive industry.
Tesla needs to be creative and innovate to stay highly
84. competitive in the market, increase its sales, and achieve
superior margins compared to its rivals. Every organization is
after becoming a giant in the industry and without a strong
competitive advantage, this cannot be achieved.
Competition
Tesla is currently facing competition from both existing and
new entrants in the automotive industry. Since day one, Tesla
has always remained on the top of its competitors such as
Volkswagen, Ford, Nio, General Motors, and BYD. The
company has turned to an innovation producer due to its ability
to utilize technology more than any other company in the
automotive industry. According to Clausen and Olteanu (2020),
no other company in the automotive industry has been able to
achieve such cutting edge technology, let alone the use artificial
intelligence.
However, competitors such as Volkswagen have recognized the
high demand for electric vehicles in the market and they are
offering their cars to customers at cheaper prices. Volkswagen
is a giant that Tesla has to watch. Companies such as Nio are
focusing on the international market and producing high class
electric cars that meet general consumer needs. There is also a
high risk of new entrants as emerging technologies are pushing
evolving companies to be more innovative and offer electric
cars that meet customer demands.
To address existing competitors and new entrants, Tesla needs
to increase its good attitude towards innovation in order to
attract clients globally. With technology, things in the
automotive industry are moving at a high rate. Tesla has to
utilize technology to its advantage because all its competitors
and new entrants are using technology as the main tool.
Leadership in innovation is one component that will make it
easy for Tesla to remain highly competitive in this
technological world of business.
History and Position of the Business within the Industry
85. Since its foundation in 2003, Tesla has been a serious and
growing force in the motor vehicle and automotive industry.
The company has been growing and giving customers new
models of electric vehicles that meet their needs. Currently,
Tesla has taken the lead position in becoming the leading
electric vehicles manufacturer in the industry. BMW has been
fighting hard to take the top position in the industry but Tesla
seems to be empowered enough. According to HD Auto Desk
(2022), the sales of Tesla have already increased by 49% in the
first quarter of 2022 and it is ahead of BMW which its main
competitor.
Economically, electric cars are now connected to the economy
and they are gaining popularity each passing day. Constant
economic growth has contributed to the growth of Tesla over
the years. The demand for Tesla’s cars has grown at a very high
rate. Aurum (2021) states that “in 2020, Tesla’s vehicle
deliveries alone were about 500,000 units worldwide – and it’s
only planning to go further”. According to Global Newswire
(2021), the electric vehicle market is expected to hit $1.5
trillion by 2025.
History of Innovation
Tesla is considered a pioneer in innovation. The founders of the
company are known for their great innovative minds in the
previous companies they had worked for. Tesla became a public
company in 2010 and it has been expanding since then ue its
great ability to innovate. The CEO of the company Elon Musk is
the founder of PayPal. Investors of Tesla such as Larry Page
and Sergey Brin are co-founders of Google. Tesla believes that
in the modern-day world, innovation is key to sharpening the
company’s competitive edge. Suroso and Asis (2015) assert that
it is through innovation that a company can set itself apart from
its competitors.
Tesla Motors has always worked hard to maintain its
competitive advantage over the other car manufacturers by
remaining active in innovation. The company has made its
86. vehicles’ model and structures align with the traditional fuel
models by effectively using technology to innovate. Tesla
provides products and services that are adjacencies to expand
their portfolio. The expanded portfolio has solidified Tesla’s
technological advantage over its competitors.
Currently, Tesla is arguably the most innovative company in the
world and by deploying technologies such as Artificial
Intelligence (AI), it has become a leader in automakers.
Through its numerous innovations, Tesla aims to utilize
technology and innovation to change the way people travel and
capture the world. No other company in the automotive industry
has been able to achieve such a cutting edge technology, let
alone the use artificial intelligence.
Risk Analysis
With the growth in technology, every company is working to
outdo Tesla and the company is at the risk of losing its
competitive advantage. In 2021, BMW surpassed Tesla and
became the leader in the manufacture and sell of Electric
Vehicles. Tesla is at risk of losing its superiority and it needs to
introduce necessary strategies to maintain its strong competitive
position in the market. “Tesla must go further in meeting
customer demands” (Aurum, 2021). It needs to increase its sales
and profit margins to stay ahead of its competitors.
Tesla has the opportunity to utilize the current technologies to
increase its creativity and innovation. According to Kim (2020),
every company is introducing new products day-in-day-out to
increase their competitive advantage by meeting the needs of
the customers and increasing their satisfaction. The company
needs to implement a culture of innovation and get more ideas
to achieve efficiency and effectiveness in its operations. All car
lovers and share buyers are always on the look-out for the next
great product by Tesla. The company has to innovate
continuously to ensure it always has something to offer to its
loyal customers.
Recommendations/Conclusions
87. Tesla has been a leader in the automotive industry but with the
growth in technology and increased competition, the company
risks losing its competitive advantage. Companies such as BMW
and Volkswagen are gaining a sharp competitive edge in the
industry and this is a big risk for Tesla. Even though Tesla has
maintained a good attitude towards innovation, the company
needs to utilize technology more, be creative, and innovate
continuously to stay at the top of the game. Introducing new
products with unique features that meet customer demands is
key to ensuring Tesla maintains its position in the industry. It
needs to possess an innovative mind to manage innovation and
use it successfully to achieve company success.
References
Aurum (2021). How Tesla Became the Most Innovative
Company in The World. Retrieved from
https://www.aurumbureau.com/how-tesla-became-the-most-
innovative-company-in-the-world/
Clausen, J., & Olteanu, Y. (2020). Tesla als Start-up in der
Automobilbranche: Vom Pleitekandidat zum Gamechanger (No.
199). Working Paper Forschungsförderung.
HD Auto Desk (2022). Tesla Takes Lead Position in Race Top
Luxury Car Brand in US. Retrieved from