This document contains an assignment for an advanced database management class. It includes details of a database created to track operations and customer information for an amusement park, including tables for visitors, tickets, attractions, maintenance schedules, and employee schedules. The database is designed to help the new general manager of the park evaluate the effectiveness of changes made in his first six months on the job.
The document describes a database created for Adventure Place, an amusement park, to help a new general manager analyze business operations. The database tracks visitors, ticket and revenue data, maintenance schedules, employee schedules, and more. This will allow the manager to monitor popular attractions, maintenance needs, revenues, customer loyalty, and staffing to make informed decisions to improve the park prior to their busy summer season.
How to Realize an Additional 270% ROI on SnowflakeAtScale
Companies of all sizes have embraced the power, scale and ease of use of Snowflake’s cloud data platform, along with the promise of cost-savings. But if you aren’t careful, cloud compute usage can sneak up on you and leave you with runaway costs no matter what BI tool you are using.
The presentation from experts from Rakuten Rewards and AtScale shows practical techniques on how you can reduce unnecessary compute and boost BI performance to realize an additional 270% ROI on Snowflake. For the on-demand webinar, go to: https://www.atscale.com/resource/wbr-cloud-compute-cost-snowflake-tableau/
This document describes the contents and structure of a banking database. It contains 11 sets that cover topics like creating and dropping databases and tables, queries, functions, joins, subqueries, users and privileges, stored procedures, transactions, triggers, and views. The document also includes examples for each topic to demonstrate how to work with the banking database.
The document describes how to set up a leave accrual plan in Oracle HRMS. It involves creating elements to track opening balances, adjustments, and encashment. An accrual plan is then defined to calculate leave balances based on accrual bands. A function returns accrued leave as of a given date based on contract type and tables storing accrual data. The accrual formula uses this function to calculate accrued days between hire/contract dates and the calculation date.
In April 2019 devtodev's Lead Analyst Vasiliy Sabirov traveled to Tallinn, Estonia to participate in the GameDev Days. It is one of the key conferences in a region and it brings together the world's leading game development companies to share their knowledge and ambitions.
Watch Vasiliy's presentation to study why analytics is important at all stages of product development and find out why it is more than just several metrics. Vasiliy talks about game analytics: how it allows you to evaluate the state of the project, optimize your project, find bottlenecks, and identify points of growth. Also, you’ll learn why using only two indicators, like visits (or installs) and revenue growth, are not enough to analyze your projects.
How to create payslip through self serviceFeras Ahmad
This document provides steps to create an employee self-service payslip function in Oracle Applications. It involves:
1. Creating an RDF, XML, and RTF file to define the payslip data and template
2. Uploading these files and defining a data model and template in XML Publisher
3. Creating a function and assigning it to the employee self-service menu for users to access their payslips
4. Executing the function to generate and view payslips based on entered parameters
The document describes an SQL portfolio project completed by Anthony Feliciano for the SetFocus SQL Master's Program. It includes summaries and examples of various SQL tasks completed, including creating stored procedures in Transact-SQL, building an SSIS package to import data, and creating SSRS reports. It also provides details on a final project to design a movie rental database and application similar to Netflix.
- Airbnb built a new financial data pipeline called Braavos using Spark and Scala to replace their SQL-based system that could not scale with their growing data and complex accounting rules.
- Braavos ingests platform and payment events and generates accounting entries through double-entry bookkeeping across subledgers like receivables, payables, revenue, and taxes.
- It allows uniform processing of all products, querying of subledgers, and generation of normalized events which can be used to generate reports and recognize revenue according to financial policies.
- The migration process involved generating historical events from existing data, building matching reports, testing with real events, and switching to the new system online.
The document describes a database created for Adventure Place, an amusement park, to help a new general manager analyze business operations. The database tracks visitors, ticket and revenue data, maintenance schedules, employee schedules, and more. This will allow the manager to monitor popular attractions, maintenance needs, revenues, customer loyalty, and staffing to make informed decisions to improve the park prior to their busy summer season.
How to Realize an Additional 270% ROI on SnowflakeAtScale
Companies of all sizes have embraced the power, scale and ease of use of Snowflake’s cloud data platform, along with the promise of cost-savings. But if you aren’t careful, cloud compute usage can sneak up on you and leave you with runaway costs no matter what BI tool you are using.
The presentation from experts from Rakuten Rewards and AtScale shows practical techniques on how you can reduce unnecessary compute and boost BI performance to realize an additional 270% ROI on Snowflake. For the on-demand webinar, go to: https://www.atscale.com/resource/wbr-cloud-compute-cost-snowflake-tableau/
This document describes the contents and structure of a banking database. It contains 11 sets that cover topics like creating and dropping databases and tables, queries, functions, joins, subqueries, users and privileges, stored procedures, transactions, triggers, and views. The document also includes examples for each topic to demonstrate how to work with the banking database.
The document describes how to set up a leave accrual plan in Oracle HRMS. It involves creating elements to track opening balances, adjustments, and encashment. An accrual plan is then defined to calculate leave balances based on accrual bands. A function returns accrued leave as of a given date based on contract type and tables storing accrual data. The accrual formula uses this function to calculate accrued days between hire/contract dates and the calculation date.
In April 2019 devtodev's Lead Analyst Vasiliy Sabirov traveled to Tallinn, Estonia to participate in the GameDev Days. It is one of the key conferences in a region and it brings together the world's leading game development companies to share their knowledge and ambitions.
Watch Vasiliy's presentation to study why analytics is important at all stages of product development and find out why it is more than just several metrics. Vasiliy talks about game analytics: how it allows you to evaluate the state of the project, optimize your project, find bottlenecks, and identify points of growth. Also, you’ll learn why using only two indicators, like visits (or installs) and revenue growth, are not enough to analyze your projects.
How to create payslip through self serviceFeras Ahmad
This document provides steps to create an employee self-service payslip function in Oracle Applications. It involves:
1. Creating an RDF, XML, and RTF file to define the payslip data and template
2. Uploading these files and defining a data model and template in XML Publisher
3. Creating a function and assigning it to the employee self-service menu for users to access their payslips
4. Executing the function to generate and view payslips based on entered parameters
The document describes an SQL portfolio project completed by Anthony Feliciano for the SetFocus SQL Master's Program. It includes summaries and examples of various SQL tasks completed, including creating stored procedures in Transact-SQL, building an SSIS package to import data, and creating SSRS reports. It also provides details on a final project to design a movie rental database and application similar to Netflix.
- Airbnb built a new financial data pipeline called Braavos using Spark and Scala to replace their SQL-based system that could not scale with their growing data and complex accounting rules.
- Braavos ingests platform and payment events and generates accounting entries through double-entry bookkeeping across subledgers like receivables, payables, revenue, and taxes.
- It allows uniform processing of all products, querying of subledgers, and generation of normalized events which can be used to generate reports and recognize revenue according to financial policies.
- The migration process involved generating historical events from existing data, building matching reports, testing with real events, and switching to the new system online.
This document describes a daily expense tracker project created by Sumaiya Maryam. It includes an abstract, introduction, module description, existing system description, proposed system description, software description, requirements, table structures, source code explanation and screenshots. The project aims to create an easy and smooth system to track expenses and income on a daily, monthly and yearly basis through a website.
Rich Lehman founded DiCentric Solutions with over 35 years of experience in the gaming industry. The company provides consulting and software to analyze slot operations, marketing campaigns, and patron data. Their tools help casinos optimize game performance, understand patron preferences, and improve yield management. Analyzing game characteristics and minimizing non-playing time can increase revenues and the guest experience.
This document discusses service process design and redesign. It covers flowcharting customer service processes to understand the customer experience. Blueprinting is introduced as a tool to design services by specifying frontstage and backstage activities. The document outlines reasons for redesigning service processes such as changes in the external/internal environment. Key goals of redesign are reducing failures, cycle time and improving productivity/satisfaction. Different types of redesign efforts are described like self-service, bundling services and manipulating physical aspects.
This document discusses time-based competition and reducing lead times in manufacturing, service, and office industries. It provides examples of metrics used to measure lead time reductions and outlines keys to making improvements like value stream mapping, attacking non-value added time, using standard work, and visual metrics. The document also includes examples of standard work for estimating quotes and metrics boards used to track work in process and inventory.
MY HOTEL OR CASINO LABOR COST OPTIMIZATION AUDIT - A Professional Service Of...Robert R. DeMonsi, Jr.
Dear Potential LABOR COST OPTIMIZATION AUDIT Client of Mine,
LABOR COSTS UP? GUEST SERVICE SCORES DOWN? EMPLOYEES WASTING TIME? POOR PRODUCTIVITY? PROFIT COULD BE BETTER?
Is it time for a garden-fresh set of eyes to look at your operations?
For the cost of one FULL TIME EQUIVALENT EMPLOYEE (of which I can SAVE an organization in a heartbeat), I offer a laser focused LABOR COST OPTIMIZATION AUDIT for medium to large size HOTELS and CASINOS that have multiple Food & Beverage operations.
The objective of the LABOR COST OPTIMIZATION AUDIT is to work with my clients; in evaluating their organizational structure by department looking for inefficiency & potential labor cost improvement, in identifying wasteful work processes, in increasing employee productivity/output levels, in intelligently eliminating unnecessary labor hours, in providing consistent guest service & quality levels and most importantly in OPTIMIZING THEIR LABOR COSTS.
The LABOR COST OPTIMIZATION AUDIT requires the client contracting FOUR FULL WEEKS of my labor management analytical services ANNUALLY. I would visit the client's chosen property twice a year for two FULL weeks each visit.
Please view my presentation to see the approach that I take and the affordable cost of my LABOR COST OPTIMIZATION AUDIT.
It's THE best money your company will EVER spend! GUARANTEED!
I look forward to hearing from you.
Sincerely,
Robert R. DeMonsi, Jr.
E-mail: rdemonsijr@aol.com
Mobile: rdemonsijr@aol.com
1.Which one of the following is the estimated rate (i.e., percen.docxfredellsberry
1.
Which one of the following is the estimated rate (i.e., percentage) that makes the discounted present value of future cash flows equal to the initial investment? (Points : 2)
[removed]
Weighted-average cost of capital (WACC).
[removed]
Modified internal rate of return (MIRR).
[removed]
Book (accounting) rate of return.
[removed]
Internal rate of return (IRR).
[removed]
Accounting rate of return (ARR), after tax.
2.
Done on a regular basis, relevant cost pricing in special order decisions can erode normal pricing policies and lead to: (Points : 2)
[removed]
Overconfidence in decision-making.
[removed]
A loss in the firm's profitability.
[removed]
Conflicting goals between management and sales personnel.
[removed]
A cost leadership strategy.
[removed]
Maximization of resources.
3.
When the internal rate of return (IRR) method and the net present value (NPV) method do not yield the same recommendation for the same investment project, the technique normally selected is: (Points : 2)
[removed]
IRR, because all reinvestment of funds occurs at the rate of the cost of capital and because it takes into consideration the relative size of the initial investment.
[removed]
NPV, because it takes into consideration the relative size of the initial investment.
[removed]
IRR, because all reinvestment of funds occurs at the discount rate that will make the NPV of the project equal to zero.
[removed]
NPV, because all reinvestment of funds occurs at the discount rate that will make the NPV of the project equal to zero.
4.
Which one of the following statements concerning capital budgeting is not true? (Points : 2)
[removed]
A basic objective underlying capital budgeting is to select assets that will earn a satisfactory return.
[removed]
Capital budgeting is the process of planning asset investments.
[removed]
Capital budgeting is based on precise estimates of future events.
[removed]
Capital budgeting involves estimating the revenues and costs of each proposed project, evaluating their merits, and choosing those worthy of investment.
[removed]
Capital budgeting uses after-tax cash flows in the analysis of proposed investments.
5.
The term "breakeven after-tax cash flow" represents: (Points : 2)
[removed]
A pessimistic estimate in a typical scenario analysis.
[removed]
An optimistic estimate in a typical scenario analysis.
[removed]
The amount of after-tax cash flow needed to generate a return equal to a project's IRR.
[removed]
The cash flow needed to generate an IRR of zero.
[removed]
An estimate that can be arrived at using Goal Seek in Excel.
6.
The capital budgeting method(s) that is (are) most likely to provide consistency between data for capital budgeting and data for subsequent performance evaluation is (are) the: (Points : 2)
[removed]
Pay.
This document discusses using SAS to analyze a sales funnel by structuring data and creating exclusion variables to model the funnel. It demonstrates how to:
1) Structure a dataset with customer information and define possible exclusion variables
2) Create SAS code to apply the exclusion variables in a waterfall analysis for an email marketing campaign
3) Show how the order of exclusions affects the number excluded but not the final count
4) Introduce the general and unique exclusion profiles as better ways to assess the impact of individual exclusions
The overall goal is to analyze a retailer's loyalty program sales funnel to justify using direct mail or email as the primary contact channel and identify opportunities to expand the funnel.
The document discusses implementing a balanced scorecard approach with aligned supply chain metrics. It proposes strategic metrics like revenue, gross margin, and return on invested capital. Operational metrics proposed include forecast accuracy and delivery in full on time. Reporting tools would evaluate performance on these metrics for new and existing products. The balanced scorecard is said to help stakeholders make better decisions by understanding trade-offs between metrics and ensuring a shared understanding of cross-functional performance.
This document discusses Southwest Airlines' business formula for success and how other companies can copy it. The key elements are: having "master doers" who are experts in operations make strategic decisions; establishing a "pivot point", which for Southwest is a 25 minute turnaround time for planes; and ensuring all business functions support the pivot point. The document compares Southwest to Collins' "Good to Great" companies and argues successful companies ensure "master doers" representing operations and customers have a voice in strategic decisions. It warns that an imbalance with too many support roles and not enough focus on operations can undermine results.
Running Head ATC’S 6.0 & 7.02Running Head ATC’S 6.0 & 7..docxsusanschei
Running Head: ATC’S 6.0 & 7.0
2
Running Head: ATC’S 6.0 & 7.0
ATC’s 6.0 & 7.0
A Team Consulting (ATC)
Glynda CarMicheal, Frank LaPrade, Demetreaus Moore,
Shannon Oberlin, Tracy Reynolds, Woody Dessources
MT 490-01 Bachelors Internship in Management
Submitted by: Frank LaPrade
Professor Blake Escudier
Purdue Global University
ATC’s 6.0 & 7.0
6.0 Operational Management Plans Overview
ATC will be open seven (7) days a week, twenty-four (24) hours each day. Each store owner is responsible that all orders are processed. All store owners have their designation or responsibility to ATC and its operation. The store owner has their job designation according to ATC’s organizational flow chart.
6.1Technology
A-Team Consulting will acquire a web-server to host the e-commerce website, and will run on a windows based operating system. We will use server-software that will be an application software and database server. Also, that will process the data consumers input to purchase product from our on-line retail store. Web tools will enhance visual appearance of the website. A database system is needed that will store information about the products and services recorded from the website, and have networking that will enhance sharing of information between departments.
6.2 Website Design Requirements
The process of purchasing from a website needs to be simple with easy-to-understand ordering directions. Also, shipping instructions must be consumer friendly. The use of the web page is to focus on the customer with content and navigation to be visible. The website design will be reviewed according to sales and remodeled when needed.
6.3 Fulfillment Operations
Flow chart of the drop-shop business.
6.4 Operational Storyboard/Chart
1. Retailer (A-Team Consulting) ATC develops product with supplier and the niche to sell products.
2. ATC partners with CQ Group International Limited.
3. ATC develops website and displays the EleCycle product.
4. Consumers view and purchases product on website.
5. ATC managers authorizes purchase and a wholesale payment to dropship supplier (CQ Group International Limited).
6. CQ Group International Limited (supplier) packs and sends product to customer.
7.0 Financial Planning Overview
A-Team Consulting (ATC) consist of 6 equal owners who all work together collectively. Each owner has a specific role they play in the collective efforts of our business. We will create company positional requirements, and bylaws/procedures will be put in place so that everyone is following them, for each ownership job position, in case there is an ownership change.
7.1 Financial Requirement for Store Owners
ATC EleCycle is a small on-line e-commerce retail store. Since there are minimal required start-up costs the six owners will provide 1/6th the start-up costs. The financial requirements of the store will consist of the following: domain registration, on-line webpage design, web-host to maintain site ...
This document is a business plan for Think Tank Inc. It includes an executive summary that outlines the company's response to market needs and achievements to date. Sections cover the company background and team, market analysis including competitors and SWOT analysis, proposed products and services, marketing plan, product development and operations, management structure, and 12-month financial projections including income statement, cash flow statement, and cost-benefit analysis. The financials project increasing revenue, profits, and positive cash flow and return on investment over the first year of operations.
This document is a business plan for Think Tank Inc. It includes an executive summary that outlines the company's response to market needs and achievements to date. Sections cover the company background and team, the target market, product details, marketing strategy, operations, management structure, and financial projections. The financial section includes startup costs, ongoing expenses, income statements, cash flow statements, and return on investment calculations. The plan demonstrates how Think Tank Inc. will deliver customized learning content to address client needs.
Move Out of Excel and into a Pre-Lead Workspace by Dan DoninSalesforce Admins
This document discusses building a "Pre-Lead Workspace" custom object in Salesforce to keep incomplete lead list data separate from the lead object. It includes:
- Creating a custom object with fields to store pre-lead data
- Using validation rules and process builder to automatically move records to the lead object when complete
- An example user interface and how users would interact with it
The goal is to prevent dirty or incomplete data from entering the lead object directly, while still allowing users to work with pre-lead lists in Salesforce instead of Excel. When enough data is entered, records would automatically convert to leads.
This document provides an overview of a proposed resort management system. The key points are:
1. The system would allow customers to view resort facilities and reserve rooms online, and integrate information across resort branches.
2. It aims to provide administrators tools to track room status, customer visits, bills and generate reports.
3. The system analysis found it to be economically, operationally and technically feasible, and it addresses drawbacks of the existing offline system like limited customer information.
This presentation will provide set of simple, yet powerful, JavaScript tips, tricks and best practices that should be known by all hybrid mobile app developers. These are techniques that all JavaScript programmers can use now, you didn't need to be an advanced JavaScript developer to benefit from these tips. After detailed explanations of how each technique works and when to use it, you will have become a more enlightened JavaScript developer, if you aren't already one.
5 minute presentation
20 slides
15 seconds per slide
2-1 Remember the Help Desk with AFCU - Jared Flanders, FinalJared Flanders
Jared Flanders, a Systems Monitoring Engineer at America First Credit Union, presented on the credit union's ITSM journey and their experience implementing the HPE Service Anywhere platform. Some key points:
- America First Credit Union previously used HP Service Desk and Service Manager but wanted to avoid constant SM upgrades. They implemented Service Anywhere in 2015 after a proof of concept showed how it could meet their needs.
- Implementation took around 8 weeks and initially focused on help desk, IT support, and integrations with UCMDB and Connect-It. Additional groups like DBAs and computer operations were onboarded later.
- In the past year, they have added over 200 knowledge articles, automated a
The document describes a human resource management system called BNG-HRMS developed by BNG Software according to international standards. The system allows for customization to each client's unique needs and includes functionality for organizational structures, employee information, leave and attendance management, payroll configuration, insurance management, performance appraisal, employee and manager self-services, and additional management functions. BNG's procedures for software sales, implementation, training, and post-sales support are also outlined.
This document provides an overview of an insurance management system project implemented using Microsoft Visual Basic 6.0 and Oracle 9i database. It includes an acknowledgement, abstract, introduction, overview of the system describing various modules like policy schemes, agent login, customer login, administrator login. It also includes ER diagram, converting ER diagram to tables, table structures, normalization, code snippets and screenshots. The conclusion states the scope of enhancements. The document provides high-level details about the design and implementation of an insurance management system.
Sanjeev Kumar has over 15 years of experience in MIS roles across various industries including e-commerce, telecom, banking, and collections. He has a strong track record of preparing daily, weekly, monthly and quarterly business reports on metrics like quality, training, compliance, collections, and resolutions. Kumar holds an MBA in Information Technology and seeks to leverage his skills and experience in an MIS field role.
This document describes a daily expense tracker project created by Sumaiya Maryam. It includes an abstract, introduction, module description, existing system description, proposed system description, software description, requirements, table structures, source code explanation and screenshots. The project aims to create an easy and smooth system to track expenses and income on a daily, monthly and yearly basis through a website.
Rich Lehman founded DiCentric Solutions with over 35 years of experience in the gaming industry. The company provides consulting and software to analyze slot operations, marketing campaigns, and patron data. Their tools help casinos optimize game performance, understand patron preferences, and improve yield management. Analyzing game characteristics and minimizing non-playing time can increase revenues and the guest experience.
This document discusses service process design and redesign. It covers flowcharting customer service processes to understand the customer experience. Blueprinting is introduced as a tool to design services by specifying frontstage and backstage activities. The document outlines reasons for redesigning service processes such as changes in the external/internal environment. Key goals of redesign are reducing failures, cycle time and improving productivity/satisfaction. Different types of redesign efforts are described like self-service, bundling services and manipulating physical aspects.
This document discusses time-based competition and reducing lead times in manufacturing, service, and office industries. It provides examples of metrics used to measure lead time reductions and outlines keys to making improvements like value stream mapping, attacking non-value added time, using standard work, and visual metrics. The document also includes examples of standard work for estimating quotes and metrics boards used to track work in process and inventory.
MY HOTEL OR CASINO LABOR COST OPTIMIZATION AUDIT - A Professional Service Of...Robert R. DeMonsi, Jr.
Dear Potential LABOR COST OPTIMIZATION AUDIT Client of Mine,
LABOR COSTS UP? GUEST SERVICE SCORES DOWN? EMPLOYEES WASTING TIME? POOR PRODUCTIVITY? PROFIT COULD BE BETTER?
Is it time for a garden-fresh set of eyes to look at your operations?
For the cost of one FULL TIME EQUIVALENT EMPLOYEE (of which I can SAVE an organization in a heartbeat), I offer a laser focused LABOR COST OPTIMIZATION AUDIT for medium to large size HOTELS and CASINOS that have multiple Food & Beverage operations.
The objective of the LABOR COST OPTIMIZATION AUDIT is to work with my clients; in evaluating their organizational structure by department looking for inefficiency & potential labor cost improvement, in identifying wasteful work processes, in increasing employee productivity/output levels, in intelligently eliminating unnecessary labor hours, in providing consistent guest service & quality levels and most importantly in OPTIMIZING THEIR LABOR COSTS.
The LABOR COST OPTIMIZATION AUDIT requires the client contracting FOUR FULL WEEKS of my labor management analytical services ANNUALLY. I would visit the client's chosen property twice a year for two FULL weeks each visit.
Please view my presentation to see the approach that I take and the affordable cost of my LABOR COST OPTIMIZATION AUDIT.
It's THE best money your company will EVER spend! GUARANTEED!
I look forward to hearing from you.
Sincerely,
Robert R. DeMonsi, Jr.
E-mail: rdemonsijr@aol.com
Mobile: rdemonsijr@aol.com
1.Which one of the following is the estimated rate (i.e., percen.docxfredellsberry
1.
Which one of the following is the estimated rate (i.e., percentage) that makes the discounted present value of future cash flows equal to the initial investment? (Points : 2)
[removed]
Weighted-average cost of capital (WACC).
[removed]
Modified internal rate of return (MIRR).
[removed]
Book (accounting) rate of return.
[removed]
Internal rate of return (IRR).
[removed]
Accounting rate of return (ARR), after tax.
2.
Done on a regular basis, relevant cost pricing in special order decisions can erode normal pricing policies and lead to: (Points : 2)
[removed]
Overconfidence in decision-making.
[removed]
A loss in the firm's profitability.
[removed]
Conflicting goals between management and sales personnel.
[removed]
A cost leadership strategy.
[removed]
Maximization of resources.
3.
When the internal rate of return (IRR) method and the net present value (NPV) method do not yield the same recommendation for the same investment project, the technique normally selected is: (Points : 2)
[removed]
IRR, because all reinvestment of funds occurs at the rate of the cost of capital and because it takes into consideration the relative size of the initial investment.
[removed]
NPV, because it takes into consideration the relative size of the initial investment.
[removed]
IRR, because all reinvestment of funds occurs at the discount rate that will make the NPV of the project equal to zero.
[removed]
NPV, because all reinvestment of funds occurs at the discount rate that will make the NPV of the project equal to zero.
4.
Which one of the following statements concerning capital budgeting is not true? (Points : 2)
[removed]
A basic objective underlying capital budgeting is to select assets that will earn a satisfactory return.
[removed]
Capital budgeting is the process of planning asset investments.
[removed]
Capital budgeting is based on precise estimates of future events.
[removed]
Capital budgeting involves estimating the revenues and costs of each proposed project, evaluating their merits, and choosing those worthy of investment.
[removed]
Capital budgeting uses after-tax cash flows in the analysis of proposed investments.
5.
The term "breakeven after-tax cash flow" represents: (Points : 2)
[removed]
A pessimistic estimate in a typical scenario analysis.
[removed]
An optimistic estimate in a typical scenario analysis.
[removed]
The amount of after-tax cash flow needed to generate a return equal to a project's IRR.
[removed]
The cash flow needed to generate an IRR of zero.
[removed]
An estimate that can be arrived at using Goal Seek in Excel.
6.
The capital budgeting method(s) that is (are) most likely to provide consistency between data for capital budgeting and data for subsequent performance evaluation is (are) the: (Points : 2)
[removed]
Pay.
This document discusses using SAS to analyze a sales funnel by structuring data and creating exclusion variables to model the funnel. It demonstrates how to:
1) Structure a dataset with customer information and define possible exclusion variables
2) Create SAS code to apply the exclusion variables in a waterfall analysis for an email marketing campaign
3) Show how the order of exclusions affects the number excluded but not the final count
4) Introduce the general and unique exclusion profiles as better ways to assess the impact of individual exclusions
The overall goal is to analyze a retailer's loyalty program sales funnel to justify using direct mail or email as the primary contact channel and identify opportunities to expand the funnel.
The document discusses implementing a balanced scorecard approach with aligned supply chain metrics. It proposes strategic metrics like revenue, gross margin, and return on invested capital. Operational metrics proposed include forecast accuracy and delivery in full on time. Reporting tools would evaluate performance on these metrics for new and existing products. The balanced scorecard is said to help stakeholders make better decisions by understanding trade-offs between metrics and ensuring a shared understanding of cross-functional performance.
This document discusses Southwest Airlines' business formula for success and how other companies can copy it. The key elements are: having "master doers" who are experts in operations make strategic decisions; establishing a "pivot point", which for Southwest is a 25 minute turnaround time for planes; and ensuring all business functions support the pivot point. The document compares Southwest to Collins' "Good to Great" companies and argues successful companies ensure "master doers" representing operations and customers have a voice in strategic decisions. It warns that an imbalance with too many support roles and not enough focus on operations can undermine results.
Running Head ATC’S 6.0 & 7.02Running Head ATC’S 6.0 & 7..docxsusanschei
Running Head: ATC’S 6.0 & 7.0
2
Running Head: ATC’S 6.0 & 7.0
ATC’s 6.0 & 7.0
A Team Consulting (ATC)
Glynda CarMicheal, Frank LaPrade, Demetreaus Moore,
Shannon Oberlin, Tracy Reynolds, Woody Dessources
MT 490-01 Bachelors Internship in Management
Submitted by: Frank LaPrade
Professor Blake Escudier
Purdue Global University
ATC’s 6.0 & 7.0
6.0 Operational Management Plans Overview
ATC will be open seven (7) days a week, twenty-four (24) hours each day. Each store owner is responsible that all orders are processed. All store owners have their designation or responsibility to ATC and its operation. The store owner has their job designation according to ATC’s organizational flow chart.
6.1Technology
A-Team Consulting will acquire a web-server to host the e-commerce website, and will run on a windows based operating system. We will use server-software that will be an application software and database server. Also, that will process the data consumers input to purchase product from our on-line retail store. Web tools will enhance visual appearance of the website. A database system is needed that will store information about the products and services recorded from the website, and have networking that will enhance sharing of information between departments.
6.2 Website Design Requirements
The process of purchasing from a website needs to be simple with easy-to-understand ordering directions. Also, shipping instructions must be consumer friendly. The use of the web page is to focus on the customer with content and navigation to be visible. The website design will be reviewed according to sales and remodeled when needed.
6.3 Fulfillment Operations
Flow chart of the drop-shop business.
6.4 Operational Storyboard/Chart
1. Retailer (A-Team Consulting) ATC develops product with supplier and the niche to sell products.
2. ATC partners with CQ Group International Limited.
3. ATC develops website and displays the EleCycle product.
4. Consumers view and purchases product on website.
5. ATC managers authorizes purchase and a wholesale payment to dropship supplier (CQ Group International Limited).
6. CQ Group International Limited (supplier) packs and sends product to customer.
7.0 Financial Planning Overview
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1. MIS 02336: Advanced Database Management; Assignment 2 (SQL)
Kieran Crean 916069627
Alex Dickinson 916069420
Jimmy Hiltwine 916072712
Joe Miller 916078856
Alex Pileggi 916105398
4/30/2015
2. Table of Contents
1.1 Summary
1.2 Introduction
1.3 Business / Enterprise Rules
1.4 ERD Diagram
1.5 Relations
1.6 Implementation Details
1.7 Database Manipulation & Control
1.8 Notation of E-R Diagrams
1.9 Conclusion
1.10 Recommendations
1.11 End Matter
3. 1.1 Summary
This database is to review the effectiveness of the newly hired general manager. This
manager was hired on January 1st and all of the information presented will be in relation to his
managerial review in response to his first six months of employment. Prior to his employment,
our new manager said he wanted to fix a list of things about this park and they were as follows:
standardize prices to find the most profitable, create a customer loyalty and retention program,
efficiently log all maintenance performed on every attraction, and above all else create the best
experience possible at an amusement park.
His first order of business was to standardize all prices to know exactly what rides were
most profitable and what he could possibly charge more or less for in the future depending on the
attraction’s popularity. Secondly, our general manager created a customer incentive program
through running queries to see if our visitors haven’t traveled to Adventure Place in a certain
amount of time. With this information he can see the last date a customer had visited the park
and add them to a personalized email blast that makes the customer feel they are valued by our
company. The maintenance schedule had originally been a problem for Adventure Place because
before the new year, employees were not required to log their maintenance performances and
there was no official way to check that these rides were checked before the start of every day.
Before our new general manager, rides would shut down throughout the day and would not be
operational until the next business day; but now that we know all rides are being serviced, we are
confident there will not be any down-time throughout our business day.
1.2 Introduction
We are experiencing a rotation of managerial staff. The new general manager has been
hired from an investment firm and has no previous amusement park experience but is very
interested to learn. Adventure Place has been losing a lot of money recently because the
customers do not feel they are valued by us and rides have been breaking down constantly. He
has created a checklist of things he wants to have accomplished before his six-month review that
will take place on June 1st. These will include: flattened prices, a customer rewards program, and
a full revamp of our maintenance on all of our attractions. He guarantees this will fix all of the
problems Adventure Place has been experiencing.
1.3 Business / Enterprise Rules
4. 1. Each Visitor that comes to Adventure Place must purchase at least one ticket through the
Ticket Booth.
2. Each Visitor will be asked to supply their Zip Code and Email address.
3. The Ticket Booth will sell the tickets to each Visitor. An ID number will be generated for
each new visitor that comes. An OrderID will hold all of the information pertaining to the
one specific attraction transaction. An OrderID must have at least one AttractionID, but
can have more, and also only one VisitorID can be associated with an OrderID.
4. Each Attraction requires the Visitor to have at least one ticket to ride one time.
5. At least one Maintenance Staff member must be on the Maintenance Schedule for each
day, but each Maintenance Staff member may only service one ride per day.
6. Each entry in the Maintenance Schedule will contain: its own Maintenance ID, the
Maintenance Staff member working on the attraction, the ID number of the attraction, the
starting and ending time of the maintenance and a description of the job being done.
7. Each entry in the Attraction Schedule will contain: its own Shift ID, the Attraction Staff
member working on the attraction, the ID number of the attraction and the starting and
ending time of the shift.
8. Every attraction must be serviced and inspected each day by at least one member of the
Maintenance Staff, but could be serviced by more than one member of the Maintenance
Staff.
5. 1.4 Entity – Relationship Diagram
1.5 Relations
● Visitor - Ticket Booth (One to Many)
● Ticket Booth - Attraction (One to One)
● Attraction - Maintenance Schedule (One to Many)
● Attraction - Attraction Schedule (One to Many)
6. ● Attraction Schedule - Attraction Staff(One to Many)
● Maintenance Schedule - Maintenance Staff (One to Many)
1.6 Implementation Details
1.6.1 Visitor Table
CREATE TABLE `Visitor` (
`VisitorID` int(11) NOT NULL,
`LastName` varchar(25) NOT NULL,
`FirstName` varchar(25) NOT NULL,
`ZIP` char(5) DEFAULT NULL,
`Email` varchar(100) DEFAULT NULL,
`Date_Last_Visited` date NOT NULL,
PRIMARY KEY (`VisitorID`));
7. 1.6.2 TicketBooth Table
CREATE TABLE `TicketBooth` (
`OrderID` int(11) NOT NULL,
`VisitorID` int(11) NOT NULL,
`AttractionID` varchar(5) NOT NULL,
`PurchaseDate` date NOT NULL,
8. `Quantity` int(10) DEFAULT NULL,
`Total` decimal(10,2) DEFAULT NULL,
PRIMARY KEY (`OrderID`,`AttractionID`,`VisitorID`),
KEY `TicketBooth_Visitor_FK` (`VisitorID`),
KEY `TicketBooth_Attraction_FK` (`AttractionID`),
CONSTRAINT `TicketBooth_Attraction_FK` FOREIGN KEY (`AttractionID`)
REFERENCES `Attraction` (`AttractionID`) ON DELETE CASCADE ON UPDATE
CASCADE,
CONSTRAINT `TicketBooth_Visitor_FK` FOREIGN KEY (`VisitorID`) REFERENCES
`Visitor` (`VisitorID`) ON DELETE NO ACTION);
1.6.3 Attraction Table
CREATE TABLE `Attraction` (
`AttractionID` varchar(5) NOT NULL,
`Name` varchar(15) NOT NULL,
`Description` varchar(150) NOT NULL,
`Price` decimal(12,2) NOT NULL,
PRIMARY KEY (`AttractionID`));
10. CONSTRAINT `AttractionSchedule_MaintenanceStaff_FK` FOREIGN KEY (`StaffID`)
REFERENCES `AttractionStaff` (`StaffID`) ON DELETE CASCADE ON UPDATE
CASCADE);
1.6.5 AttractionStaff Table
CREATE TABLE `AttractionStaff` (
`StaffID` int(11) NOT NULL,
`LastName` varchar(25) NOT NULL,
`FirstName` varchar(25) NOT NULL,
`YearOfHire` int(4) NOT NULL,
PRIMARY KEY (`StaffID`));
11. 1.6.6 MaintenanceSchedule Table
CREATE TABLE `MaintenanceSchedule` (
`MaintenanceID` int(11) NOT NULL,
`AttractionID` varchar(5) NOT NULL,
`MaintenanceStaffID` int(11) NOT NULL,
`Time_Start` datetime DEFAULT NULL,
`Time_End` datetime DEFAULT NULL,
`Description` varchar(200) DEFAULT NULL,
PRIMARY KEY (`MaintenanceID`),
KEY `MaintenanceSchedule_MaintenanceStaff_FK` (`MaintenanceStaffID`),
KEY `MaintenanceSchedule_Attraction_FK` (`AttractionID`),
CONSTRAINT `MaintenanceSchedule_Attraction_FK` FOREIGN KEY (`AttractionID`)
REFERENCES `Attraction` (`AttractionID`) ON DELETE CASCADE ON UPDATE
CASCADE,
CONSTRAINT `MaintenanceSchedule_MaintenanceStaff_FK` FOREIGN KEY
(`MaintenanceStaffID`) REFERENCES `MaintenanceStaff` (`MaintenanceStaffID`)
ON DELETE CASCADE ON UPDATE CASCADE);
12. 1.6.7 MaintenanceStaff Table
CREATE TABLE `MaintenanceStaff` (
`MaintenanceStaffID` int(11) NOT NULL,
`LastName` varchar(25) NOT NULL,
`FirstName` varchar(25) NOT NULL,
`YearOfHire` int(4) NOT NULL,
PRIMARY KEY (`MaintenanceStaffID`));
13. 1.7 Database Manipulation and Control
1.7.1 Customer Loyalty System
SELECT Email, FirstName, LastName, Date_Last_Visited
FROM Visitor
WHERE Date_Last_Visited <'2015-01-31'
ORDER BY Date_Last_Visited;
14. 1.7.2 Revenues
SELECT TB.AttractionID, Name, Sum(Total) AS AttractionRevenue
FROM TicketBooth TB
INNER JOIN Attraction A ON TB.AttractionID=A.AttractionID
WHERE PurchaseDate BETWEEN ‘2015-01-01’ AND ‘2015-03-31’
GROUP BY AttractionID
ORDER BY AttractionRevenue DESC;
1.7.3 Maintenance
SELECT A.AttractionID, MS.MaintenanceStaffID, MS.FirstName, MS.LastName,
M.Description, M.Time_Start, M.Time_End
FROM MaintenanceStaff MS
INNER JOIN MaintenanceSchedule M ON
MS.MaintenanceStaffID=M.MaintenanceStaffID
INNER JOIN Attraction A ON M.AttractionID=A.AttractionID
WHERE A.AttractionID='RC01';
15. SELECT FirstName, LastName, YearOfHire
FROM MaintenanceStaff
WHERE EXISTS(SELECT MaintenanceStaffID,AttractionID FROM MaintenanceSchedule WHERE
MaintenanceSchedule.MaintenanceStaffID=MaintenanceStaff.MaintenanceStaffID AND
AttractionID='RC01');
1.7.4 Visitor Preference
SELECT COUNT(DISTINCT(VisitorID)) AS UniqueVisitors, AVG(Quantity) AS AverageQuantity
FROM TicketBooth;
SELECT TB.AttractionID,A.Name,COUNT(DISTINCT VisitorID) AS UniqueVisitors, AVG(Quantity)
AS AverageTicketsPurchased
FROM TicketBooth TB INNER JOIN Attraction A ON TB.AttractionID=A.AttractionID
WHERE PurchaseDate BETWEEN '2015-01-01' AND '2015-03-31'
GROUP BY AttractionID
ORDER BY UniqueVisitors DESC;
1.7.5 Customer Rewards
16. SELECT DISTINCT TB.VisitorID, V.FirstName, V.LastName, V.Zip, SUM(Quantity) AS Quantity,
SUM(Total) AS Total
FROM TicketBooth TB
INNER JOIN Visitor V ON TB.VisitorID=V.VisitorID
GROUP BY TB.OrderID
ORDER BY Total DESC
LIMIT 10;
1.7.6 Employee Schedule
17. CREATE VIEW Attraction_Schedule_4_27AS
SELECT AT.AttractionID,Name, AT.StaffID,FirstName, LastName, Time_Start,Time_End
FROM AttractionSchedule AT INNER JOIN AttractionStaff ATSON AT.StaffID=ATS.StaffIDINNER JOIN AttractionA WHERE
AT.AttractionID=A.AttractionID
AND Time_Start LIKE '2015-04-27%'
ORDER BY AttractionID, Time_End;
1.8 Notation of E-R Diagrams
Each visitor has to buy at least one ticket to enter the park, but one ticket can be bought
by one or many customers. The ticket booths relate to one specific attraction and one attraction
can only be associated with one specific admission with a single ticket. Rides must be serviced
once a day by one or more maintenance workers, and attractions must also be manned by one or
more attraction staff. The schedule of attraction staff is determined by a specific identifier to
their shift number and each staff member can only have one specific number for a specific task.
1.9 Conclusion
The implementation of this database was very important to effectively grade the
performance of our new general manager. The information he presented us told us exactly what
we needed to know in reference to what attractions our visitors were most interested in and how
18. we can better plan for the future. His customer loyalty program was a great success and we are
seeing more repeat customers than ever before, according to the data we were provided. Finally,
we have not had more than a few hours that an attraction has been down and we could not say
that before our current general manager. The maintenance schedule that was created has solved
so many problems we were having and we will no longer lose money because a ride has to be
shut down for the day. It is our pleasure to say that we have extended the employment of our
general manager and we have many plans for our future. With his help, we want to expand
Adventure Place by adding more attractions and doubling our staff within the next five years. We
have made a lot of progress in the past six months and we have nothing but confidence for the
future as our business has been completely turned around.
1.10 Recommendations
We have few recommendations to make since the database project clearly outlined many
of the problems Adventure Place was having. First of all, we will change the price of the general
admission depending on the attraction our visitors will want to use. The prices will have separate
variations of dollars or cents to either make more profit on some attractions or create more
interest for other rides because of their discounted prices. We plan to keep up with, and
constantly try and improve our customer loyalty program because we wouldn’t be as successful
as we are today without our loyal visitors. Our plan is to revamp the maintenance schedule for
the future and make it more detailed so anyone can read it and possibly understand how to
maintenance our rides. This may be a concern for future employees who are not experienced as
our current workers, but we would like to have documentation related to certain maintenance
routines so anyone can search for the type of maintenance they are trying to perform and will be
able to teach themselves. Finally, we will constantly be monitoring the amount of visitors we
have and the tickets we sell through our new database system. We owe all of our success to our
general manager and will build upon the foundation he has provided us.