Newell
Value chain
Newell’s distinctive resources was Newellization, which was the profit improvement andproductivity enhancement process employed to bring a newly acquired business up to Newell’shigh standards of productivity and profit. This process was pursued through a series of broadlyapplicable steps such as the transfer of experienced Newell managers into the acquired company,simplification and focusing of the acquired business’s strategy and the implementation ofNewell’s established manufacturing and marketing know-how and programs, centralization ofkey administrative functions including data processing, accounting, EDI, and capital expenditureapproval, and inauguration of Newell’s rigorous, multi-measure, divisional operating control system. Their fundamental competitive strategy applied to all of their operations and was intendedto differentiate on the basis of superior service to their mass merchandise customers. The superi-or service Newell offered included industry-leading quick response and on-time, in-full delivery,the ability to implement sophisticated EDI tie-ins with its customers extending to vendor-man
They then became global and served many customers.Was seen as the “no problem” supplier in the industry as it focused its workforce on efficiencyCentralized administration within the company ensuring efficiencyEnsure that companies it acquired focused on to notch product delivery
Does Newell have a successful corporate-level strategy? Does the company add value tothe businesses within its portfolio?
They acquired companies that were leading suppliers and had important shelf space in the domesticmarketused a single force for selling all products31% return on investment instead of average 18%Newellization would take place= make more efficient business structure of acquisitions to make moremoney and cut costs, centralize administration, cut out unnecessary employess and product delivery time.
(3) What is Newell’s functional strategy? What is Newell’s generic strategy? What is Newell’s Organizational Structure?
Multi functional - Once these systems were in place, managers were able to control costs by limiting expenses to those previously budgeted. Administration, accounting, and customer-related financial accounting aspects of the acquired business were also consolidated into Newell’s corporate headquarters to further reduce and control costs. However, Newell compensated business managers well for performance. They were paid a bonus based on the profitability of their particular unit—in fact, the firm’s strategy was to achieve profits, not simply growth at the expense of profits. Newell managers could expect a base salary equal to the industry average but could earn bonuses ranging from 35% to 100% based on their rank and unit profitability.
Management stressed the goal of creating lean, efficient contributors
to the Newell strategy: “If you have an opportunity to make a product line into a profit unit, the
Smaller yo ...
The relationship between operational management and business profitRichard N. A. Blades
The document discusses how operational management impacts business profit through five key operational decisions: production processes, quality, capacity, inventory, and human resource management. It explains that effective operations strategy focuses on adding value for customers through cost, quality, delivery, flexibility, and service. By improving technological, employee, and managerial productivity, operations management can increase sales and lower costs, positively impacting a company's net income and profit. The conclusion emphasizes that savings from efficient operations should be reinvested in new products, markets, or doing things better than competitors through an operations strategy aligned with the overall business strategy.
The introduction to the Edengene business model bible. This is the first in our weekly serial that will cover pricing models, product and service models, distribution models, market models and emerging technology models.
For more information and to follow the series, read our blog: http://bit.ly/mUdDNA
The document discusses product proliferation, which is when organizations market many variations of the same products through different colors, sizes, and uses. While this diversity can help firms capture market share, it can also waste economic resources and confuse consumers. The document also discusses cost leadership strategies, product bundling, and economies of scope. Product bundling involves offering multiple products together as one combined product, while economies of scope are cost advantages from providing a variety of products rather than specializing in one. Finally, the document outlines the value chain concept and primary and support activities in value chain analysis.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
Catalyft Mergers and Acquisitions ExperiencesTom Atwood
Our operational perspective: Whether kicking the tires in the consideration stage or making the right moves after the deal is done, make sure your mergers and acquisitions create a beautiful, growth-oriented team. Ensure your new firm silences the doubters by minding these 12 operational building blocks of M & A success
Why value propositions matter? How to create a true value proposition for B2B businesses? Implementation ready toolkit to design a superior value propositions
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
The relationship between operational management and business profitRichard N. A. Blades
The document discusses how operational management impacts business profit through five key operational decisions: production processes, quality, capacity, inventory, and human resource management. It explains that effective operations strategy focuses on adding value for customers through cost, quality, delivery, flexibility, and service. By improving technological, employee, and managerial productivity, operations management can increase sales and lower costs, positively impacting a company's net income and profit. The conclusion emphasizes that savings from efficient operations should be reinvested in new products, markets, or doing things better than competitors through an operations strategy aligned with the overall business strategy.
The introduction to the Edengene business model bible. This is the first in our weekly serial that will cover pricing models, product and service models, distribution models, market models and emerging technology models.
For more information and to follow the series, read our blog: http://bit.ly/mUdDNA
The document discusses product proliferation, which is when organizations market many variations of the same products through different colors, sizes, and uses. While this diversity can help firms capture market share, it can also waste economic resources and confuse consumers. The document also discusses cost leadership strategies, product bundling, and economies of scope. Product bundling involves offering multiple products together as one combined product, while economies of scope are cost advantages from providing a variety of products rather than specializing in one. Finally, the document outlines the value chain concept and primary and support activities in value chain analysis.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
Catalyft Mergers and Acquisitions ExperiencesTom Atwood
Our operational perspective: Whether kicking the tires in the consideration stage or making the right moves after the deal is done, make sure your mergers and acquisitions create a beautiful, growth-oriented team. Ensure your new firm silences the doubters by minding these 12 operational building blocks of M & A success
Why value propositions matter? How to create a true value proposition for B2B businesses? Implementation ready toolkit to design a superior value propositions
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
This document compares and contrasts the change management approaches of Wilson Tool International and Cub Foods. Wilson Tool effectively implemented the 5S system for organization and continuous improvement. They communicated changes through meetings and training but failed to explain the reasons for changes or address personal impacts. Cub Foods acquired Rainbow grocery stores but struggled with empty shelves and long lines due to spreading management too thin. They also failed to communicate a data breach, damaging employee trust. Both companies showed successes and failures in change management techniques like communication and addressing employee impacts that could be improved going forward.
This document discusses key aspects of activity-based management. It addresses two dimensions of activity-based management: the cost dimension, which focuses on accurate cost assignment, and the process dimension, which provides information on why work is done and how efficiently. A functional-based responsibility accounting system is also described and contrasted with an activity-based responsibility accounting system. Key differences include a shift in focus from responsibility centers to processes and teams in an activity-based system. The document also discusses various activity-based management concepts like driver analysis, activity analysis, value-added and non-value added activities, and performance measurement.
Progressive Insurance was able to grow substantially through operational innovations rather than acquisitions. They made improvements to everyday operations that reduced costs, increased productivity, and improved customer satisfaction. For example, claims adjusters worked directly with customers within 9 hours rather than the industry standard of 7-10 days. This operational strategy decreased cycle times, development expenses, and operating costs while boosting customer satisfaction. The article argues that operational innovation can provide lasting competitive advantages if companies understand how to implement changes that disrupt traditional ways of working.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
This document introduces the Delta Model, a customer-centric approach to business strategy developed by MIT. The Delta Model advocates shifting focus from products to customers by innovatively restructuring customer relationships, creatively segmenting customers, and delivering a value proposition that places the customer at the center. The document discusses how the Delta Model can help companies identify new sources of profitability, develop new strategic approaches, establish new organizational directions, and implement an enhanced strategic agenda. It also discusses how the Delta Model's approach to customer positioning, segmentation, and value propositions can help small- and medium-sized enterprises compete effectively.
A strong pricing infrastructure is critical for companies to realize pricing's potential to drive profits. Building such an infrastructure requires:
1) Well-defined pricing processes that govern key pricing decisions.
2) A dedicated pricing organization with clear ownership and accountability for pricing.
3) Performance management systems that measure pricing impact and tie financial incentives to pricing goals.
4) Pricing systems and tools that provide the right data and analysis to support pricing decisions and monitor performance. Implementing these elements in order allows pricing investments to have an enduring impact on profits.
Unit 5 E-BUSINESS OPERATIONS AND PROCESSESNishant Pahad
The document discusses factors that affect business competitiveness and productivity. It states that competitiveness is a multidimensional concept that involves generating competitive advantages through assets, capabilities, processes, knowledge and implementing strategies to improve efficiency and effectiveness. Productivity refers to how well a business converts inputs like labor, materials and capital into outputs like goods and services. Some ways to improve productivity mentioned include using technology to improve operations, reviewing processes, and implementing continuous improvement approaches. The key operations performance objectives for businesses are listed as low cost, high quality, speed, dependability and flexibility.
growth_vs_scaling_how_to_achieve_it.pptxsarah david
growth and scaling both necessitate long-term thinking, close monitoring, and flexibility. Scaling is the process of improving an organization’s ability to meet rising demand while growth is the process of growing the firm itself. Sustainable growth and long-term success can be achieved when growth methods are combined with scaling endeavours.
Companies often struggle to fully realize the benefits of reducing complexity in their operations. This document discusses how companies can plan from the start to capture these benefits. It recommends explicitly considering benefit capture as part of complexity reduction efforts. Companies should identify which benefits, such as reducing costs or improving customer service, will provide the greatest value. They should also understand what changes are needed internally to achieve these benefits. With a clear plan to convert reduced complexity into financial gains, companies can better ensure the benefits of their efforts materialize.
This document discusses various multidimensional performance measurement models and tools, including the balanced scorecard, performance prism, activity-based budgeting, cash flow modeling, activity-based costing, quality management tools, value chain analysis, and customer relationship management. Real-world examples are provided for each tool to illustrate how companies have implemented them. While financial measures were considered most important by 71% of managers in one study, the document emphasizes that a combination of financial and non-financial metrics is needed to fully understand company performance across different dimensions.
The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
This document discusses the concept of customer equity, which views customers as valuable assets that companies should measure, manage, and maximize over the long term. Customer equity management uses financial techniques and customer data to optimize customer acquisition, retention, and additional sales. It balances revenue growth and cost management. Adopting a customer equity approach requires integrated business strategies, organizational changes, and new performance metrics focused on maximizing the lifetime value of customers. Technologies like affordable IT, communications, data modeling, and fulfillment enable this customer-centric approach. Firms that effectively grow and manage customer equity through value, brand, and relationship drivers can gain a significant competitive advantage.
Executing a Total Solutions Strategy - And Other Complex Selling and Pricing ...CIT Group
This document discusses how companies are moving from traditional product-focused strategies to "Total Solutions" strategies in order to better meet customer needs and combat commoditization. It outlines the evolution from standalone products to more customized bundled offerings and total solutions. A total solutions strategy involves complex product structures incorporating multiple components from both in-house and third-party suppliers. It also requires sophisticated billing, invoicing, and accounts receivable/payable systems to handle the complex pricing structures and ensure accurate allocation of payments. While challenging to implement, a total solutions approach can provide a sustainable competitive advantage through highly customized offerings that are difficult for competitors to replicate.
1) The document discusses various issues related to implementing strategies, including marketing, finance/accounting, R&D, and MIS.
2) It provides examples of relevant decisions in each area, such as using exclusive or multiple distribution channels in marketing, and raising capital through debt or equity in finance.
3) Projected financial statements and budgets are described as key tools for examining the expected results of implementation decisions and obtaining necessary funds.
Strategic Choice and Evaluation 1
Strategic Choice and Evaluation 6
Strategic Choice and Evaluation: Verizon
Qassam AlshaikhSTR/581
February 26, 2015
Christina BehlingStrategic Choice and Evaluation
The directors of Verizon management are looking to create and develop new strategies for Verizon and needs some ideas to improve the company. The Board of Directors and the strategic planners has asked to maintain several strategies that will help take the company to a new road. Following these strategies recommendations of the best strategy will be selected based on the research and information about Verizon. And to increase company growth and build revenue it is important to determine efficient strategic choices, analysis, and evaluation that help the company create development. Making a good strategic choice can help a company evaluate alternatives in order to realize growth.
New Strategy Options
The directors of the company know that it is necessary to become more profitable and to develop a new strategy to keep the company strong, increase the firm resources, and increase profits. The board management of the company has been selected three options that help them to create success and to be in the right direction.
First the Generic strategy will allow the management to have a competitive advantage over its competitors and also will help the company to increase the generic. Differentiation strategy is an option for Verizon to develop the company’s services so that it can offer and provide value, quality, and new services to its customers. Differentiation considers a key and a unique achievement in the market because it will keep the company gain advantages over others communication firms, create the right information, and to be strong to achieve the competition. This strategy can help Verizon to reach customers and provide them support and assistance.
The second option is the Value Discipline Strategy. This value discipline strategy will help the Verizon to providing customer value. Value discipline will reduce the cost, increase productivity and assist in increasing bargaining power with suppliers. This strategy will provide efficient communication services, focus on customers, create consumer revenue growth, and create customer’s satisfaction. This strategy also can increase the services efficiently by pursuing sale of its directory business. One of the value disciplines that will work for this company is operational excellence. Operational excellence can help the company to corporate better by focusing efficient operations. This strategy will help Verizon Company to establish a system to collect input from customer’s points, to create customer’s insights, decisions, and decrease cost where needed. This option can also help the company to make social media, market analytic, and network operation. Operational excellence can create differ.
The document discusses key concepts related to developing a business model for a startup home-based business. It defines terms like business model, value proposition, startup costs, and marketing strategy. It explains that a business model identifies how a company will make a profit by selling products/services to target customers. The business model covers costs, marketing, competition and financial projections. Successful business models fulfill customer needs at a competitive price and sustainable cost.
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
BUS310ASSIGNMENTImagine that you work for a company with an ag.docxcurwenmichaela
BUS310ASSIGNMENT
Imagine that you work for a company with an age diverse workforce. You have baby boomers working with millenials. Their backgrounds are different, and how they view work is different. This is causing some friction within the workforce. Before the tension escalates, you need to have a meeting to discuss the issue. Prepare a five to seven (5-7) slide PowerPoint presentation for your staff meeting that addresses this issue and proposes a solution.
Create a five to seven (5-7) slide PowerPoint presentation in which you:
1. Propose a solution that will relieve friction in your company’s age diverse workforce.
2. Format your assignment according to the following formatting requirements:
a. Format the PowerPoint presentation with headings on each slide and at least one (1) relevant graphic (photograph, graph, clip art, etc.). Ensure that the presentation is visually appealing and readable from up to 18 feet away. Check with your professor for any additional instructions.
b. Include a title slide containing the title of the assignment, your name, your professor’s name, the course title, and the date.
The specific course learning outcomes associated with this assignment are:
· Explain effective approaches to the broad spectrum of employee relations, including career development, fostering ethical behavior, discipline, labor relations, and dismissals.
· Use technology and information resources to research issues in human resource management.
· Write clearly and concisely about human resource management using proper writing mechanics.
Click here to view the grading rubric for this assignment.
Team Project Deliverable and Presentation
You team works for XYZ Company, which has a directional strategy focused on expanding the company through horizontal integration. Your team can determine the official name of the company and industry. The company does a great job keeping close watch on its cash position and consistently maintains a positive cash flow; is very solvent; controls its overhead expenses; has solid marketing and sales, production, and human resources performance metrics, and fosters a culture of strategic thinkers. Historically, your company has expanded through a combination of organic (new startups) and inorganic growth and feels it’s time to consider acquisition opportunities.
The Board is looking to engage in a friendly acquisition of a company that will not only increase its market share, but allow it to penetrate new markets and increase the company’s abilities to meet current and future consumer needs and expectations. Since management’s attitude is to pursue a friendly acquisition as opposed to a hostile takeover, your team may consider looking at conglomerates that have experienced significant growth through inorganic growth (acquisitions) and may now be looking to refocus on their core business and are willing to consider divesting some of its businesses that are within your industry. There could be other companies.
This document compares and contrasts the change management approaches of Wilson Tool International and Cub Foods. Wilson Tool effectively implemented the 5S system for organization and continuous improvement. They communicated changes through meetings and training but failed to explain the reasons for changes or address personal impacts. Cub Foods acquired Rainbow grocery stores but struggled with empty shelves and long lines due to spreading management too thin. They also failed to communicate a data breach, damaging employee trust. Both companies showed successes and failures in change management techniques like communication and addressing employee impacts that could be improved going forward.
This document discusses key aspects of activity-based management. It addresses two dimensions of activity-based management: the cost dimension, which focuses on accurate cost assignment, and the process dimension, which provides information on why work is done and how efficiently. A functional-based responsibility accounting system is also described and contrasted with an activity-based responsibility accounting system. Key differences include a shift in focus from responsibility centers to processes and teams in an activity-based system. The document also discusses various activity-based management concepts like driver analysis, activity analysis, value-added and non-value added activities, and performance measurement.
Progressive Insurance was able to grow substantially through operational innovations rather than acquisitions. They made improvements to everyday operations that reduced costs, increased productivity, and improved customer satisfaction. For example, claims adjusters worked directly with customers within 9 hours rather than the industry standard of 7-10 days. This operational strategy decreased cycle times, development expenses, and operating costs while boosting customer satisfaction. The article argues that operational innovation can provide lasting competitive advantages if companies understand how to implement changes that disrupt traditional ways of working.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
This document introduces the Delta Model, a customer-centric approach to business strategy developed by MIT. The Delta Model advocates shifting focus from products to customers by innovatively restructuring customer relationships, creatively segmenting customers, and delivering a value proposition that places the customer at the center. The document discusses how the Delta Model can help companies identify new sources of profitability, develop new strategic approaches, establish new organizational directions, and implement an enhanced strategic agenda. It also discusses how the Delta Model's approach to customer positioning, segmentation, and value propositions can help small- and medium-sized enterprises compete effectively.
A strong pricing infrastructure is critical for companies to realize pricing's potential to drive profits. Building such an infrastructure requires:
1) Well-defined pricing processes that govern key pricing decisions.
2) A dedicated pricing organization with clear ownership and accountability for pricing.
3) Performance management systems that measure pricing impact and tie financial incentives to pricing goals.
4) Pricing systems and tools that provide the right data and analysis to support pricing decisions and monitor performance. Implementing these elements in order allows pricing investments to have an enduring impact on profits.
Unit 5 E-BUSINESS OPERATIONS AND PROCESSESNishant Pahad
The document discusses factors that affect business competitiveness and productivity. It states that competitiveness is a multidimensional concept that involves generating competitive advantages through assets, capabilities, processes, knowledge and implementing strategies to improve efficiency and effectiveness. Productivity refers to how well a business converts inputs like labor, materials and capital into outputs like goods and services. Some ways to improve productivity mentioned include using technology to improve operations, reviewing processes, and implementing continuous improvement approaches. The key operations performance objectives for businesses are listed as low cost, high quality, speed, dependability and flexibility.
growth_vs_scaling_how_to_achieve_it.pptxsarah david
growth and scaling both necessitate long-term thinking, close monitoring, and flexibility. Scaling is the process of improving an organization’s ability to meet rising demand while growth is the process of growing the firm itself. Sustainable growth and long-term success can be achieved when growth methods are combined with scaling endeavours.
Companies often struggle to fully realize the benefits of reducing complexity in their operations. This document discusses how companies can plan from the start to capture these benefits. It recommends explicitly considering benefit capture as part of complexity reduction efforts. Companies should identify which benefits, such as reducing costs or improving customer service, will provide the greatest value. They should also understand what changes are needed internally to achieve these benefits. With a clear plan to convert reduced complexity into financial gains, companies can better ensure the benefits of their efforts materialize.
This document discusses various multidimensional performance measurement models and tools, including the balanced scorecard, performance prism, activity-based budgeting, cash flow modeling, activity-based costing, quality management tools, value chain analysis, and customer relationship management. Real-world examples are provided for each tool to illustrate how companies have implemented them. While financial measures were considered most important by 71% of managers in one study, the document emphasizes that a combination of financial and non-financial metrics is needed to fully understand company performance across different dimensions.
The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
This document discusses the concept of customer equity, which views customers as valuable assets that companies should measure, manage, and maximize over the long term. Customer equity management uses financial techniques and customer data to optimize customer acquisition, retention, and additional sales. It balances revenue growth and cost management. Adopting a customer equity approach requires integrated business strategies, organizational changes, and new performance metrics focused on maximizing the lifetime value of customers. Technologies like affordable IT, communications, data modeling, and fulfillment enable this customer-centric approach. Firms that effectively grow and manage customer equity through value, brand, and relationship drivers can gain a significant competitive advantage.
Executing a Total Solutions Strategy - And Other Complex Selling and Pricing ...CIT Group
This document discusses how companies are moving from traditional product-focused strategies to "Total Solutions" strategies in order to better meet customer needs and combat commoditization. It outlines the evolution from standalone products to more customized bundled offerings and total solutions. A total solutions strategy involves complex product structures incorporating multiple components from both in-house and third-party suppliers. It also requires sophisticated billing, invoicing, and accounts receivable/payable systems to handle the complex pricing structures and ensure accurate allocation of payments. While challenging to implement, a total solutions approach can provide a sustainable competitive advantage through highly customized offerings that are difficult for competitors to replicate.
1) The document discusses various issues related to implementing strategies, including marketing, finance/accounting, R&D, and MIS.
2) It provides examples of relevant decisions in each area, such as using exclusive or multiple distribution channels in marketing, and raising capital through debt or equity in finance.
3) Projected financial statements and budgets are described as key tools for examining the expected results of implementation decisions and obtaining necessary funds.
Strategic Choice and Evaluation 1
Strategic Choice and Evaluation 6
Strategic Choice and Evaluation: Verizon
Qassam AlshaikhSTR/581
February 26, 2015
Christina BehlingStrategic Choice and Evaluation
The directors of Verizon management are looking to create and develop new strategies for Verizon and needs some ideas to improve the company. The Board of Directors and the strategic planners has asked to maintain several strategies that will help take the company to a new road. Following these strategies recommendations of the best strategy will be selected based on the research and information about Verizon. And to increase company growth and build revenue it is important to determine efficient strategic choices, analysis, and evaluation that help the company create development. Making a good strategic choice can help a company evaluate alternatives in order to realize growth.
New Strategy Options
The directors of the company know that it is necessary to become more profitable and to develop a new strategy to keep the company strong, increase the firm resources, and increase profits. The board management of the company has been selected three options that help them to create success and to be in the right direction.
First the Generic strategy will allow the management to have a competitive advantage over its competitors and also will help the company to increase the generic. Differentiation strategy is an option for Verizon to develop the company’s services so that it can offer and provide value, quality, and new services to its customers. Differentiation considers a key and a unique achievement in the market because it will keep the company gain advantages over others communication firms, create the right information, and to be strong to achieve the competition. This strategy can help Verizon to reach customers and provide them support and assistance.
The second option is the Value Discipline Strategy. This value discipline strategy will help the Verizon to providing customer value. Value discipline will reduce the cost, increase productivity and assist in increasing bargaining power with suppliers. This strategy will provide efficient communication services, focus on customers, create consumer revenue growth, and create customer’s satisfaction. This strategy also can increase the services efficiently by pursuing sale of its directory business. One of the value disciplines that will work for this company is operational excellence. Operational excellence can help the company to corporate better by focusing efficient operations. This strategy will help Verizon Company to establish a system to collect input from customer’s points, to create customer’s insights, decisions, and decrease cost where needed. This option can also help the company to make social media, market analytic, and network operation. Operational excellence can create differ.
The document discusses key concepts related to developing a business model for a startup home-based business. It defines terms like business model, value proposition, startup costs, and marketing strategy. It explains that a business model identifies how a company will make a profit by selling products/services to target customers. The business model covers costs, marketing, competition and financial projections. Successful business models fulfill customer needs at a competitive price and sustainable cost.
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
BUS310ASSIGNMENTImagine that you work for a company with an ag.docxcurwenmichaela
BUS310ASSIGNMENT
Imagine that you work for a company with an age diverse workforce. You have baby boomers working with millenials. Their backgrounds are different, and how they view work is different. This is causing some friction within the workforce. Before the tension escalates, you need to have a meeting to discuss the issue. Prepare a five to seven (5-7) slide PowerPoint presentation for your staff meeting that addresses this issue and proposes a solution.
Create a five to seven (5-7) slide PowerPoint presentation in which you:
1. Propose a solution that will relieve friction in your company’s age diverse workforce.
2. Format your assignment according to the following formatting requirements:
a. Format the PowerPoint presentation with headings on each slide and at least one (1) relevant graphic (photograph, graph, clip art, etc.). Ensure that the presentation is visually appealing and readable from up to 18 feet away. Check with your professor for any additional instructions.
b. Include a title slide containing the title of the assignment, your name, your professor’s name, the course title, and the date.
The specific course learning outcomes associated with this assignment are:
· Explain effective approaches to the broad spectrum of employee relations, including career development, fostering ethical behavior, discipline, labor relations, and dismissals.
· Use technology and information resources to research issues in human resource management.
· Write clearly and concisely about human resource management using proper writing mechanics.
Click here to view the grading rubric for this assignment.
Team Project Deliverable and Presentation
You team works for XYZ Company, which has a directional strategy focused on expanding the company through horizontal integration. Your team can determine the official name of the company and industry. The company does a great job keeping close watch on its cash position and consistently maintains a positive cash flow; is very solvent; controls its overhead expenses; has solid marketing and sales, production, and human resources performance metrics, and fosters a culture of strategic thinkers. Historically, your company has expanded through a combination of organic (new startups) and inorganic growth and feels it’s time to consider acquisition opportunities.
The Board is looking to engage in a friendly acquisition of a company that will not only increase its market share, but allow it to penetrate new markets and increase the company’s abilities to meet current and future consumer needs and expectations. Since management’s attitude is to pursue a friendly acquisition as opposed to a hostile takeover, your team may consider looking at conglomerates that have experienced significant growth through inorganic growth (acquisitions) and may now be looking to refocus on their core business and are willing to consider divesting some of its businesses that are within your industry. There could be other companies.
BUS308 – Week 1 Lecture 2 Describing Data Expected Out.docxcurwenmichaela
BUS308 – Week 1 Lecture 2
Describing Data
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. Basic descriptive statistics for data location
2. Basic descriptive statistics for data consistency
3. Basic descriptive statistics for data position
4. Basic approaches for describing likelihood
5. Difference between descriptive and inferential statistics
What this lecture covers
This lecture focuses on describing data and how these descriptions can be used in an
analysis. It also introduces and defines some specific descriptive statistical tools and results.
Even if we never become a data detective or do statistical tests, we will be exposed and
bombarded with statistics and statistical outcomes. We need to understand what they are telling
us and how they help uncover what the data means on the “crime,” AKA research question/issue.
How we obtain these results will be covered in lecture 1-3.
Detecting
In our favorite detective shows, starting out always seems difficult. They have a crime,
but no real clues or suspects, no idea of what happened, no “theory of the crime,” etc. Much as
we are at this point with our question on equal pay for equal work.
The process followed is remarkably similar across the different shows. First, a case or
situation presents itself. The heroes start by understanding the background of the situation and
those involved. They move on to collecting clues and following hints, some of which do not pan
out to be helpful. They then start to build relationships between and among clues and facts,
tossing out ideas that seemed good but lead to dead-ends or non-helpful insights (false leads,
etc.). Finally, a conclusion is reached and the initial question of “who done it” is solved.
Data analysis, and specifically statistical analysis, is done quite the same way as we will
see.
Descriptive Statistics
Week 1 Clues
We are interested in whether or not males and females are paid the same for doing equal
work. So, how do we go about answering this question? The “victim” in this question could be
considered the difference in pay between males and females, specifically when they are doing
equal work. An initial examination (Doc, was it murder or an accident?) involves obtaining
basic information to see if we even have cause to worry.
The first action in any analysis involves collecting the data. This generally involves
conducting a random sample from the population of employees so that we have a manageable
data set to operate from. In this case, our sample, presented in Lecture 1, gave us 25 males and
25 females spread throughout the company. A quick look at the sample by HR provided us with
assurance that the group looked representative of the company workforce we are concerned with
as a whole. Now we can confidently collect clues to see if we should be concerned or not.
As with any detective, the first issue is to understand the.
BUS308 – Week 5 Lecture 1 A Different View Expected Ou.docxcurwenmichaela
BUS308 – Week 5 Lecture 1
A Different View
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. What a confidence interval for a statistic is.
2. What a confidence interval for differences is.
3. The difference between statistical and practical significance.
4. The meaning of an Effect Size measure.
Overview
Years ago, a comedy show used to introduce new skits with the phrase “and now for
something completely different.” That seems appropriate for this week’s material.
This week we will look at evaluating our data results in somewhat different ways. One of
the criticisms of the hypothesis testing procedure is that it only shows one value, when it is
reasonably clear that a number of different values would also cause us to reject or not reject a
null hypothesis of no difference. Many managers and researchers would like to see what these
values could be; and, in particular, what are the extreme values as help in making decisions.
Confidence intervals will help us here.
The other criticism of the hypothesis testing procedure is that we can “manage” the
results, or ensure that we will reject the null, by manipulating the sample size. For example, if
we have a difference in a customer preference between two products of only 1%, is this a big
deal? Given the uncertainty contained in sample results, we might tend to think that we can
safely ignore this result. However, if we were to use a sample of, say, 10,000, we would find
that this difference is statistically significant. This, for many, seems to fly in the face of
reasonableness. We will look at a measure of “practical significance,” meaning the likelihood of
the difference being worth paying any attention to, called the effect size to help us here.
Confidence Intervals
A confidence interval is a range of values that, based upon the sample results, most likely
contains the actual population parameter. The “most likely” element is the level of confidence
attached to the interval, 95% confidence interval, 90% confidence interval, 99% confidence
interval, etc. They can be created at any time, with or without performing a statistical test, such
as the t-test.
A confidence interval may be expressed as a range (45 to 51% of the town’s population
support the proposal) or as a mean or proportion with a margin of error (48% of the town
supports the proposal, with a margin of error of 3%). This last format is frequently seen with
opinion poll results, and simply means that you should add and subtract this margin of error from
the reported proportion to obtain the range. With either format, the confidence percent should
also be provided.
Confidence intervals for a single mean (or proportion) are fairly straightforward to
understand, and relate to t-test outcomes simply. Details on how to construct the interval will be
given in this week’s second lecture. We want to understand how to interpret and understa.
BUS308 – Week 1 Lecture 1
Statistics
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. The basic ideas of data analysis.
2. Key statistical concepts and terms.
3. The basic approach for this class.
4. The case focus for the class.
What we are all about
Data, measurements, counts, etc., is often considered the language of business. However,
it also plays an important role in our personal lives as well. Data, or more accurately, the
analysis of data answers our questions. These may be business related or personal. Some
questions we may have heard that require data to answer include:
1. On average, how long does it take you to get to work? Or, alternately, when do you
have to leave to get to work on time?
2. For budget purposes, what is the average expense for utilities, food, etc.?
3. Has the quality rejection rate on production Line 3 changed?
4. Did the new attendance incentive program reduce the tardiness for the department?
5. Which vendor has the best average price for what we order?
6. Which customers have the most complaints about our products?
7. Has the average production time decreased with the new process?
8. Do different groups respond differently to an employee questionnaire?
9. What are the chances that a customer will complain about or return a product?
Note that all of these very reasonable questions require that we collect data, analyze it,
and reach some conclusion based upon that result.
Making Sense of Data
This class is about ways to turn data sets, lots of raw numbers, into information that we
can use. This may include simple descriptions of the data with measures such as average, range,
high and low values, etc. It also includes ways to examine the information within the data set so
that we can make decisions, identify patterns, and identify existing relationships. This is often
called data analysis; some courses discuss this approach with the term “data-based decision
making.” During this class we will focus on the logic of analyzing data and interpreting these
results.
What this class is not
This class is not a mathematics course. I know, it is called statistics and it deals with
numbers, but we do not focus on creating formulas or even doing calculations. Excel will do all
of the calculations for us; for those of you who have not used Excel before, and even for some
who have, you will be pleasantly surprised at how powerful and relatively easy to use it is.
It is also not a class in collecting the data. Courses in research focus on how to plan on
collecting data so that it is fair and unbiased. Statistics deals with working on the data after it has
been collected.
Class structure
There are two main themes to this class. The first focuses on interpreting statistical
outcomes. When someone says, the result is statistically significant with a p-value of 0.01; we
need, as professionals, to know what it means. .
BUS308 Statistics for ManagersDiscussions To participate in .docxcurwenmichaela
BUS308
Statistics for Managers
Discussions
To participate in the following discussions, go to this week's
Discussion
link in the left navigation.
Language
Numbers and measurements are the language of business.. Organizations look at results, expenses, quality levels, efficiencies, time, costs, etc. What measures does your department keep track of ? How are the measures collected, and how are they summarized/described? How are they used in making decisions? (Note: If you do not have a job where measures are available to you, ask someone you know for some examples or conduct outside research on an interest of yours.)
Guided Response: Review several of your classmates’ posts. Respond to at least two of your classmates by providing recommendations for the measures being discussed.
Levels
Managers and professionals often pay more attention to the levels of their measures (means, sums, etc.) than to the variation in the data (the dispersion or the probability patterns/distributions that describe the data). For the measures you identified in Discussion 1, why must dispersion be considered to truly understand what the data is telling us about what we measure/track? How can we make decisions about outcomes and results if we do not understand the consistency (variation) of the data? Does looking at the variation in the data give us a different understanding of results?
Guided Response: Review several of your classmates’ posts. Respond to at least two classmates by commenting on the situations that are being illustrated.
.
BUS308 Week 4 Lecture 1
Examining Relationships
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. Issues around correlation
2. The basics of Correlation analysis
3. The basics of Linear Regression
4. The basics of the Multiple Regression
Overview
Often in our detective shows when the clues are not providing a clear answer – such as
we are seeing with the apparent continuing contradiction between the compa-ratio and salary
related results – we hear the line “maybe we need to look at this from a different viewpoint.”
That is what we will be doing this week.
Our investigation changes focus a bit this week. We started the class by finding ways to
describe and summarize data sets – finding measures of the center and dispersion of the data with
means, medians, standard deviations, ranges, etc. As interesting as these clues were, they did not
tell us all we needed to know to solve our question about equal work for equal pay. In fact, the
evidence was somewhat contradictory depending upon what measure we focused on. In Weeks 2
and 3, we changed our focus to asking questions about differences and how important different
sample outcomes were. We found that all differences were not important, and that for many
relatively small result differences we could safely ignore them for decision making purposes –
they were due to simple sampling (or chance) errors. We found that this idea of sampling error
could extend into work and individual performance outcomes observed over time; and that over-
reacting to such differences did not make much sense.
Now, in our continuing efforts to detect and uncover what the data is hiding from us, we
change focus again as we start to find out why something happened, what caused the data to act
as it did; rather than merely what happened (describing the data as we have been doing). This
week we move from examining differences to looking at relationships; that is, if some measure
changes does another measure change as well? And, if so, can we use this information to make
predictions and/or understand what underlies this common movement?
Our tools in doing this involve correlation, the measurement of how closely two
variables move together; and regression, an equation showing the impact of inputs on a final
output. A regression is similar to a recipe for a cake or other food dish; take a bit of this and
some of that, put them together, and we get our result.
Correlation
We have seen correlations a lot, and probably have even used them (formally or
informally). We know, for example, that all other things being equal; the more we eat. the more
we weigh. Kids, up to the early teens, grow taller the older they get. If we consistently speed,
we will get more speeding tickets than those who obey the speed limit. The more efforts we put
into studying, the better grades we get. All of these are examples of correlations.
Correlatio.
BUS225 Group Assignment1. Service BlueprintCustomer acti.docxcurwenmichaela
BUS225 Group Assignment
1. Service Blueprint
Customer actions include the choice of visiting a Calvin Klein retail store, browsing clothes and asking for recommendations from a sales representative. Visible actions performed by Calvin Klein’s sales representative include greet customers upon arrival, check for inventory, bring clothes to customers and process payment. These actions are visible to customers and one invisible action performed by the sales representative would be finding customer clothes in the back room. The support processes include inventory-tracking system, inventory in the back room and POS systems, which allow the sales representative to deliver service smoothly.
2. Introduction
Calvin Klein is one amongst the leading fashion style and marketing studios within the world. It styles and markets women’s and men’s designer assortment attire and a variety of different products that area unit factory-made and marketed through an intensive network of licensing agreements and different arrangements worldwide.
2.1 Target Market
Calvin Klein targets male and female, and the millenials. The demographics of the people that would be receiving these messages from the “My Calvins” campaign would be men and women between the ages of 15-30, not married and have a median income.
Millenials believe that the next generation of robots are not going to replace people, but instead help to improve the effectiveness and service of industries. In today’s world, to suggest that automation will eliminate the need for human workers is proving to be as ridiculous as suggesting that tablets will replace laptops.
In the industrial world, robot design is pivoting from giant mechanical arms that take up factory floors, to smaller, more collaborative bots, that are designed to work alongside people. While these collaborative bots only make up 3% of the market today, they will make up 34% of the market by 2025.
3. Trend and importance of robotics
3.1. Role of robotics
The service sector is at an inflection point with regard to productivity gains and service industrialization similar to the industrial revolution in manufacturing that started in the eighteenth century. Robotics in combination with rapidly improving technologies like artificial intelligence (AI), mobile, cloud, big data and biometrics will bring opportunities for a wide range of innovations that have the potential to dramatically change service industries. The purpose of this paper is to explore the potential role service robots will play in the future and to advance a research agenda for service researchers (Wirtz et al. 2018).
Advancements in technology are radically transforming service, and increasingly providing the underlying basis for service strategy. Technological capabilities inevitably advance, firms will tend to move from standardized to personalized and from transactional to relational over time, implying that firms should be alert to technological opportunities to .
BUS301 Memo Rubric Spring 2020 - Student.docxBUS301 Writing Ru.docxcurwenmichaela
BUS301 Memo Rubric Spring 2020 - Student.docx
BUS301 Writing Rubric
Performance Dimensions
N/A
Not Met
Met
Comments
Organization (OABC)
Opening gets attention, provides context, and introduces topic
0
1
Agenda previews content of the document
0
1
Body
0
2
Sound paragraphing decisions (length and development)
Paragraphs limited to one topic per paragraph
Complete discussion of one topic before moving to next topic
Transitions and flow between paragraphs smooth
The overall flow/logic/structure of document is apparent
Closing summarizes and concludes, recommends, if appropriate
0
1
Content
The content of the document is relevant; information meaningful
0
2
The document is developed with adequate support and examples
0
2
The content is accurate and appropriate, with insightful analysis
0
2
Proofreading
The grammar and spelling are correct (proofread)
0
3
Punctuation—comma usage, capitalization, etc.—used correctly
0
3
The sentence structure and length are appropriate
0
1
Format
Appropriate formatting is used for type of document written
0
1
Good use of font, margins, spacing, headings, and visuals
0
1
[11/2016]
Example - Good - Corrected student example Spring 2020.docx
TO: Professor __________
FROM: Suzy Student
DATE: February 1, 2020
SUBJECT: Out of Class Experience – Cybersecurity Conference
Cybersecurity is a topic everyone should be concerned about, so I attended the 3rd Annual Cybersecurity Event held in the Grawn Atrium. I gained insight and knowledge from listening to the speakers that came from different kinds of industries. In this memo, I will discuss what I learned from the speaker and two takeaways: 1) cybersecurity is everywhere, 2) personal identifiable information, and 3) cybersecurity for the business student.
Cybersecurity is Everywhere
The conference was an opportunity to learn about cybersecurity. The first speaker talked about how companies are attacked in many different ways every day. The “bad guys” are trying to steal company information as well as employee information. Both kinds of information are valuable on the black market. The second speaker talked about the internet of things (IoT). These are things that are attached to the internet. The speaker talked about autonomous cars and medical equipment (heart) that talks to the internet. She talked about how cyber can and should influence designs. “Things” must be created with cybersecurity included in every step of the design. The last speaker talked about how my information has value. The “bad guys” steal my information and people want to buy it. Making money is one reason hackers steal millions of records.
Personal Identifiable Information
Personal Identifiable Information (PII) is any information relating to an identifiable person. There are laws in place to help make sure this information is secure. This topic is a takeaway for me because I had no idea my data had any value t.
BUS1431Introduction and PreferencesBUS143 Judgmen.docxcurwenmichaela
BUS143
1
Introduction and Preferences
BUS143: Judgment and Decision Making
Ye Li
All rights reserved ®
Why you decided to take this class
“Decisions are the essence of
management. They’re what
managers do—sit around all
day making (or avoiding)
decisions. Managers are judged
on the outcomes, and most of
them—most of us—have only
the foggiest idea how we do
what we do.”
Thomas Stewart
Former editor (2002-2008),
Harvard Business Review
BUS143
2
Decision Making: Two Questions
• Why is decision making difficult?
• What constitutes a good decision?
Decision Making: Good Process
• What is a decision?
– A costly commitment to a course of action.
• Outcomes versus Process
Outcomes
Good Bad
Process
Good
Bad
Bad “luck”
Good “luck”
BUS143
3
Components of a Good Decision
• I have considered my ABCs
– Alternatives
– Beliefs
– Consequences
• I am devoting an appropriate amount of
resources
• I have avoided major decision traps
Decision Making Components: The ABCs
• Alternatives
– Identification and articulation
– Construction/refinement
• Beliefs
– Identification and quantification of uncertainties
– Information collection/gathering
• Consequences
– Identification of consequences (and objectives
addressed by consequences)
– When possible, quantification of tradeoffs among
objectives
BUS143
4
Decision Making: Good Process
• Putting it all together (for now)…
Good decision making is choosing the
alternative that best meets your objectives
in the face of uncertainty about what
consequences will ensue.
3 Perspectives on Decision Making
• Normative
– How should people make decisions?
Related concepts: rational; optimizing; forward-looking
• Descriptive
– How do people make decisions?
Related concepts: boundedly rational; limited cognitive capacity;
heuristics or rule-based; myopic
• Prescriptive
– How can we help people make better decisions?
– Prescriptive advice via practical applications, in…
Management
Marketing
Finance
HR
Life!
BUS143
5
Example
• Problem
– Imagine two 1-mile-long (1.61km) pieces of railroad track, put
end to end, and attached to the ground at the extremes.
When it gets hot, each piece of track expands by 1 inch
(2.54cm), forcing the pieces to rise above the ground where
they meet in the middle.
How high will the track be in the middle?
• Normative rule:
– Pythagorean Theorem:
• Descriptive reality:
– Most people underestimate x. (We anchor on 1 inch.)
• Prescription:
– Use normative rule (geometry). Don’t rely on intuition.
More Examples
• Normative rule:
– Lighter objects should
be judged as lighter.
• Descriptive reality:
– Sometimes our vision
tricks us.
• Prescription:
– Use an outside reference
or instrument
– Note: Pilots have specific
strategies for
counteracting visual
illusions
Which box looks lighter?
BUS143
6
Class Philosophy
• Overarching goal:
– Help you to.
BUS210 analysis – open question codesQ7a01 Monthly OK02 Not .docxcurwenmichaela
BUS210 analysis – open question codes
Q7a
01 Monthly OK
02 Not trading hours
03 Every 2 weeks
05 Don’t know
Q8
01 More information wanted
02 More security/Police
03 More involvement from business
04 Inconvenient times
05 Street activation needs improvement
06 Too busy to be involved
08 More outside main areas
Q11
01 Toilets
02 Security/Police
03 Problems with access
04 Better parking needed
05 Has been positive improvement
Q14
01 Pedestrian flows
02 Tourist/visitor information
03 Business statistics – local and general
D2 Business Types
01 Accommodation/hospitality
02 Retail
03 Bank
04 Café/fast food
05 Professional services
06 Travel
07 NGO/Charity
08 Manufacturing
09 Media/art
Questionnaire
Introduce: We have been commissioned by the X Sydney Council to conduct independent research of its BID members. The research will be used to improve Council activities. Your comments will be confidential.
For the following statement, can you tell me whether you agree or disagree? Then ask: is that strongly/mildly agree/disagree?
1 = strongly agree 2 = mildly agree 3 = mildly disagree 4 = strongly disagree
5 = Don’t know (don’t say) 6 = N/A (don’t say) READ OUT AS INDICATED IN QUESTIONS BELOW
Write in rating
START QUESTIONS HERE: Firstly, some questions about Council BID membership and street activation groups
Q1 (read out scale options) I’m active in the Council BID
Q2 (read out scale options again) Local businesses support the BID
Q3 The BID should be doing more for businesses in X Sydney
Q4 I am satisfied with the street activation activities organised by the Council BID
Q5 I participate in the BID street activation groups (yes/no question) if yes go to Q7
Yes/No
Q6 I am interested in participating in a BID street activation group
Q7 Do you think BID member meetings should be more frequent?
If yes, how often (write in) ……………………………………………
YES/NO/Don’t know
Q8 Do you have any comments in relation to the questions I’ve just asked?
(write in)
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
(read out) Now, Just a few questions about safety and amenities
Q9 (Read out scale again) Being able to access safety, crime prevention tools information and reporting forms all in one place through the BID website is something I value
Q10 The public space and amenity quality is good in the Council area
Q11 Do you have any comments about safety and amenities
(write in)
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
And finally a few questions about communications (read out)
Q12 I a.
Bus101 quiz (Business Organizations)The due time is in 1hrs1 .docxcurwenmichaela
Bus101 quiz (Business Organizations)
The due time is in 1hrs
1/ Both socialism and communism are variations of:
Select one:
a. command economies.
b. competitive economies.
c. free-market economies.
d. plutocratic systems.
2 / To be effective, empowerment will require lower-level workers to :
Select one:
a. have more training.
b. accept less responsibility and lower wages.
c. receive less training.
d. have written policies regulating each aspect of their work.
3)
As a small business owner, Tanika can't afford to provide her employees with the high wages and benefits offered by big corporations. One way to retain her employees and create a high level of motivation would be to:
Select one:
a. threaten to fire her existing employees and hire new workers.
b. adopt a policy of promoting the workers who have been employed the longest.
c. empower her employees to develop their own ideas.
d. hire only family members, since they are more loyal.
4/
Anita is employed as plant manager for Mojo Industries, Incorporated. Though she spends some time performing all management functions, she is particularly concerned with tactical planning and controlling. Anita's position would be classified as part of Mojo's:
Select one:
a. top management.
b. lateral management.
c. supervisory management.
d. middle management.
5/
Which of the following policies would tend to foster entrepreneurship?
Select one:
a. establishing a currency that is tradable on world markets.
b. establishing more regulations to protect the environment.
c. developing policies to reduce corruption between individuals.
d. allowing public ownership of businesses.
6)
All else held equal, socially responsible firms:
Select one:
a. are viewed more favorably by consumers.
b. enjoy significantly higher profits.
c. often experience customer loyalty problems.
d. fail to earn sufficient profits for their owners.
7) After personal savings, the next largest source of capital for entrepreneurs is from:
Select one:
a. large multinational banks.
b. the Small Business Administration.
c. state and local governments.
d. friends and family.
8/
Patrick's Products has a manufacturing plant near Chicago. The plant specializes in compact washers and dryers for countries in which consumers have less living space. Patrick's Products participates in the global market through:
Select one:
a. importing.
b. dumping.
c. exporting.
d. balancing trade.
9/
Managers who listen to their subordinates and allow them to participate in decision-making are using the ____________ style of leadership.
Select one:
a. autocratic
b. free-rein
c. participative
d. bureaucratic
10/
Which of the following statements about partnerships is the most accurate?
Select one:
a. A partnership is simply a corporation with fewer than 100 owners.
b. A major advantage of a partnership is that it offers owners limited liability.
c. A major drawback of a partnership is that it is difficult to terminate.
d. Partnerships are taxed at the lowest corporate tax .
BUS 625 Week 4 Response to Discussion 2Guided Response Your.docxcurwenmichaela
BUS 625 Week 4 Response to Discussion 2
Guided Response: Your initial response should be a minimum of 300 words in length. Respond to at least two of your classmates by commenting on their posts. Though two replies are the basic expectation for class discussions, for deeper engagement and learning, you are encouraged to provide responses to any comments or questions others have given to you.
Below there are two of my classmate’s discussion that needs I need to response to their names are Umadevi Sayana
and Britney Graves
Umadevi Sayana
TuesdayMar 17 at 7:50am
Manage Discussion Entry
Twitter mining analyzed the Twitter message in predicting, discovering, or investigating the causation. Twitter mining included text mining that designed specifically to leverage Twitter content and context tweets. With the use of text mining, twitter was able to include analysis of additional information that associates to tweets, which include hashtags, names, and other related characteristics. The mining also employs much information as several tweets, likes, retweets, and favorites trying to understand the considerations better. Twitter using text mining was successful in capturing and reflecting different events that relate to other conventional and social media. In 2013, there were over 500 million messages per day for twitter and became impossible for any human to analyze. It became important than to develop computer-based algorithms, including data mining. Twitter implements text mining in analyzing the sentiment that associates with twitter messages. It based on the analysis of the keyword that words are having a negative, positive, or neutral sentiment (Sunmoo, Noémie& Suzanne, (Links to an external site.)n.d). Positive words, for example like great, beautiful, love, and negative words of stupid, evil, and waste, do regularly have lexicons. Using text mining, Twitter was able to capture sentiments by capturing many dictionary symbols. Moreover, the sentiment applied to abbreviations, emoticons, and repeated characters, symbols, and abbreviations.
The sentiments on topics of economics, politics, and security are usually negative, and sentiments related to sports are harmful. Twitter also used text mining to collect and analyze for topic modeling techniques over time. To pull out the data from Twitter, TwitterR used. “Someone well versed in database architecture and data storage is needed to extract the relevant information in different databases and to merge them into a form that is useful for analysis” ( Sharpe, De Veaux & Velleman, 2019, p.753). It provides the interface that connects to Twitter web API; retweetedby/ids also used combined with RCurl package in finding out several tweets that retweeted. Text mining is also used in Twitter to clean the text by taking out hyperlinks, numbers, stop words, punctuations, followed by stem completion. Text mining also implemented for social network analysis.
Web mining focus on data knowledge discovery .
BUS 625 Week 2 Response for Discussion 1 & 2Week 2 Discussion 1 .docxcurwenmichaela
BUS 625 Week 2 Response for Discussion 1 & 2
Week 2 Discussion 1 Response
Guided Response: Your initial response should be a minimum of 300 words in length. Respond to at least two of your classmates by commenting on their posts. In your response, provide your own interpretation of their distribution graph. Note any differences between your classmate’s interpretation and your own. Though two replies are the basic expectation for class discussions, for deeper engagement and learning you are encouraged to provide responses to any comments or questions others have given to you. Continuing to engage with peers and the instructor will further the conversation and provide you with opportunities to demonstrate your content expertise, critical thinking, and real-world experiences with the discussion topics.
Below there are two of my classmate’s discussion that needs I need to response to their names are Kristopher Wentworth and Ashley Thiberville
Kristopher Wentworth
This graph is a representation of single people versus married couples from the year 1950 to the year 2019. This information was gathered and presented by the U.S. Department of Commerce and the U.S. Census Bureau who have a good record of presenting accurate data and are highly credible. The U.S. Department of Commerce is responsible for promoting economic growth in the united states. The U.S. Census Bureau is an agency of the Federal government that is responsible for producing data about the people of America and the economy.
So, the graph that I chose to talk about is one showing the gap between how many people are married and how many people are single in the united states from 1950 - 2019. I chose this graph because it caught my attention right away because of the contrasting colors but also because of the information displayed. It is crazy to think that since 1950 the American population has more than doubled according to this graph and with the growing population, the numbers of married couples and singles rise too. However, if you look at the percentages of singles they haven't changed all too much. For example, the number of single Americans in 1950 was 37.3M and in 2019 it was 125.7M. Even with such a large population boom the percentage that was never married really hadn't changed going from 69% to 68%.
The presentation of this graph is excellent with the line graph being yellow and on a blue backdrop, it allows it to really stand out. The shape of the graph shows a sharp incline as the population in us explodes. Since this graph is focused on the single population of America it puts the focus on that with stats like "never been married, divorced, widowed" because there are multiple ways to be single and really only one way to be married.
Ashley Thiberville
The above histogram was compiled by the United States Census Bureau to show the rise of one-person households in the US. The Census Bureau is a branch of the Department of Commerce within the United States gov.
Bus 626 Week 6 - Discussion Forum 1Guided Response Respon.docxcurwenmichaela
Bus 626 Week 6 - Discussion Forum 1
Guided Response: Respond to at least two of your fellow students’ and to your instructor’s posts in a substantive manner and provide information or concepts that they may not have considered. Each response should have a minimum of 100 words. Support your position by using information from the week’s readings. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this discussion forum. Continue to monitor the discussion forum until Day 7 and respond with robust dialogue to anyone who replies to your initial post.
Jocelyn Harnett
Egypt has a sizable trade deficit that has continued to grow through the 21st century. The country has imports that make up a third of GDP and exports that make up one tenth of GDP. Egypt has many critical trade partners that include China, the United States, and the Gulf Arab countries. Throughout history Egypt has had an unstable government which has led to an unstable economy. This is related to the fluctuations the country has experienced in tariffs and taxes. The country has stabilized in recent years, but the historic instability still remains a critical factor when considering the expansion of Wal-Mart into Egypt. The trade deficit would not be a concern under normal conditions due to the fact that this means money is flowing into the country and creating new opportunities, but because the government is not stable Wal-Mart would want to ascertain that money was being invested properly in the future. If money is not being utilized correctly than the trade deficit becomes a concern because future generations are inheriting a debt that had no payback associated with it. The exchange rate of the Egyptian pound has gotten stronger to the US Dollar, which is a good indicator the economy is heading in the correct direction. Wal-Mart expansion could benefit from getting into the market in Egypt at the right time to see major profits.
Egypt is a market that will continue to grow as the internal government becomes stabilized and the country continues to focus on improving the economic welfare of the people. Currently the market in Egypt is volatile and companies that select to make an investment here must be aware of the many different cultural aspects that will affect success. The government is working to “find solutions and solve difficulties for people and businesses” (Bawaba, 2019) and has seen success in the first half of 2019. “At the time of May 31, 2019, the whole country had 721,516 businesses doing business, increasing 23,921 enterprises (3.43 %) compared to the end of 2018.” (Bawaba, 2019). This sort of success validates a foreign company wanting to make an investment, but continued analysis of the country’s government stability will be needed before each new storefront is added.
References:
Bawaba, A. (2019). Egypt : "Reviewing tax policies, finding solutions to solve difficulties for people and .
BUS 499, Week 8 Corporate Governance Slide #TopicNarration.docxcurwenmichaela
BUS 499, Week 8: Corporate Governance
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Corporate Governance.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Describe how corporate governance affects strategic decisions.
Please go to the next slide.
3
Supporting Topics
In order to achieve these objectives, the following supporting topics will be covered:
Separation of ownership and managerial control;
Ownership concentration;
Board of directors;
Market for corporate control;
International corporate governance; and
Governance mechanisms and ethical behavior.
Please go to the next slide.
4
Separation of Ownership and Managerial Control
To start off the lesson, corporate governance is defined as a set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organizations. Corporate governance is concerned with identifying ways to ensure that decisionsare made effectively and that they facilitate strategic competitiveness. Another way to think of governance is to establish and maintain harmony between parties.
Traditionally, U. S. firms were managed by founder- owners and their descendants. As firms became larger the managerial revolution led to a separation of ownership and control in most large corporations. This control of the firm shifted from entrepreneurs to professional managers while ownership became dispersed among unorganized stockholders. Due to these changes modern public corporation was created and was based on the efficient separation of ownership and managerial control.
The separation of ownership and managerial control allows shareholders to purchase stock. This in turn entitles them to income from the firm’s operations after paying expenses. This requires that shareholders take a risk that the firm’s expenses may exceed its revenues.
Shareholders specialize in managing their investment risk. Those managing small firms also own a significant percentage of the firm and there is often less separation between ownership and managerial control. Meanwhile, in a large number of family owned firms, ownership and managerial control are not separated at all. The primary purpose of most large family firms is to increase the family’s wealth.
The separation between owners and managers creates an agencyrelationship. An agency relationship exists when one or more persons hire another person or persons as decision- making specialists to perform a service. As a result an agency relationship exists when one party delegates decision- making responsibility to a second party for compensation. Other examples of agency relationships are consultants and clients and insured and insurer. An agency relationship can also exist between managers and their employees, as well as between top- level managers and the firm’s owners.
The sep.
BUS 499, Week 6 Acquisition and Restructuring StrategiesSlide #.docxcurwenmichaela
BUS 499, Week 6: Acquisition and Restructuring Strategies
Slide #
Topic
Narration
1
Introduction
Welcome to Business Administration.
In this lesson we will discuss Acquisition and Restructuring Strategies.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Identify various levels and types of strategy in a firm.
Please go to the next slide.
3
Supporting Topics
In order to achieve this objective, the following supporting topics will be covered:
The popularity of merger and acquisition strategies;
Reasons for acquisitions;
Problems in achieving acquisition success;
Effective acquisitions; and
Restructuring.
Please go to the next slide.
4
The Popularity of Merger and Acquisition Strategies
The acquisition strategy has been a popular strategy among U.S. firms for many years. Some believe that this strategy played a central role in an effective restructuring of U.S. business during the 1980s and 1990s and into the twenty-first century.
An acquisition strategy is sometimes used because of the uncertainty in the competitive landscape. A firm may make an acquisition to increase its market power because of a competitive threat, to enter a new market because of the opportunity available in that market, or to spread the risk due to the uncertain environment.
The strategic management process calls for an acquisition strategy to increase a firm’s strategic competitiveness as well as its returns to shareholders. Thus, an acquisition strategy should be used only when the acquiring firm will be able to increase its value through ownership of the acquired firm and the use of its assets.
Please go to the next slide.
5
Mergers, Acquisitions, and Takeovers
A merger is a strategy through which two firms agree to integrate their operations on a relatively coequal basis. Few true mergers actually occur, because one party is usually dominant in regard to market share or firm size.
An acquisition is a strategy through which one firm buys a controlling, or one hundred percent, interest in another firm with the intent of making the acquired firm a subsidiary business within its portfolio. In this case, the management of the acquired firm reports to the management of the acquiring firm. Although most mergers are friendly transactions, acquisitions can be friendly or unfriendly.
A takeover is a special type of an acquisition strategy wherein the target firm does not solicit the acquiring firm’s bid. The number of unsolicited takeover bids increased in the economic downturn of 2001 to 2002, a common occurrence in economic recessions; because the poorly managed firms that are undervalued relative to their assets are more easily identified.
On a comparative basis, acquisitions are more common than mergers and takeovers.
Please go to the next slide.
6
Reasons for Acquisitions
There are a number of reasons firms decide to acquire another company. These are:
Increased market power;
Overcoming entry barriers;
Co.
BUS 499, Week 4 Business-Level Strategy, Competitive Rivalry, and.docxcurwenmichaela
BUS 499, Week 4: Business-Level Strategy, Competitive Rivalry, and Competitive Dynamics
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson, we will discuss Business-Level Strategy, Competitive Rivalry, and Competitive Dynamics.
Next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Identify various levels and types of strategy in a firm.
Next slide.
3
Supporting Topics
In order to achieve this objective, the following supporting topics will be covered:
Customers: their relationship with business-level strategies;
The purpose of a business-level strategy;
Types of business-level strategies;
A model of competitive rivalry;
Competitor analysis;
Drivers of competitive actions and responses;
Competitive rivalry;
Likelihood of attack;
Likelihood of response; and
Competitive dynamics.
Next slide.
4
Customer Relationships
Strategic competitiveness results only when the firm is able to satisfy a group of customers by using its competitive advantages as the basis for competing in individual product markets. A key reason firms must satisfy customers with their business-level strategy is that returns earned from relationships with customers are the lifeblood of all organizations. The most successful companies try to find new ways to satisfy current customers and/or meet the needs of new customers.
The firm’s relationships with its customers are strengthened when it delivers superior value to them. Strong interactive relationships with customers often provide the foundation for the firm’s efforts to profitably serve customers’ unique needs.
The reach dimension of relationships with customers is concerned with the firm’s access and connection to customers. Richness is concerned with the depth and detail of the two-way flow of information between the firm and the customer. Affiliation is concerned with facilitating useful interactions with customers.
Deciding who the target customer is that the firm intends to serve with its business-level strategy is an important decision. Companies divide customers into groups based on differences in the customers’ needs to make this decision. Dividing customers into groups based on their needs is called market segmentation, which is a process that clusters people with similar needs into individual and identifiable groups.
Next slide.
5
Customer Relationships, continued
After the firm decides who it will serve, it must identify the targeted customer group’s needs that its good or services can satisfy. Successful firms learn how to deliver to customers what they want and when they want it. In a general sense, needs are related to a product’s benefits and features. Having close and frequent interactions with both current and potential customers helps firms identify those individuals’ and groups’ current and future needs.
As explained in previous lessons, core competencies are resources and capabilities that serve as a source of.
BUS 437 Project Procurement Management Discussion QuestionsWe.docxcurwenmichaela
BUS 437 Project Procurement Management Discussion Questions
Week 2 Discussion
“Effective Management.” There are three (3) recommendations for effective management of projects in concurrent multiphase environments: Organizational System Design, System Implementation, and Managing in Concurrent Engineering.· Which of these three (3) recommendations for effective management would you or do you use most often? Why?
Week 3 Discussion
Top of Form
“Managing Configuration and Data for Effective Project Management.” The process protocol model consists of thirteen (13) steps from Inception to Feedback.· What are the steps?· Can any be skipped in this process model? What are the steps?
Week 4 Discussion“Organizational Project Management Maturity Model.” Students will respond to the following:· What is the four-step process of innovation and learning and how can your organization apply these steps to manage a project?· Of the five (5) levels of an organizational project management maturity model, which level is often the most difficult to manage? Why?
INTEGRATED SEMESTER ASSIGNMENT
(FINC 300, INFO 300, MGMT 300, MKTG 300)
DUE: April 12, 2019
INSTRUCTIONS:
The objective of the integrated semester is to help you extend your knowledge of how the finance,
operations, management, and marketing disciplines work and how they integrate their functioning in
the real world of business. This assignment is an assessment of how well you understand this
integration. It is worth 10% of your course grade.
YOUR ASSIGNMENT IS TO ANSWER ALL OF THE QUESTIONS, IN A SINGLE DOCUMENT:
• The assignment should be prepared as a Word document, 12 -14 pages in length (approx. 3
pages for each discipline’s questions).
• The document should be double spaced, using Ariel font #12.
• Label each section (e.g., FINANCE) to indicate which discipline’s questions you are
answering.
• Add any Appendices at the end of the Word document.
• Upload the entire Word file through the link on Canvas to each of your Integrated Semester
courses by the due date.
Note: Your reference sources, in addition to the base case and question sets, should be online sites
and articles, Bloomberg terminals, your Integrated Semester textbooks and PowerPoint slides. Also
note, Turnitin, a software tool that improves writing and prevents plagiarism, will be used to assess
your sourcing of information. Do your own work.
FINANCE ASSIGNMENT
The objective of the integrated semester is to help you extend your knowledge of how the finance,
operations, management, and marketing disciplines work and how they integrate their functioning in
the real world of business. This assignment is an assessment of how well you understand this
integration. It is worth 10% of your course grade.
Use either the Bloomberg terminals located at the Feliciano School of Business or other reputable
sources such as finance.yahoo.com, morningstar.com or Wall Street Jo.
BUS 480.01HY Case Study Assignment Instructions .docxcurwenmichaela
BUS 480.01HY Case Study Assignment
Instructions
Instructions: Each of you have been assigned a company to complete a case study analysis report.
The case distribution can be found on BlackBoard (course content -> case study analysis - > case
study distribution). Complete a thorough research on your company in order to complete the
analysis. It is required for you to use scholarly journals and peer-reviewed articles, which can be
found on the University’s website in the library section. I have provided you with very detailed
information on how to complete a thorough case analysis report. I am available during my office
hours to discuss. I will also schedule a case analysis session during lunch time this week. If you are
able to make it, please attend for one-on-one assistance.
Your “draft is due this Thursday, October 11th. I am not looking for perfection here, but please do
your best in writing and researching. Your final product will be due on Thursday, October 18th.
BUS 480.01HY Case Study Assignment
Instructions
1. Format – please review the case study format guidelines placed on BlackBoard
The use of headers and sub-headers is strongly suggested
2. Submission
1. Submit to BlackBoard (course content -> case study analysis - > Case Study Analysis
Report). Failure to submit in proper area will result in a 0.
3. Introduction
In 3-4 paragraphs describe the case facts and background. This should include BRIEF
information about the firm, however do NOT simply duplicate what is in the case itself.
As things change quickly in business, you may wish to check the current status of the
firm and briefly discuss the most current information.
4. Body
This should be about 4-5 pages in length (minimum – this is only a guideline). Review
posted guidelines for more information/detail
a) State the Problem/Key Issues
What are the key marketing or business issues in the case? These might be problems,
opportunities or challenges the firm is facing. For example:
o Sales have declined by 10 percent in the last year.
o The competition has launched a new and innovative product.
o Consumer tastes have changed and the firm’s most successful product is at risk.
o The CEO made a public racial slur and has affected the company internally and
externally.
5. Conclusion (include recommendations in this section)
For the issues you identified above, you must identify potential solutions and analyze
each of them. For example, for the decline in sales noted above we might try any of the
following, among other options:
1. increase advertising
2. develop a new product
3. implement diversity training
4. launch a brand awareness campaign
For each of the alternatives, you should analyze the costs, benefits, resources required
and possible outcomes. Typically, you will have 3-4 of these alternatives. Any given
alternative solution might address multiple issues. If t.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
NewellValue chain Newell’s distinctive resources was Newel.docx
1. Newell
Value chain
Newell’s distinctive resources was Newellization, which was
the profit improvement andproductivity enhancement process
employed to bring a newly acquired business up to
Newell’shigh standards of productivity and profit. This process
was pursued through a series of broadlyapplicable steps such as
the transfer of experienced Newell managers into the acquired
company,simplification and focusing of the acquired business’s
strategy and the implementation ofNewell’s established
manufacturing and marketing know-how and programs,
centralization ofkey administrative functions including data
processing, accounting, EDI, and capital expenditureapproval,
and inauguration of Newell’s rigorous, multi-measure,
divisional operating control system. Their fundamental
competitive strategy applied to all of their operations and was
intendedto differentiate on the basis of superior service to their
mass merchandise customers. The superi-or service Newell
offered included industry-leading quick response and on-time,
in-full delivery,the ability to implement sophisticated EDI tie-
ins with its customers extending to vendor-man
They then became global and served many customers.Was seen
as the “no problem” supplier in the industry as it focused its
workforce on efficiencyCentralized administration within the
company ensuring efficiencyEnsure that companies it acquired
focused on to notch product delivery
Does Newell have a successful corporate-level strategy? Does
the company add value tothe businesses within its portfolio?
They acquired companies that were leading suppliers and had
important shelf space in the domesticmarketused a single force
2. for selling all products31% return on investment instead of
average 18%Newellization would take place= make more
efficient business structure of acquisitions to make moremoney
and cut costs, centralize administration, cut out unnecessary
employess and product delivery time.
(3) What is Newell’s functional strategy? What is Newell’s
generic strategy? What is Newell’s Organizational Structure?
Multi functional - Once these systems were in place, managers
were able to control costs by limiting expenses to those
previously budgeted. Administration, accounting, and customer-
related financial accounting aspects of the acquired business
were also consolidated into Newell’s corporate headquarters to
further reduce and control costs. However, Newell compensated
business managers well for performance. They were paid a
bonus based on the profitability of their particular unit—in fact,
the firm’s strategy was to achieve profits, not simply growth at
the expense of profits. Newell managers could expect a base
salary equal to the industry average but could earn bonuses
ranging from 35% to 100% based on their rank and unit
profitability.
Management stressed the goal of creating lean, efficient
contributors
to the Newell strategy: “If you have an opportunity to make a
product line into a profit unit, the
Smaller you can make that unit, the more entrepreneurial drive
you have.”13
Give one example for each type of Newell’s control systems
(personal, output, and behavioral).
Personal:
Given the potential for rewards, demand for positions at Newell
was high. For management-level
3. hires the company sought people who would be motivated by
success and a lucrative bonus system.
Applicants—mostly mid-level executives from other consumer
goods companies—were screened for
these particular management traits with a personality test and
put through an intensive application
process that only 1 in 10 passed. Each newly hired company
employee underwent a two day training
This document is authorized for use only by Nabih Saaty in
Spring 2014 BUS 612A-03 taught by Kamal from
February 2014 to August 2014.
799-139 Newell Company: Corporate Strategy
program in the Newell corporate culture. The so-called “Newell
University” stressed product focus
and profit-orientation—the underpinnings of Newellization.
Output control:
Newell would bring in new leadership and install its own
financial controller in the acquired unit. Then, three standard
sets of controls were introduced: an integrated financial
accounting system, a sales and order processing and tracking
system, and a flexible manufacturing system. Once these
systems were in place, managers were able to control costs by
limiting expenses to those previously budgeted. Administration,
accounting, and customer-related financial accounting aspects
of the acquired business were also consolidated into Newell’s
corporate headquarters to further reduce and control costs.
Behavioral:
As he said at the 1997 Annual
Meeting, “We [Newell] are not big enough to get attention.”
With the Rubbermaid acquisition
Newell’s market value would cross the $10 billion threshold.
Page 1 on the case
The bonuses were based on division
4. performance alone, and the culture encouraged competition by
convening managers for award
ceremonies to honor top performers. Stock options, an
additional form of incentive made available
when the company went public, were granted according to a
formula based on salary and position.
Historically, the company’s system for evaluating yearly
bonuses focused exclusively on pre-tax
ROA. The goals were high—beginning at 32.5% pre-tax ROA
and reaching the maximum payout at
43.5%— and standard across all divisions.
Give three examples of Newell’s organizational culture.
early on it became clear that the two businesses were
incompatible in terms of differing strategies and corresponding
organizational cultures. Newell was a low-cost, high-volume
supplier while Rubbermaid was a consumer-oriented innovator
that offered premium products. After careful consideration,
Newell decided to redefine the newly merged company culture.
After two unsuccessful CEO attempts to turn things around, in
2001 Newell Rubbermaid hired Joseph Galli to run the
company. He rethought the strategies of both companies and
embraced the idea of changing the culture by hiring new kinds
of people for a new kind of company. He cut 3,000 jobs
throughout the company and made 141 changes at the executive
level (vice presidents and above). He introduced new incentive
plans and 6-week leadership boot camps to align employees
around the new company culture and goals. Did his drastic
changes pay off? Since this time and continuing under the new
leadership of CEO Mark Ketchum, both revenues and profits are
up, and in 2010, Fortune named Newell Rubbermaid the number
7 “Most Admired Company” in the home equipment and
furnishings category. This indicates that while the changes he
implemented were painful for employees at the time, they did
seem to put them on the right track.
5. E-Harmony
Generic Strategy:
The eHarmony company is only using the differentiation
strategy as eHarmony only use matching algorithm to match
those single individuals for serious relationship. Therefore, they
should take consideration in venturing into new markets such as
casual daters, gay market and others but not only focus on
singles which would limit the potential customers/or create
another online dating website for other markets so that serious
daters are not mixed together. This can potentially boost the
revenue for eHarmony since new markets equals to new
customers and increase profitability.
Functional Strategy
The management team put together and executed a cross-
functional strategy that included a redesigned user experience
from desktop to mobile, increased technological capacity and a
new marketing program. These changes have led to growing
numbers of subscribers who stay longer and are willing to pay
more than in years past.
After putting the company back on course, Dr. Warren then
announced plans to expand the company’s current offerings to
include nine new verticals aimed at taking eHarmony beyond
the online dating industry to become the world’s first
relationship company.
Now in a growth stage, eHarmony has launched eH+, its
premium matchmaking service with plans to launch a beta
6. version of a new job matching product in the coming months,
establishing two of the nine new verticals projected.
VRIO + porter 5
eHarmony’s pricing structure. Chemistry accepts customers
using a similar matchmaking methodology as eHarmony, but
undercuts the price by 10%. Competitors in the personals
industry are in a pricing war that depends heavily on
advertising, as an effort to gain more paying customers. Many
websites offer matchmaking services for free with minimal
restrictions, further undermining the expansion effort of
eHarmony. Furthermore, the focus of eHarmony is on
psychology, yet physical location is always a crucial factor in
relationships. 2 External Analysis of the Personals Industry The
5 Forces framework illustrates competition in the online
matchmaking industry: • Rivalry among existing competitors –
high there is a pricing war, and each company wants to siphon
customers away from other organizations. • Threat of new
entrants – high few barriers to entry, and low capital cost. •
Threat of substitute products – medium many alternate options
for personals. However, few of them have the strict selection
criteria as eHarmony. • Bargaining power of suppliers – medium
eHarmony has a differentiated matching methodology that no
other company can copy. Yet, buyers can find many aspects of
matchmaking at other personals; eHarmony wields limited
power over buyers. • Bargaining power of buyers – medium
customers have the power whether or not to use matchmaking
products, and customers can select which one they want. Buyers
are restricted by the product / service offerings of suppliers. To
a large extent, industry products are standardized, so buyers
compare different matchmakers based on price. Buyers have
little switching costs; they simply let their prepaid service
expire
VRIO Again
eHarmony’s success is based on the business level strategy
employed by the company through which, the company is able
to identify its customer base, the services needed, and how to
7. satisfy those needs. When eHarmony started in 2001, the
customer base was, mainly composed of people seeking serious
relationships especially among faith-based communities.
Piskorski, Halaburda & Smith write that eHarmony received
over 100,000 subscriptions within the first few weeks after
launching (4). However, with time, the company was able to
expand its customer base to cover a broader customer base
especially as a result of massive advertising. By 2004, the
company had managed 3 million subscriptions. eHarmony
understood that the customers were in search of potential
lifetime partners, thus making the company’s match-making
process very specific.
The customer’s personal interests were analyzed through a
matching algorithm that often guarantees personal satisfaction.
According to Piskorski, Halaburda & Smith, results from a
study conducted in 2005 showed that on average in the United
States, members belonging to the eHarmony site married
everyday, and by 2007on average, 236 eHarmony members were
getting married daily (8). The company continued to strategize
in a bid to invent products that would attract more members and
retain the current ones. For instance, according to Piskorski,
Halaburda & Smith, the company was considering easing some
of the restrictions to joining the site, allowing more casual
daters, and expanding geographically (13-14).In addition, the
company looks to focus more customers’ life events such as
weddings, births, parenting, and care for the elderly.
Meltdown
1. Explain how the resources and capabilities of Bear Stearns,
Lehman Brothers, and AIG respectively affected the Treasury
Secretary Hank Paulsen’s approach to intervention?
Bear Stearns
Bear Stearns have heavily invested in sub-prime mortgages
8. or what is commonly referred to as toxic assets. The toxic assets
were also being as security by the bank. Bear Stearns had
acquired a large number of mortgages which would be used as
securities and passed them to investors. As the housing bubble
burst, Hank Paulson was concerned that the crisis at Bear
Stearns would ravage the whole of Wall Street. This led to the
decision that an acquisition was the best intervention for
averting a crisis. Consequently, Bear Stearns underwent
acquisition by J.P. Morgan. Bear Stearns’ asset base could be
used as collateral for obtaining loans. In fact, the real issue at
the company was liquidity rather than insolvency (“Frontline,”
(n.d)).
Lehman Brothers
Lehman Brothers’ imminent collapse sent shockwaves to
Wall Street. Paulson had invested much of his time and energy
to see that the company did not collapse. However, Lehman
Brothers lacked collateral against which a bailout plan could be
based. Due to the lack of enough resources which could be used
as collateral, Fed had no other option but to let Lehman file for
bankruptcy. Lehman was seen as insolvent and hence a lot of
resources would be required to avert the company’s failure.
Thus as much as Paulson tried to avert the company’s failure,
the risks were too high. The only solution was thus to declare
the company bankrupt (“Frontline,” (n.d)).
AIG
The decision to bailout A.I.G was reached after an analysis
revealed that the company had reasonable collateral to offer.
Fed was therefore willing to lend the ailing company in order to
avoid bankruptcy. In this case, Fed’s loans to A.I.G. were
hedged against the assets of the company. A.I.G. had made
significant losses in its credit default swaps unit. Nonetheless,
the insurance part of the firm was doing well. Thus it was clear
that the real problem at A.I.G. was that of liquidity rather than
insolvency. The best option in this case was to provide loans
which would enable A.I.G. return to its former financial
position (“Frontline,” (n.d)).
9. 2. It is possible to combine different ethical approaches? Are
moral hazard and systemic risk distinct approaches to ethic?
It is possible to combine a variety of ethical approaches
in solving a problem. Moral hazard arises when banks or other
institutions make reckless decisions when lending since they are
aware that they may receive a bailout when faced by a crisis.
Systemic risk occurs when the entire system is faced by an
imminent collapse or challenge. As such, these are indistinct
approaches to ethics because they relate in some way. A moral
hazard issue can affect the entire system, which becomes the
systemic risk, and hence the two are interrelated.
3. Do innovators (firms in this case that create or use new
financial products ) have to take responsibility for the
externalities that result from absence of regulatory or
legalgovernece mechanisms?
Firms that use new financial products should take responsibility
for the externalities that arise due to absence of legal
mechanisms. In any innovation or new financial product, the
firm involved should take responsibility since if there are
profits the firm will also likely enjoy alone. Firms should thus
take responsibility for any risks that arise including those that
may be due to lack of a legal framework. This is important
because it can help prevent a moral hazard which arises due to
reckless behavior from firms.
Walmart
10. the Business strategies Wal-Mart uses and how they
differentiate their services/products
There are 3 generic business strategies and they consist of the
Focus strategy, the Differentiation strategy, and Overall Cost
leadership. The Focus strategy is usually defined as focusing on
offering products and services to a particular market segment or
buyer group, within a segment of a product line, and/ or to a
specific geographic market. The Differentiation strategy is
defined as offering a product or service that is perceived as
unique in the marketplace. Wal-Mart‘s business
strategy is Overall Cost Leadership, offering their customers
great quality service and products at a lower price than their
competition. Overall Cost Leadership is defined as offering the
same or better quality product or service at a price that is less
than what any of the competition is able to do. In achieving this
goal it relies on a Supply Chain Management, that ensures
products are available to the customers when they it. The items
offered are broken down into products and services, products
would be privately labeled brands such as, “George, Metro 7,
Mainstays and other licensed brands from Disney and Mary-
Kate and Ashley”. Services would be that they offer home
goods, beauty supplies and seasonal items.
- The estimated power each of the 5 forces has (suppliers
include their employees and suppliers of technology). How Wal-
Mart reduces the buyer and supplier power and how Wal-Mart
creates switching costs and entry barriers.
The five forces are buyer power, supplier power, threat of
substitute products and services, threat of new entrants, and
rivalry among existing competitors. Wal-mart follows the five
11. forces business strategy
Functional strategy:
Innovation offering the latest in online innovations to give our
customers a unique shopping experience.
Wal-Mart Asia, including Wal-Mart China, was also attracting
younger consumers through
their cell phones. Plans to send customers store information
over their cell phones and to
encourage the use of Wal-Mart-derived micro-blogs were
developed in 2011.
Customer responsiveness
Whereas in the United States the retailer traditionally focused
on electronics and
other non-perishables as its key source of revenue, in China
Wal-Mart learned how critically
important food, cosmetics, package size, variety and store
location were to keeping the
Chinese consumer buying
IDEO
What is IDEO’s strategy? How is the organization structured?
Simple, Functional or Multidivisional?
Functional: innovation
To support employee development, Deloitte founded Deloitte
University, a campus in Texas that aims to ensure the company
12. remains a place where leaders thrive and ideas prosper, in
October 2011. Shortly thereafter, Deloitte tapped IDEO to re-
envision the Deloitte Lab—until then a series of workshops
focused on innovating client relationships. IDEO re-envisioned
it as a holistic experience, comprised of a highly-designed lab
space, a series of workshops, and a set of tools that would
support the incubation of new ideas, the development of leaders,
and the prototyping of methods for building client relationships.
The project’s goal was to establish a design-thinking
environment that would encourage and enable Deloitte staff to
experiment, both individually and as a team.
Play to Innovation Enabling playful creativity within an
organization can lead to a flood of innovation. In our “Play to
Innovation” projects and workshops, we rely on practical
techniques and academic theory to develop new structures and
processes that foster creativity and creative confidence. Toy
Invention IDEO Toy Lab has a proven track record of inventing
toy and game experiences, such as the Balloonimals app for
iPhone. The Lab applies IDEO’s innovation process to this
focused area, and it has also developed its own techniques for
involving kids in idea generation and prototyping.
They do a remarkable job of taking observations and turning
them into opportunities and eventually innovations,”
is that you innovate by iterating quickly, by having lots of
prototypes. Prototyping allows you to learn from risks very
quickly.”
Generic Business Strategy: differentiation,
•Form a diverse team
•Team members brainstorm
•Team members engage in rapid prototyping
•Team members implement the fruits of their labors
Generic Business Strategy:
focus
13. Sharpen the focus. Good brainstormers will get off to a better
start—and you can bring people back into the main topic more
easily—if you have a well-articulated description of the
problem at just the right level of specificity. For example,
“spill-proof coffee cup lids” is too narrow and already presumes
you know the answer. Another approach, “bicycle cup holders,”
is too dry and product-focused.
Read more at https://www.ideo.com/work/innovation-
labs#3pdxVP9e42Ui0oZ0.99
2. What are IDEO’s control systems? How do they measure
their results? Personal, Output and Behavioral? How does it
standardize inputs, conversion activities, outputs?
Functional:There are some departments → “need areas”,
separate divisions -toy. THey are flat but multidivisional.
Offices in London and multiple areas.
Personal control: adults actually sitting with the teams
Output control: time limits since its a messy process and the
ideas will build forver so the adilts join in as they mentioned ,
number of designs, cool and buildable designs, number of
design awards
Behavioral control: post it notes” one conversation at a time ,
stay foucused on the topic enocourage bright ideas , build ideas
on others people restrain them self from critiquing others ideas
and if so they get the bill , use of the bell, u get waild ideas
then build over these wild ideas , warming up client before they
attend the meeting room so they dont get shocked when they
enter the real office when they emplyee throughing baset ballls
and darts at each other the place in general is play full as the
CEO calls them the crazys this is where the crazys live
3. What is unique about IDEO’s culture? What are their values
and norms?
14. havior within their organizations. In the top-performing
companies it is a norm that colleagues support one another’s
efforts to do the best work possible. That has always been true
for pragmatic reasons: If companies were to operate at peak
efficiency without what organizational scholars call “citizenship
behavior,” tasks would have to be optimally assigned 100% of
the time, projects could not take any unexpected turns, and no
part of any project could go faster or slower than anticipated.
But mutual helping is even more vital in an era of knowledge
work, when positive business outcomes depend on creativity in
often very complex projects. Beyond simple workload
sharing,collaborative help comes to the fore—lending
perspective, experience, and expertise that improve the quality
and execution of ideas.
Helpfulness must be actively nurtured in organizations,
however, because it does not arise automatically among
colleagues. Individuals in social groups experience conflicting
impulses: As potential helpers, they may also be inclined to
compete. As potential help seekers, they may also take pride in
going it alone, or be distrustful of those whose assistance they
could use. On both sides, help requires a commitment of time
for uncertain returns and can seem like more trouble than it’s
worth. Through their structures and incentives, organizations
may, however unwittingly, compound the reluctance to provide
or seek help.
The trickiness of this management challenge—to increase a
discretionary behavior that must be inspired, not forced—makes
what the design firm IDEO has achieved all the more
impressive. Ask people there about the organizational culture,
and invariably they mention collaborative help. Observe how
things get done, and you see it at every turn. Actually map the
networks of help, as we did, and it becomes obvious how broad
and dense they are. Clearly the firm is high performing; it is
lauded all over the world for innovations in business,
government, and health care, and regularly called upon to
15. advise other firms that want to increase their innovation
capabilities. All this help seeking and help giving apparently
pays off.
The question for the rest of us is, How has IDEO managed to
make helping the norm? Are there principles that leaders of
other organizations could learn and apply to similar effect? We
spent two years making observations, interviewing people, and
conducting surveys to find out.
IDEO may seem like a very different kind of company from
yours, but it is probably less so than you think. Your
organization, too, is full of knowledge workers tackling
complex problems. It, too, needs to boost its productive
creativity. It could produce better outcomes for customers and
provide a more attractive working environment for top talent if
your employees, like IDEO’s, engaged in effective mutual help.
Let’s look at the four keys to achieving those goals—beginning
with a challenge to the people at the very top of the
organization. Judging by IDEO’s experience, that is where
building a help-friendly company begins.