Krispy Kreme's Canadian franchise KremeKo failed despite initial success. The franchise partnership with Krispy Kreme was flawed as they were not transparent about declining US sales and pushed an unsuccessful business model. Additionally, KremeKo grew too quickly without properly funding infrastructure. When Krispy Kreme fell into financial troubles, they abruptly terminated the entire KremeKo leadership without compensation, ending a five year project. The author learned important lessons about vetting partners, challenging franchisors, properly researching business models, thinking small initially, and having an emergency plan.
NOTE Attached is a nearly complete version if the solution, mis.docxcurwenmichaela
NOTE: Attached is a "nearly" complete version if the solution, missing only the path finding code itself. There is only one method that you need to fill in, so please read the comments. (Also note that it's a Netbeans Project; Eclipse
As you may expect, this will involve graphs (with a twist); but of course, there will be some problem solving involved as well.
Instructions
Imagine a “dungeon game” where all the rooms are laid out in a perfect grid within a square environment. Each room has a creature posing some degree of danger ranging from 0 (harmless) to 9 (avoidance would be prudent). The object is to find a path through the dungeon from start to end which minimizes the overall amount of danger.
Each room, unless at a boundary, only has exists in the up, down, left, right directions (no diagonals). The entrance is at the upper-left (0,0) and the exit is at the lower right (n-1, n-1).
List all of the “rooms” which must be traversed, in the form of a path of room coordinates, from the start to finish.
00
70
20
50
40
10
50
10
20
10
10
20
20
10
10
10
90
50
30
50
10
10
90
10
00
Example input file:
00 70 20 50 40
10 50 10 20 10
10 20 20 10 10
10 90 50 30 50
10 10 90 10 00
Example output:
(0,0) (1,0) (2,0) (2,1) (2,2) (2,3) (3,3) (4,3) (4,4)
Total danger = 110
Input
The input file will consist of 100 rows of 100 digits, 00-99. (Yes, 10,000 is be a lot of rooms,
Output
The program should write the output to a file (in the format illustrated above, including the "total danger" output).
Submit
As always, your program should accept a "command line" filename, indicating the file to be read and include a proper "package structure"
The source code for your program.
You code should be readily compilable and runnable "as-is".
IMPORTANT: Your program should accept an input file-name and an output file-name from the "command line".
There is nothing quite like the melt-in-your-mouth
experience of a fresh Krispy Kreme glazed doughnut
dipped in a glass of cold milk. Roy Blount, Jr. of New
York Times Magazine had it right when he said, “When
Krispy Kremes are hot, they are to other doughnuts what
angels are to people.”1 Impossibly sweet, addictive, and
delicious, it can be hard to stop before devouring an
entire dozen. As tempting as that may be, giving into
instant gratification and gorging on a dozen of Krispy
Kremes will only lead to overexpansion of the waistline
and health problems down the road. Vitally important is
moderation, which seems to be common sense for most
people. However, the aggressive appetite for growth of
their firm that Krispy Kreme’s leaders displayed for a
period of time also led to serious problems. Instead of
aggressively seeking to increase sales revenues, Krispy
Kreme likely would have been served better through
actions oriented to achieving moderate and more man-
ageable levels of growth over a period of time. Indeed,
rapid growth that was too aggressive relative to competi-
tive conditions a ...
This document provides an overview of Krispy Kreme's business operations. It discusses the company's history starting in 1937, periods of growth and expansion throughout the US and internationally, and challenges it faced such as accounting scandals and store closures in various markets. The document also describes Krispy Kreme's main business segments including company-operated stores, franchise fees and royalties, and its vertically integrated supply chain.
This document is the 1998 annual report from The Limited, Inc. It contains a letter from the CEO expressing optimism about the company's future prospects due to changes made over the past 4 years to focus on building strong fashion brands. The CEO discusses bringing in new talent, formalizing brand-building processes, and holding intensive strategy meetings between divisions to leverage the power of their brands. Financial highlights are provided for Express, and the annual report concludes with an overview of the company's brand portfolio.
1. Krispy Kreme is an international doughnut chain founded in 1937 in North Carolina that sells doughnuts and other products in their stores and through grocery stores, convenience stores, and gas stations.
2. The company grew steadily until recent years when profits declined amid an SEC investigation into improper accounting practices. New stores have still opened in recent years in locations like Philadelphia.
3. Krispy Kreme has expanded internationally with stores now in countries around the world, though some international locations like Australia have closed some stores in recent years as well.
1. Krispy Kreme was founded in 1937 in North Carolina and is known for its signature glazed doughnuts and other bakery products, growing steadily until becoming a public company in 2000 with over 3,700 employees worldwide.
2. The company traces its origins to a secret doughnut recipe acquired in the 1930s and has since expanded globally with stores across the US, Canada, Australia, Asia, Mexico, and the Middle East.
3. Krispy Kreme saw slow growth after the death of its founder in 1973 but was later acquired and has focused on international expansion, new product lines including coffee, and maintaining its brand
Cindy Luken gave a 45 minute presentation about building an empire through her own company L&M Biscuits. She started the company in 1996 and grew it rapidly, reaching $5 million in sales within 5 years through innovation, agility and customer focus. She then sold L&M after 7 years and took time off to have a family. She is now working on launching a new business called Luk Beauty, which creates lipsticks using food ingredients.
The document is a manifesto from Seth Godin that provides advice for bootstrappers, or entrepreneurs starting businesses with little money. It contains inspirational quotes to remind bootstrappers of their strengths and determination. It also shares true stories of successful bootstrappers to illustrate principles like focusing on building a long-term business, being passionate experts in their field, and using any opportunity to sell. Finally, it outlines some advantages that larger companies have in areas like distribution, access to capital, brand recognition, and customer relationships.
The document discusses the importance of branding and how a company's "name" represents more than just its literal name - it represents the collection of thoughts, impressions, and opinions people have about the company, its products, and services. It argues that well-known brands can command higher prices and customer loyalty compared to unbranded products of similar quality. It provides examples of famous musicians and artists failing to generate significant revenue when performing or selling artwork anonymously without their established brand. The document concludes that while a company may have good products and operations, strong branding transforms a good company into a great one by tapping into customers' emotional connections.
NOTE Attached is a nearly complete version if the solution, mis.docxcurwenmichaela
NOTE: Attached is a "nearly" complete version if the solution, missing only the path finding code itself. There is only one method that you need to fill in, so please read the comments. (Also note that it's a Netbeans Project; Eclipse
As you may expect, this will involve graphs (with a twist); but of course, there will be some problem solving involved as well.
Instructions
Imagine a “dungeon game” where all the rooms are laid out in a perfect grid within a square environment. Each room has a creature posing some degree of danger ranging from 0 (harmless) to 9 (avoidance would be prudent). The object is to find a path through the dungeon from start to end which minimizes the overall amount of danger.
Each room, unless at a boundary, only has exists in the up, down, left, right directions (no diagonals). The entrance is at the upper-left (0,0) and the exit is at the lower right (n-1, n-1).
List all of the “rooms” which must be traversed, in the form of a path of room coordinates, from the start to finish.
00
70
20
50
40
10
50
10
20
10
10
20
20
10
10
10
90
50
30
50
10
10
90
10
00
Example input file:
00 70 20 50 40
10 50 10 20 10
10 20 20 10 10
10 90 50 30 50
10 10 90 10 00
Example output:
(0,0) (1,0) (2,0) (2,1) (2,2) (2,3) (3,3) (4,3) (4,4)
Total danger = 110
Input
The input file will consist of 100 rows of 100 digits, 00-99. (Yes, 10,000 is be a lot of rooms,
Output
The program should write the output to a file (in the format illustrated above, including the "total danger" output).
Submit
As always, your program should accept a "command line" filename, indicating the file to be read and include a proper "package structure"
The source code for your program.
You code should be readily compilable and runnable "as-is".
IMPORTANT: Your program should accept an input file-name and an output file-name from the "command line".
There is nothing quite like the melt-in-your-mouth
experience of a fresh Krispy Kreme glazed doughnut
dipped in a glass of cold milk. Roy Blount, Jr. of New
York Times Magazine had it right when he said, “When
Krispy Kremes are hot, they are to other doughnuts what
angels are to people.”1 Impossibly sweet, addictive, and
delicious, it can be hard to stop before devouring an
entire dozen. As tempting as that may be, giving into
instant gratification and gorging on a dozen of Krispy
Kremes will only lead to overexpansion of the waistline
and health problems down the road. Vitally important is
moderation, which seems to be common sense for most
people. However, the aggressive appetite for growth of
their firm that Krispy Kreme’s leaders displayed for a
period of time also led to serious problems. Instead of
aggressively seeking to increase sales revenues, Krispy
Kreme likely would have been served better through
actions oriented to achieving moderate and more man-
ageable levels of growth over a period of time. Indeed,
rapid growth that was too aggressive relative to competi-
tive conditions a ...
This document provides an overview of Krispy Kreme's business operations. It discusses the company's history starting in 1937, periods of growth and expansion throughout the US and internationally, and challenges it faced such as accounting scandals and store closures in various markets. The document also describes Krispy Kreme's main business segments including company-operated stores, franchise fees and royalties, and its vertically integrated supply chain.
This document is the 1998 annual report from The Limited, Inc. It contains a letter from the CEO expressing optimism about the company's future prospects due to changes made over the past 4 years to focus on building strong fashion brands. The CEO discusses bringing in new talent, formalizing brand-building processes, and holding intensive strategy meetings between divisions to leverage the power of their brands. Financial highlights are provided for Express, and the annual report concludes with an overview of the company's brand portfolio.
1. Krispy Kreme is an international doughnut chain founded in 1937 in North Carolina that sells doughnuts and other products in their stores and through grocery stores, convenience stores, and gas stations.
2. The company grew steadily until recent years when profits declined amid an SEC investigation into improper accounting practices. New stores have still opened in recent years in locations like Philadelphia.
3. Krispy Kreme has expanded internationally with stores now in countries around the world, though some international locations like Australia have closed some stores in recent years as well.
1. Krispy Kreme was founded in 1937 in North Carolina and is known for its signature glazed doughnuts and other bakery products, growing steadily until becoming a public company in 2000 with over 3,700 employees worldwide.
2. The company traces its origins to a secret doughnut recipe acquired in the 1930s and has since expanded globally with stores across the US, Canada, Australia, Asia, Mexico, and the Middle East.
3. Krispy Kreme saw slow growth after the death of its founder in 1973 but was later acquired and has focused on international expansion, new product lines including coffee, and maintaining its brand
Cindy Luken gave a 45 minute presentation about building an empire through her own company L&M Biscuits. She started the company in 1996 and grew it rapidly, reaching $5 million in sales within 5 years through innovation, agility and customer focus. She then sold L&M after 7 years and took time off to have a family. She is now working on launching a new business called Luk Beauty, which creates lipsticks using food ingredients.
The document is a manifesto from Seth Godin that provides advice for bootstrappers, or entrepreneurs starting businesses with little money. It contains inspirational quotes to remind bootstrappers of their strengths and determination. It also shares true stories of successful bootstrappers to illustrate principles like focusing on building a long-term business, being passionate experts in their field, and using any opportunity to sell. Finally, it outlines some advantages that larger companies have in areas like distribution, access to capital, brand recognition, and customer relationships.
The document discusses the importance of branding and how a company's "name" represents more than just its literal name - it represents the collection of thoughts, impressions, and opinions people have about the company, its products, and services. It argues that well-known brands can command higher prices and customer loyalty compared to unbranded products of similar quality. It provides examples of famous musicians and artists failing to generate significant revenue when performing or selling artwork anonymously without their established brand. The document concludes that while a company may have good products and operations, strong branding transforms a good company into a great one by tapping into customers' emotional connections.
The document summarizes key insights and connections from attending the SXSW festival. Some notable takeaways included Adobe's employee innovation program called Kickbox, the importance of treating people well as a leader, and new opportunities in mobile apps, personalized styling, and using data to enhance the customer experience. The attendees planned to follow up on partnerships with companies demonstrating technologies like visual content creation tools, conversational interfaces for collecting customer data, and bot blocking solutions.
This document summarizes key points from the 1981 book "Positioning: The Battle for your Mind" by Al Ries and Jack Trout. It discusses how positioning involves claiming a unique place for a product in the consumer's mind. Being first helps establish leadership, but later entrants can succeed by finding an unoccupied position. The summary also covers strategies for market leaders to maintain their position, tactics for later entrants to find their own position, and potential pitfalls to avoid like using line extensions improperly.
Comprehensive media plan for expansion of Austin based Big Top Candy Shop into the Hillsborough Village area of Nashville by myself and 5 other classmates from UT. Includes research and analysis of local area including demographics, available media, and competition. Identified primary and secondary targets, and planned out 8 month campaign that established Big Top brand and met all impression, transaction, social media, and interaction objectives. Then effectively pitched this media plan to prospective client.
The document discusses several advertising campaigns created by The Martin Agency, an ad agency founded in 1965 and headquartered in Richmond, Virginia. It provides details on the founding and history of the agency, as well as campaigns they have created for clients like GEICO, Ritz crackers, and Walmart. Specifically, it summarizes the "Unskippable" campaign for GEICO that aims to capture attention in the first five seconds of YouTube ads, the "Life's Rich" campaign for Ritz focusing on meaningful relationships over possessions, and a "Steak-Over" campaign for Walmart replacing steaks at restaurants with their own steaks.
Unit 4 Example Introductory Paragraphs Introductory Paragraph, EssayShannon Joy
The document outlines the 5 steps for seeking writing help from HelpWriting.net, which includes creating an account, submitting a request form with instructions and deadline, choosing a bid from qualified writers, reviewing and authorizing payment for the completed paper, and requesting revisions if needed. It emphasizes HelpWriting.net's commitment to original, high-quality content and full refunds for plagiarized work. The process aims to fully meet customers' needs for writing assistance.
October issue of J & L Management News Letter 2015LInda Waskiewicz
The document summarizes interviews from the magazine "Trader News" with successful entrepreneurs. It discusses an interview with Kenneth Klopp, who founded The North Face. He emphasizes focusing on consumer needs, having a higher purpose beyond profits, and that the best ideas come from collaboration between different perspectives. The interview highlights focusing on building a strong brand through consistent values and standing for something meaningful to consumers.
The document provides guidance on writing creative briefs with 5 key points:
1. Find out what competitors are doing in the market and do something different to stand out.
2. Focus on defining the brand's unique personality rather than logical propositions.
3. Define the target market in a way that shows respect for who they are.
4. Include some initial creative ideas to test how actionable the strategy is.
5. Make the brief inspiring by believing in its power to address business issues creatively and change the marketplace.
The document summarizes the contents of a newsletter from The Russo Group branding agency. It includes articles on branding tips from Disney, Google's new search features, a case study on a branding campaign for Louisiana Honor Air, and an interview with account executive Danielle Keeton. It also announces that local artist Hope Hebert will be the featured artist at Gallery R Downtown for the upcoming month.
Sample Summaries of Emily Raine’s Why Should I Be Nice to You.docxagnesdcarey33086
Sample Summaries of Emily Raine’s “Why Should I Be Nice to You”
Sample Summary 1
Most people at some point in their life have worked in the service industry. This particular
industry can be quite satisfying whether it be working in fine dining, as a cocktail waitress, or at a local
diner, but for Emily Raine, who had done all of these things, the only place she ever felt “whipped” was
working as a barista at one of largest specialty coffee chains in the world (358). Raine is bothered by
how the café industry has set up the impersonal server/customer relationship and feels the best way to
solve the issue is be to “be rude” (365). In 2005, Raine expanded in an essay that appeared in the
online journal, Bad Subjects, on her frustration within the service industry and what good service really
means.
Good service in the coffee industry does not require much skill these days. Most people are
usually talking on their cell phone while ordering their daily coffee and pastry while also paying and then
out as fast as they walked into the café probably not even noticing or acknowledging any interaction
with the people serving. The coffee sector has recognized this and has set up the counters as linear
coffee bars that act the same as an assembly line. The workers are trained and assigned specific jobs in
the coffee preparing process, such as taking the order, handling the money, making the drink, to
delivery. This makes the interaction with the customer very limited, mostly just seconds. This is where
Raine feels some of the problem with the customer and server interaction. Although this is the most
effective and efficient way of working, Raine describes productive work as “dreary and repetitive” (359).
Since the 1960’s companies have been branding themselves with the quality of having “good
service” distinguishing them from the rest of the competition. Raines explains that in good service there
is an exchange between two parties: “the ‘we’ that gladly serves and the ‘you’ that happily receives,”
but also a third party, the boss, which is the ultimate decider on exactly what good service will be (360).
Companies in the service industry must market their products on servers’ friendliness; therefore
it is monitored and controlled from the people on top. Raine notes that cafés “layouts and management
styles” help create a cozy atmosphere that plays a factor in good service, but in a way that will not
disrupt the output (361). In Raine’s essay, she gives the example of an employee Starbucks has
branded; “The happy, wholesome perfume-free barista” (361). She points out that the company offers
workers stock options, health insurance, dental plans, as well as other perks of discounts and giveaways,
while also using moving personal accounts from workers who “never deemed corporate America could
care so much” (362). Raines also adds that the company does not give into unionization and although
the company pay.
SAMPLEExecutive Summary The following report is an evalua.docxagnesdcarey33086
SAMPLE:
Executive Summary
The following report is an evaluation of multiple facets of the Uruguayan economy, its overall investment attractiveness, and feasibility of doing business. After conducting research and analysis on the country in areas such as legal frameworks, fiscal policy, trade relations, infrastructure, housing, and monetary policy, Uruguay proves to be an economy of strong opportunity when evaluated against its regional/continental partners, but with significant and pressing challenges that would place the nation lower when considered at a global level. The national government and political system are proven to be stable, offering legal protections and investment frameworks that are comparable to developed economies. As a member of MERCOSUR and independently, Uruguay has ratified trade agreements, particularly with developed nations and Latin America, in a variety of structures, namely goods, services, investment promotion and protection, public procurement, and double taxation avoidance. The country offers valuable exports, and derives its imports significantly from MERCOSUR members in which people, goods, and currency are permitted to move freely. Uruguay has shown strong numbers in growth, particularly GDP and unemployment rate. Having reacted appropriately to an economic and banking crisis in the early 2000s, Uruguay was one of the few countries that was not significantly impacted by the 2008-09 economic crisis. The housing market has also seen considerable growth and looks to continue growing as the level of foreign direct investment in construction increases. Challenges that have limited the country and are foreseeable as continuing to limit Uruguay’s attractiveness include a public banking system that offers limited access to credit, undesired volatility in prime rate lending, seemingly unsustainable fiscal policy, and a lack of coordination in monetary and exchange rate policies. Given the widespread availability and transparency of information on the country and having taken all these factors into consideration, we determine Uruguay to be one of best investment opportunities in terms of a Latin American scope, but as still significantly behind developed economies. A total score of 30.5 points out of a possible 55 was assigned.
Description and Analysis of Each Measured Attribute
A.1 Government Expenditure, Tax System, Rule of Law, and Education System - 2/5; This ranking reflects Uruguay’s controlled government spending and competitive tax rate. The tax free zones are a great way to incentivize companies to operating in Uruguay. However, it does take into account the difficult experiences that corporations undergo in paying taxes. Uruguay benefits from a mature democracy with a stable political system and independent judiciary system. Uruguay has a well-established education system that provides free education and equal access to all students through the university level. However, the socioeconomic gap become.
Sample Student Industry AnalysisExecutive SummaryCom.docxagnesdcarey33086
Sample Student Industry Analysis
Executive Summary
Company Description
Seg and Cycle the City is a Koblenz, Germany based company specializing in offering rentals for recreational vehicles (Segways, bikes, tandems and inline skates), guiding and informational services to mainly tourists, locals and their visitors, students or for event entertainment purposes. The company will begin operations in April, 2010, as a Limited Liability Company (Unternehmensgesellschaft). The company will take advantage of the increasing popularity of Segway scooters: two-wheeled, self-balancing electric vehicles invented by Dean Kamen in 2001, as a new, more exiting and relaxing alternative to walking tours for tourists to enjoy the sights and atmosphere of the city. Also, the company will provide high quality MP3 Audio-City Guides to capture the large number of visitors who are more independent-minded, not willing to participate in guiding services offered by the tourism board of Koblenz and thereby gain significant market share.
Mission Statement
“Seg and Cycle the City is a speciality tour operator committed to providing a unique, entertaining, memorable and educational experience of the city that meets the needs of both kinds of tourists: those who seek a guided experience and those who are more independent minded.
We will take pride in doing our best to present our city tour in a memorable way and leave our customers with the image that Koblenz is a place to go back to. We will achieve this by building strong personal relationships with our customers during our guided tours and by suggesting journeys for the individual exploration.
As an advocate for sustainability, we want to promote the use of environmentally friendly transportation devices and, thereby, improve the image of our beloved city. We will also fulfil this mission of sustainability by providing an affordable opportunity for college students to rent a bike.”
Industry Analysis & Trends
The services provided by Seg and Cycle the City as a player in the service industry are affected by the developments in the recreational and sports equipment rental trade and by developments in the city and bike tourism industry in Germany, Rhineland Palatinate and, specifically, Koblenz.
Size and Growth
The personal service industry in Germany generally shows a stable performance with relatively stable revenue regardless of the difficult economic situation. A high employment rate, increased wages, and a decreasing inflation rate have increased disposable income, which especially benefits the leisure industry (German Chamber of Commerce e.V).The following graph shows that the service industry (blue line), as the leading sector concerning economic added value in the Koblenz (including surrounding communities) underwent major growth compared to other main sectors from 1992 to 2005. Since 2004, growth rate appears to be stable and rather low, but remains in a leading position.
Travel Germany, Rhineland-Pa.
SAMPLING MEAN DEFINITION The term sampling mean is.docxagnesdcarey33086
The document provides definitions and explanations of statistical concepts including:
- Sampling mean, which is an estimate of the population mean based on a sample.
- Sample variance, which measures the spread or variation of values in a sample from the sample mean.
- Standard deviation, which is the square root of the sample variance and measures how dispersed the values are from the mean.
- Hypothesis testing, which determines the validity of claims about a population by distinguishing rare events that occur by chance from those unlikely to occur by chance.
- Decision trees, which use a tree structure to systematically layout and analyze decisions and their potential consequences.
SAMPLING MEANDEFINITIONThe term sampling mean is a stati.docxagnesdcarey33086
SAMPLING MEAN:
DEFINITION:
The term sampling mean is a statistical term used to describe the properties of statistical distributions. In statistical terms, the sample meanfrom a group of observations is an estimate of the population mean. Given a sample of size n, consider n independent random variables X1, X2... Xn, each corresponding to one randomly selected observation. Each of these variables has the distribution of the population, with mean and standard deviation. The sample mean is defined to be
WHAT IT IS USED FOR:
It is also used to measure central tendency of the numbers in a database. It can also be said that it is nothing more than a balance point between the number and the low numbers.
HOW TO CALCULATE IT:
To calculate this, just add up all the numbers, then divide by how many numbers there are.
Example: what is the mean of 2, 7, and 9?
Add the numbers: 2 + 7 + 9 = 18
Divide by how many numbers (i.e., we added 3 numbers): 18 ÷ 3 = 6
So the Mean is 6
SAMPLE VARIANCE:
DEFINITION:
The sample variance, s2, is used to calculate how varied a sample is. A sample is a select number of items taken from a population. For example, if you are measuring American people’s weights, it wouldn’t be feasible (from either a time or a monetary standpoint) for you to measure the weights of every person in the population. The solution is to take a sample of the population, say 1000 people, and use that sample size to estimate the actual weights of the whole population.
WHAT IT IS USED FOR:
The sample variance helps you to figure out the spread out in the data you have collected or are going to analyze. In statistical terminology, it can be defined as the average of the squared differences from the mean.
HOW TO CALCULATE IT:
Given below are steps of how a sample variance is calculated:
· Determine the mean
· Then for each number: subtract the Mean and square the result
· Then work out the mean of those squared differences.
To work out the mean, add up all the values then divide by the number of data points.
First add up all the values from the previous step.
But how do we say "add them all up" in mathematics? We use the Roman letter Sigma: Σ
The handy Sigma Notation says to sum up as many terms as we want.
· Next we need to divide by the number of data points, which is simply done by multiplying by "1/N":
Statistically it can be stated by the following:
·
· This value is the variance
EXAMPLE:
Sam has 20 Rose Bushes.
The number of flowers on each bush is
9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
Work out the sample variance
Step 1. Work out the mean
In the formula above, μ (the Greek letter "mu") is the mean of all our values.
For this example, the data points are: 9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
The mean is:
(9+2+5+4+12+7+8+11+9+3+7+4+12+5+4+10+9+6+9+4) / 20 = 140/20 = 7
So:
μ = 7
Step 2. Then for each number: subtract the Mean and square the result
This is t.
sampleReportt.docx
Power Electronics
Contents Comment by adtaylor: This table of contents is clear and precise: I can see the flow of ideas and were the report will go
1.1 Introduction 2
1.2 Aim 2
1.3 Objectives 2
2.1 Diode Origins 3
2.1.1 Early Diodes 3
2.1.2 Thermionic Diodes 3-4
2.1.3 Crystal Diodes 4
2.2 Diode Fundamentals 5
2.2.1 Semiconductors 5
2.2.2 Doping 5-6
2.2.3 PN Junctions 6
2.2.4 Forward and Reverse Bias 7
2.3 Diode Operation 8
2.3.1 PN Junction Diode 8
2.3.2 Diode DC Operation 9
2.3.3 Diode AC Operation 10
2.4 Full Wave Bridge Rectification 11
2.4.1 Bridge Configuration 11
2.4.2 Diode Conduction Pairing 11
2.5 Three Phase Full Wave Bridge Rectification 12
2.5.1 Bridge Configuration 12
2.5.2 Diode Conduction Sequence 12-14
2.5.3 Output Voltage and current characteristics 14-15
3 Lab Report 16
3.1 Lab Report Objectives 16
3.2 Lab Report important notes 16
3.3 Output Signal 17
3.4 Output Signal (D1 removed) 18
3.5 Output Signal (D5 removed) 19
3.6 Output Signal (D6 removed) 20
4 Results, Comparisons and Discussions 21-22
5 Conclusions 23
6 References 24
1.1 Introduction
1. Rectifiers are electrical devices that convert an AC supply into a DC output through a process known as rectification. The theory of rectification has been around for over one hundred years, when early discoveries uncovered the unidirectional current flow (polarity dependent) in vacuum valves and crystal (solid state) devices. These devices were known as rectifiers; however the naming convention was changed in 1919 to diode. The name diode was derived from the Greek words ‘dia’ (through) and ‘ode’ (path). Comment by adtaylor: I don’t really think this sort of thing is necessary: the project report is supposed to be on investigating these devices or technology, not its 100 year old history.
When the marker sees this sort of thing, the first thing that springs to mind is that the student is padding out their report. It is very clear when this happens
2. Diodes are commonly known as switching devices; however due to there complex non-linear voltage and current characteristics, there applications have become numerous depending on the PN junction construction. Some special diode applications are as follows: Comment by adtaylor: This is good in an introduction, giving the reader some background on the device and what it does: this is the objective of this report after all
a. Voltage regulator (Zener diodes),
b. Tuners (Varactor diodes),
c. RF oscillators (Tunnel diodes), and
d. Light emitters (LED’s).
1.2 Aim
1. To observe the operation of a three phase uncontrolled rectifier circuit with a purely resistive load. Comment by adtaylor: This aim i.
Sample Investment PropertyAverage InlandSan Diego HomeASSUMPTION.docxagnesdcarey33086
This document provides a 30-year pro forma analysis of an investment property in San Diego, California. It outlines key assumptions and projected financial details including purchase price, loan amounts, rental income, operating expenses, debt service, cash flows, taxes, and projected property value over 30 years. The analysis estimates an after-tax cash flow of $36,359.19 in year 1 and projected property value growth from $500,000 to nearly $1,000,000 over the 30-year period.
SAMPLE Project (Answers and explanations are in red)I opened t.docxagnesdcarey33086
SAMPLE Project (Answers and explanations are in red)
I opened the Week 1 Project from Doc Sharing.
Projects
Project 1: Working With the Data Editor.
Downloading Statdisk
1) First go to the website at www.statdisk.org and then scroll down to the bottom of the page to download
the Statdisk program version 11.1.0. by clicking on the windows or the MAC version.
I went to www.statdisk.org and downloaded the statdisk 11.1.0 windows version.
Download Statdisk Version 11.1.0
Statdisk 11.1.0 Windows 2K, XP, Vista
Statdisk 11.1.0 OSX
See the included ReadMe.txt file for details.
Open A Saved Data File
2) After you have opened the Statdisk program, go to Datasets and then Elementary Stats, 9th Edition.
Open the file named SUGAR. The data will appear in column 1 in the Sample Editor.
I opened the statdisk program, went to Datasets, then Elementary Stats, 9th edition and opened the Sugar file.
Copy and Paste a Data File
3) Make a copy of the data values listed in column 1. Paste the data files into column 2. Re-name the title
of column 2 to COPY.
I went to Copy and then selected column 1. I then selected copy. Then I clicked on Paste and chose column 2. I then had 2 identical columns of the Sugar data.
Sorting Data Values
4) Make another copy of the data values listed in column 1 and paste those into column 3. Then sort only
the data values in column 3. Label the column SORT.
I selected Copy and clicked on column 1 and then pasted them into column 3. I clicked on Sort and then selected column 3.
Entering a Set of Data Values
5) Manually enter all of the data values listed below into column 4 in the Statdisk editor. Type all of the data values into the one column in vertical fashion like the other data values are listed in the other columns. It does not matter what order you input the data values. Label the data values with the name of IQ.
I typed the following data into column 4.
83
56
43
65
74
28
88
77
74
51
65
46
55
66
35
75
54
63
74
48
37
57
37
62
32
48
43
52
52
61
80
75
54
45
44
60
65
44
33
32
41
52
38
62
74
74
46
37
37
39
6) What are some of the problems that could occur when entering data values into a statistics technology
editor?
Problems that could occur when entering data values into a statistics technology editor include ………………………………………………………………………..
Sample Transformation
7) Go to the Data menu then select Sample Transformations to add 100 to all of the data values in column 4 and then paste them into column 5.
I went to the Data menu and ……………………………………………………………………………..
Classifying Variables
8) Would the grams of sugar data in column 1 be considered a sample or a population?
The grams of sugar data in column 1 would be considered a ……………..
9) State whether the sugar variable is qualitative or quantitative?
The sugar variable is ……………………………..
10) State whether the sugar variable is discrete, continuous or neither?.
Sample Questions to Ask During an Informational Interview .docxagnesdcarey33086
Sample Questions to Ask During an Informational Interview
You will not have time to ask all of the questions that you will want to ask the interviewee. Remember to
focus on the ones you feel will be most useful to you personally. Pick10-15 to use as a guideline but leave
room for the possibility that other questions will develop from your conversation.
x What is your job like?
o A typical day?
o What do you do? What are the duties/functions/responsibilities of your job?
o What kind of problems do you deal with?
o What kinds of decisions do you make?
o What percentage of your time is spent doing what?
o How does the time use vary? Are there busy and slow times or is the work activity fairly
constant?
x Why did this type of work interest you and how did you get started?
x How did you get your job? What jobs and experiences have led you to your present position?
x Can you suggest some ways a student could obtain this necessary experience?
x What are the most important personal satisfactions and dissatisfactions connected with your
occupation? What part of this job do you personally find most satisfying? Most challenging?
What do you like and not like about working in this industry?
x What things did you do before you entered this occupation?
o Which have been most helpful?
o What other jobs can you get with the same background?
x What are the various jobs in this field or organization?
x Why did you decide to work for this company?
x What do you like most about this company?
x How does your company differ from its competitors?
x Are you optimistic about the company’s future and your future with the company?
x What does the company do to contribute to its employees’ professional development?
x How does the company make use of technology for internal communication and outside
marketing?
x What sorts of changes are occurring in your occupation?
x How does a person progress in your field? What is a typical career path in this field or
organization?
o What is the best way to enter this occupation?
o What are the advancement opportunities?
o What are the major qualifications for success in this occupation?
x What are the skills that are most important for a position in this field?
x What particular skills or talents are most essential to be effective in your job? How did you learn
these skills? Did you enter this position through a formal training program? How can I evaluate
whether or not I have the necessary skills for a position such as yours?
x How would you describe the working atmosphere and the people with whom you work?
x What can you tell me about the corporate culture?
x Is there flexibility related to dress, work hours, vacation schedule, place of residence, etc.?
x What work-related values are strongest in this type of work (security, high income, variety,
independence)?
x If you job progresses as you like, what would be the next step in your career?
Kori Ryerson
Though these a.
Sample Table.pdfTopic RatingPatients Goal Able to walk .docxagnesdcarey33086
This document provides information about assessing body composition and circumference measurements. It discusses calculating BMI from height and weight measurements and interpreting the results. Abdominal circumference is highlighted as an important indicator of health risk. Standard procedures for measuring circumferences at various body sites are outlined. The waist-to-hip ratio is also described as a method for assessing body fat distribution and health risk. Cut-off values for high health risk based on waist-to-hip ratio and age/gender are provided.
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Sample Summaries of Emily Raine’s Why Should I Be Nice to You.docxagnesdcarey33086
Sample Summaries of Emily Raine’s “Why Should I Be Nice to You”
Sample Summary 1
Most people at some point in their life have worked in the service industry. This particular
industry can be quite satisfying whether it be working in fine dining, as a cocktail waitress, or at a local
diner, but for Emily Raine, who had done all of these things, the only place she ever felt “whipped” was
working as a barista at one of largest specialty coffee chains in the world (358). Raine is bothered by
how the café industry has set up the impersonal server/customer relationship and feels the best way to
solve the issue is be to “be rude” (365). In 2005, Raine expanded in an essay that appeared in the
online journal, Bad Subjects, on her frustration within the service industry and what good service really
means.
Good service in the coffee industry does not require much skill these days. Most people are
usually talking on their cell phone while ordering their daily coffee and pastry while also paying and then
out as fast as they walked into the café probably not even noticing or acknowledging any interaction
with the people serving. The coffee sector has recognized this and has set up the counters as linear
coffee bars that act the same as an assembly line. The workers are trained and assigned specific jobs in
the coffee preparing process, such as taking the order, handling the money, making the drink, to
delivery. This makes the interaction with the customer very limited, mostly just seconds. This is where
Raine feels some of the problem with the customer and server interaction. Although this is the most
effective and efficient way of working, Raine describes productive work as “dreary and repetitive” (359).
Since the 1960’s companies have been branding themselves with the quality of having “good
service” distinguishing them from the rest of the competition. Raines explains that in good service there
is an exchange between two parties: “the ‘we’ that gladly serves and the ‘you’ that happily receives,”
but also a third party, the boss, which is the ultimate decider on exactly what good service will be (360).
Companies in the service industry must market their products on servers’ friendliness; therefore
it is monitored and controlled from the people on top. Raine notes that cafés “layouts and management
styles” help create a cozy atmosphere that plays a factor in good service, but in a way that will not
disrupt the output (361). In Raine’s essay, she gives the example of an employee Starbucks has
branded; “The happy, wholesome perfume-free barista” (361). She points out that the company offers
workers stock options, health insurance, dental plans, as well as other perks of discounts and giveaways,
while also using moving personal accounts from workers who “never deemed corporate America could
care so much” (362). Raines also adds that the company does not give into unionization and although
the company pay.
SAMPLEExecutive Summary The following report is an evalua.docxagnesdcarey33086
SAMPLE:
Executive Summary
The following report is an evaluation of multiple facets of the Uruguayan economy, its overall investment attractiveness, and feasibility of doing business. After conducting research and analysis on the country in areas such as legal frameworks, fiscal policy, trade relations, infrastructure, housing, and monetary policy, Uruguay proves to be an economy of strong opportunity when evaluated against its regional/continental partners, but with significant and pressing challenges that would place the nation lower when considered at a global level. The national government and political system are proven to be stable, offering legal protections and investment frameworks that are comparable to developed economies. As a member of MERCOSUR and independently, Uruguay has ratified trade agreements, particularly with developed nations and Latin America, in a variety of structures, namely goods, services, investment promotion and protection, public procurement, and double taxation avoidance. The country offers valuable exports, and derives its imports significantly from MERCOSUR members in which people, goods, and currency are permitted to move freely. Uruguay has shown strong numbers in growth, particularly GDP and unemployment rate. Having reacted appropriately to an economic and banking crisis in the early 2000s, Uruguay was one of the few countries that was not significantly impacted by the 2008-09 economic crisis. The housing market has also seen considerable growth and looks to continue growing as the level of foreign direct investment in construction increases. Challenges that have limited the country and are foreseeable as continuing to limit Uruguay’s attractiveness include a public banking system that offers limited access to credit, undesired volatility in prime rate lending, seemingly unsustainable fiscal policy, and a lack of coordination in monetary and exchange rate policies. Given the widespread availability and transparency of information on the country and having taken all these factors into consideration, we determine Uruguay to be one of best investment opportunities in terms of a Latin American scope, but as still significantly behind developed economies. A total score of 30.5 points out of a possible 55 was assigned.
Description and Analysis of Each Measured Attribute
A.1 Government Expenditure, Tax System, Rule of Law, and Education System - 2/5; This ranking reflects Uruguay’s controlled government spending and competitive tax rate. The tax free zones are a great way to incentivize companies to operating in Uruguay. However, it does take into account the difficult experiences that corporations undergo in paying taxes. Uruguay benefits from a mature democracy with a stable political system and independent judiciary system. Uruguay has a well-established education system that provides free education and equal access to all students through the university level. However, the socioeconomic gap become.
Sample Student Industry AnalysisExecutive SummaryCom.docxagnesdcarey33086
Sample Student Industry Analysis
Executive Summary
Company Description
Seg and Cycle the City is a Koblenz, Germany based company specializing in offering rentals for recreational vehicles (Segways, bikes, tandems and inline skates), guiding and informational services to mainly tourists, locals and their visitors, students or for event entertainment purposes. The company will begin operations in April, 2010, as a Limited Liability Company (Unternehmensgesellschaft). The company will take advantage of the increasing popularity of Segway scooters: two-wheeled, self-balancing electric vehicles invented by Dean Kamen in 2001, as a new, more exiting and relaxing alternative to walking tours for tourists to enjoy the sights and atmosphere of the city. Also, the company will provide high quality MP3 Audio-City Guides to capture the large number of visitors who are more independent-minded, not willing to participate in guiding services offered by the tourism board of Koblenz and thereby gain significant market share.
Mission Statement
“Seg and Cycle the City is a speciality tour operator committed to providing a unique, entertaining, memorable and educational experience of the city that meets the needs of both kinds of tourists: those who seek a guided experience and those who are more independent minded.
We will take pride in doing our best to present our city tour in a memorable way and leave our customers with the image that Koblenz is a place to go back to. We will achieve this by building strong personal relationships with our customers during our guided tours and by suggesting journeys for the individual exploration.
As an advocate for sustainability, we want to promote the use of environmentally friendly transportation devices and, thereby, improve the image of our beloved city. We will also fulfil this mission of sustainability by providing an affordable opportunity for college students to rent a bike.”
Industry Analysis & Trends
The services provided by Seg and Cycle the City as a player in the service industry are affected by the developments in the recreational and sports equipment rental trade and by developments in the city and bike tourism industry in Germany, Rhineland Palatinate and, specifically, Koblenz.
Size and Growth
The personal service industry in Germany generally shows a stable performance with relatively stable revenue regardless of the difficult economic situation. A high employment rate, increased wages, and a decreasing inflation rate have increased disposable income, which especially benefits the leisure industry (German Chamber of Commerce e.V).The following graph shows that the service industry (blue line), as the leading sector concerning economic added value in the Koblenz (including surrounding communities) underwent major growth compared to other main sectors from 1992 to 2005. Since 2004, growth rate appears to be stable and rather low, but remains in a leading position.
Travel Germany, Rhineland-Pa.
SAMPLING MEAN DEFINITION The term sampling mean is.docxagnesdcarey33086
The document provides definitions and explanations of statistical concepts including:
- Sampling mean, which is an estimate of the population mean based on a sample.
- Sample variance, which measures the spread or variation of values in a sample from the sample mean.
- Standard deviation, which is the square root of the sample variance and measures how dispersed the values are from the mean.
- Hypothesis testing, which determines the validity of claims about a population by distinguishing rare events that occur by chance from those unlikely to occur by chance.
- Decision trees, which use a tree structure to systematically layout and analyze decisions and their potential consequences.
SAMPLING MEANDEFINITIONThe term sampling mean is a stati.docxagnesdcarey33086
SAMPLING MEAN:
DEFINITION:
The term sampling mean is a statistical term used to describe the properties of statistical distributions. In statistical terms, the sample meanfrom a group of observations is an estimate of the population mean. Given a sample of size n, consider n independent random variables X1, X2... Xn, each corresponding to one randomly selected observation. Each of these variables has the distribution of the population, with mean and standard deviation. The sample mean is defined to be
WHAT IT IS USED FOR:
It is also used to measure central tendency of the numbers in a database. It can also be said that it is nothing more than a balance point between the number and the low numbers.
HOW TO CALCULATE IT:
To calculate this, just add up all the numbers, then divide by how many numbers there are.
Example: what is the mean of 2, 7, and 9?
Add the numbers: 2 + 7 + 9 = 18
Divide by how many numbers (i.e., we added 3 numbers): 18 ÷ 3 = 6
So the Mean is 6
SAMPLE VARIANCE:
DEFINITION:
The sample variance, s2, is used to calculate how varied a sample is. A sample is a select number of items taken from a population. For example, if you are measuring American people’s weights, it wouldn’t be feasible (from either a time or a monetary standpoint) for you to measure the weights of every person in the population. The solution is to take a sample of the population, say 1000 people, and use that sample size to estimate the actual weights of the whole population.
WHAT IT IS USED FOR:
The sample variance helps you to figure out the spread out in the data you have collected or are going to analyze. In statistical terminology, it can be defined as the average of the squared differences from the mean.
HOW TO CALCULATE IT:
Given below are steps of how a sample variance is calculated:
· Determine the mean
· Then for each number: subtract the Mean and square the result
· Then work out the mean of those squared differences.
To work out the mean, add up all the values then divide by the number of data points.
First add up all the values from the previous step.
But how do we say "add them all up" in mathematics? We use the Roman letter Sigma: Σ
The handy Sigma Notation says to sum up as many terms as we want.
· Next we need to divide by the number of data points, which is simply done by multiplying by "1/N":
Statistically it can be stated by the following:
·
· This value is the variance
EXAMPLE:
Sam has 20 Rose Bushes.
The number of flowers on each bush is
9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
Work out the sample variance
Step 1. Work out the mean
In the formula above, μ (the Greek letter "mu") is the mean of all our values.
For this example, the data points are: 9, 2, 5, 4, 12, 7, 8, 11, 9, 3, 7, 4, 12, 5, 4, 10, 9, 6, 9, 4
The mean is:
(9+2+5+4+12+7+8+11+9+3+7+4+12+5+4+10+9+6+9+4) / 20 = 140/20 = 7
So:
μ = 7
Step 2. Then for each number: subtract the Mean and square the result
This is t.
sampleReportt.docx
Power Electronics
Contents Comment by adtaylor: This table of contents is clear and precise: I can see the flow of ideas and were the report will go
1.1 Introduction 2
1.2 Aim 2
1.3 Objectives 2
2.1 Diode Origins 3
2.1.1 Early Diodes 3
2.1.2 Thermionic Diodes 3-4
2.1.3 Crystal Diodes 4
2.2 Diode Fundamentals 5
2.2.1 Semiconductors 5
2.2.2 Doping 5-6
2.2.3 PN Junctions 6
2.2.4 Forward and Reverse Bias 7
2.3 Diode Operation 8
2.3.1 PN Junction Diode 8
2.3.2 Diode DC Operation 9
2.3.3 Diode AC Operation 10
2.4 Full Wave Bridge Rectification 11
2.4.1 Bridge Configuration 11
2.4.2 Diode Conduction Pairing 11
2.5 Three Phase Full Wave Bridge Rectification 12
2.5.1 Bridge Configuration 12
2.5.2 Diode Conduction Sequence 12-14
2.5.3 Output Voltage and current characteristics 14-15
3 Lab Report 16
3.1 Lab Report Objectives 16
3.2 Lab Report important notes 16
3.3 Output Signal 17
3.4 Output Signal (D1 removed) 18
3.5 Output Signal (D5 removed) 19
3.6 Output Signal (D6 removed) 20
4 Results, Comparisons and Discussions 21-22
5 Conclusions 23
6 References 24
1.1 Introduction
1. Rectifiers are electrical devices that convert an AC supply into a DC output through a process known as rectification. The theory of rectification has been around for over one hundred years, when early discoveries uncovered the unidirectional current flow (polarity dependent) in vacuum valves and crystal (solid state) devices. These devices were known as rectifiers; however the naming convention was changed in 1919 to diode. The name diode was derived from the Greek words ‘dia’ (through) and ‘ode’ (path). Comment by adtaylor: I don’t really think this sort of thing is necessary: the project report is supposed to be on investigating these devices or technology, not its 100 year old history.
When the marker sees this sort of thing, the first thing that springs to mind is that the student is padding out their report. It is very clear when this happens
2. Diodes are commonly known as switching devices; however due to there complex non-linear voltage and current characteristics, there applications have become numerous depending on the PN junction construction. Some special diode applications are as follows: Comment by adtaylor: This is good in an introduction, giving the reader some background on the device and what it does: this is the objective of this report after all
a. Voltage regulator (Zener diodes),
b. Tuners (Varactor diodes),
c. RF oscillators (Tunnel diodes), and
d. Light emitters (LED’s).
1.2 Aim
1. To observe the operation of a three phase uncontrolled rectifier circuit with a purely resistive load. Comment by adtaylor: This aim i.
Sample Investment PropertyAverage InlandSan Diego HomeASSUMPTION.docxagnesdcarey33086
This document provides a 30-year pro forma analysis of an investment property in San Diego, California. It outlines key assumptions and projected financial details including purchase price, loan amounts, rental income, operating expenses, debt service, cash flows, taxes, and projected property value over 30 years. The analysis estimates an after-tax cash flow of $36,359.19 in year 1 and projected property value growth from $500,000 to nearly $1,000,000 over the 30-year period.
SAMPLE Project (Answers and explanations are in red)I opened t.docxagnesdcarey33086
SAMPLE Project (Answers and explanations are in red)
I opened the Week 1 Project from Doc Sharing.
Projects
Project 1: Working With the Data Editor.
Downloading Statdisk
1) First go to the website at www.statdisk.org and then scroll down to the bottom of the page to download
the Statdisk program version 11.1.0. by clicking on the windows or the MAC version.
I went to www.statdisk.org and downloaded the statdisk 11.1.0 windows version.
Download Statdisk Version 11.1.0
Statdisk 11.1.0 Windows 2K, XP, Vista
Statdisk 11.1.0 OSX
See the included ReadMe.txt file for details.
Open A Saved Data File
2) After you have opened the Statdisk program, go to Datasets and then Elementary Stats, 9th Edition.
Open the file named SUGAR. The data will appear in column 1 in the Sample Editor.
I opened the statdisk program, went to Datasets, then Elementary Stats, 9th edition and opened the Sugar file.
Copy and Paste a Data File
3) Make a copy of the data values listed in column 1. Paste the data files into column 2. Re-name the title
of column 2 to COPY.
I went to Copy and then selected column 1. I then selected copy. Then I clicked on Paste and chose column 2. I then had 2 identical columns of the Sugar data.
Sorting Data Values
4) Make another copy of the data values listed in column 1 and paste those into column 3. Then sort only
the data values in column 3. Label the column SORT.
I selected Copy and clicked on column 1 and then pasted them into column 3. I clicked on Sort and then selected column 3.
Entering a Set of Data Values
5) Manually enter all of the data values listed below into column 4 in the Statdisk editor. Type all of the data values into the one column in vertical fashion like the other data values are listed in the other columns. It does not matter what order you input the data values. Label the data values with the name of IQ.
I typed the following data into column 4.
83
56
43
65
74
28
88
77
74
51
65
46
55
66
35
75
54
63
74
48
37
57
37
62
32
48
43
52
52
61
80
75
54
45
44
60
65
44
33
32
41
52
38
62
74
74
46
37
37
39
6) What are some of the problems that could occur when entering data values into a statistics technology
editor?
Problems that could occur when entering data values into a statistics technology editor include ………………………………………………………………………..
Sample Transformation
7) Go to the Data menu then select Sample Transformations to add 100 to all of the data values in column 4 and then paste them into column 5.
I went to the Data menu and ……………………………………………………………………………..
Classifying Variables
8) Would the grams of sugar data in column 1 be considered a sample or a population?
The grams of sugar data in column 1 would be considered a ……………..
9) State whether the sugar variable is qualitative or quantitative?
The sugar variable is ……………………………..
10) State whether the sugar variable is discrete, continuous or neither?.
Sample Questions to Ask During an Informational Interview .docxagnesdcarey33086
Sample Questions to Ask During an Informational Interview
You will not have time to ask all of the questions that you will want to ask the interviewee. Remember to
focus on the ones you feel will be most useful to you personally. Pick10-15 to use as a guideline but leave
room for the possibility that other questions will develop from your conversation.
x What is your job like?
o A typical day?
o What do you do? What are the duties/functions/responsibilities of your job?
o What kind of problems do you deal with?
o What kinds of decisions do you make?
o What percentage of your time is spent doing what?
o How does the time use vary? Are there busy and slow times or is the work activity fairly
constant?
x Why did this type of work interest you and how did you get started?
x How did you get your job? What jobs and experiences have led you to your present position?
x Can you suggest some ways a student could obtain this necessary experience?
x What are the most important personal satisfactions and dissatisfactions connected with your
occupation? What part of this job do you personally find most satisfying? Most challenging?
What do you like and not like about working in this industry?
x What things did you do before you entered this occupation?
o Which have been most helpful?
o What other jobs can you get with the same background?
x What are the various jobs in this field or organization?
x Why did you decide to work for this company?
x What do you like most about this company?
x How does your company differ from its competitors?
x Are you optimistic about the company’s future and your future with the company?
x What does the company do to contribute to its employees’ professional development?
x How does the company make use of technology for internal communication and outside
marketing?
x What sorts of changes are occurring in your occupation?
x How does a person progress in your field? What is a typical career path in this field or
organization?
o What is the best way to enter this occupation?
o What are the advancement opportunities?
o What are the major qualifications for success in this occupation?
x What are the skills that are most important for a position in this field?
x What particular skills or talents are most essential to be effective in your job? How did you learn
these skills? Did you enter this position through a formal training program? How can I evaluate
whether or not I have the necessary skills for a position such as yours?
x How would you describe the working atmosphere and the people with whom you work?
x What can you tell me about the corporate culture?
x Is there flexibility related to dress, work hours, vacation schedule, place of residence, etc.?
x What work-related values are strongest in this type of work (security, high income, variety,
independence)?
x If you job progresses as you like, what would be the next step in your career?
Kori Ryerson
Though these a.
Sample Table.pdfTopic RatingPatients Goal Able to walk .docxagnesdcarey33086
This document provides information about assessing body composition and circumference measurements. It discusses calculating BMI from height and weight measurements and interpreting the results. Abdominal circumference is highlighted as an important indicator of health risk. Standard procedures for measuring circumferences at various body sites are outlined. The waist-to-hip ratio is also described as a method for assessing body fat distribution and health risk. Cut-off values for high health risk based on waist-to-hip ratio and age/gender are provided.
SAMPLE QUESTIONExercise 1 Consider the functionf (x,C).docxagnesdcarey33086
SAMPLE QUESTION:
Exercise 1: Consider the function
f (x,C)=
sin(C x)
Cx
(a) Create a vector x with 100 elements from -3*pi to 3*pi. Write f as an inline or anonymous function
and generate the vectors y1 = f(x,C1), y2 = f(x,C2) and y3 = f(x,C3), where C1 = 1, C2 = 2 and
C3 = 3. Make sure you suppress the output of x and y's vectors. Plot the function f (for the three
C's above), name the axis, give a title to the plot and include a legend to identify the plots. Add a
grid to the plot.
(b) Without using inline or anonymous functions write a function+function structure m-file that does
the same job as in part (a)
SAMPLE LAB WRITEUP:
MAT 275 MATLAB LAB 1 NAME: __________________________
LAB DAY and TIME:______________
Instructor: _______________________
Exercise 1
(a)
x = linspace(-3*pi,3*pi); % generating x vector - default value for number
% of pts linspace is 100
f= @(x,C) sin(C*x)./(C*x) % C will be just a constant, no need for ".*"
C1 = 1, C2 = 2, C3 = 3 % Using commans to separate commands
y1 = f(x,C1); y2 = f(x,C2); y3 = f(x,C3); % supressing the y's
plot(x,y1,'b.-', x,y2,'ro-', x,y3,'ks-') % using different markers for
% black and white plots
xlabel('x'), ylabel('y') % labeling the axis
title('f(x,C) = sin(Cx)/(Cx)') % adding a title
legend('C = 1','C = 2','C = 3') % adding a legend
grid on
Command window output:
f =
@(x,C)sin(C*x)./(C*x)
C1 =
1
C2 =
2
C3 =
3
(b)
M-file of structure function+function
function ex1
x = linspace(-3*pi,3*pi); % generating x vector - default value for number
% of pts linspace is 100
C1 = 1, C2 = 2, C3 = 3 % Using commans to separate commands
y1 = f(x,C1); y2 = f(x,C2); y3 = f(x,C3); % function f is defined below
plot(x,y1,'b.-', x,y2,'ro-', x,y3,'ks-') % using different markers for
% black and white plots
xlabel('x'), ylabel('y') % labeling the axis
title('f(x,C) = sin(Cx)/(Cx)') % adding a title
legend('C = 1','C = 2','C = 3') % adding a legend
grid on
end
function y = f(x,C)
y = sin(C*x)./(C*x);
end
Command window output:
C1 =
1
C2 =
2
C3 =
3
Joe Bob
Mon lab: 4:30-6:50
Lab 3
Exercise 1
(a) Create function M-file for banded LU factorization
function [L,U] = luband(A,p)
% LUBAND Banded LU factorization
% Adaptation to LUFACT
% Input:
% A diagonally dominant square matrix
% Output:
% L,U unit lower triangular and upper triangular such that LU=A
n = length(A);
L = eye(n); % ones on diagonal
% Gaussian Elimination
for j = 1:n-1
a = min(j+p.
Sample PowerPoint Flow Week 5Select a current product with which.docxagnesdcarey33086
Sample PowerPoint Flow Week 5
Select a current product with which you are familiar, and pitch a new Integrated Marketing Communication plan (IMC) to your client.
Create a Microsoft PowerPoint presentation of 8-10 slides that includes the following components:
· Identify any considerations you will need to employ to build and maintain the brand and customer loyalty.
· Make a recommendation for an integrated marketing communications program. Include at least three of the five communication channels (Advertising, Sales Promotion, Personal Selling, Direct Marketing, Public Relations).
· First state who the target market is that you are communicating with
· Next discuss each channel of communication individually that you have selected and explain your rationale. State what the purpose of the channel is, give your objectives, and explain the strategy or how you will use this to accomplish the objectives.
-PowerPoint Outline-
Integrated Marketing Communication plan (IMC)
· Background on the product
· Target Market (describe)
· Choose at least 3 Marketing Communications to fit best with your product (most important component is that you can distinguish between the three)
1. Advertising (the purpose of advertising, explain that you know what it is)
· Purpose
· Objectives
· Strategy (How will you do this? TV, Radio, Mag, Internet)
2. Sales Promotion
· Purpose
· Objectives
· (
Only choose 3 of these Marketing Communications
)Strategy
3. Personal Selling
· Purpose
· Objectives
· Strategy
4. Direct Marketing
· Purpose
· Objectives
· Strategy
5. Public Relations
· Purpose
· Objectives
· Strategy
Please remember to include: Identify any considerations you will need to employ to build and maintain the brand and customer loyalty. (Beginning on the Background slide)
(
Remember: Identify any considerations you will need to employ to build and maintain the brand and customer loyalty.
)
Integrated Marketing Communicaitons Plan (title slide)
Background
Background of the product
Communication 3
Target Market
Communication 1
Communication 2
Purpose
Objective
Strategy
Purpose
Objective
Strategy
Purpose
Objective
Strategy
Introduction
.
Sample Of assignmentIntroductionComment by Jane Summers Introd.docxagnesdcarey33086
The document summarizes a reflective paper about an ethical issue that arose in a law firm. There were three main ethical issues: whether to accept the client's claims at face value, whether to properly assess the mental capacity of one individual involved, and whether an independent lawyer should have been involved to avoid conflicts of interest. After drafting the necessary documents, the intended outcome of protecting the grandparents failed, and legal action was taken. Upon reflection, the author realized they took a utilitarian approach that did not properly consider all ethical perspectives or parties' rights. Going forward, they would take a virtue ethics approach to ensure all actions were ethical.
Sample Access Control Policy1.Purpose2.Scope3.Pol.docxagnesdcarey33086
Sample Access Control Policy
1. Purpose
2. Scope
3. Policy
Access control policy
Who and how is authorisation for access to systems and business applications granted?User access
How is access to information systems to be granted (eg passwords etc)?
Who is responsible for monitoring and reviewing access rights?
Who is responsible for removing and notifying of redundant User IDs and accounts and what is the process?
Who is responsible for granting access to systems utilities and privilege management?
How is access and use of systems utilities monitored?User responsibilities
How are users to be educated and made aware of access responsibilities?
What are users’ responsibilities for access and passwords?Network access
Who is responsible for authorising network access (both internally and external connections)?
What is the process for enforced network paths, user authentication for external connection, Node authentication, use of remote diagnostic ports?
How will network domains and groups be segregated?
What network connection controls will be in place – eg. times, type and size of file transfers to external source?Operating system access
How is automatic terminal identification used to authenticate connections to specific locations and portable equipment?
What is the secure logon and logoff process for access?
Are there restrictions on connection times in place?
How will passwords be issued and managed – what are the rules for passwords?
How will systems utilities’ use be controlled? Application access
Who authorises application access eg read, write?
What is the process for authorising access to information when systems share resources, eg. two separate systems are integrated to form a third application or system?Monitoring system access
What system events will be logged, eg. date, IP address, User-IDs, unsuccessful logins, alerts from intrusion detection systems (firewall)?
When and who will review and monitor system logs? And where are they stored?Mobile computing and telecommuting
Outline Agency policy for each type of mobile device – eg. physical storage, personal usage, protection of information held on the device, access mechanisms (eg password), virus protection, backup.
Policy on use of computer equipment for telecommuting, eg. authorisation process, system access, physical security, etc.
Template - Access Control Policy Page 1 of 2 June 06
.
SAMPLE GED 501 RESEARCH PAPERTechnology Based Education How.docxagnesdcarey33086
1) The document discusses how Vygotsky's sociocultural theory of development can guide the use of technology in teaching immigrant and English language learners. 2) It notes that the number of English language learners in US classrooms is rapidly increasing as the number of immigrant students grows. 3) Vygotsky's theory emphasizes that social interaction and culture play important roles in cognitive development, and that instruction should be tailored to students' zones of proximal development to help them progress to more advanced levels.
Sample Action Research Report 1 Effect of Technol.docxagnesdcarey33086
Sample Action Research Report 1
Effect of Technology on Enthusiasm for Learning Science
Jane L. Hollis
Lake City Middle School
Lake City, Florida
ABSTRACT
The effect of technology on students’ enthusiasm for learning science (both at school and
away from school) was investigated. Pre- and post-student and parent surveys, student and
parent written comments, and teacher observations were used to record changes in enthusi-
asm for learning science during a six-week study period.
In this study, I investigated how the integration of technology into my middle school
science curriculum would impact my students’ enthusiasm for learning science. Enthusiasm
for learning science can be defined as the students’ eagerness to participate in science activi-
ties in the classroom, as well as away from school. My motivation for focusing on technol-
ogy was twofold. First, I have had an interest in integrating technology into my students’
studies of science for some time. Secondly, the funding for technological equipment and
software recently became available. During the 1993–1994 school year, my school was
awarded a $115,000 incentive grant to purchase equipment and software and to train
teachers in the use of this software and technological equipment. One of the stipulations of
the grant was that the equipment and software must be for student use.
According to Calvert (1994), American education is a system searching for solutions.
Our children drop out, fail to sustain interest in learning, and perform below capacity. Some
have argued that television is the culprit. Others have argued that computers may be the
answer.
Today’s middle school students have grown up in a technological world with television,
electronic toys, video games, VCRs, cellular phones, and more. They are accustomed to
receiving and processing information through multi-sensory sources.
I wanted to bring technology into my classroom and incorporate it into my science
curriculum using multimedia computer presentations. Barbara ten Brink (1993) noted, “. . .
students look to us [teachers] to prepare them for an increasingly technological world.
Fortunately, with videodiscs, we are meeting the challenge by delivering curriculums in
ways that engage, motivate, and thrill our students.” In this study my students had an
opportunity to use assorted multimedia technology as they explored a segment of a middle
school science curriculum.
THEORETICAL FRAMEWORKS
Learning is an extremely complex human process. During my twenty-four years of teaching
I have used many strategies to enhance student learning and to teach new concepts. I am still
not convinced that I thoroughly understand how children learn. Yet, at this point, I do
believe children learn through experiences. They build on past experiences and previous
knowledge to process new concepts. As children redefine old understandings of concepts
and integrate new experiences into thei.
Sample Case with a report Dawit Zerom, Instructor Cas.docxagnesdcarey33086
Sample Case with a report
Dawit Zerom, Instructor
Case Study: Ft. Myers Home Sales
Due to a crisis in subprime lending, obtaining a mortgage has become difficult even for
people with solid credit. In a report by the Associated Press (August 25, 2007), sales of
existing homes fell for a 5th consecutive month, while home prices dropped for a record
12th month in July 2007. Mayan Horowitz, a research analyst for QuantExperts, wishes to
study how the mortgage crunch has impacted the once booming market of Florida. He
collects data on the sale price (in $1, 000s) of 25 single-family homes in Fort Myers,
Florida, in January 2007 and collects another sample in July 2007. For a valid
comparison, he samples only three bedroom homes, each with 1,500 square feet or less of
space on a lot size of 10, 000 square feet or less.
Excel data are available in Titanium page.
Use the sample information (appropriate descriptive statistics) to address the following
aspects. Your report should not exceed one page.
1. Compare the mean and median in each of the two sample periods.
2. Compare the standard deviation and coefficient of variation in each of the two sample
periods. Also incorporate quartiles.
3. Discuss significant changes in the housing market in Fort Myers over the 6-month
period.
Sample Case with a report
Dawit Zerom, Instructor
Sample Report
The steady stream of dismal housing market statistics lately is a clear indication that the national
real estate market is in a serious crisis. The uncertainty is also forcing lenders to slow down on
their lending, and as a result obtaining a mortgage is becoming increasingly difficult even for
people with solid credit. In light of this situation, Mayan Horowitz conducts a small study to
learn if the national trend also affects the once booming market of Florida by focusing on Fort
Myers, Florida. To see the trend of the housing market over a 6-month period, he obtains price of
25 single family homes in January 2007 and another comparable 25 single family homes in July
2007. Table 1 below shows the most relevant descriptive analysis.
The average home price in January of 2007 was $231, 080 versus $182, 720 in July of the same
year. That is about a 21% drop in the average home price. Also in January, half of the homes
sold for more than $205,000, versus only $180,000 in July (see the median). Since the mean is
more effected by outliers (in this case, a few relatively high prices), the median is an appropriate
measure of central location.
While measures of central location typically represent where the data clusters, these measures do
not relay information about the variability in the data. Both the standard deviation and the
coefficient of variation are higher in January indicating that home prices were more dispersed in
January. Further, while 25% of the houses were sold at the price of $158, 000 or less in Janua.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Saint Joseph’s University - Haub School of BusinessDepartment of.docx
1. Saint Joseph’s University - Haub School of Business
Department of Management
Fall 2009
Krispy Kreme Assignment Questions
In two pages (double-spaced, 1 inch margins, 12 point font),
please answer the following questions.
1. Based on the information in the case, what is Krispy Kreme's
strategy?
2. Did Krispy Kreme execute their strategy successfully?
3. What are the strategic issues that Krispy Kreme must
address?
4. What 2 or 3 objectives would you recommend to Krispy
Kreme, and what strategies for achieving the objectives?
1
8
when I
the
Judi Richardson was KremeKo's
VP of marketing and business
development when lineups for
the doughnuts lined the block.
She was still there when the
crowds disappeared and the
party ended with a thud.
2. This is her story...
PAUL JOSEPH BCBusiness November 2005 3 1
It w a s Friday, April 1 5 , 2 0 0 5 when i got'the caU/it wasn't
imexpected, but it was the end of an adventure embarked upon
with the
enthusiasm of a child. On the other end ofthe speakerphone
were Jimmy
Strickland, senior W of Krispy Kreme Doughnuts; Roly Morris,
president and CEO of KremeKo, the main franchisee in Canada;
and Bob
Vaughn, Krispy Kreme VP and assigned chief restructuring
officer for
KremeKo. "Well,Judi," Roly began. "Do you watch The
Appmtice}"
"No," I responded, "I'm far too busy working to watch much
TV."
"Cute," Roly retorted. "Anyway, this is the call. Tĉ day is your
last day."
Shordy thereafter, Roly himself was gone.
T u r n the clock back four ye îrs to
December 11,2001. It's 5 a.m. and I'm parked
ill a Krispy Kreme P T Cruiser at the buck
entranc'e to the company '̂s 1 oronto PR finn.
In tlie bitter early morning air, boxes of
doughnuts for the day's media drops release a
sweet aroma. Krispy Kreme's first Canadian
and international store is set to open in
Mississauga in less than an hour and my heart
is pounding. Fve got my cellpiione in my hand
but I'm afii-aid to call the store for fear no one's
3. waiting in line. As YP of marketing and
business development, I'd been challenged hy
Robert Fisher, KremeKo's chairman, to
attract record-breaking lines and hit all-dme
sales records. It is in my nature to take the
challenge literally and seriously, and I have. If
no one is in line that means all the plannijig
over the past two years has failed. I slip the
phone back in i7iv' pocket.
At 5:30 a.m., official opening time, I call the
store and to my slight relief, there are rrjughiy
70 people in line. O i e couple, diehard fans of
this crazy phenomenon, have waited the
length of a umter night to buy dozeas of these
200-calorie sugar treats. We have a chance.
Over the course ofthe next day, the crowds
gathered and the line grew to more than two
hours in length. Some fans had driven five
hours and they continued to flock to the store
for weeks, dictating the need for traffic cops
on Mavis Road and staff in the parking lot
directing cars. Media coverage, sparked by
strategic PR campaigns, plus the unheard-of
crowds, was unprecedented. The store was a
zoo ajid we were riding on some major, silver-
lined clouds. W e did break the record -
$70,000-plus our first day and $465,000 in
the first week. W e were off and nmning.
In between tliat highly successful open-
ing and April 15,2005, however, something
went seriously wrong. W e had assembled a
skilled and experienced leadership team.
W ĉ had fomied a company with an entre-
4. preneurial spirit, and the talent and enthu-
siasm to really want to create what we called
'the ultimate Krispy Kreme doughnut-
making theatre experience.' VV
̂ e did a lot of
things well. But we also made some key
mistakes.
looking for an equity opportunity and the
chance to be one of a handflil of people to
build a company. 'I'his was it.
By April 2000, I was on my way to
southern California with Rt)ly and PR exec
Mat Wilcox to scout out Krispy Kreme
stores. We'd written the business plan for the
rights to Krispy Kreme Doughnuts in
Canada and were now ready for a 'pitch'
presentation to Scott Livengood (fonner
CEO of KKD) and the senior executive team.
W e finally made the presentation that
September and were awarded the rights -
eventually to all provinces
except B.C. - in December
2000.
I could write a book on
the lessons 1 learned on that
wild ride between 2000 and
2005; this is just the Coks
I^'otes version. Lesson No. 1:
know thy partners. If you're
entering into a franchise,
licensing or partnership
agreement, such as an area
development agreement like
5. ours, make sure you either
trust die other party or keep
the back d o o r open. W ê
didn't. W e signed a seven-
year agreement that dictated
the number of hot tioughnut
factor)^ stores we had to open
and when. T h e agreement
also outlined the business
model that had to be
followed: 1) open retail hot
doughnut factory stores,
2) launch the fundraising
pn)grain within 60 to 90 days
and ?•) start the off-premises
(wholesale) business 12 to
Not only had we climbed into bed with a group of
individuals more concerned about hitting outrageous
Wall Street growth objectives than building lasting enter-
prises, we didn't stand up and say, This isn't working'
Roly Morris and I had pr
worked together at Starbucks, and during the
three years I ran my consulting finn,
Richardson Management, we pitched some
business together and wrote plans for two
businesses - a candle company and Krispv
Kreme. U l i e n Roly first approached me
about the doughnuts, my initial resjxjnse was
"Are you nuts? T studied nutrition in univer-
sitŷ and skied on the national ski team. Me
and doughnuts?" T h e n I researched the
brand, saw the enormous potential, shelved
the misgivings and got on hoard. I had been
6. 18 months after opening a new market.
Techniailly, if we didn't meet the openings
in terms of number of units and dming, or we
didn't follow' the model, we were in breach of
the agreement and Krispy Kreme could take
control of our private Canadian company.
Lesson No. 2: Ije prepared to challenge
your fi-anchisor or venture partner with your
market knowledge. Fsscndally we were kept in
the dark about declining sales trends in other
U.S. marketji and never got a straight answer
alxjut the impact wholesale business had on
retail. W e were forced to learn from our
3 2 BCBusiness November 2005 PAULJOSEPH
Canadian experienres, which meant that by the
time we saw the negadve impact that whole-
sale sales (through Wal-Mart, Loblaws and
P e t r o - C a n a d a ) had on retail sales and
profitability, we were liehind the plan. W e had
to weigh early learning against the need for
speed in (jpiening new sites and achieving sales
;md unit targets. Sjx^d can Idll. W e ojiened too
many stores, which generated over-capacity
and caused us to chase wholesale sales, setting
a downward sales and profitability spiral in
motion. As a side 'benefit,' we severely
damaged the brand by making the tinique
'hot-oft-the-line, doughnut-maJdng theatre
exjx^rience' inside our stores a secondary'
factor. Tliis eliminated the novelty of Krispy
Kreme through widespread accessibility.
7. Lesson N o . 3: research your business
model aggressively. T b e Krispy Kreme
business model was fundamentally flawed.
T h e 4,500-square-foot stores with a $2.5-
niillion price tag were too big and too
expensive. W e , along with virtually every
other area developer, were struggling to
make the model work. A smaller footprint
with smaller, less costly equipment and
more branded retail distriburion points
might have allowed the cult-like following
to sustain itself with a focus on the fresh,
hot, in-store experience.
Nevertheless, KremeKo's pmhiems were
just part ofthe sdcky mess in which Krispy
Kreme found itself. In August 2003, KKD
had been trading at nearly USS50 on the
XYSK, up from its inidal public offering of
US$21 in 2000. Foitiuic trumpeted Krispy
Kreme as the "hottest brand in the land." By
May 2004, however, then-CEO Scott
I-ivengood was holding low-carb diets
responsible for Krispy Kreme's first loss as a
public company - a good six montKs after tbe
fact, I might add. U.S. Securides and
Exchange C!!ommission inquiries followed,
stock prices plunged and shareholders filed
suit. Throughout tliese unsettling events,
KKD condnued o}iening stores, a record 99
in 2(X)4 alone. In February 2(X)5, the company
announced that the U.S. Attorney's Office in
New York was also getdng involved.
Livengood was gone. By xMay 2005, Krispy
Kreme shares were trading around USS6.
8. So, not only had we climbed into bed with
a group of individuals more concerned alxjut
bitdng outrageous Wall Street growth objec-
dves than building lasting enterprises based on
sound strategic growth, we also didn't stand
up and say, "This isn't w<jrking." VJit did xxy,
but in hindsight we didn't yell loud enough.
We strategically sought wholesale partners
iind set up a great network, but we knew in our
hearts - at least I knew - that we were sound-
ing the death knell for the brand once we
exiiaiided too fer. At our peak, we had 15 hot
doughnut factory stores in Ontario, Quebec
FRASER MILNER C A S G R A I N U P
MONTREAL • OTTAWA • TORONTO • EDMONTON •
OALGARY • VANCOUVER • NEW YORK
BCBusiness November 2005 3 3
and Alberta, three 'fresh shops' (small stores
selling Iresh doughnuts made at a nearby
factory store) in downtown Toronto pliLS 400
off-premises wholesale accounts.
Sdll, we made our own mistakes at
KremeKo, which brings us to a fourth key
entrepreneurial lesson: think big but act
small. W e created a private C a n a d i a n
company and financed our growth through
private investors. T h e n we set ourselves up
as if we were public with an impressive baard
9. of directors and advisory board complete
with audit and governance committees.
U n f o r t u n a t e l y , we u n d e r f u n d e d the
enterprise and eventually had to raise three
Rounds of capital. Private investment is a great
way to finance, but each round cost us tens
of thousands of dolhirs, diluted our equity and
business - as have Air Canada and others -
we would have been in control. W e would
have taken care of our people and our partner
suppliers. W e bad the funds in the bank at
the dme and in hindsight, willing financial
partners in Scodabank and G E Capital.
Unfortunately, we put our trust in KKD
instead and believed beyond hope that all
would be well.
But all was not well and I had known 'the
call' was coming for several weeks. As a mem-
ber of the KremeKo leadership team, I
received not only our sales but also regular
cash-flow information. T h e night before,
Krispy Kreme had stated their intendon to
force our company, KremeKo, into CXl̂ A.
They had been to the Ontario Superior Court
earlier that day and had axed the rest ofthe
Three minutes were all it took to wipe out five years
of exhausting work and a personal investment of hundreds
of thousands of dollars without so much as an
acknowledgement ofthe effort or accomplishments
icfocusetl limited resources on financing
rather than growth and operadons. My take:
a first blush at financial needs ought to be 50
10. per cent bighcr than what your business plan
calls for.
Impressive as a board may be in terms of
individuals - and ours was - unless your plans
are to go public, I'd advise against a Imard of
directors. Instead, tap ijito the exjjerdse and
resources of a solid advisory board. ITiink big
but act small - especially when you truly are
a start-up. This also applies to organizadonal
structure. We built a solid team, but we
ended up having to carry out two layoffs
bef<ire the CCAA (Companies' Creditors
Arrangement Act) restructuring. W e ought
to have delayed some of the infrastructure
and pared back our objccdvcs by building
during or after the growth curve rather than
before it. This doesn't mean that's the opti-
mum approach for all situadons, but it should
be given due consideration. Each layoff was
a blow to the confidence of the young and
enthusiasdc company we'd worked hard to
create from tbe incepdon of KremeKo.
One of the toughest lessons of all
pertained to CCAA itself. Our VP of finance,
Jeff Sarfin, first uttered the Act's name in late
2004 and again early in 2005. At the dme, our
leadership team knew litde about CCAA. W e
ought to have given it significandy more air-
dme. Big warning: identify your nearest
emergency exit. If we'd put ourselves into
CCAA by asking the Ontario Superior Court
for protecdon against creditors while we
restructured what was still a salvageable
11. KremeKo leadership team. I had been to a
local lawyer and knew enough to ask two ques-
dons: did KKD ask the ajurt to pay statutory
terminadon pay and could I see the court
order? Bob Vaughn, KKD's VP and chief
restructuring officer for KremeKo, ans-wered
the quesdons. "No" and "Yes, the order will
be available on the Emst & Young weljsite on
Monday." Roly, who remained my comrade
and ally through the entire ordeal, came back
on and asked if I had any other quesdons. "No
... it was a helluva ride" was all I had to say.
T h e endre call took three minutes.
Krispy Kreme Doughnuts is currendy
being run by Kroll Zolfo Cooper (KZC) -
corporate restructuring specialists also dealing
with Enron. They are ruthless. Thttse three
minutes were all it took to wipe out more than
five years of exhaasdng work antl a personal
investment of hundreds of thousands of dollars
without s<3 much as an acknowledgement of
the effort or the accomplishments. With
BCrispy Kreme/KZC in control, we didn't even
get statutory tenninadon pay let alone
severance. What a lesson that was.
Would I do this again? In a heartiieat. Oh,
I'd do it differendy all right, but it was like
a downhill racing course and I wouldn't have
missed the thrill of that ride. It was an
exhilarating experience during which I
learned an enormous amount, worked with
some fantasdc people, successflilly latinched
and grew a brand, ncgodated some solid deals
and helped create a company from the
12. ground up. I'm lighter in the wallet but older,
wiser and better prepared for the next ride. •
A Healthier Way to Sit
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BCBusiness November 2005 3 5
Abstract (Summary)
In an interview, Mr. [Stephen F. Cooper] blamed Krispy
Kreme's problems, in part, on revenue shortfalls and on
"explosive growth" that had outstripped the company's support
structures. But, he said that if distressed situations at
companies were ranked on a 1-to-10 scale with 10 as "horrible,"
Krispy Kreme "is nowhere near a 10." He said
Krispy Kreme has positive free cash flow, and tremendous
brand equity.
13. Mr. [Scott A. Livengood] couldn't be reached for comment.
Though he has given up even his board seat, he is to be
paid $45,833 a month for at least six months as a Krispy Kreme
consultant. In a memo distributed to employees, Mr.
Livengood called his tenure at Krispy Kreme "an incredible
business and life experience," but said he had "decided
the time has come to explore new possibilities." He added, "I
believe I can best serve Krispy Kreme as an advisor,
consultant and cheerleader."
In recent years, Mr. Livengood cashed in on Krispy Kreme's
expansion, disposing of about 853,000 shares for $32
million, according to Thomson Financial. He still had options
on 1.4 million shares as of yesterday, according to a
securities filing. Mr. Livengood sold 235,500 shares in August
2003, a week after the company's shares hit their all-
time high, despite having said nine months earlier he wouldn't
sell more stock "for at least a year." He has said the
sale was "totally consistent" with the "spirit" of his pledge.
Full Text (1523 words)
Copyright (c) 2005, Dow Jones & Company Inc. Reproduced
with permission of copyright owner. Further
reproduction or distribution is prohibited without permission.
The man who transformed Krispy Kreme Doughnuts Inc. from a
sleepy regional company to a highflying and
growth-hungry national phenomenon was pushed out by
directors amid slumping sales, accounting woes and a
federal probe.
To succeed Chairman and Chief Executive Scott A. Livengood,
who started at Krispy Kreme as a personnel trainee
and became CEO in 1998, the company hired Stephen F.
Cooper, a restructuring expert at turnaround firm Kroll
14. Zolfo Cooper LLC. Mr. Cooper will split his time between
Krispy Kreme and the other troubled company where he is
currently working as an interim CEO: Enron Corp.
With the switch came more bad news, as Krispy Kreme reported
that average weekly sales at its factory stores,
which make doughnuts for retail and wholesale customers,
tumbled 18% in the eight weeks ended Dec. 26 from a
year earlier. The company warned the results could result in a
loss for the current quarter.
Shares of the onetime stock-market darling jumped 10%, or 89
cents, to $9.61 in 4 p.m. trading on the New York
Stock Exchange yesterday. But they closed at an all-time low of
$8.72 just last week. Just 18 months ago, shares
of the doughnut maker, which went public at a price of $5.25
apiece in 2000, were nearing $50 at their all-time high.
In an interview, Mr. Cooper blamed Krispy Kreme's problems,
in part, on revenue shortfalls and on "explosive
growth" that had outstripped the company's support structures.
But, he said that if distressed situations at
companies were ranked on a 1-to-10 scale with 10 as "horrible,"
Krispy Kreme "is nowhere near a 10." He said
Krispy Kreme has positive free cash flow, and tremendous
brand equity.
Yesterday's announcements were the climax of months of
mounting woes for the Winston-Salem, N.C., company.
The regional favorite, founded in 1937, had fewer than 100
stores in 1996 when it opened its first store in
Manhattan, a marketing move that helped its glazed doughnuts
win cult status and fueled torrid growth. Today, it
operates 435 stores in 45 U.S. states and four other countries,
and sells doughnuts in some 20,000 supermarkets,
convenience stores, truck stops and other outside locations.
15. Databases selected: Wall Street Journal
Once-Hot Krispy Kreme Ousts Its CEO Amid Accounting Woes
Mark Maremont and Rick Brooks. Wall Street Journal. (Eastern
edition). New York, N.Y.: Jan 19, 2005. pg. A.1
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But as Krispy Kreme doughnuts became more widely available,
their popularity frittered away. With its sales
dropping, and facing accounting probes from the Securities and
Exchange Commission and a special board
committee, Krispy Kreme warned two weeks ago that it would
restate results for its fiscal year 2004 because of
accounting errors.
Mr. Livengood's exit, decided during a Monday night board
meeting that stretched past midnight, came as the
company negotiated an extension until Jan. 24 on a $150 million
bank credit facility that has been in technical
default since Friday.
While making it clear that the board had acted, Krispy Kreme
said in a statement that Mr. Livengood, 52 years old,
had "retired" as part of a "number of important actions to
address the company's current situation." It also said it
might close some additional stores to stem the bleeding, causing
charges that it said would "largely" be noncash.
16. Mr. Livengood couldn't be reached for comment. Though he has
given up even his board seat, he is to be paid
$45,833 a month for at least six months as a Krispy Kreme
consultant. In a memo distributed to employees, Mr.
Livengood called his tenure at Krispy Kreme "an incredible
business and life experience," but said he had "decided
the time has come to explore new possibilities." He added, "I
believe I can best serve Krispy Kreme as an advisor,
consultant and cheerleader."
Mr. Cooper, 58, said he planned to produce a detailed
turnaround blueprint within 90 days, and expects to have his
first meeting with Krispy Kreme's bankers today. He said he
expects the banks, led by Wachovia Corp., to be
"reasonable" in extending the company's credit line, and argued
that it's in their best interest to do so.
While declining to offer specific actions he might take, Mr.
Cooper said the board's announcement that stores might
need to be closed seemed sensible. "The real issue, if you've got
stores that are marginal . . . is how much effort do
you have to put into them, to fix them," he said. "You have to
separate the good from the not-so-good."
In Mr. Cooper, Krispy Kreme is getting a high-profile
turnaround executive. Besides Enron, Mr. Cooper has worked
on the bankruptcy proceedings of Laidlaw Inc., Morrison
Knudsen Corp., Sunbeam Corp. and Federated
Department Stores Inc., among others.
Mr. Cooper is chairman of Kroll Zolfo Cooper, a unit of risk
consultant Kroll Inc., which was bought last year by
insurance broker Marsh & McLennan Cos. He became Enron's
CEO in early 2002, not long after the energy firm
filed for Chapter 11 bankruptcy protection. He has generally
17. won praise for calming panicky employees, soothing
angry creditors and eventually formulating a plan to split the
company into three smaller parts. Enron officially came
out of bankruptcy in November, but still is cleaning up past
issues and hasn't finished distributing assets.
Mr. Cooper plans to remain interim CEO of Enron as the
restructuring job winds down while running Krispy Kreme.
An Enron spokeswoman declined to comment on his new role. A
spokeswoman for Kroll Zolfo Cooper said it is not
uncommon for one of its executives to juggle two assignments
simultaneously. At the time Mr. Cooper started at
Enron, she noted, he was still vice chairman of Laidlaw, a
transportation company and owner of bus company
Greyhound, which was near to emerging from bankruptcy.
However, Mr. Cooper's dual role later caused a minor stir, when
the SEC objected to the contract that spelled out
what Enron would be paying him and his firm. Among the SEC's
concerns was that Mr. Cooper was a "part-time
acting CEO at a salary of over $1.3 million" while having the
power to hire many of his own associates at high
salaries. The dispute was resolved after Kroll Zolfo Cooper
accepted a less lucrative deal, which the spokeswoman
said was common in bankruptcy cases.
Another Kroll Zolfo Cooper executive, Steven Panagos, will
become Krispy Kreme's president and chief operating
officer, and plans to spend about 80% of his time on the
doughnut retailer.
Krispy Kreme declined to comment on the fee being paid to
Kroll Zolfo Cooper. But in the company's press release,
board member James H. Morgan, who was elected chairman
after Mr. Livengood's departure, said employees,
franchisees, vendors and shareholders "will be excited with the
18. energy, experience and vision which Mr. Cooper
and the KZC team will bring to the company."
Executing a turnaround at Krispy Kreme will be a challenge.
Even if the company buys breathing room by
renegotiating its bank lines, it faces declining average sales at
its own stores and an unhappy and financially
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stressed group of franchisees. Despite its suggestions that it
might close some weak stores, landlords aren't likely
to let the company out of high-priced leases without the
payment of cash, which is not in great supply at Krispy
Kreme.
As of August, Krispy Kreme reported it had $19 million in cash
on hand and $130 million in debt and long-term
obligations. Earlier this month, the company said it may require
additional cash if it is called upon to honor
guarantees of franchisee debt, and revealed it is on the hook for
$52.3 million of franchisee debt, including $16.7
million owed by franchisees whom it said "are not in
compliance" with their debt covenants.
For his part, Mr. Livengood had been distracted in recent
months by the company's brewing legal problems. He
also had been without a chief operating officer since last
summer, when John W. Tate left the company to take the
same position at retailer Restoration Hardware Inc.
19. As CEO, Mr. Livengood had declared himself a Krispy Kreme
believer long before lines started forming outside
stores where neon "Hot Doughnuts Now" signs blaze to
announce a fresh batch. In the past he has said he chose a
plate of Krispy Kreme doughnuts instead of cake for his 16th-
birthday party. His 2002 wedding included a cake
made out of 720 doughnuts.
In recent years, Mr. Livengood cashed in on Krispy Kreme's
expansion, disposing of about 853,000 shares for $32
million, according to Thomson Financial. He still had options
on 1.4 million shares as of yesterday, according to a
securities filing. Mr. Livengood sold 235,500 shares in August
2003, a week after the company's shares hit their all-
time high, despite having said nine months earlier he wouldn't
sell more stock "for at least a year." He has said the
sale was "totally consistent" with the "spirit" of his pledge.
As Krispy Kreme's growth began to slow early last year, Mr.
Livengood initially blamed the popularity of low-
carbohydrate diets. But his credibility was strained with
investors over his failure to disclose that one seller of the
company's Northern California franchise, which it bought in
2004, was his ex-wife, whose share was valued at
about $1.5 million. Questions about that transaction, and about
how Krispy Kreme accounted for its acquisition of
another franchise in Michigan, were raised in a May article in
The Wall Street Journal.
Indexing (document details)
Subjects: Chief executive officers, Accounting, Stock prices,
Terminations
Classification Codes 2120, 8380, 9190
21. America.
If you've never sampled a Krispy Kreme, we should get one
thing straight: These doughnuts—particularly the original
glazed served hot—are amazingly good. They are loved equally
by 5-year-olds and 75-year-olds; by whites, blacks, Asians, and
Hispanics; by New Englanders and Southerners; by Californians
and New Yorkers.
Sure, Krispy Kreme is still relatively small compared to Dunkin'
Donuts. But, boy, does it have oomph. There's the power of the
Krispy Kreme brand. No, it's not as recognizable as Coke or
McDonald's—yet. Still, despite the fact that it is a fraction of
the size of those icons and spends zilch on national advertising,
the company's retro red, white, and green logo is rapidly
becoming part of American popular culture.
No question that Krispy Kreme is hot, but is the company for
real? Is it a great American growth story or merely a culinary
flash in the pan? Those are not idle questions. Not for the many
folks who have been hired by the company over the past three
years, nor for the companies that supply Krispy Kreme, nor for
those who have invested in its yeasty stock. But the question of
Krispy Kreme's viability touches on something more significant
than all that. It has to do with the American dream. It may seem
grimly amusing that in a time of economic pain, corporate
scandals, and troubles overseas, this company should be
growing so explosively. But the Krispy Kreme story is about far
more than comfort food—the company's wild success in this
hard environment is a tale of shrewdness and original thinking.
The man behind Krispy Kreme's dramatic ascent is its CEO,
Scott Livengood (pronounced Saturday Night Live-ngood).
Livengood, 50, has seen just about everything. Yes, he's at the
helm of a high-end growth company, but to hear him tell it, his
job is actually easier now. "Running a public company growing
like this—that's nothing," he says. "I'm enjoying myself." The
22. Krispy Kreme faithful have gathered for the company's annual
meeting in the Adam's Mark Hotel. Before long, Livengood
marches through the company's financial vitals. Then the fun
begins. Livengood gives a year's supply of doughnuts to the
oldest and to the youngest attending shareholders, and to the
shareholder who has traveled the farthest (from Finland). But he
spends even more time talking about the company's charitable
works and, in long citations, singles out six employees who've
helped their churches, Little Leagues, and communities. To the
folks at Krispy Kreme, this isn't just about doughnuts; it's a
calling.
Krispy Kreme brings in money three ways. It makes 65% of its
revenue selling doughnuts directly to the public through its
company-owned stores. Another 31% of its sales come from
selling flour mix, doughnut-making machines, and sundry
doughnut supplies to its 186 franchised stores. And it gets about
4% of its revenue from franchisee licenses and fees. The
company also provides millions of doughnuts at a discount to
charitable organizations, which then sell them for fundraising.
It's hard to think of a brand that's been in more movies and TV
shows—How to Lose a Guy in Ten Days, Bruce Almighty, The
Sopranos, Will & Grace—than Krispy Kreme this decade. "This
is a marketing company," says Bowles. "Scott Livengood once
told me if a finance guy ever gets a hold of Krispy Kreme, sell
every share."
Krispy Kreme's IPO in April 2000—right at the peak of the tech
boom—has been a sweet success. The stock ended the first day
of trading at $9.25, split adjusted, and today sells for $37 and
change. That's up four times, while the market is off some 30%
during the same period. Not that there haven't been a few bumps
in the road. The company got major grief for entering into a $35
million lease to fund the new Illinois mixing plant back in 2001.
This off-balance-sheet financing raised eyebrows during the
days of Enronitis, and the company terminated the lease a year
23. later. There have also been governance problems, like
partnerships that allowed company management to invest in its
stores, not enough outside directors, and loans to managers.
(Those issues have since been rectified.) And Livengood has
been criticized for selling some $15 million of company stock
since the IPO.
Whether you think Krispy Kreme is a buy or a sell at $27 or $37
or $57, here's the thing: unless the fat police run riot across this
land, Krispy Kreme is here to stay. It isn't some fly-by-night
dot-com. There's 66 years of history here. It's a product that
people not only love but understand. The world is always filled
with unknowns, never more so than right now. With all that's
wrong out there, sometimes it's easy to lose focus on the big
picture. So take a second and ask yourself: Is the American
dream still alive? Is Krispy Kreme for real?
KRISPY KREME DOUGHNUTS INC
1998
1999
2000
2001
2002
1998
1999
2000
2001
2002
Sales
180.880
220.243
300.715
394.354
491.549
100.0%
100.0%