Sugar Bowl.pdf
Kinard gA4Z7 Susiness FolicY
Sufulr Bowl
Case Questions:
o What challenges does Shelby Givens Face:
o During Phase L (Preparing for the Transformation)
o During Phase 2 (Renovation and Grand Openingi(
o During Phase 3 (701'L12012 Operations)
. By the end of the case, what has Givens done to address the challenges outlined at each
stage listed in Quesiion (1) above?
. Which of the actions executed by Givens were most successful in resolving the
challenges? Which were least successful? What other options might Givens have
p u rsued ?
o ls Sugar Bowl a viable business? Which forces have the most positive, or negative,
impact on the business's profitability.
r What is the daily breakeven number of customers required Q3, 2011. What is it by the
end of Q1 2012?
o Givens considers two paths for Wednesday night entertainment: league bowling and
exclusive brand rights
o Which option will generate more revenue in the short term? Long term?
o ls revenue how success should be measured? Which path'do you think is best for
Sugar Bowl and whY?
o How should Givens evaluate the investor's offer to buy the business, and the New York
consulting opportunity that's offered to her at the end of the case? Consider both
financial and Personal goals.
o Once Sugar Bow's financials are more stable, what changes could Givens make to build a
stronger organization and culture?
tl
HARVARD i BUS IN ESS i SCHOOi.ll
-,j i^ii;1,i,1
RlCH,ARD G. HAMiR}"IES;j
.iI ]5A ZALOSH
Sugar Bowl
Shelby Giyens checked her u'atch as she jogged along Raleigh's Greenway Trail; she u'a'q rurrning
iate agairL, Since Sugar Borvl's iaiinch, there simpiy rt'ere not enough hours in the day to saiis$r the
orr"t1Jh.k.itlg dernands on her tine. Givens couldn't remember ihe last tirne she went to dirurer aI'id
a movie rarith friencis. And ',hough ihree monits had passed, she stilI deeply regretted missing her
coliege roorrunate's r,,'edding becau,se of an unaniicipated staffing crisis-
Givens had thought "*rat by now, April 2A77, a full year after ttie bou'ling lounge's opening, her
fast-paced ald sometimes sleepless enkepreneur:ial Life rvould be slorl'er, or at ieast more predictable-
But that simply wasn't the case. Givens loved Raleigh and her job-malagirrg her fanrilf s borvlins
legacy was tkilhng, professionally reu'arding, arrd potentially lucrative. Profits were on the rise (See
Exhibits 1 and 2 for Sugar Bo'it4 financia,l statements) but the conlinual personal sacrifice was starting
to \^7ear on her. Was this horv she wanled to spend the remainder of her twenties? On the other
hand, n'hat job rt'ould ever be as fulfilling or as srimulalirg as the one she had now?
Sugar Bou'l's board meeting rtras fivo weelcs arvay, scheduled for April 3A,2072. Givens had some
exciting opportunities to present to her investors. lt t'as irnperative, though, itrat she work through
her orvn priorities-financia-l ald othenv-jse=in advance of that meeiing. \Virat was best for ...
Kinard gA4Z7 Susiness FolicY
Sufulr Bowl
Case Questions:
o What challenges does Shelby Givens Face:
o During Phase L (Preparing for the Transformation)
o During Phase 2 (Renovation and Grand Openingi(
o During Phase 3 (701'L12012 Operations)
. By the end of the case, what has Givens done to address the challenges outlined at each
stage listed in Quesiion (1) above?
. Which of the actions executed by Givens were most successful in resolving the
challenges? Which were least successful? What other options might Givens have
p u rsued ?
o ls Sugar Bowl a viable business? Which forces have the most positive, or negative,
impact on the business's profitability.
r What is the daily breakeven number of customers required Q3, 2011. What is it by the
end of Q1 2012?
o Givens considers two paths for Wednesday night entertainment: league bowling and
exclusive brand rights
o Which option will generate more revenue in the short term? Long term?
o ls revenue how success should be measured? Which path'do you think is best for
Sugar Bowl and whY?
o How should Givens evaluate the investor's offer to buy the business, and the New York
consulting opportunity that's offered to her at the end of the case? Consider both
financial and Personal goals.
o Once Sugar Bow's financials are more stable, what changes could Givens make to build a
stronger organization and culture?
tl
HARVARD i BUS IN ESS i SCHOOi.ll
-,j i^ii;1,i,1
RlCH,ARD G. HAMiR}"IES;j
.iI ]5A ZALOSH
Sugar Bowl
Shelby Giyens checked her u'atch as she jogged along Raleigh's Greenway Trail; she u'a'q rurrning
iate agairL, Since Sugar Borvl's iaiinch, there simpiy rt'ere not enough hours in the day to saiis$r the
orr"t1Jh.k.itlg dernands on her tine. Givens couldn't remember ihe last tirne she went to dirurer aI'id
a movie rarith friencis. And ',hough ihree monits had passed, she stilI deeply regretted missing her
coliege roorrunate's r,,'edding becau,se of an unaniicipated staffing crisis-
Givens had thought "*rat by now, April 2A77, a full year after ttie bou'ling lounge's opening, her
fast-paced ald sometimes sleepless enkepreneur:ial Life rvould be slorl'er, or at ieast more predictable-
But that simply wasn't the case. Givens loved Raleigh and her job-malagirrg her fanrilf s borvlins
legacy was tkilhng, professionally reu'arding, arrd potentially lucrative. Profits were on the rise (See
Exhibits 1 and 2 for Sugar Bo'it4 financia,l statements) but the conlinual personal sacrifice was starting
to \^7ear on her. Was this horv she wanled to spend the remainder of her twenties? On the other
hand, n'hat job rt'ould ever be as fulfilling or as srimulalirg as the one she had now?
Sugar Bou'l's board meeting rtras fivo weelcs arvay, scheduled for April 3A,2072. Givens had some
exciting opportunities to present to her investors. lt t'as irnperative, though, itrat she work through
her orvn priorities-financia-l ald othenv-jse=in advance of that meeiing. \Virat was best for Sugar
Bowl rvasn ...
Downtown Cleveland Alliance’s work helped continue momentum in the region’s employment capital and fastest growing residential neighborhood. Office tenants and retailers alike continue to seek out locations close to Downtown’s rapidly increasing population of millennials and baby boomers. Q1 highlights include:
• Major employers like Spero-Smith Investment Advisors and Fox Sports Ohio announcing moves from suburban
locations to Downtown Cleveland
• DCA member Benesch recommitting to Downtown, becoming the first announced office tenant for nuCLEus, a planned $300 million mixed-use development in Downtown’s Gateway District
• Demand for downtown Class A office space out-pacing demand for suburban locations
• The grand opening of Heinen’s, Downtown’s largest grocery store, in the historic Cleveland Trust Rotunda, leading an influx of 15 downtown retail commitments
• 97 percent occupancy rate in market-rate apartments, with more than 400 additional residential units projected to
come online in 2015
This document contains a SWOT analysis for Wil's Grill, a street food business in Flagstaff, Arizona. Some of Wil's Grill's strengths include its founder's passion for clean food and experience in the food industry, as well as its focus on locally-sourced organic ingredients. However, weaknesses include limited profitability and reliance on temporary employees. Opportunities exist in growing demand for clean eating and expansion to catering. Threats include competition from other food vendors and seasonal limitations due to winter weather. The analysis evaluates both internal factors like resources as well as external factors like market trends that could impact Wil's Grill's business.
The document contains forward-looking statements about Giggles N' Hugs' future financial performance that involve risks and uncertainties. It summarizes Giggles N' Hugs as a family-themed restaurant pioneer with a unique children's play area and organic menu. It also provides highlights about the company's growth trajectory, expansion plans, and target financial metrics for new store locations.
The document is a corporate presentation for Giggles N' Hugs, a family restaurant chain. It summarizes that Giggles N' Hugs addresses the lack of high-quality, healthy food options for children in a safe entertainment environment. It has 3 locations currently open in California shopping malls. The presentation outlines Giggles N' Hugs' history and expansion plans, target economics for new stores, licensing and merchandising strategy, management team, and key takeaways about its pioneering family-friendly concept.
This annual report summarizes Sears, Roebuck and Company's performance in 1936. It had its most profitable year ever, with net profits of $30.6 million compared to $4.45 per share the previous year. The company contributed heavily to employee pension funds and paid substantial taxes. Inventory levels and installment balances grew substantially to support increasing sales. The report discusses the company's responsibilities to customers, the public, employees, and suppliers, noting policies and practices that fulfill its obligations in each area.
This document is the annual report of The Second Cup Ltd. for 2013. It contains letters from the Chairman and President & CEO, which discuss challenges the company has faced in recent years including declines in store counts, sales, and profitability. The letters express optimism that new leadership and initiatives can restore the company's excellence and growth. The report provides financial highlights and discusses the company's strategic focus on improving franchise partner profitability, growing and improving its cafe network, new channel development, and product innovation.
This document is the July/August 2007 edition of the REHAB GAB newsletter for Easter Seals Goodwill Industries. It provides updates on:
- Budget challenges due to state funding cuts affecting certain programs.
- Progress made in finding new office locations, including potential purchase of the Simkins building and leasing space in Hamden.
- Welcome of new board chairman and members at the annual meeting.
- Strong sales and store management highlighted at the Rocky Hill Goodwill store around July 4th and Memorial Day holidays.
- Success of the Community Reentry Services program in supplementing retail store staffing needs across multiple locations.
- Grand openings of new Attended Donation Centers in Guilford
Kinard gA4Z7 Susiness FolicY
Sufulr Bowl
Case Questions:
o What challenges does Shelby Givens Face:
o During Phase L (Preparing for the Transformation)
o During Phase 2 (Renovation and Grand Openingi(
o During Phase 3 (701'L12012 Operations)
. By the end of the case, what has Givens done to address the challenges outlined at each
stage listed in Quesiion (1) above?
. Which of the actions executed by Givens were most successful in resolving the
challenges? Which were least successful? What other options might Givens have
p u rsued ?
o ls Sugar Bowl a viable business? Which forces have the most positive, or negative,
impact on the business's profitability.
r What is the daily breakeven number of customers required Q3, 2011. What is it by the
end of Q1 2012?
o Givens considers two paths for Wednesday night entertainment: league bowling and
exclusive brand rights
o Which option will generate more revenue in the short term? Long term?
o ls revenue how success should be measured? Which path'do you think is best for
Sugar Bowl and whY?
o How should Givens evaluate the investor's offer to buy the business, and the New York
consulting opportunity that's offered to her at the end of the case? Consider both
financial and Personal goals.
o Once Sugar Bow's financials are more stable, what changes could Givens make to build a
stronger organization and culture?
tl
HARVARD i BUS IN ESS i SCHOOi.ll
-,j i^ii;1,i,1
RlCH,ARD G. HAMiR}"IES;j
.iI ]5A ZALOSH
Sugar Bowl
Shelby Giyens checked her u'atch as she jogged along Raleigh's Greenway Trail; she u'a'q rurrning
iate agairL, Since Sugar Borvl's iaiinch, there simpiy rt'ere not enough hours in the day to saiis$r the
orr"t1Jh.k.itlg dernands on her tine. Givens couldn't remember ihe last tirne she went to dirurer aI'id
a movie rarith friencis. And ',hough ihree monits had passed, she stilI deeply regretted missing her
coliege roorrunate's r,,'edding becau,se of an unaniicipated staffing crisis-
Givens had thought "*rat by now, April 2A77, a full year after ttie bou'ling lounge's opening, her
fast-paced ald sometimes sleepless enkepreneur:ial Life rvould be slorl'er, or at ieast more predictable-
But that simply wasn't the case. Givens loved Raleigh and her job-malagirrg her fanrilf s borvlins
legacy was tkilhng, professionally reu'arding, arrd potentially lucrative. Profits were on the rise (See
Exhibits 1 and 2 for Sugar Bo'it4 financia,l statements) but the conlinual personal sacrifice was starting
to \^7ear on her. Was this horv she wanled to spend the remainder of her twenties? On the other
hand, n'hat job rt'ould ever be as fulfilling or as srimulalirg as the one she had now?
Sugar Bou'l's board meeting rtras fivo weelcs arvay, scheduled for April 3A,2072. Givens had some
exciting opportunities to present to her investors. lt t'as irnperative, though, itrat she work through
her orvn priorities-financia-l ald othenv-jse=in advance of that meeiing. \Virat was best for Sugar
Bowl rvasn ...
Downtown Cleveland Alliance’s work helped continue momentum in the region’s employment capital and fastest growing residential neighborhood. Office tenants and retailers alike continue to seek out locations close to Downtown’s rapidly increasing population of millennials and baby boomers. Q1 highlights include:
• Major employers like Spero-Smith Investment Advisors and Fox Sports Ohio announcing moves from suburban
locations to Downtown Cleveland
• DCA member Benesch recommitting to Downtown, becoming the first announced office tenant for nuCLEus, a planned $300 million mixed-use development in Downtown’s Gateway District
• Demand for downtown Class A office space out-pacing demand for suburban locations
• The grand opening of Heinen’s, Downtown’s largest grocery store, in the historic Cleveland Trust Rotunda, leading an influx of 15 downtown retail commitments
• 97 percent occupancy rate in market-rate apartments, with more than 400 additional residential units projected to
come online in 2015
This document contains a SWOT analysis for Wil's Grill, a street food business in Flagstaff, Arizona. Some of Wil's Grill's strengths include its founder's passion for clean food and experience in the food industry, as well as its focus on locally-sourced organic ingredients. However, weaknesses include limited profitability and reliance on temporary employees. Opportunities exist in growing demand for clean eating and expansion to catering. Threats include competition from other food vendors and seasonal limitations due to winter weather. The analysis evaluates both internal factors like resources as well as external factors like market trends that could impact Wil's Grill's business.
The document contains forward-looking statements about Giggles N' Hugs' future financial performance that involve risks and uncertainties. It summarizes Giggles N' Hugs as a family-themed restaurant pioneer with a unique children's play area and organic menu. It also provides highlights about the company's growth trajectory, expansion plans, and target financial metrics for new store locations.
The document is a corporate presentation for Giggles N' Hugs, a family restaurant chain. It summarizes that Giggles N' Hugs addresses the lack of high-quality, healthy food options for children in a safe entertainment environment. It has 3 locations currently open in California shopping malls. The presentation outlines Giggles N' Hugs' history and expansion plans, target economics for new stores, licensing and merchandising strategy, management team, and key takeaways about its pioneering family-friendly concept.
This annual report summarizes Sears, Roebuck and Company's performance in 1936. It had its most profitable year ever, with net profits of $30.6 million compared to $4.45 per share the previous year. The company contributed heavily to employee pension funds and paid substantial taxes. Inventory levels and installment balances grew substantially to support increasing sales. The report discusses the company's responsibilities to customers, the public, employees, and suppliers, noting policies and practices that fulfill its obligations in each area.
This document is the annual report of The Second Cup Ltd. for 2013. It contains letters from the Chairman and President & CEO, which discuss challenges the company has faced in recent years including declines in store counts, sales, and profitability. The letters express optimism that new leadership and initiatives can restore the company's excellence and growth. The report provides financial highlights and discusses the company's strategic focus on improving franchise partner profitability, growing and improving its cafe network, new channel development, and product innovation.
This document is the July/August 2007 edition of the REHAB GAB newsletter for Easter Seals Goodwill Industries. It provides updates on:
- Budget challenges due to state funding cuts affecting certain programs.
- Progress made in finding new office locations, including potential purchase of the Simkins building and leasing space in Hamden.
- Welcome of new board chairman and members at the annual meeting.
- Strong sales and store management highlighted at the Rocky Hill Goodwill store around July 4th and Memorial Day holidays.
- Success of the Community Reentry Services program in supplementing retail store staffing needs across multiple locations.
- Grand openings of new Attended Donation Centers in Guilford
Westlake Lanes : Business Strategy Case AnalysisAkash Behl
Westlake Bowling Lanes has struggled to stay profitable. Shelby Givens, its general manager, has to come up with a growth strategy to catapult Westlake's bottom line that has been in red for quite some time.
The report analyses 4 different alternatives to the current business situation and recommends a feasible solution.
This document provides a business plan for The Canal Bar, a proposed restaurant and bar in Las Colinas, Texas. The executive summary outlines the concept of providing quality food, drinks, and live local entertainment in a unique canal-side location. The target market is 21-45 year old professionals in Irving. The plan includes sections on vision/mission, industry analysis, products/services, marketing strategy, management, finances, and investment proposal. Key points are establishing The Canal Bar as a community gathering place and nightlife destination in Las Colinas through its atmosphere, entertainment, and focus on customer service.
This document summarizes a corporate presentation for Giggles N' Hugs, a family restaurant chain. It outlines the company's history and growth plans, including opening 3 current locations that are profitable. The company aims to expand nationwide with support from major mall operators. Risk factors are also disclosed relating to execution of expansion plans and regulatory issues. Financial information shows increasing revenues from 2011 to 2013. The presentation promotes the company's family-friendly concept and organic menu as filling an unmet market need.
R U N N I N G H E A D S T R A T E G I C P L A N C h i c.docxMARRY7
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 1
Strategic Plan
Chick-fil-A
Strategic Management
Student Name
AMU/APUS. BUS 620
Date
http://www.chick-fil-a.com/
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 2
Company Headquarters:
Chick-fil-A, Inc.
5200 Buffington Road
Atlanta, GA 30349-2998
(404) 765-8038
Executive Committee:
S. Truett Cathy, Founder, Chairman and Chief Executive Officer
Dan T. Cathy, President and Chief Operating Officer
Donald M. "Bubba" Cathy, Executive Vice President and Dwarf House President
James "Buck" McCabe, Executive Vice President, Finance and Chief Financial Officer
Steve Robinson, Executive Vice President, Chief Marketing Officer
Perry Ragsdale, Executive Vice President, Design, and Construction
Timothy Tassopoulos, Executive Vice President, Operations
Websites:
www.chick-fil-a.com
www.chick-fil-a.com/pressroom
www.cathyfamily.com
Charities and Scholarships:
1. Leadership and Family Enrichment Programs
2. Youth and Education Programs:
(Note: All information in regards to company headquarts address, executive committed,
websites and charities quoted directly from http://www.chick-fil-a.com)
http://www.chick-fil-a.com/
http://www.chick-fil-a.com/
http://www.chick-fil-a.com/Company/Pressroom
http://www.cathyfamily.com/
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 3
Overview
Chick-fil-A is the number 2 market share older in the chicken industry. S. Truett Cathy
has built his private company around his family. As seen above in the company’s breakdown of
senior leaders. Chick-fil-A’s success and failures are a family matter. The company is now being
passed to the 3rd generation of Cathy’s family. Chick-fil-A has increased their market sales for 45
consecutive years cumulating in a 14% increase in 2012 with a 4.6 billion USD annual sales
year-end total. Chick-fil-A is a private company and is not publicly traded on the NASDAQ
stock exchange. Chick-fil-A began offering franchises in 1986. Chick-fil-a requires
approximately a 5,000 USD investment to operate a franchise. The types of locations involved
with the Chick-fil-A organization are Mall/In-line restaurants which are stand-alone restaurants,
drive thru only outlets, Dwarf House, Truett’s Grill and satellite restaurants.
http://www.chick-fil-a.com/
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 4
Timeline
The following timeline is a brief look at the evolution of Chick-fil-A. This list is not an all-
inclusive list but is only meant to show a brief outline to express the successful growth of the
company.
1946: First Dwarf Grill opened in Atlanta.
1963: The invention of the original chicken sandwich
1967: The establ ...
The document congratulates Ryan Hollembaek for winning the Presidents Club award for three consecutive years in 2012, 2011, and 2010. It recognizes his outstanding sales performance and commitment to helping the company adapt to changes in the marketplace. He is invited to celebrate his achievement at an all-expenses paid trip to Cancun, Mexico, Las Vegas, Nevada, and received a $2,000 cash award and vacation days for the 2010 award. The documents highlight the company's accomplishments each year and thank Ryan for his contribution to their success.
McDonald's is the world's largest chain of fast food restaurants. It was founded in 1955 and sells various fast food items and drinks. McDonald's mission is to be customers' favorite place to eat and improve operations, with a vision to be the leading global quick service restaurant. Key competitors include Pizza Hut and Kentucky Fried Chicken. McDonald's maintains competitive advantages through strong brand recognition, global presence, and menu innovations. Future plans include enhancing customer service, reimaging restaurants, innovating menus, and leveraging technology.
Starbucks faced financial difficulties in 2008 due to economic recession and over-expansion. It closed 600 stores and cut jobs. Howard Schultz returned as CEO and realigned operations with customer demand through social media initiatives like "My Starbucks Idea" and mobile apps. This engaged customers and improved brand trust. Starbucks also refocused on coffee quality. Through strategic planning and social media engagement, Starbucks was able to regain investors' confidence and rebound financially.
1) The document proposes a new carryout and soul food restaurant called SAMPLE that will operate out of shipping containers in Cleveland, Ohio.
2) SAMPLE aims to bring an upscale dining experience while also incorporating a philanthropic initiative to provide free meals to children and elderly residents.
3) The restaurant industry is expected to see growth over the next five years as consumer spending increases, especially on dining out and alcohol consumption.
QuikTrip is a privately held convenience store and gas station chain founded in 1958 in Tulsa, Oklahoma. As of 2011, QuikTrip had over 10,000 employees, owned and operated 549 stores across 11 U.S. metropolitan areas, and generated over $8 billion in annual revenues. While gasoline accounted for two-thirds of QuikTrip's revenues, two-thirds of its profits came from store merchandise such as fresh prepared foods, snacks, tobacco, and beverages. QuikTrip is known for its highly productive stores, competitive prices, and culture that emphasizes developing employees and prioritizing long-term goals over short-term financial gains.
Double H is a UK supplier of house plants that was founded in 1965. It has grown steadily over the years and now focuses on supplying supermarkets. It grows four main crops and has expanded its facilities over time to increase production. Double H is committed to sustainability through initiatives that are beneficial economically, environmentally, and socially.
Twelve months ago, David opened a coffee shop, TheDaily Grin.docxwillcoxjanay
Twelve months ago, David opened a coffee shop, The
Daily Grind, in Mercy Hospital's former gift shop.
David was confident that he had the knowledge ro -"k.a success of this new business. He produced a quality
product that people needed, had priced the product
to be very competitive, and had a gteat location in a
high-traffic area of the hospital.
the first year of operations. Fringe benefits for David,
including health insurance and payroll taxes, accounted
for an additional $10,000 of cosrs for th. company.
Part-time employees work an average of 24 hours
each week and are paid $9 per hour. payroll taxes and
other costs average about $1.00 pu, Lorr for part_
time employees. As shown in the following table, part_
time employees worked from 656 ho.r., to 727 hours
each month:Material Gosts
t3-n. o"il, *i;; ;;;;;; ;;";;-l
A coffee beans costing $B per pound. Each pound
I
of coffee beans produces 256 ounces of coffee. boff"" I
is soid in three sizes: a small cup holding g ourl...,
"
j
medium cup holding 12 ounces, and a large .,rp hoid_ l
ing 16 ounces.
I
The cups needed to serve the coffee cost $.0-5 for I
the small cup, $.06 for the medium cup, and g.07 j
for the large cup. Lids cost $.03 per cup-and are the i
same regardless of cup size. Sleeves cost an additional I
$.04 per cup. On average, sugar and cream cost $.02 oer I
cup for small cups, $.03 for medium cups, and $.0+ fo. j
large cups. j
I
_l
lahor Gosts
Month
January
February
March
April
May
June
July
August
September
October ,
November
December
Part-time Employee
Labor Hours
l22hours
656 hours
727 hours
705 hours
-/27
hours
705 hours
727 hours
727 hours
705 hours
721 hours
705 hours
lll nours
three employees during the morning shift (7:00_11:00),
two empioyees from 11:00 until 3:00, and rhree em_
ployees from 3:00 to 7:00. Labor is a fixed cosr, be_
cause the employees are paid regardless of whether
coffee is sold. David worked 60 hours each week,
he Daily Grind is open 12 hours each d,ay,7 days
a week (365 days per year), and is staffed with
on average, and was paid a saiary of $30,000 during
rThis
comprehensive case incrudes topics and concepts covered in chapters i through 6 of
the book, induding pr0duct c0sting, (ost behavior, and cost-volume_profit analysis. The
case also indudes a writ;ng requirement. ldeally, it would be assigned after completion of
Chapter 6.
F'\
B Eu1,"g the hrsr year of operations, the hospitale F charged rent of $2,000 per month. As part of
the rental cosr, the hospital provided furnirure and fix_
tures for the shop, as well as nightly cleaning services.
David leased a drip coffeemaker, refrigerator, coffee
grinder, scale, and cash register for $150 per month,
totai. David paid directly for his utilities (electricity and
water). The costs of electricity include the costs of heat_
ing and cooling the shop. as well as rhe cosr of running
the electric appliances (refrigerator, coffeemaker, etc.I
0uerhead Gosts
" ...
This document provides information about the Grocery Manufacturers Association Leadership Forum taking place from July 28-31, 2016 at the Greenbrier resort in White Sulphur Springs, West Virginia. The forum will include keynote speeches, panel discussions on industry topics, networking events, and a closing celebration concert featuring The Beach Boys. Hotel reservations at the reduced rate can be made by July 5, and the agenda outlines sessions on the first two days focusing on CEO topics and cross-functional leadership.
The Lake County Chamber of Commerce is preparing for a move to new, larger office space and their 100th anniversary year. They are organizing new committees and events to better connect businesses. Upcoming events include a business after hours with the Hispanic Chamber of Commerce in October and workshops on web marketing and an economic forecast for 2015.
Giggles N' Hugs is an award-winning family restaurant that provides a play area for children while parents eat and relax. The company has plans to expand through new corporate locations and franchising opportunities both domestically and internationally. The management team has significant experience in the restaurant industry. Giggles N' Hugs has proven success driving foot traffic for malls and plans further growth through additional revenue streams like merchandise licensing.
The document proposes opening an ice cream franchise location of Handel's Homemade Ice Cream & Yogurt in Columbus, Ohio. It details the business mission, target market of Ohio State University students and faculty, and financial plan to request a $220,000 loan to cover startup costs. The owners, Bethany Cady and Brinda Bhatt, have relevant work experience and education to operate the business successfully and take advantage of the large ice cream market in Columbus.
Darlarna FurnitureFredrik Blix immigrated to Canada six yea.docxAASTHA76
Darlarna Furniture
Fredrik Blix immigrated to Canada six years ago after meeting his wife Cathy, a Canadian, on a Mediterranean holiday. Mr. Blix was born in Darlarna province in Sweden, but moved to Stockholm after completing the Canadian equivalent of high school called gymnasium. While in Stockholm, Fredrik earned a diploma in commercial design and apprenticed with Arlanda, a furniture manufacturer that supplies the IKEA chain with innovative new products.
After working for Arlanda for eight years and acquiring a reputation as a very inventive young designer, Mr. Blix moved to Winnipeg, Manitoba, his new wife’s home town, and secured a design job with Palliser, Canada’s largest furniture manufacturer. Initially, Mr. Blix enjoyed his job at Palliser and became involved as a hockey coach in the local community and was an avid curler, but after a few years he became frustrated at work. Although he had a very friendly relationship with his colleagues and received a number of raises and promotions, he longed to return to designing furniture with more of a Swedish influence as he had at Arlanda back in Sweden.
A New Venture
In early 2015, Mr. Blix approached the Crocus Fund, a labour-sponsored venture capital firm located in Winnipeg about financing a new “boutique” furniture manufacturer. His new company, Darlarna, would design and manufacture high-end, Swedish-styled furniture for distribution in Canadian initially but he hoped eventually to “crack” the U.S. market. Instead of distributing his product through the large chains such as The Brick, Dufresne, or Leon’s or department stores such as The Bay, Mr. Blix hoped to sell his products through high-end, independently-owned furniture retailers who provide interior design services along with an extensive selection of home furnishings.
After preparing a detailed business plan and raising $180,000 in financing from friends and family in the Mennonite community in Winnipeg and Steinbach, the Crocus Fund agreed to make a matching investment for a 40 percent share in Darlarna Furniture. By October, 2015, Mr. Blix had purchased a small factory and the necessary manufacturing equipment and had recruited skilled furniture makers who he knew from working at Palliser. Darlarna began shipping product in January, 2016 and quickly built up sales in its target market with its unique designs.
Expansion
After a very successful 2016, Mr. Blix found that his current factory couldn’t keep up with demand so he began purchasing additional manufacturing equipment. Instead of buying used equipment for which there was an active market in Winnipeg with Palliser’s large manufacturing operations, Fredrik felt new equipment might help impress customers when they came for factory visits. By late 2008, the factory was becoming too small due to growing sales and large inventories of raw materials and work in process, so a search was begun for new facilities in Winnipeg.
In 2018, the Winnipeg economy was.
Cascadia Capital Food & Beverage Industry Perspectives Fall 2017Cascadia Capital
Packaged food and beverage is among the most dynamic segments in the capital markets. The industry is undergoing a seismic shift driven by evolving consumer preferences and demographic changes. These forces are rewriting everything we know about the industry -- how products are made, where they are sold, how brands connect with customers, and how retailers merchandise and drive traffic. When an industry changes this dramatically, it reformulates the recipe for success. Companies that get ahead of the change curve stand to benefit, enabling them to enjoy exceptional growth rates and create outsized shareholder value.
The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
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R U N N I N G H E A D S T R A T E G I C P L A N C h i c.docxMARRY7
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 1
Strategic Plan
Chick-fil-A
Strategic Management
Student Name
AMU/APUS. BUS 620
Date
http://www.chick-fil-a.com/
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 2
Company Headquarters:
Chick-fil-A, Inc.
5200 Buffington Road
Atlanta, GA 30349-2998
(404) 765-8038
Executive Committee:
S. Truett Cathy, Founder, Chairman and Chief Executive Officer
Dan T. Cathy, President and Chief Operating Officer
Donald M. "Bubba" Cathy, Executive Vice President and Dwarf House President
James "Buck" McCabe, Executive Vice President, Finance and Chief Financial Officer
Steve Robinson, Executive Vice President, Chief Marketing Officer
Perry Ragsdale, Executive Vice President, Design, and Construction
Timothy Tassopoulos, Executive Vice President, Operations
Websites:
www.chick-fil-a.com
www.chick-fil-a.com/pressroom
www.cathyfamily.com
Charities and Scholarships:
1. Leadership and Family Enrichment Programs
2. Youth and Education Programs:
(Note: All information in regards to company headquarts address, executive committed,
websites and charities quoted directly from http://www.chick-fil-a.com)
http://www.chick-fil-a.com/
http://www.chick-fil-a.com/
http://www.chick-fil-a.com/Company/Pressroom
http://www.cathyfamily.com/
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 3
Overview
Chick-fil-A is the number 2 market share older in the chicken industry. S. Truett Cathy
has built his private company around his family. As seen above in the company’s breakdown of
senior leaders. Chick-fil-A’s success and failures are a family matter. The company is now being
passed to the 3rd generation of Cathy’s family. Chick-fil-A has increased their market sales for 45
consecutive years cumulating in a 14% increase in 2012 with a 4.6 billion USD annual sales
year-end total. Chick-fil-A is a private company and is not publicly traded on the NASDAQ
stock exchange. Chick-fil-A began offering franchises in 1986. Chick-fil-a requires
approximately a 5,000 USD investment to operate a franchise. The types of locations involved
with the Chick-fil-A organization are Mall/In-line restaurants which are stand-alone restaurants,
drive thru only outlets, Dwarf House, Truett’s Grill and satellite restaurants.
http://www.chick-fil-a.com/
R U N N I N G H E A D : S T R A T E G I C P L A N C h i c - f i l - A P a g e | 4
Timeline
The following timeline is a brief look at the evolution of Chick-fil-A. This list is not an all-
inclusive list but is only meant to show a brief outline to express the successful growth of the
company.
1946: First Dwarf Grill opened in Atlanta.
1963: The invention of the original chicken sandwich
1967: The establ ...
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McDonald's is the world's largest chain of fast food restaurants. It was founded in 1955 and sells various fast food items and drinks. McDonald's mission is to be customers' favorite place to eat and improve operations, with a vision to be the leading global quick service restaurant. Key competitors include Pizza Hut and Kentucky Fried Chicken. McDonald's maintains competitive advantages through strong brand recognition, global presence, and menu innovations. Future plans include enhancing customer service, reimaging restaurants, innovating menus, and leveraging technology.
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Twelve months ago, David opened a coffee shop, The
Daily Grind, in Mercy Hospital's former gift shop.
David was confident that he had the knowledge ro -"k.a success of this new business. He produced a quality
product that people needed, had priced the product
to be very competitive, and had a gteat location in a
high-traffic area of the hospital.
the first year of operations. Fringe benefits for David,
including health insurance and payroll taxes, accounted
for an additional $10,000 of cosrs for th. company.
Part-time employees work an average of 24 hours
each week and are paid $9 per hour. payroll taxes and
other costs average about $1.00 pu, Lorr for part_
time employees. As shown in the following table, part_
time employees worked from 656 ho.r., to 727 hours
each month:Material Gosts
t3-n. o"il, *i;; ;;;;;; ;;";;-l
A coffee beans costing $B per pound. Each pound
I
of coffee beans produces 256 ounces of coffee. boff"" I
is soid in three sizes: a small cup holding g ourl...,
"
j
medium cup holding 12 ounces, and a large .,rp hoid_ l
ing 16 ounces.
I
The cups needed to serve the coffee cost $.0-5 for I
the small cup, $.06 for the medium cup, and g.07 j
for the large cup. Lids cost $.03 per cup-and are the i
same regardless of cup size. Sleeves cost an additional I
$.04 per cup. On average, sugar and cream cost $.02 oer I
cup for small cups, $.03 for medium cups, and $.0+ fo. j
large cups. j
I
_l
lahor Gosts
Month
January
February
March
April
May
June
July
August
September
October ,
November
December
Part-time Employee
Labor Hours
l22hours
656 hours
727 hours
705 hours
-/27
hours
705 hours
727 hours
727 hours
705 hours
721 hours
705 hours
lll nours
three employees during the morning shift (7:00_11:00),
two empioyees from 11:00 until 3:00, and rhree em_
ployees from 3:00 to 7:00. Labor is a fixed cosr, be_
cause the employees are paid regardless of whether
coffee is sold. David worked 60 hours each week,
he Daily Grind is open 12 hours each d,ay,7 days
a week (365 days per year), and is staffed with
on average, and was paid a saiary of $30,000 during
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F'\
B Eu1,"g the hrsr year of operations, the hospitale F charged rent of $2,000 per month. As part of
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0uerhead Gosts
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Darlarna FurnitureFredrik Blix immigrated to Canada six yea.docxAASTHA76
Darlarna Furniture
Fredrik Blix immigrated to Canada six years ago after meeting his wife Cathy, a Canadian, on a Mediterranean holiday. Mr. Blix was born in Darlarna province in Sweden, but moved to Stockholm after completing the Canadian equivalent of high school called gymnasium. While in Stockholm, Fredrik earned a diploma in commercial design and apprenticed with Arlanda, a furniture manufacturer that supplies the IKEA chain with innovative new products.
After working for Arlanda for eight years and acquiring a reputation as a very inventive young designer, Mr. Blix moved to Winnipeg, Manitoba, his new wife’s home town, and secured a design job with Palliser, Canada’s largest furniture manufacturer. Initially, Mr. Blix enjoyed his job at Palliser and became involved as a hockey coach in the local community and was an avid curler, but after a few years he became frustrated at work. Although he had a very friendly relationship with his colleagues and received a number of raises and promotions, he longed to return to designing furniture with more of a Swedish influence as he had at Arlanda back in Sweden.
A New Venture
In early 2015, Mr. Blix approached the Crocus Fund, a labour-sponsored venture capital firm located in Winnipeg about financing a new “boutique” furniture manufacturer. His new company, Darlarna, would design and manufacture high-end, Swedish-styled furniture for distribution in Canadian initially but he hoped eventually to “crack” the U.S. market. Instead of distributing his product through the large chains such as The Brick, Dufresne, or Leon’s or department stores such as The Bay, Mr. Blix hoped to sell his products through high-end, independently-owned furniture retailers who provide interior design services along with an extensive selection of home furnishings.
After preparing a detailed business plan and raising $180,000 in financing from friends and family in the Mennonite community in Winnipeg and Steinbach, the Crocus Fund agreed to make a matching investment for a 40 percent share in Darlarna Furniture. By October, 2015, Mr. Blix had purchased a small factory and the necessary manufacturing equipment and had recruited skilled furniture makers who he knew from working at Palliser. Darlarna began shipping product in January, 2016 and quickly built up sales in its target market with its unique designs.
Expansion
After a very successful 2016, Mr. Blix found that his current factory couldn’t keep up with demand so he began purchasing additional manufacturing equipment. Instead of buying used equipment for which there was an active market in Winnipeg with Palliser’s large manufacturing operations, Fredrik felt new equipment might help impress customers when they came for factory visits. By late 2008, the factory was becoming too small due to growing sales and large inventories of raw materials and work in process, so a search was begun for new facilities in Winnipeg.
In 2018, the Winnipeg economy was.
Cascadia Capital Food & Beverage Industry Perspectives Fall 2017Cascadia Capital
Packaged food and beverage is among the most dynamic segments in the capital markets. The industry is undergoing a seismic shift driven by evolving consumer preferences and demographic changes. These forces are rewriting everything we know about the industry -- how products are made, where they are sold, how brands connect with customers, and how retailers merchandise and drive traffic. When an industry changes this dramatically, it reformulates the recipe for success. Companies that get ahead of the change curve stand to benefit, enabling them to enjoy exceptional growth rates and create outsized shareholder value.
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The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
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The Case of Frank and Judy.
During the past few years Frank and Judy have experienced many conflicts in their marriage. Although they have made attempts to resolve their problems by themselves, they have finally decided to seek the help of a professional marriage counselor. Even though they have been thinking about divorce with increasing frequency, they still have some hope that they can achieve a satisfactory marriage.
Three couples counselors, each holding a different set of values pertaining to marriage and the family, describe their approach to working with Frank and Judy. As you read these responses, think about the degree to which each represents what you might say and do if you were counseling this couple.
· Counselor A. This counselor believes it is not her place to bring her values pertaining to the family into the sessions. She is fully aware of her biases regarding marriage and divorce, but she does not impose them or expose them in all cases. Her primary interest is to help Frank and Judy discover what is best for them as individuals 459460and as a couple. She sees it as unethical to push her clients toward a definite course of action, and she lets them know that her job is to help them be honest with themselves.
·
· What are your reactions to this counselor's approach?
· ▪ What values of yours could interfere with your work with Frank and Judy?
Counselor B. This counselor has been married three times herself. Although she believes in marriage, she is quick to maintain that far too many couples stay in their marriages and suffer unnecessarily. She explores with Judy and Frank the conflicts that they bring to the sessions. The counselor's interventions are leading them in the direction of divorce as the desired course of action, especially after they express this as an option. She suggests a trial separation and states her willingness to counsel them individually, with some joint sessions. When Frank brings up his guilt and reluctance to divorce because of the welfare of the children, the counselor confronts him with the harm that is being done to them by a destructive marriage. She tells him that it is too much of a burden to put on the children to keep the family together.
· ▪ What, if any, ethical issues do you see in this case? Is this counselor exposing or imposing her values?
· ▪ Do you think this person should be a marriage counselor, given her bias?
· ▪ What interventions made by the counselor do you agree with? What are your areas of disagreement?
Counselor C. At the first session this counselor states his belief in the preservation of marriage and the family. He believes that many couples give up too soon in the face of difficulty. He says that most couples have unrealistically high expectations of what constitutes a “happy marriage.” The counselor lets it be known that his experience continues to teach him that divorce rarely solves any problems but instead creates new problems that are often worse. The counsel ...
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Mike is a 20-year-old male who has just recently been released from jail. Mike is technically on probation for car theft, though he has been involved in crime to a much greater extent. Mike has been identified as a cocaine user and has been suspected, though not convicted, for dealing cocaine. Mike has been tested for drugs by his probation department and was found positive for cocaine. The county has mandated that Mike receive drug counseling but the drug counselor has referred Mike to your office because the drug counselor suspects that Mike has issues beyond simple drug addiction. In fact, the drug counselor’s notes suggest that Mike has Narcissistic personality disorder. Mike seems to have little regard for the feelings of others. Coupled with this is his complete sensitivity to the comments of others. In fact, his prior fiancé has broken off her relationship with him due to what she calls his “constant need for admiration and attention. He is completely self-centered.” After talking with Mike, you quickly find that he has no close friends. As he talks about people who have been close to him, he discounts them for one imperfection or another. These imperfections are all considered severe enough to warrant dismissing the person entirely. Mike makes a point of noting how many have betrayed their loyalty to him or have otherwise failed to give him the credit that he deserves. When asked about getting caught in the auto theft, he remarks that “well my dumb partner got me out of a hot situation by driving me out in a stolen get-a-way car.” (Word on the street has it that Mike was involved in a sour drug deal and was unlikely to have made it out alive if not for his partner.) Mike adds, “you know, I plan everything out perfectly, but you just cannot rely on anybody . . . if you want it done right, do it yourself.” Mike recently has been involved with another woman (unknown to his prior fiancé) who has become pregnant. When she told Mike he said “tough, you can go get an abortionor something, it isn’t like we were in love or something.” Then he laughed at her and toldher to go find some other guy who would shack up with her. Incidentally, Mike is a very attractive man and he likes to point that out on occasion. “Yeah, I was going to be a male model in L. A.,but my agent did not know what he was doing . . . could never get things settled out right . . . so I had to fire him.” Mike is very popular with women and has had a constant string of failed relationships due to what he calls “their inability to keep things exciting.” As Mike puts it “hey, I am too smart for this stuff. These people around me, they don’t deserve the good dummies. But me, well I know how to run things and get over on people. And I am not about to let these dummies get in my way. I got it all figured out . . . see?”
Effective Small Business Management: An Entrepreneurial Approach 9th Edition, 2009 IS ...
THE CHRONICLE OF HIGHER EDUCATIONNovember 8, 2002 -- vol. 49, .docxmattinsonjanel
THE CHRONICLE OF HIGHER EDUCATION
November 8, 2002 -- vol. 49, no. 11, p. B7
The Dangerous Myth of Grade Inflation
By Alfie Kohn
Grade inflation got started ... in the late '60s and early '70s.... The grades that faculty members now give ... deserve to be a scandal.
--Professor Harvey Mansfield, Harvard University, 2001
Grades A and B are sometimes given too readily -- Grade A for work of no very high merit, and Grade B for work not far above mediocrity. ... One of the chief obstacles to raising the standards of the degree is the readiness with which insincere students gain passable grades by sham work.
--Report of the Committee on Raising the Standard, Harvard University, 1894
Complaints about grade inflation have been around for a very long time. Every so often a fresh flurry of publicity pushes the issue to the foreground again, the latest example being a series of articles in The Boston Globe last year that disclosed -- in a tone normally reserved for the discovery of entrenched corruption in state government -- that a lot of students at Harvard were receiving A's and being graduated with honors.
The fact that people were offering the same complaints more than a century ago puts the latest bout of harrumphing in perspective, not unlike those quotations about the disgraceful values of the younger generation that turn out to be hundreds of years old. The long history of indignation also pretty well derails any attempts to place the blame for higher grades on a residue of bleeding-heart liberal professors hired in the '60s. (Unless, of course, there was a similar countercultural phenomenon in the 1860s.)
Yet on campuses across America today, academe's usual requirements for supporting data and reasoned analysis have been suspended for some reason where this issue is concerned. It is largely accepted on faith that grade inflation -- an upward shift in students' grade-point averages without a similar rise in achievement -- exists, and that it is a bad thing. Meanwhile, the truly substantive issues surrounding grades and motivation have been obscured or ignored.
The fact is that it is hard to substantiate even the simple claim that grades have been rising. Depending on the time period we're talking about, that claim may well be false. In their book When Hope and Fear Collide (Jossey-Bass, 1998), Arthur Levine and Jeanette Cureton tell us that more undergraduates in 1993 reported receiving A's (and fewer reported receiving grades of C or below) compared with their counterparts in 1969 and 1976 surveys. Unfortunately, self-reports are notoriously unreliable, and the numbers become even more dubious when only a self-selected, and possibly unrepresentative, segment bothers to return the questionnaires. (One out of three failed to do so in 1993; no information is offered about the return rates in the earlier surveys.)
To get a more accurate picture of whether grades have changed over the years, one needs to look at official student tran ...
The chart is a guide rather than an absolute – feel free to modify.docxmattinsonjanel
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The Challenge of Choosing FoodFor this forum, please read http.docxmattinsonjanel
The Challenge of Choosing Food:
For this forum, please read: https://www.washingtonpost.com/lifestyle/food/no-food-is-healthy-not-even-kale/2016/01/15/4a5c2d24-ba52-11e5-829c-26ffb874a18d_story.html?postshare=3401453180639248&tid=ss_fb-bottom
The article is from the Washington Post, January 17, 2016, by Michael Ruhlmanentitled: "No Food is Healthy, Not even Kale."
Based on your reading in the textbook share the following information with your classmates:
(1) To what degree to you agree with article, "No Food is Healthy, Not even Kale." Do semantics count? Should we focus on foods that are described as nourishing (nutrient-dense) instead of foods described as healthy because the word "healthy" is a "bankrupt" word? Explain and refer to information from the article.
(2) Based on the article and the textbook reading (review pages 9-30), how challenging is it for you to choose nutritious foods that promote health? What factors drive your food choices? Explain to your classmates.
(3) What do you think is the biggest concern we face health-wise in the US today?
(4) What are some obstacles as to why we may not be eating as well as we would like to?
Please complete all questions, if you have any question let me knowv
Test file, (Do not modify it)
// $> javac -cp .:junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .:junit-cs211.jar ProperQueueTests #run tests
//
// On windows replace : with ; (colon with semicolon)
// $> javac -cp .;junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .;junit-cs211.jar ProperQueueTests #run tests
import org.junit.*;
import static org.junit.Assert.*;
import java.util.*;
public class ProperQueueTests {
public static void main(String args[]){
org.junit.runner.JUnitCore.main("ProperQueueTests");
}
/*
building queues:
- build small empty queue. (2)
- build larger empty queue. (11)
- build length-zero queue. (0)
*/
@Test(timeout=1000) public void ProperQueue_makeQueue_1(){
String expected = "";
ProperQueue q = new ProperQueue(2);
String actual = q.toString();
assertEquals(2, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void ProperQueue_makeQueue_2(){
String expected = "";
ProperQueue q = new ProperQueue(11);
String actual = q.toString();
assertEquals(11, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void Queue_makeQueue_3(){
String expected = "";
ProperQueue q = new ProperQueue(0);
String actual = q.toString();
assertEquals(0, q.getCapacity());
assertEquals(expected, actual);
}
/*
add/offer tests.
- add a single value to a short queue.
- fill up a small queue.
- over-add to a queue and witness it struggle.
- add many but don't finish filling a queue.
- make size-zero queue, adds fail, check it's still empty.
*/
@Test(timeout=1000) public void ProperQueue_add_1(){
String expecte ...
The Civil Rights Movement
Dr. James Patterson
Black Civil Rights Movement
Basic denial of civil rights (review)
Segregation in society
Inferior schools
Job discrimination
Political disenfranchisement
Over ½ lived below poverty level
Unemployment double national ave.
Ghettoes: gangs, drugs, substandard housing, crime
Early Victories
WWII egalitarianism and backlash against German racism
Jackie Robinson integrated professional baseball—1947
Desegregation of the armed forces ordered by president Truman—1948
Marian Anderson performed at the New York Metropolitan Opera House—1955
Increased interest in civil rights a result of Cold War propaganda
Brown v. Board of Education
1954 – Topeka, Kansas
Linda Brown: filed suit to attend a neighborhood school
“Separate educational institutions are inherently unequal.”
Overturned Plessy v. Ferguson
Court says: integrate "with all deliberate speed.”
What did this mean?
Linda Brown and Family
Circumvention of Brown v. Board of Education Ruling
White supremacist parents feared racial mixing and attempted to block black enrollment.
Ignored the integration issue
Token integration
Segregation through standardized placement tests
Segregation through private schools
Stalling through legal action
By 1964, 10 years after the Brown case, only 1% of black children attended truly integrated schools.
Little Rock High School
1957 courts order integration in Little Rock
9 black students enrolled.
Governor called out militia to block it.
Mobs replaced militia after recall.
Eisenhower ordered federal troops to protect the students.
Daily harassment
Courageous black students persevered.
Montgomery Bus Boycott
1955--Rosa Parks arrested for not giving up seat to white man
Boycott of bus system led by Martin Luther King, Jr.:
Walking, church busses, car pools, bicycles
Bus lines caught in the middle
Rosa Parks being Booked
Supreme Court ruled bus companies must integrate.
Inspired other protests:
Sit-ins, wade-ins, kneel-ins
Woolworth’s lunch counter
Montgomery Bus Boycott
Martin Luther King, Jr.
Martin Luther King, Jr.
Non-Violent
Influenced by Ghandi
“The blood may flow, but it must be our blood, not that of the white man.”
“Lord, we ain’t what we oughta be. We ain’t what we wanna be. We ain’t what we gonna be. But thank God, we ain’t what we was.”
Freedom Riders
Activists traveled from city to city to ignite the protest.
Bull Conner:
in Montgomery
Dogs
Whips
Water hoses
Cattle prods
Television
Public backlash
Civil Rights March (AL. 1965)
1963 - Washington, D.C. "I have a Dream“—200,000 Attended
Civil Rights Legislation
1964 - Civil Rights Act
1964 - 24th Amendment
Abolished Poll Tax
1965 Voting Rights Act
Affirmative action
Int ...
The Churchill CentreReturn to Full GraphicsThe Churchi.docxmattinsonjanel
The Churchill Centre
Return to Full Graphics
The Churchill Centre | Calendar | Churchill Facts | Speeches & Quotations | Publications and Resources |
News | Join The Centre! | Churchill Stores | Contact Us | Links | Search
Their Finest Hour
Sir Winston Churchill > Speeches & Quotations > Speeches
June 18, 1940
House of Commons
I spoke the other day of the colossal military disaster which occurred when the French High Command
failed to withdraw the northern Armies from Belgium at the moment when they knew that the French front
was decisively broken at Sedan and on the Meuse. This delay entailed the loss of fifteen or sixteen French
divisions and threw out of action for the critical period the whole of the British Expeditionary Force. Our
Army and 120,000 French troops were indeed rescued by the British Navy from Dunkirk but only with the
loss of their cannon, vehicles and modern equipment. This loss inevitably took some weeks to repair, and in
the first two of those weeks the battle in France has been lost. When we consider the heroic resistance
made by the French Army against heavy odds in this battle, the enormous losses inflicted upon the enemy
and the evident exhaustion of the enemy, it may well be the thought that these 25 divisions of the
best-trained and best-equipped troops might have turned the scale. However, General Weygand had to fight
without them. Only three British divisions or their equivalent were able to stand in the line with their French
comrades. They have suffered severely, but they have fought well. We sent every man we could to France
as fast as we could re-equip and transport their formations.
I am not reciting these facts for the purpose of recrimination. That I judge to be utterly futile and even
harmful. We cannot afford it. I recite them in order to explain why it was we did not have, as we could have
had, between twelve and fourteen British divisions fighting in the line in this great battle instead of only
three. Now I put all this aside. I put it on the shelf, from which the historians, when they have time, will
select their documents to tell their stories. We have to think of the future and not of the past. This also
applies in a small way to our own affairs at home. There are many who would hold an inquest in the House
of Commons on the conduct of the Governments-and of Parliaments, for they are in it, too-during the years
which led up to this catastrophe. They seek to indict those who were responsible for the guidance of our
affairs. This also would be a foolish and pernicious process. There are too many in it. Let each man search
his conscience and search his speeches. I frequently search mine.
Of this I am quite sure, that if we open a quarrel between the past and the present, we shall find that we
have lost the future. Therefore, I cannot accept the drawing of any distinctions between Members of the
present Government. It was formed at a moment of crisis in order to unite a ...
The Categorical Imperative (selections taken from The Foundati.docxmattinsonjanel
The Categorical Imperative (selections taken from The Foundations of the Metaphysics of
Morals)
Preface
As my concern here is with moral philosophy, I limit the question suggested to this:
Whether it is not of the utmost necessity to construct a pure thing which is only empirical and
which belongs to anthropology? for that such a philosophy must be possible is evident from the
common idea of duty and of the moral laws. Everyone must admit that if a law is to have moral
force, i.e., to be the basis of an obligation, it must carry with it absolute necessity; that, for
example, the precept, "Thou shalt not lie," is not valid for men alone, as if other rational beings
had no need to observe it; and so with all the other moral laws properly so called; that, therefore,
the basis of obligation must not be sought in the nature of man, or in the circumstances in the
world in which he is placed, but a priori simply in the conception of pure reason; and although
any other precept which is founded on principles of mere experience may be in certain respects
universal, yet in as far as it rests even in the least degree on an empirical basis, perhaps only as to
a motive, such a precept, while it may be a practical rule, can never be called a moral law…
What is the “Good Will?”
NOTHING can possibly be conceived in the world, or even out of it, which can be called
good, without qualification, except a good will. Intelligence, wit, judgement, and the other
talents of the mind, however they may be named, or courage, resolution, perseverance, as
qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of
nature may also become extremely bad and mischievous if the will which is to make use of them,
and which, therefore, constitutes what is called character, is not good. It is the same with the
gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment
with one's condition which is called happiness, inspire pride, and often presumption, if there is
not a good will to correct the influence of these on the mind, and with this also to rectify the
whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a
single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to
an impartial rational spectator. Thus a good will appears to constitute the indispensable condition
even of being worthy of happiness.
There are even some qualities which are of service to this good will itself and may
facilitate its action, yet which have no intrinsic unconditional value, but always presuppose a
good will, and this qualifies the esteem that we justly have for them and does not permit us to
regard them as absolutely good. Moderation in the affections and passions, self-control, and calm
deliberation are not only good in many respects, but even seem to constitute part of th ...
The cave represents how we are trained to think, fell or act accor.docxmattinsonjanel
The cave represents how we are trained to think, fell or act according to society, following our own way and not the way intended for us. The shadows are merely a reflection of what they perceived to be reality instead of an illusion. The prisoners are trapped in society, each one of us who choose to stay trapped in our own way. The man that escapes is the person who no longer is a slave to society and can see the difference between reality and illusion. The day light can be compared to God’s will. When you don’t follow the plan that has been laid out for you by God, than you are trapped and you will only see illusions or reflections of reality. Escaping and choosing to go into “the light,” or following the will of God, only then can you be set free from your prison.
When looking at a piece of art, a painting, for example, at first glance the painting can appear to be something other what it is intended to be (reality). This reminds me of those pictures that everyone sees on social media, the picture that has circles all over it. When you look at the picture it appears that the circles are moving, but in reality the circles do not move at all. So art can more or less be perceived as more of an illusion.
An example of the picture can be seen here http://www.dailyhaha.com/_pics/movie_circles_illusion.jpg
Accepting illusion as reality happens a lot more times than we probably think. Anything that we see on T.V., Social Media, internet, or even dating, can all be perceived as an illusion at some point. Take dating for example; how a person acts on a date is most likely not how they would act to someone they have known for a while (illusion). Not all people pretend to be something different but in many cases they do. Recognizing what you failed to see after the initial first date and thereafter is how you would know what you first seen was just simply an illusion and therefore not reality, unless of course in reality they are simply a fake person I suppose. Following this pattern makes you realize most people do not appear to be who they are. A good “first impression” doesn’t necessarily mean much when thinking about illusions vs reality, because that’s all the “first impression” is in fact more or less an illusion.
People live in shadows because they fail to recognize reality and choose to continue to believe in illusions. With the growth of Social media, more and more people are falling victim to what things appear to be and will stay in the dark (cave). We as a society are imprisoned by what we see and read through news channels and social media. We will believe anything that comes across CNN or any news station (not fox news though) and let them make up our mind for us. People comment on any shooting victims and assume the cop was in the wrong and is racist, in reality that is not always the case.
It’s interesting to think in terms of appearance vs reality when viewing not only art, but the world. Not taking things for what they appear to ...
The Case Superior Foods Corporation Faces a ChallengeOn his way.docxmattinsonjanel
The Case: Superior Foods Corporation Faces a Challenge
On his way to the plant office, Jason Starnes passed by the production line where hundreds of gloved, uniformed workers were packing sausages and processed meats for shipment to grocery stores around the world.
Jason's company, Superior Foods Corporation, based in Wichita, Kansas, employed 30,000 people in eight countries and had beef and pork processing plants in Arkansas, California, Milwaukee, and Nebraska City. Since a landmark United States–Japan trade agreement signed in 1988, markets had opened up for major exports of American beef, now representing 10 percent of U.S. production. Products called “variety meats”—including intestines, hearts, brains, and tongues—were very much in demand for export to international markets.
Jason was in Nebraska City to talk with the plant manager, Ben Schroeder, about the U.S. outbreak of bovine spongiform encephalopathy (mad cow disease) and its impact on the plant. On December 23, 2011, the U.S. Department of Agriculture had announced that bovine spongiform encephalopathy had been discovered in a Holstein cow in Washington State. The global reaction was swift: Seven countries imposed either total or partial bans on the importation of U.S. beef, and thousands of people were chatting about it on blogs and social networking sites. Superior had moved quickly to intercept a container load of frozen Asian-bound beef from its shipping port in Los Angeles, and all other shipments were on hold.
After walking into Ben's office, Jason sat down across from him and said, “Ben, your plant has been a top producer of variety meats for Superior, and we have appreciated all your hard work out here. Unfortunately, it looks like we need to limit production for a while—at least three months, or until the bans get relaxed. I know Senator Nelson is working hard to get the bans lifted. In the meantime, we need to shut down production and lay off about 25 percent of your workers. I know it is going to be difficult, and I'm hoping we can work out a way to communicate this to your employees.”
...
The Case You can choose to discuss relativism in view of one .docxmattinsonjanel
The Case:
You can choose to discuss relativism in view of one of the following two cases:
The Case:
· Start by giving a brief explanation of relativism (200 words).
· what is the difference between ethical & cultural relativism. Then discuss, in view of relativism, how we can reconcile the apparent conflict between the need for enforcement of human rights standards with the need for protection of cultural diversity. (400 words).
...
The Case Study of Jim, Week Six The body or text (i.e., not rest.docxmattinsonjanel
The Case Study of Jim, Week Six
The body or text (i.e., not restating the question in your answer, not including your references or your signature) of your initial response should be at least 300 words of text to be considered substantive. You will see a red U for initial responses that are not at least 300 words. Note: your initial response to this required discussion will not count toward participation
The Case Study of Jim, Week 6
Title of Activity: In class discussion of the case study of Jim, Week Six
Objective: Review the concepts of the case study in Ch.13 of Personality and then relate Jim’s case to the theorists discussed during the week. In addition, summarize the entire case study.
1. Read “The Case of Jim” in Ch. 13 of Personality.
2. Discuss the case. This week, discussion should focus on social-cognitive theory.
3. Provide a summary of the entire case.
THE CASE OF JIM Twenty years ago Jim was assessed from various theoretical points of view: psychoanalytic, phenomenological, personal construct, and trait.
At the time, social-cognitive theory was just beginning to evolve, and thus he was not considered from this standpoint. Later, however, it was possible to gather at least some data from this theoretical standpoint as well. Although comparisons with earlier data may be problematic because of the time lapse, we can gain at least some insight into Jim’s personality from this theoretical point of view. We do so by considering
Jim’s goals, reinforcers he experiences, and his self-efficacy beliefs.
Jim was asked about his goals for the immediate future and for the long-range future. He felt that his immediate and long-term goals were pretty much the same: (1) getting to know his son and being a good parent, (2) becoming more accepting and less critical of his wife and others, and (3) feeling good about his professional work as a consultant.
Generally he feels that there is a good chance of achieving these goals but is guarded in that estimate, with some uncertainty about just how much he will be able to “get out of myself” and thereby be more able to give to his wife and child.
Jim also was asked about positive and aversive reinforcers, things that were important to him that he found rewarding or unpleasant.
Concerning positive reinforcers, Jim reported that money was “a biggie.”
In addition he emphasized time with loved ones, the glamour of going to an opening night, and generally going to the theater or movies.
He had a difficult time thinking of aversive reinforcers. He described writing as a struggle and then noted, “I’m having trouble with this.”
Jim also discussed another social-cognitive variable: his competencies or skills (both intellectual and social). He reported that he considered himself to be very bright and functioning at a very high intellectual level. He felt that he writes well from the standpoint of a clear, organized presentation, but he had not written anything that is innovative or creative. Ji ...
The Case of Missing Boots Made in ItalyYou can lead a shipper to.docxmattinsonjanel
The Case of Missing Boots Made in Italy
You can lead a shipper to the water, but if the horse does not want to drink…
Vocabulary:
Shipper: In commercial trade, the person who gives goods to a shipping company to be transported to a foreign destination; in export transactions, it is usually the exporter. Do not confuse the shipper with the shipping company or carrier.
Consignee: The person who is ultimately receiving the goods, generally the buyer or importer. Sometimes these people will designate a “notify party” to be notified when the goods arrive in the port of entry, so that customs clearance can be arranged and the goods picked up for further domestic transport.
Carrier: A company that transports goods (sometimes referred to as a “shipping company” or a “freight company”).
Forwarder (or “freight forwarder”): A forwarder is like a travel agent for cargo – forwarders organize the transport of your goods from departure to destination, and charge a fee for their services. There are many different kinds of forwarders. There are firms that act as both forwarders and carriers. Sometimes forwarders will have relationships with a whole string of carriers and other forwarders, so that the shipper only deals with the forwarder but in the end the goods are actually carrier by a series of independent transport companies.
NVOCC: Non-vessel operating common carrier. A “common carrier” in the legal terminology refers to a carrier who has accepted the additional legal burdens imposed on a company that regularly carries goods for a fee (as opposed to someone with a truck who might agree to help you out just this once because you’re in trouble).
Container: Large standard-sized metal boxes for transporting merchandise; you see them on the back of trucks, or stacked up outside of ports like Lego toys, or on top of large ocean-going container ships. The capacity of container vessels is measured in TEU (twenty-foot equivalent units; containers generally measure 20 or 40 feet long; large vessels can now carry in excess of 4,000 TEU). There are different kinds of containers for different purposes. For example, refrigerated containers (for transporting meat or fruit, for example) are called “reefers,” so be careful where you use this term.
Consolidator: When large companies ship a lot of goods, they are usually able to fill entire containers. However, shippers who ship smaller amounts (like the shipper in the example below), often have their goods “stuffed” (the industry term) along with other goods into the same container; hence, they are “consolidated.” Some firms specialize in consolidating various shipments from different shippers, these are “consolidators.” A load which requires consolidation is a “LCL” or less-than-full-container load, as opposed to a “FCL” – full-container-load.
Marine Insurance: This is a common term for cargo insurance for international shipments, even in cases where much of the transport is NOT by sea; “marine insurance ...
The Cardiovascular SystemNSCI281 Version 51University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
1
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The Cardiovascular SystemNSCI281 Version 55University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
5
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
Layer 1 (p. 470)
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.7b: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
Layer 2 (pp. 474-475)
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Layer 3 (p. 475)
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Layer 6 (p. 476)
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
A. .
B. .
C. .
D. .
E. .
F. .
G. .
H. .
I. .
J. .
K. .
In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The British Airways Swipe Card Debacle case study;On Friday, Jul.docxmattinsonjanel
The British Airways Swipe Card Debacle case study;
On Friday, July 18, 2003, British Airways staff in Terminals 1 and 4 at London’s busy Heathrow Airport held a 24 hour wildcat strike. The strike was not officially sanctioned by the trade unions but was spontaneous action by over 250 check in staff who walked out at 4 pm. The wildcat strike occurred at the start of a peak holiday season weekend which led to chaotic scenes at Heathrow. Some 60 departure flights were grounded and over 10,000 passengers left stranded. The situation was heralded as the worst industrial situation BA had faced since 1997 when a strike was called by its cabin crew. BA response was to cancel its services from both terminals, apologize for the disruption and ask those who were due to fly not to go to the airport as they would be unable to service them. BA also set up a tent outside Heathrow to provide refreshments and police were called in to manage the crow. BA was criticized by many American visitors who were trying to fly back to the US for not providing them with sufficient information about what was going on. Staff returned to work on Saturday evening but the effects of the strike flowed on through the weekend. By Monday morning July 21, BA reported that Heathrow was still extremely busy. There is still a large backlog of more than 1000 passengers from services cancelled over the weekend. We are doing everything we can to get these passengers away in the next couple of days. As a result of the strike BA lost around 40 million and its reputation was severely dented. The strike also came at a time when BA was still recovering from other environmental jolts such as 9/11 the Iraqi war, SARS, and inroads on its markets from budget airlines. Afterwards BA revealed that it lost over 100,000 customers a result of the dispute.
BA staff were protesting the introduction of a system for electronic clocking in that would record when they started and finished work for the day. Staff were concerned that the system would enable managers to manipulate their working patterns and shift hours. The clocking in system was one small part of a broader restructuring program in BA, titled the Future Size and Shape recovery program. Over the previous two years this had led to approximately 13,000 or almost one in four jobs, being cut within the airline. As The Economist noted, the side effects of these cuts were emerging with delayed departures resulting from a shortage of ground staff at Gatwick and a high rate of sickness causing the airline to hire in aircraft and crew to fill gaps. Rising absenteeism is a sure sign of stress in an organization that is contracting. For BA management introduction of the swipe card system was a way of modernizing BA and improving the efficient use of staff and resources. As one BA official was quoted as saying We needed to simplify things and bring in the best system to manage people. For staff it was seen as a prelude to a radical shakeup in working ...
The Case Abstract Accuracy International (AI) is a s.docxmattinsonjanel
The Case
Abstract
Accuracy International (AI) is a specialist British firearms manufacturer based in Portsmouth,
Hampshire, England and best known for producing the Accuracy International Arctic Warfare
series of precision sniper rifles. The company was established in 1978 by British Olympic shooting
gold medallist Malcolm Cooper, MBE (1947–2001), Sarah Cooper, Martin Kay, and the designers
of the weapons, Dave Walls and Dave Craig. All were highly skilled international or national target
shooters. Accuracy International's high-accuracy sniper rifles are in use with many military units
and police departments around the world. Accuracy International went into liquidation in 2005, and
was bought by a British consortium including the original design team of Dave Walls and Dave
Craig.
Earlier this year, AI's computer network was hit by a data stealing malware which cost thousands of
pounds to recover from. Also last year there have been a couple of incidents of industrial
espionage, involving staff who were later sacked and prosecuted.
As part of an ongoing covert investigation, the head of Security at AI (DG) has hired you to
conduct a forensic investigation on an image of a USB device. The USB device, it is a non-
company issued device, allegedly belonging to an employee Christian Macleod, a consultant and
technical manager at AI for more than six years.
Case details
Christian’s manager, David Bolton, is the regional manager and head of R&D and has been
working at AI for the last three years. David initiated this fact finding covert investigation which is
conducted with the support of the head of Security at AI.
The USB device in question allegedly was removed from Christian's workstation at AI while he
was out of the office for lunch, the device was imaged and then it was plugged in back into
Christian's workstation. You have been provided with a copy of that image (the original copy is at
the moment secure in a secure locker at the security department).
You have been told by DG that Dave was alarmed by some of the work practices of Christian and
that prompted him to start this investigation by contacting the Head of Security at AI. According to
Dave, Christian would bring in devices such as his iPod and his iPhone and he would often plug
these into his workstation. There is no policy against personal music devices and there is no
BYOD policy but there is a strict policy against copying corporate data is any personal device. The
company's policy states that such data is not to be stored unencrypted, on unauthorised, non
company approved devices. According to DG, Dave has reasons to believe that an earlier malware
infection incident at AI had its origins in one of Christian's personal devices.
Supporting information
1. You need to be aware that Dave and Christian do not get along as they had a few verbal exchanges
in the last year. Christian has filled in a ...
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
1. Sugar Bowl.pdf
Kinard gA4Z7 Susiness FolicY
Sufulr Bowl
Case Questions:
o What challenges does Shelby Givens Face:
o During Phase L (Preparing for the Transformation)
o During Phase 2 (Renovation and Grand Openingi(
o During Phase 3 (701'L12012 Operations)
. By the end of the case, what has Givens done to address the
challenges outlined at each
stage listed in Quesiion (1) above?
. Which of the actions executed by Givens were most successful
in resolving the
challenges? Which were least successful? What other options
might Givens have
p u rsued ?
o ls Sugar Bowl a viable business? Which forces have the most
positive, or negative,
impact on the business's profitability.
r What is the daily breakeven number of customers required Q3,
2011. What is it by the
end of Q1 2012?
2. o Givens considers two paths for Wednesday night
entertainment: league bowling and
exclusive brand rights
o Which option will generate more revenue in the short term?
Long term?
o ls revenue how success should be measured? Which path'do
you think is best for
Sugar Bowl and whY?
o How should Givens evaluate the investor's offer to buy the
business, and the New York
consulting opportunity that's offered to her at the end of the
case? Consider both
financial and Personal goals.
o Once Sugar Bow's financials are more stable, what changes
could Givens make to build a
stronger organization and culture?
tl
HARVARD i BUS IN ESS i SCHOOi.ll
-,j i^ii;1,i,1
RlCH,ARD G. HAMiR}"IES;j
.iI ]5A ZALOSH
Sugar Bowl
Shelby Giyens checked her u'atch as she jogged along Raleigh's
Greenway Trail; she u'a'q rurrning
3. iate agairL, Since Sugar Borvl's iaiinch, there simpiy rt'ere not
enough hours in the day to saiis$r the
orr"t1Jh.k.itlg dernands on her tine. Givens couldn't remember
ihe last tirne she went to dirurer aI'id
a movie rarith friencis. And ',hough ihree monits had passed,
she stilI deeply regretted missing her
coliege roorrunate's r,,'edding becau,se of an unaniicipated
staffing crisis-
Givens had thought "*rat by now, April 2A77, a full year after
ttie bou'ling lounge's opening, her
fast-paced ald sometimes sleepless enkepreneur:ial Life rvould
be slorl'er, or at ieast more predictable-
But that simply wasn't the case. Givens loved Raleigh and her
job-malagirrg her fanrilf s borvlins
legacy was tkilhng, professionally reu'arding, arrd potentially
lucrative. Profits were on the rise (See
Exhibits 1 and 2 for Sugar Bo'it4 financia,l statements) but the
conlinual personal sacrifice was starting
to ^7ear on her. Was this horv she wanled to spend the
remainder of her twenties? On the other
hand, n'hat job rt'ould ever be as fulfilling or as srimulalirg as
the one she had now?
Sugar Bou'l's board meeting rtras fivo weelcs arvay, scheduled
for April 3A,2072. Givens had some
exciting opportunities to present to her investors. lt t'as
irnperative, though, itrat she work through
her orvn priorities-financia-l ald othenv-jse=in advance of that
meeiing. Virat was best for Sugar
Bowl rvasn't necessarily best for Givens. Or rt'as it?
Background
4. After graduatir-Lg from business school in 2009, Givens rei-
umed to her naiirre Raleieh, NC to
implement a hrrnarou-nd of Westlake Lanes. The aliing
setrenties-st1,le borvling business was started
by her deceased grardfather, Dane Sugar, in an oid mill in
downtowl Raleigh. Cuided by an
entrepreneurial spirit ald interest in general ma:ragement,
Givens tightened cost controls and
strea-rrr,lined operations. in just mne months Gir.'ers stopped
Westiake's spiraling }osses ald even
eamed u s*ull profit. Yei Givers questioned Westiake's ability
to sustain healthl' profits over the
Iong term, due to a nrirnber of social and environmental factors
(see Appendix), including:
' fhe de,clining popularity of rveekly "leagae" bowling teams
. The aging popuJation of regulars
" Marginal revenue from iestlake's limited food and drink
menu (pizza and beer)
. Coniinually rising healthcare and utilities costs
HB-c profesu Ridrad G, Hmmesh and uritq Alisa Zalmh prepued
this i]ffi soleiy as a t'a$s for dass dirusion od not as m
odorremmt, a souce o{ pnmary data, or m illu.lraijon of effe*ive
or iaef{ective ]]:6agemsl SJibough based on real evoc md
dePite
EcasioMl retsmcs to actual compmis, this c+e is fictitiou md ay
eemblance to actual pemoro or mtiiie is cojnddnbl
Cop;,right @ 20i2 preidmt md Fello*'s of Hanard Coliege. To
order copia or reguesi?emisdon to PProduce maiedals, cali l-
8OG54f7685,
q,rite frm,ard Buinas Publishhg, Bosto& MA 02163, or go to
hitpr/ll'm')rbsp.haruad-edu This puniication Fay rioi be
ciigitiad.
5. photocopied, or otheffise reproduel, p6te4 or kffimitted, u.iiioui
t}.re lEnission of Ho ard Buines School.
913-537 I SugarBowJ
' Increasing forms of competitive farnily entertainment
. Less free "famiiy" time due to dual income families ald
oversc-heduled kids.
IrL March, 2010 Givens persuaded l{estlake's board to pursue a
different path for Westlake: to
create a lively and pJush bowling lounge and nightciub.
IrLstead of bright lights, an oLd juke-box and
a menu consisting of przza, hot dogs arrd beer on tap,
crrstomers would enjoy a full bar, table sen,ice
and a tapas-style menu of small plates and contemporary finger
foods. The lack of any direct
competition in Raleigh, paired with Raleigh's ongoing
gentrification and influx of young
professionals,i led Givens to believe a market existed for such a
renue. She even had a name to
propose for the reconceived business: Sugar BowI.
Before his death in 2008, Dane Sugar upgraded 4/estiake's lane
machinery and scoring
technologv. Givens u'anted to updaie the outdated 16,000 square
foot interior, reconfiguring the
space to foster casual dining and socia-lizing, as vr'ell as
bort'ling, for 150 people, neariy doubling
capaity.2 She believed that revenue levels from the new
business u'ould support significant jumps
in costs, such as rent and insurance.
GiverLs projected she r,r.'ould need $600,000 to renovate the
6. bowling alle,v, and forecasted an
additional $100,000 for starbup costs arrd incidenials. She
raised $200,000 in the form of convertible
notes from friends and family, and secured a 5400,000 SBA
loarL from a local bank. Both loans were 5
years in lengthL, commanded 8% interest, and required
quarteriy interest-only payments with the
principal to be repaid rn ful1 at the end of the terrrL. The balk,
howerrer, listed additional terms;
failure to comply would result in rate renegotialion or a
truncated ioan term.
Loan Terms:
1. Givens provided her home, a downtown Raleigh
condorninium, as loal collateral,
2. The venue must open no later than 15 months post-funding.
3- Aclual revenue must reach 7A% of projected rerenue (or
$1,000,000) after four operatilg
quarters.
Though $100,000 short of her fundraising goal, Givens reasoned
thaf with a rigorous approach to
cosi malagement, she couJd navigaie ihe shorL{aU.
Westlake taught me that to be profitable in ihis busiless you
need to provide cornpelling
entertairmrent and closely watch expenses. U customers enjoy
iheir experience they'11 return with
thejr friends-that is the cheapest and most effective form of
markelilg. But no cosi should be
overlooked. Spending just an extra nickel per customer adds up
when volume arrd customer
lurnover are high,
7. Phase I: Preparing for the Transformation (Summer 2010)
I learned at Westlake the priceless value of asking for heip-from
friends and colleagues, suppliers,
and professional contacts- I kept that in mind as I embarked on
Sugar Bowl's launch.
1 Bet*een 2000 and 2010, Raleigh's popuJation greN'bv 46-3"/"
to 4M,000. lts median age rcas 31.9 and t}ose aged 2i-44
accomted for one *rird of ilre popuJation Forty-sevm perce.rt of
residents 25 years or older possessed a college degree (or
higher). Source: US Cersus: http:/./ quickfacts.census.gov
/q{d/states/37l3755000.htrn1
2 Due to change in busiress, rmt for the space h,as renegotiated
md iaaeasecl by 60%-
BRIEFCASES I HARVARD BUSINESS SCHOOL
SugxBowl | 9L3-537
Em1sloyees
Givens anticipaied it v,ould take 9 montls to a year before
Sugar Bon'l rqas operational. She
pla-nned to close{esttake, which was generating weekly
revenues of $f 5,000, in November, 2010 for
iour months of renovations- Three fuIl-ti-n-re employees
remained from Westlake:
Salary Responsibility TenureEmployee
Gary Spalding (50)
8. Shirley Smith (41)
Daniel Sinclair (27)
$40K Maintenance of glo'unds, buildi.irgs & machinery
$31K Back office, sales and marketing
$24K Kitchen/bar supplies, cooking and sewing food
15 yrs.
23 yrs.
10 yrs.
For employees, a Sugar Bowi trarsition would mean later hours,
more crstomers arrd higher
ser'ice exiectations. Oithe th,ree fu1l rime employees, gnly
Spaldrng expressed sincere inierest in
working through the transformation- Givens was not ready to
invest in any nerv hires jusi )/et, so out
of necelsiq, shl designated Smith, a longtirne employee fa:rtiliar
with {estlake operations, manager
r:ntrl the te*po.ury Jose- Though Smith required frequent
direction she u'as irustworthy and loyal'
Researcll
Before proposing tlre bon,iing lourige StrateSl to Westiake,s -
board,
Givens spent eight weeks
analyzing io.ut unJnuUonwide markerdata and consumer trends
9. related io bowling and evening
entertainmmt, Ttds research provided a solid for.urdation for
the assumptions Givens used to craft
pro-forma tinancials for Sugar Bort'l il March,2010'
Aware of the difference between crafting a strategy- arid
execudng a vision, Givens sought arL
operational mentor. Tirrough a former business colleagug
Givens was introduced to Michaei Burke,
th" gur,.rul manaser of "Hlgtr Rollers," a trendy bowLirtg venue
iocated in the heart of Washington,
o.C] after u;1 ir.1rtiul phonJconversation, Burke agreed to meet
with Givers in Washington, and to
provide her with a generous share of inside business
irrformation-
High Rollers exemplified the r.ision i'd porn'ayed to my
investors," Give.ts recalled- "r,'Vlren I
q,uiked in on Thursday night ai 10pm, it u'as packed with young
professionals; most seemed to be
jn their hvenlies and e"rly thirties- The iighting was dim, the
music r'r'as loud; many Pakons were
bowiing, others eating, ,t*" were dancing, and alt were
dri::rking- I was str-uck by how mtrch
people were wiiling to pav for the experience'
Like Sugar Bowl, the tligh Rollers facitity held 16 bolvling
lanes- Burke told Civens that the
average customer spent $62-50 per rzisit, with 50% of revenue
from alcohol, 30% {r-om food, arrd 20%
10. f.om larre admission. Fees for bott'iing were charged by the
horir i;rstead of by the game (shoe rental
was free). High Roller's gross profit margrn in 20A9 w'as70"k'
Burke credited cost-effectirre online marketing, word of mouth
"buzz," and prirrate event sales
efforts 1a ith High Rollers' corrsistent and robust revenue
stream. High Rollers collected email
addresses for er-ery crutomer and sent monthly special offers
and "refet a fi-iend" iicentives to them
to drive ,"p""t ur,i nerv business. A part-tirne event planner
cold-called targeted companieq to pitch
private events for slorver v'eelrrights.
ln Burke, Gir.'ens folnd an experienced mentor. She proposed a
standing monthly phone caJt and
Burke agreed r.t'hen she made the following offer: "lJ I pu1l
thjs off in Raleigh I will rehrrn the favor
b), cu11l11g you every month to tell you about ne-w concepts
that are ilcreasing my revenue and
imp rovin g my margin-s. "
HARVARD BUSINESS SCHOOL I BRiEFCASFS
913-537 I SugrBowl
Desigtt
11. Before speaking rt'ith any design professionais Gir.ers analyzed
the table and bar configurations
that would provide greatest profiiabrlity for a 150 capacity. She
decided thaf in addition to piush
seating and tabies at each lane's end, she v'ould order 25 two-
person tables and one pool table for the
rear third of the building's space. Flexibi.lity to reconfigure the
space for small groups, iarge groups,
and private errents r+'as critical.
Civerrs so[cited quotes from three professional Raleigh design
firrrs for Sugar Bowl's renovation-
Estirnates ranged from $500,000 to $750,000, with fifteen
percent of total project costs attributed to
design fees.
I was always ihinking about how to shave costs- Who might
value the opportunity to u'ork on
Sugar Bowl for belora'-markei rates? Tu'o Raleigh universities
offered degrees irl Architechre and
Design. I contacted the deans, proposed our project as al
independent study and r.t'as contacted by
several teams o{ graduate students wiiiing to work rt'ith me for
three srlmmer months at no cost in
reiurn for academic credit- Though I'd be more involved in the
design, I'd save arould $90,000 and
thai was u'orth it to me-
The team that impressed Givens most also mirrored her desired
demographic. She also hired a
licensed architect to revielv design and architectural plars,
ensuring they rvere in iine with current
safety and building codes. The plans were ready by October,
and she selected a general contractor,
Mj.ke I{alker, whose estimatelvas 25% less than compelitirre
estimates. A/hat Walker lacked in
12. experience (his business was just 3 years old) he made up for
u'ith enthusiasm; he u'as willing to
subsidize his labor for the opporllnity to u'ork on a hi.gh-profile
downtomr project and to display
signage on Sugar Bowl's exterior.
Food €t Beaerage
Civens recognized that Sugar Bo*'1 possessed an extremeiy
vulnubt" grandfathered asset be;.6n6
bowling la-nes: a state-'issued liquor License and cor:nty permit
to serve not just beer but the full range
of alcoholic beverages.3 But bringing the "right" businesses to
the neighborhood was importalt to
residents and govemment officials. They fought strongly against
businesses that posed a threat to
the newly cultivated district-
Sugar Bowl tvas also licensed to prepare and serve hot arrd cold
food onsite. The existing menu of
przza and mainskeam draft beer w'ould be repiaced, but Givens
did not have the furrds to build and
run a fuLl-sewice restauralt facility in the existing space.
Though kiichen inprovements would be necessary, employing
offsite caterers would cost far less
thal the price of a full restaurant kitchen installation. I
partnered wiih a Raleigh iood caterer with
an offuite facility that could prepare tapas-style appetizers and
small piates.
The terms of the caterine contract are Listed belorv.
Cost per menu item
Mini:nun-r order per night
# Catering employees required per night
13. Catering wage
Reguired advance notice for catering estimates
$s.00
300 items
J
$12 per hour
5 days
3Iotggl, Gjvers's grmdfather teminated liquor sen,ice in m
attempt to (1) reduce site damage, (2) deter rou,dy customers,
md (3) reduce insurance costs. The strategy worked md he kept
$re policy in place bdefiniteiy.
BRIEFCASES I HARVARD BUSINESS SCHOOL
Susar Bowi | 9I?'537
Phase II: Renovation (Fall 2010 arrd {intet 2811} and Grand
Opening
(spring 2011)
Westlake closed for renovations in November for four months,
but by December {alker, the
contractor, was alread;r rveeks betrrnd schedule due to the
following:
. Missed deadline {or permit fililg: 3 rveeks
. Deiiverl of incorrect materials/reorder & redelivery: 2 weeks
' Bui-lder staffing shortage: 1 week
14. The Grald Op"r1*g, originally plarrned for early March, ras
now set for the end of April' and
unexpected costs had uit"ud! dirninished Givens' $100,000
"incidentais" budget by $35'000'
Operaliorts:
Each week,s deiay, I calculated, wouid cost me a mjrdmum of
$30,000 in lost Sugar Bon''l revenue
I
ra,as rtorried - about not meeting the bank's timeline for
openrng, about depleting cash resewes,
about the capabili[r of the cona"actor I'd selecied. I figured that
firing him, thoug]1 would noi
speed up the process or save money-
Iliring s General Maruger
Givens recalled:
As spring approached, I designated the second w-eek of
February to hire staff, finalize catering
and
bar menus, and research mirketing options- Bui *ren, another
water pipe burst, city officials
demanded a walk-through and fini design orders needed to be
placed' Despite 18 hour days, I
couldn,t keep up iryith ttr"e demands on *y tim". I desperately
needed to delegaie responsibilities,
immediately, to someone capable of ildependent direction'
Burke recommended one of his former wait staff supervisors
15. and bar maragers, Sarah Pety-, to
GiverLs. Though she lived in Washington DC, Burke felt that
Givens could ltre her to Raleigh
rvith
the right opporiurLity and compensation.
I met SaralL at Sugar Bor,',1 - she was eager for a sta-rt-up, and
I valued her operalional experience
trernendously. pG, we clicked on a persinai lerrel. But I could-
n't afford her current $75'000 salary'
In exchange for a smaller salary of $55,000, Petty requested
authoriLy to mn the caiering and
restaurant operation, a 3% equity stake and a two year contract'
Frankly, it was more ihan I wanted to give up, economical1 Td
personally'
However, I trusted
Bi:rke's recommendation ard my gut instirrct, arrd offered her a
job on her terms, witlt one
stipulation: that her two-year .otttt'I.t would take effeci only
after she met or exceeded specific
goals in the firsi three post-openi-ng montls-
pefly started on March 1"'and i.rrr-rnediatelv began tackling
Givens's to-do list. "Shelby u'as hper-
sensitive to ne r and 'nexpected
costs," said.-Petty. "She asked me to solicit at least three quotes
for
new products alld services, to msure we were getting a fair
16. market price'"
HARV.ARD BUSINESS SCI-IOOL I BRIEFCASES
913-537 i Sugar Bowi
Settirtg Pricing
Civens leaned on Petty's experience to finalize hours of
operation and rates for bowiing, food arrd
beverages-
Hours of operation
Lar-re Rental
Expected # of customer rotations/night
l'{axirnum # of customers
6prn to 2am, 7 days/week
$40 per hour, or $l0/hour per person
,1
150 (or, 450/rught assuming 3 rotations)
Organizational
Givers divided the staff into three divisions- Petty managed
restaurant operations, and Givens
managed bou'Ling operations and sales (including marketing
and events). Both Givers and Petty
agreed that hiring a part-lirne bookkeeper io keep track of
17. receipts ald deposits rvas critical.
Reluctaltly, Givens acknort4edged thai elirninating emplorree
health insurance coverage (whuch had
acconnted tor 72ok of Westlake's fixed experses) was fiscaily
responsible.
Gary Spalding, u,ith his lale machinery experlise, i^/as an
instmmental emplovee She offered
Spalding a raise equal to the value of his insuralce, which he
rejected. LJltimatel;' a 30% salary
increase and an extra trvo weeks of vacation arnually convinced
hLim to stay. Pelly said:
Smith arid Sinclair, old Westlake employees, didrL'i meet any
of the criteria r.ve set for Sugar Bora'l
emplovees. Slreiby didn't *'ant to ternrinate them out of a sense
of loyalty, but our budget was very
tight and rve had to make the most productive choices for Sugar
Bor.r'1.
Givens terminated Sindair (a lackluster kitchen worker who had
been on temporarlr ieave) but not
Srnittr, who had r.vorked for Darre Sugar for more tlun 20
vears, remained loya1 to Westlake after his
death, and helped Giverrs iearn the br:siness during her firsi
months on site. However, Smiih's
passive complaints about late hours and heavier workloads
exasperated Pet{.y. Smith was offered a
choice of two jobs: (1) al hourly wage greeter and shoe counter
cashier or (2) a comrnission-based
private event sales person.4 She viewed both as demotions, but
chose to work in event sales.
The netl. staff consisted of four full-time emplovees, fir'e part-
tjrne emplo;rees (crrsiomer-fucing
cashiers/shoe rental specialists), eight u'ait staff and trvo ba-
18. rtenders. A part-fime accou.ntant paid
bills, tracked weekly expenses ald prepareci monthly financial
statements.
The rninirnum wage compensation was $2.15 per hour for dpped
employees, and $7-25 per hour
for hor:rly workers. Thalks to Sugar Bowl's proxirLity to nearby
r:niversities, college and graduate
students filled bar and wait staff posilions filled within trvo
weeks.
Firutncial Controls
"Employing a group of young and sociable employees luualiy
meant higher levels of slu:irrkage,
said Pefly, using arr indushy tei-m to describe employees'
unauthorized distribution of free or
discounted consumables to friends and acquaintances. "At High
Roilers in D.C., most ernployees
found it hard to resist giving freebies to friends. I knew that
implementing and consi-siently appti'ing
management controls at Sugar Borvl would be critical""
4 S*jth't compensation a'as $250 per u,eeiq plLrs 10% of total
revenue fiom private events she booked. Smith did not receive
health jrsumce as part of her new comperuation package.
BRIEFCASES I HARVA.RD BUSINESS SCHOOL
Sugar Bowl I 913-537
Petty's proposed management controls:
Problem Control
19. Liquor theft
Unexpected losses
Shrinkage
Unauthorized charges
Manager presenl ald sig'nahrre required to remove Liquor
botCes fron,
inventorJ' closet.
Monthlf inrentory check of food, liquor and supplies-
Indepeniient auditing of daily cash receipts, checked against
number of
customer:s, actual sa-les arrd bank deposits.
All deliveries over $150 must be accompanied by an authorized
purchase
order.
Marketing for tlrc Gra-rLd Cpening
ArTaertising: Sugar Bowl's target market consisted of 1,oung
professionajs and older graduate
students. Both groups used online tools and services
fi^equeniiy, and Givens believed online ads,
direct emails ald social media charlrrels offered better r.a,lue
and tracking capability than traditional
oFtlrne media.s
Givens budgeted $40,000 for oniile ald offlile markeling
materials, adverlising arrd promotions
from }r4ay launch ihrough the end of 201 1. See Exhibit 3 for
20. results from fir'e summer test marketing
campaigrrs, which Givens used as a reference for marketing and
adrreriislrrg spending.
Public Relatioirs: For the Grand Opening, a low cost, aftention-
grabblng PR sturt helped boost
ar4rareness and inkigue on a sunny Saturday afiemoon- A $200
pemit enabled staff to assemble fit'o
makeshjft bowling lanes in lhe road, with Sugar Bou'L t-shirts
au'arded to anyone who bowled a
str-ike. Music played, wait staff sen/ed free lemonade, iced tea
ald a samplirrg of menu items, and
hefry crowd gathered. A few drivers seemed disgn-rntled but
overa11, the mood was positive. Givens,
doing meet-and-greet the entire time, made the acquaintance of
nearly tivo dozen comrnercial and
residentiai neighbors, teliing then-1, "We t'ill be good
neighbors. lf you ever har.e a problem, call me
directiy; here's my card."
The following day tJ'rree reporters contacted Givens and within
48 hours Sugar Bowl was feahrred
on two television news prograrrls, a radio shorv, and in the
local newspaper's Sunday busiless
secfion.
Phase III: 201U12 Operations
Sugar Bowl opened for business on Thursday, May 5" 2011,7
weeks later ihan plalned due to
construction, distribution and permitting delays. The first
weekend's attendalce averaged 60%
capacity.6
UnpredictabiliQ
21. Civens shrrggled to predict catering estimaies as early sumrner
attendance fluctuated. One rainy
Friday night nearly exceeded maximum capacity with 425
customem, bui ihe next nighf a balmy
Saturda}', there were just 100 patrors all night. By the end of
]u"ne, altendance was averaging 35%
5 A thltd p..*.
"mail
service cost $50 per monrh for unlimjted mafu, compued to
$250 for a single black md u,hite display ad
ir Raleigh's Smday paper.
6 Gir'"* detemined that eveni:rg capaciti, was 450 {or, t}rre
"cyc1es" of L50 each).
HARVARD BUSINESS SCHOOL I BRIEFCASES
9a3-537 I SuguBowl
caPacity from Thursday to Sunday, and just 15% Monday
through Wedlesday. To make matters
worse, average spending, at $40 Per perso.n, was lower than
anticipated. Givens hoped, but could not
be sure, that low Patronage was due to a dirninished summer
population. She debated making
irnrnediate use of the Q3 marketing funds.
In |uly, two waiters quit simulianeously because their earnings
rt'ere lower than expected. Pety
caught a third gwing away drinks and fired her on the spot; she
later overheard Smith grurnble to a
fellolt' employee "Well, that's not how it used to be around
here." That weekend both Petq' and
22. Givens rolled up their sieeves and rt'aited tables; Givens had
forgotten how stressful arrd tiring the
job could be. Finding, hiring and kaining each ne4r employee
took 10 days and cost roughly $250.
ln October, machinery for two lanes r:;rerpectedly
malfunctioned while Gary Spalding $ras on
vacation. An out of state servicer repaired them, but it took a
u'eek's ti-rne and iotaled $26,000.
Customer Experience
Girzens noted that once irside, customers enjoyed themselves.
To r.erifu her hunch she asked
custorners to rate their experience on a 1 to 5 scale as they
tumed in their shoes. 85% responded w-ith
the most favorabie rating. For the less posiiive responses,
complaints focused on cost, wait times, and
group (as opposed to singles) orientation.
Priaate Eaents
Smith struggled as an event sales agen! focusing her efforts
only on Raleigh businesses ald academic
departments w-ith rn'hom she shared personal connections. In
september she quit-
"Smith rvas close with my grandfather and she knew ma_ny of
m;r rgi3ti.res; it was a delicate
situation and I handled it poorly. Buf I am not sure rt'hat else I
could have done. There sirnply
u'asn't a good roie for her at Sugar Bowl. "
To replace Smith, Givens hjred a pari-time event plamer,
Charlie Campbell. Campbell had been
unemployed, and u'as eager for a job. As such he, too, agreed to
23. work.mostly on comrnission.
Campbell had both sales experience arrd an extensive personal
network at high tech and biotech
companies all over the Research Triangle. Wiihin a month he'd
booked two prirrate events (listed
below) arrd made substaltive contact rvith HR malagers at 21
companies.
Company Event Revenue # People Length
SJ.'rnbia
Lerner-Wright
$s,000
$4,700
60
fU
3 hours
3 hor:rs
Not warrting to sacrifice rerenues from Thursday to Sunday,
Givens designated Monday a1d
Tuesday nights for private events. Bv November, Campbell
secured four holiday parties and
reported interest in three more for (potentially) $35,000 in
revenue. Gir.ens kner,r' she would have to
irnprove his compensation if she wanted to keep hirn.
Gaining MomeTltum
September and October revenues grew as word spread among
24. graduate students and the yor:ng
Professional circuit (See Exhibit 4: Weekly Attendarice
Snapshot). At,erage spending clirnbed to M5,
and by November, Thursday-Sunday nights averaged 60%
capacity. But Monday, Tuesday and
Wednesday patronage-udess booked with private events-
iaaguished at 15% capacitv. The sprirLg
BRIEFCASES I HA.FiVARD BUSINESS SCHOOL
Sugar Bowl I 913-537
a11d srmaer's lower-than forecasted revenues had drajned cash
arid Sugar Bowl's incidentals
"cusirion" was a mere $15,000 by December.
With profits in mind, Girrerrs and Petty identified the four
menu items and three specialty drinks
that offered highest contribution margirs and guided staff to
gently promote those iterfts. By
Decemt'er, Petty had a good idea of customer tastes and
Preferences:
As a resu-lt of the meticulous record keepilg marrdaied bv our
bookkeeper, tn'eaking menu choices
u,as slralghffont,ard. For example, we noticed that of our menu
of ffieen tapas o{ferings, the six
top-selJ.eri vrere ordered 50% more than tfre least popular
offerirrgs. We narrorn'ed menu opfions,
utrd re-.,egotiated catering costs (which fell by 25%), and
25. increased prices by 10% for best-sellilg
plates, These changes lifted average revenue per person to S50
b;' the end of December-
S t r at e gic P ar tner ship s
Bowling ieagues athacied a steady slream of customers on
slor^rer nights were a key benefit of the
,'old' Westiake business model. Givens w-ondered rf she had
made a mistake iri excluding league
players completely from her new strateg'y. IrL February of
2A72, Givens contacied a local dating
sen'ice to explore a partnerslLip. The datirig sen.ice said ii
could gather 60 singles under the age of 35
for an eight week {ednesday night bowling league. The sen ice
rt ould pay Sugar Borvl $120 Per
person f& resen'ed bowling trom 7pm io 10pm, a Sugar Bor.t'l t-
shirt (cost $5.00 each), and 50% off
ine drink per person per evenirLg. With the help of iJ".e dating
serv-ice anaiyst, Givens prolected the
average ord", ?o. each singie *o,ttd amoi.nt to 1.5 drjnks and 2
iapas plates per Person each rught-7
And,; similar 2010 parkrership at a rock-dimbing facilily
resulted in 50% of sirrgles becorning repeat
customers.
4eanr,,,hile, Petty attended one evening the short' of a Raleigh-
based amateur eighties cover band
with a loyal late,twenties following. The tfuee person band, Zu-
lu" played one sold-out shorv every
other n,eek to a crorryd of 120 at a small bar donntown. The
bar, however, was closing and Zuiu
needed a ner^r home for six months for their Wednesday night
pgs. {ith some milor furnihrre
maneuvering, P"tiy figured Sugar Borvl hrad enough room to
26. accommodate the bald' their
instru-rnents, a1d a standirig crort'd of 75 in the bar and
restaurant area. Zulu's fee rvas $1,500 per
nighi. The trvice-monthly show began at 9pm ar'd lasted 3
hours. Petty estimaied, based on past bar
arr6 admission revenues, that fans 1,ould pa;, $L0 to hear Zuiu.
and order 2.5 drinks arrd 1 tapas piate
each; she expected only a few of the larres to be in use during
the show. According io the closing
bar's owner, fars were loyai to Zu1u, noi thet venue. He guessed
that behveen 5% and 10ok of Zwlu
fans became repeat customers.
April2A72
Sugar Bowl's revenue strearis corrtinued to fluchrate, and as
surnmer approached Givens
wondired iJ the number of customers u'ould once again drop
precipitousiy. However, the positil'e
energ]- on crortded nights was motivating. Dn.itlg these
moments, as she watched throngs of
.*stJn-,e.s enioying themseives in the compan;r of rriends,
Givens felt tremendous achievement- She
sensed her business was poised for groivtjl but in rt'hat
direction? A second locaLion? A fralchise
opportunity? Expansion of the curent iocation?
On a neighboring blocl, Givens noticed two new businesses
under constr-ucliorr-a lvire and
cheese bar, and an art studio that plarrred io offer evening
painiing classes (along u'ith beer and
7 Qt ZOLZ average price for one d;i& was $10, ard one ta.pa-s
Plate was $8
27. HARVARD BUSINESS SCFIOOL I BRiEFCASES
9L3-537 I SugarBowl
wine) for adults. Clearly, the neighborhood was flourishing. Bt:t
a241ane bowting facility on the
outskirts of Raleigh had ciosed for good after 30 years.
In eariy April, Givens fielded lwo surprising and monumentai
phone calls; the first was from a
local investor. He said he'd accompanied his son to Sugar Bowl
on several occasions over the last six
months, and noted its rise in populariiy amons his son's peers.
He then asked if Givens would
consider selling Sugar Bowi ard suggested $1 million as a
sf:rting point for negotiations. Givens was
tom. A sale at the right price could generate Givens and the
business's investors, inciuding friends
and famiLy, immediate financial benefits--Givens, wi*r a 25"/"
stake, could potentially pay off her
student loans. But Givens wasn't sure she was ready to sell now
thai she'd survived the tumuituous
first frt'o years of operations" And how u'ould her extended
family feel about selling her
graldfather's business to al outsider?
l,ater that sarare u/eek, a busiless school friend called Givens
out of fhe blue- The management
consulting firm for whom he n'orked vas grolring, and they'd
asked hirn to build arrd lead a group
focused on smail business operatiors. Would Givens be
interested in joimng his group in New York
City, he asked? Though bavel n'as a corsideratiory work-life
28. balance was a priority for the firm and
hours u'ere prediciable. Givera's salar;'rt'ou,ld more than
double, arld a hefty signing bonus u'ouid
help to ease the tralsilion. It was a line of ^/ork that had
intrigued her in the past, and arl offer she
could not ignore.
Pondering tlrcfuture
Before commi:licating r,,.ith her board or responding
wanted to understand:
to the investor and/or her friend, she
. lVhether she u'as on track to repay her loans within the five
year timeframe.
. The n.^lrrLber of customers per day needed to break by the
end of QI 2AI2, as compared to
nearly a year earlier, Q3 2011.
. The benefits and drart'backs--economic and otherwise-for
Wednesday night options:
Singles League or Zulu venue.
. Mondays and Tuesday potential- With customer breakeven ln
m;ria, did it make sense to
close aitogether il no private events rvere scheduled? Were
there other options?
Looking back at her experience at Sugar Bowi, Givens
reflected: The past 18 months have afforded
me an ilcredilrle opporhrnity; I've been exposed to general
management much earlier than most of
my busirress school classmates arld for that I am graiefuL i'm
certainly proud of the progress we'l'e
29. made with Sugar Bowl.
From the outside it would appear that our success has come
from leveraging the urban lounge
concept. To me, however, that's not the case-it is the
combination of careful cost management
together il.ith the nert' strategy that has propelled our success.
My greatesi accompiishmeni, I think,
was maintaining tight cost controls through our trarsition-
Bon'Iing is currently experiencing a renaissarce, with young
professionals *joy*g urban lourrges
Like ours and famfies pah-onizing big-box entertainment
centers. Yet the long term viabiliY of either
of these busirress types is unk:roH'n. Who knows *'hat the next
trend in entertainment rrill be?
We't'e made a large investment irr Sugar Bov'l but I do worry
that its novelty rvill be lost on future
generations. PIus, i am saddled with debi arld my investors are
rvaiting for a retum as r,r.ell. I ajso
rt onder at'n'h.at point I should pursue a larger generai
management role to further my o{n career.
10 BRTEFCASES I HARVARD BUSINESS SCHOOL
Sugar Eoa'i I 913-537
Appendix
Oven'iew of Bowling Industry in 2011
Current figures show there ate more S,an 100 mjllion bowlers in
90 counlries worldwide, and
30. more than Z0 n-,i-llion in the United States alone; this makes
bowiing, a $7 billion irdush-w in the
United States, the most popular played sport in the United
States today. lncreased parlicipation from
both women and childien has fueled bowling's grorvth over the
last decade. The sport's arerage
customer boasts a household ilcome of nearly $58,000.
The most widespread form of botviing in ihe U.S, is Ten-Pin
Bowling. One game consists of 10
"{tarnes,'of 10 pins each, Wjth each fralre, each player receives
hvo chances (or rolls) to knock down
pins, and on the tenth and final frame, three chances- A perfect
score--arl extremely rare event-is
300. Fr.q,rur,t recreational bowlers generally average betq'een
l-20 and 175 points Per game.
Bowling,s popularity jn *re United States exploded in the
1950s, mostly dr.re to television corierage
of bowling toumamene. Iri ihe 1960s, improvements in lane
machinery and technology fueled
additional"growih, which continued through the 1970s as
widespread parlicipation in league bou'Jing
spread. Tifuically, league bort4ers comrnitted to weekly
bovr'ling sessiors for 32 v'eeks, ensurrng a
con-si'stent revenue slream for bort'Lilg cenlers.
Eegiming in the laie 1980s, however, industry growth stagnated-
31. as league participation declined.
eowUig ."i"., turned to recreational bou,lers for revenues,
competing for their dollars against other
fornrs Jf fanril;, entertainment. Also during this time the
bowiing industry grappled with its
reputation as arL outdated, old-timers activity. This image was
fueied in part by old, wom faciiities
and al aging customer base.
Over the last 15 years, maly borvLing centers have updated
their facilities with one of tr'vo markets
in mind-fa1nliies or young urbalites. T1ose pursuing families
often create family enterta-inment
centers, -wifh bowling-ptorrlaittg just one part of a larger
entertajnment experience. The "upscale
bort,iing lolnge" has grou;n in popuiarity since roughly 2000 in
larger urban narkets. These facilities
target i1- to 35-year-o1d urban du'ellers, providing an
altematirre to bars and live music venues-
Ofien rvith o"util," lighting displays and themed entertainment
they are as much night- and dance-
ciub as they are bo*[.,g alle,v.
-
They may feature pool or biliiards as well as bowling, and
provide
upscale dining options ard a fuIi bar.
kr the Uniied States, there are 5,350 bowting centers, u'iih an
average of 20 ianes each- The
inciustry is higgy fragmenied. Together, the five largest owners
32. ou"n just 8% of total borvLing
facilities- Bowling centers are predomjnantly family-orvned'
HARVARD BUSINESS SCHOOL I BRIEFCASES 11
9'13-537 1 SugarBowl
Exhibit 1 Sugar Bowl Balance Sheet
December 31 2OAG2072 2005 2008zoaT 7fr09 2010 zB77
ASSETS
Current Assets
Cash
Irverrtory
Fixed Assets
Propertv, Plani & Eqrrilment
Tota-l Assets
LIABILIT]ES
Accounts Payable
Debt
Total Liabilities
EQUTIY
Comon Stock
Retained Earnings
Tota} Equiil,
$ ss,488
$ 15,412
$ 54,ffi7
$ 104,907
44. Question 1.1. A three-year-old girl has just been diagnosed with
type 1A diabetes and her parents are currently receiving
education from the diabetes education nurse at the hospital
where their daughter is receiving treatment. How can the nurse
best explain the etiology of their daughter's health problem to
her parents? (Points : 2)
“The problem that underlies her diabetes is that her own
body has destroyed the cells in her pancreas that produce
insulin.”
“It's not known exactly why your daughter has completely
stopped making insulin, and treatment will consist of your
rigidly controlling her diet.”
“This tendency to produce insufficient amounts of insulin
is likely something that she inherited.”
“Environmental and lifestyle factors are known to play a
part in the fact that her pancreas secretes and withholds insulin
at the wrong times.”
Question 2. A 60-year-old man has presented to his nurse
practitioner because of an earache that has become
progressively more painful in recent days. After giving his
history and having an examination with an otoscope, the man
has been diagnosed with otitis externa. Which of the nurse
practitioner's following statements to the man is most
accurate? (Points : 2)
“You'll need to avoid getting any water in your ear until
you finish your course of antibiotic pills.”
“I'm going to instill some warm water into your ear to flush
out debris and bacteria.”
“I'll prescribe some ear drops for you, and in the meantime
it's important not to use ear swabs.”
“This likely happened because your ears aren't draining
like they should, but antibiotics that you'll put in your ears will
resolve this.”
Question 3. A patient with a new diagnosis of an endocrine
45. disorder is unclear about how the body can control the levels of
different hormones over time. Which of the following
statements most accurately underlies the dominant regulation
process of hormone levels in the body? (Points : 2)
A positive feedback cycle ensures that stable levels of
hormones exist in the body over time.
With input from various sensors, hormone production and
release are adjusted based on existing hormone levels.
The hypothalamus ensures that hormone levels correspond
accurately to the diurnal cycle.
The pituitary gland is genetically programmed to stimulate
and inhibit hormone production and/or release based on needs at
different points in the life cycle.
Question 4. What does a high level of thyroid-stimulating
hormone indicate? (Points : 2)
Hypothyroidism
Myxedema
Hyperthyroidism
Thyroid nodule
5. Following the identification of low levels of T3 and T4
coupled with the presence of a goiter, a 28-year-old female has
been diagnosed with Hashimoto thyroiditis. In light of this
diagnosis, which of the following assessment results would
constitute an unexpected finding?(Points : 2)
The presence of myxedema in the woman's face and
extremities
Recent weight gain despite a loss of appetite and chronic
fatigue
Coarse, dry skin and hair with decreased sweat production
Increased white cell count and audible crackles on chest
auscultation
6. A stroke affecting which of the following areas of the brain
would be most likely to leave an individual's vestibular system
intact and posture and balance maintained? (Points : 2)
The brain stem
46. The thalamus
The temporal and parietal cortex
The limbic system of the cerebrum
Question 7. A care aide at a long-term care facility has
informed a resident's nurse practitioner that the 80-year-old
woman's eyes appear to be inflamed and her eyelids are caked
with sticky secretions. The woman subsequently has been
diagnosed with posterior blepharitis. Which of the following
treatments is the nurse practitioner likely to initiate? (Points :
2)
Surgical repair of the woman's blocked meibomian glands
Warm compresses to be applied regularly to her eyes in
addition to oral antibiotics
Regularly scheduled cleansing of the woman's eyes with
normal saline
Intravenous steroids coupled with topical antibiotic
ointment
Question 8. An endocrinologist is providing care for a 30-year-
old male who has lived with the effects of increased levels of
GH. Which of the following teaching points about the patient's
future health risks is most accurate? (Points : 2)
“It's not unusual for unusually high GH levels to cause
damage to your hypothalamus.”
“GH excess inhibits your pancreas from producing enough
insulin.”
“The high levels of GH that circulate in your body can
result in damage to your liver.”
“When your pituitary gland is enlarged, there's a real risk
that you'll develop some sight deficiencies.
Question 9. A 46-year-old male has presented to the emergency
department because of the eye pain, severe headache, and
blurred vision that have followed an eye exam at an
47. optometrist's office earlier in the day. The patient tells the
triage nurse that he received eyedrops during the exam “to keep
my pupils wide open.” What differential diagnosis will the care
team first suspect? (Points : 2)
Infectious conjunctivitis
Keratitis
Corneal trauma
Angle-closure glaucoma
Question 10.A patient with a history of an endocrine disorder
exhibits signs and symptoms of hormone deficiency. Which of
the following processes would the patient's care team most
likely rule out first as a contributing factor? (Points : 2)
The patient's target cells lack sufficient receptors for the
hormone in question.
Hormone production is sufficient, but affinity on the part
of the target cells is lacking.
The process of down-regulation has resulted in decreased
hormone sensitivity.
Up-regulation has increased the sensitivity of the body to
particular hormone levels.
Question 11. A 51-year-old woman has been experiencing signs
and symptoms of perimenopause and has sought help from her
nurse practitioner. Doctors have confirmed a deficiency in
estrogen levels as a contributing factor. Which of the following
phenomena could potentially underlie the woman's health
problem? (Points : 2)
Sufficient synthesis of estrogen but inadequate vesicle-
mediated release
Inadequate synthesis in the rough endoplasmic reticulum of
her ovarian cells
Insufficient estrogen production within the smooth
endoplasmic reticulum of the relevant cells
48. A lack of prohormone precursors needed for estrogen
synthesis and release
12. Which of the following hormones are derivatives of
cholesterol? (Points : 2)
Epinephrine and norepinephrine
Insulin and glucagon
Aldosterone and testosterone
Eicosanoids and retinoids
Question 13. A 32-year-old man is complaining of burning,
itching, photophobia, and severe pain in his right eye after
swimming in the ocean. To determine that the eye condition is
corneal rather than a conjunctival disease, which of the
following would be the distinguishing symptom? (Points : 2)
Burning
Itching
Photophobia
Severe pain