What are some risks of a Queens corporation managing global supply chain? Provide example of political Risk and Currency Risk?

What are the consequences of avoiding all conflict? What role do perceptions play in creating conflict? Are most conflicts about facts or about underlying feelings? Is compromise the same as collaboration? How can a supervisor best remain nonjudgmental, supportive, problem-oriented, and sensitive to everyone's needs in the face of conflict?

The impact of service or customer care service quality management on the pharmaceutical organization performance..This is the topic to write an introduction on.Also note that your work should be referenced from only year 2015-2020.Any other reference work apart from year mentioned earlier won't be accepted,Reference sources should kindly be noted down.Thank you.Already rated

Question updated now.Write an introduction for the said topic

Todd’s Direct, a major TV sales chain headquar-tered in New Orleans, is about to open its first outlet in Mobile, Alabama, and wants to select a site that will place the new out-let in the center of Mobile’s population base. Todd examines the seven census tracts in Mobile, plots the coordinates of the center of each from a map, and looks up the population base in each to use as a weighting. The information gathered appears in the following table. CENSUS TRACT POPULATION IN CENSUS TRACT X, Y MAP COORDINATES 1. 101 2,000(25, 45) 2. 102 5,000 (25, 25) 3. 103 10,000 (55, 45) 4. 104 7,000 (50, 20) 5. 105 10,000 (80, 50) 6. 106 20,000 (70, 20) 7. 107 14,000 (90, 25) a) At what center-of-gravity coordinates should the new store be located? b) Census tracts 103 and 105 are each projected to grow by 20% in the next year. How will this influence the new store’s coordinates

Pharmacists have, in the past, had a marketing problem. While this has improved over time, they still have a long path ahead of them until they are effectively spreading the message about their skills and abilities to everyone who needs to know.

Reflect on your work over the past year. Identify a service that pharmacists are qualified to provide (ex: diabetes education). This truly can be anything within their scope of practice. (Recall: Under a collaborative practice agreement, their scope of practice is whatever the collaborating provider allows).

When you have identified this service, consider who needs to know that you are providing this service and how you will let them know. Answer the following questions regarding the service :

1) Explain the current situation from the point of view of all relevant stakeholders (patients, prescribers, pharmacy staff, etc.) What would you like the situation to look like for all the stakeholders when the service is fully implemented?

2) What strengths do you have that you would be able to use in implementing this service?

3) What are your weaknesses that will limit your ability to implement this service?

4) What are the major budget considerations for implementing this service? Specifically, a) what makes this profitable? b) what are the necessary inputs and resources needed to provide the service?  

5) Who is your target audience?

6) What do you intend to do to gain attention, interest, desire, and action to implement the campaign?

Benjamin Franklin once suggested that failure to plan is a plan to fail. Thus, is it critical that business plans are developed that chart the future direction of the organization. Should the business plan remain static, or should it change over time? Should the personnel plan (aka HRM plan) remain consistent and static, or should it too change over time? Why or why not? Please support your response through research and example.

CASE 2

Pandora is the Internet’s most successful subscription radio service. In May 2014, Pandora had 77 million registered users. Pandora accounts for over 9 percent of total U.S. radio listening hours. The music is delivered to users from a cloud server, and is not stored on user devices. It’s easy to see why Pandora is so popular. Users are able to hear only the music they like. Each user selects a genre of music based on a favorite musician or vocalist, and a computer algorithm puts together a “personal radio station” that plays the music of the selected artist plus closely related music by different artists. The algorithm uses more than 450 factors to classify songs, such as the tempo and number of vocalists. These classifications, in conjunction with other signals from users, help Pandora’s algorithms select the next song to play. People love Pandora, but the question is whether this popularity can be translated into profits. How can Pandora compete with other online music subscription services and online stations that have been making music available for free, sometimes without advertising? “Free” illegally downloaded music has also been a significant factor, as has been iTunes, charging 99 cents per song with no ad support. At the time of Pandora’s founding (2005), iTunes was already a roaring success. Pandora’s first model was to give away 10 hours of free music and then ask subscribers to pay $36 per month for a year once they used up their 10 free hours. Result: 100,000 people listened to their 10 hours for free and then refused to pay for the annual service. Facing financial collapse, in November 2005 Pandora introduced an ad-supported option. In 2006, Pandora added a “Buy” button to each song being played and struck deals with Amazon, iTunes, and other online retail sites. Pandora now gets an affiliate fee for directing listeners to sites where users can buy the music. In 2008, Pandora added an iPhone app to allow users to sign up from their smartphones and listen all day if they wanted. Today, 70 percent of Pandora’s advertising revenue comes from mobile. In late 2009 the company launched Pandora One, a premium service that offered no advertising, higher quality streaming music, a desktop app, and fewer usage limits. The service costs $4.99 per month. A very small percentage of Pandora listeners have opted to pay for music subscriptions, with the vast majority opting for the free service with ads. In fiscal 2013 Pandora’s total revenue was $427.1 million, of which $375.2 million (88 percent) came from advertising. Pandora has been touted as a leading example of the “freemium” revenue model, in which a business gives away some services for free and relies on a small percentage of customers to pay for premium versions of the same service. If a market is very large, getting just 1 percent of that market to pay could be very lucrative— under certain circumstances. Although freemium is an efficient way of amassing a large group of potential customers, companies, including Pandora, have found that it is challenging to convert people enjoying the free service into customers willing to pay. A freemium model works best when a business incurs very low marginal cost, approaching zero, for each free user of its services, when a business can be supported by the percentage of customers willing to pay, and when there are other revenues like advertising fees that can make up for shortfalls in subscriber revenues. In Pandora’s case, it appears that revenues will continue to come overwhelmingly from advertising, and management is not worried. For the past few years, management has considered ads as having much more revenue-generating potential than paid subscriptions and is not pushing the ad-free service. By continually refining its algorithms, Pandora is able to increase user listening hours substantially. The more time people spend with Pandora, the more opportunities there are for Pandora to deliver ads and generate ad revenue. The average Pandora user listens to 19 hours of music per month. Pandora is now intensively mining the data collected about its users for clues about the kinds of ads most likely to engage them. Pandora collects data about listener preferences from direct feedback such as likes and dislikes (indicated by thumbs up or down on the Pandora site) and “skip this song” requests, as well as data about which device people are using to listen to Pandora music, such as mobile phones or desktop computers. Pandora uses these inputs to select songs people will want to stick around for, and listen to. Pandora has honed its algorithms so they can analyze billions more signals from users generated over billions of listening minutes per month. As impressive as these numbers are, Pandora (along with other streaming subscription services) is still struggling to show a profit. There are infrastructure costs and royalties to pay for content from the music labels. Pandora’s royalty rates are less flexible than those of its competitor Spotify, which signed individual song royalty agreements with each record label. Pandora could be paying even higher rates when its current royalty contracts expire in 2015. About 61 percent of Pandora’s revenue is currently allocated to paying royalties. Advertising can only be leveraged so far, because users who opt for free ad-supported services generally do not tolerate heavy ad loads.

CASE 2 QUESTIONS:

1. What type of e-commerce is Pandora? What is Pandora’s ecommerce business model? Explain your answer?

2. What ecommerce revenue models are Pandora using? How does Pandora generate money with the revenue models? Explain your answer?

3. For Pandora, what business strategies are being supported by the use of data mining? Explain your answer.

CASE 1

Walmart is the world’s largest and most successful retailer, with more than $485 billion in 2016 sales and nearly 11,700 stores worldwide, including more than 4,600 in the United States. Walmart has 2.3 million employees and ranks number one on the Fortune 500 list of companies. Walmart had such a large and powerful selling machine that it really didn’t have any serious competitors—until now. Today Walmart’s greatest threat is Amazon.com, often called the “Walmart of the Web.” Amazon sells not only books but just about everything else people want to buy—DVDs, video and music streaming downloads, software, video games, electronics, apparel, furniture, food, toys, and jewelry. The company also produces consumer electronics—notably the Amazon Kindle e-book reader, Fire tablet, Echo and Tap speakers, and Fire TV streaming media player. No other online retailer can match Amazon’s breadth of selection, low prices, and fast, reliable shipping. For many years, Amazon has been the world’s largest e-commerce retailer with the world’s largest and most powerful online selling machine. Moreover, Amazon has changed the habits and expectations of consumers in ways to which Walmart and other retailers must adapt. According to Brian Yarbrough, a retail analyst at Edward Jones in St. Louis, Amazon and online retailing is probably the biggest disrupter of retail since Walmart itself. Walmart was founded as a traditional, offline, physical store in 1962, and that’s still what it does best. But it is being forced to compete in e-commerce as well. Eight years ago, only one-fourth of all Walmart customers shopped at Amazon.com, according to data from researcher Kantar Retail. Today, however, half of Walmart customers say they’ve shopped at both retailers. Online competition and the profits to be reaped from e-commerce have become too important to ignore. Walmart’s traditional customers—who are primarily bargain hunters making less than $50,000 per year—are becoming more comfortable using technology. More affluent customers who started shopping at Walmart during the recession are returning to Amazon as their finances improve. Amazon has started stocking merchandise categories that Walmart traditionally sold, such as vacuum bags, diapers, and apparel, and its revenue is growing much faster than Walmart’s. In 2016, Amazon had sales of nearly $136 billion. For online shopping, Amazon has some clear-cut advantages. Amazon has created a recognizable and highly successful brand in online retailing. The company has developed extensive warehousing facilities and an extremely efficient distribution network specifically designed for web shopping. Its premium shipping service, Amazon Prime, provides fast “free” two-day shipping at an affordable fixed annual subscription price ($99 per year), often considered to be a weak point for online retailers. According to the Wall Street Journal, Amazon’s shipping costs are lower than Walmart’s, ranging from $3 to $4 per package, while Walmart’s online shipping can run $5 to $7 per parcel. Shipping costs can make a big difference for a store like Walmart where popular purchases tend to be low-cost items like $10 packs of underwear. It makes no sense for Walmart to create a duplicate supply chain for e-commerce. However, Walmart is no pushover. It is an even larger and more recognizable retail brand than Amazon. Consumers associate Walmart with the lowest price, which Walmart has the flexibility to offer on any given item because of its size. The company can lose money selling a hot product at extremely low margins and expect to make money on the strength of the large quantities of other items it sells. Walmart also has a significant physical presence, and its stores provide the instant gratification of shopping, buying an item, and taking it home immediately as opposed to waiting when ordering from Amazon. Seventy percent of the U.S. population is within five miles of a Walmart store, according to company management. Walmart has steadily increased its investment in its online business, spending between $1.2 billion and $1.5 billion annually in 2015 and the next few years on e-commerce. This includes fulfillment centers and technology and purchases such as $3 billion for Jet.com to secure expertise for delivering the lowest-cost basket of goods online. Walmart.com is now the second-most visited e-commerce site in the United States with 88 million unique visitors per month. Walmart has constructed one of the world’s largest private cloud computing centers, which provides the computing horsepower for Walmart to increase the number of items available for sale on Walmart.com from 1 million three years ago to more than 50 million today. In the spring of 2015, the company opened four new fulfillment centers around the country, each of which is more than 1 million square feet. To further counter Amazon, Walmart introduced its own free two-day shipping program for orders totaling more than $35. New technology will also give Walmart more expertise in improving the product recommendations for web visitors to Walmart.com, using smartphones as a marketing channel, and personalizing the shopping experience. Walmart has been steadily adding new applications to its mobile and online shopping channels and is expanding its integration with social networks such as Pinterest. More than half of Walmart customers own smartphones. Walmart has designed its mobile app to maximize Walmart’s advantage over Amazon: its physical locations. About 140 million people visit a Walmart store each week. The app’s Walmart Pay feature enables users to quickly, easily and securely pay with their smartphones in all Walmart stores. Users link a credit card or bank account to the app. At checkout, they can just scan the phone to pay rather than pulling out their wallets. The app can also store shopping lists, save wish lists, and arrange online orders. About 22 million people now use the app as they shop. The Walmart website uses software to monitor prices at competing retailers in real time and lower its online prices if necessary. The company is also doubling inventory sold from third-party retailers in its online marketplace and tracking patterns in search and social media data to help it select more trendy products. This strikes directly at Amazon’s third-party marketplace, which accounts for a significant revenue stream for Amazon. Additionally, Walmart is expanding its online offerings to include upscale items like $146 Nike sunglasses and wine refrigerators costing more than $2,500 to attract customers who never set foot in a Walmart store. A new Product Content Collection System will facilitate vendors sending their product catalogs to Walmart, and the product information will then be available online. Walmart’s commitment to e-commerce is not designed to replicate Amazon’s business model. Instead, CEO Doug McMillon is crafting a strategy that gives consumers the best of both worlds—what is called an omnichannel approach to retailing. Walmart’s management believes the company’s advantage is that it is not a pure-play e-commerce retailer and that customers want some real interaction with physical stores as well as digital. Walmart will sell vigorously through the web and also in its physical stores, retaining its hallmark everyday low prices and wide product assortment in both channels and using its large network of stores as distribution points. Walmart will closely integrate online shopping and fulfillment with its physical stores so that customers can shop however they want, whether it’s ordering on their mobile phones for home delivery, through in-store pickup, or by wandering down the aisles of a Walmart superstore. Walmart is aiming to be the world’s biggest omnichannel retailer. Amazon is working on expanding its selection of goods to be as exhaustive as Walmart’s. Amazon has allowed third-party sellers to sell goods through its website for a number of years, and it has dramatically expanded product selection via acquisitions such as its 2009 purchase of online shoe shopping site Zappos.com to give the company an edge in footwear. Amazon has been building its grocery offerings, with Amazon Prime, Prime Now, Prime Pantry, and Amazon Fresh offering delivery times as short as an hour in some cases. It looks like Amazon is trying to innovate in physical retail store sales as well as online. Amazon has opened retail bookstores in Seattle, Chicago, San Diego, and other U.S. locations featuring Amazon electronic devices as well as books. It is thinking about moving into the grocery business as well as retail stores for furniture and appliances. These are retail experiences that lend themselves less easily to online purchasing because customers like to see and feel these types of goods in person. Amazon set up a physical grocery store in downtown Seattle called Amazon Go that is designed around an app that is able to place the items customers buy in a digital shopping cart so they can leave the store without waiting in a checkout line. The system automatically charges the credit card linked to the customer’s Amazon account and even knows when that person puts something back. Amazon continues to build more fulfillment centers closer to urban centers and expand its same-day delivery services, and it has a supply chain optimized for online commerce that Walmart just can’t match. It now has more than 100 warehouses from which to package and ship goods. Warehouses speed up Amazon’s shipping, encouraging users to shop more at Amazon, and the cost of these centers as a portion of Amazon’s operations is decreasing. Amazon is building up its own delivery operation to compete with UPS, FedEx, and the U.S. Postal Service by offering better delivery and lower costs for both its own customers and possibly those of other retailers. Both Amazon and Walmart are experimenting with drones to accelerate fulfillment and delivery. But Walmart has thousands of stores, one in almost every neighborhood, which Amazon won’t ever be able to replicate. The winner of this epic struggle will be the company that leverages its advantage better. Walmart’s technology initiative looks promising, but it still has work to do before its local stores are anything more than local stores. Can Walmart successfully move to an omnichannel strategy? Can Amazon’s business model work for physical retail store sales? Which giant will dominate future retailing?

CASE 1 QUESTIONS:

1. Analyze Walmart and Amazon using the Porter’s competitive forces.

2. Compare Walmart and Amazon’s business models and business strategies. Explain your answer?

3. What role does information technology play in each of these businesses? How is it helping them refine their business strategies?

4. Which company will dominate retailing? Explain your answer.

Ethical dilemmas have always surrounded businesses. For example, Jeffrey is a Senior Auditor working for a large commercial bank. He just realized Bob, the company’s vice president of marketing, has been using his expense account to purchase salacious materials online using his office computer; in addition, there are hotel bills charged to the account that cannot be explained by travel receipts. Jeffrey suspects the VP is having an affair with someone in the company. Jeffery is a CPA and the company where he works is publically traded. The CPA code-of-ethics and company policy requires Jeffrey to report the violation. Nevertheless, Bob is Jeffrey’s first cousin! Reporting the violation could destroy relations between Jeffrey’s mother and his aunt, Bob’s mother. What can Jeffrey do as a senior auditor to set the ethical standards in the company that he is working in? Which of the ethical theories best explains Jeffrey’s moral dilemma? How can one of the six theories you learned about in this chapter help Jeffrey to justify whistle blowing or help him to rationalize not whistle blowing?

Explain how Lazada and Shopee use the service dominant approach to marketing. Answer please be longer, 5 to 6 paragraph. If can please give me reference in chicago style

How to set up project communication plan for a project?

How can the following be addressed:

The scope of the communication, the lines of communication, the content and format of reporting, types of communications, timing of the communications, resources, administration, and document control?

How do you ensure that project meetings turn out to be successful and what do managers need to cover in the meetings in order to be successful?

Project management leadership is defined as?

When thinking about leadership what in a person makes a good project manager?

What skills are needed to produce successful projects?

The two owners of a chain of 100 convenience stores seek to improve sales by reducing employee turnover in the stores. The 100 stores are located in Texas, Louisiana, Mississippi, and Oklahoma. Of the $200 million in Gross Sales, turnover costs $4 million annually in lost sales, shortages, training, etc. The owners feel culture is a major problem for the high turnover, along with theft and lethargy among employees in problem stores. If you were to consult with the owners, how does the definition of “culture” and “corporate culture” best help the owners achieve their goal? Do you believe the turnover, theft, and lethargy problems with employees to be more visible or more invisible elements of culture?