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NEED ANSWER ASAP / ANSWER NEVER USED BEFORE, COMPLETELY NEW ANSWER PLEASE

Is it always necessary for government to intervene and internalize the profit and the cost externalities? Illustrate your answer using a real world example.

ANSWER THROUGHLY 1-2 pages *** IN PARAGRAPGH FORM PLEASE NOT BULLET POINTS

COPY AND PASTE Answer in paragraphs, and no picture attachment please.

NEEDS TO BE AN ORIGINAL SOURCE ANSWER NEVER USED BEFORE

You have been invited to speak to a group of parents during the Family Day of Cemerlang High School on the following topic:

Social media has become increasingly popular amongst teenagers. What risks do sharing personal information on social media websites have and how can we combat them?

Write the speech that you will be making to the parents. Provide two (2) main risks that sharing personal information on social media have and two (2) ways we can combat them.

It is important for you to cite and quote appropriately. Remember to list your sources on the References Page at the end of your article. You should also use these references when you do in-text citations in your answer. You must have at least 4 in –text citations and references for this question. Use the APA Style of referencing.

Describe the factors that influence supply chain network design decisions.

Please type a one-page paper summarizing what you have learned from our Z340 - Introduction to Human Resources course and how you will apply it to your career (or life). You can choose any topics you would like, but here are some examples to help you in the writing process:

o Interviewing and Creating Interview Questions
o Professor Insights
o In Class Activities
o Gaining a Competitive Advantage Using HR
o Strategic Human Resources Management
o The Legal Environment in HR
o Analysis and Design of Work
o HR Planning and Recruitment
o Selection and Placement
o Training
o Performance Management
o Employee Development
o Employee Separation and Retention
o Pay Structure Decisions
o Recognizing Employee Contributions with Pay
o Employee Benefits
o Collective Bargaining and Labor Relations

Explain how budget uncertainty changes as a project progresses.

all of the following are elements of the supply chain umbrella except?
1.materials or inventory control.
2.shipping
3.inbound transportation
4.demand and supply planning
5.cash flow management .

European Organisations

What would be the consequence of acknowledgment of IOs resolutions as a new source of international law

- For the interpretation of such resolutions?

- For the relationship with other sources of PIL

1. Explain why sales analysis is an important component of a successful sales strategy
2. Explain the importance of accurate sales forecasting to an organization

You eat at your office cafeteria every day during lunch time. However, you think it needs some improvements. Write a letter to the manager of the cafeteria. In your letter,

• explain what you like about the cafeteria

• describe the two (2) problems you experienced at the cafeteria;

• suggest two (2) ways how the problems can be resolved.

HUB AEROSPACE Review this case carefully and answer the questions at the end of the case in detail. Hub Aerospace, Inc. was awarded a fixed-price-incentive contract for jet aircraft engines. The engines were assembled by Hub from components furnished by subcontractors. Hub had received competitive bids on all their components, which they had compiled, to come up with the bid price. Included in a number of these components was one termed a "chamber." Hub's make or-buy study in the pre-contract phase had concluded with the decision to buy 70 chambers from one of its subcontractors.

Mr. Brosky, the contracting officer, had reduced the target price by $58,751 pursuant to the clause on price reductions for defective cost or pricing data. His decision to take this action was based on information furnished him by the GAO, who found in their post-award audit under PL 87-653 that Hub had failed to disclose price quotations submitted by a subcontractor, Steele Tube and Pipe Company, in competition for the chambers. This subcontractor's quotation of I February 19XO to Hub had been a unit price of $16,211. Hub's proposal to the government was based on the unit price of $17,000 submitted by the Weller Steel Tube Company. The difference between these two vendor prices of $789, adjusted by contract pricing arrangement of 75/25, G&A and profit was the basis of Mr. Brosky's price adjustment.

Also at issue is a substantial increase in the amount of price reduction based on another undisclosed quotation of $15,451, 3 June 19XO. This quotation was submitted by Steele after the prime contract negotiations were completed and after Hub had executed its certificate of current pricing but before signing the prime contract. Hub then awarded the subcontract to Steele at the reduced price.

The circumstances preceding award of the government's contract to Hub Aerospace, Inc. were substantially as follows:

The number of chambers to be purchased or to be made in-house under the make-or buy program was uncertain. Changes were made in the program and in the quantities to be quoted on by the subcontractors. In January 19XO, the range of prices per unit for chambers was as follows:

Quantity	Steele	Weller
76	$18,463.51	$18,486.00
102	$18,278.90	$18,835.00
128	$18,186.59	$18,486.00
154	$18,094.29	$18,228.00
180	$17,909.68	$17,990.00

On 6 February 19XO, Weller's oral quotation for 144 units was given: $16,866 for delivery beginning in November. On 7 February 19XO, Steele's written quotation for delivery in July 19XO was submitted as follows:

Quantity Price	Each Lot Of
144	$16,142.58
120	$16,179.85
96	$16,211.12

"The above prices are based on uninterrupted production at rates shown above commencing July 19XO."

The delivery conditions imposed by Steele made their quotations nonresponsive, since Hub's RFQ called for delivery in November, not July. Hub's subcontracting Negotiation Memorandum showed an attempt to have Steele eliminate that condition, and their statement they would give some consideration to the effect on pricing if they complied with the delivery schedule. The Memorandum contained no evidence to show that when Hub submitted its proposal to the Government in March 19XO, or before conclusions of the negotiations in May, that Steele had eliminated its delivery condition. On the basis of delivery, Hub accepted Weller's quotation of$16,866 adjusted to $17,000 because of program changes from 144 to 136.

The government's Negotiation Memorandum reflected a close and cooperative relationship between Hub and the government personnel. The cost analyst could have learned of the quotation differences by asking for access to the chambers' procurement records. The government representatives were familiar with both Steele and Weller and when a make-or-buy decision arose they would be logical subcontracting sources. In relying on the cost and pricing data, the government was satisfied with the Weller $17,000 price. However, it had been pricing practice when loser prices were known to attempt to secure a lower overall price. This had happened with other contractors.

The Negotiation Memorandum also showed concessions by both parties. Each had altered its position several times on target cost, profit, share-ratio, and ceiling price. As finally negotiated, Hub's target cost had been reduced from $12,859 to $9,735, and there had been adjustments of profit percentages from the original position of each party. As they finally were incorporated in the contract, target costs had been arrived at on a total cost approach.

When Mr. Peterson, Hub's President, met with the contracting officer to discuss the price reduction, he was aware of Clause 51 of his contract, providing for a price reduction when a contract has: " ... furnished incomplete or inaccurate cost or pricing data or data not current as certified in the contractor's Certificate of Current Cost or Pricing Data ... " On the other hand, he was convinced that his firm had not violated either the letter, or the spirit ofPL 87-653. After an exchange of greetings, Mr. Peterson introduced Mr. Blackstone, his attorney, to Mr. Brosky. The counselor was quick to "get down to the case at hand" presenting to the contracting officer the company's position that:

Hub does not object to the minor adjustments or the method of adjusting the contract amount, i.e., reducing the contract price by the target cost and target profit attributable to a nondisclosure. Hub objects to any adjustment being made and on the theory, that in the total cost negotiations in this case, the target cost would have been reduced by the entire amount of the difference between the Steele and Weller quotations.

Hub contends that no price adjustment is due because of its failure to disclose Steele's $15,451 price, quoted in June 19XO. Because that quotation was neither solicited nor received until after the 7 May 19XO date of certificate of current pricing and until after the prime contract price had been negotiated.

Hub further objects on various grounds to the government's entitlement to adjustments, as included in Mr. Brosky's decision, contending:

(1) Steele's quotation of 1 February 19XO was not cost or pricing data as of 7 May 19XO because it was conditioned on an unacceptable delivery schedule, had a 30-day acceptance limitation, and was at that time neither responsive nor current.

(2) The quotation was in fact disclosed to the government prior to or in connection with the contract price negotiations.

(3) If there was a nondisclosure, the government has failed to prove that it caused an overstatement in the contract price. That is, the government did not rely on Weller's $17,000 quotation or on the alleged absence of the Steele quotation. In addition to other evidence, the government's conduct in asserting no such claim when chargeable with knowledge of the facts shows its lack of reliance, its construction of the contract and, perhaps, a waiver of the right to a price adjustment.

QUESTIONS:

1. Evaluate each of Hub's contentions. Do you agree or disagree? Why?

2. What should Mr. Brosky do now?

DOMINO’S SIZZLES WITH PIZZA TRACKER

When it comes to pizza, everyone has an opinion. Some of us think that our current pizza is just fine the way it is. Others have a favorite pizza joint that makes it like no one else. And many pizza lovers in America agreed up until recently that Domino’s home-delivered pizza was among the worst. The home-delivery market for pizza chains in the United States is approximately $15 billion per year.

Domino’s, which owns the largest home-delivery market share of any U.S. pizza chain, is finding ways to innovate by overhauling its in-store transaction processing systems and by providing other useful services to customers, such as its Pizza Tracker. And more important, Domino’s is trying very hard to overcome its reputation for poor quality by radically improving ingredients and freshness. Critics believe the company significantly improved the quality of its

pizza and customer service in 2010.

Domino’s was founded in 1960 by Tom Monaghan and his brother James when they purchased a single pizza store in Ypsilanti, Michigan. The company slowly began to grow, and by 1978, Domino’s had 200 stores. Today, the company is headquartered in Ann Arbor, Michigan, and operates almost 9,000 stores located in all 50 U.S. states and across the world in 60 international markets. In 2009, Domino’s had $1.5 billion in sales and earned $80 million in profit.

Domino’s is part of a heated battle among prominent pizza chains, including Pizza Hut, Papa John’s, and Little Caesar. Pizza Hut is the only chain larger than Domino’s in the U.S., but each of the four has significant market share. Domino’s also competes with local pizza stores throughout the U.S. To gain a competitive advantage Domino’s needs to deliver excellent customer service, and most importantly, good pizza. But it also benefits from highly effective

information systems.

Domino’s proprietary point-of-sale system, Pulse, is an important asset in maintaining consistent and efficient management functions in each of its restaurants. A point-of-sale system captures purchase and payment data at a physical location where goods or services are bought and sold using computers, automated cash registers, scanners, or other digital devices.

In 2003, Domino’s implemented Pulse in a large portion of its stores, and those stores reported improved customer service, reduced mistakes, and shorter training times. Since then, Pulse has become a staple of all Domino’s franchises. Some of the functions Pulse performs at Domino’s franchises are taking and customizing orders using a touch-screen interface, maintaining sales figures, and compiling customer information. Domino’s prefers not to disclose the specific dollar amounts that it has saved from Pulse, but it’s clear from industry analysts that

the technology is working to cut costs and increase customer satisfaction.

More recently, Domino’s released a new hardware and software platform called Pulse Evolution, which is now in use in a majority of Domino’s more than 5,000 U.S. branches. Pulse Evolution improves on the older technology in several ways. First, the older software used a ‘thick-client’ model, which required all machines using the software to be fully equipped personal computers running Windows. Pulse Evolution, on the other hand, uses ‘thin-client’ architecture in which networked workstations with little independent processing power collect data and send them over the Internet to powerful Lenovo PCs for processing. These workstations lack hard drives, fans, and other moving parts, making them less expensive and easier to maintain. Also, Pulse Evolution is easier to update and more secure, since there’s only one machine in the store which needs to be updated.

Along with Pulse Evolution, Domino’s rolled out its state-of-the-art online ordering system, which includes Pizza Tracker. The system allows customers to watch a simulated photographic version of their pizza as they customize its size, sauces, and toppings. The image changes with each change a customer makes. Then, once customers place an order, they are able to view its progress online with Pizza Tracker. Pizza Tracker displays a horizontal bar that tracks an order’s progress graphically. As a Domino’s store completes each step of the order fulfillment process, a section of the bar becomes red. Even customers that place their orders via telephone can monitor their progress on the Web using Pizza Tracker at stores using Pulse Evolution. In 2010, Domino’s introduced an online polling system to continuously upload information from local stores.

As with most instances of organizational change of this magnitude, Domino’s experienced some resistance. Domino’s originally wanted its franchises to select Pulse to comply with its requirements for data security, but some franchises have resisted switching to Pulse and sought alternative systems. After Domino’s tried to compel those franchises to use Pulse, the U.S. District Court for Minnesota sided with franchisees who claimed that Domino’s could not force them to use this system. Now, Domino’s continues to make improvements to Pulse in an

effort to make it overwhelmingly appealing to all franchisees.

Pizza Hut and Papa John’s also have online ordering capability, but lack the Pizza Tracker and the simulated pizza features that Domino’s has successfully implemented. Today, online orders account for almost 20 percent of all of Domino’s orders, which is up from less than 15 percent in 2008. But the battle to sell pizza with technology rages on. Pizza Hut customers can now use their iPhones to place orders, and Papa John’s customers can place orders by texting. With many billions of dollars at stake, all the large national pizza chains will be developing innovative new ways of ordering pizza and participating in its creation.

Answer the Following Questions.

1.     What were the objectives of Domino, and which strategies did the company apply?

2.     Briefly define the IT infrastructure and the enterprise systems of Domino, and describe how did these entities help Domino in understanding of customer’s needs?

3.     Identify and briefly discuss the porter forces that were mentioned through the case, and identify the strategic role Pulse will play for Domino to face the competitive forces?

4.     How could you use the four factors of the Unified Theory of Acceptance and Use of Technology to convince the franchises to adopt Pulse?

Discuss and illustrate the generic value chain for a company and briefly describe the contributions of each of its elements.

Describe the concept of customers as innovation partners and how to implement the concept.

Answer Two Questions Only     Clearly Indicate the Question Number Use minimum 400 words

1.    Describe and explain the factors which have made globalisation possible.

2.    What were, and are, the advantages and drawbacks of Fordist production systems?.

3.    What factors encourage, and what factors restrict, national economic growth?.   

4.    What is ‘Competition Policy’ and why is it so important in Europe?.

5.    What are the main tools of government economic policy?.  How do they work?

6.    Why are multinational corporations so strong and successful?.

7.    Why do firms ‘go public’?  What happens when they do this?

8.    Why do different countries have different chronic trade imbalances?

9.    Describe and explain the problems of both capitalist and command economies.

10.  Why are Lobby Groups a problem?

11.  Why is language so important to international business?

Make a risk assesment and mitigation plan if you want to make a pollution free and low carbon emission city. You may consider potential issues related to legal, ethical, technical, environmental, policy,social and economic impacts..