The purpose of this assignment is to assess the effectiveness of a company's operational organizational strategies and processes. assessing the next steps for the firm and how to increase value for the shareholders and stakeholders involved.

The company to be discussed is Southwest Airlines

how might the firm benefit from a strategic alliance? What are the risks of a strategic alliance and how might those risks be managed?

Conduct a PESTLE study of jaggery industry in India and also a 6 force model study of jaggery industry in India.

both the 6 force model and pestle should be done separately under separate headings.

1) pestle should contain political, economic, social, law, technical and environmental factors affecting or contributing to the jaggery industry. all the factors should be under separate headings.

2) 6 force model should contain Existing rivals, Customer power, Supplier power, Threats of substitutes and new entrants and lastly complimentary powers affecting or contributing to the jaggery industry all under separate headings.

what is the financial statement. how do you exporot

Discuss the shifts in governance conditions and drivers. Explain how organizations can continuously win. Provide applications of your understanding?

Rainbow Cosmetics hires Tiffany as the Sales and Marketing Manager. She finds the culture of Rainbow Cosmetics is quite different from the companies that she worked before. In Rainbow Cosmetics, the staff of the department are divided into different teams, and members of each team have to work collaboratively to achieve the annual sales target. The winning team of the year would be rewarded with a team-based bonus. The personal achievement is also counted that the individual would be rewarded if they propose new ideas for new product development. The supervisors within the company are high tolerance in careless mistakes. The company will conduct a face-to-face interview with each of its employees for the plan of career development. Because of the arrangement, members within the teamwork aggressively just like they are running their own businesses. Tiffany used to work alone as a marketer, and she believes that teamwork is more time- consuming. She has a daughter who is two-years-old. She would like to spend more time with her.

(a) Identify and explain any FIVE cultural characteristics. Use them to describe the culture of the “Rainbow Cosmetics”.

(b) Describe the stages that Tiffany will process to adapt herself to the culture of “Rainbow Cosmetics”. Use examples to illustrate your answers.

Textbook: Remarkable Services

Chapter 9

1. What are some advantages of holding banquets and special events at a restaurant?

a) How can the banquet event order help the staff plan for an event?

b) Explain the three types of bar service for banquets.

c) Explain platter service. What are the challenges associated with this style of service?

40. What is a typical Day of Arrival (DOA) and pattern for Special Corp customers?

1. Sunday through Wednesday
2. Monday through Thursday
3. Sunday through Thursday
4. Tuesday through Friday

41. What is the typical BMF that management companies get?

a. 3%

b. 5%

c. 2%

d. within 30 days they start getting 3%

42. On the STR report, if the development funnel/ pipeline is strong showing a lot of rooms are being developed what might it indicate?

a. Your brand is has strong preference

b. Owners Priority is being made occasional across the portfolio

c. Owners Priority is being made more quickly than other hotel’s mgt. companies’ brands

d. a and c

42.   When driving sales, revenue management in a group hotel should shrink the hotel by adding great groups, as far out as reasonably possible, know based on history what the cross over goal should be, as long as the groups have what?

a. The right number of customers

b. The right average rate

c. The largest total spend possible

d. The use the banquet and outlet space occasionally

43. If a hotel has a lot of great group room nights on the books in years out, it also allows revenue management to do what important strategy?

a. Open discounts

b. Close out discounts

c. Close out all corporate, association, and other group.

d. focus on driving transient higher rates

1. The employees of the organization involved people who have different lifestyles and are at different stages in their life. Jessie is a single mother who works for minimum wage and lives in the “divided flat” for accommodation. Jessie wants to improve her living condition to relieve the problem of inadequate basic necessity. Ronnie is a single woman who earns a decent salary and has only a few friends outside her office. Ronnie often feels lonely after work.

   1. (a) Identify and explain the FIVE types of needs suggested by Maslow’s hierarchy of needs.

   2. (b) Describe the basic assumptions of Maslow’s hierarchy of needs.

   3. (c) Taking Maslow's assumptions into account, determine what motivates each of these

      individuals. Justify your answer with an explanation.

   4. (d) You are the Human Resources Manager of this company. What kind of motivators

      will you offer to each of the employees?

48. REVPASH was a great metric if used based on historical data to subtly turn tables, get customers to pay the check, and create upsell incentives”

T / F

49. If a hotel is missing one of the two prong tests for termination, say Revpar is 85, it is so low that an ownership group could theoretically cancel the contract with the management company because of gross mismanagement related to just RevPAR.

T / F

50.   Most employees quit their job because of salaries and benefits below the market average and not for any other reason.

T / F

Case Study II

Beckett Organics

John Beckett enjoys vegetables, so much so that he has given up his full-time job as a lawyer to concentrate on growing and marketing organic vegetables. He started growing vegetables 20 years ago in his back garden and eventually became fully self-sufficient in supplying vegetables for the family. Partly bored with his legal job and tempted by an attractive severance package, John decided he would try to establish his own vegetable supply business. Eighteen months ago he looked around for two fields to lease in which he could grow organic vegetables.

Organic products including vegetables, is a growth market in the UK. Growers must adhere to strict guidelines in order to gain organic certification. Increasing awareness of the problems associated with many pesticides and fertilizers, coupled with an increased interest in healthy eating habits and ‘wholesome’ food, has meant that many consumers are now either purchasing or interested in purchasing organic vegetables. This is true not only of household customers, but in addition, many restaurants are using the lure of organic produce to give them a distinctive edge in the market place.

All this has meant that many of the larger supermarkets in the UK have begun to stock more and more organic produce from what was a relatively specialized market in the 1990s; the market has grown to where overall organic produce accounts for some 12% of the total UK grocery market and in worldwide terms as of January 2010 it accounts for approximately 3% of all food sales. The market for organic vegetables has grown more rapidly than other organic products and it is estimated that by 2014 some 25% of all vegetables marketed in the UK will be organic. This growth has been sustained at a rate of around 20% per year in developed countries. However, organic yields are between 10% and 20% lower than conventional agriculture, with crops like potatoes some 40% lower. Unsurprisingly, this makes organic produce on average around 40% more expensive than non-organic produce.

A.C.Nielsen Co. cite the case of the United States where organic sales eased in the second half of 2009 as middle- and upper-income families have felt the strain of layoffs and declining investment portfolios. Sales in December 2009 were up 5.6 percent, year on year, against a 25.6 percent rise a year earlier.

Organic vegetables offer several advantages over their non-organic counterparts:

• They are generally tastier, and because they are not treated in the same way, are usually fresher than nonorganic products.
• They are good for a healthy lifestyle as they contain no pesticides and chemicals.
• The fact that no pesticides or herbicides are used in their production means that they are much ‘greener’. For example, they help to reduce the problems associated with nitrates in the soil and water supplies.
• On the downside, organic vegetables are generally less uniform, and as far as some consumers are concerned, are less attractive in appearance. This lack of uniformity has also been a problem in the past with supermarket buyers who have traditionally looked for uniformity in fresh products to aid merchandising and marketing in retail outlets.

• Generally, organic vegetables are more expensive than their non-organic counterparts. Currently, on average they are somewhere in the region of 40% more expensive.

In the UK, anyone wishing to claim that their produce is organic, and market it in this way, needs to obtain the approval of the Soil Association, which checks the organic credentials of a supplier. For example in this case, they check the conditions under which the produce is grown and how the seeds used.

Two interesting developments are taking place in the organic produce market. One is the growth of home supplies. This is where the producer supplies direct to the householder. There are a variety of ways of doing this. Some smaller growers use mail-shots and leafleting to build up a client base. They then deliver locally to customers who order from a list. Very often the supplier will simply make up a box of a pre-determined value or weight containing a selection of vegetables which are in season and ready for picking. Other suppliers are using a similar system, but take their orders via the Internet. This is particularly suitable for this type of product as customers can check on a regular basis what is available and order from home. The produce is then delivered at a pre-arranged time.

The second development in the organic produce market is the growth of farmers’ markets. These markets are usually run by local authorities, often on Saturdays or Sundays. Local and other producers attend these markets, paying a small fee for a stall and then sell their produce direct to the consumer. These farmers’ markets partly came about as a result of the frustration felt by many farmers and growers at the way they were being treated by retailers and at the margins they were receiving. In addition, such markets have been successful because consumers feel they are getting fresh produce at lower prices than they might be able to obtain through supermarkets.

Despite the growth in the market for organic vegetables, after 18 months in his business, John is worried. Quite simply, his business has not been as successful as he envisaged it would be, and as a result he is not earning enough to make a living. The real worry is that he is not sure why this is the case. His produce, he believes, is as good as anything in the business. He is a very good grower and the land he has leased is perfect for the range of produce he wishes to grow. Starting with organic potatoes he now produces a range of organic vegetables including beans, sprouts, carrots, lettuce and his latest venture organic tomatoes and corn grown in poly-tunnels. Although customers he currently supplies are very loyal to John, indeed many are friends and acquaintances he has known over the years when he grew vegetables in his back garden, there are simply not enough of them.

As a result, his turnover which increased rapidly over the first year of the business has for the last six months has stagnated. He mainly supplies locally and has tried to increase his customer base by taking leaflets out and posting them through letterboxes in the area. He has done this by dividing up the housing areas in a ten mile radius around his growing area and dropping leaflets throughout the area to as many houses as he can cover on a systematic basis. Only some 2% of customers have responded with an order, usually contacting by telephone. These customers seem to come from the middle class areas. He has considered taking a stall at one of the farmers’ markets, the nearest of which is some 40 miles away and operates one day per month, but he realises this would not be enough to reach the turnover levels he requires. He has in the past supplied one or two local restaurants and hotels, but usually only when they have contacted him because they have had a problem with their existing supplier.

He has never followed these up. His growing area is currently too small to supply a major retailer, although he has been approached on an informal basis by the buyer of a voluntary chain of local grocers representing some 40 retail outlets in the county.

John is wondering where he goes from here. He cannot understand why his superior products are not selling well. A friend has suggested that John needs a more strategic approach to marketing. John is not convinced. He feels his business is too small to warrant any kind of marketing, never mind strategic marketing, and he has always felt that a good product should sell itself. He is, however, anxious to grow the business and become a leading organic vegetable supplier.

Questions 3:

What would be the appropriate strategy that you would suggest if this company is to start marketing its products in your home country? Explain with reasons.

Section B – Case Studies
Answer all THREE questions in this part. Each question carries 30 marks.

1. Review the following case of Peter.
   (a) Define the THREE components of attitude in CAB Model.
   (b) Using the components of CAB Model, what is Peter’s attitude towards his current job?

   Justify your answer with examples.
   (c) Using Big Five Factors of Personality, identify THREE types of Peter’s personalities.

   Justify your answer with examples

   Peter is an outgoing salesperson in PC Computer Retail. He is talkative and easy-going, so he builds up a good relationship with his clients. Peter has received a notice from the Human Resources Department that his working hours have just been reduced from 40 hours a week to 33 due to the economic downturn. He is upset about the reduction in time and pays, but he still shows up at work on time, as usual, every morning. He does not want to change his job because he dislikes changes. He is willing to wait patiently until the economic situation improves so that he can go back to working full time. Although he has family burdens, he is calmed as usual and continues building up a good relationship with his clients.

Scenario: There is a H1N1 outbreak in the area where the hospital where you work is situated. There have already been thirty-nine deaths arising from this outbreak. Do an epidemiological research of this epidemic.

Consider the following as you navigate:

• hospital environmental hygiene (including ventilation)
• asepsis
• hand hygiene
• respiratory hygiene
• personal protective equipment (ppe)
• generation, storage and disposal of bio-hazardous waste

The three strategic mangement

Bad News Message Assignment

Bad news messages can follow a different pattern than good news letters: the indirect approach. In all of our writing, we are trying to create goodwill between our readers, ourselves, and our organization. This means that one of the primary goals of a bad news message is to ensure that the reader continues to think well of us. We can write a bad news message in a way that maximizes the chances that this will happen.

Sometimes people like to hear the bad news first. However, in many situations this approach will not help us achieve our purpose. In these cases we need to use a less direct approach.

Using the techniques you’ve learned in class, write a bad news email addressing the bad news scenario below. Use email format at the header:

From:

To:

Cc:

Subject:

Attached:

Bad News Scenario

You are the Participant Services Manager for Encore Events, an event planning and management company that is producing your city’s largest marathon, half-marathon, and 5K races on April 1 this year. A portion of the proceeds will go to your local chapter of Ronald McDonald House Charities. To participate, runners pay $99, $80, and $45, respectively. In addition to the charity donation, these fees cover costs such as advertising, insurance, permits, security, water, promotional materials, goodie bags, etc. While participants can register for the races at any time, including the day of the event, refunds are not granted after February 15 for any reason—a rule that runners must acknowledge before submitting their entries. This helps you to budget and avoid the problematic nature of adjusting credit card charges or handling cash for anyone who wants a refund. Today (February 25), you received a letter from Lucila Muñoz, who paid her registration fee on November 6. However, she broke her ankle on November 27. She thought she would be healed in time to participate, but she hasn’t had time to do the rehabilitation and training needed to participate in the event. She is asking that her card be credited for $45. You are a runner, and you empathize with her. However, Ms. Muñoz should have requested the refund before the deadline. Besides, you think it’s a little tacky that she would want a refund on a partial charitable donation (for which she received a receipt that can be used to claim a tax deduction).