The ABC company is considering the establishment of production and distribution facilities abroad. The vice-president for corporate development asserts that because the production technology of their product is easily imitated, the investment should be undertaken based on grounds of appropriability. The vice president for marketing, objects, argues that because markets for information on the production of their product are perfect, the firm should consider a licensing or franchising arrangement on grounds of internalization. Can you help these people?

Scenario:
You have recently gained employment as a Trainee Engineering Manager with a large multinational company which manufactures electrical machines and transducers, including transformers, motors, generators, sensors and actuators.
Your line manager has tasked you with creating a report to indicate your level of knowledge in engineering management.

Activity
You have specifically been instructed to provide written solutions to the following questions.
Tasks:
a) Investigate at least THREE Management theories and techniques which are used within engineering organisations. Be sure to reference your theories clearly and justify how the techniques could influence operational planning, managerial process and the organisational culture and communication practices.

b) Analyse at least THREE Leadership theories and techniques which are used within engineering organisations. Consider using real life examples to demonstrate your understanding of the different theories, techniques and identify their impact on behaviour, culture and effectiveness.

c) Explain the effects of change within an organisation on its culture and behaviour.
Consider the importance of communication and the impact on performance.

d) Describe the role of Risk and Quality management and assess their impact on organisations. How do these processes encourage performance improvements? Consider risk mapping and risk matrix, how they contribute to quality management and continuous improvement? Justify why some of these processes are better than others in certain circumstances.

Consider the five survey questions below from a job satisfaction survey, and indicate the levels of measurement used for each question (nominal, ordinal, interval, or ratio). Briefly explain your rationale for each decision. Double check the work of at least one peer, and discuss any differences. A. I feel I am being paid a fair amount for the work I do (Fields, 2002). Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much B. My primary role within the company is: administrative. maintenance. laborer. manager. driver. C. A reasonable amount I should be expected to contribute annually to the company's health plan is: 0 to $2,000. $2,001 to $4,000. $4,001 to $6,000. $6,001 to $8,000. $8,001 or greater. D. Indicate the highest amount you were able to contribute to your 401k in 2017. $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000 $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 $20,000 $21,000 $22,000 $23,000 $24,000 Reference Fields, D. L. (2002). Taking the measure of work: A guide to validated scales for organizational research and diagnosis. Thousand Oaks, CA: Sage.

Warehouse operations are aligned to meet customer satisfaction. Select any two (2) warehouse operating principles and illustrate how these lead to a higher level of customer satisfaction with clear explanations and examples.

Case

Shazia is manager of a McDonald’s restaurant in acity with many “senior citizens”. She has noticed thatsome senior citizens have become not just regular patrons—butpatrons who come for breakfast and stay on until about 3 PM. Manyof these older customers were attracted initially by a monthlybreakfast special for people aged 55 and older. The meal costs Rs.99, and refills of coffee are free. Every fourth Monday, between100 and 150 seniors jam Shazia’s McDonald’s for thespecial offer. But now almost - as many of them are coming everyday - turning the fast food restaurant into a meeting place. Theysit for hours with a cup of coffee, chatting with friends. On mostdays, as many as 100 will stay from one to four hours

Shazia’s employees have been very friendly to theseniors, calling them by their first names and visiting with themeach day. In fact, Shazia’s McDonald’s is a happyplace, with her employees developing close relationships with theseniors. Some employees have even visited customers who have beenhospitalized. “You know,” Shazia says, “I reallyget attached to the customers. They’re like my family. Ireally care about these people.” They are all“friends’’ and being friendly with the customersis a part of McDonald’s corporate philosophy.

These older customers are an orderly group and veryfriendly to anyone who comes in. Further, they are neater than mostcustomers, and carefully clean up their tables before they leave.Nevertheless, Shazia is beginning to wonder if anything should bedone about her growing “non-fast-food” clientele. Thereis no crowding problem yet, during the time when the seniors liketo come. But if the size of the senior citizen group continues togrow, crowding could become a problem. Further, Shazia is concernedthat her restaurant might come to be known as an ‘‘oldpeople’s” restaurant—which might discourage someyounger customers. And if customers felt the restaurant wascrowded, some might feel that they would not get fast service. Onthe other hand, a place that seems busy might be seen as “agood place to go” and a “friendlyplace.”

Shazia also worries about the image she is projecting.McDonald’s is a fast-food restaurant, and normally customersare expected to eat and run. Will allowing people to stay and visitchange the whole concept? In the extreme, Shazia’sMcDonald’s might become more like a European-style restaurantwhere the customers are never rushed—and feel verycomfortable about lingering over coffee for an hour or two! Shaziaknows that the amount her senior customers spend is similar to theaverage customer’s purchase but the seniors do use thefacilities for a much longer time. However, most of the oldercustomers leave McDonald’s by 11:30 - before the noon crowdcomes in.

Shazia is also concerned about another possibility. Ifcatering to seniors is OK, then should she do even more with thisage group? In particular, she is considering offering bingo gatesduring the slow morning hours—9 AM to 11 AM. Bingo is popularwith some seniors, and this could be a new revenuesource—beyond the extra food and drink purchases whichprobably would result. She figures she could charge Rs. 300 perperson for the two-hour period and run itwith twounderutilized employees. The prizes would be coupons for purchasesat her store (to keep itlegal) and would amount toabout two thirds of the bingo receipts (at retail prices). Theparty room area of her McDonald’s would be perfect for thisuse and could hold up to 150 persons

1-Evaluate and explain the traditional marketing mix for McDonald’s senior citizen’s restaurant
2- How can you apply the SWOT analysis for this kind of Business?
3 In Marketing we have 8 different types of demand, explain which type of demand can be used in this case?
4- Explain the concept of offerings and brands as well as value and satisfaction to the case

case study

: Mike, I’ve scheduled this meeting with you because I’ve been reviewing performance data, and I wanted to give you some feedback. I know we haven’t talked face-to-face before, but I think it’s time we review how you’re doing. I’m afraid that some of the things I have to say are not very favorable. MIKE: Well, since you’re the new boss, I guess I’ll have to listen. I’ve had meetings like this before with new people who come in my plant and think they know what’s going on. RON: Look, Mike, I want this to be a two-way interchange. I’m not here to read a verdict to you, and I’m not here to tell you how to do your job. There are just some areas for improvement I want to review. MIKE: OK, sure, I’ve heard that before. But you called the meeting. Go ahead and lower the boom. RON: Well, Mike, I don’t think this is lowering the boom. But there are several things you need to hear. One is what I noticed during the plant tour. I think you’re too chummy with some of your female personnel. You know, one of them might take offense and level a sexual harassment suit against you. MIKE: Oh, come on. You haven’t been around this plant before, and you don’t know the informal, friendly relationships we have. The office staff and the women on the floor are flattered by a little attention now and then. RON: That may be so, but you need to be more careful. You may not be sensitive to what’s really going on with them. But that raises another thing I noticed—the appearance of your shop. You know how important it is in parker to have a neat and clean shop. As I walked through this morning, I noticed that it wasn’t as orderly and neat as I would like to see it. Having things in disarray reflects poorly on you, Mike. MIKE: I’ll stack my plant up against any in Parker for neatness. you may have seen a few tools out of place because someone was just using them, but we take a lot of pride in our neatness. I don’t see how you can say that things are in disarray. You’ve got no experience around here, so who are you to judge? RON: Well, I’m glad you’re sensitive to the neatness issue. I just think you need to pay attention to it, that’s all. But regarding neatness, I notice that you don’t dress like a plant manager. I think you’re creating a substandard impression by not wearing a tie, for example. Casualness in dress can be used as an excuse for workers to come to work in really grubby attire. that may not be safe. MIKE: Look, I don’t agree with making a big separation between the managers and the employees. By dressing like people out on the shop floor, I think we eliminate a lot of barriers. Besides, I don’t have the money to buy clothes that might get oil on them every day. That seems pretty picky to me. RON: I don’t want to seem picky, mike. But I do feel strongly about the issues I’ve mentioned. There are some other things, though, that need to get corrected. One is the appearance of the reports you send into division headquarters. There are often mistakes, misspellings, and, I suspect, some wrong numbers. I wonder if you are paying attention to these reports. You seem to be reviewing them superficially. MIKE: If there is one thing we have too much of, it’s reports. I could spend three-quarters of my time filling out report forms and generating data for some bean counter in headquarters. We have reports coming out our ears. Why don’t you give us a chance to get our work done and eliminate all this paperwork? RON: You know as well as I do, Mike, that we need to carefully monitor our productivity, quality, and costs. You just need to get more serious about taking care of that part of your responsibility. MIKE: OK. I’m not going to fight about that. It’s a losing battle for me. No one at headquarters will ever decrease their demand for reports. But, listen, Ron, I also have one question for you. RON: OK. What’s that? MIKE: Why don’t you go find somebody else to pick on? I need to get back to work.

Q:Identify the principles that you used to make this a productive conversation. If you were Ron, what would you do in your follow-up meeting with Mike

i want full and clear answer

Start-up Business Plan

Assume yourself as an entrepreneur of small-scale business in Saudi Arabia.

1. Create a new business, which is located in the Kingdom of Saudi Arabia, which include the followings:

a. Introduction to your business.

b. Product and type of services.

c. Business statement.

d. Business vision.

e. Business objective.

2. Explain your business plan.

• What is important to you in your business?
• To whom will you market your product?
• Describe your Industry: Is it a growth industry? What long term or Short-term changes do you foresee in the industry? How will your company take advantage of it?

3. Apply SWOT analysis to your business.

Describe your most important company strengths and core competencies: What factors will make the company succeed? What do you think your major competitive strengths will be? What background experience, skills, and strengths do you personally bring to this new venture?

4. Products and Services

a. Describe in depth your products or services. (Technical specifications)

b. What factors will give you competitive advantages or disadvantages? Examples include level of quality or unique or proprietary features.

5. Marketing Plan

a. Market Research- Why?

b. Market Research- How? Primary or Secondary Data?

c. In your marketing plan, be as specific as possible; give statistics, numbers, and sources. The marketing plan will be the basis, later on, of the all‐important sales projection.

How do firms use horizontal, vertical, and related types of acquisitions to increase their market power? Provide an example of a company that has used multiple types of acquisitions to increase its market power and describe how the firm is now a greater competitor in the market as a result. Cite any sources used to support your answer.

1. What was Netflix’s original business model? Briefly describe how its business model and strategy evolved over time and why. Would you say Netflix did a good job of adapting its strategy as it developed? Briefly discuss.

how spotify's value proposition affects its approach to the products and services they offer to its customers

CASE STUDY:

"BMW is the ultimate driving machine. Manufactured by the German company Bayerische Motoren Werke AG, BMW stands for both performance and luxury. The company was founded in 1916 as an aircraft-engine manufacturer and produced engines during World Wars I and II. It evolved into a motorcycle and automobile maker by the mid-20th century, and today it is an internationally respected company and brand with $106 billion in sales in 2012. BMW’s logo is one of the most distinctive and globally recognised symbols ever created. The signature BMW roundel looks like a spinning propeller blade set against a blue sky background—originally thought to be a tribute to the company’s founding days as an aircraft-engine manufacturer. Recently, however, a New York Times reporter revealed that the logo, which features the letters BMW at the top of the outer ring and blue-and-white checkered design in the inner ring, was trademarked in 1917 and meant to show the colors of the Free State of Bavaria, where the company is headquartered. BMW’s growth exploded in the 1980s and 1990s, when it successfully targeted the growing market of baby boomers and professional yuppies who put work first and wanted a car that spoke of their success. BMW gave them sporty sedans with exceptional performance and a brand that stood for prestige and achievement. The cars, which came in a 3, 5, or 7 Series, were basically the same design in three sizes. It was at this time that yuppies made Beemer and Bimmer the slang terms for BMW’s cars and motorcycles, popular names still used today. At the turn of the century, consumers’ attitudes toward cars changed. Research showed that they cared less about the bragging rights of the BMW brand and instead desired a variety of design, size, price, and style choices. As a result, the company took several steps to grow its product line by targeting specific market segments. This resulted in unique premium-priced cars such as SUVs, convertibles, and roadsters, as well as less expensive compact cars like the 1 Series. In addition, BMW redesigned its 3, 5, and 7 Series cars, making them unique in appearance yet maintaining their exceptional performance. BMW’s full range of cars now includes the 1 Series, 3 Series, 5 Series, 6 Series, 7 Series, X Series, Z4 Roadster, M Series, Hybrids, and BMWi. BMW created the lower-priced 1 Series and X1 SUV to target the “modern mainstream,” a group who are also family-focused and active but had previously avoided BMWs because of their premium cost. The company nurtures these loyal consumers and continues to research, innovate, and reach out to specific segment groups year after year."

QUESTION:

Explain why this segmentation strategy works for BMW

Section B: Essay
President Cyril Ramaphosa officially opened and addressed the first 4th Industrial Revolution SA - Digital Economy Summit. The Summit was hosted by the 4th Industrial Revolution South Africa partnership (4IRSA), an alliance between partners from the public and private sectors, academia and civil society. The 4IRSA partnership seeks to develop Human Resource practices that will enhance training and development in South Africa. Furthermore, the summit presented plans to develop training procedures that will be inclusive, coherent and responsive to the 4IR in the country. The president was quoted saying "Training programmes must allow learner's to be evaluated in the workplace after a period of approximately 6 months to determine whether their performance has improved and whether these improvement contributed to the achievement of objectives".

Use the statement above to identify the training level of needs the summit intended to highlight as well as the evaluation method the President suggested during the summit. Furthermore, briefly analyse the potential impact of the 4IR on the following classrooms.
 Interactive television classroom
 Distance learning
 Computer based training
Essay structure:
Introduction, Body, Conclusion- (3 mark)

What are the risk of staging an event? how can you minimize the risk? what step are necessary in advance and following?

Casino Ltd is a company that owns a large holiday resort on Queensland’s Gold Coast. Casino Ltd employs 100 people who work in the catering, cleaning and the hospitality outlets of the resort. The company and its employees have had a history of industrial disputes involving wages and conditions. After the most recent dispute, Casino Ltd and its employees came to an agreement on 1 July 2005, under which it was agreed that all of its employees were to be paid wages and salaries that are in excess of other employees working in similar resorts in Australia. One month after the agreement was made, a new company was incorporated which is a wholly owned subsidiary of Casino Ltd. The new company is called Caterers Ltd. It has three directors, all of whom are appointed from the board of five directors of Casino Ltd. Caterers Ltd.’s constitution had a clause which stated that all of the profits of Caterers Ltd will be distributed as dividend to Casino Ltd. The incorporation of Caterers Ltd was preceded by a meeting between the board of directors and the senior managers of Casino Ltd where the reason for the creation of the new entity was discussed. The senior managers of Casino Ltd devised a strategic plan which called for a new corporate structure which will take into account that the catering and entertainment services of Casino Ltd has the potential to become a significant operation in its own right both within and outside the resort. The directors of Casino Ltd were genuinely impressed with the plan and believed it was in the long term interests of the company. They passed a resolution that the management of Casino Ltd put into place matters that will allow Caterers Ltd to pursue this new strategic objective. The redevelopment of the current resort was central to the management plan approved by the board of Casino Ltd in relation to the creation of Caterers. This meant closure of many of the restaurants in the resort and the redundancy of 60 employees. These redundant employees were offered new, but identical, positions working in Caterers Ltd. Faced with the choice of an uncertain future, all 60 employees accepted the job offer with Caterers Ltd. As a result, the redundant employees no longer work under the previous 1 July 2005 contract of employment they had while working for Casino Ltd. Instead, they work under wages and conditions that are not as favourable as they had while working for Casino Ltd. However, these wages and conditions are comparable to people who work in similar industries. Caterers Ltd, through its employees, started running the catering and entertainment services in the resort and due to the huge success of the business, Caterers expanded beyond the resort and started leasing outside premises to run a bigger catering and entertainment business. The Trade Union, on behalf of the 60 employees working for Caterers Ltd is concerned about the practical effect of this corporate reorganization on employment conditions. Assuming that the 1 July 2005 agreement between Casino Ltd and its employees is valid and that Caterers Ltd has been validly incorporated, advice the trade union as to its chances of success in enforcing that agreement. Refer to relevant statutes and case law based on Company Law.  

What is your assessment of Apple Watch? Discuss using appropriate concepts and frameworks from your textbook. Evaluate the industry as well as Apple’s position in it. What would you recommend to Tim Cook regarding this product? Clearly state your reasoning.(textbook :INTERNATIONAL BUSİNESS 13TH EDITION)