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This week we're going to get inside the head of a customer (meaning
all of you and me and everyone else), because this is what
marketers need to do to get their message heard and to drive
customers to do what they want. To do this, respond to the
following questions:
In marketing, the customer has to come first . . . you
can’t market to a potential customer unless you understand their
wants, needs, desires, state of mind, interest, incomes and so much
more. Why do you think it is important for a marketer to understand
how a customer makes that final purchasing decision?
Indicate which of the following factors would most
influence your decision, and then explain how a marketer could use
this information to better market this new car to you:
Price
Color
Style
Status
In: Operations Management
RFID is playing a major role in increasing the efficiency and effectiveness of supply chain management. After reading the information presented in this chapter and other sources, write a one-page paper that describes the experience of a company that has been using RFID for this purpose. What are tow advantages and two disadvantages of using RFID in supply chain management.
In: Operations Management
Goodwill Industries International is a nonprofit that has been serving people with disabilities for over 100 years. It funds its operations with sales of donated items from its chain of more than 3,000 retail thrift stores and through its shopgoodwill.com website. What possible advantages could a for-profit social enterprise with the same mission have in competing with Goodwill stores? What disadvantages would its for-profit status create, and how could the advantages overcome the disadvantages?
In: Operations Management
In: Operations Management
Case 9.4
The Ventron Engineering Company has just been awarded a $2 million development contract by the U.S. Army Aviation Systems Command to develop a blade spar for its Heavy Lift Helicopter program. The blade spar is a metal tube that runs the length of and provides strength to the helicopter blade. Due to the unusual length and size of the Heavy Lift Helicopter blade, Ventron is unable to produce a single-piece blade spar of the required dimensions using existing extrusion equipment and material. The engineering department has prepared two alternatives for developing the blade spar:
sectioning or
an improved extrusion process.
Ventron must decide which process to use. (Backing out of the contract at any point is not an option.) The risk report has been prepared by the engineering department. The information from this report is explained next.
The sectioning option involves joining several shorter lengths of extruded metal into a blade spar of sufficient length. This work will require extensive testing and rework over a 12-month period at a total cost of $1.8 million. Although this process will definitely produce an adequate blade spar, it merely represents an extension of existing technology.
To improve the extrusion process, on the other hand, it will be necessary to perform two steps:
improve the material used, at a cost of $300,000, and
modify the extrusion press, at a cost of $960,000.
The first step will require six months of work, and if this first step is successful, the second step will require another six months of work. If both steps are successful, the blade spar will be available at that time, that is, a year from now. The engineers estimate that the probabilities of succeeding in steps 1 and 2 are 0.9 and 0.75, respectively. However, if either step is unsuccessful (which will be known only in six months for step 1 and in a year for step 2), Ventron will have no alternative but to switch to the sectioning process—and incur the sectioning cost on top of any costs already incurred.
Development of the blade spar must be completed within 18 months to avoid holding up the rest of the contract. If necessary, the sectioning work can be done on an accelerated basis in a six-month period, but the cost of sectioning will then increase from $1.8 million to $2.4 million. The director of engineering, Dr. Smith, wants to try developing the improved extrusion process. He reasons that this is not only cheaper (if successful) for the current project, but its expected side benefits for future projects could be sizable. Although these side benefits are difficult to gauge, Dr. Smith’s best guess is an additional $2 million. (These side benefits are obtained only if both steps of the modified extrusion process are completed successfully.)
Develop a decision tree to maximize Ventron’s EMV. This includes the revenue from this project, the side benefits (if applicable) from an improved extrusion process, and relevant costs. You don’t need to worry about the time value of money; that is, no discounting or net present values are required. Summarize your findings in words in the spreadsheet.
In: Operations Management
Question 1: A transportation company which provides the management of the bus service in a city gets help from group of volunteers who sent pictures of people crossing the streets, kids playing in the street, angry people waiting on a bus stop, words “be happy”, timetable of the train service to next city and the length of the bridge via which main transportations of the city goes. Can the company use all of the above-mentioned contributions to build data base for management of the bus service? Discuss completely why yes or why no.
Question 2: A CIO of organization XYZ made the following statement: “Our IT department must be able to work effectively with increasing information volumes because information leads to data and data leads to knowledge”. Comment on CIO’s statement.
Question 3: The following information for University database is available:
Write full ER diagram for this information. Discuss is it possible to cluster ER or is it not possible (answer why? Question in both cases). In both cases provide full reasoning.
Write clustered ER if you decided it is possible.
Question 4: Given the following relation:
|
SID |
Name |
Age |
GPA |
login |
|
1235646 |
Smith |
21 |
3.0 |
Smith27 |
|
6545765 |
Jonas |
19 |
4.0 |
Jnm12 |
|
7688123 |
Koen |
20 |
3.3 |
Bbn2 |
|
7682347 |
Kim |
21 |
3.8 |
Km3 |
Which attributes or attribute you can deduce are not/is not a candidate key, based on this instance being legal. Provide your reasoning.
In: Operations Management
Explain the components most bad-news message consist of and the reason this message
is so structured
In: Operations Management
What are strengths of the trait approach? What are criticisms of the trait approach?
In: Operations Management
In: Operations Management
Describe the differences between assigned leadership and emergent leadership. Give examples of both.
In: Operations Management
What does leadership mean to you personally?
List 5 leaders and why they are leaders in their field. (Remember, even people you personally know can be listed, not just those in the field of business)
In: Operations Management
Decision Point: Naperville Expansion Media Plan
After you recommend expanding to Naperville, you and Caffè Gustoso's owners start discussing your plans for marketing the new location. The owners first want to know what type of media you plan on primarily using for your campaign: traditional media such as television, print, radio, and direct mail or online media such as websites, email, online advertising, and social media? The owners see pros and cons with both types of media and need your help to decide -- keeping in mind Caffè Gustoso's goals and financial constraints.
A) Traditional media: television, radio, print, direct mail
B) Online media: website, email, online advertising, social media
In: Operations Management
The following represents a project that should be scheduled using CPM:
IMMEDIATE TIMES (DAYS)
PREDECESSORS
ACTIVITY a m b
A — 1 4 7
B — 3 5 10
C A 2 5 8
D A 4 6 11
E B 1 2 3
F C,D 3 5 7
G D,E 1 2 6
H F,G 2 5 6
b. What is the critical path?
A-D-F-H
B-E-G-H
A-C-F-H
A-D-G-H
c. What is the expected project completion time?
Project completion time __________ days
d. What is the probability of completing this project within 22 days?
Probability _________
In: Operations Management
Assess Harley Davidson’s mode of expansion (Joint Venture, wholly owned, Licensing/Franchising etc.)
In: Operations Management
from Chapter 10 Leadership7thEdition,Northouse Complete an assessment for someone you know in a leadership capacity. It can be for a manager you currently have or a leader you know. After that write at least a paragraph explaining the results.
Servant Leadership Questionnaire
Key: 1 = Strongly disagree 2 = Disagree 3 = Disagree somewhat4 = Undecided 5 = Agree Somewhat 6 = Agree 7 = Strongly agree
1. Others would seek help from him/her if they had a personal problem 1 2 3 4 5 6 7
2. He/She emphasizes the importance of giving back to the community. 1 2 3 4 5 6 7
3. He/She can tell if something work related is going wrong. 1 2 3 4 5 6 7 4.
He/She gives others the responsibility to make important decisions about their own jobs. 1 2 3 4 5 6 7
5. He/She makes others’ career development a priority. 1 2 3 4 5 6 7
6. He/She cares more about others’ success than his/her own. 1 2 3 4 5 6 7
7. He/She holds high ethical standards. 1 2 3 4 5 6 7
8. He/She cares about others’ personal well-being. 1 2 3 4 5 6 7
9. He/She is always interested in helping people in the community. 1 2 3 4 5 6 7
10. He/She is able to think through complex problems. 1 2 3 4 5 6 7
11. He/She encourages others to handle important work decisions on their own. 1 2 3 4 5 6 7
12. He/She is interested in making sure others reach their career goals.1 2 3 4 5 6 7
13. He/She puts others’ best interests above his/her own. 1 2 3 4 5 6 7
14. He/She is always honest. 1 2 3 4 5 6 7
15. He/She takes time to talk to others on a personal level. 1 2 3 4 5 6 7
16. He/She is involved in community activities. 1 2 3 4 5 6 7
17. He/She has a thorough understanding of the organization and its goals.1 2 3 4 5 6 7
18. He/She gives others the freedom to handle difficult situations in the way they feel is best.1 2 3 4 5 6 7
19. He/She provides others with work experiences that enable them to develop new skills.1 2 3 4 5 6 7
20. He/She sacrifices his/her own interests to meet others’ needs. 1 2 3 4 5 6 7
21. He/She would not compromise ethical principles in order to meet success.1 2 3 4 5 6 7
22. He/She can recognize when others are feeling down without asking them.1 2 3 4 5 6 7
23. He/She encourages others to volunteer in the community. 1 2 3 4 5 6 7
24. He/She can solve work problems with new or creative ideas. 1 2 3 4 5 6 7
25. If others need to make important decisions at work, they do not need to consult him/her. 1 2 3 4 5 6 7
26. He/She wants to know about others’ career goals. 1 2 3 4 5 6 7
27. He/She does what he/she can to make others’ jobs easier. 1 2 3 4 5 6 7
28. He/She values honesty more than profits. 1 2 3 4 5 6 7
Write a paragraph explaining results
Your answer for this question should look like this:
1) 5
2) 4
3) 5
4) etc......
Paragraph explaining results.............................
In: Operations Management