Please share with us the best and worst company names in your opinion. Explain your selections and the criteria you used to make your determinations. Your examples must be existing businesses. THE EFFECTS AND RELEVANCE OF NAMES OF THE BUSINESS ARE TO BE MENTIONED. HOW APPROPRIATE THEY ARE AND HOW THEY HAVE ADVANTAGED THE ORGANISATION.

Case 6-1  Chobani

Chobani LLC, is a producer and marketer of Greek yogurt. The company was founded in 2005 by Hamdi Ulukaya, an immigrant from Turkey, who recognized the lack of options for high-quality yogurt in the United States. The company is headquartered in Norwich, New York, and it employs approximately 2,000 employees. It operates two manufacturing plants—its original facility in central New York and a second new state-of-the-art facility in Twin Falls, Idaho.

The mission of the company is “To provide better food for more people. We believe that access to nutritious, delicious yogurt made with only natural ingredients is a right, not a privilege. We believe every food maker has a responsibility to provide people with better options, which is why we’re so proud of the way our food is made.” Chobani’s core values are integrity, craftsmanship, innovation, leadership, people, and giving back.

The company’s beginning in 2005 occurred when Hamdi Ulukaya discovered a notice about an old Kraft yogurt factory in South Edmeston that was closed. He decided to obtain a business loan in order to purchase it. Between 2005 and 2007, Ulukaya worked with four former Kraft employees and yogurt master Mustafa Dogan to develop the recipe for Chobani Greek Yogurt. Between 2007 and 2009, the company started to sell its yogurt in local grocery stores including Stop and Shop and ShopRite. By 2010, Chobani Greek yogurt became the best selling Greek yogurt in the United States. The company pursued global expansion by entering Australia in 2011 and the United Kingdom in 2012. In 2013, the company opened its international headquarters in Amsterdam, and Hamdi Ulukaya was named the Ernst and Young World Entrepreneur of the Year.

Chobani has achieved its success in large part due to its ability to innovate in its product lineup. For example, in 2016, it launched a new line of yogurt drinks, more flavors of its Flip mix-in product, and even a concept café in Manhattan.

The company also created a food incubator program that is designed to provide resources, expertise (e.g., brand and marketing, packaging and pricing), and funding to small, young companies that have promising ideas for new natural foods that they aspire to develop.

Although Hamdi Ulukaya has been extremely successful in his founding and establishment of Chobani, he has recognized that there are some key lessons learned from his experience as the head of a young but very successful and industry-leading company. These include the importance of hiring people with functional experience such as marketing, supply chain, logistics, operations, and quality control, as they were essential to the smooth operation of the company. In addition, remembering to respect the competition and not to underestimate it is critical, as Chobani’s two main competitors, Dannon and Yoplait, launched their own Greek yogurt lines, and they were able to win back some of Chobani’s market share over time.

Discussion Questions

5.   Think about managing change at a personal level. Why is it so hard for so many people to change their behavior or way of thinking? Are these personal challenges to managing change also relevant to managing change in organizations?

6.   What can you learn from Hamdi Ulukaya about what is needed to become a successful entrepreneur?

Critically evaluate the importance of understanding the economic transformation system? give an example of the company input, output, feedback, the mechanism and the business role.

Case 6-1  Chobani

Chobani LLC, is a producer and marketer of Greek yogurt. The company was founded in 2005 by Hamdi Ulukaya, an immigrant from Turkey, who recognized the lack of options for high-quality yogurt in the United States. The company is headquartered in Norwich, New York, and it employs approximately 2,000 employees. It operates two manufacturing plants—its original facility in central New York and a second new state-of-the-art facility in Twin Falls, Idaho.

The mission of the company is “To provide better food for more people. We believe that access to nutritious, delicious yogurt made with only natural ingredients is a right, not a privilege. We believe every food maker has a responsibility to provide people with better options, which is why we’re so proud of the way our food is made.” Chobani’s core values are integrity, craftsmanship, innovation, leadership, people, and giving back.

The company’s beginning in 2005 occurred when Hamdi Ulukaya discovered a notice about an old Kraft yogurt factory in South Edmeston that was closed. He decided to obtain a business loan in order to purchase it. Between 2005 and 2007, Ulukaya worked with four former Kraft employees and yogurt master Mustafa Dogan to develop the recipe for Chobani Greek Yogurt. Between 2007 and 2009, the company started to sell its yogurt in local grocery stores including Stop and Shop and ShopRite. By 2010, Chobani Greek yogurt became the best selling Greek yogurt in the United States. The company pursued global expansion by entering Australia in 2011 and the United Kingdom in 2012. In 2013, the company opened its international headquarters in Amsterdam, and Hamdi Ulukaya was named the Ernst and Young World Entrepreneur of the Year.

Chobani has achieved its success in large part due to its ability to innovate in its product lineup. For example, in 2016, it launched a new line of yogurt drinks, more flavors of its Flip mix-in product, and even a concept café in Manhattan.

The company also created a food incubator program that is designed to provide resources, expertise (e.g., brand and marketing, packaging and pricing), and funding to small, young companies that have promising ideas for new natural foods that they aspire to develop.

Although Hamdi Ulukaya has been extremely successful in his founding and establishment of Chobani, he has recognized that there are some key lessons learned from his experience as the head of a young but very successful and industry-leading company. These include the importance of hiring people with functional experience such as marketing, supply chain, logistics, operations, and quality control, as they were essential to the smooth operation of the company. In addition, remembering to respect the competition and not to underestimate it is critical, as Chobani’s two main competitors, Dannon and Yoplait, launched their own Greek yogurt lines, and they were able to win back some of Chobani’s market share over time.

Discussion

1. Start with a brief (1-2 paragraphs) summary of the case.

2. List the management issues short term & longer term you see in the case.

3.Propose a solution to fix the major current problem and a longer term course of action to prevent the problem.

Can you please answer these questions in regards to the company Amazon being a store of the future?

Topic:

This is a discussion about the store of the future.

Assignment:

Describe what you think the store of the future will look like.

Describe the retail environment and the experience for the shopper.

In your own words, describe crashing, fast tracking, and scope reduction as means of schedule compression. Would any of these methods apply to Agile projects?

Please develop a relationship diagram for the National Institute of health (NIH) that identifies how the NIH relates to its external stakeholders and/ or customers, including other entities in the broad health care community.

how process works in classical method for job supporting personnel?

describe the responsibilities of various roles for implementing and evaluating internal controls

explain the steps used in evaluting internal controls

How do you feel about potential employers searching your social media profile? What about current employers? Do you feel that employers have a right to consider this information in hiring and firing decisions?

If you knew an employer engaged in this practice would still want to work for thier company? Why or why not?

(a) The directors of Happy Trails are keen to purchase a block of land next door to the company’s business premises for $150,000 which will allow the company to expand. They set up a subsidiary company to purchase the land with the intention that Happy Trails would become the sole shareholder of the subsidiary. Happy Trails contributed $10,000 capital as a deposit to the subsidiary with the intention that the balance of the purchase price would be raised by way of a bank loan. However, the bank wanted $40,000 deposit and Happy Trails did not have enough cash to make up the shortfall. The three directors of Happy Trails decide to contribute $10,000 each personally in order for the sale to proceed. By doing so, they became shareholders of the subsidiary. One year later Happy Trails decides that they don’t need to expand, and the land is sold for $300,000 and the directors who had put in their own money to finance the deal made a large profit. Miss Eli and Mr Wu argue that the whole of the profit belonged to Happy Trails and that the three directors should not be allowed to keep their profit. Advise Miss Eli and Mr Wu. (b) The three directors recently had a serious disagreement about the direction the company should take and as a result they are hardly speaking to each other. This means that it is very difficult for any business decisions to be made and the company is suffering financially. Mr Wu is very concerned as a shareholder. Advise Mr Wu.

DRIVING ARI FLEET MANAGEMENT WITH REAL-TIME ANALYTICS Automotive Resources International, better known as simple ARI, is the world's largest privately-held company for vehicle fleet management services. ARI is headquartered in Mt. Laurel, New Jersey and has 2,500 employees and offices throughout North America, Europe, the UK and Hong Kong. The company manages more than 1,000,000 vehicles in the US, Canada, Mexico, Puerto Rico and Europe. Businesses that need vehicles for shipments (trucks, vans, cars, ships, and rail cars) may choose to manage their own fleet of vehicle or they may outsource fleet management to companies such as ARI which specialize in these services. ARI manages the entire life cycle and operation of a fleet of vehicles for its customers, from up-front specification and acquisition to resale, including financing, maintenance, fuel management, and risk management services such as driver safety training and accident management. ARI also maintains six call centers in North America that operate 24/7, 365 days a year to support customers' drivers, and suppliers who expect access to real-time actionable information. Providing this information has become increasingly challenging. Operating a single large commercial vehicle fleet generates high volumes of complex data, such as data on fuel consumption, maintenance, licensing and compliance, A fuel transaction, for example, requires data on state taxes paid, fuel grade, total sale, amount sols, and time and place of purchase. A simple brake job and preventive maintenance checkup generates dozens of records for each component that is serviced. Each part and service performed on a vehicle is tracked using American Trucking Association codes. ARI collects and analyzes over 14,000 pieces of data per vehicle. Then multiply the data by hundreds of fleets, some with up to 10,000 vehicles, all operating simultaneously throughout the globe, and you'll have an idea of the enormous volume of data ARI needs to manage, both for itself and for its customers. ARI provided its customers with detailed information about their fleet operations, but the type of information it could deliver was very limited. For example, ARI could generate detailed reports on line-item expenditures, vehicle purchases, maintenance records, and other operational information presented as simple spreadsheets, charts, or graphs, but it was not possible to analyze all the data to spot trends and make recommendations. ARI was able to analyze data customer by customer, but it was not able to aggregate data across its entire customer base. For instance, if ARI was managing a pharmaceutical company's vehicle fleet, its information systems could not benchmark that fleet's performance against others in the industry. That type of problem required too much manual work and time, and still didn't deliver the level of insight management thought was possible. What's more, in order to create reports, ARI had to go through internal subject matter experts in various aspects of fleet operations, who were called "reporting power users". Every request for information was passed to these power users. A request for a report would take 5 days to fill. If the report was unsatisfactory, it would go back to the report writer to make changes. ARI's process for analyzing its data was extremely drawn out. In mid-2011, ARI implemented SAP BusinessObjects Explorer to give customers the enhanced ability to access data and run their own reports. SAP BusinessObjects Explorer is a business intelligence tool that enables business users to view, sort and analyze business intelligence data. Users search through data sources using an iTunes-like interface. They do not have to create queries to search the data and results are shown with a chart that indicates the best information match. The graphical representation of results changes as the user asks further questions of the data. In early 2012, ARI integrated SAP BusinessObjects Explorer with HANA, SAP's in-memory computing platform that is deplorable as an on-premise appliance (hardware and software) or in the cloud. HANA is optimized for performing real-time analytics and handling very high volumes of operational and transactional data in real time. HANA's in-memory analytics queries data stored in random access memory (RAM) instead of on a hard disk or flash storage. Things started happening quickly after that. When ARI's controller wanted an impact analysis of the company's top 10 customers, SAP HANA produced the result in 3 to 31/2 seconds. In ARI's old systems environment, this task would have been assigned to a power user versed in using reporting tools, specifications would have to be drawn up and a program designed for that specific query, a process that would have taken about 36 hours. Using HANA, ARI is now able to quickly mine its vast data resources and generate predictions based on the result. For example, the company can produce precise figures on what it costs to operate a fleet of a certain size over a particular route across specific industries during a certain type of weather and predict what the impact of changes in any of the variables. And it can do so nearly as easily as providing customers with a simple history of their expenditures on fuel. With such helpful information ARI provides more value to its customers. HANA has also reduced the time required for each transaction handled by ARI's call centers- from the time a call center staffer takes a call to retrieving and delivering the requested information-5 percent. Since call center staff account for 40 percent of ARI's direct overhead, that time reduction translates into major cost savings. ARI plans to make some of these real-time reporting and analytic capabilities available on mobile devices, which will enable customers to instantly approve a variety of operation procedures, such as authorizing maintenance repairs. Customers will also be able to use the mobile tools for instant insight into their fleet operations, down to a level of detail such as a specific vehicles's tire history. Question: summarize this article in 4 paragraphs using your own words.

Many organizations today are involving lower-level employees in control. Give at least two examples of specific actions that a lower-level worker could do to help his or her organization better adapt to environmental change.

Assume you live in a mid-size city in United states, in the State of Texas. You are starting a healthy energy drink company. Targeting the fitness community in your area. Develop a diagram of the facility layout and justify your layout choice. Show how the product flows through the facility from raw materials to finished product. Diagram should reflect space requirements for each function (machine, operator, and WIP, etc.). Discuss briefly, what happens at each station, and show output at each station (pieces per hour or similar measure). How will you utilize “just-in-time”concepts in your facility? Discuss your Inventory management policies and ERP implementation, if any?

This week we discussed the foundational importance of human rights to ethical choices and policies. What are some of the key human rights that intersect with your Course Project topic (My topic is Wind Power as Alternative Energy? How do you engage with human rights in your section draft that is due this week?

below is the draft that i need to submit this week in order for you to answer the question

this week i have and Individual Draft to take our and your team one step closer to your final Team Project. The draft should reflect the progress you have made in completing each milestone related to the Course Project in the earlier weeks, synthesize ideas you and your team members have developed, and highlight the key areas of analysis you have identified throughout the course.

the draft must also include a brief paragraph that explains the part of the Team Project (Alternative Energy) and where your draft will fit into the final paper.

give the reference