I am about to start my graduation thesis, I need an interesting topic related to business Administration. I would like to have any recommendations, preferably something with Marketing and organizational behavior. And how will be my method of research to accomplish?
In: Operations Management
Getting franchises to adopt the online ordering system is a major challenge. What techniques would you use to encourage adoption?
In: Operations Management
Explore the MacOSX Console app or the Windows 10 Event Viewer. Discus the role that logs play in security and how IT professionals should use them in both proactive and reactive manners.
In: Operations Management
write a few paragraphs about the ethical issues in social media research for public health
In: Operations Management
In: Operations Management
IBM 150 Winter 2020 – Communication and Writing Reports for Global managers
4 - In what ways does a scannable résumé differ from the traditional format?
425-450 word answer
In: Operations Management
Describe PERT and Wideband Delphi methods of estimating project returns
In: Operations Management
Agosin( Always living in Spanish) and Dumas( The F word) explain about how language is used as part of identify formation. In fact, Agosin writes, “To write in Spanish is for me a gesture of survival”.
How do these writers support such a claim?
In: Operations Management
1.
In 2007, Clorox Corporation, a company best known for its bleach and Hidden Valley Ranch salad dressing, acquired Burt’s Bees, a small North Carolina-based maker of lip balms and honey-infused creams and cosmetics for $925 million. The decision to acquire Burt’s Bees is best described as a(n) ___________________________.
Alliance |
||
Greenfield investment |
||
Corporate-level strategy decision |
||
Vertical integration |
||
Business-level strategy decision |
2.
Identify a limitation of the Boston Consulting Group’s growth share matrix.
It is complex and difficult to understand |
||
It fails to help executives make informed decisions about how to reinvest in the corporation |
||
It is not based on quantifiable criteria |
||
It fails to provide insight into whether a business unit will help the corporation exploit or expand a company’s resources and capabilities |
||
It fails to help executives identify structurally attractive industries to invest in |
3.
Which of the following is an important assumption underpinning Transaction Cost Economics?
People may be opportunistic |
||
Resource immobility |
||
Resource heterogeneity |
||
Perfect rationality |
||
All of the above are assumptions |
In: Operations Management
The Hamilton Company manufactures two products: X and Y. Contribution margin per unit is determined as follows:
Product X Product Y
Revenue........................................... $130................. $80
Variable Costs................................... .$70................. $38
Contribution margin............................ $60................. $42
Total demand for X is 16,000 units and for Y is 8,000 units. Machine hours are a scarce resource. 42,000 machine hours are available during the year. Product X requires 6 machine hours per unit, while Product Y requires 3 machine hours per unit. How many units of X and Y should Hamilton Company produce?
In: Operations Management
After the current COVID19 health emergency subsides in the future, every level of government in Canada and abroad will be forming teams to examine `lessons learned’ from this worldwide pandemic and to recommend new policy guidelines and legislation.
As a successful graduate of HRM 3410 [?], you have been hired as a training & development expert to help develop training programs for provincial, as well as regional, teams in Ontario comprised of senior executives from business [corporations & small business], the public sector including education, health care and emergency management, not-for-profit and community volunteer groups, as well as first responders (fire, police, emergency medical services) and public servants, etc.
Based upon your knowledge of course training and development theories/concepts/ frameworks, your task is to develop realistic and specific recommendations addressing the following issues:
A brief overview of the `W5H’ aspects of your training
design
One (1) appropriate training method drawn from each of the three
(3) different types/categories of training methods
Guidelines/tips for effective `team’/group formation and
functioning
How you would conduct `orientation/induction’ training for the
teams?
How should `leaders’ be selected for these regional and provincial
teams?
Ensure that you provide a supporting rationale for your
recommendations/answers.
In: Operations Management
Adidas is launching a new v-neck “Dynamic Response Short Sleeve Tee” this spring and will be running a promotion in conjunction with the launch. Your buyer has to come to you, the planner to discuss this to make sure their delivery arrives in time for the promotion of all Adidas tops beginning on March 14th. in order to make sure we know when to place the order, our company has been monitoring the Lead Time Variance.
(10 points) Calculate The Vendor’s Lead Time Variance from the table below.
You have the following information: Vendor’s Lead Time Forecast 30 days
Vendor’s Shipping History
Period |
Planned Receipt Date |
Actual Receipt Date |
Variance in Days |
1 |
15-Oct |
30-Oct |
|
2 |
30-Oct |
31-Oct |
|
3 |
15-Nov |
22-Nov |
|
4 |
30-Nov |
7-Dec |
|
5 |
15-Dec |
18-Dec |
|
6 |
30-Dec |
5-Jan |
|
7 |
15-Jan |
19-Jan |
|
8 |
30-Jan |
6-Feb |
Vendor’s Lead Time Variance in Days ___________
Vendor’s LTV as a % _____________
To ensure on-time delivery, place order ____________
The earliest date to expect receipt ________________
Place order_______ Earliest Receipt Date __________ Start date of promo___________
G) Explain why it is important to take LTV into consideration when creating planned orders? use all three dates from your timeline above in your answer as well as the variance in days for the first shipment listed in the table. Imagine that you are expecting this to someone who is unfamiliar to this concept. Your answer must be clear
In: Operations Management
In: Operations Management
Ferrari Targets Successful Consumers
Kevin Crowder walked onto the famed Monza, Italy, race track,
climbed into a Ferrari F2000 racer, and
circled the course with a Grand Prix champion. Mr. Crowder, a Texas
businessman who earned millions
when he sold a software company he cofounded, isn’t himself a
professional driver. He’s a customer of
one of Ferrari’s marketing programs: the F-1 Clienti program, under
which Ferrari resurrects old race
cars that would otherwise be headed for the scrap heap. Instead, it
sells them for $1 million or more,
along with the chance to drive them with a professional pit crew’s
help.
Ferrari has long built its business around exclusivity. It limits
production to around 4,500 to 5,000 cars a
year at around $180,000 and up. Some customers pay additional money
to race these street cars against
fellow owners at company-sponsored Ferrari Challenge events. The
F-1 Clienti program adds a superpremium
service by giving people a chance to drive the same Ferraris used
in Formula One, a series of
auto races that are especially popular among Europeans.
The program gives customers “an experience they can’t get
elsewhere,” says Ferrari CEO Dieter
Knechtel. Mr. Knechtel says that the “brand experience is very much
related to the ownership
experience: It’s about driving and the experience of the car while
doing it in a community of like-minded
people. This is why, we organise track days and tours in Italy with
road tours in different countries, we
can organise almost any experience with the car—what we offer to
our customers is often a ‘money can’t
buy’ experience.”
Critical Thinking Questions
1. For Mr. Crowder, the Ferrari is a specialty good. What
kind of product would it be for you? Why?
2. Do you think that Ferrari has done a good job of
building brand loyalty? Could Ford do the same
thing?
ANSWER BOTH QUESTIONS AND INCLUDE RESOURCES.DON'T LEAVE A QUESTION HANGING AROUND
In: Operations Management
In: Operations Management