Why do end-users need to be sure that the self-sourcing system has an organizational focus?

Please explain the effect of your presumed communications mix strategy, and the thinking behind those tactics for realizing & enhancing current or future career plans:

A. My Communications Mix elements likely involves, insert single number from 1 to 4 order of importance to:

Advertising _____             Personal Selling ______           WWW _______ Direct mail ______       

And the reasons are (12 pt. type; 50 words or less):

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B. .COMs      I may use _________________________ .com and _________________________ .com

And the reasons are (12 pt. type; 50 words or less):

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What is transformational leadership? Give examples of organizational situations that would call for transformation, transactional, and charismatic leadership.

Write a report to your Senior Manager that you are requesting to plan for Sales Executive Training session as well as improving the Customer Charter focusing on how to use the Market Information System and address customer queries targeting specially to a dissatisfied customer. (200 Words)

Discuss the pros and cons of a railroad lobbying for the building of roads that allows freight to move by motor carriage rather than rail in the United States. (Note: this prevents railroads from increasing revenues but also reduces their infrastructure costs.) Why promote the roads and not the railroads?

Certificate of Authority. Armour Pipe Line Company assigned leases to its existing oil wells in Texas to Sandel Energy, Inc. The assignment included royalties for the oil produced from the wells. Armour specified that the assignment “does not pertain to production attributable to these leases from any new wells,” reserving for itself an interest in those royalties. Later, Armour—a foreign corporation in Texas—forfeited its certificate of authority to do business in the state. More than three years later, the certificate was reissued. Meanwhile, new wells were drilled on the leases. Sandel filed a suit in a Texas state court against Armour, claiming that the reservation of a royalty interest in those wells was “ineffective” because of the temporary forfeiture. When and why does a corporation need a certificate of authority? Is Armour entitled to the royalties from the new wells?

Periodic preventive maintenance is carried out on aircraft engines, where an important component must be replaced. The numbers of aircraft scheduled for such maintenance over the next six months are estimated at 200, 180, 300, 198, 230, and 290, respectively. All maintenance work is done during the first day of the month, where a used component may be replaced with a new or an overhauled component. The overhauling of used components may be done in a local repair facility, where they will be ready for use at the beginning of next month, or they may be sent to a central repair shop, where a delay of 3 months (including the month in which maintenance occurs) is expected. The repair cost in the local shop is $120 per component. At the central facility, the cost is only $35 per component. An overhauled component used in a later month will incur an additional storage cost of $1.50 per unit per month. New components may be purchased at $200 each in month 1, with a 5% price increase every 2 months. Formulate the problem as a transportation model, and determine the optimal schedule for satisfying the demand for the component over the next six months

Design specifications require that a key dimension on a product measure 102 ± 10 units. A process being considered for producing this product has a standard deviation of two units. a.

What can you say (quantitatively) regarding the process capability? Assume that the process is centered with respect to specifications. (Round your answer to 4 decimal places.) Process capability index;

b. Suppose the process average shifts to 95. Calculate the new process capability. (Round your answer to 4 decimal places.) New process capability index:

c. What is the probability of defective output after the process shift? (Use Excel's NORM.S.DIST() function to find the correct probability. Round "z" values to 2 decimal places. Round probabilities to 4 decimal places (0.####).) Probability of defective output:

CASE STUDIES

THE ENERGY BAR INDUSTRY

In 1986, PowerBar, a Berkeley firm, created the energy bar category with its classic chewy bar. Positioned as an athletic energy food, it was distributed at bike shops and events that usually involved running or biking. The target segment was the athlete who needed an efficient, effective energy source.

Six years later, seeking to provide an alternative to the sticky, dry nature of the PowerBar, a competitor developed an energy bar with superior taste and texture and branded it the Clif Bar. Soon after, another competitor introduced the Balance bar, which offered a blend of protein, fat, and carbohydrates based on the nutrition formula associated with the “Zone Diet.” Faced with these challengers, PowerBar responded with Harvest (a bar with a much more mainstream taste and texture) and ProteinPlus (an entry into the high-protein subcategory closely related to Balance).

The makers of the Clif Bar observed that women athletes or those involved in fitness were approximately half of the market. However, their unique needs in terms of macronutrients, vitamins, and taste were not being addressed. Luna, the first nutritional (not energy) bar for women, was Clif Bar’s answer to this unmet need. The bar had a light crunchy texture, came in flavors like “lemon zest” and chai tea, and contained nearly two dozen vitamins, minerals, and nutrients. The target market consisted of time-strapped women who wanted an energy bar, but one more tailored to their needs.

Both in reaction to Luna’s success and to expand the segments for which the category was relevant, PowerBar focused on the sensitivity of women to calories and portion size. In response, the firm created Pria, which was smaller and had only 110 calories but had superior—almost indulgent—taste and texture.

The energy bar industry exploded over the next few decades exploiting the demand for health and weight control, portable meals, better ingredients, and nutritious snacks. Sales went from $100 million in 1996 to $2 billion a decade later and well over $6 billion by 2016. The growth was fueled by submarkets each driven by a unique “must have.”

These submarkets are defined by different applications, ingredients (consumers are becoming more ingredient sensitive), and value propositions. Over time, there have been nutrition bars, cereal bars (a replacement for breakfast), protein bars, diet bars (brands like Balance or Atkins that followed a popular diet), natural ingredient bars, all with numerous textures, flavors, sizes, and coatings. Over the decades, many hundreds of products were introduced. However, only a few became major players.

One of the successes was KIND, a brand that grew from nothing in 2004 to over $550 million in 2015 (33% of the market). It was driven by a clear vision to be a healthy, tasty, and natural snack in a sea of snacks that look and feel very different. KIND products are composed of whole fruits and nuts using gluten-free, non-GMO, sustainable ingredients with much less sugar than competitors. They are not cheap nor easy to produce given high-quality ingredients and production barriers that required innovation, investment, and commitment to overcome. The brand vision is communicated by a clear package that allows customers to see the ingredients. The tagline “ingredients you can see and pronounce” reinforces this transparency positioning. Reacting to a surge in interest in protein, KIND introduced a line of savory bars with more protein, including flavors such as honey smoked barbeque.

KIND has a higher purpose—to encourage people to reward acts of kindness. There is #kindawasomeness cards handed out to someone doing a kind act for someone else. The card has a website and code on which the card holder can request a packet of KIND bars along with another card to give to someone spotted doing an act of kindness. There have been 1.2 million documented acts of kindness as a result. There is the KIND Causes where, each month, members vote on which customer-nominated causes should be supported with a $10,000 donation. They vote by committing to do an act of kindness. For example, one proposal was to train mentors for Dryhootch, a non-alcoholic rally point for military personnel.

The energy bar market represents how a dynamic fast-changing and innovative marketplace works and the evolving winners and losers over just two decades!

FOR DISCUSSION

1. Identify the different submarkets or subcategories in the energy bar market. Which have “must haves” that drive a loyal and sizable segment? What are the strategic groupings? To what extent does each submarket represent fads that will peak and decline instead of grow. Why?
2. To what extent do you think the KIND subcategory is driven by its Kindness initiatives? Are these “must haves”?
3. What are the environmental trends that will affect this industry? Considering these trends, generate two or three viable future scenarios.
4. How can brands like Luna, Pria, and KIND be leveraged to other products and categories? What makes these brands extendable?

jared agrees to purchase twelve computers from Zack Enterprises, Inc. for sale in Jared's department store. Twelve boxes from Zack Enterprises have just arrived at the department store. What are Jared's rights and responsibilities?

1.How do you develop a productivity improvement strategy?

2.How do you develop an implementation plan for the strategy?

What is the definition of dissatisfaction? Is it likely to cause a drastic reaction by a consumer? Explain by using a situation in which some emotion other than satisfaction motivated your behavior following a purchase.

Based on Consumer Behavior 8th Edition by Babin + Harris. Chapter 14: Consumption to satisfaction.

Carter Cleaning Company

Getting Better Applicants

If you were to ask Jennifer and her father what the main problem was in running their firm, their answer would be quick and short: hiring good people. Originally begun as a string of coin-operated laundromats requiring virtually no skilled help, the chain grew to six stores, each heavily dependent on skilled managers, cleaner/spotters, and pressers. Employees generally have no more than a high school education (often less), and the market for them is very competitive. Over a typical weekend, literally, dozens of want ads for experienced pressers or cleaner/spotters can be found online or in area newspapers. All these people usually are paid around $15 per hour, and they change jobs frequently. Jennifer and her father thus face the continuing task of recruiting and hiring qualified workers out of a pool of individuals they feel are almost nomadic in their propensity to move from area to area and job to job. Turnover in their stores (as in the stores of many of their competitors) often approaches 400%. “Don’t talk to me about human resources planning and trend analysis,” says Jennifer. “We’re fighting an economic war, and I’m happy just to be able to round up enough live applicants to be able to keep my trenches fully manned.”

In light of this problem, Jennifer’s father asked her to answer the questions that follow.

I need your original answer, not someone's answer with at least three paragraphs per question. Thank you.

Questions

@ First, how would you recommend we go about reducing the turnover in our stores?

@ Provide a detailed list of recommendations concerning how we should go about increasing our pool of acceptable job applicants so we no longer face the need to hire almost anyone who walks in the door. (Your recommendations regarding the latter should include completely worded online and hard-copy advertisements and recommendations regarding any other recruiting strategies you would suggest we use.)

I need your original answer, not someone's answer with at least three paragraphs per question. Thank you.

Alfred Muller &Co. produces wheat flour for large bakeries. It has four mills and five markets. The capacities of each mill, demands from each market and transportation cost of sending a ton of flour from a mill to a market are given in the table given below. The company seeks to develop a plan to minimize transportation costs.

a) Determine the objective function and constraints.

b) Find the minimum cost and the amounts of flour sent from each mill to the markets using Excel Solver.