A farmer in Addison County has 600 acres of land that can be used to grow corn

and/or soybeans. The net profit per acre is $60 for soybeans and $55 for corn. In addition to   

the land constraint, the farmer has limited labor resources: 200 hours of labor available for

planting, and 300 hours of labor available for cultivation. Labor required for planting is 0.6

hour per acre for corn and 0.7 hour per acre for soybeans. Cultivation is only necessary for

corn production which requires 0.5 hour per acre. Also, corn yield is known to be 70

bushels per acre and the farmer does not want to produce more than 21,000 bushels of corn

due to the limited storage space. Develop a linear programming (LP) model for the farmer  

to maximize the total profit (you do not need to solve your LP model) in three steps

(1)

(2)

(3)

Describe at least two types of individual and at least two types of organizational barriers to communication. Assuming that you were a manager who encountered each of these barriers, provide two or more examples of how you would overcome or remove these barriers. Support your response.

Based on the reported historical data above, determine the following.

1. Regression equation
2. Correlation coefficient and coefficient of determination.
3. How many dinners can Ajman Crunchy Chicken expect to sell at $3.00 each?

What is market data exhibits, value analysis exhibits,and marketing mix exhibits of east chestnut regional healthcare system and how to control by performance evaluation of the plan.

Discussion Question Chapter 13: Marketing Campaign Concept - NIKE COMPANY ( SHOES)

Instructions

Write a post for the Discussion Forum on this topic, addressing the questions below. You may use either a written paragraph or bullet point format. Part 1 should be 2–3 paragraphs in length or an equivalent amount of content in bullet point form. Responses to your classmates’ posts should be 1–2 paragraphs or several bullet points in length.

Part 1: Marketing Campaign Concept

Briefly describe the marketing campaign concept you are proposing in your marketing plan. Be sure to include the following: IN THIS SCENARIO - NIKE COMPANY ( SHOES)

• Who is the target audience?
• What is your goal?
• What approach and strategy are you using for the campaign?

What is your proposed promotion mix, and which specific marketing communication tools will you use? Why do you think this is the right promotion mix for achieving your goals with this audience?

9.   Columbia won’t discriminate on the basis of religious belief. Historically, some creeds have been singled out more than others for abuse, but one that’s not often found on the list of mistreatment is Haitian Voodoo. Houngan Hector of New Jersey identifies himself as an asogwepriest of Haitian voodoo. His story is interesting. He claims to have been hit by an ancestor at the age of seven, and so began his spiritual journey. Eventually, it led Houngan Hector to perform spiritual cleansings for money. They haven’t always gone well. According to this newspaper story in the Philadelphia Daily News: “Lucille Hamilton paid $621 to have her ‘spiritual grime’ removed by voodoo high priest Houngan Hector in an ordinary townhouse in Camden County. Hamilton, 21, a male living as a woman, flew in on Friday from her home in Little Rock, Arkansas to take part in the three-day spiritual cleansing. By Saturday night Hamilton was dead, and authorities are awaiting results of an autopsy and toxicology tests to determine exactly what happened.”[1]

Here’s Houngan Hector’s advertisement for his services on his MySpace page, as it was reported in Odd Culture: “I have over 15 years of experience helping individuals resolve their issues, and well over 9 years of helping people through the means of the Haitian Voodoo tradition. Having gotten individuals out of jail, brought lovers back, and improved people’s financial situation, I keep myself humble remembering it is not I who does it. It is God and Ginen who resolves.” [2]

The three basic ethical arguments against discrimination (and, in this case, discrimination based on personal religious belief) are fairness, rights, and utilitarianism.

• Choose one and make the case that Houngan Hector—who was never charged with any crime—should be treated like any other applicant for a job at Columbia University.
• Can any of the three arguments be used to show that discriminating against Haitian voodoo believers is ethically acceptable, even recommendable?

Identify an advertisement that uses each of the following executional frameworks. Evaluate the advertisement in terms of how well it is executed. Also, did the appeal and message strategy fit well with the execution? Was the ad memorable? What made it memorable?

a. Slice-of-life b. Testimonial c. Demonstration d. Informative e. Storytelling

Marketing Communications

Discuss the following statement:''If you do the same things as your rivals, but do them better, you do not need a strategy.'' Don't give just an opinion;try to use textbook concepts.Provide examples

This comes from the Columbia University website: “As an equal opportunity and affirmative action employer, the University does not discriminate against or permit harassment of employees or applicants for employment on the basis of race, color, sex, gender (including gender identity and expression), pregnancy, religion, creed, national origin, age, alienage and citizenship, status as a perceived or actual victim of domestic violence, disability, marital status, sexual orientation, military status, partnership status, genetic predisposition or carrier status, arrest record, or any other legally protected status.”

1. Which characteristics are universal (we’re all afflicted and therefore vulnerable to discrimination) and which ones are individual (some of us have the trait and some don’t)? In your opinion is one group more vulnerable to discrimination? Why?
   
2. If you wanted to stop discrimination at Columbia University, could you rank the protected characteristics in terms of their importance? Which forms of discrimination would be most important to combat and which wouldn’t matter so much? Or are they all equally important? Justify your answer.
   
3. Are there any characteristics you would add to the list? In terms of doing ethics, is there any problem with a list this long?

Identify an advertisement that uses each of the following executional frameworks. Evaluate the advertisement in terms of how well it is executed. Also, did the appeal and message strategy fit well with the execution? Was the ad memorable? What made it memorable?

A. Storytelling

Storytelling only thx

Marketing Communications

The objective function value in the following LP is 45 and 5x+2y<=40 is a binding constraint (meaning 5x+2y=40 for the optimal values of x and y).

MAX 5x+3y

st

5x+2y<=40

3x+6y<=48

x<=7

2x-y>=3

x>=0 and y>=0

is:

A. True

B. False

Manager 1 believes that that it's quite clear whether any particular employee is doing his or her job. In a web developing company, it's obvious if the salespeople are selling, if the Web designer is designing, if the Web surfer is surfing and if the content management people are managing to get customer content up on the Web site in a timely fashion. The manager's position, like that of many small-business managers, is that "we have 1,000 higher-priority things to attend to" such as boosting sales and creating the calendar.In addition, he says, employees already get plenty of day-to-day feedback regrading what they are doing right and what they are doing wrong from their supervisor.

Manager 2 believes, that informal feedback notwithstanding, a more formal appraisal approach is always required. For one, there are always new employees approaching the end of the 90-day introductory period for whom owners need to make decisions about whether they should stay or go and from a practical perspective, this manager believes that sitting down and providing formal, written feedback is more likely to reinforce what employees are doing right, and to get them to modify what they may be doing wrong. She wonders "maybe this is one reason the firm is not getting enough sales".

Wearing your management consultant hat, is manager 2 right about the need to evaluate workers formally? Why or why not? If you think she's right, how would you counter manager 1's arguments?

This comes from the Columbia University website: “As an equal opportunity and affirmative action employer, the University does not discriminate against or permit harassment of employees or applicants for employment on the basis of race, color, sex, gender (including gender identity and expression), pregnancy, religion, creed, national origin, age, alienage and citizenship, status as a perceived or actual victim of domestic violence, disability, marital status, sexual orientation, military status, partnership status, genetic predisposition or carrier status, arrest record, or any other legally protected status.”

1. Looking at this list of characteristics that Columbia doesn’t discriminate against, can you quickly put in your own words what each of them means, or are some ambiguous? If there is ambiguity, is that an ethical problem?
   
2. What’s the difference between unintentional and intentional discrimination?
   • Are some of these characteristics more vulnerable than others to unintentional discrimination? Which ones? Why?
   • Are some of these characteristics more vulnerable than others to intentional discrimination? Which ones? Why?

3. Which of the protected characteristics are concealable, meanings that in most cases a job applicant could fairly easily hide or not reveal whether he or she has the trait? Which aren’t so concealable?

3) How has COVID 19 affected Nike? What other steps can you give the company that would help them not only survive but excel given these circumstances?

Other steps might come from other companies, other industries, or any of the new government programs such as PPP or 7a loan programs that can provide assistance for multiple services to help businesses during these tough times.

Please provide sources-- where you got information from.

Case Two: Sony’s Response to North Korea’s Cyberattack

On November 24, 2014, employees of Sony Pictures Entertainment booted up their computers to find an image of a skull along with a message from a group calling itself the Guardians of Peace. The message read: “We’ve already warned you and this is just the beginning. We’ve obtained all your internal data including your secrets and top secrets [which will be released] if you don’t obey us.”

As Sony would eventually discover, the hackers had stolen reams of sensitive data, including the Social Security numbers of 47,000 current and former employees, system passwords, salary lists, contracts, and even copies of some Sony employees’ passports. The hackers accessed hundreds of Outlook mailboxes as well as Sony IT audit documents. They also stole media files and placed pirated copies of five of Sony’s movies on illegal file-sharing servers. Sony was forced to completely shut down its information systems in an attempt to stem the data breach. Ultimately, Sony would determine that the damage done by the hackers was far more extensive than it first believed. Not only had data been stolen, but 75 percent of the company’s servers had been destroyed and several internal data centers had been wiped clean.

Contacted within hours of the event, the FBI soon identified the culprit. In June, several months before the hack, North Korea’s Ministry of Foreign Affairs had declared that it would take “a decisive and merciless countermeasure” if the U.S. government did not prevent the planned release of Sony’s motion picture The Interview, which features two reporters who venture to North Korea to interview and assassinate the country’s dictator, Kim Jong-un. In the film, the main character, initially won over by the dictator’s apparent kindness, discovers that the tyrant is lying about the country’s prosperity and freedoms. The plot, along with the movie’s unflattering portrayal of the dictator as ruthless and childish, had caught the attention of the North Korean government.

The U.S. government disclosed that it had proof that the North Koreans had made good on their threat. The U.S. National Security Agency (NSA) had reportedly penetrated the North Korean cyberwarfare unit four years prior to the attack and had been monitoring its capabilities since then. After Sony alerted the FBI of the attack, the NSA was able to trace the attack back to North Korea, using a digital fingerprint the hackers had left in the malware. Several weeks after the attack, FBI Director James Comey, revealed in a speech that the Sony hackers had been sloppy. “We could see that the IP [Internet protocol] addresses that were being used to post and to send the emails were coming fromIPs that were exclusively used by the North Koreans.”

The hackers warned Sony not to release The Interview, and then on December 16, the group issued a message threatening large terrorist attacks on theaters that showed the film. The National Organization of Theatre Owners contacted the Department of Homeland Security for information and advice. The FBI and NSA released a bulletin explaining that they had no credible information about a plan to attack theaters, but they could neither confirm nor deny whether the hackers had the ability to launch such an attack. Shortly after the bulletin was released, the four largest U.S. theater chains withdrew their requests to show the movie—Carmike Cinemas first, followed by Regal Entertainment, AMC Entertainment, and Cinemark. Within hours, Sony announced that it had canceled the film’s release. White House officials, Hollywood personalities, and the media were aghast. Comedian Jimmy Kimmel tweeted that the decision by the major theater chains to refuse to screen The Interview was “an un-American act of cowardice that validates terrorist actions and sets a terrifying precedent.”

On December 19, President Obama addressed the issue publicly: “Sony is a corporation. It suffered significant damage. There were threats against its employees. I’m sympathetic to the concerns that they faced. Having said all that, yes, I think they made a mistake.” Obama explained, “We cannot have a society in which some dictator in some place can start imposing censorship in the United States.” The president’s remarks highlighted the seriousness of the incident to the American public, many of whom came to view the incident as an attack on the freedom of expression.

In response to Obama’s comments, Sony officials released a statement later the same day: “Let us be clear—the only decision that we have made with respect to release of the film was not to release it on Christmas Day in theaters, after the theater owners declined to show it.... After that decision, we immediately began actively surveying alternatives to enable us to release the movie on a different platform. It is still our hope that anyone who wants to see this movie will get the opportunity to do so.”

In fact, on Christmas Day, the planned release day in the theater, The Interview became available through video on- demand outlets such as Amazon.com, and within less than a month, the movie had brought in over $40 million in revenue. Approximately 6 million viewers had rented or purchased the movie in this way. Several hundred movie theaters that opted to screen the movie generated another $6 million. Over the next two months, Sony also released the movie on Netflix, on DVD and Blu-Ray, and in theaters in other countries.

Meanwhile, Sony has worked to recover from the damage done to the company itself by the hack. Sony Pictures’ parent company, which is based in Japan, asked regulators there for an extension to file its third-quarter financial results. It also fired executive Amy Pascal whose leaked emails contained derogatory remarks about Hollywood producers and the U.S. president’s movie preferences. The company also provided one year of free credit protection services to current and former employees.

In February 2015, President Obama held the first-ever White House summit on cyber security issues in Silicon Valley. The summit was billed as an attempt to deal with the increasing vulnerability of U.S. companies to cyber attacks— including those backed by foreign governments. However, the chief executives of Microsoft, Google, Facebook, and Yahoo all refused to attend the summit. Those companies have long advocated for the government to stop its practice of collecting and using private data to track terrorist and criminal activities and have worked to find better ways to encrypt the data of their customers. However, U.S. security agencies have continually pressured the IT giants to keep the data as unencrypted as possible to facilitate the government’s law enforcement work. Ultimately, both the government and private businesses will need to find a way to work together to meet two contradictory needs—the country’s need to make itself less vulnerable to cyber attacks while at the same time protecting itself from potential real-world violence.

Critical Thinking Questions:

1. Do you think that Sony’s response to the attack was appropriate? Why or why not?
2. What might Sony and the U.S. government done differently to discourage future such attacks on other U.S. organizations?
3. Are there measures that organizations and the U.S. government can take together to prevent both real-world terrorist violence and cyber attacks?