What is Big Data analytics? How does it differ from regular analytics? Explain with your own words please

You work for a company that makes vehicle safety systems, such as radar, on-board cameras, and the ever-present back-up beeper. To reduce costs on your most mature product, the back-up beeper, you are considering moving production out of the United States. You are considering Mexico, Philippines, and Singapore. You are interested in road infrastructure, port infrastructure, technological readiness, and wages. 1. Compare the four countries on these dimensions. Include the United States in your analysis as well as a baseline. For wages, use the Bureau of Labor Statistics’ Foreign Labor Statistics. In particular, use the Index of Hourly Compensation. For the other data, use the World Economic Forum’s Global Competitiveness Report. The bar chart comparison feature is an efficient way to get the information you need.

2. You are also interested in the overall business climate, which you consider to consist of factors like corruption, accounting standards, and a solid legal system. compare the overall level of opacity of each of each of the four countries.

3. What other factors should be considered?

4. What is your recommendation?

Assume an inventory control system for an independent demand item where the Lead-time is 4 days and the Review Period is 15 days. The expected demand for the end-item is 20,000 units per year.

Q#1. Assume that the system is perpetual inventory system. Then,

a) The expected demand during lead-time is simply the sum of daily average demand for each of 19 days constituting the lead-time.

b) We do not have sufficient information here because we do not know whether the environment is deterministic or probabilistic.

c) We can tell from the statement in (a) that the demand is deterministic.

d) We can tell from the statement in (a) that the demand is probabilistic.

e) None of the above is true.

Q#2. Assume that the system is periodic review system. Then,

a) The expected demand during the protection period is simply the sum of daily average demand for each of four days constituting the protection period.

b) We do not have sufficient information here because we do not know whether the environment is deterministic or probabilistic.

c) We can tell from the statement in (a) that the demand is deterministic.

d) We can tell from the statement in (a) that the demand is probabilistic.

e) None of the above is true.

Q#3. Assume that the system is perpetual inventory system. The lead-time remains four days, but we now also know that the standard deviation of the daily demand is 2. Which of the following is true?

a) The standard deviation of the demand during lead-time is simply the sum of the standard deviation of the demand for each day during lead-time.

b) The standard deviation of demand during lead-time is 4 days.

c) The standard deviation of demand during lead-time cannot be determined in this case because sufficient information is not available.

d) We cannot say whether the system is probabilistic or deterministic.

e) None of the above is true.

Q#4. Assume, further, that the manager wants to achieve a cycle service level of 95% in her Q system and she knows that the daily average demand is 10 units (demand is normally distributed). She has determined that her facility is open 250 days a year; her ordering cost is $50; and the holding cost is $4 per unit per year. She can assume that lead-time is 4 days; review period is 15 days; and standard deviation of daily demand is 2 units. [Round up all answers, if needed]

a) The EOQ can be calculated from the above given information.

b) The reorder point, R, cannot be calculated from the above given information. Henc

c) The target level inventory, T, cannot be calculated from the above given information.

d) All of the above are false.

e) Only (a) and (c) are true.

Q#5. Now assume that the manager wants to achieve a cycle service level of 95% in her P system and she knows that the demand during the protection period is normally distributed. She can also assume the following: average daily demand is 10 units; ordering cost is $50.00; holding cost is $4 per unit per year; lead-time is 4 days and the review period is 15 days. Assume 250 days in a year.

a) It is possible to calculate the value of an optimal review period based on the economics of EOQ. In this case, the optimal review period turns out to be 15 days.

b) The reorder point, R, cannot be calculated from the above given information because we do not know the nature of the distribution of demand during the protection period.

c) Assuming that the distribution of demand during the protection period is normally distributed, we can calculate both the EOQ and the Target level, T, by using the P value of 15 days. But it will not yield the optimal value of T.

d) All of the above are false.

e) Only (a) and (c) are true.

What are the critical success factors for Big Data analytics? explain with your own words please

Examine the critical incident method for performance appraisal.

Compare and contrast two examples where the "persuasion" was employed and one example where it was not. What is the outcome?

Consider that you are an author who is writing a contemporary realistic fiction book.

What would the topic of your book be?

Is there a specific age group you are targeting? Consider this, it is difficult to write a book appropriate for children age 5 that also appeals to teens.

What content would you be sure to include? Why?

Why are you writing on this topic?

Are there other books on this same topic? If so, please name them.

Are there any activities you would include for children/young adults to engage in?

Are there ethical or moral societal codes that you have to consider when writing this book?

A farmer owns 450 acres of land. He is going to plant each acre with wheat or corn. Each acre planted with wheat yields 2,000 pounds of wheat, requires three workers, and two tons of fertilizer. Each acre planted with corn yields 3,000 pounds of corn, requires two workers, and four tons of fertilizer. The wheat can be sold at the selling price of $2.5 per pound, whereas the corn at the price of $3.4 per pound. To pay for the workers and the fertilizers it is estimated that the farmer will have to incur a cost of $0.5 per pound of wheat and of $0.4 per pound of corn. There are currently 1,000 workers and 1,200 tons of fertilizer available.

Using excel:

Create a model in Excel and use Solver to help the farmer maximize the profit from his land. (show the decision variables, objective function, & constraints)

Generate the sensitivity report from Solver. Imagine you can change the selling price for a pound of wheat\t, while all the other parameters remain the same. What is the minimum selling price per pound of wheat that would make it optimal to produce wheat? Explain your reasoning.

What amount of extra profits will the company make if it has extra 100 tons of fertilizers available? Explain your reasoning.

Suppose the farmer has the possibility to acquire additional 50 acres of land to increase the production. What amount of extra profits will the farmer attain with this extra land?

(Please attach excel file solution if possible)

If you needed to identify inventory items whose stock was running low, what Access tool could quickly find this answer?

When you're creating relationships,, what Access option allows you to protect your database from inconsistent data?

Which tab or object should be selected if you want to create a data screen or user interface that would allow you to add, modify, or delete existing records?

What are the 3 solutions comparison (Pros and cons) for Netflix with the explanation of each solution?

What represents the mechanism of digital signature correctly??

What represents the mechanism of public key cryptography correctly?

Structured decision-makings are those which are _____.??

1. If the learning curve for a process is 100 percent, the labor requirements in the company drop sharply. TRUE OR FALSE

2. If it took 1000 hours to produce the first unit of a product, and the learning curve is 70%, how long will it take to produce units 26 through 50?

Answer: ___________ hours (use whole number)

3. Under 80% learning rate, the improvement rate is _______ %

PLEASE READ AND ANSWER

CASE #2 MISSED CALL (STRATEGIC MANAGEMENT IN ACTION SIXTH EDITION)

Do you remember your first or even second mobile phone? Chances are it might have been one made by Finnish company, Nokia Corporation. Mine was. It was a beautiful steel blue color and was, I thought, pretty slick. Nokia phones back then were quite popular with consumers and positioned the company as one of the leading mobile phone makers. In 1998, Nokia sold more than 40 million mobile phones to surpass Motorola as the world's #1 mobile phone company. During this time period, Nokia was light years ahead of its rivals with digital phones. However, "Nokia was caught sleeping in 2007 when Apple Inc.'s iPhone redefined the cellphone as a PC-like device with a touch screen and sleek software." Since that crucial time, Nokia has lost 75 percent of its market value and is struggling to catch up to Apple and Google Inc.'s Android.

Despite its failure to recognize the market-changing charac­teristics of Apple's iPhone, Nokia is still the world's largest hand­ set manufacturer by volume. Europe is the Company's largest combined market, with about a third of sales. Somewhat surpris­ ingly, China is Nokia's largest single-country market, accounting for nearly 20 percent of sales. And the United States accounts for only 4 percent of sales, and India (another important target) accounts for only 7 percent of sales. The company has been craft­ing strategies it hopes will help position it as a dominant force once again in this industry. New CEO Stephen Elop, the first non- Finnish leader and a former top Microsoft executive, pledged to turn around the struggling company.

CEO Elop's initial plans were aimed at streamlining its smart- phone operations costs and speeding delivery of new products. He said, "Nokia has been characterized as an organization where it is too hard to get things done." More than anything else, the changing market dynamics demand that we must improve our ability to aggressively lead through changes in our environ­ment." Getting its products to market faster would be a key failing that would have to be improved. In addition to the first round of 1,800 jobs cut, Elom eliminated several senior officials on the company's group executive board. He also sent a memo to Nokia employees that compared the Company's predicament in catching up to Apple and Google in smartphones to that of a man who was standing on a burning oil rig at sea. Standing there, he needed to make a choice and he decided to jump." He went on to say that "Nokia, too, had to jump metaphorically—to take bold action to make up for lost ground." And bold actions it has taken.

In February 2011, Jo Harlow, the head of smart devices at Nokia, "stood before a packed convention hall at the Mobile World Congress, the cellphone industry's most important trade show, to explain the Finnish company's new software alli­ance with Microsoft." That agreement had been announced in London only a few days earlier. But, "the need for the deal had been so urgent that Nokia and Microsoft, grasping for a foothold in a mobile computing industry that was quickly slip­ ping away from them, had gone public without a definitive legal agreement, just a handshake and a promise to work together, somehow." She told the audience that Nokia and Microsoft would produce their first phone using the Windows operating system by the end of the year—a pace two to three times faster than Nokia's past product introductions. Getting that done would "require an accelerated, effective collaboration with a completely different corporate culture in a creative endeavor so intimate that both would have to discard mutual distrust to make it work."

By mid-2011, Nokia had unveiled a new smartphone and three lower-priced handsets as initial steps in its transition to Microsoft software. Although analysts described the products as well-designed with an intuitive user interface, they also said the products would be unlikely to help improve the company's diffi­culties as there was no carrier support or apps developers. In early fall 2011, the company sold 2,000 wireless patents and patent applications to Ottawa, Canada-based Mosaid Technologies. Many technology companies are using this strategy to "essen­tially outsource the sometimes expensive process of squeezing revenue out of their patent holdings." In addition, the com­pany announced another 3,500 job cuts by closing a factory in Romania and transferring production to more efficient plants in Asia. Elop said, "We are seeing solid progress agains tour strat­egy, and with these planned changes we will emerge as a more dynamic, nimble and efficient challenger."

Now, it's do-or-die for Nokia. One year after the announce­ment of the Microsoft alliance, the company's Nokia Lumia 900 smartphone was introduced at the Consumer Electronics Show in Las Vegas in February 2012. "The high-end device marks per­ haps the company's last chance to re-establish itself as a serious player in the U.S." Will the market once again hang up on Nokia or will it take the call?

DISCUSSION QUESTIONS

1. What international strategy advantages and drawbacks can you see in this case? Discuss.

2. What do you think are the difficulties in being a market- leading competitor trying to compete in so many different geographic areas? What resources and capabilities would such an organization need? What impact would the fact that the competitor's industry is a continually changing one have on its strategies?​​​​​​​

3. What steps has Nokia's CEO taken to turn around his struggling company? Be specific.​​​​​​​

4. One of the most interesting things to me about this story is the alliance between Nokia and Microsoft. How did this get done? What do you think that process entailed?

THANK YOU!

As a risk manager, should you approach regulations as a risk to information systems? Do you see regulations as important measures to strengthen information security or as ways to exert unnecessary control over organizations?