Your start in the pizza business came in the eighth grade, when your father opened the Village Pizza restaurant. After graduation, you entered the construction business, building homes for more than a decade. But, then, something drew you back. So, you took the family recipes and started your own restaurant, Nick’s Pizza & Pub (far enough away to avoid competing with Dad).

Your goal was simple: to build a fun, family restaurant. Nick’s Pizza & Pubs—there are now two—have 26-foot high, floor-to-ceiling stone fireplaces, stuffed bears and moose, “antler chandeliers,” huge aquariums separating the bar and the restaurant, and wood everywhere—oak floors and huge beams recycled from century-old barns. And they’re huge, each seating 320 guests. On a Friday night, 1,500 customers will eat at Nick’s, most waiting an hour for their tables, while having a drink and eating free peanuts at the bar. Those 1,500 customers will eat 600 pizzas, and carryout customers order another 200. Why do they come? Beyond the great pizza, they come for the value. A medium cheese pizza is $11; soft drinks are $1.75, with free refills; and the popular Italian beef sandwich is under $6.00. Nick’s is really affordable, especially for a sit-down restaurant.

With things going so well, you decided to open three more restaurants in the next five years. Unfortunately, the recession changed your plans. Guest counts dropped by 20 percent, or 100,000 people per year, decreasing revenues by nearly $1 million. On top of that, your managers were having difficulty controlling costs. Each week, they conducted a physical count, comparing food inventories (tomato sauce, flour, cheese, beef, liquor, etc.) to the previous week, and then adjusted for this week’s sales. But beverage and food costs were still above goal, 22 percent of revenues for beverages and 20 percent of revenues for food. The problem, as you discovered, was your management, all hired externally because of their extensive experience at established well-known restaurant chains. Their idea of leadership, learned in the “command and control” cultures of other restaurants, was telling people what to do. So, they had someone else put in the inventory numbers, and when the numbers came out wrong, they didn’t dig deeper or ask questions to discover why.

In the end, with costs up, revenues down, and lending standards tightening, the bank didn’t approve the new construction loans. So rather than expanding, your immediate challenge is to fix and grow the two Nick’s restaurants that you’ve got. Frustrated with your managers, you gave responsibility for reducing costs to a 24-year-old who had worked for you since she was 16. She fixed the problem in four weeks by discussing the problem with the kitchen, wait, and bar staffs, who suggested immediate solutions to reduce costs.

Sensing that she was onto something, you pulled together the staffs in both restaurants to make a financial presentation that showed in detail how and where Nick’s was earning revenue and incurring expenses. After answering their questions, you asked for their help on three key issues: pay, hiring, and training.

1. Of course, everyone wants to be paid more, but with costs being an issue, are there ways to pay people more but link those increases to the company’s profitability and workers doing their jobs better and staying with the company longer? If so, how?
2. Next, because hiring talented workers is key in the restaurant business, how should Nick’s redesign its interview and selection process to do a better job of finding and keeping the best kitchen, wait, and bar staff? What is it about interviews that doesn’t work and should be abandoned? If so, what should be done instead, and why?
3. Finally, at most restaurants, training is simply shadowing experienced workers to see what they do. So, what could be done at Nick’s to improve training that would help them do their jobs better and to continue learning and improving over time? If you were in charge at Nick’s, what would you do?

Provide an example of a big company that fought back against an unjustified complaint.

What good things and opportunities has title ix brought to men and women

Keeping track of experiences with the many services consumed in daily life reveals the degree to which we live in a service economy. Tracking such experiences shines light on which services meet the mark as well as which do not.

Exercise 2. describes the concept of a "service journal." The service journal is a method of tracking service encounters, describing them, and making a note of your expectations (and whether they were or were not met).

Exercise 2. Keep a service journal for a day and document your use of services. Ask yourself before each service encounter to indicate your predicted service of that encounter. After the encounter, note whether your expectations were met or exceeded. How does the answer to this question relate to your desire to do business with that service firm again?

Note: The service journal is a method of tracking service encounters and different types of services customer receives. The dimensions of customer expectations as well as the importance of customer perceptions.

list five incidents in which the service company has exceeded your expectations. How did you reach to the service? Did these incidents change the way you viewed subsequent interactions with each of the companies? In what way?

Keep a service journal for a day and document your use of services. Ask yourself before each service encounter to indicate your predicted service of that encounter. After the encounter, note whether your expectations were met or exceeded. How does the answer to this question relate to your desire to do business with that service firm again?

list five incidents in which the service company has exceeded your expectations. How did you reach to the service? Did these incidents change the way you viewed subsequent interactions with each of the companies? In what way?

Nurses have often reported high frequencies of incidents of incivility when they are working with doctors under stressful conditions in emergency rooms and during surgeries on patients. That could effect these incidents of incivility have on patients receiving medical care at the hospital ? What should a hospital administrator do to reduce the level of incivility at the hospital when made aware of this problem ?

how does sports media affects us on our historical and political ideas?

What is Big Data analytics? How does it differ from regular analytics? (use real-life examples)

What are the critical success factors for Big Data analytics?(uses real-life examples)

What are the big challenges that one should be mindful of when considering implementation of Big Data analytics?(use real-life examples)

What is Source Inspection? What can an Operations Manager do to make sure that employees will honestly self-check their own work and thus achieve 100% inspection without adding significantly to costs?  

Plan production for a four-month period: February through May. For February and March, you should produce to exact demand forecast. For April and May, you should use overtime and inventory with a stable workforce; stable means that the number of workers needed for March will be held constant through May. However, government constraints put a maximum of 5,000 hours of overtime labor per month in April and May (zero overtime in February and March). If demand exceeds supply, then backorders occur. There are 100 workers on January 31. You are given the following demand forecast: February, 81,984; March, 67,200; April, 100,320; May, 40,320. Productivity is four units per worker hour, eight hours per day, 21 days per month. Assume zero inventory on February 1. Costs are hiring, $50 per new worker; layoff, $70 per worker laid off; inventory holding, $11 per unit-month; straight-time labor, $12 per hour; overtime, $18 per hour; backorder, $22 per unit.

Develop a production plan and calculate the total cost of this plan. Note: Assume any layoffs occur at beginning of next month. (Leave no cells blank - be certain to enter "0" wherever required. Negative values should be indicated by a minus sign. Round your answers to the nearest whole number.)

1. What are some benefits of litigation and why would you as a business owner or manager choose to use litigation over alternative dispute resolution?

2. What are the downsides of litigation?

3. What are the benefits of the various forms of alternative dispute resolution? Provide 2-3 reasons why you as a business owner or manager would choose to use an alternative dispute resolution format (and name what type of ADR you would choose).

4. What are the downsides of the various forms of alternative dispute resolution?

5. Choose one business dispute from the news or the world around us and explain whether, if you were the owner of the business and had the option, you would choose to move forward with litigation or an alternative dispute resolution method. And why.

The 8 managerial tasks relevant to executing strategy effectively.

1. Staffing, developing resources, developing competencies, developing capabilities, organizational structure (10)
2. Steer resources to critical value chain activities (11)
3. Ensure policies and procedures are in place (11)
4. Adopt best practices and pushing for continuous improvement in how value chain activities are performed (11)
5. Installing information and operating systems (11)
6. Using rewards and incentives properly (11)
7. Instilling a corporate culture (12)
8. Exercise strong leadership, make corrective adjustments, move toward operating excellence. (12)

Choose at least one of these areas that relate to Netflix and specifically discuss how, as their strategic planner, you would implement the activities involved. You may choose more than one.

Hi, can you answer this question in more detail?

Subject: Business Policy and Strategy

The G2000 Group was founded by Michael Tien in 1980 in Hong Kong. The label G2000, first introduced in 1985, was positioned as a specialty clothing chain distributing fashionable men’s and women’s career wear. Today, the G2000 Group is a multi-brand specialty retailer offering an assortment of men’s and women’s apparel and accessories, operating under different labels: G2000 MAN, G2000 WOMAN, G2000 studio, BLAACK and At Twenty.

(C)

As for the situation analysis of G2000 company, it involves the following four topics, shows your theoretical understanding, and adopts RBV-VRIN method to evaluate internal resources for the local market of Hong Kong.

( Words: 700 - Need to be original, Don't direct copy )

• Value: Resources that can bring value can be a source of competitive advantage. Keep in mind that not all resources are equally easy to obtain.

• Rareness: Resources that are available to all competitors rarely provide any significant competitive advantage.

• Imitability: An ideal resource cannot be obtained by competing businesses.

• Non-substitutable: An ideal resource cannot be substituted by any other resource.

Consider the feature that the consumer could remain anonymous for as long as they wished. Why would it be beneficial to have the prospective home financing customer anonymous? Why would Wells Fargo encourage (or require) the consumer to contact a representative? Would this interaction increase the likelihood of closing the sale?

You have recently become CEO of a corporation with offices in three countries: the U.S., Japan, and Germany. You have begun to plan your first annual conference with all managers and supervisors/team leads from your three locations. It will be held in a central location (face-to-face) and you wish to share many things with your leadership team.

One of the things you wish to share is that of various leadership styles they may wish to consider as they work in their respective locations. Not all leadership styles are appropriate for all situations or all cultures.   

Instructions

Create a PowerPoint presentation that includes the following (in addition to a title and references slide):

• The definition of leadership (in your own words) and identify several skills leaders need to excel at that managers do not necessarily need to be good at.
  
• A concise description of the leadership styles (see below) with a brief paragraph or bullets on each style identifying its key traits, strengths or weaknesses, and identify which of the three countries above might benefit from or work well for each style of leadership. You may identify more than one country per leadership style.
  
  Provide researched information (at a minimum 4 outside sources) on the following:
  1. Transformational leadership.
  2. Transactional leadership.
  3. Servant leadership.
  4. Autocratic leadership.
  5. Democratic leadership.
  6. Bureaucratic leadership.
  7. Charismatic leadership.

• A concluding / summary slide recommending the style of leadership that would best suit each country of your multi-national management team.