Read the text and in group of two to five students answer the questions

As a new member of the board of directors for a local bank, Mr. Jack Nelson was being introduced to all the employees in the home office (Headquarters of a firm).

When he was introduced to Mrs. Johnson, he was curious about her work and asked her what the machine she was using did. Mrs. Johnson replied that she really did not know what the machine was called or what it did. She explained that she had been working there for two months and she has not received a clear list describing her tasks, duties and responsibilities yet.

At one of the branch offices, the supervisor in charge spoke to Nelson confidentially, telling him that "something was wrong," but she didn't know what. For one thing, she explained, employee turnover was too high, and no sooner had one employee been put on the job than another one resigned.

All branch supervisors hired their own employees without communication with the home office (Headquarters of a firm) or other branches. In case of job vacancy, the supervisor tried to find a suitable employee to replace the worker who had quit.

After touring the 22 branches and finding similar problems in many of them, Nelson wondered what the home office should do or what action he should take. The banking firm generally was regarded as being a well-run institution that had grown from 27 to 191 employees during the past 8 years. The more he thought about the matter, the more puzzled Nelson became.

He couldn't quite put his finger on the problem, and he didn't know whether to report his findings to the president.

Questions

1. Identify and describe two main problems faced by the bank's home office and branches in terms of HRM. Justify your answer from the text.

2. Discuss HRM ineffective practices that led to such problems. Justify your answer from the text .

3. Based on the Human Resources strategic qualities, discuss the way a high turnover rate can affect the efficiency of the bank .

Note : Answers in Word Format and in details and in Own Words

Write a two paragraph or longer response to the following question - Can you describe a company or business situation that you believe serves as an example of Corporate Social Responsibility? What, in your opinion, makes this example notable? Further, what lessons can we learn from this example? What does/will Corporate Social Responsibility look like in the wake of the COVID-19 pandemic?   

Your short essay answer should focus on a company or business situation that demonstrates Corporate Social Responsibility. You will be describing an example from your own experience, or you may be describing a situation that you have found from careful research on the topic. Your task will be to find a company or situation that describes Corporate Social Responsibility. Examples of Corporate Social Responsibility in the wake of the COVID-19 pandemic are of particular interest. (This is all one question)

what method does Porsche typically use for advertisements (cognitive, emotional, image, or endorsement). Out of the four types, suggest how one of the other methods could be effective providing details.

BUSINESS LAW

Contracts and Bankruptcy.

2. Tell me the ways that agency agreements can be formed and tell me what ratification means.  

3.   Tell me 4 or 5 duties that agents owe their principals, and then 3 or 4 duties that principals owe their agents.    Explain at least 3 of them.

4.   Tell me the types of authority that agents have in typical agency relationships.   Explain one of them.

Three recent college graduates have formed a partnership and have opened an advertising firm. Their first project consists of activities listed in the following table. Use Table B.

b.What is the probability that the project can be completed in 24 days or less? In 21 days or less? (Round your t_e and z values to 2 decimal places and "Standard deviation" to 3 decimal places. Round your final answers to 4 decimal places.)

c. Suppose it is now the end of the seventh day and that activities A and B have been completed while activity D is 50 percent completed. Time estimates for the completion of activity D are 5, 6, and 7. Activities C and H are ready to begin. Determine the probability of finishing the project by day 24 and the probability of finishing by day 21. (Round your intermediate calculations to 3 decimal places and final answers to 4 decimal places.)

rev: 04_24_2019_QC_CS-166426

Discuss how business ethical dilemmas, including any related to the COVID 19, can be managed in the organisation.

Using Advanced Google Analytics refer to the Active Users Report.

Write 2 full paragraphs, 3 sentences per paragraph for a total of 6 sentences. Determine how specific reports can improve your ability to manage a short-term promotion and change the promotion if it is not meeting the goals that were hoped for.

Assume that you are the manager of a shop that assembles power tools. You have just received an order for 59 chain saws, which are to be shipped at the start of week 8. Pertinent information on the saws is

Down below is my results. The numbers in BOLD are INCORRECT.

A salesperson for Otto Bock Orthopedic Industry is calling on an orthopedic hospital to sell his company's new computerized artificial limbs that can anticipate and regulate movement by the user. The salesperson's sales call objective is to sell 20 limbs after convincing the buyer that the limb is superior to all other prosthesis available in the market. The total amount involved in the deal is around $50,000. The salesperson has been given 15 minutes to make his sales presentation. What is wrong with this objective?

1. What is the Sustainability policy of the ING group? Please answer with reference.

Background Facts You Need To Know: TLG has scheduled another meeting with the GC owners to further discuss the risks and liabilities of tort law. This meeting will focus specifically and only on product liability.

Winnie and Ralph asked you to participate in the GC meeting and to be prepared to discuss specific product liability risks related to GC's use and resale of EPI cleaning products.

Instructions

Report You Need To Prepare: Write a summary report addressing the following questions to use as a basis for discussion in the GC meeting with TLG and to educate GC owners about potential risks and liabilities under product liability law. Your report must focus only on product liability law.

A. Identify and explain the possible liabilities claims (EXCEPT omit warranty liabilities) GC could face under product liability law for reselling EPI cleaning products directly to customers from its public place of business.

describe a scenario in your personal or professional life in which you have applied continuous improvement principles. What were the inputs and outputs? Was the continuous improvement successful

Question: Identify TWO target segments for the NOBU brand and briefly describe each using the relevant concepts covered in this course

Traveling in Nobu Style: Converting Restaurant Patrons to Hotel Guests

The name “Nobu” is synonymous with an exceptional Japanese dining experience, perfected by chef Nobu Matsuhisa over a more than 30-year career. Matsuhisa, together with actor Robert De Niro and restaurateur Drew Nieporent, opened the first Nobu restaurant in 1994 and to date, there are now 38 Nobu restaurants worldwide.

But if you talk to Trevor Horwell, the CEO of Nobu Hospitality, Nobu represents much more than just a restaurant experience. It’s a true lifestyle brand that also encompasses a relatively small, but growing portfolio of luxury hotels, too — eight of which are open now, and eight more are in the pipeline.

Horwell’s primary focus as CEO is to continue to grow the Nobu Hotels brand and as he opens up diners’ eyes to the fact that cannot only eat at a Nobu but stay at one, too, he hasn’t forgotten the brand’s origins in the process.

“We don’t normally do a hotel unless we think that a Nobu Restaurant can do well in that location,” said Horwell. “That’s very important because what we want to do first and foremost is to make sure there is a draw for locals, and that really comes down to the Nobu Restaurant.” Horwell said the majority of his Nobu hotel restaurant diners — 80 percent on average — are local residents, not hotel guests. “It’s not like a tourist restaurant. We like to attract the locals. We want that built-in customer.”

“We are defined by the restaurant, in a way,” he said. “We play to our strengths. If you look at the hotel business today, the majority of hotels are suffering because they don’t lead with food and beverage. don’t have strong food-and-beverage concepts, and a lot of hotels are losing money. Today, we play to our strengths because that is one area that we do very, very well, and we bring in locals.”

The idea to launch Nobu Hotels, he said, came from the fact that when Nobu Restaurants were located inside of a hotel, they “were the draw for the hotel and we were bringing in customers.”

“If I only convert 5 percent of my customers in Nobu Restaurant to stay in our hotels, then at the end of the day, we’re filling out hotels. It’s not a tall order to do that, and you can do that very well and very quickly if you offer the right product.”

Nobu Hotels has the advantage of having built its brand over a 24-year period with its restaurants first, followed by the first Nobu hotel that opened within Caesars Palace Las Vegas in 2013.

“The first focus for us, really, is to expose the brand to our restaurant customers,” Horwell said. “We touch all types of Nobu customers. And we also provide instant identity. If you put ‘Nobu Hotel’ on a hotel, the word ‘Nobu’ says something and it attracts a certain type of customer.” Horwell said that, for example, when the first Nobu opened, the hotel had “more than one billion media impressions.”

So, what’s next for the brand, and how does Horwell plan to grow Nobu Hotels? He explained, “We’re not driven by reservations systems because we’re small. It isn’t as if we need a huge reservations system to fill a 400-room hotel. That’s why a lot of these corporations do well, because they have the reservations platform to fill the big hotels.” Nobu Hotels, by comparison, average anywhere from 100 to 150 rooms generally.

“The reason why those young lifestyle brands have emerged is because they’re like us. They are entrepreneurial, they’re unique because it’s a concept that’s come from the heart, from whoever is the original founder. But when it’s absorbed by a corporation, the whole thing changes. At the end of the day, the specialness is lost because then the corporation’s running it, and then, I think you lose what your original concept was all about. I think that’s the biggest issue.”

Horwell also doesn’t necessarily think of Nobu Hotels as occupying a place in luxury hospitality, instead referring to the brand as “special.”

“I look at our hotels not as luxury,” he said. “I look at them as special. I like us to be special, in each location we’re in. ‘Luxury’ is a word that’s used too much in terms of ‘everything is luxury today.’ For us, we’re ‘special.'”

“That’s why I’m saying, from a company perspective, we’re very entrepreneurial.

Today’s evolving luxury traveler is seeking “youthfulness” no matter what age they are, and they are “very curious and very adventurous. Because of that, it’s important for hospitality brands, Nobu included, to not just say they’re unique but to really offer unique experiences. He pointed to Nobu Ryokan Malibu in California as an example. The 16-room retreat overlooks the beach and is right by the ocean, and right next door to the Nobu Restaurant in Malibu. It becomes a destination, and that’s something Nobu wants to offer.

It’s also a different concept from what the other Nobu Hotels have. While Nobu Hotels are places where there’s an emphasis on bringing in the locals, the Ryokans are meant to be more private.

“The Ryokan is actually a place where people don’t want to necessarily be seen,” Horwell explained. “It’s a hideaway, a retreat. You can only book through a general manager and it’s a special place.” He added, “We will do more Ryokans, definitely, in locations that we think is right.”

A major focus for Nobu Hotels is to grow the company and the brand with the right talent and partners, as well as make sure that the Nobu Hotels brand is reaching the right consumers.

“The most important thing, from our perspective, is to build a relationship with our existing customers,” he said. “It’s about, first and foremost, on digital, working our databases. We like to do that through email, through a lot of channels. We just brought on a new head of digital. Capturing data is very, very important now, and that’s something that is a main focus and her team.”

“I think the main thing for us is the customer relationship management (CRM) because you can do so much with it,” he said. “You can know your customer. It’s one part of the business that we are heavily focused in in and we can extract a lot of information from that.”

In addition to beefing up its customer relationship management system, Nobu is also testing out a loyalty partnership, of sorts. The Nobu London Shoreditch joined Design Hotels last year, giving the property access to distribution on Design Hotels’ site, as well as a connection to the Starwood Preferred Guest loyalty program. Three Nobu hotels are also members of Leading Hotels of the World. “A lot of our customers aren’t driven by points,” he said. “When I travel, I don’t go for points. I want to stay in a hotel where I enjoy the staff, the food and beverage, the products — all of that — and I will pay a premium for it.”

Appendix A
Additional Information about NOBU

Nobu Hotels

"A Place to go and be seen"

By “wrapping” the concept of a luxurious boutique hotel around energized public spaces, Nobu Hotels creates powerful stages for shared experiences of excitement and escapism. Featuring the best of everything with imaginative new restaurants, high- energy bars, relaxing rejuvenation, distinctive service, remarkable retail and an air of celebrity, Nobu Hotels will afford guests and privileged owners the most exclusive entry into unparalleled experiences that lay at the crossroads of innovation and imagination.

Source:

Excerpted from ‘Nobu Hotels CEO on a Restaurant-First Approach to Hospitality’ by D. Ting. Skift – March 22, 2018. +Experts and image from Nobu restaurant and hotel website