Subject Name:Multinational management
Why MNCs vary their control over their foreign subsidiaries?
As mentioned in this lesson, MNCs vary their control over their
foreign subsidiaries.
Please say something about your views on this issue. Under what
circumstances will the MNC control its foreign subsidiaries more
tightly?
Under what circumstances will the MNC have loose control over
foreign subsidiaries?
In: Operations Management
Analyze the case “Fit Stop Ltd.”
The Fit Stop Ltd. is a brand-new firm that will open its doors exactly four months from today. Its business objective is to sell all types of training, fitness, conditioning, and exercise equipment to the general public. The Fit Stop plans to specialize in this specific training or conditioning needs (e.g., training for a particular sport, rehabilitation from injuries, strengthening of back muscles to deal with back pain, general conditioning and fitness), whether the customer is eight or 80 years of age. In order to provide high-quality advice, each store will employ a physiotherapist (to provide advice on problems such as injuries or chronic back pain) and a person with a bachelor’s degree in kinesiology (to provide advice on training for various sports or other physical activities). A staff member will even sit down with customers and develop a personalized training or conditioning program that meets their own specific objectives and needs, at no cost to the customer. The remainder of the staff in the store will consist of a manager, with a Bachelor of Commerce degree, and sales staff, who will have at least high school diplomas. Due to the long opening hours, it is expected that between 8 and 12 salespeople will be needed for each store. Because the stores are located in shopping malls, they will operate on a seven-day-a-week basis, open 9:00–9:00 weekdays, 9:00–6:00 Saturdays, and noon to 6:00 on Sundays. Aside from personally helping customers, the roles of the physiotherapist and kine- siologist will be to train other employees in how each type of equipment can be used for various conditioning and rehabilitation purposes. Initially, sales staff will be given general training, but as time goes by, each salesperson will be expected to learn in depth about all the different pieces of equipment, to help customers diagnose their needs accu- rately, and to be able to explain proper use of the equipment. Because of the high level of training required, all employees will be full-time. The founder of the business is Susan Superfit, who has undergraduate degrees in kinesiology and commerce from the University of Saskatchewan. While at university, she participated in many sports (and suffered many injuries due to her all-out style of play). She came up with the idea for this business while laid up with one of her injuries. While there were businesses that sold fitness and conditioning equipment, she often found that the people selling it had very limited knowledge and often gave poor advice on what to buy and how to use it. She has secured funding from private investors and from Growthworks, a large Canadian labour-sponsored investment fund. In order to get volume discounts on the equipment she will be purchasing and to beat competitors into the market, she wants to start off quite large, with stores in major cities in Ontario and the four western provinces, before expanding to Quebec and the Atlantic provinces. She knows that this is a risky strategy and that cost control will be essential to keep the business going long enough to become well known and develop a stable clientele. She does not expect the business to make a profit for at least one year, or maybe even two. Her main competitors will be sporting goods megastores and department and dis- count stores, each of which sells some of the same equipment. Some of these outlets will be able to price their equipment lower than The Fit Stop will be able to, but none have the range of equipment that The Fit Stop will have, and none provide the personalized services that The Fit Stop will. Susan believes that the key to her business success will be highly motivated and knowledgeable employees who have a strong concern for their customers and who are able to work as a team with the other employees to provide the best possible customer service. Since no two customers are exactly alike, employees will have to be innovative in developing solutions that fit their needs. It will also be crucial to keep up with the latest fitness and training trends, as knowledge about fitness is continually increasing along with new and different types of specialized equipment. A key aspect of company strategy is to be the most up-to-date and advanced supplier of new products and techniques. Although Susan has given a lot of thought to her business, one thing she hasn’t really given much thought to is how to compensate her employees. Since she doesn’t really know much about compensation, she tends to feel that the safest thing would be to just do what her competitors are doing.
Question
What would be the best benefit system for this organization? Please provide specific details on which benefits should also be included (i.e. retirement income, health benefits, pay for time not worked, employee series etc.).
In: Operations Management
Write an Executive Summary for the Snapchat., Inc company for Marketing Plan.
IN YOUR OWN Words
700 words minimum
may use bullet points
In: Operations Management
Analyze the case “Fit Stop Ltd.”
The Fit Stop Ltd. is a brand-new firm that will open its doors exactly four months from today. Its business objective is to sell all types of training, fitness, conditioning, and exercise equipment to the general public. The Fit Stop plans to specialize in this specific training or conditioning needs (e.g., training for a particular sport, rehabilitation from injuries, strengthening of back muscles to deal with back pain, general conditioning and fitness), whether the customer is eight or 80 years of age. In order to provide high-quality advice, each store will employ a physiotherapist (to provide advice on problems such as injuries or chronic back pain) and a person with a bachelor’s degree in kinesiology (to provide advice on training for various sports or other physical activities). A staff member will even sit down with customers and develop a personalized training or conditioning program that meets their own specific objectives and needs, at no cost to the customer. The remainder of the staff in the store will consist of a manager, with a Bachelor of Commerce degree, and sales staff, who will have at least high school diplomas. Due to the long opening hours, it is expected that between 8 and 12 salespeople will be needed for each store. Because the stores are located in shopping malls, they will operate on a seven-day-a-week basis, open 9:00–9:00 weekdays, 9:00–6:00 Saturdays, and noon to 6:00 on Sundays. Aside from personally helping customers, the roles of the physiotherapist and kine- siologist will be to train other employees in how each type of equipment can be used for various conditioning and rehabilitation purposes. Initially, sales staff will be given general training, but as time goes by, each salesperson will be expected to learn in depth about all the different pieces of equipment, to help customers diagnose their needs accu- rately, and to be able to explain proper use of the equipment. Because of the high level of training required, all employees will be full-time. The founder of the business is Susan Superfit, who has undergraduate degrees in kinesiology and commerce from the University of Saskatchewan. While at university, she participated in many sports (and suffered many injuries due to her all-out style of play). She came up with the idea for this business while laid up with one of her injuries. While there were businesses that sold fitness and conditioning equipment, she often found that the people selling it had very limited knowledge and often gave poor advice on what to buy and how to use it. She has secured funding from private investors and from Growthworks, a large Canadian labour-sponsored investment fund. In order to get volume discounts on the equipment she will be purchasing and to beat competitors into the market, she wants to start off quite large, with stores in major cities in Ontario and the four western provinces, before expanding to Quebec and the Atlantic provinces. She knows that this is a risky strategy and that cost control will be essential to keep the business going long enough to become well known and develop a stable clientele. She does not expect the business to make a profit for at least one year, or maybe even two. Her main competitors will be sporting goods megastores and department and dis- count stores, each of which sells some of the same equipment. Some of these outlets will be able to price their equipment lower than The Fit Stop will be able to, but none have the range of equipment that The Fit Stop will have, and none provide the personalized services that The Fit Stop will. Susan believes that the key to her business success will be highly motivated and knowledgeable employees who have a strong concern for their customers and who are able to work as a team with the other employees to provide the best possible customer service. Since no two customers are exactly alike, employees will have to be innovative in developing solutions that fit their needs. It will also be crucial to keep up with the latest fitness and training trends, as knowledge about fitness is continually increasing along with new and different types of specialized equipment. A key aspect of company strategy is to be the most up-to-date and advanced supplier of new products and techniques. Although Susan has given a lot of thought to her business, one thing she hasn’t really given much thought to is how to compensate her employees. Since she doesn’t really know much about compensation, she tends to feel that the safest thing would be to just do what her competitors are doing.
Question
For this organization, please prepare a brief compensation strategy and develop the implementation plan. Please do so in no more than 350 words.
In: Operations Management
A REFLECTION PAPER (PARAGRAPH) ABOUT WHAT I WILL POST DOWN:
This week's assignments are focused on three types of human resources management interventions:
Although all three change programs are relatively new to organization development, they offer powerful methods for managing employee and work group performance. Developing trends point to an increasingly diverse workforce where OD interventions have to be adapted to a diverse set of personal preferences, needs, and lifestyles. Employee stress and wellness interventions acknowledge the connection between worker health and organization productivity.
Additionally, performance management and leadership development programs seek to build leadership skills, socialize managers and leadership in values believed to be important to the organization, and help execute strategic change agendas. These programs can focus on an organization, a department, an employee, or even the processes to build a product or service by aligning organizational resources, systems and employees to strategic objectives and priorities.
Learning Objectives:
Research HR journals, books, texts, articles and websites to support facts discussed in the term paper, citing references.
In: Operations Management
The purpose of this assignment is to identify factors that must be considered when conducting global marketing campaigns.
For this assignment, imagine you work for a U.S.-based organization that sells household appliances and is considering opening stores internationally, starting with Brazil. You have been tasked with providing your recommendations in preparation for the expansion into Brazil. In 250-500 words, address the following:
Identify cultural and social considerations you should take into account as part of your marketing planning efforts. Explain how these factors make the marketing presented to the Brazilian audience different from what is presented to U.S. consumers.
Please Include References!
In: Operations Management
Do you think the C-19 virus effect or change the organization culture of the our University/college in this period? (please detail contains observable artifacts, espoused valeus, and underlying assumption) detail about how they change at least two examples for each, thank you!
In: Operations Management
Prefab, a furniture manufacturer, uses 20,000 square feet of plywood per month. Its trucking company charges Prefab $400 per shipment, independent of the quantity purchased.
(a) The manufacturer offers an all unit quantity discount with a price of $1 per square foot for orders under 20,000 square feet, $0.98 per square foot for orders between 20,000 square feet and 40,000 square feet, and $0.96 per square foot for orders larger than 40,000 square feet. Prefab incurs a holding cost of 20 percent. What is the optimal lot size for Prefab? What is the annual cost of such a policy? What is the cycle inventory of plywood at Prefab? How does it compare with the cycle inventory if the manufacturer does not offer a quantity discount but sells all plywood at $0.96 per square foot?
(b) Now consider the case where the manufacturer now offers a marginal unit quantity discount for the plywood. The first 20,000 square feet of any order are sold at $1 per square foot, the next 20,000 square feet are sold at $0.98 per square foot, and any quantity larger than 40,000 square feet is sold for $0.96 per square foot. What is the optimal lot size for Prefab given this pricing structure? How much cycle inventory of plywood will Prefab carry given the ordering policy?
PLEASE ANSWER PART B
In: Operations Management
for a project of choice, create scope work and discuss how it may influence the outcome of the project
In: Operations Management
what is some future trends that may come for supervision in the hospitality industry
In: Operations Management
In: Operations Management
A real-world example those close to home – the COVID-19 crisis and supply chains Indeed great points. Since we moved to an error of just-in-time shipping supply chains can be critical. What are some of the supply chain issues that have evolved as we work through the COVID–19 crisis.
In: Operations Management
If efficiency is improved, can the middlemen earn their keep by providing value for the cost they add?
In: Operations Management
in 200 words, Is man only a material economic being or is he more? If he is more, what are implications of this for an economic system?
In: Operations Management
In: Operations Management