How can a company incorporate organizational culture into their strategic plan. Why would culture be important when implementing a new change which is intended to meet one of their goals?

objectivity is one of the characteristics of scientific research.explain how to test for it in each of the steps of the hypothetico deductive method(be clear and precise)?

Is the concept of leadership necessary only in large organizations or does it come into play in small business too? Why do you believe this? How might leadership behaviors be different in a small business environment?

There are four basic international strategies—international, global, multidomestic, and transnational. What are advantages that are associated with each of them? (an advantage for each one.)

I need a clear essay about MAGNOVA COMPONENTS.

INTRODUCTION - 200words

BODY - 400 words

CONCLUSION - 200 words.

please don't copy from old chegg answers.satisfactory answer will be given up-vote.

LinkedIn is a valuable networking technological tool in business. For this discussion you will create or update a LinkedIn account to assist in building your professional network and credibility.

• Review the resources provided in the Readings and Resources on LinkedIn.
• Then go through the steps to create a LinkedIn profile or, if you already have a profile created, update your profile according to the tips and recommendations presented.
• For new profiles, share what information you chose to highlight about yourself and how this information makes your profile more appealing.
• For existing profiles, share any changes you have made and how those changes make your profile more appealing. Be sure to provide a link to your profile in your post..
• Evaluate at least two of your classmates LinkedIn profiles and providing feedback on what works and how they may improve it.

How will you convert the business to an online Business through intermediaries, media sites, and key online influencers using the customer journey and the conversion model?

This is a question in a project that is based on a gas station. If anyone can please explain the steps to this question or simply help understand it.

This is the full project:

Digital Marketing Project Guideline As a group, please choose a local business that does not have an online presence. As a group please do the following:

1. Provide an overview about the chosen business (Nature of the business, business mission, vision and goals).

2. Conduct the Porter’s Five Forces Model Analysis for the industry of the chosen Business.

3. Analyze the SWOT for the chosen Business.

4. How will you convert the business to an online Business through intermediaries, media sites, and key online influencers using the customer journey and the conversion model?

5. Create an online customer persona; the characteristics of your expected target customers in details.

6. Conducts the analysis of: Political, Ethical, Social, Technological, Environmental and Legal analysis for the chosen business.

7. SOSTAC:  E-SWOT (Strengths, Weaknesses, Opportunities and Threats).  Objectives (Cost, sales, customer retention).  Strategy (E-Segmentation, E-Targeting, Online Value Preposition).  Tactics and Actions (Converting the 4Ps into E-marketing mix).  Control using Web Analytics and social media analytics plus online customer satisfaction surveys.

8. Limitation for the conversion process you have faced.

9. Recommendations about Digital Marketing for the Business chosen.

2 Please note that

A. You will enhance your project with social media pages, website or application you create for the Business that will be presented and discussed on the day of your group presentation. A PowerPoint should be presented for the project.

B. You are expected to provide me with a list of references you used while preparing your project.

C. The project should be typed. Please use font type century size 13. Line spacing 1.5.

Electrolux

AB Electrolux, popularly known as Electrolux, is a global

leader in home and professional appliances, including

refrigerators, cookers, dishwashers, washing machines,

vacuum cleaners, air conditioners, and small domestic

appliances. It sells more than 50 million products in

150 countries. Headquartered in Stockholm, Sweden,

Electrolux was founded in 1919, as a result of a merger

between AB Lux, and Svenska Electron AB. In 2013,

Electrolux had revenues of approximately $14.5 billion

and employed 61,000 people worldwide.

The Electrolux group consists of six business divisions,

including four major appliances divisions, a small

appliances division, and a professional products division.

The core markets for Electrolux are Western Europe,

North America, and Australia, New Zealand and Japan

accounting for 65 percent of group sales. These markets

are characterized by low population growth and

high replacement product sales. The growth markets for

Electrolux are Africa, Middle East and Eastern Europe,

Latin America, and Southeast Asia and China contributing

35 percent to its sales. Given the rising living standards

in the growth markets, Electrolux aims to increase

its share of sales in these markets to 50 percent by introducing

innovative product offerings in the next two years.

In 2013, Electrolux was among the top five global

players in the household appliances industry, along

with Whirlpool, the Haier Group, Bosch-Siemens, and

LG Electronics. These companies contributed to nearly

50 percent of the global appliances sales. The major

drivers of this industry are increased per capita income,

changing lifestyles, consumer spending, housing activities,

and urbanization. Economic growth in emerging

markets is expected to boost the industry. The

main competitive advantages of Electrolux are global brand portfolio through horizontal integration. In the last

40 years, the group has had a series of acquisitions

around the world that strengthened its global position

through effective targeting and brand positioning

in domestic and regional markets. Examples of such

acquisitions

include Zanussi in Europe; AEG in Germany;

Frigidaire, Kelvinator, and White Westinghouse in North

America; Refripar in Brazil; and the Olympic Group in

Middle East and North Africa.

In September 2014, Electrolux unveiled its agreement

to acquire the appliance business of General Electric, GE

Appliances, for a cash consideration of $3.3 billion. GE

Appliances is one of the leading manufacturers of kitchen

and laundry products in North America, and makes more

than 90 percent of its sales in this region and runs its own

distribution and logistics network. The acquisition also

included a 48.4 percent shareholding in the Mexican appliance

company Mabe that develops and manufactures a

portion of the GE Appliances product range as part of a joint

venture with GE. According to Keith McLaughlin, President

and CEO of Electrolux, the acquisition was expected

presence, consumer insight, design, professional legacy,

Scandinavian heritage, wide product range, people and

culture, and sustainability leadership.

The vision of the Electrolux Group is to become the

best appliance company in the world as measured by

its customers, employees, and shareholders. It bases its

strategy on four pillars: innovative products, operational

excellence, profitable growth, and dedicated employees.

Its brand portfolio is strategically planned to serve luxury,

premium, and mass markets. Alongside the Electrolux

brand, the group has seven other strategic brands,

namely Grand Cuisine, AEG, Zanussi, Eureka, Frigidaire,

Molteni, and Westinghouse.

The “innovation triangle” at Electrolux encourages

close cooperation between its marketing, R&D, and design

functions to ensure faster reach to the market based

on solid consumer insights. This enables Electrolux to

use “same product architecture, differentiated design” to

develop global modularized platforms. These platforms

facilitate planning across divisions by making it easier to

spread a successful launch from one market to another

with adaptations to local preferences, and deliver greater

customer value.

By maintaining strategic emphasis on increasing operational

efficiency, Electrolux has restructured its production

across divisions globally. Electrolux has shifted nearly

65 percent of its manufacturing from mainly Western

Europe and North America to low-cost regions.

Pursuing its strategy of profitable growth, Electrolux

continuously innovates to enhance its current products

and ranges to penetrate existing markets. In 2013, it

launched many innovative products in North America and

Japan. Expanding to growth markets, Electrolux tapped

the potential of the Chinese market by launching a full

range of kitchen and laundry appliances of more than 60

products designed exclusively for China.

An important aspect of Electrolux’s strategy is

to grow through mergers and acquisitions, and build to give the company more financial horsepower on its

balance sheet to do even more business around the world.

With a growing portfolio of smartly positioned brands,

global reach, innovations based on consumer insight,

operational excellence and manufacturing efficiency, and

increased financial power, Electrolux is all set to establish

greater dominance in the global home appliances industry.

Questions

1. Evaluate Electrolux’s strategy in light of its vision and

the global trends in the household appliance industry.

2. What benefits will Electrolux receive from the acquisition

of GE Appliances? How does it fit in with the

strategic direction of the group? What other strategic

options can Electrolux pursue for future growth to

achieve greater global dominance?

Describe the approaches you would use to ensure that all aspects of patient care were considered when developing a CDS system. How would your prioritized the efforts of your CDS team? Potential areas on which to focus include areas in which payment rates are tied to national quality measures, CDS interventions that meet meaningful use requirements, readmission for congestive heart failur÷ and other care events for which payers are increasingly not reimbursing, and areas that have been identified as institutional priorities for clinical improvement.

1. Describe specific examples of corporate actions incorporating concepts that can be taken from courses like business law/legal environment, accounting, economics, international business, marketing, finance, and management that contributed to this company’s ranking. In other words, how do you think, based on your research, your company’s CSR ranking was affected by the previously mentioned disciplines? Does a company’s approach to CSR influence your purchasing decisions? Why or why not?

A firm has established a distribution network for the supply of a raw material critical to its manufacturing. Currently there are two origins for this material, which must be shipped to three manufacturing plants. The current network has the following characteristics:

The firm has identified two potential sites for a third raw material source; these are identified as Candidate A and Candidate B. From A, the costs to ship would be $9 to Plant 1, $10 to Plant 2, and $12 to Plant 3. From B, these costs would be $11, $14, and $8. The new source, wherever it is located, will have a capacity of 500 units. Solve with the transportation method. Which site should be selected?

site should be selected?

A. Tonka sells a tractor to Michael who is 16 years old. Michael paid $3000 for the tractor. The next day while mowing a person's lawn Michael flips over the tractor doing extensive damage. It turns out Michael was drunk at the time. The next day he returns the tractor to Tonka demanding the return of his money. Tonka determines that the tractor has sustained $2000 in damages and tells Michael they are deducting that the money that Michael has paid. Is Michael entitled to receive back all of the money he has paid and be released from the contract? Explain.

B. When Michael arrived home from Tonka he saw his neighbor had a problem with the tree that fell on the neighbor's house Michael spent eight hours helping the neighbor cut and remove the tree. The neighbor was so grateful that after they finished the neighbor offered to pay Michael $500 for his help. Michael told the neighbor he appreciated the offer and could use the money. If the neighbor refuses to pay can Michael enforce the promise? Why or why not?

Is there ever a time when a business decision is legal, but unethical? Please explain your response providing an example if possible.

Starbucks and Caribou Coffee are fierce competitors.

Research the two companies., "If a firm seeks to achieve a competitive advantage, its staffing strategy should support its business strategy"

Please help me with the 2 following questions:

• 1-2 unique staffing strategies pursued by the two companies
• How do these strategies fit within the firm's business strategies and provide a competitive advantage?

Question about the report of the green swan.

Why Central Banks need to act for reducing uncertainties in the market?