how is diversity good? Will employees with personal + demographic similarities work together better with less conflict?

1- What might be the underlying motivations of Geely's acquisition of foreign auto brand?
2- How does cooperation in international business offer competitiveness?
3- What role can the government play in promoting internationalisation?

China Globalises London's Black Cabs lobalisation refers to international transactions, co- company for last 70 years. Coventry city is the birth place of operation, and competition among firms. China has British motor industry and has long tradition of manufacturing become one of the most active trading nations in an iconic automobile brands like Jaguar, Rover, Triumph, and increasingly globalised world. China's pursuit in transforming Armstrong Siddeley. The FX4 model taxis rolled out in 1959 itself into an industrial economy gave birth to a thriving auto from Coventry plant set the quintessential shape for the black mobile industry and Geely Automobile Holdings Limited was cabs. They formed partnership with Geely in 2006 which fi- founded in 1986. Geely is a subsidiary of Li Shufu's Zhejiang nally acquired the taxi maker in 2012 for £11.4 million after it Geely Group. They began with motorcycle production and went into administration. London Taxi Company's current annual eventually started manufacturing cars in 1997. Geely's moto production is approximately 2000 taxis. Geely has been con- of 'Happy Life, Geely Drive' encompasses its customers, sup- stantly investing to increase capacity and competitiveness since pliers and human resource to manufacture safe, environmental acquisition. The company has recently announced a £250 friendly and god value automobiles. Relentless pursuit of bet million investment to build a new factory with a production ter technology, foreign brands and oversees market resulted capacity of approximately 36000 cars annually. This new in- in Geely's European acquisition of Volvo cars in 2010 and vestment is celebrated locally and nationally due to 1000 new London Taxi Company (LTC) in 2012. jobs creation and boost to the local economy. Geely's ambition London Taxi Company is the manufacturer of the iconic to put iconic London taxis in all major cities in the world require London Black Cabs. Coventry has been the home of the lots of innovation in emission technology and globalising the London taxi experience. The current technology is not suitable The Chinese state extended its support to fund Geely's for bigger cities due to high emission, less fuel efficiency and oversees ambitions. China EXIM bank is offering a 20 billion bulky weight. The company has pledged to invest a further £80 yuan credit line to Geely. This is exciting news for privately million in research and development of TX5 model with hybrid owned enterprises in China as favourable credit lines were engines. Hybrid and electric taxis are expected to roll out from mostly available for the state owned enterprises (SOEs) until the new factory in 2018. recently. This is an expected move from new Chinese leader- Western manufacturers are also developing strong manu- ship team under chronic overcapacity and mounting losses of facturing bases in China to tap the opportunities presented the State Owned Enterprises. by the increasing purchasing powers of Chinese people. Geely's ownership of London Taxi Company is an ex- Competition from foreign manufacturer, cost pressures due ample of multinational corporations (MNCs) from emerging to stringent regulatory requirements at home and volatility in economies acquisition in the industrial hearts of developed some export markets are some of the current challenges for countries. This is a fairly new phenomenon in international Geely. The management is searching for new opportunities to business which becoming more and more common with grow- overcome these challenges. ing powers of emerging economies.

DESCRIBE and ASSESS some of UBERS PRACTICES in relation to its STAKEHOLDERS* Do you consider the practises you describe ETHICAL and/or UNETHICAL? Why?

* Choose 2 or 3 of the following STAKEHOLDER groups in your answer (of question 1):

o EMPLOYEES
o CONSUMERS
o SHAREHOLDERS
o TOPMANAGEMENT
o COMMUNITY
o LOCAL GOVERNMENT

Perform qualitative risk Analysis using a 5×5 matrix for software development System on 500 medical records for a health clinic

Levels of Probability and Impact on Four Specific Objectives Used to Evaluate Individual Risks.

Read the case below and answer the questions that follow.

You are attempting to achieve a positive and helpful tone to invite employees to the benefits fair. Your goal is to get as many employees to attend as possible. In this exercise, you will assume the role of a human resources (HR) specialist for your company. Each year, your company holds an open enrollment period during October. During this period, employees can make changes to various benefits, such as health insurance, dental insurance, life insurance, and retirement packages.As part of the open enrollment period, you hold a benefits fair. At this event, representatives for each of your approved insurance and retirement plan vendors are available. Also, representatives from your own office are there to answer questions. To attract employees to the event, you also invite several high-profile speakers to discuss health care and retirement planning.You are writing several messages to employees to invite them to the event. You will send these messages via email and as announcements on the corporate intranet. You expect that you can be particularly influential by posting to the benefits blog, which is one of the most widely accessed blogs on your corporate intranet.

1. You often find that employees choose a health care plan without carefully considering their options. In fact, sometimes employees realize they are spending too much for health care or that they lack health care options, and they end up blaming you for not informing them sufficiently of their options ahead of time. You want employees to attend the fair and take the time to carefully weigh their options. Which of the following statements is most likely to attract employees to the fair to do so?

Multiple Choice

• This presentation helps you choose which of the five health insurance options works best for your family.

• This presentation discusses the relative benefits and costs of each health care option.

• In this presentation, we provide you with the answers you need about the five health insurance options.

2. In this year's fair, you want to emphasize preventative health care. You have found that few employees take advantage of preventative health care options provided by the company. Which of the following statements is most likely to encourage employees to take action?

Multiple Choice

• Most people don't take action until it's too late. This presentation will show you the many preventative health care options that help you avoid health crises now and in the future.

• Feel better in less than 30 days and focus on your long-term wellness. This presentation will show you the many cost-free preventative health care options available to you that make a difference now and in the future.

• Most people don't take action until it's too late. This presentation will show you the many preventative health care options available to you that have lasting and positive impacts now and in the future.

3. You want your longtime employees to make sure their retirement plans are best suited for their career stages. You think that most employees make wise investment choices when they join the company. However, you find that few employees make adjustments to their retirement plans as they advance in their careers. You are particularly concerned about employees who have worked at the company for more than ten years and haven't updated their retirement packages. Which of the following statements is most likely to persuade longtime employees to attend the presentation about retirement planning?

Multiple Choice

• Choose a retirement package that best matches your career stage. At this presentation, you'll learn how you can make sure you have enough money for as long as you live.

• Don't miss this opportunity to maximize your retirement income. At this presentation, we'll tell you how we can help you manage your longevity risk on your retirement package.

• Choose a retirement package that best matches your career stage. At this presentation, we'll tell you how we can help you manage your longevity risk on your retirement package.

4. You want employees to know that they can talk to retirement planning specialists. Which of the following statements is most likely persuasive to the most employees?

Multiple Choice

• Make your financial dreams come true. Talk one-on-one with our expert retirement planners to decide which retirement packages make the most sense for you.

• Learn about your options for retirement income. Talk one-on-one with our expert retirement planners to decide which retirement packages make the most sense for you.

• Learn about your options for retirement income by talking one-on-one with our expert retirement planners, who can help you decide which retirement packages make the most sense for you based on your retirement goals and hopes.

• Learn about your options for retirement income. Meet with our retirement planners to find out their recommendations for your retirement package.

5. You think that health care spending accounts (HCSAs) make sense for about two-thirds of your employees, but only about 10 percent of your employees have them. You'd like your employees to make more informed choices about this option. Which of the following statements is most likely to persuade employees to attend a presentation about this option?

Multiple Choice

• How does an HCSA work? In this presentation, you'll find out how you can save money by using an HCSA to pay for your portion of medical expenses with pretax dollars.

• Are health care spending accounts worth the hassle? Absolutely yes! We'll show you how you can save enormous amounts of money each year by using HCSAs.

• Most employees will save $400 to $500 annually by using HCSA. In this presentation, you’ll find out how you can save money by using an HCSA to pay for your portion of medical expenses with pretax dollars.

6. You are writing a blog post about dental insurance. Only 5 percent of your employees have signed up for dental insurance. You estimate that at least 40 percent of your employees would save money by getting dental insurance, most noticeably those employees who have children in their homes. Which of the following statements is best?

Multiple Choice

• Will you save money with dental insurance? In some cases, yes. In some cases, no. We estimate that the average family of four will save nearly $550 per year by enrolling in dental insurance, so please join us for this short 15-minute presentation to find out if dental insurance will pay off for you.

• Dental insurance often gets a bad rap and many people think that it's just not worth it. Yet, it does pay off for most employees, so please join us for this short 15-minute presentation to find out if dental insurance will pay off for you.

• Will you save money with dental insurance? In most cases, yes. So, please join us for this short 15-minute presentation to find out if dental insurance will pay off for you.

• Will you save money with dental insurance? It’s a sure bet for most employees. Come to a 15-minute presentation to find out how you can save $550 or more per year by enrolling in dental insurance today.

7. You've found that few employees take advantage of free tests and screenings, including cholesterol tests. You don't have any hard numbers, but you estimate at least half of employees haven't had cholesterol tests during the past few years. You also know that many employees are nervous about getting this simple test because they think they don't want to confront the possibility of having high cholesterol. Which of the following statements is most likely to persuade employees to go to the fair and take the test?

Multiple Choice

• Are you scared to do a cholesterol test? Most of us are, but it's certainly in your best interest to know where you stand. At the benefits fair, you can receive free cholesterol tests. Our friendly nurses will discreetly provide the results and, if needed, explain the steps you can take to improve your cholesterol levels.

• High cholesterol increases your risk of heart attack. At the benefits fair, you can receive free cholesterol tests. Our friendly nurses will discreetly provide the results, and if needed, explain the steps you can take to improve your cholesterol levels.

• Are you scared to do a cholesterol test? Don't risk a heart attack at the risk of your own pride or indifference. Now is the time to act. At the benefits fair, we are offering free cholesterol tests. Our nurses can give you immediate feedback about steps to take to reduce your cholesterol count.

• Are you scared to do a cholesterol test? Don't let this fear stop you from understanding your health situation. At the benefits fair, we are offering free cholesterol tests. Our nurses can give you immediate feedback about steps to take to reduce your cholesterol count.

1. What is the purpose of medical ventilators for patients

2. What are the major components? How are they acquired? Where are they coming from? Supply side 7 layers deep

3.What is the assembly for the ventilators?

4. Is there a centralized distribution location

Describe how machine learning will change systems development projects. Using Microsoft Fetch! as an example, explain why “training” will be an integral part of systems development. Explain why you will be involved in systems development projects during your professional career. How does the knowledge of your generation of businesspeople influence systems development? Explain why systems will be more easily adapted.

• Provide an example of each stock location system and explain how each example represents the respective stock location system.
• Fixed location
• Random location
• Zone random location
• Point-of-use storage
• Central Storage

The case:

Hai Vu is the new president of Pacific Coast Optics (PCO) a small manufacturing firm in Sacramento, CA which produces fiber lenses for Street Mapping System, Infrared Lens for Anti-Terrorism Detection, and Camera Lenses for the Mars Rove. Hai Vu recently bought this company from his former employer. PCO used brokers to sell to wholesalers who marketed to retailers. Hai Vu occasionally thought about eventually developing his own sales force, but that was still some time away. Hai Vu is currently taking a second look at his plan to improve his firm’s profit performance. In 2019 PCO had a modest profit of $160,000; his 2020 goal is to increase this by 25%.

The 2019 retail selling prices of the three products PCO sold were $100,000 (Camera Lenses for the Mars Rove, $70,000 (Street Mapping Systems), and $25,000 (Infrared Lens for Anti-Terrorism Detection) per product, accounting for 25%, 40%, and 35%, respectively, of retail sales.  In 2019, PCO paid its brokers a 6% commission on all products sold to wholesalers. Wholesalers margin was 28% on retailer purchase price while retailers’ markup was 39% on wholesaler selling price. PCO’s 2019 material and labor costs per product ran about $20,000, while packaging and crating costs were $500 per product.

Hai Vu estimates machinery maintenance expenditures to be about $90,000 per year. PCO uses both “push” and “pull” promotional approaches to marketing through their channels of distribution. PCO products aside a $5 product information brochure for every product . In 2019, PCO attended two national trade shows at $9,000 each and 4 regional trade shows at about $4,000 each. PCO spent nearly $240,000 advertising in national consumer magazines and an additional $30,000 in trade publications to wholesalers and retailers. All of these will repeat for 2020.

Broker commission for 2020 will increase to 12% while packaging crating costs will go up to $505 per product. Hai Vu also plans to increase 2020 manufacturer selling price by about $2000 per product.

Assuming no changes in costs and prices other than those mentioned earlier, how will Hai Vu’srequired level of sales (RLS) to reach the 2020 profit goal, in units and dollars, differ from those for the 2019 profit goal, in units and dollars? That is, will they go up, down or stay the same?

•

Q07.​What is the proposed PCO manufacturer selling price per product and $ profit goal for 2020?

QUESTION 1:      

People are sometimes puzzled by the fact that entrepreneurs who have made millions of dollars still put in 60- to 80-hour a week helping their companies innovate and grow.

Required

i. In your view do you think entrepreneurs do not face any challenges? Justify your answer       

ii. Why do you think millionaire and multimillionaire entrepreneurs still carry out their work responsibilities every day?            

iii. If you were one of these entrepreneurs, do you think you would take the same hands-on approach? Why or why not?   

QUESTION 2:

What are the conditions that create creativity in entrepreneurship

Identify the sentence that is grammatically correct. All of the other sentences contain a dangling modifier.

Atlantic Video, a small video rental store in Philadelphia, is open 24 hours a day, and—due to its proximity to a major business school—experiences customers arriving around the clock. A recent analysis done by the store manager indicates that there are 10 customers arriving every hour, with a standard deviation of interarrival times of 1 minute(s). This arrival pattern is consistent and is independent of the time of day. The checkout is currently operated by one employee, who needs on average 2.90 minute(s) to check out a customer. The standard deviation of this checkout time is 2 minute(s), primarily as a result of customers taking home different numbers of videos.

(a) If you assume that every customer rents at least one video (i.e., has to go to the checkout), what is the average time a customer has to wait in line before getting served by the checkout employee, not including the actual checkout time (within one minute)?  (Round your answer to two decimal places.)

The average waiting time is ___ minutes?

(b) If there are no customers requiring checkout, the employee is sorting returned videos, of which there are always plenty waiting to be sorted. How many videos can the employee sort over an eight hour shift (assume no breaks) if it takes exactly 1.9 minutes to sort a single video?  (Round your answer to nearest whole number.)

Number of videos the employee can sort is ___ sorts ?

(c) What is the average number of customers at the checkout desk (both waiting and being served)? (Round your answer to two decimal places.)

The average number of customers is ?

(d) Now assume for this question only that 12 percent of the customers do not rent a video at all and therefore do not have to go through checkout. What is the average time a customer has to wait in line before getting served by the checkout employee, not including the actual checkout time? Assume that the coefficient of variation for the arrival process remains the same as before. (Round your answer to two decimal places.)

The average waiting time is ?

Carrie Southern supervises the clerical division of the public works department. The department is made up of several divisions, some that focus on management support and others that provide direct public works services such as street maintenance and repair. Southern found that she makes approximately 30 percent less than three male supervisors in the department. In examining the situation with four other female supervisors, she noticed that they are all paid 20 to 30 percent less than the male supervisors. Southern talked with her female colleagues, and they all agreed that the pay structure seemed discriminatory. They asked for a meeting with the director of public works and asked him to rectify the situation. He denied the request saying that the pay structure was within his discretion to establish and that he believed it was fair. Southern and her colleagues appealed to the next level, the assistant city manager. Normally, the assistant city manager would ask the personnel department to investigate, but the personnel director is married to the director of public works. You are called in as a consultant to investigate the situation and prepare a report and recommendations for the assistant city manager.

Question

1. Prepare a request for information on which you will base your report and recommendations. In this report, indicate the facts you need to know in order to examine this case and why you need the particular information you are requesting.

Mo’men, the sandwich company, launched its first branch in 1988 as a family-run business for sandwich takeaway and delivery. Today, Mo’men is the third biggest player in Egypt’s fast-food market and has the third biggest market share, serving over 9.5 million customers a year. This transformation from a small family business to one of Egypt’s leading fast-food players did not happen overnight; it is a result of a combination of ingredients, which, when put together, created the perfect recipe for success. When the three Mo’men brothers first launched Mo’men, their main focus was to define its brand identity and product offering. They succeeded in building a brand with a local family feel. They also succeeded at differentiating Mo’men’s product offering across three levels: product composition, product packaging , and product variety. Once brand identity and product offering were defined, the next challenge was to expand Mo’men’s operations across Egypt without compromising the quality of its products or services. In order to do so, clearly defined operating standards had to be established and implemented. Accordingly, the Mo’men brothers developed the Mo’men standard review to audit the company operations and ensure consistency across all branches. The idea behind Mo’men was to offer innovative sandwiches for quick pick-up or delivery to customers. The first branch opened in Heliopolis and did not have a sit-in area for dining. The business started with a capital of EGP 12,000 (US $2000) and no brand recognition. When the company launched, the main objective of the three brothers was to turn the store into a profitable, revenue-generating business; they successfully did so. The first ingredient in Mo’men’s success was finding a catchy, easy to remember name that set it apart from international and local brands that would enter the Egyptian market. The name Mo’men was initially chosen in reference to the last name of the three founding brothers. This name has built the foundation for Mo’men’s brand image: it is catchy, easy to remember name with a local ring to it. “Mo’men” translating into ‘faithful” or “believer”, has a differentiated proposition from international competitors. It is seen as a home-grown champion in the Egyptian market which offers a blend between local taste and culture with international branding and quality. Building a brand based on a family name instilled the second ingredient in Mo’men’s branding success: a strong sense of family culture. From the start of its operations in 1988 till today, Mo’men continues to value and emphasize the sense of family in its working culture. For instance, when Mo’men opened its second branch in Agamy, a popular summer destination in Egypt, its staff wore shorts and t-shirts to mirror the culture of its clients. The Agamy branch became an instant hit, and further expanded recognition of the Mo’men brand. The second ingredient to Mo’men’s success is differentiation of its products. Mo’men was able to differentiate its products on three levels: product composition, product variety and product packaging. Its key competitive advantage was to offer innovative sandwiches that were not already present in the market. The ingredients used were available and well-known in the market. However, the Mo’men brothers succeeded in combine these ingredients to create sandwiches that had anextra twist to them. For instance, when M’men first started , it was renowned for its shawarma sandwiches. The success of the shawarma sandwiches was due to the addition of extra spices that other shawarma sellers did no add. There was no R&D department. Instead the three Mo’men brothers would just try adding or removing ingredients until they found the perfect combination for the company’s signature sandwiches, such as the Chicken Keuive, were developed. Mo’men also provided its customers with a large variety of sandwiches, making it one of the few players in Egypt fast-food market to offer such a wide range of choices. For instance, Mo’men offers customers six categories of food: chicken, seafood, salads, snacks and deserts. This categorization is similar to ther players in the market. However, what is different is the large number of different products offered under each category. Mo’men offers 12 beef sandwiches, 12 chicken sandwiches, 6 seafood sandwiches, 6 types of salads, and five different deserts; thereby ensuring every customer’s taste is met. The Mo’men brothers then took an extra further step in differentiating their products. Not only did their sandwiches taste different , they were also packed differently. All sandwiches are packed in a colorful , high-quality carton, which is color-coded according to type of sandwich. Beef sandwiches are packed in red cartons, chicken sandwiches are packed in warm yellow cartons, and seafood sandwiches are packed in golden yellow cartons. As production of Mo’men sandwiches began to grow, the Mo’men brothers wanted to ensure that all Mo’men sandwiches looked and tasted the same, regardless of who assembled them and where they were served. In order to fdo so the Mo’men brothers began to define operating standards. Operating standards included the exact amount of ingredients to be used in each sandwich, the amount of time each sandwich should be served in store, the exact way of communicating an order between staff, and so on. The Mo’men brothers recall the starting point for defining operating standards began with defining the exact amount of condiments to be used in each sandwich. Condiment jars were weighed before and after each sandwich was made. The net weight became the set target for condiment use per sandwich. Today, each Mo’men store has identical menus and identical sandwiches. Clearly defined operating standards and operating processes have enabled Mo’men to grow without compromising the quality of its products or service. Clear definition of operating standards and processes enable Mo’men to deliver the same level of quality across its branches. However, in order to sustain this level of quality over time, a special ingredient needed to be present: the auditing of operating standards and processes. Auditing occurs in a cycle. It refers to the examination of each operating standard to ensure it is fully followed as well as continuous identification of ways to improve each operating standard. For example, when it comes to auditing operating standards for Mo’men sandwich delivery, an auditor examines each step involved in delivering the Mo’men sandwich , sets a target for the time this process should take, and continuously looks for ways to exceed the target delivery time. These new ways become the basis for anew action plan to improve delivery time, which is then audited again. Accordingly, the company has developed the Mo’men standard review (MSR), which is a scoring system for each restaurant, designed specifically to audit Mo’men’s level of service, quality and cleanliness. Each branch has a quality team which is responsible for filling out the MSR and communicating it to the branch staff. The MSR pinpoints critical areas of operational improvement. On reviewing the score, the branch’s staff can identify operational strengths as well as development areas. These development areas form the basis of a new action plan to further improve operations. This combination of ingredients has created the perfect recipe for Mo’men’s local success. Mo’men restaurants are serving more than double the number of customers and achieving double the sales per restaurant compared to any of the international brands operating in Egypt. Today, Mo’men restaurants are in the process of rapid expansion to open more restaurants, serving Mo’men sandwich lovers all over Egypt and Overseas. Mo’men’s next challenge is global expansion of its brand and products. It has set out on this path via a series of joint ventures and acquisitions. In October 2005, Mo’men opened its first branch in Sudan, which became an instant success, generating revenues four times those forescasted before its opening. Since then, Mo’men has opened up branches across the Arab world and beyond, with eight branches in Bahrain, three in Lybia, two in Sudan, one in Malaysia, and one in the UAE. The UAE expansion began in 2007 as a joint venture between Mo’men and AL Islami food, with a 15 year span and a total investment of US$22 million. In Malaysia, Mo’men is looking at acquiring a chain of about 20 restaurants for approximately US$5 million. According to Mo’mem’s chairman, the company is looking to acquire various local firms working in food production outside the meat and dairy sector, and has up to US$12.5 million to exapanf ist market presence globally. Saudi Arabia, Kuwait and the Emirates are among the markets in which the group is eyeing acquisitions. Mo’men has gone from a small local takeaway and delivery business to Egypt’s third largest fast-food player after MC Donald’s and KFC. The Mo’men brothers leveraged Mo’men’s success in Egypt and aspired for global growth. Through a series of acquisitions and joint ventures, they were able to expand gradually throughout the Arab world. Mo’men’s plans dp not stop at global expansion. Mo’men group is planning to sell a 40 per cent stake in itself in an initial public offering (IPO)in late 2012. The IPO’s value would not be less than US$70 million. If Mo’men moves in this direction its main challenge would be to maintain a favorable environment for effective corporate governance, where each employee’s role is clearly defined and communicated, starting from the chairman all the way to the cleaner. Corporate governance is a key ingredient in maintaining transparency to investors.

Q: What expansion strategies did Mo'men pursue?