PLEASE ANSWER (URGENT)

Service marketing Case study: PI-O’s

Please read the following case and answers this question:

1- How can you help PI-O in determining and minimizing their customers’ expected risks (Functional risk, Financial risk, Temporal risk, Physical risk, Psychological risk, and Social risk)? Identify the expected risks and suggest solutions? Justify your answer.

For more than 35 years, PI-O’s has been one of the nation’s go-to venues for children’s birthday parties and rainy afternoon outings. Operating under the slogan “Where a kid can be a kid,” there are more than 575 PI-O’s locations in 47 states in the USA and 10 foreign countries. Their goal is to provide a fun and safe environment for children aged under 12 years to play and families to create memories, but in 2015 PI-O’s made improvements not for the children, but for the parents.

“Your average kid who comes to PI-O wants to come 11 times a year; they come three times a year. The difference between that and the 11 times a year they want to come is the mom and dad veto,” said Tom Leverton, CEO of LEL Entertainment, Inc. “What we’ve been doing over the past couple of years especially is trying to address the mom and dad needs.”

To that end, PI-O’s expanded their menu to include items geared to more advanced culinary of tastes of the parents, such as the Cali Alfredo pizza and the BBQ Chicken Pizza, Caesar and Club whole-wheat wraps, BBQ Chicken Ciabatta sandwiches. They also added dessert churros served with salted caramel and white chocolate icing. "Kids are at the heart of everything we do at PI-O 's, but kids don't come alone, and we want to make sure parents have just as enjoyable an experience as the kids do, especially when it comes to the food," said Leverton.

The new adult menu has been promising for PI-O’s, but they aren’t stopping there. In 2016, they began testing additional menu items in select markets. The Orlando, Florida market has seen the addition of giant chocolate chip cookies to the menu. They are also testing a Honey Mustard- bourbon wing sauce, multigrain Italian Chicken and Chicken Caesar flatbreads, and gluten-free pizza dough.

In March 2016, PI-O’s debuted a lunchtime all-you-can-eat buffet to address the issue of customer frequency. The buffet is $3.99 for children and $5.99 for adults. They are also testing half-priced games on Tuesday evenings in the Dallas market. PI-O decided also to introduces a loyalty card that will give one free entry after 5 visits and a discount of 10 % in the foods for regular customers.

Develop a productivity improvement strategy and develop plans for implementing the strategy in the identified priority areas in accordance with the root cause analysis

a) Develop a Productivity Improvement Strategy.

b) Develop an implementation plan to implement the strategy as developed in (a).

1. Explain what an open-ended question is (provide an example) and tell me what its advantages and disadvantages are? (Be detailed and use your own verbiage).

Assess methods of compensation and benefits planning.

Discuss how, as a leader, you can anticipate and overcome resistance to change in an organization. Must contain 200 words.

Well the Subject Name is : Organizational Change and Development and in the class the topic which was discussed most was about Leaders Vs Managers and the importance how does these roles influence or important to the every organization.

Question: what is the importance of leaders and managers in an organization and why should that topic be discussed among the students most of the time. Also explain diff between leaders Vs Managers.

company that manufactures high-tech electronic equipment is looking for ways to make their supply chain more resilient.

Explain what it means to make a supply chain more resilient.

Then, identify 2 potential supply chain risks and a way to make the supply chain more resilient for each one

Without a doubt these databases kept by entities like Equifax and the Chinese government encourage people to rethink bad behavior, and can therefore have a positive effect. Be sure to address the following:

1. Do you think people should have any ownership of their own data?
2. Should people have the right to know who collects and stores data about them? Should people decide who can collect and store data about them?

The New Economy article says that Chinese citizens are suspicious of businesses because of the prevalence of fraud. Open reviews can certainly build trust.

3. How does the Chinese system of ranking businesses compare to Amazon's user reviews?
4. As these systems become more sophisticated and intrusive, at what point is a trade off with privacy and personal independence no longer

How did the founders of Rent the Runway go about testing their original idea?

What concerns did suppliers and designers have? How did Rent the Runway’s founders dispel these concerns? Describe how the firm seeks to build deep and mutually beneficial industry partnerships.

HR Management Tools and Teams

Directions: You have just been hired as an HR manager in a health care setting. Select a health care organization of interest. You decide to prepare for your first day on the job by creating a document that compiles tools to manage staffing, increase work production, and improve team dynamics. Complete all four parts.

Part 1: Organization Selection

Part 2: Staffing and Work Production

As a HR manager, your serve the organization at a departmental level. Complete the following boxes, as indicated below.

Part 3: Team Dynamics

As an HR manager, you serve the organization at a team level. Complete the following boxes, as indicated below.

Part 4: Cross-Functional Application

Respond to the following in 250 words:

Today's complex organizations often require the smooth, integrated functioning of teams across several functional areas. Leading a team of diverse individuals is quite a challenge. Encouraging the effective collaboration of multiple teams of diverse individuals is even more challenging and requires skilled leaders who can understand and impart organizational vision to team members. Skilled leaders must also foster leadership skills in others to achieve collaboration and organizational success.

Imagine yourself in the complex situation of ensuring the integrated functioning of multiple teams. Answer the following questions in the box provided below.

Explain the relationship between SEM and Social Media

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, 80,640; March, 67,200; April, 100,280; May, 40,280. 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.)

What are five ways that HR managers can ensure their organization's compliance with the Americans with Disabilities Act (ADA)? Describe and provide an example.

Aarong Dairy’s use of different organizational structural forms to pursue its strategic goals is described in this case. Emphasis is placed on Aarong’s business model and how its structural forms play a key role in the business model.

Although Aarong Dairy neither owns cows nor an actual farm, it has successfully organized thousands of micro-scale dairy farmers to serve as a reliable supplier base for its milk needs. The key lesson of this case is about the significance of boundary-less structures to pursue certain firm strategies.

Read the case below and answer the questions that follow.

Founded in 1998, Bangladesh’s Aarong Dairy is a social enterprise that has employed boundary-less structural forms to implement its strategies of meeting consumer dairy needs and providing a selling platform for micro-scale milk producers.

In Bangladesh, the micro-scale dairy farmers had historically struggled to receive fair prices for the milk they produced. These farmers had cows that produced low quantities of milk. No systematic approach to administering and managing cow-feed existed. Notwithstanding the involvement of plenty of locals in the milk trade, there had been no permanent market. Rahman (2015) narrates that “at times … there was hardly any demand or the demand was too erratic to be profitable for them. Low quantities of milk produced by their cows also meant that milk production was an expensive process. Poor breeding, limited veterinary services and shortages in cow feed were some of the other challenges faced by dairy farmers.”

Aarong Dairy was founded in 1998 with an aim to provide a permanent market place for the thousands of micro-scale dairy farmers. As a result, Aarong Dairy is a dairy farm that neither owns cows, nor engages in actual milk production. For a dairy farm that does not own any cows and does not directly engage in milk production, “Aarong Dairy collects 102,559 liters milk daily and serves 50,000 farmers, 64 percent being women” (Rahman, 2015).

From Aarong Dairy the micro-scale dairy farmers receives training in para-veterinary services, cattle feed administration, and artificial insemination for improved breeds of cows that produce more milk. To provide access to a permanent and reliable market, Aarong Dairy bought the milk that the farmers produced. This arrangement allowed the micro-scale dairy farmers to have guaranteed payments based on their individual level and quality of milk production. The advantage for Aarong Dairy is that thousands of micro-scale dairy farmers serve as its dedicated milk production units, yet Aarong Dairy does not have to be responsible for the operations and overhead of these micro-scale dairy farmers. The permeable structure allows Aarong Dairy to operate as if it were fully vertically integrated.

At times, Aarong Dairy has extended loans to micro-scale dairy farmers to expand their milk production scale. Those are akin to contractually agreed upon partnerships between two businesses. Here, Aarong’s financial support helps the micro-scale farmer to expand the production scale and become a more reliable milk supplier for Aarong Dairy. Each of these partnerships are governed by a different kind of permeable structure where formal contracts help the parties involved to bridge some of the typical barriers to help each other for the greater collective good.

Aarong Dairy adds value to the milk production process precisely in areas where micro-scale dairy farmers are unable to do so. Aarong Dairy plays essential roles in milk preservation, pasteurization, quality control, logistics, and marketing. The micro-scale dairy farmers are not capable of fulfilling this requirement, and thus Aarong Dairy serves as the permanent market place for these thousands of micro-scale dairy farmers. According to Rahman (2015), “Aarong Dairy thus removed the major headaches for the farmers such as where to store to the milk and how to transport the milk. Aarong Dairy has gone on to set up 101 chilling plants….”

1. According to the story, for a dairy farm that neither owns any cows nor directly engages in milk production, how much milk does Aarong Dairy collect every day?

Multiple Choice

• Between 100,000 and 105,000 liters

• Between 95,000 and 100,000 liters

• Between 105,000 and 110,000 liters

• Between 110,000 and 115,000 liters

2. To ensure smooth functioning of its supply chain, Aarong has most likely utilized which form of boundaryless structure to organize the 50,000 dairy farmers?

Multiple Choice

• Vertical Integration

• Virtual

• Modular

• Barrier-free

3. Aarong Dairy extends loans to micro-scale dairy farmers to expand their milk production scale. Aarong’s financial support helps the micro-scale farmer to expand the production scale and become a more reliable milk supplier for Aarong Dairy. What kind of permeable structure is most likely used to manage these partnerships?

Multiple Choice

• Vertical Integration

• Barrier-free

• Modular

• Virtual

4. Which of the following is NOT one of the ways that Aarong Dairy adds value?

Multiple Choice

• Logistics and marketing

• Milk preservation

• Milk production

• Milk pasteurization

Respond to the following in a minimum of 175 words:

Once the global organization has adopted a talent sourcing strategy in league with HR, cross-cultural training, administration of expatriate work assignments, on-going individual development, career planning, and performance management will typically fall within HR’s domain. Discuss the rationale for HR’s involvement and some best practices in each of these areas. What considerations need to be taken in conducting cross-cultural training?

PC.52 At the start of the semester Custom Kicks personnel were struggling to quickly customize their shoe inserts to their customers' feet. This hurt sales as customers became frustrated during the customization process and would hesitate to refer friends.

During week three of running the business, it took an average employee about 25 minutes to customize one pair of inserts. Recognizing this challenge, management and key employees analyzed the customization process and made some time-saving changes. Two weeks later, after training all employees on the new process, an average employee could customize a pair of inserts in about 18 minutes.

In this case, what is the output that should be used for productivity calculations?

After making the time-saving changes mentioned above, how many pair of inserts could an average employee complete in one hour? (Display your answer to two decimal places.)

After making the time-saving changes mentioned above, by what percentage did Custom Kicks' productivity increase? (Write your answer as a percentage, and display your answer to two decimal places.)
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