Discuss whether cloud computing has costs benefits. use specific examples and include resources

Getting Organized" Please respond to the following: Manny Fresh uses the Cloud to store his music tracks and other important files. Share with your instructor and peers your thoughts on the following: Try one (1) online storage tool that you have never used before, such as Google Drive, Dropbox , Box.com, or OneDrive. Note: Some of these services also offer priced options with additional storage capabilities, but just sign up for the free account for the purposes of this activity. OneDrive is already included in the Microsoft Office 365 account you automatically have as a Strayer student. You can also do this activity on your computer's desktop instead of using an online storage tool. Set up a file system where the first folder you create is titled (your name_CIS105_coursework) and the second folder you create is titled (your name_personal), and upload a few documents, links to sites, etc. to these folders. Share what you learned from this activity. Was this task easy or hard for you? Do you think having files stored in the cloud can help you manage your files? Do you think you will continue to use this system in the future? Why or why not? Optional: Attach a screenshot of the online storage tool you downloaded (or your folder structure if you'd like) within the discussion thread. PC Users: How to Take a Screenshot MAC Users: How to Take a Screenshot Once you have posted your response, respond to at least

Strategic Marketing:

Porter’s Value Chain is made up of Primary Stages and Support Activities.

Use a matrix to show how Porter’s Value Chain can be used to make decisions about which of Porter’s Generic Strategies is appropriate for a company to use.

To do this, set up a table that lists each of Porter’s Generic Strategies as a column heading and each of the primary stages and support activities of Porter’s Value Chain as rows.

Fill in the appropriate cells to explain where the value chain analysis may provide insights into the different strategy type options.

Use examples to aid your description.

Word-count: 500 words maximum.

MARKETING 3520 (Advertising and marketing communications)

The consumers who the advertising will try to reach are defined as our ____________

A first hand and detailed observation on the part of the marketing people to observe what is going on inside the store for their brand is called a ____

____________ that go deeper than behavior and attitude and determine, at a basic level, people’s choices and desires.

Research that delivers numerical data or facts on number of users, product usage, awareness levels, demographics, etc., is called ______ research.

According to the VALS classification of consumers, what are the three primary motivations for buying products and services? ___________, ______________, ___________________

Information collected from original sources based on individual studies relevant to specific marketing issue(s) facing brands is called ___________ research.

A ________________ is an agency document that acts as a “roadmap or platform for creatives to help them understand who the target is, what motivates them and what is unique about their brand to develop the creative campaign.

The three key elements of advertising are to _______________, _________________ and __________________.

Part of the creative communication brief that addresses the personality or brand character of the brand and the campaign is called the ______

An analysis of a brand containing the elements of the company, category, competition and consumer is called the ________analysis.

__________ Research provides you with an opportunity to observe, first hand, what life is like from the consumers point of view…best way to study and record human culture.

_______________ is the grouping of consumers into market segments on the basis of feelings, lifestyles, hobbies, attitudes, beliefs, values, etc.

Name four of the different types of positionings ___________, ____________, ___________, ______________.

In terms of strategic creative approaches, the ___________________ approach is based on an informational message that touches the mind that is very often heavy handed and in your face commercials.

A _______________________ is the person responsible for managing all tangible/intangible characteristics of a brand.

One look and consistent messaging for all marketing across all media i.e. TV, print, Internet, mobile, etc. is a key characteristic of __________________________

This ________________ thinking is defined by intuitive, holistic, artistic, and emotionally expressive thinking?

The AIDA Model helps us understand the consumer buying process. The process includes the steps of ____________________________

_______________ is the Art & Science of identifying groups of consumers with similar needs and wants.

In studying Maslow’s Hierarchy of Needs, we learned that basic needs like food and water must first be satisfied. Then come the safety needs of safety and security. Once all the needs are satisfied what is the final need that must be satisfied? ______

The ____________in developing creative campaigns consists of an emotional appeal and response based on attitudes. moods & feelings

The best way to uncover consumers attitudes towards their product or service is to uncover the why and what motivates them is called ____________ research

A ______________ is a perception that consists of both intangible and intangible elements

Which type of segmentation divides the market using characteristics such as gender, ethnicity, income, and so forth ____________

The energizing and driving force that not only activates consumer behavior but also provides purpose and direction to their purchase decisions is known as__________

Mass marketing is ineffective because _____________________________

We are all influenced by ___________ groups in our consumer behavior and decision-making process like

Brands need to understand different kinds of segmentation. One important factor is to know that people change over time as they get older. This is known as _____________

Identifying a group of people for which a brand designs a marketing mix intended to meet the needs & wants of that group is known as _____________________

___________ is the process where any individual selects and interprets stimuli into a personal meaningful picture

The ____________department within the agency conducts, surveys and focus to understand the consumer for the development of advertising.

Prestige, status, and accomplishments are all examples of which level of needs in Maslow's Hierarchy of Needs? ____________

The type of segmentation that helps marketers determine the consumers need for products and provides information i.e. factors such as: age, income, geographic area, education, etc. is called _______________

Who is the person most responsible for designing images that tell stories and create brand impressions in an advertisement? __________________

We have discussed in class the different ways that a brand develops its positioning that forms the basis for an advertising campaign. What does the brand base its unique positioning statement that is different from other brands? _____________________-

The “Place” a brand occupies in consumer’s mind belongs in a definition of ________________

The _______________ team within the agency is responsible for the development and production of the advertising and communications material.

_________________ is the stage in the consumer decision-making process in which consumers sort out products on the basis of tangible and intangible features.

Who in an advertising agency is most accurately described as "speaking for the consumer" or "speaking with the voice of the consumer"? _____________

Background research that uses published information about the company’s company, category, competition and consumer is known as _______research

What type of thinking does not make for Great Creative work? __________________

________ is the total of learned beliefs, values and customs that regulate consumer behavior

The ___________________________________matches the right audience to right message. in right medium to reach audience.

An ad may be entertaining but if it isn’t relevant to the advertising strategy & based on consumer needs IT WILL FAIL. Within creativity, this is known as __________________________

Please do not attempt to solve if you can not answer all the questions.

THE ENERGY BAR INDUSTRY

In 1986, PowerBar, a firm in Berkeley, California, single-handedly created the energy bar category. Positioned as an athletic energy food, it was distributed at bike shops and events that usually involved running or biking. The target segment was the athlete who needed an efficient, effective energy source.

Six years later, seeking to provide an alternative to the sticky, dry nature of the PowerBar, a competitor, also located in Berkeley, developed an energy bar with superior taste and texture and branded it the Clif bar. About the same time, another competitor introduced the Balance bar, which offered a blend of protein, fat, and carbohydrates based on the nutrition formula associated with the “Zone diet.” Faced with these challengers, PowerBar responded with Harvest (a bar with a much more accessible taste and texture) and ProteinPlus (an entry into the high-protein subcategory closely related to that defined by Balance).

The makers of the Clif bar observed that many women were athletes and many more were involved in fitness. They further observed that this half of the population had unique needs in terms of vitamins and supplements and that the energy bar industry had yet to recognize or fill them—a classic case of unmet needs. As a result, they introduced Luna as the first nutritional (not energy) bar for women, using media and promotions targeting active females. The bar had a light, crunchy texture; came in flavors like “lemon zest” and chai tea; and contained nearly two dozen vitamins, minerals, and nutrients. The target market consisted of time-strapped women who wanted both taste and nutrition and would appreciate a bar tailored to their needs.

Both in reaction to Luna’s success and to expand the segments for which the category was relevant, PowerBar studied why women did not buy its products, which the firm considered to be nutritious, convenient, tasty, and able to provide a quick pick-me-up in mid-morning or mid-afternoon. One answer was that the calorie hit from any member of the PowerBar family was simply too great. In response, the firm created the almost indulgent PowerBar-endorsed Pria. With only 110 calories, Pria was designed to respond to Luna while attracting new users into the category.

The Balance strategy was to introduce a series of products, all of which stuck to the original bar’s 40/30/30 nutritional formula but had different taste and textures. These spinoffs included Balance Plus, Balance Outdoor (with no chocolate coating to melt), Balance Gold, Balance Satisfaction, and the Balance-endorsed Oasis, a bar designed for women. The big success was Balance Gold, which was positioned close to the candy bar category (indeed, its tagline was “like a candy bar”) by containing ingredients such as nuts and caramel. Such a bar probably risked some of Balance’s perceived authenticity as being an energy bar. However, because Balance entered the category from the diet perspective anyway and probably was never considered in the center of the energy bar world, the risk may have been acceptable.

In addition to the major brands, challengers from a variety of small and large firms advanced subcategories by positioning themselves around such factors as age (bars for seniors and kids) and health (products to fit dairy-free, diabetic, and heart-conscious diets), to say nothing of numerous textures, flavors, sizes, and coatings. Over a 10-year period, some 450 products were introduced. For example, the popularity of low-carbohydrate diets has prompted a host of entries, including Atkins Advantage, developed by the Atkins organization, which gained a substantial market share that peaked in 2003 and fell off sharply thereafter. Other participating brands include Zone- Perfect, Met-Rx, GeniSoy, EAS, CarboLite, Carb Solutions, and Gatorade energy bars. Masterfoods’ Snickers Marathon—a candy bar with a blend of vitamins, minerals, and protein— has blurred the division between candy and energy bars by seeking to gain share in the latter market. One concern of the energy bar industry is the skepticism among some quarters as to how qualitatively different its products are from candy bars in the first place.

The motivation for using an energy bar is primarily to provide a convenient energy boost. The original heritage of being a product to enhance the performance of top athletes engaged in demanding physical activities (like Lance Armstrong, a PowerBar endorser) created credibility and self-expressive benefits in the category’s early years. Because household penetration was still under 20 percent, however, the major firms worked to generalize “performance” to be relevant to anyone who needs to perform well during the day. In fact, the industry dream is to get people to label the category “performance nutrition” and think of it as enhancing one’s ability to complete any task.

New products in the category are going in several directions. A trend toward indulgent icings, coatings, and coverings has led some to morph toward candy bars. Others go the opposite way, using whole-grain ingredients for products somewhat like the original Clif bar and Quaker’s Oatmeal Squares for women. The makers of the Clif bar also have introduced a Mojo line of salty snack bars to provide alternatives to sweet-tasting bars and the Clif Nectar bar, an entirely organic nut and fruit bar. PowerBar introduced Nut Naturals, a low glycemic index bar. There are bars positioned around ingredients such as protein or soy bars. A major Japanese brand of soy bars, SoyJoy is now in the market with a dry bar that will not be confused with a candy bar.

The energy bar category has gone mainstream, moving from the bike shops to the grocery stores and exploding from just over $100 million in revenue in 1996 to an estimated $2 billion or more a decade later, with expected future growth exceeding 10 percent per year. It is fueled both by the confluence of trends toward low-carb, portable, nutritious snacks and meal replacements (along with a general concern for health and weight control) and by the introduction of new products. Along the way, it became large enough to attract the attention of major packaged-goods firms. In 2000, Nestle purchased PowerBar, which has remained the leading player, with the Clif bar (which has remained independent) emerging as its most formidable competitor. The Balance line of products was bought by Kraft, also in 2000.

Energy bars can be considered a part of a larger food bar category which is also growing rapidly. The market is divided fairly equally between granola bars (positioned as a snack food that is healthier than candy bars), breakfast/cereal/snack bars (used as a meal replacement), and energy bars. Energy bars have a far lower household penetration than the other food bar forms. The top marketers of food bars are Kellogg’s (Nutri-Grain), Quaker Oats, General Mills, and Slim-Fast.

Answer all questions following case description:

1) Prepare an overview/history of the case industry or company.

2) Outline and summarize case details.

3) Summarize major Conclusions and insights on the company or industry.

4) Lastly, you must also cite sources of all outside research referenced.

Before conducting an inspection, the OSHA compliance officer will research our worksite and bring the appropriate materials to conduct their testing (OSHA 2016). They will know what hazards exist in our workplace and the odor is already giving away that there is a big problem on site. JC does have the right as the employer to refuse OSHA entry without a warrant and due to her mistrust of government intrusion she might lean towards this option. I would recommend she let in the OSHA inspector the first reason is because if the OSHA inspector did their research and found the employer to be mistrustful of governmental intrusion or to avoid wasting time and resources the officer could have already obtained a warrant and us trying to turn them away in this situation would shed a negative light on our company (OSHA 29 CFR 1903.4(b)(2)). Even if we were to turn away the officer we might be able to remedy the problem by the time they return but that does not mean we will avoid a citation, the officer is allowed to conduct interviews and will asked questions as to what has been happening at our company or what remediations happened during the delay (Chadwick 2015). If we were to allow the officer to inspect, they will be fairly open to communicate what they are doing in their opening conference and during the walk with the employee representative and EHS professional they can help identify and solve problems that could have been overlooked (OSHA 2016). After the walkaround the OSHA officer will discuss finding and inform the employer of their rights when it comes to contesting a citation as well as layout the rights of the employees (OSHA 2016). The OSHA inspector overall is there to ensure the safety of our employees, it is in our best interest to allow them to inspect our premises being open and honest with the officer can help us create a safer work environment for our employees and to prevent hazards like the nauseating odor from happening again.

Question:

Provide your feedback to the post above and provide a question to be answered ?

Q 1. (A) Explain the difference between PULL and PUSH production systems.

Q 1. (B) Which one is more profitable for the focal firm?

Discuss the Homeland Security role of federal agencies other than DHS.

Prepare a project charter for the Health Coverage Costs Business Model project using the project charter template as discussed in the class.

Assume that the project will take six months to complete and cost about AED 200,000.

Health Coverage Costs Business Model

Develop an application to track employee healthcare expenses and company healthcare costs. Healthcare premiums continue to increase, and the company has changed insurance carriers several times in the past 10 years. This application should allow business modeling of various scenarios as well as tracking and analyzing current and past employee healthcare expenses and company healthcare costs. This application must be secure and run on the current intranet so several managers and analysts can access it and download selected data for further analysis. The new application must also import data from the current systems that track employee expenses submitted to the company and the company’s costs to the insurance provider. You believe that having this data will help you revise policies concerning employee contributions to healthcare premiums and help you negotiate for lower premiums with insurance companies. You estimate that this application would save your company about AED 20/employee/year for full-time employees over the next four years.

According to Roberts, the industry deems only 25% of technology projects successful. Analyze why this statistic is so low. Suggest strategies that an IT department could use in order to increase the success rate of projects. Give your opinion on whether the structure of the PMO contributes to this statistic. Justify your response. I

magine that you are a senior business analyst with a multinational corporation. Examine the process of requirements gathering discussed in Chapter 9 of the Roberts text. Suggest your strategy for gathering requirements from across divisional lines. Determine at least two (2) obstacles that you may encounter, and propose one (1) method for overcoming each. Provide a rationale for your response.

Please do not attempt to solve if you can not answer all!!!!

THE ENERGY BAR INDUSTRY

In 1986, PowerBar, a firm in Berkeley, California, single-handedly created the energy bar category. Positioned as an athletic energy food, it was distributed at bike shops and events that usually involved running or biking. The target segment was the athlete who needed an efficient, effective energy source.

Six years later, seeking to provide an alternative to the sticky, dry nature of the PowerBar, a competitor, also located in Berkeley, developed an energy bar with superior taste and texture and branded it the Clif bar. About the same time, another competitor introduced the Balance bar, which offered a blend of protein, fat, and carbohydrates based on the nutrition formula associated with the “Zone diet.” Faced with these challengers, PowerBar responded with Harvest (a bar with a much more accessible taste and texture) and ProteinPlus (an entry into the high-protein subcategory closely related to that defined by Balance).

The makers of the Clif bar observed that many women were athletes and many more were involved in fitness. They further observed that this half of the population had unique needs in terms of vitamins and supplements and that the energy bar industry had yet to recognize or fill them—a classic case of unmet needs. As a result, they introduced Luna as the first nutritional (not energy) bar for women, using media and promotions targeting active females. The bar had a light, crunchy texture; came in flavors like “lemon zest” and chai tea; and contained nearly two dozen vitamins, minerals, and nutrients. The target market consisted of time-strapped women who wanted both taste and nutrition and would appreciate a bar tailored to their needs.

Both in reaction to Luna’s success and to expand the segments for which the category was relevant, PowerBar studied why women did not buy its products, which the firm considered to be nutritious, convenient, tasty, and able to provide a quick pick-me-up in mid-morning or mid-afternoon. One answer was that the calorie hit from any member of the PowerBar family was simply too great. In response, the firm created the almost indulgent PowerBar-endorsed Pria. With only 110 calories, Pria was designed to respond to Luna while attracting new users into the category.

The Balance strategy was to introduce a series of products, all of which stuck to the original bar’s 40/30/30 nutritional formula but had different taste and textures. These spinoffs included Balance Plus, Balance Outdoor (with no chocolate coating to melt), Balance Gold, Balance Satisfaction, and the Balance-endorsed Oasis, a bar designed for women. The big success was Balance Gold, which was positioned close to the candy bar category (indeed, its tagline was “like a candy bar”) by containing ingredients such as nuts and caramel. Such a bar probably risked some of Balance’s perceived authenticity as being an energy bar. However, because Balance entered the category from the diet perspective anyway and probably was never considered in the center of the energy bar world, the risk may have been acceptable.

In addition to the major brands, challengers from a variety of small and large firms advanced subcategories by positioning themselves around such factors as age (bars for seniors and kids) and health (products to fit dairy-free, diabetic, and heart-conscious diets), to say nothing of numerous textures, flavors, sizes, and coatings. Over a 10-year period, some 450 products were introduced. For example, the popularity of low-carbohydrate diets has prompted a host of entries, including Atkins Advantage, developed by the Atkins organization, which gained a substantial market share that peaked in 2003 and fell off sharply thereafter. Other participating brands include Zone- Perfect, Met-Rx, GeniSoy, EAS, CarboLite, Carb Solutions, and Gatorade energy bars. Masterfoods’ Snickers Marathon—a candy bar with a blend of vitamins, minerals, and protein— has blurred the division between candy and energy bars by seeking to gain share in the latter market. One concern of the energy bar industry is the skepticism among some quarters as to how qualitatively different its products are from candy bars in the first place.

The motivation for using an energy bar is primarily to provide a convenient energy boost. The original heritage of being a product to enhance the performance of top athletes engaged in demanding physical activities (like Lance Armstrong, a PowerBar endorser) created credibility and self-expressive benefits in the category’s early years. Because household penetration was still under 20 percent, however, the major firms worked to generalize “performance” to be relevant to anyone who needs to perform well during the day. In fact, the industry dream is to get people to label the category “performance nutrition” and think of it as enhancing one’s ability to complete any task.

New products in the category are going in several directions. A trend toward indulgent icings, coatings, and coverings has led some to morph toward candy bars. Others go the opposite way, using whole-grain ingredients for products somewhat like the original Clif bar and Quaker’s Oatmeal Squares for women. The makers of the Clif bar also have introduced a Mojo line of salty snack bars to provide alternatives to sweet-tasting bars and the Clif Nectar bar, an entirely organic nut and fruit bar. PowerBar introduced Nut Naturals, a low glycemic index bar. There are bars positioned around ingredients such as protein or soy bars. A major Japanese brand of soy bars, SoyJoy is now in the market with a dry bar that will not be confused with a candy bar.

The energy bar category has gone mainstream, moving from the bike shops to the grocery stores and exploding from just over $100 million in revenue in 1996 to an estimated $2 billion or more a decade later, with expected future growth exceeding 10 percent per year. It is fueled both by the confluence of trends toward low-carb, portable, nutritious snacks and meal replacements (along with a general concern for health and weight control) and by the introduction of new products. Along the way, it became large enough to attract the attention of major packaged-goods firms. In 2000, Nestle purchased PowerBar, which has remained the leading player, with the Clif bar (which has remained independent) emerging as its most formidable competitor. The Balance line of products was bought by Kraft, also in 2000.

Energy bars can be considered a part of a larger food bar category which is also growing rapidly. The market is divided fairly equally between granola bars (positioned as a snack food that is healthier than candy bars), breakfast/cereal/snack bars (used as a meal replacement), and energy bars. Energy bars have a far lower household penetration than the other food bar forms. The top marketers of food bars are Kellogg’s (Nutri-Grain), Quaker Oats, General Mills, and Slim-Fast.

Answer the following DISCUSSION questions:

1. Conduct a thorough analysis of this category’s customers, competitors, market, and environment from the perspective of PowerBar. What are the key strategic questions? What additional information would you like to obtain? How would you obtain it? What are the threats and opportunities? In particular, address the following issues:

a. How is the market segmented? What are the key customer motivations and unmet needs? What are the similarities and differences among the segments? How might a company link customer motivations to value propositions?

b. Identify the competitors. Who are the most direct competitors? The indirect competitors? Substitute products? What are the strategic groups?

c. What are the market trends? The growth submarkets? The key success factors?

d. What are the environmental trends that will affect the industry? Generate two or three viable future scenarios.

2. How would you go about evaluating emerging submarkets? What criteria would you use to enter each? Consider PowerBar’s reaction to the Clif organic bar.

I need an internal analysis of ikea listing

Resources-

Capabilities-

core competencies

Your company is looking to expand outside the United States and you have been assigned to investigate South Korea for foreign direct investment (FDI).

Polital
technology
environmental
legal system/laws
economical

• You are asked to choose an existing business (profit or non-profit) and prepare a report that evaluates their “ETHICAL BUSINESS PRACTISE”.

• The objective is to make an “audit report”, thereby assessing their business practices in terms of (choose max. 4):

• - Corporate governance and finance

• - Marketing

• - Employee Relations

• - Sustainability

• - Technology

• Each of the (max. 4) issues you choose, has to cover a minimum of 250 and a maximum of 400 words.

Business Strategic Management:

Make a Leadership Handbook of Apple Inc. and Apple's CEO Company 'Five Strategy Slides'