The drive-in cinemas offers both the comfort and security of social distancing. An entrepreneur figured out the key factors that affect the consumers' decision to visit the drive-in cinemas are economic, functional, marketing/advertisement, personal factors, psychological factors and socio-demographic factors (such as race, age, occupation etc.). Imagine that you are working for a marketing research company and you have been asked to come up with 10 - 15 comparative and relational research questions and identify which component each RQ corresponds to.

Question:Read Forbes Article about Pepsi Supply Chain (Pepsico's Practical Application of Supply Chain Resilience Strategies) and answer the following Questions: For full credit, total responses should be the equivalent to 3/4-1 page, college writing 1. Which Pepsico products are growing faster than soft drinks (why) and by what percentage? 2 Why do the fastest growing products experience a more complex supply chain? Explain. 3. What are some of the challenges in sourcing and purchasing coconut products? Explain. 4. How does Pepsico source their copackers and why do they source them both internationally and domestically? 5. How docs Pepsico manage their inventory levels, balancing long lcad times with JIT? Explain

Article:

PepsiCo's Practical Application Of Supply Chain Resilience Strategies

PepsiCo, the food and beverage behemoth with $63 billion in annual revenues, is best known for their carbonated soft drinks. But consumers’ preferences have shifted toward more nutritious foods. Organic products, for example, were up 11 percent in 2015 while the overall food market is growing at 3 percent according to a report released by the Organic Trade Association. PepsiCo responded by leveraging its premier health & wellness brands such as Naked Juice and O.N.E. Coconut Water.

These products, however, have much more complex supply chains than PepsiCo’s carbonated beverage value chains. First, these products require ingredients from around the world; these are global rather than regional supply chains. Secondly, many of these require cold chains where products are refrigerated all the way to the store shelves. Finally, consumers interested in nutritious products also tend to want to buy from companies with sustainable supply chain practices.

Tim Rowell, a Senior Manager of Supply Chain Planning working in the chilled supply chain portion for PepsiCo's global nutrition segment, spoke about how his company has adapted to these changes. Mr. Rowell spoke at the APICS2016 conference that took place early this week in Washington D.C.APICS is a professional association for supply chain management known for its research, education, and certification programs.

First of all, to address consumer’s sustainability preferences, PepsiCo has taken several actions: for the Naked Juice product line their packaging is made from other recycled bottles; the bottles are square, allowing the company to squeeze more freight into their shipments, thereby reducing their carbon footprint; their bottling facility and corporate offices are LEEDcertified; and this year they are in the midst of replacing current fleet vehicles with vehicles four times more fuel efficient and are also working to ship more freight by rail.

To address nutritional concerns, Mr. Rowell pointed out that in addition to using natural ingredients like juices and coconut water, “we use non-GMO ingredients everywhere that is possible” and these products are non-GMO Project certified. And for their organic products, which indicates products produced without the use of pesticides, they are USDA Organic certified.

The PepsiCo coconut water supply chain starts with growers in Indonesia and the Philippines, uses copackers in Asia and in the U.S., imports goods through ports in California and New York, provides first line storage in warehouses near the ports, and then redistributes the goods to other distribution centers across North America based on demand. Packaging material is sourced from Europe, Asia, and the Middle East.

A resilient supply chain starts with a network design and practices that help a company avoid events that will disrupt the supply chain. But the coconut supply chain is in a region of the world where typhoons are common. Disruptions are not totally avoidable; Mr. Rowell has seen two typhoons that caused disruptions in the three years he has been managing this supply chain, one of which knocked out one of their copackers for three months.

So in addition to avoidance, it is necessary to develop practices that allow PepsiCo to return to optimal performance as quickly as possible after an adverse event. In one of Mr. Rowell’s slides, he detailed the specific strategies from APICs Risk Management body of knowledge that were being used to help avoid and recover from supply chain disruptions. These included early warning signals, the use of buffers, an appropriate supply chain configuration, and protection of brand equity. “Much of this is common sense,” Mr. Rowell said, “but APICs does offer a good framework.”

From a network design perspective, they built in some capacity buffering by using three copackers in Southeast Asia, with additional copackers in the U.S. to be used if necessary. The copackers in Southeast Asia are far enough apart so that if a typhoon knocks one offline, the others are not likely to be in the zone of destruction.

The communication with copackers, the critical capacity bottleneck, requires active collaboration. This is PepsiCo’s core early warning mechanism. According to Mr. Rowell, early in the relationship with some of these copackers, “weeks could go by when they didn’t produce anything for us and we wouldn't know it.”

PepsiCo had to improve the frequency and quality of the data exchanged. Now the copackers report weekly on how many cases of each SKU they have produced, whether they have enough raw material to continue scheduled production, and reason codes associated with any failures to produce what they committed to produce. “We have a contact person at each copacker tasked with alerting us in hours, rather than at the end of the month,” if a significant disruption occurs.

To support collaborative production scheduling, Pepsico needs to understand both the aggregate capacity of a packer, and line capacity. The company also needs to understand the copackers’ labor strategies, for example what the local holidays are and whether workers have weekends off.

To get this kind of collaboration, PepsiCo has to be a good partner. They lock the production schedule for two months, committing to purchase all the inventory produced over that period. “On occasion copackers can and will deviate from the plan to produce what is needed,” particularly if PepsiCo is willing to allow less production of some SKUs to secure capacity for the SKUs with unexpectedly strong demand.

The U.S. copackers are there to provide backup capacity, for which they have to pay a premium. They can be used to shave that lead time down if necessary. By eliminating the ocean transit, the U.S. copacker can “shave eight weeks of lead time.”

The inventory buffer is set to account for 20 weeks of inventory based on the supply chain lead times – 8 weeks of locked production, 2 weeks to hold and test the products, 8 weeks to transport the goods across the Ocean, and two weeks to redistribute the product once it reaches North America. But this is a balancing game. Buffers can’t be too large or the products lose freshness and risk expiration.

The company also engages in an inventory prebuild to support the peak summer season. This prebuild begins before the standard 20 weeks of lead time to account for the Typhoon season in Southeast Asia. There is a ramp down in production at the end of the peak season, but at times there is negotiation and compromise because “we can’t pull the rug out from under the copackers at the end of the season.”

In terms of protecting brand equity, the sustainability initiatives mentioned earlier in this article serve to protect brand equity. But PepsiCo is also Fair Trade Certified indicating they are fairly treating their partners in their extended supply chain.

In conclusion, this was the most interesting presentation I saw at the APICS conference. But all the presentations were good. I have never been to APICS before, but I was impressed by the depth of the presentations, APICS’ educational content, and their benchmarking services. I certainly hope intend to attend future APICS conferences.

Enumerate how technology will be disruptive to education?

Topic: Sport Marketing

What is sport Marketing? (In detail)

what are some sport marketing products or services?

How do we use sport marketing in the U.S. compare to other country?

what are the outreach Programs of the major sport leagues in the U.S for example (NBA or American Football)?

what is the sport marketing positioning in professional sports?

what’s the difference between sport marketing compared to social marketing?

what are some brand extensions of sport marketing?

(Please very Detail)

Identify the five most common threats facing firms from their local competitive environment that are represented in the five forces framework, and discuss under what conditions firms in a specific industry are most likely to earn an above average profit and when they are likely to earn a below average profit ?

Mary and George both work for a software development company. The manager of the new product division was originally the leader of the project team for which she interviewed and hired George. Mary, another project team member, also interviewed George but strongly opposed hiring him for the project because she thought he was not competent to do the job.

Seven months after George was hired, the manager left the project to start her own company and recommended that George and Mary serve as joint project leaders. Mary agreed reluctantly with the stipulation that it be made clear she was not working for George. The General Manager consented; Mary and George were to share the project leadership.

Within a month Mary was angry because George was representing himself to others as the leader of the entire project and giving the impression that Mary was working for him. Now Mary and George are meeting with you to see if you can resolve the conflict between them.

Mary says: "Right after the joint leadership arrangement was reached with the General Manager, George called a meeting of the project team without even consulting me about the time or content. He just told me when it was being held and said I should be there. At the meeting, George reviewed everyone's duties line by line, including mine, treating me as just another team member working for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him."

George says: "Mary is all hung up with feelings of power and titles. Just because I sign myself as project director doesn't mean she is working for me. I don't see anything to get excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she thinks I'm trying to run everything. Mary has other things to do? other projects to run? so she doesn't pay too much attention to this one. She mostly lets things slide. But when I take the initiative to set up a meeting, she starts jumping up and down about how I am trying to make her work for me."

How will you resolve this conflict and what will be your recommendation?

1. George and Mary seem to have several conflicts occurring simultaneously. Identify as many of these individual conflicts as possible.

2. What are the possible ways to deal with the conflict between George and Mary (not just the

ones that you would recommend, but all of the options)?

3. Given all the benefits of retrospection, what could or should have been done to avoid this conflict in the first place?

4. What is your recommendation to resolve the issues?

5. How can this be avoided in the future?

You wanted to be an entrepreneur after you graduate from university Along with your friends – one from marketing, another one from economics, you set up a new business. Your two friends from other majors are telling you – because you are a management major – to 2 design an organization with structural dimensions and contextual dimensions. You agreed to do it. Design your organization with the above dimensions.?

Apply the concept of sustainability to a variety of businesses and industries. What would be required to turn your hometown into a sustainable community?

Give an example case for the concepts of

a.      Democratic values

b.      Â Professional values

c.       Â Ethical values

d.      Â People values

You work for a large consulting firm and were assigned to the Gold Star LAN project. Work on the project is nearly completed and your clients at Gold Star appear to be pleased with your performance. During the course of the project, changes in the original scope had to be made to accommodate specific needs of managers at Gold Star. The costs of these changes were documented as well as overhead and submitted to the centralized accounting department. They processed the information and submitted a change order bill for your signature. You are surprised to see the bill is 10 percent higher than what you submitted. You contact Jim Messina in the accounting office and ask if a mistake has been made. He curtly replies that no mistake was made and that management adjusted the bill. He recommends that you sign the document. You talk to another project manager about this and she tells you off the record that overcharging clients on change orders is common practice in your firm. Would you sign the document? Why? Why not?

A group of students Their plan is to sell an existing product in another country. They have no experience in international business. They decide to target a small, poor, country. Their product targets poor farmers so they have to cover a geographically disperse market in which there are no hugely profitable customers. Their product is not really superior to existing products, just a bit cheaper. They hope for small, steady, growing sales but do not expect to get rich off this product. The product does not need service and is not part of a system. There is nothing to protect with patents. There are no legal requirements that favor one entry mode over another. What entry mode would you advise this firm? please explain your answer

Explain how the ABS Labour Force Survey can be used by an organisation to assist in workforce planning.