Please explain about radical / incremental/ architectural/ component innovation of Nintendo.

All airplane passengers at the Lake City Regional Airport must pass through a security screening area before proceeding to the boarding area. The airport has three screening stations available, and the facility manager must decide how many to have open at any particular time. The service rate for processing passengers at each screening station is 6 passengers per minute. On Monday morning the arrival rate is 7.2 passengers per minute. Assume that processing times at each screening station follow an exponential distribution and that arrivals follow a Poisson distribution.

Note: Use P₀ values from Table 11.4 to answer the questions below.

1. Suppose two of the three screening stations are open on Monday morning. Compute the operating characteristics for the screening facility.
   
   Round your answer to four decimal places.
   
   P₀ = ??
   
   Round your answers to two decimal places.
   
   L_q = ??
   
   L = ??
   
   W_q = ??min
   
   W = ??min
   
   Round your answer to four decimal places.
   
   P_w = ??
   
2. Because of space considerations, the facility manager's goal is to limit the average number of passengers waiting in line to 10 or fewer. Will the two-screening-station system be able to meet the manager’s goal?
   
   Yes or no?
   
3. What is the average time required for a passenger to pass through security screening? Round your answer to two decimal places.
   
   ?? min

Answer the following questions based on the company Amazon

Q1. By which of the following this company pull off mass customization? And why? Justify your answer

a) Trend of technology (Technology evolution)

b) Their product or service differentiation

c) Supply chain management

Q2. Describe the briefly the business model of this company to achieve Mass Customization?

Q3. What are the competitive advantages this company gained from Mass customization?

PROJECT 1: ETHICS AND CONFLICT QUESTION 4 (10) Explain the concept of tripartite relationships. Identify the parties of such a relationship for the municipality. Discuss how these parties balance the interest of each of the tripartite members, using an appropriate and recent example (ideally something that has been reported on in the media)

3. How do Indian government regulations affect the ability of global banks to offer services there? (Consult the latest India report on the U.S. Trade Representative site at www.ustr.gov.)

Linda Bells is the president of a car accessories company in Germany. In order to expand its business to Asia, she has decided to set up an overseas sales office in Hong Kong. Stephen Crag, the sales and marketing manager, is assigned to be relocated to Hong Kong to oversee the business there. Stephen has requested the president that this overseas sales office be decentralized to provide him with an opportunity to make timely decision in this new market.

a Explain why Stephen requested decentralization of authority in Hong Kong.

b What possible disadvantages could result from the decentralization of the sales and marketing function of the overseas office?

QSO 320 Milestone Three

1. For White and Organic wine, what were the Measures of Central Tendency based on the sales figures?

2. What would the total profit for each type of wine be given the following production costs for the wine; White wine 17% of total sales, red wine is 12%, and organic wine is 21%?

3. Deduct the sales commision discussed in question 2 from Milestone Two: Data Analysis Part II and recalculate. Draft and present the answers.

4. How would you summarize the provided data? Develop pivot tables using the cle

Commision Data

Imagine yourself starting your own business. Based on what you learned in an introduction to management course you are requested to answer in details the following questions:

1. Briefly clarify what the business is, where it will be located, what it

     will provide to the market in terms of goods or services.

2. What kind of managerial functions you will use to run your business

      and how?

3. Clarify how many levels of management you might need and why?

4. What are management skills do you think would be most important

      for your business managers to have? Why?

5. How might the following management theories/approaches be useful to your business: scientific management, behavior approach and systems approach?

NASCAR CASE

The term NASCAR referred both to the sanctioning body and to the whole sport of stock car racing. NASCAR grew to become a multi-billion-dollar industry and the second largest spectator sport in the United States. Its races were broadcast in over 150 countries, and it had more Fortune 500 corporate sponsors than any other U.S. sport.10 In 2010, the sanctioning body alone was estimated to have generated over $56 million11 in revenues from television rights plus hundreds of millions of dollars from sponsorship, licensing, and sanctioning fees. It owned three national racing series: the Sprint Cup Series (the premier series for stock car racing), the Nationwide Series (the minor league), and the Camping World Truck Series (a series for modified pickup trucks).12 Corporate Culture NASCAR was privately held by the France family and was historically known for having a closed culture. “We had a very non-interventionalist approach where we would just lay down the framework . . . and other than issues in which we’d intervene for the safety of drivers, [when it came to business models of the tracks and race teams] we stayed out of your backyards and you stayed out of ours,” described Eric Nyquist, NASCAR’s vice president of strategic development.13 This culture occasionally caused tension within the sport, as it teetered on the brink of being non-collaborative. COMPETITION The sanctioning body had a proven track record in governing races. Inspecting vehicles prior to each race to ensure that they adhered to specifications, officiating calls during races, creating policies to enhance driver safety, advancing rules and scoring conventions to ensure that the sport stayed fair, inclusive, and exciting all were among its expertise. As compensation, NASCAR was paid an average of approximately $1–2 million per race in sanctioning fees from race tracks. SELLING INTELLECTUAL PROPERTY The revenue cornerstones of the sanctioning body and the sport were corporate sponsorships and media rights (television broadcast and digital rights). In 2011, NASCAR was in the middle of its contracts for the term 2007–2014, in which ESPN, TNT (part of Turner Broadcasting System), and Fox Sports paid a reported total of $4.5 billion to broadcast NASCAR races live. Revenues from media rights deals were shared among the different stakeholders that comprised the sport using a 65/25/10 revenue split: NASCAR distributed 65 percent of television revenues to the race tracks around the United States that hosted NASCAR races; 25 percent of revenues was distributed to the competing teams; and 10 percent was retained by the sanctioning body.17 Finally, the sanctioning body earned revenues from licensing the NASCAR brand to companies desiring to sell NASCAR-branded merchandise, a multi-billion-dollar business.18 PUBLICIZING RACES Historically, NASCAR relied on traditional media outlets (e.g., local newspapers) to cover its sport. “We’d have a [tough] time trying to get that coverage because they were acclimated to covering a home team and to covering certain kinds of events,” said Nyquist.19 In the early 2000s, NASCAR collected feedback from media outlets and learned that the sport was difficult to cover. In early 2010, NASCAR engaged Taylor, a marketing and communications strategy consulting firm, to conduct an audit of the sanctioning body’s twenty-six-person communications team as well as the communications capabilities throughout the sport. “Brett Jewkes, a principal at Taylor at the time, pushed us to be transparent and inclusive,” remembered Nyquist.22 Jewkes recalled that when he began the audit an insider at NASCAR told him, “You thought that this was just a communications review, but you’ll find that it goes much deeper.”23 As part of the audit, Taylor and two agencies interviewed nearly 300 people, including track presidents, corporate sponsors, race team executives, television executives, and PR professionals throughout the sport. A Complex Ecosystem NASCAR had an unusual ownership ecosystem. “Unlike the stick and ball leagues, we’re not collectively organized,” explained Nyquist, who had previously worked for the National Football League (NFL). “We have independent tracks, teams, and drivers.”27 That consortium of independent entities experienced double-digit growth annually in the 1990s and early 2000s. During that period, there was a sense of competition between the various business models that shared revenues within the ecosystem. The sport’s structure and the sanctioning body’s perceived closed culture made catalyzing changes across the ecosystem challenging, particularly as it pertained to appealing to the unique priorities of each stakeholder. Tracks Two publicly traded companies—International Speedway Corporation (ISC) and Speedway Motorsports Inc. (SMI)—dominated NASCAR-sanctioned events. Of NASCAR’s thirty-six Sprint Cup Series races, approximately 50 percent were held at ISC tracks, 36 percent at SMI tracks, and 14 percent at independent tracks. In addition to their portion of tracks’ 65 percent cut of NASCAR’s television rights deals, track owners’ revenue streams included 100 percent of the proceeds from sponsorships of the tracks themselves and event revenues from race days. Tracks’ share of the overall revenues of the sport differed from that of the venues of other major sports, such as the NFL, Major League Baseball (MLB), National Basketball Association (NBA), and National Hockey League (NHL), in which owners and players captured nearly all of their industry’s revenue, and venues garnered little. Project EVOLVE In summer 2010, Brian further engaged Taylor to lead a team of research companies in conducting what became one of the largest marketing initiatives undertaken by a U.S. sport, Project EVOLVE (Exhibit 5). EVOLVE took a deeper look into the insights generated from the communications audit, with four strategic research focuses: (1) NASCAR’s core equity with fans and how it compared with that of other sports, (2) the broader sports industry’s digital and social communications capabilities and how it compared to NASCAR’s, (3) the level of star power of NASCAR’s drivers, and (4) fans’ live experience on race days. It involved numerous methodologies— ethnographic fieldwork at races, focus groups, expert roundtables, and strategic trend forecasting. NASCAR’s core fan base proved to be less interested in the sport, not only was the traditional passing down of fandom eroding, but existing fans (“Tommys”) were being lost as they migrated to other sports and events that their children were being exposed to through digital and social channels. As the researchers assessed NASCAR’s level of engagement with high-value fan segments, they saw gaps among Hispanics, kids, and Generation Y that represented tremendous potential. Although each of these demographics offered opportunities for growth, they also posed substantial challenges. “For something like developing the Hispanic market . . . the skillset . . . the types of activities that [we] would need to engage in to begin to build a platform . . . we weren’t equipped for that,” said Nyquist.45 In addition, there was some concern among senior leaders about how NASCAR’s traditional core fan base might react if it saw NASCAR making substantial investments in new consumer segments. Event Day Experience Through EVOLVE’s ethnographic studies on race days, the researchers observed groups of friend and family “cohorts” as they attended races during NASCAR’s Chase to the Sprint Cup, the sport’s championship. Each cohort was given tickets to attend one NASCAR race,68 another live sporting event, and one live entertainment event (e.g., a concert). Some cohorts were given no guidance on how to approach NASCAR races, while others were provided a “sherpa,” an expert to advise them on how to prepare and what to do at the track. The ethnography gleaned key insights: many people were unsure of how to be NASCAR fans; the infrastructure and amenities at tracks were in many cases inferior to those of other professional sports venues; and the race day experience was a disappointment from a technology standpoint. When new fans arrived, they were both pleasantly and unpleasantly surprised. “Seats were better and the food was better at the [Kansas City] Royals, but NASCAR was more exciting,” said one female participant.69 Still, the excitement wasn’t sufficient to distract from what spectators perceived to be “run-down” and “inadequate” facilities. They reported that seating was uncomfortable, restrooms were not clean, and jumbotrons were non-existent or not placed where spectators could watch the track while in line for the bathroom or concessions. When they finally reached the front of concession lines, many fans were surprised to find that most tracks did not accept credit cards. Among the most frustrating aspects to fans was also the lack of cell phone access and Wi-Fi. How Should NASCAR Evolve? By April 2011, there was general agreement that many aspects of NASCAR needed to change. The lingering question was how to proceed. Who would lead the ecosystem through these changes? Among the four areas identified in the research, which were the highest priority and should receive greater financial support initially?

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1.What is the case about?

2.What are the important events that occurred in the case?

3.What can we learn from reading the case?

4.What advice do you have for the leaders in the case and/or company in the case?

Question (strategic management)
What involves the strategic management function?
(a) What does formulating a strategy reveals?
(b) Identify any two functions of a management information system.

Message Analysis and Planning

There are two situations described below. Complete each step in full for each situation. Organize the response for this message (create an outline you would use before writing the full message). Use labeling similar to the Positive and Negative message outlines provided in the reading. You may use just the first and third columns for your outline. Write the response. Ensure your response includes proper format, demonstration of the organization you just created, and use of proper words and phrasing.

Situations:

1. You are a new ETSY producer of beaded bracelets. Demand has been so great that you are running a bit longer than the two week turnaround that you promised customers. Now you must write a few customers to tell them there will be a a delay of at least one week. You think these customers understand how ETSY works with small manufacturers.

2. You are a new ETSY producer of beaded bracelets. Demand has been so great that you are running a bit longer than the two week turnaround that you promised customers. Now you must write a a customer to tell there will be a a delay of at least one week. With the colors and customer comments associated with this order, you think these bracelets may be bridesmaid gifts.

Word Limit: 300 words

Write an essay on Professionalism. Explain it in the context of the work you do. For instance, if you are a Police Officer then how do you relate Credibility and the three pillars of credibility to your work? How can you demonstrate that as a Police Officer? Similarly, if you are a doctor or a Fire Fighter or an operator or a PR professional how can you do that? Answer with respect to your own profession

Word Limit: 300 words

.

Note: Plagiarism is strictly prohibited please do not copy from internet

The reference desk of a university library receives requests for assistance. Assume that a Poisson probability distribution with an arrival rate of 8 requests per hour can be used to describe the arrival pattern and that service times follow an exponential probability distribution with a service rate of 11 requests per hour.

1. What is the probability that no requests for assistance are in the system? If required, round your answer to four decimal places.
   
   P₀ = ??
   
2. What is the average number of requests that will be waiting for service? If required, round your answer to four decimal places.
   
   L_q = ??
   
3. What is the average waiting time in minutes before service begins? If required, round your answer to nearest whole number.
   
   W_q = ?? min
   
4. What is the average time at the reference desk in minutes (waiting time plus service time)? If required, round your answer to nearest whole number.
   
   W = ??min
   
5. What is the probability that a new arrival has to wait for service? If required, round your answer to four decimal places.
   
   P_w = ??

Think of two situations from your personal or work activities when you needed to influence someone to do something but you did not possess legitimate power. For each of these situations: Fully describe the situation in detail. Using the theory of the course, describe the source of power that you used to influence the other person. Note: each situation described should use a different source – that is, do not use the same source for both situations. You need to think of two situations and you have to use different sources of power in two different situations.

Using the theory of the course, describe the influencing method that you used. Indicate how the source of power contributed to the ability to influence.