discuss the various form of protection that minority shareholders in a corporation have at their disposal if their interests are being adversely affected.

how quality leaders such as Juran, Deming influenced the elements such as context, planning of ISO 9001: 2015.Write a 1000-1500 word essay that explores how these quality leaders have influenced the elements of ISO 9001:2015 by relating the elements of the Standard to the multi-point philosophies offered by the leaders.

discuss how the Common Law promotes "certainty" both as a system and through principles or doctrines of law. Discuss any statute that seeks to promote "certainty" in Common Law

FLORAL SHOP

1. Present a course of action involving Marketing Planning to improve this business. Organize your answer using bullet points and sections I, II, III, IV, V.

Alyssa’s Floral Shop is a florist shop owned and operated by Jim and Mary Brown (a husband-and-wife team). The shop offers hundreds of floral arrangements together with small gifts; gift items include flowerpots, jewelry, vases, outdoor patio furniture, et cetera. Jim serves as the manager and sales clerk, while Mary specializes in the floral arrangements. Sales of the specialty floral business have been increasing since their opening in 2019, supposedly due to its friendly service and quality offerings. Some clothing items such as sweaters were also added for sale primarily to fill-up available space in the shop. Their major business consists of parties, weddings, funerals, and major one-time special events, in addition to some internet orders and spur-of-the moment purchases. Internet orders comprise of only about 5 percent of their business. Although most sales are generated from loyal customers in the local community, about 20 percent of the sales come from casual buyers.   Most of the customers are women, medium-to-high income category.

The size of the shop is rather large, located in a residential area nearby to a resort town with a population of about 100,000 full-time residents. Although somewhat isolated, about 9 blocks from other stores, the shop is located near a major heavily traveled intersection. Price promotions are essential since there are about 12 competitors in the nearby community. However, although Mary feels that flowers are not considered “special” by most shoppers, there is some concern about diminishing the overall value and image projected. Their promotion strategy for flowers and floral arrangements consists of an advertisement in the Yellow Pages of the local telephone directory, and occasionally in the local newspaper. During busy times, high-school students are hired to assist in order taking. Their task simply entails showing the prospects the display items and processing the transaction.

Assignment: Present at least 3 marketing strategies. For promotion, consider using social media for this business.

A program at SF State is concerned about their graduation rates. Every year they enroll 400 junior-level students, and they’ve been tracking the percent who manage to finish (graduate from) the program in a timely manner. Below are the data for the past 8 years. Express all calculations to 3 significant figures: ie. 12.3% or 0.123 (also 3-decimal spaces).

• Calculate the proportion of the class that graduates each year.
• What kind of control chart should be used in this situation? pChart Justify Why.
• Compute the 3 sigma control limits

Are we in control, give the control

Problem 10-21

Design specifications require that a key dimension on a product measure 105 ± 12 units. A process being considered for producing this product has a standard deviation of three units.

a. What can you say (quantitatively) regarding the process capability? Assume that the process is centered with respect to specifications. (Round your answer to 4 decimal places.)

Process capability index            

b. Suppose the process average shifts to 98. Calculate the new process capability. (Round your answer to 4 decimal places.)

New process capability index            

c. What is the probability of defective output after the process shift? (Use Excel's NORM.S.DIST() function to find the correct probability. Round "z" values to 2 decimal places. Round probabilities to 4 decimal places (0.####).)

Probability of defective output            

SourShocker candies just launched a new tropical flavor gummy worm. They have the following information derived from their testing

WEEK 1

After making improvements, they collected the following data:

WEEK 2

• Create Pareto charts for Week 1 and Week 2
• Did the process improve over time? And, if so, in what way(s)
• If you were SourShocker, and you were going to work on a single complaint for week three, what would you work on

A company that manufactures snow shovels has one plant and two distribution centers (DCs). Given the following information for the two DCs, calculate the gross requirements, projected available, and planned order releases for the two DCs and the gross requirements, projected available, and planned order releases for the central warehouse.

Distribution Center A Transit Time:   2 weeks Order Quantity:   500 units

Distribution Center B

Transit time: 2 weeks

Order Quantity: 200 weeks

Central Supply

Lead time : 1 week

Order Quantity= 600 units

Please show all work.

Personal Selling

Assignment:

The objective for this exercise is for you to better understand and apply the steps used in personal selling. This is an individual assignment.

Please explain how you can use the seven steps of personal selling in the activity of getting a new job. For each step, write 1-2 sentences on how the step relates to job search, interviewing, etc.

The seven steps are:

1. PROSPECTING: The salesperson must develop a list of customers.
2. PREAPPROACH: The salesperson must find and analyze information about each prospect’s specific product needs, current use of brands, feelings about available brands, and personal characteristics.
3. APPROACH: The salesperson adopts a certain manner in contacting a potential customer. The first contact is generally to assess the buyer’s needs and objectives. The prospect’s first impression is usually a lasting one.
4. MAKING THE PRESENTATION: The salesperson must attract and hold the prospect’s attention to stimulate interest. Product demonstrations, listening to comments, and observing responses are important.
5. OVERCOMING OBJECTIONS: One of the best ways to do this is to anticipate and counter objections before the prospect has an opportunity to raise them. Otherwise, deal with objections when they occur.
6. CLOSING: The salesperson asks the prospect to buy the product. Attempt a “trial close” by asking questions that assume the prospect will buy the product. A salesperson should try to close at several points during the presentation.
7. FOLLOW-UP: The salesperson contacts the customer to learn what problems or questions have arisen. This may also be used to determine future needs.

1.   An organization can use a tool that allows members of workgroups and teams to share information, improve communication and assist with efficiency and performance. These tools that have become even more popular with the current pandemic are known as:

a.   collaboration software b.clearinghouse c.work centers d.telecommuting e. media correspondence

2- Two managers given the same information about a problem may see the solution differently because of their expertise and experience with the situation. This is an example of?

a.   selective perception b.verbal intonation c. interdependence d. intuition    e. noise

3- Any time a customer completes a satisfaction survey about their shopping experience, they receive a "$10 off your next purchase" coupon. This represents:  

a. a standard decision. b. cognitive dissonance. c. a nonprogrammed decision. d. experience. e. a decision rule.

4-  You are the manager at a large manufacturing plant. Last year you authorized the expenditure of $500,000 for what you thought was a promising new project for the company. So far, the results have been disappointing. The employees running the project say that with an additional $300,000 they may be able to turn things around. Without your approval of extra funding, there is little hope. Although persistence may seem irrational from the organization’s point of view, you make the decision to authorize the additional spending because you do not want to admit error and expose your mistakes to the board of directors. No one wants to appear incompetent. This is a clear example of ______________

a.miscommunication b. escalation of commitment c. information overload    d.misperception e.crisis communication

Answers should be unique and should be a copy

Please provide your responses for the following pricing strategy scenarios as practiced in corporate world. Make sure your analysis is well grounded in theories and concepts related to pricing decision making. (150 to 200 words each)

--The Subway sandwich chain was not fully satisfied with the initial performance of its line of healthful fast foods, which were more expensive than alternatives offered by McDonald's and other competitors. But the company was able to boost sales by obtaining an American Heart Association endorsement for its products. Explain this move in terms of perceived value (PV).

--Traditional newspapers have lost millions of subscribers for free news websites. Instead of providing its own content at no charge, the New York Times and Company erected a pay wall-in other words, readers must pay to access most of its newspaper's stories. Explain this issue as a price customization strategy.

--Many consumers are willing to pay a significantly higher price for Perdue chicken for no-name supermarket poultry. This is a testament to the company's success in differentiating its product as being of higher quality than generic brands. Which general price indicators of price sensitivity are illustrated by Perdue's ability to command a high price?

In 1989, Mr Chan Wing On and Mr. Yuen Chi Ming among others founded their first restaurant under the “Tai Hing” brand in Sai Wan Ho, Hong Kong. Through years of development and integrating traditional and innovative business philosophies, Tai Hing Group Holdings (太興集團控股有限公司) gradually expanded from a humble siu mei style restaurant to one of the largest multi-brand casual dining restaurant operators in Hong Kong and established a chain of over 200 restaurants across Hong Kong, Mainland China, Macau and Taiwan. By adopting a multi-brand business model when expanding the market, in addition to the flagship “Tai Hing” brand restaurant, the group has grown their brand portfolio through a mixture of in-house development, acquisitions and licensing including the Taiwanese themed “TeaWood”, “Trusty Congee King”, “Men Wah Bing Teng”, “Phở Lê”, “Tokyo Tsukiji”, “Fish & Farmer”, “ Rice Rule” , “Hot Pot Couple” , “King Fong Bing Teng”and "Asam Chicken Rice". With its core values of “People Oriented”, “Value Every Customer”, “Focus on Quality”, and “Create New Chances” and its implementation of a stringent “5-S” management system aimed to Structuralize, Systemize, Sanitize, Standardize, and Self-discipline, Tai Hing has been the recipient of numerous awards as recognized by professional judges and the general public for its quality products, friendly services, and comfortable dining environment.

        To facilitate and streamline food production across its restaurants in Hong Kong, Tai Hing Group owns its own independent production and logistic center that sets a highly standardized production process and allows employees to provide close control over product development and production process to achieve the highest quality in its food products. In 2008, Tai Hing Group established a large food factory in Fo Tan in 2008 that boasts an area of approximately 158,414 square feet and currently supports all of their restaurants in Hong Kong.

        In 2016, to improve the standardization and effectiveness of the operations in Mainland China, the Group commenced construction of the Mainland China Food Factory, which commenced operation in October 2018 and houses an approximate gross floor area of 253,430 square feet. It mainly produces cured meat, frozen products and canned milk tea. It is estimated that the Mainland China Food Factory is able to support approximately 200 restaurants in Mainland China and the production of certain products for its restaurants in Hong Kong.

        The Group’s Food Factories enables the centralization of the food ingredients and supplies purchasing, food processing, quality control of raw materials, semi-processed or processed food ingredients, as well as packaging, warehousing and distribution functions. Additionally, as food safety and quality are the Group’s highest priorities, the Group applies the food safety and quality management principles embodied in various quality standards issued by the ISO in the Food Factories quality control system, and has quality assurance personnel implementing quality control policies and procedures. For example, the siu mei production unit of Tai Hing Group’s Hong Kong Food Factory has obtained ISO 22000 accreditation for food safety and quality management system in 2013. The Group’s quality control team oversees quality control at each stage of food processing in accordance with the formulated food processing procedures and HACCP (Hazard Analysis Critical Control Point) standard to ensure food safety.

        In local Hong Kong, although customers typically have a high demand for good quality casual dining experiences, Tai Hing’s Hong Kong business has been challenging since late May of 2019 due to political unrest and the subsequent emergence of Covid-19. Weak market sentiment impacted the quick service restaurant business and casual dining brands, particularly the dinner segment and weekend sales, as well as outlets located in shopping and commercial areas. In the year ended December 31 of 2019, although Tai Hing’s revenue increased by approximately 4.0% to HK$ 3,252.3 million (2018: HK$ 3,126.1 million), due to increased staff costs, depreciation and amortization, and other increased costs and expenses, the net profit for the year ended 31 December 2019 was only HK$76.9 million (2018: HK$304.9 million).

        According to figures published by the Census and Statistics Department, the value of total restaurant receipts in July to September decreased HK$3500 million compared to the same quarter in 2018. Although the fast food restaurant sector still recorded incremental growth, the economic hardships inflicted by the coronavirus pandemic predict tough times ahead for the casual dining industry. Given customers’ increasing sensitivity to price, the Tai Hing Group will be very cautious on price adjustment.

        The Tai Hing Group expects market sentiment may take some time to improve, especially in a highly competitive restaurant industry in Hong Kong. Whilst taking a prudent approach in managing cash flow, controlling costs and improving productivity, they will continue to focus on customer service and dining experience, as well as product quality, which will drive same store sales growth. Hong Kong is the Group’s key market, and Tai Hing Group is committed to striving to incorporate innovative methods to support its industry’s development by actively exploring opportunities to adopt automated food processing machines in restaurants, creating a safer and healthier working environment, and increasing operational efficiency to ensure consistency in dish portion and quality.

Question: Given the background and position of Tai Hing Group, use your knowledge of different types of strategies to make 3 strategic recommendations for Tai Hing Group Holdings to achieve strategic competitiveness. Support your recommendations with well-developed arguments and appropriate examples.

For manufacturing operations, it is sometimes wise to disperse them – as a means of controlling risk, or where the shipping cost of getting to the customer is a high percentage of the total product cost. What are any two reasons why you might elect to centralize manufacturing all in one spot, rather than dispersing?