Use examples to discuss the different capabilities needed by foreign companies to be successful in China.

Outtel manufactures tablet computers. These tablet computers are manufactured in Seattle, Columbus, and New York and shipped to retail stores in Pittsburgh, Austin, Denver, Los Angeles and Washington D.C. These retail stores require 420, 290, 320, 510, and 370 tablet computers, respectively. Seattle plant can manufacture up to 720 tablet computers. Columbus plant can manufacture up to 670 tablet computers, and New York plant can manufacture up to 590 tablet computers. Shipping costs per tablet computer between plants and retail stores are given in the following table: Retail Store Plant Pittsburgh Austin Denver Los Angeles Washington Seattle $10.5 $12.6 $7.2 $6.4 $9.8 Columbus $3.6 $18.1 $9.6 $10.6 $5.7 New York $2.9 $17.5 $10.1 $12.4 $3.2 a) Develop a network representation of this problem. b) Formulate a linear programming model that can be used to determine the amount that should be shipped from each plant to each retail store to minimize the total cost. (Write the complete model for the problem. Make sure to give clear definitions of your decision variables). c) Solve the problem by using Excel Solver (Hand-in the one-page value and one-page formulas printouts for the problem).

search and seizure differ between criminal investigations, administrative searches and inspections regarding regulated businesses? Explain fully, givin exampled of each Business Law 285

Discuss why the central limit theorem is so important in quality control. 200-250 word reply please

What is the pricing strategy of the heinz ketup and justify why the company is using that particular pricing strategy?

Compare and contrast management and leadership functions and traits.

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

6. What are the pros and cons of online shopping grocery chain?

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

4. What could have prevented the shutting down of KOZMO?

Innovation is a term that is frequently heard in the business world today.

Respond to the following questions in 500 600 words.

Why is innovation so important to an organization?

What is the entrepreneurial mindset, and how does it relate to innovation?

What are the two types of internal innovations? How are they different from each other? Explain, using one example of each typ

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

2. Based on your reasoning, List the factors and reasons for Kozmo’s failure

Consider the following newsvendor environment with sales season in August (school year start). We are now in late-April and the best forecast for demand in August is that it is normally distributed with a mean of 4000 units and a standard deviation of 1000. We can buy now from a Chinese supplier at 6 $ per unit. Lead time for this order is 3 months, so an order placed now will be delivered before August. The item sells for 12 $ per unit. Inventory left over at end of August has to be discounted with a salvage value 2 $ per unit.

1.How many units do you buy now from China (only one order is placed)? If the Chinese supplier’s variable cost per unit is 50 cents, calculate the Chinese supplier’s profit for your order quantity. Do you expect to make more or less profit than the Chinese supplier? Explain.

2. Suppose in late June we will get to know the demand for August perfectly (our major customers place early orders); this is the demand forecast update. In late June, we can buy from a quicker but more expensive local supplier. The unit cost is 8 $ per unit and the lead time for orders is one month (so delivery is by late July, before the August selling season). In this case, how many units do you buy now from the Chinese supplier (knowing you can buy again later from the local supplier)? Explain your logic.

Many amendments in the Bill of Rights contain language that plays an everyday, yet a highly important role in our justice system. Describe and discuss the most significant of these particular rights, and their role in American criminal justice. You should address four (4) of such rights (4-6th, 8th amendments) contained in the Bill of Rights. Be sure your answer discusses the origin and notable exceptions to the exclusionary rule.

SE 20-1 Audio Visual Corporation

Describe several career development programs that would be useful for individuals planning on making a career or job change. Suppose they have worked in one field for 7-10 years (e.g., engineering) and have decided to switch jobs (e.g., to consulting). How should they prepare for this change?