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?

Before you conduct the research, you may study:

Relevant textbooks (e.g., Supply Chain Management, Operations Management) on these subjects.

• Review and study relevant journal articles, newspapers, magazines, etc.
• Limit your assignment to no more than 2 pages (single space).

Supply Chain Management (SCM) is the integration of key business processes from initial raw material extraction to the final customer, including intermediate processing, transportation, and storage activities and final sale to the end customer. Today the practice of SCM is becoming extremely important to achieve and maintain competitiveness. Many firms are just now beginning to realize the advantages of supply chain integration.

(a) Discuss the strategically important reasons for adopting Supply Chain Management?

(b) SCM is not without problems. Adopting SCM often involves risks and negative
      consequences. Other than the Bullwhip effect, what are the potential negative aspects (e.g.,
      drawbacks, risks, any other undesirable consequences) of Supply Chain Management? You
      may utilize current real world examples (e.g., Coronavirus Pandemic) in making your
      arguments.

16-5 The text notes that it is unclear how effective corporate codes of conduct are in achieving the desired behavior from members of the organization. Identify a recent corporate ethics scandal (e.g. Volkwagen and Dieselgate or Wells Fargo and creating fake accounts) and find the company’s code of ethics online. Provide a summary of the scandal and identify how the behavior that created the scandal violates the code and any ways it did not. Explain how the code might need to be changed to reduce the odds of this happening in the future.

13-3 What is the role of the engineer in the 4Ps of marketing? How does this change for the engineering manager?

Please read and answer questions 1 and 2 please.

Self-Coaching Action How can you make sure that you are learning from your experiences and developing the grit necessary to make things happen? Set aside some time to think about a time when you suffered a severe disappointment, setback, or even failure when working toward a goal. It could have been in school, in the workplace, or in your community. It could have been years ago or very recently. With that experience in mind, make some notes in your leadership journal about your reflections on these two questions:

1. How have you reframed this experience so you could recover and move on?

2. What helped you bounce forward from it?

Take the lessons learned from this experience and apply them to the next time you face a setback. One of the key methods for developing resilience is to learn from every experience you have in life. Connecting the dots of your various experiences gives you greater clarity about the things that matter the most to you and enhances

Think about the culture of the company where you currently work or where you have previously worked.

Describe the culture of the organization.

Do you "fit" with that organization's culture? Why or why not?

1)because some companies have been conducting have been conducting market research for many years on particular market they are interested in, they understand the characteristics of target customers. For this reason, when should marketing research not be undertaken?

a. when the actual costs are less than the forecasted benefits

b. when there is no secondary data in existence of guide the project definition

c. when the perceived costs are the same as the forecasted benefits

d. when the research would be redundant and waste of money

2) what specifies the research questions to be answered, how and when the data will be gathered, and how the data will be analyzed?

a. the research design

b. secondary data use plan

c. the sampling plan

d. the research collaborative plan

3) what can marketing managers use marketing research for?

a. to implement a sales promotion

b. to improve the quality of their decision making

c. to learn how to more efficiently respond to customers

d. to find out why a marketing plan failed to launch

"it is a questionable honour to be a professional in today's society." Discuss this statement in light of the expansion of professional liability and the reasons for the expansion. Also comment on how many professionals can now protect themselves and their property from claims against them in terms of liability

Please read and answer the question, thank you!

Self-Coaching Action

Reflecting on and writing about experiences is a very powerful tool for supporting people going through stressful situations. The reflections help you see what you did in the past that you can learn from and apply to your current situation. You can realize your own capacity for courage. In your leadership journal write about a time in your life when you believe you demonstrated courage, whatever you understand that to mean. Your story can relate to something recent or in your distant past. It can be about something that occurred at work, at school, in your community, or in any setting. In talking to people about their experiences with courage, we've found that some folks struggle with the notion that they might have acted courageously. If you have this initial response, that's pretty normal.

To get started, you might begin by completing this sentence several times until you settle on something you want to think reflect on more deeply: “It took courage for me to ___________________________________________.”

Then, write down your answer to this question: “In that moment of courage what lessons did this teach me about courage?” You are a courageous person, so keep working on strengthening that courage muscle, and it will be ready for the unexpected fears and uncertainty you will face in becoming the best leader you can be.

The current problem with healthcare and other government-driven applications has many facets. It has been reported that several states' healthcare systems and basic labor software were written in the 1970s or earlier and written in COBOL and in Basic. Two languages that work just fine except they are old and the programmers that know how to write patches and updates and are old. The programs work though needing upgrades and patches to bring them up to current specifications and need to service far more transactions per second than they were designed.

The cost for upgrades and patches plus changing the capabilities of the code to match current demands is expensive. The cost of rewriting everything in a modern code Java, JavaScript and or Python is extremely costly.

What should be done? How could you solve this using The Pros and Cons, SWOT analysis, or even Cost-Benefit Analysis?

What are the business mechanisms that are available to stimulate and support innovation and investment in Ontario’s and/or Canada’s bio economy with particular reference to forest

bioeconomy.

Benchmark and compare Canadian and Ontario’s examples to programs from jurisdictions within the European Union (preferably individual Scandinavian States) and the EU itself

1. What is the current inventory of available options?

2. Identify possibly opportunity gaps;

3.How do they track in relation to Technical Readiness Level (TRL)?

4. Identify and compare qualification brackets (program eligibility);

5. Identify and compare those associated standard and specialized performance metrics of various programs;

6. Create a visualization map of Ontario’s and Canada’s business mechanisms, overlaid by research investment and business investment;

7. Identify or develop best case examples drawn from the comparison state or Canada (explain how and why).

Select one country from each continent,and analyse their tax structure.Make a table so that i can understand it better.

(I need atleast 1000 words and need the answer in tabular form only)