Give an example for each type of market.

(Automobile leasing problem) Sundown Rent-a-Car, a large automobile rental agency operating in the Midwest, is preparing a leasing strategy for the next six months. Sundown leases cars from an automobile manufacturer and then rents them to the public on a daily basis. A forecast of the demand for Sundown’s cars in the next six months follows: MONTH MARCH APRIL MAY JUNE JULY AUGUST Demand 420 400 430 460 470 440 Cars may be leased from the manufacturer for either three, four, or five months. These are leased on the first day of the month and are returned on the last day of the month. Every six months the automobile manufacturer is notified by Sundown about the number of cars needed during the next six months. The automobile manufacturer has stipulated that at least 50% of the cars leased during a six-month period must be on the five-month lease. The cost per month on each of the three types of leases are $420 for the three-month lease, $400 for the four-month lease, and $370 for the five-month lease. Currently, Sundown has 390 cars. The lease on 120 cars expires at the end of March. The lease on another 140 cars expires at the end of April, and the lease on the rest of these expires at the end of May. Use LP to determine how many cars should be leased in each month on each type of lease to minimize the cost of leasing over the six-month period. How many cars are left at the end of August?

Show objective function and constraints

Should the management of volunteers require the application of management principles different from those used in managing paid employees?

Given the following information, complete the planned order releases and projected on-hand balances for component part X.

Q = 60, LT = 3 weeks, Safety Stock = 5

Respond to the following in a minimum of 175 words:

Discuss the advantages and disadvantages of using the ADDIE 5 Step Training Process.

Summarize how you would implement the ADDIE model in a training department.

You are booking tickets for a flight to Brazil, the Cessna airplane only has 10 tickets. It is common knowledge that only 85% of people who buy plane tickets actually make it to the gate, so the airline sells 11 tickets for your flight. What is the probability that there will be at least 1 empty seat?

Consider having these three leadership weaknesses:

1- Self-critical

2- Adaptability

3- Multitasking

Provide S.M.A.R.T goals for each discussing it in a manner of Specific, Measureable, Attainable, Realistic, Time-bound.

It's always a source of pride and amazement for me how applicable the lessons I learned in the Marine Corps are to so many aspects of civilian life. Indeed, many of the 11 Marine Corps leadership principles lend themselves perfectly to preparing for and engaging in a negotiation, another one of my favorite subjects.

Before combat, Marines diligently prepare and train. The same type of persistent preparation is needed for a successful negotiation.

Here are a few leadership principles from my experience serving as a U.S. Marine that inform my approach to every negotiation.

Know yourself and seek self-improvement: When entering into a negotiation, be confident in your authority, ability, and strengths. You (should) have prepared long and hard for this moment; don't be intimated by your opponent's prestige, title, or other accomplishments. That said, it's critical to be mindful of how you typically react in uncomfortable or unpleasant situations or to disagreeable comments, so if such a situation arises (and it will), you won't lose your cool. Anticipate your opponent's viewpoints, including those that might make your blood boil, and be prepared with reasonable alternatives that can help push the negotiation forward (rather than sitting there steaming). Be technically and tactically proficient: Marines live on a regimented schedule. This type of constant repetition allows them to be ready at any given moment for combat. A skilled negotiator will thoughtfully prepare and practice leading up to the negotiation. Earn your seat at the table by always learning and improving. Everyone (myself included) needs practice; once you think you know it all, you're done. Set the example: Be prompt for the meeting. Better yet, arrive early to give yourself time adjust to the environment and review any documents before you begin. During the negotiation, actively listen to the other person. Often, when it's our turn to listen, we are instead passing judgment, preparing our response, or even daydreaming, none of which will help you craft a purposeful response when it is your turn to speak. Set the tone for a respectful negotiation by paraphrasing the other side's viewpoint back to them, which helps you demonstrate empathy, understanding, and respect. Without these, your negotiation will go nowhere. Keep your Marines informed: It's essential that you create a transparent bond between you and your client or team with regard to the negotiation process. Transparency builds trust, so be honest with your client and team members. If you're a real estate broker whose client has asked for an update, don't dance around the fact that the seller won't budge from the asking price. Seek responsibility and take responsibility for your actions: Negotiators often focus their position too narrowly. Show that you have done your research and are conscious of your opponent's interests. Following the negotiation, own up to issues you could have handled better, and use that to inform your next negotiation.

The U.S. Marine Corps is all about mission, discipline and dedication. Stay focused and work hard to maximize your chances of success.

In this article, Joe Campolo, the managing partner of his law firm who previously served in the U.S. Marine Corps - 1^st Battalion, 5^th Marines, shares his thoughts on how the Marine Corps leadership principles can help one prepare and engage in negotiation.

Answer the following questions: What are the Marine Corps leadership principles that can help one prepare and engage in negotiation? Which one or ones do you think are most critical and why?

What are some long-term contracts that Ford Motors is facing as an investor need to know to make an investment? [200 words or more][Will give thumbs up]

Post the definition of an adhesion contract and an example of how dry cleaners or movie theater might have an adhesion contract with the customers.

The level and the nature/type of diversification have different implications on company’s performance (check lecture video as well as lecture note). Amazon hardly recorded any profit until 2016 which is very surprising given that Amazon is an established big company with reputation. Think about industries that Amazon expanded into over its history. Do you think such a rather disappointing performance for many years could be attributed to its too much diversification by expanding too different industries? Explain what you think.

Identify and explain the key processes required for effective project risk management

1. Plan Risk Management :

2. Identify Risks :

3. Perform Qualitative risk analysis:

4. Perform Quantitative risk analysis:

5. Plan Risk Responses:

6. Control Risks:

The Rise and Fall of Nokia in Mobile Phones

Nokia emerged from Finland to lead the mobile phone revolution. It rapidly grew to have one of the most recognisable and valuable brands in the world. At its height Nokia commanded a global market share in mobile phones of over 40 percent. While its journey to the top was swift, its decline was equally so, culminating in the sale of its mobile phone business to Microsoft in 2013.

With a young, united and energetic leadership team at the helm, Nokia’s early success was primarily the result of visionary and courageous management choices that leveraged the firm’s innovative technologies as digitalisation and deregulation of telecom networks quickly spread across Europe. But in the mid-1990s, the near collapse of its supply chain meant Nokia was on the precipice of being a victim of its success. In response, disciplined systems and processes were put in place, which enabled Nokia to become extremely efficient and further scale up production and sales much faster than its competitors.

Between 1996 and 2000, the headcount at Nokia Mobile Phones (NMP) increased 150 percent to 27,353, while revenues over the period were up 503 percent. This rapid growth came at a cost. And that cost was that managers at Nokia’s main development centres found themselves under ever increasing short-term performance pressure and were unable to dedicate time and resources to innovation. While the core business focused on incremental improvements, Nokia’s relatively small data group took up the innovation mantle. In 1996, it launched the world’s first smartphone, the Communicator, and was also responsible for Nokia’s first camera phone in 2001 and its second-generation smartphone, the innovative 7650. Nokia’s leaders were aware of the importance of finding what they called a “third leg” – a new growth area to complement the hugely successful mobile phone and network businesses. Their efforts began in 1995 with the New Venture Board but this failed to gain traction as the core businesses ran their own venturing activities and executives were too absorbed with managing growth in existing areas to focus on finding new growth.

Corporate culture is one of the strategic and competitive advantages of Nokia. “Connecting people” is the catch phrase which means the physical facilities of the company. Nokia buildings hold the strong corporate image. Nokia has four main values and principles at his heart of its corporate philosophy: customer satisfaction, respect for individuals, achievement and continuous learning. However, there are some basic differences between organisational culture and national culture. These are: leadership style, organisational policies and procedures, organisational and operational structure, recruitment and selection procedures and measuring the performance of the employees and reward systems, global team and leadership development.

Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganization into a matrix structure. This led to the departure of vital members of the executive team, which led to the deterioration of strategic thinking. By this stage, Nokia was trapped by a reliance on its unwieldy operating system called Symbian. While Symbian had given Nokia an early advantage, it was a device-centric system in what was becoming a platform- and application-centric world. To make matters worse, Symbian exacerbated delays in new phone launches as whole new sets of code had to be developed and tested for each phone model. By 2009, Nokia was using 57 different and incompatible versions of its operating system.

At the same time, the importance of application ecosystems was becoming apparent, but as dominant industry leader Nokia lacked the skills, and inclination to engage with this new way of working. By 2010, the limitations of Symbian had become painfully obvious and it was clear Nokia had missed the shift toward apps pioneered by Apple. Not only did Nokia’s strategic options seem limited, but none were particularly attractive. In the mobile phone market, Nokia had become a sitting drop to growing competitive forces and accelerating market changes. The game was lost, and it was left to a new CEO Stephen Elop and new Chairman Risto Siilasmaa to draw from the lessons and successfully disengage Nokia from mobile phones to refocus the company on its other core business, network infrastructure equipment.

Questions

Q1. Discuss the main competitive advantages used by Nokia?

Q2. How Nokia lost its position to another competitors?

Total: (500 words).

Higher courts are reluctant to review a lower court's factual findings. Should this be so? Would appeals be fairer if appellate courts reviewed everything?