Can I have an external environmental analysis related to PESTLE or the 5 forces for Starbucks, please?

Business Law Question

Alina, a chef who has never owned her own restaurant, sues a builder who failed to finish building her first restaurant on time. She presents evidence of the profits made by similar restaurants that have been in business for some time. Is this good evidence of the damages she has suffered because of the delay? To what damages is she entitled?

a)Fill in the network diagram below

b-Clearly List your critical path

c-What is the shortest time need to complete the project (without expediting)?

d-To expedite the project by two weeks, which activities will you crash? Crashing cost?

You create a policy and a procedure to accompany improved census process for a rehabilitation facility.

1. What is the primary goal of queuing analysis?

2. Briefly explain how artificial variability hinders smooth flow scheduling.

3. Briefly describe the steps and purpose of Delphi method.

4. Explain the benefits of a vendor-managed inventory (VMI) system for the supplier and for the customer.

5. How does SCM support the quality, delivery, and flexibility competitive priorities?

Projects are most likely to succeed when they have clear objectives, a realistic schedule and executive leadership.

What are several key project success factors? Is perception important, and why?

Cereal Inc.

Overview

You’re a product manager for Cereal Inc., in charge of the “Super-Bran Flakes” brand and are considering a new advertising campaign for the cereal. Previous campaigns emphasized a link between the cereal and consumer health by showing in print and media ads healthy active people eating the cereal after running, biking, rock climbing, etc. You have maintained your market share, though are always on the lookout for a breakthrough advertising campaign that would increase sales.

Your assistant has been reading recent medical research on the link between vitamin B₁₂ and cancer which suggests that high B₁₂ consumption is associated with lower incidences of some forms of cancer. Super-Bran flakes is fairly high in vitamin B₁₂, which is added artificially in the manufacturing process. You know that advertisements linking your cereal to cancer reduction would have the potential to provide a significant increase in sales.

The Research

The research on the link between vitamin B₁₂ and cancer is in the very early stages. A couple of recent studies on rats have identified a statistical correlation between consumption of B₁₂ and a reduced risk of some cancers. But correlation doesn’t mean causation -- it isn’t clear yet to researchers that the B₁₂caused the cancer reduction in the lab animals. Or if it did produce cancer reduction how much B₁₂ the average human would have to consume, and in what form (e.g., an artificial additive vs. naturally occurring) to significantly lower cancer risk. And researchers do not know if negative health effects might result from too much B₁₂ consumption.

Dilemma

Your assistant is suggesting that you produce a new line of advertisements that links vitamin B₁₂ with cancer reduction, saying “research shows that vitamin B₁₂ is associated with a reduced risk of cancer,” with the tag line that “Super-Bran flakes is a great source of vitamin B₁₂!” He argues that the ad is not deceptive because it is technically true, plus if it turns out that B₁₂ does not reduce cancer it probably won’t hurt consumers to eat more of your cereal.

You wonder whether “technically true” is the same as “not deceptive.” You are further concerned about research that shows that when consumers feel they are doing something healthy in one part of their diet they sometimes cut back on healthy alternatives in other parts of their diet. This challenges the assumption that eating more of your cereal will do no harm, as does the uncertainty about whether the overconsumption of B₁₂ mightcause negative health effects.

1. Do you agree with your assistant’s recommendation? On what ethical basis(es) do you justify your answer (i.e., profit maximization, utilitarianism, universalism).

2. If you don’t agree with the recommendation, what decision would you recommend, and why?

Topic: Federal and state collaboration efforts, Health Information Security and Privacy Collaboration (HISPC) I LIVE IN ARKANSAS

Question/Prompt: Research what federal and state collaboration efforts (if any) exist for the state in which you live and/or practice. Does your state currently participate in Health Information Security and Privacy Collaboration (HISPC)? If not, are there plans to become involved in this partnership? Finally, why is this collaboration important? Information should be available through your state's Department of Health or at the HealthIT.gov page on HISPC (http://www.healthit.gov/policy-researchers-implementers/health-information-security-privacy-collaboration-hispc).

What other possibilities are there for locating a Business Analytics Competency Center in an organization? When might one of these other options be appropriate?

What are the differences among information strategy, information architecture, and information technology? How do these interact in a business?

In some organizations, business analytics is considered part of IT, and the Business Analytics Competency Center reports to the IT department. What might the advantages and disadvantages of this arrangement? In what kinds of organizations would this be the best choice?

Scenario 1: Using IT to Gain a Competitive Edge

Judiciously leveraging advances in IT is a fundamental enabler of SHR’s business strategy. In fact, SHR is recognized within the industry as a leader in the use of IT to gain operational efficiencies. For example, SHR implemented electronic data interchange (EDI) with its primary vendors several years ago to streamline its purchasing process and to maintain an uninterrupted ow of incoming inventory to its distribution centers and retail stores. The company places special emphasis on IT controls.

Illustrative business objectives and associated risks pertinent to SHR’s heavy reliance on IT are expressed as follows:

Business Objective 1: Align the company’s IT strategies with its business strategies. Judiciously leverage advances in IT to streamline the company’s business processes and information systems, gain operational efficiencies, and increase shareholder value.

Business Risk 1a: Insufficient, irrelevant, unreliable, inaccurate, and/or untimely information may cause management to make poor IT investment decisions.

Business Risk 1b: Failure to effectively and efficiently integrate acquired IT resources into business processes may adversely affect operational performance and cause unacceptable returns on IT investments. Business

Objective 2: Safeguard the company’s resources against misuse and loss.

Business Risk 2: Unauthorized company personnel and/or outside parties may access the company’s information systems and misuse or misappropriate proprietary information and other assets.

Business Objective 3: Accurately record all valid, and only valid, purchase transactions on a timely basis.

Business Risk 3a: Failure to record a valid purchase transaction may cause inventory and accounts payable to be understated.

Business Risk 3b: Recording an invalid purchase transaction may cause inventory and accounts payable to be overstated.

Business Risk 3c: Recording a valid purchase transaction in the wrong accounting period may cause inventory and accounts payable to be understated or overstated. Auditing Entity-Level Controls

Business Objective 4: Process purchase transactions efficiently, that is, with a minimum of time, effort, expense, and waste.

Business Risk 4: Disruption or corruption of electronic transmissions between the company and its EDI vendors may cause delays in processing purchase transactions, which in turn will cause inventory shortages at the distribution centers and retail stores.

Use the business objectives and risks stated above as the basis for answering the following questions. As he or she deems necessary, your instructor will facilitate the formulation of collective answers to certain questions that will serve as uniform starting points for answering subsequent questions. Students may want to refer to chapter 7, “Information Technology Risks and Controls,” as they complete the Scenario 2 Activities.

Scenario 1 Activities to Answer Questions 1-4 including parts A & B on 2 &4.

1. SHR’s senior management team understands the importance of aligning the company’s IT strategies with its business strategies. Identify two types of IT strategic decisions senior management already has made or is likely to make in the foreseeable future. Clearly explain the linkage between these IT strategic decisions and SHR’s business strategies.

2. Sound decision-making requires high-quality information.

a. What information does senior management need to make informed IT strategic decisions?

b. Identify the entity-level controls you would expect to be in place to ensure that senior management has high-quality information upon which to base its IT strategic decisions.

3. Explain what role, if any, internal audit should have in the IT strategic decision-making process.

4. One of SHR’s business strategies is to selectively acquire companies that complement its core competencies.

a. Explain the effects a business acquisition could have on the inherent risk of failure to effectively and efficiently integrate acquired IT resources into its business processes.

b. Describe the entity-level controls SHR should have in place to mitigate these effects.

Analyze the effects of foundation accords, governance accords, and change accords on the success of a strategic alliance.

• How should the organization’s overall strategy drive the accords?
• What are the potential risks and benefits associated with each type of accord on the success strategic alliances?
• Which type of accord do you consider most important for the long-term success of the strategic alliance? Why?

How is e-commerce different from traditional retailing? Explain your perspective on the idea: “Seamlessly merging the online and offline worlds is the ultimate aim – how retailers and shopping center owners do that is what makes the retail sector one of most thrilling and pioneering around.”