Choose an industry that interests you.

Compose an status report using the Internet, LexisNexis or other industry source, current periodicals, and interviews with people in the industry.

In your estimation, does this industry have potential for new business opportunities? If so, where do those opportunities lie?

After gathering finding deliver an analysis in at least three hundred words, indicating sources used to develop conclusions.

Summarize the new venture creation process and the life cycle of a new venture from idea development and launch through growth and various exit strategies.

Select the correct choice for each question

Workers at station producing output in a process would probably be considered

Natural gas to heat office space where the CEO/CFO work would probably be considered

Electricity to run machines that produce output would probably be considered

Costs that change as output level changes are considered CEO and CFO salaries would probably be considered

Costs that do not change as output level changes are considered

Pick from these options: Variable cost fixed cost

Discuss briefly the role of the airport security coordinator and that of airport law enforcement. How do you envision them working together in the common goal of providing security at airports?

Fundamentals Of Destination Management And Marketing

Briefly explain the expectancy model of motivation.

Tesco-Case Study

Tesco is the UK’s largest food retailer, with a sales turnover of more than 67.5 billion. While it has some 638 stores in central Europe, and some 636 in the Far East, most are in the United Kingdom and Northern Ireland, where it has nearly 1,800. This number has increased rapidly as Tesco entered the convenience store market with deals such as the Tesco Express alliance with Esso to run grocery shops at petrol stations. The product range held by the stores has grown rapidly in recent years, and currently stands at 65,000 stock-keeping units (skus) depending on the size of the store as Tesco broadens its presence in the ‘non-food’ market for electrical goods, stationery, clothing and the like.This massive range is supported by 3,000 suppliers, who are expected to provide service levels (correct time and quantities) of at least 98.5 per cent by delivering to Tesco within half-hour time ‘windows’. Volumes are equally impressive. In a year, some 2.5 billion cases of product are shipped from suppliers to the stores.

Tesco states that its core purpose is ‘to create value for customers to earn their life- time loyalty’. Wide product range and high on-shelf availability across that range are key enablers of that core purpose. So how do you maintain high availability of so many skus in so many stores? This question goes to the heart of logistics management for such a vast organisation. Logistics is about material flow, and about information flow. Let us look at how Tesco deals with each of these in turn.

Tesco operates Composite distribution centres (called regional distribution centres, RDCs), which can handle many products at several temperature ranges. The opportunity is to provide a cost-effective daily delivery service to all stores. Typically, a composite distribution centre can handle over 60 million cases per year on a 15-acre site. The warehouse building comprises 25,000 square metres divided into three temperature zones. Each distribution centre (DC) serves a group of between 100 and 140 retail stores. Delivery vehicles for composite depots can use insulated trailers divided into chambers by means of movable bulkheads so they can operate at different temperatures. Deliveries are made at agreed, scheduled times. Ambient goods such as cans and clothing are delivered through a separate grocery distribution network which relies on a stocked environment where orders are picked by store. This operation is complemented by a strategically located trunking station which operates a pick to zero operation for fast-moving grocery on merchandise units that can be placed directly on the shop floor.

So much for the method of transporting goods from supplier through to the stores, but how much should be sent to each store? With such a huge product range today, it is impossible for the individual store to reorder across the whole range (store-based ordering). Instead, sales of each product line are tracked continuously through the till by means of electronic point of sale (EPOS) systems. As a customer’s purchases are scanned through the bar code reader at the till, the sale is automatically recorded for each sku. Cumulative sales are updated every four hours on Tesco Information Exchange (TIE). This is a system based on Internet Protocol that allows Tesco and its suppliers to communicate trading information. The aim of improved communication is to reduce response times from manufacturer to stores and to ensure product availability on the shelf. Among other things, TIE aims to improve processes for introducing new products and promotions, and to monitor service levels. Based on the cumulative sales, Tesco places orders with its suppliers by means of electronic data interchange (EDI). As volumes and product ranges increased during the 1990s, food retailers such as Tesco aimed to destock their distribution centres by ordering only what was needed to meet tomorrow’s forecast sales. For fast-moving products such as types of cheese and washing powders, the aim is day 1 for day 2: that is, to order today what is needed for tomorrow. For fast-moving products, the aim is to pick to zero in the distribution centre: no stock is left after store orders have been fulfilled and deliveries to stores are made as soon as the product is picked, which increases the stock availability for the customer. The flow of the product into the distribution centre is broken into four waves and specific products are delivered in different cycles through the day. This means that the same space in the distribution centre can be used several times over.

Question-Case study

Differentiate between Tesco’s logistics and marketing channels ?

Take an existing product/brand and critically evaluate the marketing strategy (including the current advertisement) for that product/brand using the tools and concepts learnt in the course.  Develop a better marketing strategy and provide justifications for your new strategy.

Define quality, quality control, quality assurance, total quality management, corporates social resposibility.

Read and analyze the scenario below. Using Microsoft Word, answer the questions posed. You must use the law you learned to support your answers. Your assignment should be a minimum of 1 full page and follow these guidelines: 12-point Times font One inch margins Double-spaced Correct spelling, grammar and sentence structure.

The Great Minneapolis Surplus Store published the following advertisement in a Minneapolis newspaper: Saturday 9 a.m. 2 Brand New Pastel Mink 3-Skin Scarfs selling for $89.50 now selling for $1.00 each. 1 Black Lapin Stole worth $139.50 will sell for $1.00. First Come First Served. Leftkowitz, the first customer admitted to the store on Saturday, tried to buy the Lapin stole. The store refused to sell it to Lefkowitz, stating that the offer was for women only. Leftkowitz sued.

Was the offer definite enough to allow Leftkowitz to tender a valid acceptance? Explain your answer using the law you learned. (i.e. If there was a valid offer, explain why the offer meets the elements of an offer. If there was no valid offer, explain why the advertisement does not meet the elements of an offer. If there was a valid acceptance, explain why the acceptance meets the elements of an acceptance, if there was no valid acceptance, explain why Leftkowitz's actions did not meet the elements of an acceptance.)

Outline the types of information bank customers might like to access using their smart phones. Briefly describe concerns that these customers might have because their smart phones have smaller screens than a typical computer's screen. You can use your library or your favorite search engine to conduct your research. What specific strategies will you utilize to incorporate smartphone transactions into your infrastructure and what languages are necessary to process these types of transactions? e business technology

Case study: JIT in Action

A new phenomenon called ‘Apparel on Demand’ is slowly making its presence felt. It is an extension of JIT linking retailers and manufacturers for a just-in-time responsiveness. NaaR Clothing Inc., promoted by a young management graduate has recently ventured into the business of making reasonably priced custom kids wear. It has collaborated with many stores selling kids wear. In the stores, kids are electronically measured and information like color, fabric, style, etc., are recorded. The information reaches the NaaR manufacturing facility at Ahmedabad almost immediately through a state-of-the-art information system. NaaR guarantees delivery of the custom kids wear within 10 days. With the growing acceptance of casual kids wear among the kids in India, especially in the urban areas, the market for casual kids wear is growing at a fast pace. NaaR with its unique business model hopes to garner a significant share of this market. The promoter of NaaR along with her top executives is confident that their concept of JIT casual kids wear would work. Source: http://himadri.cmsdu.org

Answer the Following Questions:

1. Do you think NaaR’s strategy would work? Why or why not? What is the importance of retailers in its business strategy?

Comment on the necessity of a robust supply chain in the context of NaaR Clothing Inc

Case study: JIT in Action

A new phenomenon called ‘Apparel on Demand’ is slowly making its presence felt. It is an extension of JIT linking retailers and manufacturers for a just-in-time responsiveness. NaaR Clothing Inc., promoted by a young management graduate has recently ventured into the business of making reasonably priced custom kids wear. It has collaborated with many stores selling kids wear. In the stores, kids are electronically measured and information like color, fabric, style, etc., are recorded. The information reaches the NaaR manufacturing facility at Ahmedabad almost immediately through a state-of-the-art information system. NaaR guarantees delivery of the custom kids wear within 10 days. With the growing acceptance of casual kids wear among the kids in India, especially in the urban areas, the market for casual kids wear is growing at a fast pace. NaaR with its unique business model hopes to garner a significant share of this market. The promoter of NaaR along with her top executives is confident that their concept of JIT casual kids wear would work. Source: http://himadri.cmsdu.org

Answer the Following Questions:

1. Do you think NaaR’s strategy would work? Why or why not? What is the importance of retailers in its business strategy?

Comment on the necessity of a robust supply chain in the context of NaaR Clothing Inc

1) Using Michael Porter’s value chain diagram, explain “if it does not add value, don’t do it.” Can you find examples of people/companies doing what’s not adding value to their customers?

2) How is value in retail defined? What’s Wal-mart’s value proposition? (In other words, why did you choose Wal-mart?)

3) Is selling expired foods a good business opportunity?

Briefly explain the expectancy model of motivation.

Case study: Service Blues!

Jyoti had given her branded laptop for servicing to an authorized service centre to repair a damaged USB port. The laptop was to be given the next day, but when she went to take it that day, she was told that it was not ready. Jyoti had to wait for four more days before she was finally given her laptop. Because she was in a hurry while receiving the repaired laptop, she did not check the workings of the laptop at that time. On reaching home and switching on the laptop, she noticed that that LCD display had become problematic. The next day, she again went to the service centre and reported the display problem. Jyoti was aghast when she was informed that as she had signed the delivery documents, the service centre cannot take responsibility for the display problem. She was asked to fill up a fresh service requisition form to get the problem rectified and further was told that all expenses incurred in rectifying the problem had to be paid by her.

Answer the Following Questions:

(a) Do you think that After Sales Service through a third party is a cause for concern? Justify.

(b) There seems to be a breach of trust in the given caselet. How is breach of trust related to quality of service?

(c) In the context of the given caselet, formulate a Quality Service Policy to ensure customer satisfaction.