"To ensure investors are protected and the market integrity is always preserved, we will not hesitate to take offenders to court."

Justify the rationale of why shareholders interest must be safeguarded.

1c)

Why productivity is important in manufacturing?

1d)

explain how just in time, the Toyota production system, and learn production can be used for improving productivity of this company. Discuss the advantages of these three techniques for productivity improvement (list one advantage for each of three tools.)

Discuss the different forms retaliation can take (formal/informal) and the impact it can have on an employee and her/his family. Discuss possible legal, ethical and business implications if companies permit retaliation against whistleblowers.

Can you please explain to me what is happening in the line

Update PRODUCT 11QER/31, P_QTYOH from 47 to 46

like why 47 to 46 and no other number?

in the code

Lock INVOICE

Insert row 10983 into INVOICE

Unlock INVOICE

Lock LINE

Insert row 10983, 1 into LINE

Unlock LINE

Lock PRODUCT

Update PRODUCT 11QER/31, P_QTYOH from 47 to 46

Unlock PRODUCT

Lock CUSTOMER

Update CUSTOMER 10010, CUS_BALANCE from 345.67 TO 464.47

Update CUSTOMER 10010, CUS_DATELSTPUR from 11-May-2016 to 03-June-2016

Unlock CUSTOMER

Explain the decision processes behind the formation, evolution and performance of alliances and networks

Project Management Question:

Case Analysis: Virtual Teams

Based on these two articles: (1) PMI - Managing Virtual Teams for High Performance; (2) 3-Ways-to-Improve-Interpersonal-Communication-in-a-Virtual-World

How can I answer the following questions?

1. What are some of the challenges with teams that are not in the same location?
2. Describe the ways PM can improve communications with geographically diverse teams.
3. Which method(s) do you think might be most effective and why?

The Pandora Company, a U.S.-based manufacturer of furniture and appliances that offshores all of
its manufacturing operations to Asia, has distribution centers at various locations on the East Coast
near ports where their items are imported on container ships. In many cases, their appliances and
furniture arrive partially assembled, and they complete the assembly at their distribution centers
before sending the finished products to retailers. For example, appliance motors, electric controls,
housings, and furniture pieces might arrive from different Asian manufacturers in separate
containers. Recently, the company began exporting its products to various locations in Europe,
and demand steadily increased. As a result, the company determined that shipping items to the
United States, assembling the products, and then turning around and shipping them to Europe was
inefficient and not cost- effective. The company now plans to open three new distribution centers
near ports in Europe, so that it will ship the items from Asian ports to its distribution centers at the
European ports, offload some of the items for final product assembly, and then ship the partially
filled containers on to its U.S. distribution centers. The table 1.1 shows the seven possible
distribution center locations near container ports in Europe and their container capacities; the
container shipments from each of its Asian ports; and the container shipping cost from each of its
Asian ports to each possible distribution center location. The table 1.2 shows the demand from
each of the U.S. ports and the cost for container shipments from each of the possible distribution
center locations to each of the U.S. ports.
Determine the three distribution center locations in Europe that Pandora should select, and the
shipments from each of the Asian ports to these selected distribution centers, and from the
European distribution centers to the U.S. ports that will result in the lowest overall cost for the 1st
year of operations. You are expected to show a) the minimizinga) the minimizing equation, b) all the supply, demand
and any other required constraint equations and c) the minimum overall costs. You are also
Hits
(1,000s)
Orders
(1,000s)
Hits
(1,000s)
Orders
(1,000s)
36.7 9.1 48.3 9.3
38.5 6.2 43.5 6.2
35.1 9.0 52.6 10.0
24.5 5.7 54.2 8.7
27.9 6.2 38.5 5.1
31.4 4.8 28.9 4.4
29.4 5.1 26.4 5.2
25.5 6.0 39.4 6.0
52.3 10.8 44.3 8.4
35.2 7.5 46.3 7.9
Page 5 of 8
expected to show the tables that you have developed in Excel in order to use the Solver Add-In to
compute the solution to the problem.
Table 1.1 (Costs, Capacity and Supply)
Table 1.2 (Costs and Demand)
…….............. END ………………
Proposed Distribution Center
Costs Rotterdam (k) Hamburg (l)Antwerp (m) Bremen (n) Valencia (o) Lisbon (p) Le Havre (q) Supply
Center Cost 16,725,000 19,351,000 13,766,000 15,463,000 12,542,000 13,811,000 22,365,000
Asian Ports
Hong Kong (a) 3,466 3,560 3,125 3,345 3,060 3,120 3,658 235
Shanghai (b) 3,190 3,020 3,278 3,269 2,987 2,864 3,725 170
Busan (c) 2,815 2,700 2,890 3,005 2,465 2,321 3,145 165
Mumbai (d) 2,412 2,560 2,515 2,875 2,325 2,133 2,758 325
Kaoshiung (e) 2,600 2,800 2,735 2,755 2,473 2,410 2,925 405
Capacity 565 485 520 490 310 410 605
Proposed US Port
Dist. Cent New York (u) Savannah (v) Miami (w)N Orleans (x)
Rotterdam (k) 2,045 1,875 1,675 2,320
Hamburg (l) 2,875 2,130 1,856 2,415
Antwerp (m) 2,415 2,056 1,956 2,228
Bremen (n) 2,225 1,875 2,075 2,652
Valencia (o) 1,865 1,725 1,548 1,815
Lisbon (p) 1,750 1,555 1,420 1,475
Le Harve (q) 3,056 2,280 2,065 2,425
Demand 440 305 190 365a) the minimizing equation, b) all the supply, demand
and any other required constraint equations and c) the minimum overall costs. You are also
Hits
(1,000s)
Orders
(1,000s)
Hits
(1,000s)
Orders
(1,000s)
36.7 9.1 48.3 9.3
38.5 6.2 43.5 6.2
35.1 9.0 52.6 10.0
24.5 5.7 54.2 8.7
27.9 6.2 38.5 5.1
31.4 4.8 28.9 4.4
29.4 5.1 26.4 5.2
25.5 6.0 39.4 6.0
52.3 10.8 44.3 8.4
35.2 7.5 46.3 7.9
Page 5 of 8
expected to show the tables that you have developed in Excel in order to use the Solver Add-In to
compute the solution to the problem.
Table 1.1 (Costs, Capacity and Supply)
Table 1.2 (Costs and Demand)
…….............. END ………………
Proposed Distribution Center
Costs Rotterdam (k) Hamburg (l)Antwerp (m) Bremen (n) Valencia (o) Lisbon (p) Le Havre (q) Supply
Center Cost 16,725,000 19,351,000 13,766,000 15,463,000 12,542,000 13,811,000 22,365,000
Asian Ports
Hong Kong (a) 3,466 3,560 3,125 3,345 3,060 3,120 3,658 235
Shanghai (b) 3,190 3,020 3,278 3,269 2,987 2,864 3,725 170
Busan (c) 2,815 2,700 2,890 3,005 2,465 2,321 3,145 165
Mumbai (d) 2,412 2,560 2,515 2,875 2,325 2,133 2,758 325
Kaoshiung (e) 2,600 2,800 2,735 2,755 2,473 2,410 2,925 405
Capacity 565 485 520 490 310 410 605
Proposed US Port
Dist. Cent New York (u) Savannah (v) Miami (w)N Orleans (x)
Rotterdam (k) 2,045 1,875 1,675 2,320
Hamburg (l) 2,875 2,130 1,856 2,415
Antwerp (m) 2,415 2,056 1,956 2,228
Bremen (n) 2,225 1,875 2,075 2,652
Valencia (o) 1,865 1,725 1,548 1,815
Lisbon (p) 1,750 1,555 1,420 1,475
Le Harve (q) 3,056 2,280 2,065 2,425
Demand 440 305 190 365a) the minimizing equation, b) all the supply, demand
and any other required constraint equations and c) the minimum overall costs. You are also
Hits
(1,000s)
Orders
(1,000s)
Hits
(1,000s)
Orders
(1,000s)
36.7 9.1 48.3 9.3
38.5 6.2 43.5 6.2
35.1 9.0 52.6 10.0
24.5 5.7 54.2 8.7
27.9 6.2 38.5 5.1
31.4 4.8 28.9 4.4
29.4 5.1 26.4 5.2
25.5 6.0 39.4 6.0
52.3 10.8 44.3 8.4
35.2 7.5 46.3 7.9
Page 5 of 8
expected to show the tables that you have developed in Excel in order to use the Solver Add-In to
compute the solution to the problem.
Table 1.1 (Costs, Capacity and Supply)
Table 1.2 (Costs and Demand)
…….............. END ………………
Proposed Distribution Center
Costs Rotterdam (k) Hamburg (l)Antwerp (m) Bremen (n) Valencia (o) Lisbon (p) Le Havre (q) Supply
Center Cost 16,725,000 19,351,000 13,766,000 15,463,000 12,542,000 13,811,000 22,365,000
Asian Ports
Hong Kong (a) 3,466 3,560 3,125 3,345 3,060 3,120 3,658 235
Shanghai (b) 3,190 3,020 3,278 3,269 2,987 2,864 3,725 170
Busan (c) 2,815 2,700 2,890 3,005 2,465 2,321 3,145 165
Mumbai (d) 2,412 2,560 2,515 2,875 2,325 2,133 2,758 325
Kaoshiung (e) 2,600 2,800 2,735 2,755 2,473 2,410 2,925 405
Capacity 565 485 520 490 310 410 605
Proposed US Port
Dist. Cent New York (u) Savannah (v) Miami (w)N Orleans (x)
Rotterdam (k) 2,045 1,875 1,675 2,320
Hamburg (l) 2,875 2,130 1,856 2,415
Antwerp (m) 2,415 2,056 1,956 2,228
Bremen (n) 2,225 1,875 2,075 2,652
Valencia (o) 1,865 1,725 1,548 1,815
Lisbon (p) 1,750 1,555 1,420 1,475
Le Harve (q) 3,056 2,280 2,065 2,425
Demand 440 305 190 365a) the minimizing equation, b) all the supply, demand
and any other required constraint equations and c) the minimum overall costs. You are also
Hits
(1,000s)
Orders
(1,000s)
Hits
(1,000s)
Orders
(1,000s)
36.7 9.1 48.3 9.3
38.5 6.2 43.5 6.2
35.1 9.0 52.6 10.0
24.5 5.7 54.2 8.7
27.9 6.2 38.5 5.1
31.4 4.8 28.9 4.4
29.4 5.1 26.4 5.2
25.5 6.0 39.4 6.0
52.3 10.8 44.3 8.4
35.2 7.5 46.3 7.9
Page 5 of 8
expected to show the tables that you have developed in Excel in order to use the Solver Add-In to
compute the solution to the problem.
Table 1.1 (Costs, Capacity and Supply)
Table 1.2 (Costs and Demand)
…….............. END ………………
Proposed Distribution Center
Costs Rotterdam (k) Hamburg (l)Antwerp (m) Bremen (n) Valencia (o) Lisbon (p) Le Havre (q) Supply
Center Cost 16,725,000 19,351,000 13,766,000 15,463,000 12,542,000 13,811,000 22,365,000
Asian Ports
Hong Kong (a) 3,466 3,560 3,125 3,345 3,060 3,120 3,658 235
Shanghai (b) 3,190 3,020 3,278 3,269 2,987 2,864 3,725 170
Busan (c) 2,815 2,700 2,890 3,005 2,465 2,321 3,145 165
Mumbai (d) 2,412 2,560 2,515 2,875 2,325 2,133 2,758 325
Kaoshiung (e) 2,600 2,800 2,735 2,755 2,473 2,410 2,925 405
Capacity 565 485 520 490 310 410 605
Proposed US Port
Dist. Cent New York (u) Savannah (v) Miami (w)N Orleans (x)
Rotterdam (k) 2,045 1,875 1,675 2,320
Hamburg (l) 2,875 2,130 1,856 2,415
Antwerp (m) 2,415 2,056 1,956 2,228
Bremen (n) 2,225 1,875 2,075 2,652
Valencia (o) 1,865 1,725 1,548 1,815
Lisbon (p) 1,750 1,555 1,420 1,475
Le Harve (q) 3,056 2,280 2,065 2,425
Demand 440 305 190 365a) the minimizing equation, b) all the supply, demand
and any other required constraint equations and c) the minimum overall costs. You are also
Hits
(1,000s)
Orders
(1,000s)
Hits
(1,000s)
Orders
(1,000s)
36.7 9.1 48.3 9.3
38.5 6.2 43.5 6.2
35.1 9.0 52.6 10.0
24.5 5.7 54.2 8.7
27.9 6.2 38.5 5.1
31.4 4.8 28.9 4.4
29.4 5.1 26.4 5.2
25.5 6.0 39.4 6.0
52.3 10.8 44.3 8.4
35.2 7.5 46.3 7.9
Page 5 of 8
expected to show the tables that you have developed in Excel in order to use the Solver Add-In to
compute the solution to the problem.
Table 1.1 (Costs, Capacity and Supply)
Table 1.2 (Costs and Demand)
…….............. END ………………
Proposed Distribution Center
Costs Rotterdam (k) Hamburg (l)Antwerp (m) Bremen (n) Valencia (o) Lisbon (p) Le Havre (q) Supply
Center Cost 16,725,000 19,351,000 13,766,000 15,463,000 12,542,000 13,811,000 22,365,000
Asian Ports
Hong Kong (a) 3,466 3,560 3,125 3,345 3,060 3,120 3,658 235
Shanghai (b) 3,190 3,020 3,278 3,269 2,987 2,864 3,725 170
Busan (c) 2,815 2,700 2,890 3,005 2,465 2,321 3,145 165
Mumbai (d) 2,412 2,560 2,515 2,875 2,325 2,133 2,758 325
Kaoshiung (e) 2,600 2,800 2,735 2,755 2,473 2,410 2,925 405
Capacity 565 485 520 490 310 410 605
Proposed US Port
Dist. Cent New York (u) Savannah (v) Miami (w)N Orleans (x)
Rotterdam (k) 2,045 1,875 1,675 2,320
Hamburg (l) 2,875 2,130 1,856 2,415
Antwerp (m) 2,415 2,056 1,956 2,228
Bremen (n) 2,225 1,875 2,075 2,652
Valencia (o) 1,865 1,725 1,548 1,815
Lisbon (p) 1,750 1,555 1,420 1,475
Le Harve (q) 3,056 2,280 2,065 2,425
Demand 440 305 190 365

Question 3

There are certain instances where merging (combining) the location of services operations can be desirable. However, the separate locations mean less travel time for workers, but sometimes there will be a waiting line at one location while servers are idle at another location.

Q4.1) What factors should an analysis of this sort of situation take into account in deciding on whether to keep separate locations or pool services servers and equipment at one central location?

Q4.2) What factors and methods used to select the right location for service provider?

A: Inappropriate Use of Business Cards

In this lesson we discussed the value of using business cards and how they can help you achieve your career goals. Now consider the flip side: Provide 2 or 3 examples or circumstance of where handing out business cards may be considered inappropriate. For each, explain why.

B: Intersection of Personal and Professional Networks

In this lesson we discussed how often, people you meet in a professional environment also become personal acquaintances. Describe one or two situations where this has happened to you – and whether the outcome was as you had hoped or expected.

choose the right answer

1) What would researchers most likely be interested in if they asked consumers, Do you see this product solving a problem or filling a need for you

Provide a 250+ word response to the following question. Please separate your answers by the parts of the question.

Assignment #2 – Advertising Plan (15 points possible)

Pick ONE of the following options:

Develop an ad campaign for a company/product/service related to your employment (note that if your employment is B2B in nature, most B2B doesn’t involve much advertising. They tend to use other promotional elements. So keep that in mind), OR

Develop an ad campaign for your very own (hypothetical!) beauty salon OR auto parts store that’s been in business for just over one year

To try to develop demand for your company/product/service -- OR to resuscitate your ailing store -- you've decided to conduct an ad campaign. Following the steps outlined in the Lecture from Chapter 18, provide a detailed description of your campaign. Be sure to mention each of the areas listed below. Also be sure that you are focusing on strategies for this specific ad campaign -- not simply your advertising or marketing in general. Do not use any current advertising campaign! NOTE: If you select your current employer who uses a differentiated strategy, select only one specific target market for this campaign.

Please start by giving a brief explanation of the product/service/store you are advertising.

Step 1 -- target market of this specific ad campaign

Provide a geographic, demographic, and psychographic description of your target. I am looking for an insightful description of your target.

Step 2a -- objective of this specific ad campaign

Be sure you identify what you want this ad campaign to accomplish. Which of the types of advertising (informative, persuasive or reminder) will you be using and why?

Step 2b -- focus of campaign

What will be the focus of your ads – product-focused or institutional? Why?

Step 3 – determine your budget

Think about the size of your business, overall sales and success. You don’t need a specific budget number but discuss how these areas will affect how much you are able to spend and whether that potentially eliminates some types of media.

Step 4a – convey the message (Be creative!)

Develop a unique selling proposition (USP) for the campaign. Make sure to provide an explanation of your rationale for the USP.

Step 4b -- appeal

Will you use an informational or emotional appeal? Why?

Step 5a & b – media types and vehicles.

Describe which media types you will use and why. List the specific media vehicles for each type. A media vehicle is the specific communication tool. For instance if magazine is the media type, then Sports Illustrated or Cosmopolitan is the media vehicle; if TV is the media type then Food Network or “Bones” is the vehicle (it can be a cable network or a network program).

Step 5c – media schedule

How will you schedule your media? (continuous, pulsing, flighting)? Explain how your budget will help you make this decision.

Step 6 -- IMC – integrating your ad with the rest of the promotional tools

Identify and discuss other, non-advertising promotions you will use to coordinate with this ad campaign. Are there personal selling, sales promotions/incentives, public relations and/or social media efforts you’d like to include?

Step 7 – Evaluating your campaign

This is maybe one of the most important steps. How will you evaluate the effectiveness of your campaign? How will you know if it “worked?” How will you know if you should repeat the campaign, or completely revamp it?

Q3) Consider this situation: A manager is contemplating making changes to a single-server system that is expected to double the service rate, and still have just one server.

Q3.a) Would you (intuitively) think that doubling the service rate of a single-server system would cut the average waiting time in line in half?

Q3.b) What are some managerial and financial implications of your analysis?

Teddy Bower is an outdoor clothing and accessories chain that purchases a line of parkas at $10 each from its Asian supplier, TeddySports. Unfortunately, at the time of order placement, demand is still uncertain. Teddy Bower forecasts that its demand is normally distributed with mean of 2,100 and standard deviation of 1,200. Teddy Bower sells these parkas at $22 each. Unsold parkas have little salvage value; Teddy Bower simply gives them away to a charity and receives a tax credit of 20% COGS. Teddy has decided to sell rainboots to supplement its parkas product offerings. Rainboots are also procured from an outside supplier at a cost of $10/rainboot, but this time the supplier is located in South Carolina. As a result, it only takes the supplier 3 weeks to fulfill an order (once placed) and it costs $300 to ship the order. As with parkas, demand for rainboots is uncertain; as opposed to parkas, demand for rainboots exists throughout the year. Teddy Bower has the ability to carry inventory at a minimal annual carrying cost estimated to be 10% of the product cost (any unsold rainboots can be held in inventory to meet future demand). Teddy Bower estimates the annual demand for rainboots to be normally distributed with a mean of 4000 and standard deviation of 1000. Given the high profit margin on rainboots, Teddy Bower does not want to lose more than 2% of potential sales for rainboots. When should Teddy Bower submit an order to its supplier for (more) rainboots? When the current inventory (in-stock) is… a. between 250-350 b. between 350-450 c. between 550-650 d. between 650-750 e. between 750-850 How much should Teddy Bower order? a. 500 to 1000 b. 1000 to 1500 f. 1500 to 2000 g. 2000 to 2500 h. 2500 to 3000 i.

Question B1

In 2002, Musk sold his second internet startup, PayPal, to eBay for $1.5 billion. His first company, a Web software firm, was acquired by Compaq. Currently, Musk is the CEO of Space Exploration Technologies (SpaceX) and Tesla Motors, and also the chairman and the largest shareholder of SolarCity, an energy technology company. SpaceX, which builds rockets for companies and countries to put satellites in space, was the first private company to deliver cargo to the International Space Station. It’s reigniting interest in space exploration. Tesla Motors is the world’s most prominent maker of electric cars and is proving that electric cars can be green, sexy, and profitable. SolarCity is now the leading provider of domestic solar panels in the United States. Each of these ventures has transformed an industry: PayPal – Internet payments; Tesla – automobiles; SpaceX – aeronautics; and SolarCity – energy. (Modified from source: Kristoffer Tripplaar/Sipa USA (Sipa via AP Images)

Based on the above case, name the type of problems Musk deal with when developing these new ventures.

B2

In early 2020, Hong Kong was hit by a disease – Coronavirus. As more and more people were infected with Coronavirus, citizens had adopted the practice of wearing masks whenever they got out of their homes. Thousands of people lined up in streets and wait overnight for a chance to purchase masks for themselves and their families. The price of masks, when they were available, had increased from HK$1 a piece to HK$10 or even more. Mr. Wong was a restaurant owner. He was shocked by the situation and he wanted to help. He tried to purchase masks from sources all over the world but was unsuccessful most of the times. Through an old friend in Egypt, he finally found a mask manufacturer in Egypt – the Pyramid Mask (PM). PM agreed to sell a machine that can produce 100,000 masks per day to Mr. Wong. They could also supply all the raw materials that were needed to manufacture the masks. As Mr. Wong is not a technical person, PM even agreed to send an engineer to Hong Kong for 3 months to solve all the problems that were expected in starting a new factory. However, PM insisted that the products must be sold under PM’s brand name and Mr. Wong had to pay a fee.

Based on the above case, identify the approach Mr. Wong used to go international.