Green Vehicle​ Inc., manufactures electric cars and small delivery trucks. It has just opened a new factory where the C1 car and the T1 truck can both be manufactured. To make either​ vehicle, processing in the assembly shop and in the paint shop are required. It takes

​1/4040

of a day and

​1/7575

of a day to paint a truck of type T1 and a car of type C1 in the paint​ shop, respectively. It takes

​1/4545

of a day to assemble either type of vehicle in the assembly shop.

A T1 truck and a C1 car yield profits of

$ 300$300

and

$ 220$220​,

​respectively, per vehicle sold.

The aim of the objective function for Green Vehicle Inc. should be to

Maximize

the objective value.

The optimum solution​ is:

Number of trucks to be produced per day​ =

nothing

​(round your response to two decimal​ places).

From Moral Issues in Business: Seventh Edition, by William H. Shaw and Vincent Barry;
Wadsworth Publishing; Belmont, CA, 1998, pp. 211-213.
Asbestos is a fibrous mineral used for fireproofing electrical insulation, building
materials, brake linings, and chemical filters. If exposed long enough to asbestos
particles—usually ten or more years—people can develop a chronic lung inflammation
called asbestosis, which makes breathing difficult and infection easy. Also linked to
asbestos exposure is mesothelioma, a cancer of the chest lining that sometimes doesn’t
develop until forty years after first exposure. Although the first major scientific
conference on the dangers of asbestos was not held until 1964, the asbestos industry
knew of its hazards more than sixty years ago….Working on behalf of Raybestos-
Manhattan and Johns-Manville and their insurance carrier, Metropolitan Life Insurance
Company, Anthony Lanza had conducted research between 1929 and 1931 on 126
workers with three or more years of asbestos exposure. But Brown [secretary of Johns-
Manville] and others were not pleased with the paper Lanza submitted to them for
editorial review. Lanza, said Brown, had failed to portray asbestosis as milder than
silicosis, a lung disease caused by long-term inhalation of silica dust and resulting in
chronic shortness of breath. Under the then-pending Workmen’s Compensation law,
silicosis was categorized as a compensable disease. If asbestosis was worse than silicosis
or indistinguishable from it, then it, too, would have to be covered. Apparently Brown
didn’t want this and thus requested that Lanza depict asbestosis as less serious than
silicosis. Lanza complied and also omitted from his published report the fact that more
than half the workers examined—67 of 126—were suffering from asbestosis.
Meanwhile, Sumner Simpson [president of Raybestos - Manhattan] was writing
F.H. Schulter, president of Thermoid Rubber Company, to suggest that several
manufacturers sponsor additional asbestos experiments. The sponsors, said Simpson,
could exercise oversight prerogatives; they “could determine from time to time after the
findings are made whether we wish any publication or not.” Added Simpson: “It would
be a good idea to distribute the information to the medical fraternity, providing it is of the
right type and would not injure our companies.”…. Industry officials were concerned
with more than controlling public information flow. They also sought to deny workers
early evidence of their asbestosis….When lawsuits filed by asbestos workers who had
developed cancer reached the industry in the 1950s, Dr. Smith [medical director of a
Johns-Manville plant in Canada] suggested that the industry retain the Industrial Health
Foundation to conduct a cancer study that would, in effect, squelch the asbestos-cancer
connection….Shortly before his death in 1977, Dr. Smith was asked whether he had ever
recommended to Johns-Manville officials that warning labels be placed on insulation
products containing asbestos. He provided the following testimony:
The reasons why the caution labels were not implemented
immediately, it was a business decision as far as I could
understand. Here was a recommendation, the corporation
is in business to provide jobs for people and make

money for the stockholders and they had to take into
consideration the effects of everything they did, and if
the application of a caution label identifying a product
as hazardous would cut out sales, there would be
serious financial implications. And the powers to be
had to make some effort to judge the necessity of the
label vs. the consequences of placing the label on the product.

Of the multiple moral issues involved in the, "Living and Dying with Asbestos" case study,

which do you think represents the morally worst action on the part of the asbestos

companies' management and explain why. Here're some of those moral issues:

1. Hiding the medical testing results from the public.

2. Hiding the medical testing results from their employees.

3. Fabricating some of the medical testing results to prevent having to pay
disability insurance to employees.

4. Claiming that because they paid for the medical testing, it was nobody
else's business what they did with the results. (This isn't explicitly in the case study, but did happen.)

175 words

Discuss change management validity tools for a chosen organization. How could you apply analytical frameworks to illustrate possible project outcomes?

Communication Styles, Advising, Deflecting, Probing and Reflecting?

Select an organization that has a Global platform (they operate in more than one country), that has demonstrated operational excellence.

In this paper, perform the following activities:

Name the organization and briefly describe what good or service they sell and where they operate. Note how they are a differentiator in the market. Note the resources used to ensure success in their industry (remember resources are comprised of more than just people).

Explain what actions the company took to achieve operational excellence.

The above submission should be three pages in length.

Remember the total length does not include the APA approved cover page or the references.

There should be at least three APA approved references to support your work.

organisation is Johnson &

or can you any organisation

after writing paper we will give apa refernce

Marketing Management Assignment Structure –

Marketing Strategy (Brand)

For your brand of choice please prepare a marketing strategy on the below guidelines. This

should clearly reflect the marketing mix – product, place, price, promotion and packaging as

discussed in the class. The learnings on Brand Equity in the class should be the emphasis of

the assignment.

Please note the brand should have linkage in the UAE – must be an existing brand or a brand

that intends to be introduced in the UAE.

1. Executive Summary – summarizing points 2-8.

2. Brand Overview – describe the current status of the brand with a brief historical

background. Also define the brand’s current state on the Product Life Cycle.

3. Competition Overview – Define competition

4. Target Market – Define who is being targeted

5. Segmentation – Demographic, Behavior, Psychographic

6. SWOT – on brand or industry

7. Market Research if any carried out – if no research carried out then suggest a need if any

7.1 Product – BCG matrix. Also include packaging plans if any.

7.2 Place – Choice of retail strategy

7.3 Price – penetrative or skimming or competitive

7.4 Promotion – pull or push strategy including choice of medium – digital or traditional

8. Conclusions and Recommendations – suggestions for change in current practices if any to

make it more effective should be discussed.

9. Appendix – Any other information you may provide.

note :

Marketing of any brand that is present in the United Arab Emirates, such as faces, the Body Shop, or any other brand specialized in clothing, electronics, etc.

1. There are three (3) primary factors, according to the Nagle, et.al. textbook, that adversely affect the implementation and maintenance of a supplier’s pricing strategies. What are the factors that contribute to the failure of pricing strategies, and how would a firm mitigate the negative impact of these primary factors?

Emotional intelligence (EI) is important in influencing an individual’s success in workplace’. why do you disagree with this statement?

1)At which organizational life-cycle stage is Mc Donalds at the moment?

2)How did the organization move through organizational life-cycle stages so far? (Try to map the events in the organization’s history to the stages of the organizational life cycle)

3)What were the crises that the organization experienced during the stages of its life cycle? How did it overcome these crises?

Please answer question 2 and 3

An external factor that has had a great impact on our workforce is the need to consider diversity and inclusion. We must ensure that we maximise the potential of all employees. Explore how we can enhance productivity and increase innovation while considering employee wellbeing. Address the challenges of bias and prejudice on achieving the most effective outcomes.

Ethical Decision Making at Black Diamond

Task: Read the “Black Diamond Equipment” case below and then answer the following questions.

>> The way that Black Diamond is run, I don't really consider this the American way, I consider Black Diamond an extension of the attitude, the culture, the ethos, and the values of the life defining mountain sports that we were founded to serve. Hi, my name is Peter Metcalf. I'm the CEO and lead founder of Black Diamond. Very early on in the beginning of the company the sports of climbing, mountaineering, alpinism and alpine skiing were relatively small at that time. They've grown dramatically. However, if you aggregated the global demand for that product then you could have a fairly meaningful business. So from that recognition and understanding the amount of money that goes into research and development, commercializing a product, and recognize it to be competitive, to do what we really wanted to do we had to think globally. It was going to be about finding these global markets through finding other people who shared our passion, who were young embryonic business people in many cases who wanted to get into the business because they shared that passion, they knew the markets, they knew the space, and could develop a business as a distributor for us. And as time went on we did begin to recognize that nobody really cares about Black Diamond as much as Black Diamond people do, and for that reason we would have to take charge ultimately of the businesses that we were, the business we were conducting overseas through independent distributors. And there was also a recognition that to be the same brand in Europe or in Asia as we were in North America, we would have to be something slightly different because of cultural values, cultural interpretations.

>> In Salt Lake, like every two to three months stay here for one week to two weeks and but we work together on a daily basis. My name's Thomas Hodel, I'm from Switzerland. Born in Lucerne. Doing outdoor sports were, was always a big part of my life so a big passion of me and that's why I'm here working at Black Diamond sharing that passion and I have two roles at the moment. On a global view I'm responsible for all the ski categories, so together with the team here we define strategies and directions for all the categories which belong to the ski side. And then in Europe I'm the European Category Director so the role there is to make sure whatever we do here works also in Europe and the European needs are covered. And it takes a long time to really figure out the differences in Europe and it's every country has a different culture, mentality. Having that European perspective, I think that's a, that's definitely asset I can bring into this glob- into this company and help this company to become more global and to address those needs better.

>> What is most important to the success of Black Diamond is our unique culture and in all of the, in all of our locations the people that we've put in place there to lead those businesses, they all have a real passion for these activities. They have spent substantial time here. They've been immersed in this culture. They see how we operate. At our Asian facility that we built as a Greenfield project eight or nine years ago, what we did right in the process of hiring, right when we started, was we got people, anybody like you have to learn to repel, repel off the roof. We'd do weekend events where we'd take them hiking. So we're instilling in folks in a myriad of ways what the BD attitude and philosophy is towards life, towards work, collegiality, cooperation. You're only as strong as your weakest member. You have to have implicit trust and confidence in the competency of your partners.

>> So yeah having been in Asia for almost seven years it's a very dynamic culture, especially in China. There's a strong sense of change. There's a strong sense of growth. My name is Vindi Agher [assumed spelling]. Actually you pronounce it as Vindi Agher, but that's difficult so Vindi Agher, I go with Vindi Agher. I'm the VP of Manufacturing here at Black Diamond. Our business is really global. Our customers are global. And our manufacturing is definitely global as well. So yeah we own our own factory in Zhuhai. The products that we assemble and produce in the factory in Zhuhai are also part of this protective products that we use, that will be used in climbing and mountaineering so the quality needs to be good. But also we want to ensure that it's been done in a good way. So we control it from start to finish which means how we treat the people, how we manufacture, and how we run the organization that we ensure that everything is done in the right way.

>> Then another part of our business when it comes down to the soft goods, that is made what we call in the trade OEMs, original equipment manufacturers. Our people, our engineers-- in this case also my daughter, she's a developer of the apparel line-- she is spending weeks at a time at these factory partners in a place like Vietnam or China or Bangladesh and I would not send a 26 year old, my 26 year old daughter to spend time and be in these factories if I weren't comfortable with them. But more importantly, we have a certification and compliance process. We have auditors that go into these factories. We have a very strict guideline of ethical sourcing requirements. So we check these factories. We're not at some sweatshop. The factories that we're in, I think of the apparel factory in Bangladesh, the people get three meals a day, there's healthcare, there's English language, there's money for additional education, it's well ventilated, well lit. It's clean. It's safe. Because that's very important to us and what our values are. Being a global operation brings with it incredible opportunities for growth, for unique insights, for innovation, for just thinking differently than you would otherwise think. It also is taxing, time consuming. It demands that you are constantly questioning your, we're Americans so our American sort of perspective on things. It requires us, if we want to be true to being global, to not just nod at being global but create a true global management team, make sure that that team is part of the leadership team and part of the decision making process. Because being global is about more than just selling globally. If you really want to be a global brand, you have to think globally. And that's easy to say and harder to do.

Questions:

1. How does Black Diamond integrate social responsibility into its culture? (1 mark)

2. How does the global nature of the company and its markets influence how it thinks about employee diversity? (1 mark)

3. (a) How would you describe Black Diamond’s ethics in terms of how it treats its employees at the company’s factory partners in Vietnam, China, and Bangladesh? (1 mark)

     (b) Do you think that it is appropriate for firms like Black Diamond to scrutinize its partner factories like this? (1 mark)

     (c) Why or why not? (1 mark)

Managing at Camp Bow Wow

Camp Bow Wow, a sort of combination day camp/B&B for dogs, was started in 2000 by a dog loving entrepreneur named Heidi Ganahl. The business is a franchise, a form of ownership in which a franchiser grants a franchisee the right to use its brand name and processes and sell its products or services. Sue Ryan left the corporate world in 2004 to take over a Camp Bow Wow franchise in Boulder, Colorado. To reduce the demands placed on her as the sole manager, Ryan developed other employees’ managerial skills so that they could be promoted and share in the managerial responsibilities of the business.

>> The biggest misconception I had about managers was that they sat around in offices and kind of did nothing.

>> My name is Candace Stathis and I'm a manager here at Camp Bow Wow.

>> I was really wrong, it's a lot of work, it's a lot of managing people and working on your own people skills and making sure everybody's organized and where they're supposed to be at the right time. Dogs are pretty simple, they're happy and loving and they're really just kind of sweet, whereas people are a little more difficult, they're way harder to train.

>> Yeah, so before this, I worked for GE for years and year and before that, oil and gas and I was in manager position through most of that.

>> Hi, I'm Sue, the owner of Camp Bow in Boulder, Colorado.

>> But I had this manager that was just miserable to work for but taught me an incredible amount. She was one of those people that took joy in making me uncomfortable. Every time I went into in her office with a question, if I was up here looking at the big picture, she'd ask me questions about the detail and the next time I'd go in and ask, you know, questions about the detail and she'd want to know about the big picture so I -- we were always on different pages but when I look back on it, I learned more from her probably than anybody else but it was painful. So I bought the camp two and half years ago and when I started, it was just me and a staff that was all at the same level and a very flat structure. I definitely went into it wanting my own more relaxed culture, not just for my staff but for myself as well. Once I started getting people like Candace, where I could start promoting them and mentoring them into more lead positions, I did it.

I want to be the best. I want to be the best of all the facilities like this in Boulder; I want to be the best in the Camp Bow Wow system as a whole. I mean my expectations are that the customer, even if they're dealing with a really difficult problem with us that they come away knowing that we've done everything we could to address it.

>> For a half day, okay, perfect.

>> I think the big thing that we've had to react to is that people are still spending money on bringing their dogs in but they're expecting a whole lot more for their dollars so the level of customer service has to be that much better and the level of our offerings has to match their expectations.

>> The hardest part of my job as a manager is trying to juggle the customer service side with the dog side so making sure that the customers are happy but also that we're doing what we need to do to keep the dogs safe and happy.

>> The model for most Camp Bow Wows is the camp counselors do a little bit of everything so they do -- they take care of the dogs, they answer the phones, they book reservations, do the front desk, the works and I had a lot of people on staff who were fantastic with the dogs and miserable with customer service or good with the customers but couldn't run a credit card properly. One of the best things I did for this camp and Candace was a part of it was establishing a position where she's here in the mornings and then she leaves, she comes back in the afternoons.

>> Customer service, it has to be effective as opposed to efficient because it's important for them to know that you care and that you care about their dogs and if you're just trying to be efficient, then that's not going to want to make them want to come back and it's not going to make them feel like you know them or that you know their dog. They want to know how their dog did and they want to know if they got along and if they didn't get along, then, you know, with other dogs, then we need to let them know and we need to do it in a way that, you know, is going to convey the best message to them.

>> I can see that sort of tension, the efficiency -- you're almost tripping over those two things every time a line of customers is out here waiting to get their dogs 'cause you're trying to do the customer service and make them feel like that personal connection that we talked about before but you're also trying to get the dogs out here quickly and get the payments done and so I think she balances that literally every time she checks out a dog.

>> There were a couple things on my list for self-improvement; I think everybody has a couple. The big thing I'm learning to make more time for is making sure I really coach my team, making sure that if there are problems, even between people or between their interactions with the dogs, that I'm going to make time to sit down with them and just talk it over and give them ways to kind of narrow that in and kind of improve on that, as opposed to just, you know, worrying about all the little operation of things that we have to get done. Probably my biggest one is being more patient, making sure that I'm patient with my team, that because I said it once doesn't mean that they understood it completely and that, you know, I need to work on that as a manager to try to be more effective with them.

>> I mean the difference in my experience from two years ago to today is hard to even put into words because it was just me doing absolutely everything. I was consumed with the business and now I've got a management team that supports me, I have a management team that takes a lot of that burden off of me so it's easier for me to kind of put boundaries around work for myself on a personal level and it's hard to even describe the difference, it's huge.

Questions:

1. How does Sue Ryan perform the three basic managerial roles – interpersonal, informational and decision making – her role at Camp Bow Wow?

2 (a). What are the four critical management skills? How do Candace Stathis and Sue Ryan apply the four critical management skills in their roles at the company?

   (b). Which of these skills do you think is most important skill for a manager at Camp Bow Wow and why?

3 (a). What are the three levels of business outcomes?

   (b). How do Ryan and Stathis balance the three levels of business outcomes?

Explain the three stages in the international product life cycle theory by providing an illustrative example (please provide the name of the company and the name of the product) to explain each stage of this theory.

What is the two types of Marketing Strategies in terms of aggressiveness? Give one example of each. *

Principles of diversity and inclusion are important to improve the effectiveness of a business, but these may be challenged by the need to remain efficient, profitable and sustainable. Discuss what role responsible, ethical management plays in this and whether it is important for the success of the business.