(Penne Pesto) Penne Pesto is a small restaurant in the financial district of San Francisco. Customers order from a variety of pasta dishes. The restaurant has 50 seats and is always full during the four hours in the evening. It is not possible to make reservations at Penne; most guests show up spontaneously on their way home from work. If there is no available seat, guests simply move on to another place. On average, a guest spends 50 minutes in the restaurant, which includes 5 minutes until
the guest is seated and the waiter has taken the order, an additional 10 minutes until the food is served, 30 minutes to eat, and 5 minutes to handle the check-out (including waiting for the check, paying, and leaving). It takes the restaurant another 10 minutes to clean the table and have it be ready for the next guests (of which there are always plenty). The aver-age guest leaves $20 at Penne, including food, drink, and tip (all tips are collected by the restaurant; employees get a fixed salary). The restaurant has 10 waiters and 10 kitchen employees, each earning $90 per evening (including any preparation, the 4 hours the restaurant is open, and clean-up). The average order costs $5.50 in materials, including $4.50 for the food and $1 for the average drink. In addition to labor costs, fixed costs for the restaurant include $500 per day of rent and $500 per day for other overhead costs. The restaurant is open 365 days a year and is full to the last seat even on weekends and
holidays. There is about $200,000 of capital tied up in the restaurant, largely consisting of furniture, decoration, and equipment.

b. What is the return on invested capital (ROIC) for the owner of the restaurant? [6.2]

c. Assume that you could improve the productivity of the kitchen employees and free up one person who would be helping to clean up the table. This would reduce the clean-up to 5 minutes instead of 10 minutes. What would be the new ROIC? [6.3]

Identify two critical stakeholders in the external environment that would affect the profitability of the U.S. Airline industry. Explain why they can affect the profitability and what can be done by a firm to improve the firm’s profitability (in 500 words.)

Options for company XYZ to set up production at different locations are provided below.

• Many companies have reported that it is difficult to implement advanced management information and decision support systems. Why do you think this is so? How might the roadblocks to implementation be removed?
• Why is face-to-face communication between managers still important in an organization?  

true or false

1. A service operation by its very nature is a make-to-stock type of production
process.
2. A decision tree problem does not need probabilities or payoffs to generate a
solution.
3. A manufacturing cell groups the same or similar machines into cells to work on
products that have dissimilar shapes and dissimilar processing requirements.
4. Because little or no inventory is carried in a service operation, it is easy to
separate the operations management functions from marketing in services.
5. Capacity planning is generally viewed in three time durations: short range,
intermediate range, and long range

Mitigation strategies are commonly adopted by supply chain managers in global supply chain management. Discuss how managers should consider to make better supply chain network design decisions when supply is unstable.

David and Micah both have different ideas on what they want to do for dinner, but Micah said since he is paying, they are doing what he wants. David quickly agrees to Micah’s demands; after all, he is paying. David ’s conflict management style seems to

a) Competing b) Accommodating c) Compromising d) Avoding

a) What is equity home bias and why are proponents of international portfolio diversification puzzled by the home bias phenomenon?

Write 350 words (fix). No plagiarism plz.

Using both local and foreign staffing policy for top-level managers for a small Caribbean country that is engaged in a joint venture with a Switzerland company that select and give your rationale for a staffing policy using the Switzerland Labour Act include the following elements: Working hours, Compensation package, Termination, Holiday and Sick Leave

ICTx, a family-owned manufacturer of budget computers, has grown exponentially over the last few years. However, the company is having difficulty preparing for future growth. The only information system used at ICTx is an antiquated accounting system. The company has one manufacturing plant located in Gaza; and three warehouses, in Rafah, Wastta, and AlNasser. The ICTx sales force is national, and ICTx purchases about a third of its computer parts and materials from a single overseas supplier. You have been hired to recommend the information systems ICTx should implement in order to maintain their competitive edge. However, there is not enough money for a full-blown, cross-functional enterprise application, and you will need to limit the first step to a single functional area or constituency. What will you choose, and why? Hints: your answer should discuss the TPS

MIS ”chapter 2 Global E-business and Collaboration”

Positive outcomes are not always an end result for collaborations. Collaborations might be set on two-legged outcomes from the start. Accordingly, setting aims is not enough by itself. Managing aims is regarded as essential for better collaborative results. In the context of a local organizational collaboration of your choice, discuss the importance of managing aims and how the presence of some elements might generate negative episodes that a collaboration can face. Support your discussion with examples. 600 words.

Hint: you need to provide your discussion in an essay format. Make sure NOT TO PROVIDE A DESCRIPTIVE ANSWER; take an analytical approach to the discussion and support your answer with examples from your professional and/or personal experience

MARKETING what are 2 different customer segments in a gym and their characteristics?

Prime cost worksheet (figure %, cost & sales to two decimal places)

Open and use the following chart below for the “prime cost” quiz. 10 questions for boxes A - J

Cost of sales + cost of Labor = Prime cost

Prime cost – cost of labor = cost of sales

Prime cost – cost of sales = cost of labor

Prime cost ÷ sales = prime cost %

Prime cost x PC% = Sales

Sales X PC% = prime cost

A

B

C

D

E

F

G

H

I

J

Section C: Establishing Strategic Pay Plans
Case Study: Carter Cleaning Company – The New Pay Plan
Jennifer Carter graduated from State University in June 2011 and, after considering
several job offers, decided to do what she always planned to do—go into business
with her father, Jack Carter. Jack Carter opened his first laundromat in 1999 and his
second in 2001. The main attraction of these coin laundry businesses for him was
that they were capital—rather than labor—intensive. Thus, once the investment in
machinery was made, the stores could be run with just one unskilled attendant and
none of the labor problems people normally expects from being in the retail service
business.
The attractiveness of operating with virtually no skilled labor not-withstanding, Jack
had decided by 2007 to expand the services in each of his stores to include the dry
cleaning and pressing of clothes. He embarked, in other words, on a strategy of
“related diversification” by adding new services that were related to and consistent
with his existing coin laundry activities. He added these for several reasons. He
wanted to better utilize the unused space in the rather large stores he currently had
under lease. Furthermore, he was, as he put it, “tired of sending out the dry cleaning
and pressing work that came in from our coin laundry clients to a dry cleaner 5 miles
away, who then took most of what should have been our profits.” To reflect the new,
expanded line of services, he renamed each of his two stores Carter Cleaning Centers
and was sufficiently satisfied with their performance to open four more of the same
type of stores over the next 5 years. Each store had its own on-site manager and, on
average, about seven employees and annual revenues of about $550,000. It was this
six-store chain that Jennifer joined after graduating.
Her understanding with her father was that she would serve as a troubleshooter or
consultant to the elder Carter with the aim of both learning the business and bringing
to it modern management concepts and techniques for solving the business’s
problems and facilitating its growth.
Carter Cleaning Centers does not have a formal wage structure nor does it have rate
ranges or use compensable factors. Wage rates are based mostly on those prevailing
in the surrounding community and are tempered with an attempt on the part of Jack
Carter to maintain some semblance of equity between what workers with different
responsibilities in the stores are paid. Carter does not make any formal surveys when
determining what his company should pay. He peruses the want ads almost every day
Page 4
and conducts informal surveys among his friends in the local chapter of the laundry
and cleaners trade association. While Jack has taken an informal approach to paying
employees, his salary schedule has been guided by several basic pay policies based on
his intuition and experience. Although many of his colleagues adhere to a policy of
paying minimum rates, Jack has always followed a policy of paying his employees
about 10% above what he feels are the prevailing rates, a policy that he believes
reduces turnover while fostering employee loyalty. Of somewhat more concern to
Jennifer is her father’s informal policy of paying men about 20% more than women
for the same job. Her father’s explanation is, “They’re stronger and can work harder
for longer hours, and besides they all have families to support.”
C-1. Is the company at the point where it should be setting up a formal salary
structure based on a complete job evaluation? Why? Describe a job evaluation
method that the company can use.
C-2. Is Jack Carter’s policy of paying 10% more than the prevailing rates a sound one,
and how could that be determined? What type of equity issues is Carter addressing?

C-3. Similarly, is Carter’s male–female differential wise? If not, why not?
C-4. Specifically, what would you suggest Jennifer do now with respect to her
company’s pay plan?