Please answers the below True/False and Multiple choice questions from Business Law. (Please provide a brief explanation to answers if possible)

Chapter: Business Organizations

1.   The business judgment rule does not immunize members of boards of directors from liability to stockholders that come about from the bad business decisions of those directors. True/False

2. Corporations are not required to incorporate under the law of the state where their corporate headquarters is located. True/False

3. The portion of a corporation’s profits that has not been paid out as dividends to shareholders is known as retained earnings. True/False

4. An S Corporation can have no more than five hundred shareholders. True/False

5. The president and other top officers of a corporation are elected by its shareholders. True/False

6.   A corporation is not effectively organized until its Bylaws have been filed with the Secretary of State. True/False

7. A corporation must be incorporated in the state where it is headquartered. True/False

8.   The term “ultra vires” means

                a.             highly toxic

                b.             extremely profitable

                c.             beyond the powers

                d.            none of the above

9.   The federal disclosure rules that regulate franchising are created by the Food and Drug Administration (the FDA). True/False

10. Limited liability companies essentially have the same tax treatment as partnerships. True/False

11. Limited partners are investors who do not generally participate in managing the business. True/False

12. All partners in a limited partnership have limited liability. True/False

13. The severance of the relationship between a partner and a partnership is called dissociation. True/False

14. Limited liability companies are created by agreement of the parties, no filing of documents with the state is required. True/False

15. In their relations with one another partners are fiduciaries. True/False

16. The simplest form of business organization is the

                    a.             sole proprietorship

                    b.             general partnership

                    c.             limited partnership

                    d.            limited liability company

17. Franchises fall into the following categories:

                a.             distributorships

                b.             chain-style business operations

                c.             manufacturing or processing plant arrangements

                d.            all of the above

18. Shareholders vote on matters that change the corporation's structure or existence, such as a merger with another firm. True/False

19. A written authorization to cast another shareholder's vote is called a quorum. True/False

20. Directors, but not managers, are subject to a duty of loyalty to the corporation. True/False

21. To help ensure federal taxation as a partnership, state LLC statutes:

                    a.             place restrictions on transferability of member interests

                    b.             provide for continuity of life

                    c.             provide for unlimited liability

                    d.            all of the above

22. Limited partners are investors who may not participate in managing the business. True/False

23. The withdrawal or death of a partner causes the partnership to be dissolved, but many partnership agreements have provisions to allow the partnership to continue despite such events. True/False

24. Partners in a general partnership owe a fiduciary duty to one another. True/False

25.   The corporation is the oldest and simplest form of business organization. True/False

26. A general partnership is a separate legal entity distinct from the owners for all purposes. True/False

The 'environment' is a hot topic in Canada. These environmental issues has some serious business implications. To name a few: Canada's Oil-sands, Pipelines, etc.

1. Enlist some of the key environmental issues facing Canada including the above two.

2. What these above issues are and why they are so debatable?

3. What Impact Covid-19 will have on environment in the short term and long term

4. Include an example of a particular situation where a business practice/activity is done differently in Canada comparatively to your native country due to environmental concerns.

5. Role of WHO in this pandemic has been under the headlines. Why some people are not happy with its performance?  

Hi, could you provide some examples for the instances below with an explanation so I can understand

TM3 has been employed as Documentation and logistics staff and has just finished school, looks lost in their new role, misplacesfiles, send s them and other documents to the wrong person. Has an inability to understand task assignment, is forgetful, misses key points on tool inspections and when working in the filed. They have failed to reach their KPIs, RPCs etc

Could you describe three (3) instances where you could provide informal feedback to them?

Instance 1

Instance 2

Instance 3

2000 words essay on the topic of "Ratings and new technologies and how youth watch TV"

The success of global management strategies often requires overcoming obstacles including those resulting from a changing workforce. To what extent, if any, do you believe the modern workforce should influence global management strategies? Why?

List your responsibilities as a Software Development Project Manager, and explain how you measure the success and failure in any project?

Give examples.

Hi, could you provide brief examples for the instances below. I would appreciate your explanation so I can understand

Question 1

TM1 is the administration team leader and they achieve all KPIs and yearly goals, is highly motivated, recent winner of best personal trainer award, self-admits they have behavioural problems, seen by other TMs as isolated, stoic, cold, aloof, insensitive and harsh to other TMs and has poor communication skills

Could you describe three (3) instances where you could provide informal feedback to them?

Instance 1

Instance 2

Instance 3

Select 5 international clothing brands and make a swot analysis.word count should be 4000 words.please don't copy.ill check the plagiarism.Can u please do it fast(I want all 5 not one)

1.what are assumptions of the resource based view. example

2.When is imitability more likely with the product differentiation. example

3.explain the differences between resource-based view and SCP model.example

4.how do you make profits from the Porter 5 forces. example.

Projects are characterised by typical constraints. Analyse these constraints as they apply to the case study (20) marks

The impact of COVID-19 on user behaviour and ecommerce

There’s no doubt that the crisis caused by the global Coronavirus (COVID-19) pandemic has created an incredibly difficult business climate. Businesses are being presented with many new challenges as international borders close, bricks-and-mortar businesses shut their doors, and people are told to isolate at home. Many companies face temporary or even permanent closures, with staff facing months of financial uncertainty and worry.

Consumer behaviour has been forced to immediately change, and change on a massive scale. Those in isolation or under lockdown can’t perform their usual routines, especially since many local shops have been forced to close their doors for safety reasons. Concerns about the availability of goods have encouraged panic buying of items in bulk. Financial uncertainty and the prospect of a severe and long-term recession make for a stark backdrop which has led to an impact on consumer outlook, perceptions and behaviours.

For the businesses that remain active at this time, questions are inevitably being asked about how best to cope with the prevailing trading conditions, and how best their strategies should adapt. This is a difficult question to answer since the Coronavirus pandemic is so new that the circumstances are changing fluidly and on a daily basis. Defining a strategy now is difficult as there is limited evidence or precedent to base assumptions on. Initial indications about what might happen to businesses and the economy could be gauged by looking at the data from the countries which first suffered from the effects of COVID-19.

While there’s no guarantee that others will follow the same trajectory, analysis of these countries can reveal useful patterns and insights.

COVID-19 is already impacting buyer behaviour

Online, the world is changing just as fast as offline. In early March 2020 The Drum reported on research that shows that, while annual advertising growth rates in China are predicted to fall from 7% growth in 2020 to 3.9%, ecommerce advertising spend is predicted to grow by 17.7% and social media spending to rise by 22.2%.

This seems to reflect the changes in consumer behaviour as they switch from buying offline to buying online. They also show that as people are spending more time at home, brands have responded by shifting spend from offline media to online, with 14% reporting this course of action.

In the same piece of research, they go on to state that “e-commerce as a platform has already seen exponential growth, especially in FMCG which saw spending through ecommerce channels in China grow almost seven times as fast as the sector overall in 2019; a trend that the coronavirus outbreak is likely to accelerate.”

The same picture is painted in research published by Business Insider Intelligence and eMarketer analysts in March 2020, which suggests that ecommerce is likely to grow as consumers avoid physical stores. Their data suggests that 74.6% of US internet users said they’d be likely to avoid shopping centres and malls if the coronavirus outbreak in the country worsens, and over half would avoid shops in general.

A new study from Ipsos MORI from mid-March 2020 reveals that 50% of Chinese and 31% of Italian consumers say they’re now using ecommerce ‘more frequently’. In contrast, only 18% of UK respondents said that they were using online stores more frequently, with close


to half reporting there was ‘no change’ in their ecommerce habits. However, now that the UK is in lockdown these statistics are likely to change dramatically, probably trending towards the figures seen in other countries with more advanced COVID-19 issues. While the types of goods people need might change due to their circumstances, the need to purchase these somewhere will remain, and we will likely see a general switch to online shopping.

Ecommerce challenges

In theory, online stores of all sizes stand to benefit from the switch of consumer behaviour to online shopping since they are already well-positioned to serve the increasing demand for goods and services. However, there are challenges. Ecommerce is not a magic bullet in itself, and MorningStar cites issues with adoption (especially amongst lower-income consumers) as a dampening effect against any uplift in sales. There are also issues with the supply-chain and product delivery, with companies already starting to be clever about resolving them through innovation.

Perhaps an even more limiting factor for businesses will be the level of readiness of their ecommerce offering. If their online platform is not capable of offering a competitive user experience, the chances are it will fail to entice, impress or retain customers. Ensuring that your ecommerce site or app is optimised and ready will be critical in the success of your online offering, and how competitive you can be in an increasingly competitive landscape. Fortune states that: • “companies with robust e-commerce offerings … will fare the best in the current turmoil” • “analysts agree that retailers still playing catch up on e-commerce will be the biggest losers” • “retailers with good sites will lose the least”

Those are pretty stark warnings, and it’s clear that companies need to ensure that their sites are more than just good. They need to deliver the best ecommerce experience possible. To start with, they must be discoverable via search engines at the time their customers wish to make a purchase, and once customers are on the site the ecommerce platform must be responsive and meet or exceed customer expectations.

Changes to ecommerce traffic We have already seen big changes in search behaviour in the Fashion sector. It’s not uncommon for fashion brands to have a significant proportion of their traffic coming through branded search. In the example below we can see one UK-based fashion retailer’s branded search traffic drop by approximately 40% after strict new measures were introduced in midMarch to combat the COVID-19 virus (we’ve actually seen some other fashion brands drop by as much as 70% in the same period):

During this period, the same site’s generic traffic also dropped-off, indicating a general downturn in demand for fashion items (Lord Simon Wolfson, Next’s chief executive, stated recently that “People do not buy a new outfit to stay at home”).

So different sites, and sectors, will experience different effects from the changes in consumer behaviour. What is clear though is that user behaviour is definitely changing online, and sometimes quite dramatically.

Are ecommerce sites set up to cope with these changes?



Improving your ecommerce offering to remain competitive

As the Coronavirus crisis continues to bear down on the world’s population, and as their behaviour adapts, companies with a strong ecommerce offering can ensure that they are there when consumers need them. Nike, for example, has managed to increase digital sales by 30% as a result of their fitness and e-commerce apps being particularly well integrated.

As consumer behaviour changes and results in more and more customers shopping online, so too will the marketplace change to become ever-more competitive as companies seek to capitalise on this trend. If your site is not found in search engines for relevant searches, or your site’s responsiveness lags behind your competitors, your ability to compete will be severely diminished. In today’s tough economic climate, this is the digital equivalent of rubbing salt in a wound.

This implies that, rather than stopping marketing activities such as Analytics, Search Engine Optimisation (SEO), Content Marketing, Conversion Rate Optimisation (CRO), Pay Per Click (PPC) and Paid Social etc., companies could be best served by investing into (if not doing so already), or investing more heavily into these types of activities. While each business is different and will face its own challenges, investing into these areas may actually help companies thrive in a competitive space, and help offset the financial impact of the loss of offline sales. Investment here will certainly prevent the loss of online market share, and will help position brands in preparation for the increase in demand that will surely come once this crisis abates.

We recently published some tips on How to keep your digital strategy safe from the effects of COVID-19, which suggests some initial steps companies could take to review their current offering and help safeguard their business in these troubled times. While it might be sensible to remain invested in online marketing activities such as SEO and Paid Media to promote your brand during this crisis, it’s likely that the specific tactics employed will change.

Both SEO and Paid Media might need to change the focus of campaigns due to changes in demand, and focus on different sets of keywords based on new consumer search behaviours. For example, we have noticed that Fashion brands are attempting to pivot to loungewear items, given that most of the population is stuck at home. In Paid Media, bid strategies will probably need to be adapted (we have some specific tips about this on our blog here), and SEO might find new opportunities for new types of content and changes to on-page optimisation.

Editorial content is usually seen as a quick win since it normally requires little technical input and can therefore be developed and implemented rapidly. The key is in understanding your customer’s intent and providing content that meets or exceeds their needs. We have noticed some ecommerce companies are attempting to pivot their content marketing to capture users who, as of the beginning of lockdown, are at home with far more time to surf the web. This shows us that companies should probably perform a deep-dive into their Analytics and really understand the current needs of customers, since these needs will almost certainly have changed recently. Have ecommerce sites kept up with these changes? In this new world, as customers are having to spend much more time shopping online, even small changes to a site’s user experience and page load times will likely have a much bigger impact on customer retention and conversion rates.

Performing a careful analysis of how fast a site’s pages load within different devices will usually reveal opportunities to improve site speed, many of which can be fairly simply to implement and therefore represent quick wins.


Remember, page speed is a ranking factor in Google these days, and there has been much research published showing a direct inverse relationship between the speed of a page and the number of conversions. One such study by Amazon showed that an increase in load times of just one second reduced conversions by 7%. This doesn’t sound like a lot, but for Amazon at that time, 7% represented $1.6 Billion in sales! Optimisation of page load times is a genuine opportunity to improve baseline revenue.

In a similar vein, making sites work better for existing customers by analysing their paths to conversion, and the subsequent optimisation of that journey, will allow customers to have a smoother and more satisfying checkout experience. This will almost certainly provide uplifts to the revenue generated by the site, and will probably generate increases in brand affinity too.

Final thoughts While the world is reeling from the effects of the Coronavirus pandemic, user behaviour is being forced to change and shoppers are increasingly moving online. Ecommerce sites are in a position to be able to capitalise on this, but only if they are able to be found by customers in the first place.

While tactics may need to be adapted to the new environment, we find ourselves in, businesses should consider retaining investment in their analytics, online marketing and online content so that they can remain competitive and meet the needs of shoppers. In these uncertain times, there are still opportunities; it just takes a slightly different mindset and approach, and a positive attitude.

Question: Critically evaluate the benefits of the Internet marketplace to businesses and customers within the context of this case study and during the outbreak of COVID-19.

Tom Terrific leases rafts from a supplier and rents them to customers who use them to float down the Illinois river.   Each day Tom leases 30 rafts from his supplier, at a cost of $15 per raft. He rents them to his customers for $30 per day. Rental demand follows a normal distribution, with a mean of 30 rafts and a standard deviation of 6 rafts. (Once generated, make all demands integers in your model using INT function – see podcast.)

• Create a simulation model to calculate daily profit.

• Simulate 25 days of operation

• Calculate the average daily profit

Read over the scenario. Prepare a decision memo for approval. Any clarifications (how many senior staff, how many helpdesk etc.) should be posted within the Discussion Board.

You are the CIO of a Startup called Kitnip. Currently there are 20 employees supporting 500 customers in the Sacramento area. If the market share is gained, total employees could balloon to 300 in the next 5 years in accounting, marketing, customer support and other administrative areas. Your business is in connecting individuals with cats with individuals who want to change their cat litter…for money. Coupled with a plant-based, non-scented litter and other cat related toys and accessories that are sold direct to consumer in an online store. All litter changers are 1099 employees and thus not included in the expansion or the rest of this analysis.

Your startup just received a Series C funding, where you are now tasked to become a more stable company with standardization. Your CEO and President Harry Cat understands the importance of standardization, but depends upon your expertise. He wants to know what he should budget to give you to ensure you have the equipment and technology to “get everyone on the same page”. His criteria for determining viability are: mobility (prefers lightweight), costs, and aesthetics (looks nice). Due to the startup nature there is little standardization in platform or policy, with the exception of G Suite basic is purchased for all employees, however beyond email little else is utilized.

Your initial analysis boils down to what should Kitnip provide its employees to conduct business and is G Suite basic enough. Things like operating system, monitor, laptop, phone, BYOD software, BYOD reimbursement could be considered for a employee devices. Is G Suite Basic enough to also provide backups, collaborative capabilities and productivity software?

Harry Cat has asked for a SHORT (no more than 2 pages w/o figures) decision memo stating in simple terms what is needed, why, and a dollar amount by year. Any anticipated questions should be included in appendices with charts, figures, or forecasts. Comparing costs to an alternate solution is suggested.

Write a decision memo:

I. Background & Current Status: What is the background for reaching this decision memo? Where is the company and the department at in the process?

II. Impact and Evaluation: What is the impact to the organization should a decision not be reached? Why do we need to make this decision now? What other factors could be involved for not coming to a decision? What key factors are we using to make the evaluation?

III. Options: What are the options that we will choose from? Why did you choose them? How can it mitigate the issues forecasted in section II?

IV. Analysis/Discussion: Conduct an analysis of the options against your critieria. Discuss why one or two is better than the others. (If you do a Matrix, if you run out of space put it in the back)

V. Recommendation: Bottom Line. What do you recommend, why, how much?

Question:

Convergence is a stage where organisations have moved from products and services to relationships and combine to offer a “bundle” of services. Describe the possible enablers and drivers of the convergence as new norms of post COVID-19.

1.what are the 5 bases of differentiation, explain.

2.impact of Differentiation on each of Porter’s 5 forces. example.

3.define the sources of cost advantages. example

4. define the impact of Cost Advantage on each of Porter’s 5 forces. example for each one.