Managing the Global Supply Chain

To enhance a firm's global capabilities, logistics management must consider five major differences between domestic and international operations. These include performance cycle structure, transportation, operational considerations, informational systems (IS) integration, and alliances.

Performance cycle structure. The length of the performance cycle is a major difference between domestic and international operations. Performance cycles are longer for international operations. While the domestic is measured in days, international is measured in weeks or months (e.g., fashion merchandise takes 30 to 60 days). The reasons for longer order cycle to delivery cycle times are:

Communication delays Financing requirements

Special packaging requirements

Ocean freight scheduling

Slow transit times

Customs clearance

Discuss the above topic and post your comments , views , opinions and recommendations.

8.48. Message Strategies: Good News Messages [LO-4]

Amateur and professional golfers in search of lower scores want to find clubs that are optimized for their individual swings. This process of club fitting has gone decidedly high tech in recent years, with fitters using Doppler radar, motion-capture video, and other tools to evaluate golfers’ swing and ball flight characteristics. Hot Stix Golf is a leader in this industry, having fitted more than 200 professionals and thousands of amateurs.

Your task: Imagine that you are the communications director at the Indian Wells Golf Resort in Indian Wells, California. Your operation has just signed a deal with Hot Stix to open a fitting center on site. Write a three-paragraph article that could be posted on the resort website. The first paragraph should announce the news that the Hot Stix center will open in six months, the second should summarize the benefits of club fitting, and the third should offer a brief overview of the services that will be available at the Indian Wells Hot Stix Center.

I am about to start my graduation thesis, I need some interesting topics related to business Administration. Preferably something with Marketing, human resource management or international management. And how will be my method of research to accomplish?

Principles of Marketing
Sales Promotion Matching

CONSUMER

A) Coupons
B) Rebates
C) Premium
D) Loyalty Marketing Programs

E) Sweepstakes

F) Contests
G) Sampling
H) Point of Purchase (P-O-P) TRADE

____ Quaker Chewy Granola Bars special package: 8 bars for the price of 6
____ Starbucks’s card where you buy 10 coffee drinks and you get your 11th free

____ McCormick’s puts up a cardboard aisle display with all their grilling rubs and seasonings for 2 weeks ____ Print this XX and get $1 off your next purchase

____ You receive a free shampoo packet via the mail.

____ Battle of the brides – compete in games. Winner gets a free wedding dress
____ HGTV’s Annual “Dream Home Giveaway”

____ Buy a new Droid and get a $50 visa card

TRADE:

A)Trade Allowances
B) Push Money
C) Training

D) Free Merchandise
E) Store Demonstrations

F) Business Mtgs/Conventions/Trade Shows

____ You go by the Bakery Dept. and someone asks if you would like to taste their new Kale Chips
____ If a buyer orders at least 10 cases of Gatorade Prime, they get a case of G2 in the flavor of their choice.

____ You attend the National Sporting Goods Show for your company and are offered a special deal to write an order at the show.

____ For every 100 Dell computers ($700 or more) sold by your retail location, Dell will give you 5 notebook computers for your retail Sales Associates.

____ If you order at least 100 cases between 11/1/19 and 12/1/19, you will receive 5% off on your next order after 12/1/19.

____ Samsung will come to your National Sales meeting and provide 3- 45 minute seminars on their newest SMART TV’s.

3. Suppose EMU Software is promoting its new tax preparation software. Its main competing

product is Turbotax’s software worth $50. EMU claims that for 30% of the time, its software

identifies additional savings of $110 for their customers compared to its closest competitor.

Also, EMU’s software is easier to use and it takes only 3 hours for its customer to use to

complete all its tax preparations. Turbotax’s software on the other hand takes 4 hours to do

the same. However, EMU Software is a new product and 5% of their customers may

experience a bug in the software. The delay in sorting that bug out will lead to an extra day

required for tax preparation using EMU Software for those customers. Assume that a typical

company accountant who would be hired to use the software earns $40 per hour. Calculate

the total economic value of EMU’s software. Note that one day is 8 working hours. (10

points)

What is a glass ceiling in your own words? What are two explanations of yours for the existence of a glass ceiling?

Marketing

List three ways in which non-profit organization marketing differs from that of a for-profit organization.

- Difference #1

______________________________________________________________________________                 ______________________________________________________________________________

- Difference #2

______________________________________________________________________________                 ______________________________________________________________________________

- Difference #3

______________________________________________________________________________                 ______________________________________________________________________________

Sam Nolan clicked the mouse for one more round of solitaire on the computer in his den. He’d been at it for more than an hour, and his wife had long ago given up trying to persuade him to join her for a movie or are Saturday night on the town. The mind-numbering game seemed to be all that calmed Sam down enough to stop thinking about work and how his job seemed to get worse every day.

Nolan was chief information officer at Century Medical, a large medical products company based in Connecticut. He had joined the company four years ago, and since that time Century had made great progress integrating technology into its systems and processes. Nolan had already led projects to design and build two highly successful systems for century. One was a benefits-administration system for the company’s HR department. The other was a complex Web-based purchasing system that stream-lined the process of purchasing supplies and capital goods. Although the system had been up and running for only a few months, modest projects were that it would save Century nearly $2 million annually. Previously, Century’s purchasing managers were bogged down with shuffling and processing paper. The purchasing process would begin when an employee filled out a materials request form. Then the form would travel through various offices for approval and signatures before eventually being converted into a purchase order. The new web-based system allowed employees to fill out electronic request forms that were automatically e-mailed to everyone whose approval was needed. The time for processing request forms was cut from weeks to days or even hours. When authorization was complete, the system would automatically launch a purchase order to the appropriate supplier. In addition, because the new system had dramatically cut the time purchasing managers spent shuffling paper, they now had more time to work collaboratively with key stakeholders to identify and select the best suppliers and negotiate better deals.

Nolan thought wearily of all the hours he had put in developing trust with people throughout the company and showing them how technology could not only save time and money but also support team-based work and give people more control over their own jobs. He smiled briefly she recalled one long-term HR employee, 61-year-old Ethel Morre. She had been terrified when Nolan first began showing her the company’s intranet, but she was now one of his biggest supporters. In fact, it had been Ethel who had first approached him with idea about a web-based job posting system. The two had pulled together a team and developed an idea for linking century managers, internal recruiters, and job applicants using artificial intelligence software on top of an integrated web-based system. When Nolan had presented the idea to his boss, executive vice-president Sandra Ivey, she had enthusiastically endorsed it, and within a few weeks the team had authorization to proceed with the project.

But everything began to change when Ivey resigned her position six months later to take a plum job in New York. Ivey’s successor, Tom carr, seemed to have little interest in the project. During their first meeting, Carr had openly referred to the project as a waste of time and money. He immediately disapproved several new features suggested by the company’s internal recruiters, even though the project team argued that the features could double internal hiring and save millions in training costs. “Just stick to the original plan and get it done. All this stuff needs to be handled on a personal basis anyway,” Carr countered. “you can’t learn more from a computer than you can talking to real people – and as for internal recruiting, it shouldn’t be so hard to talk to people if they’re already working right here in the company.” Carr seemed to have no understanding of how and why technology was being used. He became irritated when Ethel Moore referred to the system as “web-based”. He boasted that he had never visited Century’s intranet site and suggested that “this internet fad” would blow over in a year or so anyway. Even Ethel’s enthusiasm couldn’t get through to him. She tried to show him some of the HR resources visible on the intranet and explain how it had benefited the department and the company, but he waved her away. “Technology is for those people in the IS department. My job is people, and yours should be, too”. Ethel was crushed, and Nolan realized it would be like beating his head against a brick wall to try to persuade Carr to the team’s point of view. Near the end of the meeting, Carr even jokingly suggested that the project team should just buy a couple of filing cabinets and save everyone some time and money.

Just when the team thought things couldn’t get any worse, Carr dropped the other bomb. They would no longer be allowed to gather input from uses of the new system. Nolan feared that without the input of potential users, the system wouldn’t meet their needs, or even that users would boycott the system because they hadn’t been allowed to participate. No doubt that would put a great big “I told you so” smile right on Carr’s face.

Nolan sighed and leaned back in his chair. The project had begun to feel like joke. The vibrant and innovative human resources department his team had imagined now seemed like nothing more than a pipe dream. But despite his frustration, a new thought entered Nolan’s mind: “Is Carr just stubborn and narrow-minded or does he have a point that HR is a people business that doesn’t need a high-tech job posting system?”

questions:

1. Need to develop some alternatives to Address the Problem Statement
2. Then we need to evaluate the alternatives, then recommend One
3. Find a plane for the alternative we choose.
4. Evaluation of Chosen Alternative For Effectiveness

Debate the inputs, tools and techniques, and the outputs of the risk management process as prescribed by the PMI. Your discussion must reference the case study even if you have to make some assumptions.

What are Goleman’s six leadership prototypes? Are there any other leadership prototypes that could be added to Goleman’s list? Explain.

Examine the launch of Coke Life from an ethical perspective.

Marketing

i. Services differ from goods in terms of Intangibility, Inseparability, Inconsistency and Inventory.

Explain and provide an example of Intangibility

Explain and provide an example of Inseparability

Explain and provide an example of Inconsistency

Explain and provide an example of Inventory

When was the AAA formed and what was their first order of business?