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)
In: Operations Management
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.
In: Operations Management
Projects are characterised by typical constraints. Analyse these constraints as they apply to the case study (20) marks
In: Operations Management
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.
In: Operations Management
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.)
In: Operations Management
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?
In: Operations Management
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.
In: Operations Management
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.
In: Operations Management
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)
In: Operations Management
94). Why not create a plan every time--but have a highly abbreviated plan for small-scale process?
In: Operations Management
Discuss the following quote from Steve Jobs, Co-Founder of Apple, Inc. Also, detail whether you agree/disagree with the quote and why. Please support your stance with specific details.
"Apple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient." (min 200 words)
In: Operations Management
In order to address the course learning objective. "...demonstrate your ability to justify if current Corporate Strategies work to achieve competitive advantage'..."
An eBay executive was once asked a question about some of the firm's new acquisitions. The question and his answer follows:
Q - With your other acquisitions, what have you learned about how to make them work, how to integrate them into the culture?
A - We think about acquisitions in three categories: acquisitions to strengthen our core, adjacent acquisitions, and capability acquisitions. The easiest are the first kind, like the acquisition two years ago of (the Korean auction site) Gmarket. We’re letting adjacent acquisitions, such as StubHub and Bill Me Later, run relatively independently. With Bill Me Later we’ve integrated core capabilities into PayPal and eBay. Positronic, a small search company, is in the third category. In many cases we’re buying the people—Christopher Payne, who’s running eBay North America now, was a founder of Positronic—which helps us integrate faster and acquire great talent.
---
Now it is your turn. Please address the following questions:
In: Operations Management
Why are the following business processes important? Which process do you feel is most important? Explain your reasoning.
In: Operations Management
Why a contingency plan was not always appropriate for long term operations due to inflexibility in organisational structure for WOW Sight and Sound (answer in a short paragraph)
In: Operations Management
Discuss the following quote from Steve Jobs, Co-Founder of Apple, Inc. Also, detail whether you agree/disagree with the quote and why. Please support your stance with specific details.
"Apple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient." (min 200 words)
In: Operations Management