1. Phishing:
   1. Specifically targets a given organization or group of users.
   2. Emphasizes leveraging extremely detailed, pinpoint information about the respective target.
   3. The goal is to leverage the reputation of a trusted firm to trick the victim into performing an action, or to reveal information.
   4. Seldom masquerades as a security alert from a bank, or e-commerce site.

2. Cash Conversion Cycle:
   1. In general, retailers want the Cash Conversion Cycle number to be as large as possible.
   2. A firm’s Cash Conversion Cycle does not vary from quarter to quarter.
   3. It is impossible for a firm to have a negative Cash Conversion Cycle.
   4. Amazon consistently reports a negative Cash Conversion Cycle. It frequently sells goods, and collects money from its customers before it has to pay its suppliers.

HR management

1)    To compete more effectively, your organization is considering a profit-sharing plan to increase employee effort and to encourage employees to think like owners. What are the potential advantages and disadvantages of such a plan? Would the profit-sharing plan have the same impact on all types of employees? Is the size of your organization an important consideration? Why? What alternative pay programs should be considered?

2)    Why is communication so important in the employee benefits area? What sorts of programs can a company use to communicate more effectively? What are the potential positive consequences of more effective benefits communication?

3)    What are the features of traditional and non-traditional labor relations? What are the potential advantages of the “new” nontraditional approaches to labor relations?

4)    Why have the roles and activities of the HRM function changed over the past 20 to 30 years? What has been driving this change? How effectively do you think HRM has responded?

use a project that you know of and provide a risk management plan for the project.conduct an analysis of the risk management process as evidenced by the plan.

Despite all the significant benefits that arise of the practice of marketing, it remains a human activity. Marketing has flaws which have been highly publicised in recent times. " Despite the social criticisms of marketing that Hungry Lion should be cognisant of." Your answer should include the impact of those criticisms on the operations of Hungry Lion. 25 ma

The Continent’s Progressive QSR Player

Stellenbosch-based fast food specialist Hungry Lion has found ideal footing for expansion over the coming years, owed to optimised operations and an admirable outlook

Writer: Jonathan Dyble | Project Manager: Josh Hyland

MARKETING MANAGEMENT

Adrian Basson is a self-described Afro-optimistic. “There’s no hiding from the fact that there are a lot of challenges in Africa, but retail is a promising sector when it comes to facilitating opportunities, creating employment and generally building a business that can have a widespread impact,” he says.

“When you reach a remote town with an empty plot, the local people don’t often have much. But as we’ve built new stores and helped to launch new shopping centres, we’ve been able to not only witness, but also facilitate the construction of new, thriving ecosystems. We’re proud to be a business that contributes to the success of these societies – I guess you could say we’re a capitalist business with a socialist outlook.”

Basson, now CEO, became part of the Hungry Lion story in 2001 and has seen the company come a long way over the past two decades to be the responsible, esteemed organisation it is today.

Having opened its first restaurant in South Africa in 1997, the business today proudly operates a network constituting over 200 stores across South Africa, Lesotho, Swaziland, Botswana, Namibia, Zambia and Angola, with over 4,000 Hungry Lion employees. Looking at the bigger picture, however, such statistics only touch the surface of what the brand is bringing to the region.

“In many ways I like to think that our product is an afterthought in what we’re looking to achieve,” explains Basson. “Yes, serving bigger portions, more chips and more smiles is key to our operations, but it’s just one part of our overriding goal – providing joy to our employees, customers and local communities through food, served with passion.”

This ethos is relatively new to the firm, becoming more of a core focus during the company’s major rebranding process that kickstarted in 2014. Having originally been part of the Shoprite Group, Africa’s largest food supermarket chain, Hungry Lion is now a totally independent company in its own right with a unique brand and character.

“In the beginning, we weren’t really building a brand,” reveals Basson. “We purely sold chicken and chips at an affordable price on a somewhat ad-hoc basis. However, we eventually found ourselves with 100-plus stores, and with the economic challenges that came around in 2008/09, we realised that stores without a brand, a story, and an experience would fail to deliver in the long term. It was a case of changing with the times and we invested a lot into the design of our stores, our product quality and consistency, together with the development of the brand itself.”

Since transitioning from being a business-centric to a customer-centric brand, Hungry Lion has reaped the rewards with the business undergoing stratospheric growth over the past few years.

Adding a modern twist

Moving in this re-energised direction, strategy changes quickly followed for Hungry Lion, evidence of which can be found in the firm’s increasing use and the implementation of revolutionary technologies.

Fast forward to today, the company now benefits from artificial intelligence, automated system checks, cloud computing and live dashboards – technologies which serve multiple purposes in the way of driving the business forward. This together with an always connected workforce, makes executing operationally so much more efficient.

“I’ve always had a connection with technology,” Basson reveals. “I used to work in the technology division of Compaq in London and also formerly as the Chief Digital Officer of Shoprite for a period. We live in an era where we can augment the people with technology to do the repetitive stuff, so that they can focus on the more human touches.”

In a space where most others in the fast food industry are franchised and owner-managed, Hungry Lion is unique in the African landscape, with almost all stores being fully-owned and managed from its Head Office. This is where automated systems and clever use of technology comes to the forefront in managing the business over vast distances and across borders.

“With technology comes data and with data comes insight,” Basson continues. “Using our systems, we’re able to see the performance of each of our stores in real time, have an overview of customer experience, and execute plans to fix problems at speed and scale. These capabilities would never have been possible if we didn’t have the right technologies in place.” With full visibility of information comes accountability, since everyone can see what needs to be done and if it was done. Transparency is a crucial merit of these technologies, a cultural trait of Hungry Lion that is accentuated in other ways.

Basson adds: “We have a network of area, country and regional managers who act as an extension of our Head office in Stellenbosch. Head office employees pay regular visits to different regions to keep a finger on the pulse of local operations. Our area and country managers, in turn, come to Head Office regularly for updates to business processes, training, and meetings. This constant exposure in both directions ensures that best practises are shared and implemented to all stores quickly.”

Prosperous career planning

Combined with both these expansive technologies and a transparent, remodelled structure, Hungry Lion recognises that its staff are key to achieving the firm’s ongoing ambitions.

To this end, the company ensures that it provides extensive benefits to its employees, bolstering its position as an employer of choice and equally its talent retention capabilities.

Such initiatives include the introduction of E-learning materials in five languages and the company’s live in-house training platform from LessonDesk, a comprehensive new employee assistance programme, access to affordable healthcare for employees and more specialised and tailored training programmes.

What’s more, Hungry Lion has a strong focus on career planning, testament to its culture of internal promotion.

“Typically speaking, joining a fast food business as the lowest level of employee, the pay isn’t fantastic and it’s not uncommon for these workers to have bigger aspirations,” explains Basson. “What we’ve realised is you can either listen to and facilitate these ambitions, or your workers will leave and look for opportunities elsewhere. We like to pursue the former, providing clear career paths for our inspirational and aspirational workers. From cashiers to controllers to junior managers to regional managers, and so on, this personal growth structure is in place at Hungry Lion.”

A core part of the company’s ethos, providing key opportunities to reward loyalty and ambition, Hungry Lion offers not just a job but an all-encompassing opportunity to build a prosperous career.

A sound, responsible outlook

Such a humble and grounded approach is not only applied internally, but equally externally through a number of corporate social responsibility initiatives.

These are built around Hungry Lion’s three-pillar CSR strategy, with the organisation contributing towards hunger alleviation, championing change in local communities and promoting skills development.

Between February and March of this year alone, for example, the company provided food for the attendees of a seminar addressing the issue of domestic violence, pupils of an underprivileged primary school during a field trip and fire fighters in the Western Cape, while also supporting a Soweto children’s home and a local police station’s cricket tournament for rural schools.

“It’s an element to our business that we take pride in,” reveals Basson. “We like to show that we care for our communities, customers and especially our employees and their families. There’s a lot of need in Africa from a poverty standpoint and being in the food business we’re able to help local communities in addressing such issues. I wouldn’t say we have a set agenda – ad hoc opportunities arise, and we react accordingly in each of the locations that we’re based, helping to give people a sense of purpose and promote skills of local communities.”

Asked about a particular such initiative that springs to mind, Basson is quick to highlight the company’s efforts in supporting the Zambian people during a cholera outbreak at the beginning of 2017.

He continues: “We immediately lowered the prices of our food, ensuring people could get nutritious, safe and affordable food, we donated money to the government that was used to help with the clean-up process. We even provided sanitation kits to our staff, helping them clean their own living environments to ensure their family’s health.”

Having developed a culture that is firmly centred around providing benefit to all people, whether it’s supporting local communities or providing unrivalled, progressive career opportunities, Hungry Lion’s outlook is unique and admirable.

Opportunity is a word that is creating an atmosphere of excitement within the company at the moment, with continued expansion firmly on the table for Hungry Lion after experiencing double digit percent organic growth over the past two years.

“We’ve set 20 new stores as a benchmark, but realistically this is a ball-park figure on the conservative side,” reveals Basson. “If we can open 50 stores then we’ll do it – if we find a good site where we can profitably trade, we will open. There aren’t any specific limitations.”

New systems and optimised procedures in place, last year’s corporate action, focus on organic growth, and consolidation allowed Hungry Lion to not only transition into independence, but equally provided the platform for the company to gear up for full throttle expansion over the coming years.

“We’re realistic at the same time,” Basson continues. “We understand that we cannot conquer the whole continent in 2019 or 2020, but the plan is to grow as fast as possible. Africa has around 1.2 billon people but in the next three decades this number will double. Further, there are 54 countries across Africa, countries that we know we’ll have a good chance of being able to expand into, whether it be through franchises, joint ventures, or other kinds of partnerships. The opportunities are immense, and I feel our business is a prime example as to why it’s a great time to be investing on the continent right now. I just hope that others will come and join us in the fun!”

The following table lists the components needed to assemble an end item, lead times (in weeks), and quantities on hand.

Item		Lead Time	Amount on Hand			Direct Components
End		3		0		L(2), C(1), K(3)
L		3		12		B(2), J(3)
C		4		16		G(2), B(2)
K		4		21		H(4), B(2)
B		3		26
J		4		33
G		4		4
H		3		0

a. If 43 units of the end item are to be assembled, how many additional units of B are needed? (Hint: You don’t need to develop an MRP plan.)

Additional units            

1. Sustainability includes logistics design and can positively impact a business’s success.

True

False

2. Typically, Takt time is used in helping administer “Chase” scheduling techniques.

True

False

3. The name six sigma comes from the philosophy that a process should produce three standard deviations worth of output between the upper specification limit and the mean, plus three additional standard deviations worth of output between the lower specification limit and the mean, totaling six standard deviations worth of output between the upper and lower specification limits.

True

False

IE212-LEAN PROCESS

Suppose that we have a process that produces two types of an item: Blue Item and Orange Item. Both of the items require the same pure sequential operations: O1, O2, O3. O1 and O3 are manual operations. O2 is the main and an automated operation which differentiates the items (e.g. gives different colors). Operation 1 takes 1 minutes per item. It is a manual operation that is common to both types. Operation 2 takes 4 minutes per item. It is an automated operation. Operation 3 takes 2 minute per item. It is a manual operation that is common to both types. Draw the GANTT Chart, calculate the flow time, cycle time, throughput, value added time and waste when the setup time for machine 2 where the Operation 2 occurs is 2 minutes and the batch size is 3 items per batch.

Please read and answer the questions.

ESPN is a global cable television network and media company with headquarters in Bristol, Connecticut. Founded in 1979, ESPN grew along with the cable television industry to become a mainstay of American popular culture. After a series of investments by Hearst Publications and ABC (the American Broadcasting Network), 80% of ESPN finally ended up in the hands of entertainment giant The Walt Disney Company, and 20% with the Hearst Corporation, a 100-year-old media company based largely on newspaper and magazine businesses. ESPN focuses on sports programming including live and pre-taped event telecasts, sports talk shows, and other original programming. While originally a cable television network, ESPN has since expanded aggressively to the Internet as well as radio and print magazines.ESPN is actually a family of sports networks and individual shows. There are eight 24-hourdomestic television sports networks: ESPN, ESPN2, ESPNEWS, ESPN Classic, ESPN Deportes (a Spanish language network), ESPNU (a network devoted to college sports), and the regionally focused Longhorn Network (a network dedicated to The University of Texas athletics) and SEC Network (focused on Southeastern Athletic Conference sports). ESPN also operates five high-definition television simulcast services: ESPN HD, ESPN2 HD, ESPNEWS HD, ESPNU HD, and ESPN Deportes HD. ESPN programs the sports schedule on the ABC Television Network, which is branded ESPN on ABC. ESPN International has ownership interests in 24 television networks that reach households in 61 countries and territories across seven continents. In addition to its media outlets, ESPN is well-known for its ownership of the rights to various professional and college sports programming.On the Internet, ESPN owns ESPN.com, which delivers comprehensive sports programming news, information, and video. ESPN3 is a broadband service that delivers thousandsof live events. Other sites include WatchESPN, ESPNRadio, ESPNDeportes, ESPNFC, ESPNCricinfo, ESPNScrum, ESPNFL, and a variety of market-specific sites. ESPN also owns the statisticallyfocused political and sports site FiveThirtyEight.In 2016, ESPN digital properties averaged approximately 80 million U.S. users per month who watched 7.0 billion minutes of content. In terms of reach, ESPN lead the Sports category, generating over 15% of all Sports category usage for the year and 55% more than its closest competitor. ESPN is also the industry leader in terms of unique visitors to, and minutes watched on, its mobile Web site and mobile apps, boasting the top two sports apps in its flagship ESPN app and WatchESPN digital streaming app.ESPN has also had to change core programming elements such as SportsCenter to fit the new digitally-dominated landscape. ESPN’s new SportsCenter set has 114 monitors compared to the older one’s 15, nearly 10,000 square feet of space, 1,100 miles of fiber optic cable, and the ability to accommodate emerging technologies that may arise. Thetrouble for ESPN is that even the most cutting-edge TV studio may not be enough to draw viewers, and the most comprehensive network of national and regional sports networks may no longer be ESPN’s greatest strength. More users are accessing ESPN content via mobile devices at the expense of TV, and services that allow users to avoid traditional cable packages that contain ESPN are proliferating. Typical sports fans are now interested in fantasy football and getting their sports news the instant it happens, not hours later. Still, ESPN has committed itself to embracing change, and maintains a dominant presence on mobile. Its media personalities are all extremely active on Twitter. If users should become interested in 3D technology, virtual reality, or something totally unforeseen, ESPN hopes that it’s taken the necessary steps to be at the cutting edge for years to come.

1.How has ESPN handled the rise of Twitter? How has it incorporated Twitter into SportsCenter?

2.What has ESPN, originally a cable-only service, done to adjust to the rise in users canceling their cable subscriptions in favor of unbundling services?

3.What is the most important show on ESPN? What has ESPN done to upgrade it?3

Please read case and answer questions thank you.

Today’s digital media companies are locked in an arms race to generate original, high- quality content that can only be seen on their proprietary platforms. Netflix, Amazon, and Hulu have all been developing their own TV shows to lure users to their services, for example. Although most people don’t think of it in the same way as those sites, YouTube is no different. For much of its existence, YouTube has been synonymous with “home videos” and other less professional offerings. More recently, YouTube has struck agreements with other media companies to offer paid streams of television shows and movies. However, many completely original, high-quality content creators on YouTube have developed fan bases consisting of millions of subscribers, forging lucrative careers for themselves in the process.The top earning YouTube channel belongs to Felix Kjellberg, better known as PewDiePie, whose videos of himself playing frightening video games have become so popular that he now has nearly 43 million subscribers. Kjellberg earned an estimated $12 million in 2015. Other popular content creators such as the Fine Brothers and Smosh, both comedians, each made $8.5 million. Violinist Lindsey Stirling began posting music videos to YouTube in 2007 after failing to land a record deal. In 2015, she made $6 million through her YouTube channel. YouTubers earn money primarily from the advertising associated with their videos. However, these numbers are deceptively large. Becoming a YouTube Partner allows content creators to earn 55% of the ad revenue generated by their videos, which means that these high-flying YouTube stars keep only a little more than half of their sizable earnings right from the get-go, even before taxes.Even so, there are now plenty of content creators making a living simply by posting videos to YouTube, and once users have built a brand, they can monetize it in many other ways beyond YouTube, such as live events or concerts for musicians or comedians, TV appearances, product lines, and so on. YouTube wants these users to be successful, since it enriches their platform as a source for original content on practically any topic of interest to people. In 2014, YouTube launched its YouTube Red service, which will offer original, premium content to paying subscribers, including a new show in 2016 starring PewDiePie, and allows users to watch videos on YouTube without advertisements. YouTube hopes that YouTube Red will allow it to compete more directly with Netflix, Amazon, Hulu, and other similar platforms.

1.What are Koval’s “ten fundamentals” of top YouTube creators?

2.List some ways that YouTube content differs from traditional TV and movie content using the ten fundamentals.

3.What three levels of targeting does Koval describe and how are they different?

4.What is the difference between “trending topics” and “evergreen topics?” Which fundamental deals with these ideas?

Boys & Girls (a new e-dating service) undertakes two different online dating events that are popular items in the online-dating market: Hot (H) and Cool (C).  The profit margin on (Hot) H is $ 300; on C is $ 200.  For each couple that signs up with Hot (H), it takes the firm 6 hours of back-up checks (B), 4 hours of data entry (D), and 5 hours of interview (I). For each couple that signs up with Cool (C), it takes the 3 hours of B (back-up checks), 6 hours of D (data entry), and 5 hours of interview (I).  If 54 hours are available for B, 48 hours for D, and 50 hours for I, then how many slots of Hot (H) and Cool (C) should the company make available for potential customers.  Obviously, the company wants to maximize profits.              

State the objective function here:

Input/Output				Use this table to fill-in the details that describe the problem.  It will help in the next step.

Inequality form of the constraints	Equality form of the constraints (with slack)

Use this space to graph the constraints and derive the feasible set.  If you want you can scan the image and paste it here, or you can upload it in BB as another document.  Or the simplest is to copy and paste my figure from Unit 11 and relabel and change the entries on the axes.

Q2 – How can innovation and entrepreneurship influence a company’s business strategy? Meaning of the Question – Again, the question deals with the business strategy perspective that demonstrates the operational aspects of the organization and how innovation and entrepreneurship can determine the approach that is taken on a daily basis. You need to understand innovation and entrepreneurship characteristics utilized in operations and its relationship to strategic management. Many concepts and terms are related to innovation and entrepreneurship that deal with external and internal analysis, formulation, and implementation.

Part 1: Product Strategy Youth Program

Briefly describe your product or service. Where is it in the product development life cycle? What recommendations do you have for improving the offering to fit your target market’s needs? Be sure to consider the following:

• What level of quality and consistency does the offering have?

• How many features does it have and can they be removed or added?

• Does the design and/or service deliver what the customer values? If not, how can it improve?

• What improvements would help your offering compete more effectively?

Question #3 – How does vertical integration and diversification impact a company’s organizational structure and activity?

Meaning of the Question – This is a strategic management question that deals with a broad-based and long-term view on the use of vertical integration and diversification that would determine how the organization is structured to achieve its goals and objectives. The reader must see that an understanding of vertical integration, diversification, and the impacted organizational structure options are presented. Again, there are many concepts and terms to support your response.

Q5 What would motivate a company to pursue a global strategy and what is necessary to achieve a successful program?

Meaning of the Question – This is a strategic management question that requires your understanding of what global strategy is, why the strategy is desirable, and what is required organizationally to be successful. This brings in many concepts and terms, such as AFI, external and internal analysis, vision, goals and objectives, strategic management, business strategy, organizational structure, and many more.

Please read case and answer questions thank you.

Etsy is more than a marketplace: it’s a community of artists, creators, collectors, thinkers and doers. This e-commerce Web site focuses on handmade or vintage items as well as art and craft supplies, including art, photography, clothing, jewelry, edibles, bath & beauty products, quilts, knick-knacks, and toys. The site follows in the tradition of open craft fairs, giving sellers personal storefronts where they list their goods for a fee of $0.20 plus a sales commission of 3.5% for each item. Etsy has been described as “a crafty cross betweenAmazon and eBay,” “your grandma’s basement,” and as “one of the largest, most chaotic flea markets the world has ever known.”Etsy says its mission is to empower people to change the way the global economy works, to bring heart to commerce, and make the world more fair, more sustainable, and more fun.Etsy is headquartered in Brooklyn, New York, and also has offices in Hudson, New York, San Francisco, California, as well as international offices in Berlin, Dublin, London, Melbourne, Paris, and Toronto. The Hudson, New York location is an old cannonball factory housing Etsy’s call center and Web site design facilities.Etsy’s head office in Brooklyn houses the company’s technology, customer support, public relations, business, and communications teams as well as “Etsy Labs,” where employees can experiment with handmade projects themselves. It also features a Monday craft night where Etsy Labs is open to the public.In 2016, Etsy has over 800 employees and 24 million active buyers. About 1.6 million active shops sell on Etsy, and in 2015, these sellers moved $2.39 billion worth of merchandise. Etsy offers multiple options for paying for items, including credit card, money order, and PayPal.Very few of these sellers make a living solely through Etsy, but according to Etsy’s 2014 Seller Survey, 76% of sellers in the US consider their Etsy store to be a business, and a third of respondents said they were focusing on their Etsy store as their primary job.Etsy requires that all new products listed on the site be made by the people selling them—the use of mass production is prohibited. Etsy has made it possible for a lot of small businesses to get off the ground. According to Etsy, about 30% of Etsy entrepreneurs sell creative goods as their sole occupation, while around 45% use their earnings to cover household expense.Meanwhile, the site has been adding features at a furious pace. For instance, Etsy now provides social networking functions similar to those of Facebook that allow users to make friends with other Etsy members and keep track of their friends’ favorite shops and purchases. There’s also a gift service, which looks at the Facebook profiles of your friends and suggests items they might like, and something called Taste Test, which asks you to rate a smattering of random items and then suggests things to buy. You are invited, of course, to share the recommendations with your friends on Facebook and Twitter and with other Etsy members.Etsy’s founder and former CEO Rob Kalin hopes that these moves will make it easier for buyers to discover new products, but he also sees the new emphasis on social networking as part of a deepening of Etsy’s mission that goes beyond buying and selling. Etsy is also committed to its core values of craftsmanship, transparency, and responsibility. In 2016, Etsy became the first U.S. company to change its standing to a Certified B Corporation after going public in 2015. B Corporation certification requires the company to maintain a high level of social and environmental sustainability as well as transparency to the public with every aspect of their business.

1.What is Etsy’s business model and revenue model?

2.How important is “community” at Etsy? Visit Etsy’s website and describe its community-building features.

3.Visit the Help page on Etsy’s website and do a search on SEO to learn about search engine optimization. What tips does Etsy offer to sellers about this topic?