Sometimes risk workshops generate so many risks that it is not possible to assess all of them, while on other occasions only a small number of risks are identified and in-depth assessment is possible. What are the advantages and disadvantages of these two scenarios? Provide an initial posting of at least 300 Use formal writing using the technical language of Risk Management. Use APA formatting. Add new insights, different examples from your experience, or from other sources.
In: Operations Management
A strategy of diversifying into unrelated businesses
| a. |
concentrates on diversifying into businesses where a company can exploit use of well-known and competitively potent brand name, earn the highest profit margins, and have the greatest number of attractive market opportunities. |
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| b. |
generally offers more competitive advantage potential than related diversification because of the ease of capturing valuable cross-business resource fits. |
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| c. |
is aimed chiefly at broadening a company’s present product line and offering customer a bigger choice of models, styles, and product versions. |
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| d. |
is the best way for a company to lower its overall business risk, achieve consistently good profitability, and earn a sustainable competitive advantage over rival companies. |
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| e. |
involves entering any industry and operating any business where senior managers see opportunity to realize consistently good financial results – there’s no deliberate effort to diversify only into businesses with valuable cross-business strategic fits. |
Diversification ought to be considered when
| a. |
a company has run out of ways to build more resource strengths in its present business. |
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| b. |
diversifying into closely-related businesses opens new avenues for reducing costs. |
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| c. |
a company faces an uphill battle in creating a more cost-efficient value chain. |
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| d. |
a company’s profits are being squeezed and it is unable to boost earnings per share. |
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| e. |
a company lacks sustainable competitive advantage in its present business. |
Which of the following is not a strategic purpose or intended outcome associated with entering into a strategic alliance or partnership?
| a. |
To help block or defend against a competitive threat or mitigate a significant risk to a company’s business. |
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| b. |
To help remedy an important resource deficiency or competitive weakness. |
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| c. |
To speed the development of promising new technologies and/or product innovations. |
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| d. |
To facilitate entry into new geographic markets or pursuit of important market opportunities. |
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| e. |
To enable greater vertical integration. |
Which of the following best illustrates an economy of scope?
| a. |
Being able to eliminate or reduce costs by offering customers a bigger selection of models, styles and product versions to choose from. |
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| b. |
Being able to eliminate or reduce costs by operating over a wider geographic area. |
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| c. |
Being able to eliminate or reduce costs by expanding the size of a company’s manufacturing plants or distribution centers. |
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| d. |
Being able to eliminate or reduce costs by performing all of the value chain activities of related sister businesses at the same location. |
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| e. |
Being able to eliminate or reduce costs by combining related value-chain activities of difference business into a single operation. |
The classic reason for locating a particular value chain activity in a particular country is
| a. |
to achieve low costs in performing that activity. |
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| b. |
to be close to customers. |
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| c. |
to take advantage of abundant supplies of highly skilled labor. |
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| d. |
to minimize shipping costs. |
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| e. |
to avoid adverse shifts in currency exchange rates. |
In: Operations Management
Please list 3 of your favorite brand names, and answer the following:
1- Which of them are global brands?
2- What image does each brand have in your mind?
3- How loyal are you toward each brand & why?
In: Operations Management
Steph Curry’s Coffee Shop decides to install an automatic coffee vending machine outside one of its stores to reduce the number of people standing in line inside. The shop charges $3.50 per cup. The service time is a constant 2.8 minutes, and the arrival rate is 15 per hour (Poisson distributed).
a) What is the average waiting time in line?
b) What is the average number of people in line?
c) The shop decides to raise the price to $5 per cup and takes 60 seconds off the service time. However, because the coffee is now so expensive, the arrival rate drops to 10 per hour. Now what are the average wait time and the average number of people in the queue (waiting)?
In: Operations Management
Consider the following list of leadership situations. For each situation, describe in detail the kinds of power the leader has. If the leader were the same but the situation changed—for example, if you thought of the president as the head of his family rather than of the military— would your answers change? Why? • The president of the United States is commander- in-chief of the U.S. military. • An airline pilot is in charge of a particular flight. • Fans look up to a movie star. • Your teacher is the head of your class.
In: Operations Management
A large psychiatric specialty group practice in a metropolitan area provides a range of psychiatric services. Since its formation in the 1980s, the practice has grown rapidly and has thrived as a result of the development of managed care plans, including the state Medicaid program that follows a carve-out model for behavioral health services. The psychiatric group is made up of highly respected psychiatrists, who carry out extensive translational research and develop evidence-based protocols that are highly respected. They are also skilled at applying clinical guidelines to inform and transform their clinical practice.
Several psychiatrists are concerned about the long-term effect of federally mandated accountable care organizations (ACOs). The mandate identifies 65 performance measures that the standard ACO must meet under the Medicare Shared Savings Program. These measures span five quality domains: patient experience of care, care coordination, patient safety, preventive health, and at-risk population/frail elderly health. The only behavioral health measure mandated is in the preventive health domain—a measure for depression screening.
Some leaders of the group believe that mental and behavioral health is a highly specialized area and that the practice's clinical volume will not change significantly. They do not support developing an ACO strategy and have resolved to take a wait-and-see approach. They point out that managed care was promoted in the 1970s by the federal government and then went away as a general policy. Other leaders, including the practice CEO, believe that ACOs do present a long-term threat but also provide an opportunity for the group to transform itself into one that is information driven.
Evidence-Based Strategy
The practice organized a multidisciplinary team to explore an ACO strategy. The team comprises two psychiatrists, one psychiatric nurse, the CEO, and a healthcare management intern. The team agrees that it will entertain all ideas and proposals, as well as research the literature to bring the best explicit information and experiential knowledge to the deliberation. Relevant literature topics include ACO basics, knowledge management, disruptive innovation, and managed care organizations’ limited acceptance and success since the 1980s.
The management intern, Marjorie, is interested in the medical-offset effect and its potential as a strategic asset. She presents to the team 30 years of critically reviewed research on the concept, including closed clinical trials. Studies on medical-offset measure the impact of providing effective behavioral health services on the utilization of medical care, including physician consults and visits to the emergency department. Marjorie is impressed by the extensive studies that include a wide range of populations and conditions, including Medicaid patients and chronic care diagnoses. The findings consistently demonstrate a savings of 10 to 20 percent through reductions in medical care utilization, particularly specialized services.
The psychiatrists meet these studies with skepticism. Although they think the science behind the research is valid, they reason that the practice's specialty is mental health and not prevention or behavioral health; thus, the studies are not relevant to what they do.
In a brainstorming session, the team explores alternative strategies for how the practice might add value to the ACOs that are developing in the area. The first strategy is to embed specialty psychiatric knowledge into the ACO's decision support system. The second strategy is to develop formal affiliations with as many ACOs as possible to capture their referrals for specialty care. The third strategy is to extend the practice's decision support protocols to address prevention, early detection, and aggressive management of behavioral health issues. This last idea is suggested by the psychiatric nurse, who points out that the nursing staff and social workers have considerable, but underused, expertise in behavioral health. The psychiatrists on the team worry that developing behavioral health decision support protocols would result in a loss of status for the psychiatrists and thus would be strongly opposed. They note that the specialty practice of psychiatry is the core competency of the group and that the proposed strategy would result in a loss of prestige and reputation for the practice.
After considerable discussion and debate, the team agrees to respect and maintain the existing culture and practice of the psychiatrists but to pursue a broader strategy to better position the group for the future. They begin to develop a full proposal for the third strategy.
In: Operations Management
Reading a contract and knowing what the contents reveal is very important. In this case, was there unclarity or ambiguity by the unit owners in describing their duties to the other parties as third-parties? It is feasible to think that Koraev simply did not pay attention to the document when reading? Explain your answer. Critically thinking cases ALLAN v. Nersesova. Need a goos long answers
In: Operations Management
In the context of marketing channels, what is horizontal conflict? What is vertical conflict? company or brand examples?
In: Operations Management
In: Operations Management
J&L Packaging, Inc.: Cash-to-Cash Conversion Cycle Case Study
Jake and Lilly Gifford founded J&L Packaging, Inc. (J&LP) in 1995 after graduating from the University of Cincinnati. Jake earned a degree in robotics and mechanical engineering, while Lilly graduated with a degree in computer science. They met at the university while working on an information systems course project and married immediately after graduation. Their privately held firm manufactured cardboard packaging and boxes for computer devices such as personal computers, keyboards, replacement hard drives, servers, and so on. Many of their packages were high-end boxes with glossy finishes and the company’s logo on the box. Last year, J&L Packaging, Inc. sales were $106 million.
J&LP Packaging provided many services with their products, such as box and packaging design engineering and consulting, embossing and foil guidance, barcode advice, cartons that fold and collapse for easy storage, and a variety of colors and box strengths. In 2010, J&LP began to research the sustainability issues regarding boxes in the reverse logistics supply chain.Their research lead to a change in production technologies to accommodate up to 100 percent recycled fiber content and solar panels on the roofs of their two U.S. factories. They also hired an engineer to lead the company’s efforts to become a “Green Cycle”-certified manufacturer.
J&LP recently purchased and installed an ISOWA FALCON state-of-the-art, four-color, high-speed flexo box machine with an extensive zero defects quality control system. This box cutting and fabrication machine is manufactured in Kasugai, Japan, by the ISOWA Corporation (www.isowa.com). There are several videos of this automated machine in operation on YouTube,” for example https://www.youtube.com/watch?v5XofTns666Aw.
J&LP’s financial information for last year follows. It is assumed the business operates 300 days per year. One note in J&LP financial statement states that the $4,906,000 of inventory does not include $886,000 in inventory allowances for excess, cancelled orders, and obsolete inventories. The note goes on to say, “Inventory management remains an area of focus as we balance the need to maintain strategic inventory levels to ensure competitive lead times versus the risk of inventory obsolescence because of changing technology and customer requirements. The box and packaging business is a dynamic industry that must quickly accommodate customer requirements, changes in forecasts, and new findings from research and development on product features and options.” The following data (in thousands of dollars $) is provided.
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Sales |
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• Manufactured Goods |
$87,475 |
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• Services |
$18,619 |
|
• Total |
$106,094 |
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Cost of Sales |
|
|
• Manufactured Goods |
$25,818 |
|
• Services |
$ 5,907 |
|
• Total |
$31,725 |
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Operating Expenses |
|
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• Research and Development |
$17,619 |
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• Sales and Marketing |
$23,132 |
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• Other |
$ 6,182 |
|
• Total |
$46,933 |
|
Obsolete Inventories |
$ 886 |
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Inventories |
$ 4,906 |
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Accounts Receivable |
$ 7,593 |
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Accounts Payable |
$ 9,338 |
1. Should we consider services in the cash-to-cash conversion
cycle computations?
2. How will you handle the $886,000 in obsolete inventory?
3. What is the total cash-to-cash conversion cycle for J&L
Packaging, Inc. for last year?
4. What are your conclusions and final recommendations?
I do not want someone to simply answer the questions for me. I want to make sure I am doing it correctly.
Specifically, I would like help with question #3
The formula provided for cash-to-conversion is:
ARDS= Accounts receivable value/Revenue per day
APDS=Accounts payable value/Revenue per day
Revenue per day (R/D) =Total revenue/Operating days per year
Cash-to-cash conversion cycle =IDS+ARDS-APDS
Here's what I got:
Inventory days’ supply (IDS) =
Average total inventory/ Cost of goods sold per day=4,906+886=5792
Cost of goods sold per day (CGS/D) = 31,725/300 Days per year= 105.75
Cost of goods sold value/ Operating days per year
5792/105.75=54.77
IDS=54.77
IDS+ARDS= the firms receivable cycle is 80.08
ARDS= Accounts receivable value/ Revenue per day =7,593/300=25.31
APDS= Accounts payable value/ Revenue per day =9,338/300=31.13
APDS =31.13, which is how many days the firm has to pay back its bill.
Which means the firm receives it payments, “receivables” 48.95 days later.
Is this right? Help!
In: Operations Management
Explain the differences between intensive distribution, selective distribution, and exclusive distribution strategies. Provide an example of a brand for each type of distribution.
In: Operations Management
Describe what dependent and independent variables are in the research process?
In: Operations Management
Assuming they are awarded ethically and within the law, stock options are often touted as the perfect “alignment” mechanism for management incentives.
a) Why is that?
b) In the case of a multi-division corporation, sometimes “phantom stock” or options of phantom stock, will be issued in order to create a tangible measure of the performance of a specific division of the company. If you were trying to set a value for the phantom stock, how might you do it?
In: Operations Management
Data collection is the process of gathering and measuring information on targeted variables in an established system, which then enables one to answer relevant questions and evaluate outcomes. Data collection is a component of research in all fields of study including physical and social sciences, humanities, and business. Discuss any four data collection techniques
In: Operations Management
The success of the tourism sector in any given destination depends on the way it is managed. Discuss what is meant by destination management, what areas should be covered by the DMO/NTO and what are the possible challenges that face the NTO/DMO in this regard. (Please WRITE MORE THAN 250 WORDS)
In: Operations Management