agree or not?

Hard data is a verifiable fact that is acquired from reliable sources. It implies data that is directly measurable, factual and indisputable. Some of the benefits of hard data are reliability, value add, prediction, and accuracy. Hard research is the gathering of numerical and demographic data which helps determine who the customers are and what they want, when they want it and how they want the product or service. Hard data describes the types of data that are generated from devices and applications such as phones, computers, smart meters, traffic monitoring systems and bank transactions. These things and this information can be measured, traced and validated. Hard data is for companies that only depend on analytics and they are used by technical savy companies. An example of hard data would be a medical study on the results of testing. Soft data is based on qualitative information such as a rating, survey or poll. It implies that the data has been collected from qualitative observations and quantified. Sometimes one might think that soft data is not reliable, but it really is. In many cases, the best data available is soft data such as customer satisfaction and product reviews. Some of the benefits of using soft data are, direct response, saves cost and time, genuine feed backs are possible, and data can not be manipulated and is reliable. Soft data is usually preferred for small business cases and projects while hard data's are required for huge businesses. An example of soft data would be to get the patients to rate their symptoms.

What are the 4P's of creativity techniques?

Explain the origin of the 4P's. Give some examples how we can apply it into our work.

What is SCAMPER creativity technique?

How can we apply it to our work?

Give some origin and examples of SCAMPER

You should consider(NIKE) whether there are any global factors related to the marketing environment in which you operate, your targeting and segmentation strategy, and any aspect of the marketing mix: product, price, place (distribution), promotion.

Case Study: The Good Credit Reference

Topic: Insider Information/Trading

Involved Parties:

• Kathy Ryan, Trade Credit Officer, Diversified Consolidated Corporation
• Scott Bradley, Treasurer, North Manufacturing
• Mike Walman, Credit Managers, Basic Products

Kathy Ryan, a credit officer at Diversified Consolidated Corporation (DCC), had heard rumors that North Manufacturing was in deep trouble. She is responsible for credits to North of approximately $1 million. North always pays on time and is current on outstanding payables to DCC. North, in fact, uses DCC as a credit reference with other suppliers. Nevertheless, Kathy decided a visit to North was in order.

Kathy Ryan and Scott Bradley, North’s treasurer, had developed a good working relationship and went to lunch during Kathy’s visit. After several drinks, Scott Bradley said: “Kathy, we’re fried. I have to tell you, our financial statements aren’t fraudulent, but they don’t paint the full picture. Not only are we not doing well, but we’ve been talking to bankruptcy attorneys. If things don’t turn around soon, we may file before the end of next quarter. We plan to continue paying DCC promptly because we need all the trade credit we can get. In fact, supplier credit is giving us a chance to come back. Without it, we’d be under right now; with it, we might just squeak by. Frankly, if there is any way you can encourage your competition to supply us--do it. I’ve told Purchasing to place a large order with Basic Products instead of DCC. If Basic gives us credit, we can pay DCC in full before we file. If we make it through this, DCC will get our business back, but I don’t want your career to suffer because of our problems now.”

Kathy was shaken by Scott’s comments. She knew that if North’s credit went bad she would lose her annual bonus--25 percent of her compensation--and probably any chance for promotion. At worst, she could be fired. Shortly after her visit with Scott Bradley, she received a call from her friend in the Credit Department at Basic Products, Mike Walnnan. Suppliers often share credit information on common customers, so it was not surprising that Mike called. DCC’s policy is to provide what they refer to as the “prompt payment history” for the customer. This includes recent high credit balances, any past-due balance, and how promptly customer payments had been received.

After Kathy provided North’s prompt payment history--which in fact had been good--Mike was enthusiastic. “I'm glad to hear that,” he said. “We just got a huge order to supply them through the end of the year. There are a lot of rumors floating around, but if you’re getting paid promptly on that much, I guess it's OK.” Kathy broke in at that moment. "Can you hold the line, Mike? There’s someone at my door.” She put Mike on hold, her mind racing. She could suggest that Mike look into other public information sources or contact other suppliers about credit histories with North. That would be within acceptable company practice and almost certainly would send up a red flag for Mike. But who else could supply enough credit to North for DCC to get its money out?

She couldn’t keep Mike on hold forever, she pressed the flashing button on her telephone-- “Mike?…” What should Kathy say?

______________________________

Use the Instructions for Case Analyses to craft a response to this case, articulating the main issues and ethical dilemma. Review the assessment criteria below before you begin writing.

Submit a written paper which is 2-3-pages in length exclusive of reference page and that is double-spaced. You should cite relevant resources in APA format.

Papers will be assessed using the following criteria:

The Written assignment:

• identifies all the relevant facts of the case
• articulates overarching ethical issues including the extent of Kathy's responsibility to take action
• identifies all stakeholders
• poses possible alternatives and ethics of each alternative. Paper should explore the possible alternatives and ethics from the Utilitarian Perspective, the Rights Perspective, or the Justice Perspective
• recommends a specific action Kathy should take
• is of high quality, writing is clear and professional
• conforms to the structural requirements including APA style guidelines for References.

Raskolnikov just finished a residence in internal medicine and wants to go into practice with Sophia and Katrina.Raskolnikov tells you that while he needs to practice with other physicians for call coverage and for other reasons, he does not want to be personally liable should the other physicians be found guilty of malpractice. You discuss various incorporation options with him, but he tells you that he would like to form a partnership. What business forms would you recommend to him and why? [Hint: In your response, you are to name the type of partnership and how it differs from other partnerships, and the benefits. Remember that you are to discuss it, and not merely state the name or the form of partnership.]

Essay:

What are the global implications (NIKE)for the product or service you are marketing? What are the global implications (NIKE)of your marketing strategy and recommendations?

Problem Solving Exercise #4 Instructions

Read the following descriptions of Quest Specialty Travel and its problem.

Company description: Quest Specialty Travel is a tour company in San Diego, California, that organizes adventure, cultural, and educational tours. Quest travelers enjoy activities ranging from hiking to hang-gliding while becoming familiar with the culture of the region—the food, the people, and the history.

Quest sponsors tours to five regions of the world: Africa, the Americas, Asia, Europe, and Oceania (including Australia and New Zealand). Customers are usually traveling for pleasure, though Quest occasionally organizes business trips.

Problem: Typically, the late spring and summer months are the most popular times for personal travel. For the last five years, the top sales months have been April-August. This year, however, sales did not increase during these months. For the first time in five years, Quest annual sales are declining—they now expect to make less this year than last year.

1. Identify the problem.  Explain.

2. What data did you use to help you with the problem.

3. What data or information did you use to observe current conditions?

4. Provide a statement on how you would summarize this problem.  

   Unrelated diversification is best for the

                1. Stockholder                    2. Long term profit              3. Financial Model

                                4. Middle management                      5. Top Management

   Buyer and supplier power is a concept of

                1. Financial Ratios                2. Numbers and organization

3. Generic             4. Regression        5. Strategic implementation

The trend in supply chains is to

                1.Eliminate players in the chain.       2. Reward individual achievement

                3. Reduce IT

                4. Start with existing culture             5. Reward unrelated diversification

Horton v. JPMorgan Chase Bank, N.A. Court of Appeals of Texas, Dallas, 2018 WL 494776 (2018).

Background and Facts: Robbie Horton, a paralegal for the law firm of Stovall & Associates, P.C., opened an individual checking account with JPMorgan Chase Bank (Chase) with a signature card. The terms of the account required Horton to notify Chase, in writing, of any unauthorized item within thirty days of when a statement showing the item was made available. A failure to provide the notice would preclude a claim based on the item. Two months later, Chase received a second signature card purportedly signed by Horton and Kimberly Stovall, an attorney at the firm, to convert the account to a joint account. Less than a year later, Stovall terminated Horton’s employment, and on the same day, Stovall withdrew all of the funds from the joint account. Almost two years after the withdrawal, Horton filed a suit in a Texas state court against Chase, alleging breach of contract. Horton asserted that she had not agreed to the withdrawal by Stovall. Chase filed a motion for summary judgement, which the court granted. Horton appealed.

Decision and Remedy: A state intermediate appellate court affirmed the lower court’s summary judgement in favor of the bank. Chase required thirty days’ written notice of any errors in its monthly account statements. Because Horton did not notify the bank in writing until long after the thirty-day deadline had passed, the summary judgement dismissing her claim was appropriate.

Questions:

a. Legal Environment: Horton claimed that she had not agreed to the conversion of the account or to the withdrawal of the funds. These contentions did not affect the court’s decision. Why not?

b. Economic: Why does the UCC “absolutely” limit the time that a customer has to report an altered check or unauthorized signature?

Please typing if you can i will appreciate had my answers but i need to compare my solution .
o changes you have had to personally make due to the fast food
o how you feel about those changes; how you are coping
o economic impacts for you, friends, and/or family
o educational impacts for you, friends or family

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An electronics distributor sells a technology product with a very short lifecycle. The distributor orders the product from the manufacturer before observing demand and, due to the length of the supply chain, is unable to order more within the product life cycle. The manufacturer builds the product to order at a cost of $50 per unit and sells it to the distributor for $95 per unit. The distributor sells the product to its customers for $180 per unit. Demand for the product during its life cycle is expected to be normally distributed with a mean of 8,000 units and a standard deviation of 3,500. Any units left over at the end of life cannot be sold. In fact, due to hazardous materials used in the product, a fee of $5 per unit must be paid to properly dispose of any leftover units.

a. Using the single period (aka news vendor) model, what order quantity would maximize expected profit for the distributor? (Hint: think about what the price and cost would be from the distributor’s perspective.)

b. What order quantity would maximize expected profit for the supply chain (manufacturer plus distributor, i.e., the “globally optimal” order quantity)? (Hint: think about what the price and cost are for the overall supply chain.)

c. Suppose the manufacturer offers to reduce the price it charges the distributor to $55 in return for 15% of the distributor’s revenue from sales of the product. Explain why this type of revenue sharing contract is beneficial for the supply chain

18. DEFINE “PROGRESSIVE DELEGATION” EXPLAINING THE PROCESS AND ITS ADVATANGES

Read the article below and analyze it.

Which Behaviors Must Leaders Avoid

If you want to empower, engage, or motivate others, don’t just focus on increasing your positive behaviors. Pay attention to what you need to stop doing as well. Why? Because people remember the bad more than the good. To quote from a previous HBR article, How to Play to Your Strengths, “Multiple studies have shown that people pay keen attention to negative information. For example, when asked to recall important emotional events; people remember four negative memories to every positive one.” So, which behaviors do leaders most need to avoid? Drawing on thousands of 360 qualitative interviews, here are our top three:

Judgmental, non-verbal body language. No one, especially your successful colleagues, can tolerate perceived condescension. Research studies show that somewhere between 75 to 90 percent of our impact comes from our non-verbal communication, and tone is a key ingredient of this. Do you make comments to others in a way that sounds evaluative, harsh, or condescending? Often, this is not our intention but an in-the- moment reaction. Other non-verbal offenders include scowling, furrowed brows, quizzical looks (as if to say, ‘are you stupid?’), rigidity, and sarcasm. While seemingly small, each of these subtle darts creates a considerable amount of relationship damage.

Interrupting and interrogating. There’s been a lot of buzz recently around how to have “conversations that drive innovation” and how to “create safe environments for employees to bring their ideas forward.” It’s almost impossible for people to feel safe if the boss takes up most of the airtime, cuts people off, or interrogates half-baked ideas. Yes, employees have a responsibility to communicate with clarity, but if you expect every idea to be buttoned up, fully thought out, or structured before someone speaks, your colleagues will assume that you’re not willing to invest the time to be a thought partner.

Being inconsistent. Peers and staff often comment on how discouraging it is to see a colleague act in two very different ways — absolutely charming with the executive team and external clients while being disrespectful to those they work with every day. This inconsistency makes these behaviors even more memorable and egregious. Others have shared a different impact — the feeling of walking on eggshells at work, wondering who is going to show up: “smiling, charming, funny person” or “judgmental, intense, snapping person.” Over time, this drives passive aggressive responses from others in their attempt to avoid confrontation.

Ultimately, loyalty and followership are the two things we cannot demand or set as an expectation. What is perceived as fear-based motivation, belittlement, or power play can yield real short-term compliance from others. But negative behaviors ultimately diminish the legacy we leave. Consider what behaviors you might need to stop doing so that you can have a positive, lasting impact.