Positioning and Differentiation Youth Program Non-for-profit program

Part 1: Competitive Advantages

List the competitive advantages of the product, service or organization you’re focusing on: the things that make it different from competitors in positive ways.

Part 2: Market Niche and Positioning Strategy

Describe the market niche you want to fill, along with the positioning strategy you recommend using. Why do you think this is the right approach?

Part 3: Positioning Statement

Develop a positioning statement using this formula: “To [target audience], [product/service/organization name] is the only [category or frame of reference] that [points of differentiation/benefits delivered] because [reasons to believe].^[1] (Links to an external site.) Please type explanation handwritten hard to read thank you

Briefly discuss the facility-level tradeoffs with a distribution center.

Distribution Centers face 3 major challenges as addressed in the material. List these challenges and discuss potential solutions.

Provide evidence of each thing you would have learned in the Health Information Management Program and describe each.

1. Apply data governance principles to ensure the quality of health data

2.  Apply coding and reimbursement systems

3. Model professional behaviors and ethics

4. Apply informatics and analytics in data use Apply organizational management techniques

4. Apply organizational management techniques

In “The Goal” by Eliyahu Goldratt:

1. What efforts were made to increase flow through the bottlenecks?

In “The Goal” by Eliyahu Goldratt:

1. Explain how the emphasis on cost efficiencies contributed to the plant's problems.

In “The Goal” by Eliyahu Goldratt:

1. Which two plant areas were the original bottlenecks? What were the other constraints that emerged?

Create a list of at least five different pricing strategies (from the long list of pricing strategies covered in this chapter) that you might want to use and why you think each strategy might be good for your business.

In “The Goal” by Eliyahu Goldratt:

1. How does “The Goal” define a bottleneck resource? Develop your own simple example of a bottleneck to demonstrate. (Not the examples from the book, not artificial examples!)

Example: During the 20-30 minute period before the beginning of classes at Baruch, there are long lines that form in front of the elevators at NVC. This is an indication that elevators become the bottlenecks in the process that transports students from the ground floor to the floors where the classrooms are.

Bronner’s Christmas Store is one of the largest in America. Bronner’s currently has one store located in Frankenmuth, Michigan. Bronner’s has decided to open up a second store in Heidelberg, Germany. Reflecting on each chapter in our textbook, respond to each of the following questions as though you were hired to be a consultant to Bronner’s.

Should Bronner’s be concerned about German government policy? Explain.

Explain how recruitment and selection information from job analysis is used.

A paint booth operation runs 5 days per week. As the production supervisor, you track the number of errors produced by the paint booth by week. Errors can be of any type (over spray, inadequate coverage, etc.), may occur on one or more pieces of equipment, and the number and type of equipment painted varies greatly. Ten weeks of data were collected and the number of errors identified are found in the following table. Construct a control chart with 3-sigma control limits to determine if the process is in control. Week Number of errors 1 5 2 4 3 5 4 4 5 4 6 3 7 0 8 2 9 0 10 3 1. What are the CL, UCL, and LCL? 2. Draw the control chart and plot the 10-weeks of data? 3. Does the control chart suggest that the paint booth operation may be out-of-control? Explain. 4. After investigating, you determine that there is a special cause. The paint booth had become wore and was overhauled after Week 5. What, if anything, should you do to continue monitoring the paint booth operation? Please demonstrate what should be done.

DISCUSSION QUESTIONS How do the controls Newell uses fit its strategy??