Summarize each section in a paragraph in your own word

15.1 The variety of distribution channels and how they affect cost and efficiency in marketing
15.2 The Japanese distribution structure and what it means to Japanese customers and to competing importer of goods
15.3 How distribution patterns affect the various aspects of international marketing
15.4 The function, advantages, and disadvantages of various kinds of middleman
15.5 The importance of selecting and maintaining middlemen
15.6 The growing importance of e-commerce as a distribution alternatives

15.7 The interdependence f physical distribution activities.

The Questions (Submit the below in one Word document please):

How is a Crime different than a Tort?

Compare Intentional Tort and Negligence.

What is the relationship between Breach of Duty and Standard of Care?

In Strict Liability cases, why does the Defendant try to convince the Court that it is a Negligence case and not a case of Strict Liability?

End of Question

Please 300 word no copy and paste

QFD in a Managed Care Organization38 Managed care was introduced in the United States nearly two decades ago as a means to maintain qual- ity while managing costs. A managed care organiza- tion (MCO) contracts with physicians, hospitals, medical equipment companies, and home health agencies to provide services to its members (patients). The MCO markets its services and actively enrolls people. Once enrolled, members receive a handbook that explains how they can access the services offered by the MCO and its affiliated providers. The member handbook has become a main source of information regarding an Each session was facilitated by an independent researcher unaffiliated with the MCO, and each participant was provided lunch as a reward for participating in the study. The six focus groups all followed these steps: 1. Determine customer requirements. 2. Measure the importance of the customer requirements. 3. Rate customer satisfaction with the company’s current member handbook. 4. Rate satisfaction with the competitor’s member handbook. 5. Develop a list of characteristics that are within the control of the company and could poten- tially improve the handbook. These character- istics are referred to as substitute quality characteristics. The QFD process begins by capturing the voice of the customer or the customer requirements. The key customer requirements identified were ease of use, accuracy, timeliness, clarity, and consciousness. The technical requirements that describe how the organi- zation will respond to each of the customer require- ments were identified as follows: • Font size • Up-to-date information • Use of pictures or illustrations • Use of colors • Glossary of terms • Answers to frequently asked questions • Expanded table of contents • Offering the handbook in more than one language After gathering the customer and technical requirements, the MCO determined there was a strong correlation between the substitute quality char- acteristic (technical requirement) of ease of use and the customer requirements of expanding the glossary of terms and the table of contents. Similarly, the fol- lowing substitute quality characteristics had a moder- ate correlation with ease of use: • Font size • Use of pictures or illustrations • Use of colors • A question and answer section • More language friendly Providing updates had a weak correlation with ease of use. The results of the MCO’s QFD study resulted in the House of Quality shown in Figure 7.26. The numbers in the Rate of Importance column indicate the relative importance customers assigned to each requirement. The importance rating uses a numerical scale from 1 to 5, with 1 being low and 5 being high. Members were asked to use such a rating scale during the focus group sessions. Two customer requirements—ease of use and accuracy—were assigned high importance ratings of 4.5 and 5, respectively. The other three customer requirements—clarity, timeliness, and conciseness—received importance ratings of 3.8, 3.2, and 2.5, respectively. The entries in the Company Now column indicate how customers rate the organization’s performance with respect to their stated requirements. This rating is based on a numerical scale from 1 to 5, with 1 being poor and 5 being excellent. The entries in Com- petitor X column represent how the customers rate the chief competitor X with respect to their stated requirements. As is the case in the Company Now col- umn, these ratings are based on a numerical scale from 1 to 5, with 1 being poor and 5 being excellent. According to this study, the chief competitor’s hand- book is outperforming the MCO’s handbook in ease of use, accuracy, and clarity, as perceived by its custo- mers. The Plan column indicates where the company wishes to be with respect to each of the quality requirements stated by its customers. The plan for each requirement is determined by examining the MCO’s position in relation to its competitor(s) and its customers’ rate of importance. It is also based on the organization’s strategic plan. After taking all things into account, the MCO’s QFD team set a goal of achieving a performance rat- ing of 4.5 for ease of use, 4.6 for accuracy, 3.8 for timeliness, 3.9 for clarity, and 4.1 for conciseness. The MCO expects to achieve these levels of perfor- mance the next time its customers are surveyed. The Rate of Improvement column contains the ratio of the company’s goal compared to where the company is today. It is determined by dividing the value in the Plan column by the value in the Company Now col- umn for each requirement. The Absolute Quality Weight is determined by multiplying the rate of importance by the rate of improvement. It is an attempt to assign a weighted rate to what theincreasingly complex array of benefits offered by the thousands of MCOs. Designing the handbook and creating its content are, therefore, important components of any MCO’s business strat- egy. Unfortunately, a member satisfaction survey indi- cated that members have a poor understanding of their benefits. When members are unable to under- stand their benefits, the MCOs’ member services switchboards are inundated with calls, resulting in frustration and anger and further delaying patient access to the MCOs’ services. The MCO receives an average of 3,000 calls per day, with each call lasting an average of 3.2 minutes. Approximately 50 percent of these calls involve issues discussed in the member handbook. The MCO also spends more than $250,000 per year in providing supplemental materials to its members as a result of inadequacies in the member handbook. To improve the handbook and member satisfac- tion, QFD was used to redesign it. The input for the QFD process was obtained through a series of focus groups. A total of 131 MCO customers participated in six focus group sessions. Participants were selected based on two criteria: 1. They had to have been members of a competing MCO—whose member handbook was used for comparison—for at least two years prior to join- ing the MCO being studied. 2. They had to have been members of the MCO being studied for at least two consecutive years. The focus group process was then administered in two stages: Stage 1. Participants were provided with a copy of the company’s member handbook and the competitor’s member handbook. Even though the participants had all used the competitor’s member handbook, it was necessary to provide them with copies to ensure a fair comparison. They were allowed to take both handbooks home for one week to look them over. Stage 2. The groups were brought together for a follow-up session that focused on data collection.customer considers to be important and the goal (value established in the Plan column). The Percentage of Importance was determined by transforming each absolute weight value into a percentage of the total absolute weight value (25.1). After thoroughly looking at what is important to the MCO’s customers, the company’s current perfor- mance, its chief competitor’s current position, and the goal, the MCO determined that accuracy is the most important requirement driving customer satisfaction, with nearly 30 percent of the demanded weight. The figures in the Importance of the Hows row rep- resent the sum of the products of each column symbol value and the corresponding demanded weight. The two most important technical requirements were glossary of terms and updates, with totals of 460 and 427.9, respectively. Each entry in the Percentage of Importance of the Hows row is divided by the sum of all the entries in that row and multiplied by 100 to convert it into a percentage. The Company Now row gives the values of the measurable technical requirements. The QFD team

Please 300 word no copy and paste

1. Although this example of QFD involved the design of tangible items, why is it more difficult to implement in a service context as opposed to a pure manufacturing context? 2. Verify the calculations in the Importance of the Hows row and Percentage of Importance of the Hows row by showing the detailed calculations used to arrive at these figures. 3. What lessons can be learned and applied to other service organizations that se

Write a 2,500 word paper explaining the role of the BAS agent—what a tax or BAS agent must do with regard to preparation and lodgement of BAS and IAS forms. (AUSTRALIAN TAX)

Explain what GST is, how the BAS applies and why it is used.

In the paper answer these questions:

1. What legislation needs to be complied with and what procedures need to be followed to comply with legislation, regulations and the Code of Professional Conduct?

2. What is a tax agent service?

3. What materials or sources will you use to review, interpret and apply legislation related to taxes reported on activity statements?

4. What reconciliation procedures will you follow?

5. How will you identify lodgement schedule requirements and ensure sufficient funds are available?

6. How will you process accounting data to comply with tax reporting requirements?

7. What payroll activities will be reported on and what reconciliation activities will be involved?

8. What forms will be required and how will the BAS and/or IAS be lodged?

Download this assignment in word and type answers directly below the questions.

1. Name the federal agency charged with enforcement of employment discrimination.

2.Name the California agency charged with enforcement of employment discrimination.

3.What is disparate-impact discrimination?

4.What is disparate-treatment discrimination?

5.What is the difference between disparate-impact discrimination v. disparate -treatment discrimination?

6.Name the laws and the people that they protect (See EEOC presentation).

7. What are some of the defenses to alleged acts of discrimination.

Word Scramble

Use the definitions to unscramble the terms relating to the nervous system.

Solve this word problem using step by step procedure: The math department at a local university has customarily advised students to purchase Calculator A. The manufacturer has recently released a new model, Calculator B, which is reputed to be more user-friendly. The faculty decided to determine if there is a difference in the time required to perform a certain common statistical calculation. Twelve students chosen at random are given drills with both calculators so that they are familiar with the operation of each type. Then the time they take to complete the test calculation on each device is measured in seconds (which calculator they are to use first is determined by some random procedure to control for any additional learning during the first calculations). To be clear, each student worked through a particular type of statistics problem with one calculator and then did a similar problem on the other calculator. For each student, the amount of time in seconds that they spent on the problem with each calculator was recorded. Is Calculator B likely to be a more effective device than Calculator A?

b) Please use step by step guidelines so I can follow in this excel problem: In the sheet entitled “Part 2 Question 7”, you will find the death rate (per 1,000 resident population) for random samples of counties in Alaska and Texas. Is the average death rate among Alaska counties likely to be lower than that among Texas counties?

Read, and write a 1-page reaction on a single topic 400 WORD or more WITH YOUR opinion about the topic -Which you choose and whether you support or reject the idea you should use this word : I will discuss the ....... because I believe it is ......... > I also agree or desagree with the book that ......

Finding Growth and Profitability in Bookselling: Barnes & Noble and Amazon

Barnes & Noble and Amazon were the bookselling industry’s leading companies. Yet Barnes & Noble’s revenues were declining by 10 percent per year, and in the second quarter of 2015, Amazon had lost more than $0.4 billion dollars (see Exhibit 11.1). The bookselling industry was experiencing vast technological change with the introduction of e-books and tablets, and Barnes & Noble and Amazon had to figure out what to do next.

Data source: Quarterly financial reports Exhibit 11.1 Financial Performance of Major Booksellers, 2nd Quarter 2015 Barnes & Noble and the Superstore Leonard Riggio, Barnes & Noble’s founder, believed shopping was a recreational activity. Relying on the philosophy that people bought books based on emotion, he transformed bookselling into a giant industry.1 Too poor to attend college full time, Riggio had worked during the day as a clerk in the New York University bookstore. In 1965, he created a campus bookstore of his own. During the next six years, he established four other bookstores on campuses in New York City. In 1971, Riggio bought Barnes & Noble, then an unprofitable New York textbook seller, and in 1974 he opened a Barnes & Noble annex in Manhattan where he aggressively marketed low-priced books that had been returned to publishers. By 1986 he owned 142 college bookstores and 37 Barnes & Noble’s stores. When he bought B. Dalton from Dayton-Hudson, Barnes & Noble became the largest U.S. bookseller. Barnes & Noble’s main competitor had been Borders, an Ann Arbor, Michigan, chain.2 At the time, Walden Books was a part of Borders. Kmart had bought Walden in 1984. In the late 1980s, B. Dalton and Walden owned more than 600 mall-based stores. Borders pioneered the concept of the bookstore as a superstore. Barnes & Noble was an aggressive follower. The son of a professional boxer, Riggio learned from his father to be quicker on his feet and more nimble than his opponents. 203

Barnes & Noble acted more quickly than Borders and expanded more rapidly than Borders. The superstores had a special atmosphere. They were meant to serve as gathering places for people. They tried to get people to linger with comfortable seating, coffee to drink, and late-night hours. Some stores were decked out like small or full-scale libraries. Most had comfortable chairs and writing tables. They hosted readings by famous authors and other events. They played pleasant jazz and classical music in the background. The stores made an effort to build a sense of community. Advertisements featured pictures of literary greats like Hemingway and Virginia Woolf. Barnes & Noble, in particular, tried to create a literary climate. It paid a great deal of attention to décor, layout, furniture, display, signage, and selection of books. The special atmosphere meant that customers spent time browsing, and of course, the more time they spent browsing, the more they bought. Customers bought twice as much merchandise at a superstore as at a mall-based store. Barnes & Noble chose about 50,000 titles to display at each superstore. Local managers adapted the rest of their selections to local tastes. The result was that the typical store offered about 175,000 titles packed into 30,000 square feet. The competition between Barnes & Noble and Borders was fierce. They were in a race to see which would expand most rapidly. Both feared that Walmart and massmarket retailers would take away their business. Kmart spun off Walden in 1995 because it could not keep up. In that year, Barnes & Noble and Borders captured about one-quarter of the U.S. market for books, with Barnes & Noble having a market share of about 15 percent and Borders having a market share of about 10 percent.3 The focus of both companies was on aggressive expansion. The number of superstores in the United States kept growing. It jumped to nearly 800 in the mid1990s. Many independent bookstores could not keep up and folded. Barnes & Noble and Borders were focused on the competition between them and their commitment to continued expansion. When Amazon.com began operations in 1995, neither company paid much attention.4 Barnes & Noble’s goal was to expand at a pace of about 100 new stores per year. Yet by 1997, the estimate was that there were several hundred online booksellers operating on the Web and that, by 1998, they already had captured 2 percent of the adult book market.5

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Amazon and Internet Commerce Jeff Bezos, the founder of Amazon, was a summa laude graduate of Princeton in 1986 with a degree in computer science.6 He had worked for a telecom start-up and a hedge fund. Seeking to begin a business of his own, he examined 20 possibilities for Internet commerce before settling on bookselling. He understood the opportunities in books to be high because the industry was very fragmented and because Internet selling offered many advantages over conventional book stores, including enabling larger selection, greater inventory turnover, higher sales per square foot, and higher sales per operating employee. Bezos moved from New York City and started his business in Seattle, Washington, to take advantage of the software talent and proximity to Ingram’s large bookstore and electronics wholesale warehouse in Oregon. Before building its own warehouse complex, Amazon relied on Ingram. There also happened to be no state taxes on retail purchases in the state of Washington, which made Internet sales more competitive with retail. To begin operations, Amazon had to innovate. It had to pioneer in the development of software for Internet shopping. It created the look and feel of an Internet shopping site that now has become common. It provided information about the books it sold, posted author interviews, offered free book reviews, and gave links to other sites and features. Amazon spent vast sums of money on research and development (R&D), in 1999 obtaining a patent for its oneclick technology, which allowed customers to order from its site with a simple click of the mouse instead of going through several steps. In contrast to a physical store, which had fixed times when it opened and closed, Internet shopping could take place at any time of the day. The venture capital firm Kleiner Perkins Caufield & Byer invested $8 million dollars in Amazon to help it get started, and the business grew rapidly. In less than a year, Amazon had nearly $1 million in sales. Repeat customers provided more than 50 percent of its business, and the average transaction was greater than $50. Technical and business books made up a high percentage of the early orders. The company went public in 1997, and its market capitalization rose to $560 million on the first day. Bezos suddenly was a multimillionaire because he owned 42 percent of the stock. Investors continued to have confidence in Amazon’s business model year after year, although Amazon did not report that it was profitable, and it was not clear when it would be. The company stayed afloat by means of the positive cash flow it generated. Customers paid Amazon with credit cards; Amazon collected the sale price within a few days from the credit card company, but it was weeks before it paid its suppliers. Barnes & Noble launched its own book-selling website in the spring of 1997.7 The website featured personalized book recommendations and deep discounts every bit as good as Amazon’s on most items. Barnes & Noble used its brand name to capture leadership in the general interest and fiction categories. Because of its

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warehouses and greater experience in shipping books, it tried to beat Amazon’s delivery times. It built new warehouses, in Atlanta and Reno, which it added to its existing warehouse in New Jersey to ensure prompt distribution. It also built its own version of the one-click technology, which it called “express lane” ordering. However, the company was not able to seamlessly integrate brick-and-mortar operations with the Internet, which permitted Amazon to make the claim that it, not Barnes & Noble, was “earth’s biggest bookstore.”8 Since 1970, Barnes & Noble’s slogan had been that it was the “world’s biggest bookstore.” Barnes & Noble sued, arguing that Amazon was not a bookstore at all, but a book broker. Amazon, in turn, counter-sued, and it sought an injunction against Barnes & Noble for stealing its one-click technology. In 1999, Barnes & Noble had an IPO, which spun off BarnesAndNoble.com, its online business, as a separate company. Bertelsmann, a German mass media corporation, owned 36 percent of the new company, Barnes & Noble owned 36 percent, and 36 percent of the shares were sold to the public. One month before the spin-off, Amazon took a number of aggressive steps to counter any success that BarnesAndNoble.com might have by adding 1.5 million more titles to those it already listed, introducing a personalized book recommendation service, and starting to sell bestsellers at a 50-percent discount. The 50-percent discount was especially galling to BarnesAndNoble.com, which was forced to match the discount and thus sell books at cost. Amazon’s aggressive moves had their desired effect. The stock of BarnesAndNoble.com climbed just 27 percent on the first day of the IPO, a huge disappointment in an era when stocks routinely doubled or tripled the initial asking price. Amazon was beating BarnesAndNoble.com on the most important Internet criterion: “eyeballs.”9 It had 8.4 million registered Internet customers compared to BarnesAndNoble.com’s 1.7 million, and its Internet market share was 75 percent whereas BarnesAndNoble.com’s was 15 percent. Barnes & Noble made an offer to buy Amazon’s Oregon supplier, Ingram’s Book Group in 1998, only to be rebuffed because of antitrust scrutiny

Post a 225- to 300-word (3- to 4-paragraph) explanation of the impact of unethical behaviors and business practices on an organization. In your explanation, address the following:

• Do you agree with the statement that ethics are more important than legality in an organization? Why or why not?
• How might unethical—but legal—business behaviors or practices affect an organization? What about behaviors or business practices that are both unethical and illegal?
  • Provide two examples of unethical business behavior or business practices—one legal, one illegal. These examples should be from the news, from social media, or from personal experiences.
  • For each example, include the potential impact of the behavior/business practice on an organization. Consider the impact on individual employees, on relationships within teams and with leaders, as well as on the success of the business.

Write a 400-750-word analysis of the types of persuasive appeals used in the advertisement or message. Are faulty logical appeals being employed? How do you know? Be sure to provide a valid URL for the message as part of your Reference(s) page.

Include the following in your analysis:

* A description of the content of the message

* A description of the persuasive techniques being employed

* An evaluation of the message's call to action and whether or not it effectively motivates the viewer or listener to act upon the message