Now analyze the impact of the emergence of the coronavirus (Covid-19). Assume the epidemic significantly reduces the demand for meat only and that there are no changes to the supply of meat. On the same graph you produced in Question 1, graphically depict any changes in the marketplace and any changes that impact the individual firm. Show the movements of the curves (if any) and the new Short Run Equilibrium (SRE). Indicate the new market equilibrium P1 and Q1, the optimal output of an individual firm representative of the other firms in the industry at this SRE (labeled as q1), and the individual firm’s profit, if any (shaded and clearly labeled). Provide a brief narrative explaining the movements and the resulting change in an individual firm’s profit, if any. Please make sure you address the changes in the market equilibrium quantity Q, market price P, and the individual firm’s profit maximizing quantity q, if any. Reminder: be sure to label all relevant points and axes.

You now have been tasked with mapping out an organizational culture change Delta Pacific Company (DPC), another role and responsibility as a change leader for the organization. It's important to have a change plan set before the change actually occurs. This is for a few reasons:

Increases the probability of success

Enables you to weigh options

Provides knowledge so you can make an informed decision

Allows for proper identification of the change and steps needed

Allows for identification of what might occur during the change

Since you are the change leader, your first step is to map the change using a change management model. You are aware of the extensive change the organization is undertaking with a shift in production to consulting. However, profitability has still declined even with training and resources in place.

As the change leader, select one of the change management

models and map out the organization's goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment.

Conduct academic research and create a proposal to the CEO and board in which you complete the following for approval of the change plan:

Explanation for why the change model being used is most effective for this change.

Description of the change map to include details for each step.

Examples of what to expect during the change process.

Explanation for each of your recommendations in each step of the change model.

Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO).

Include your APA-formatted reference page with at least two credible sources.

Here is the case study:

Project Case Study: A New Direction for Delta Pacific

Introduction

In a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy.

The Case Scenario

The Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC.

However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized that they needed to make a change and they believed they had a new vision for their company.

As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management. But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management re-engineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere.

As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles. However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success.

Use the following information on Disney to answer the case questions.

• Disney’s current stock price is $140.00 per share. The average growth rate of the company’s dividend has been 17.7% from 2004 through 2018.
• Disney’s return on equity is 28.0% and the company retains approximately 80.0% of its profits while paying out the remaining 20.0% in dividends.
• The company’s stock currently trades at 21.21 times its current year earnings estimate of $6.60 per share.
• Analysts expect the company to earn $6.19 per share in 2020 and $6.93 in 2021.
• Disney’s peers in media networks trade at 25.5 times their current-year earnings estimates while peers in parks, experiences and consumer products at 21.9; studio entertainment at 19.1 and DTCI at 14.1.
• Assume the expected return for Disney’s stock is 6.9%.

What is the Constant Growth Model, the Multi-Stage Growth Model, Discounted Dividend Model, and Market Multiples Approach?

Summary: Key Points in the Article Apple Computer CEO Steve Jobs announced he was taking a leave of absence for health reasons. Jobs has been fighting cancer and also recently underwent a liver transplant. Even though the computer giant is in good hands with Chief Operating Officer Tom Cook taking over the stock price fell by​ US$6.40, or nearly two​ percent, on the news. Jobs is widely known as a visionary and a micromanager. Under his leadership Apple has transformed the computing industry. While​Jobs' health outlook is unknown many investors are betting on his recovery and return. Those who bought Apple stock when Jobs stepped down in 2004 for health reasons made a nice profit when he returned to the helm.   Question 2 Marks “. Do you agree with the decision taken in the above case? What decisions you will take to improve the stock price of Apple Computers in this situation?

Question 2: JB Communications Ltd is considering an expansion of its existing operations. The following details of the company as at 30 June 1999 are provided for your information. • Debt $10 million (book value) 90-day bank bills with a current interest rate of 6% p.a., maturing 30 September 1999. $20 million (book value) 5-year bonds with an interest rate of 10% p.a. payable on 30 June and 31 December each following year. The face value of each bond is $200,000 and the bonds will mature on 30 June 2004. The required return is 9% p.a. • Equity Ordinary shares to the market value of $20 million. The company income tax rate is 36 cents in the dollar, with franking levels of 80%. Return on the market portfolio is currently 13% p.a., the risk free rate is 7% p.a. and the company’s beta is 0.8. The dividend yield is 5% in the market. Calculate the WARR for the company.

2. Suppose a British investor is expected to receive payment of 10,000 dollars ($) in twelve months from a U.S. bank. The annual interest rate in dollar deposit is 5% and the annual interest rate in pound deposit is 10%. If the present exchange rate is 0.50 pound per dollar deposit and interest parity holds, then.

(a) How many pounds does the British investor expect to receive at the maturity date of his      U.S. investment?

(b) How many pounds were initially invested? Fully explain all your answers.

3.

     (a) Suppose a computer sells for US$1,200 in the U.S. and for £855 in London. If the exchange rate is £0.65 per dollar, is there any arbitrage (profit opportunity)? Explain

     (b) If the Canadian dollar price of one Euro was C$1.30 in 2003 and the exchange rate adjusted to 0.85 Euro per C$ in 2004, did the Canadian dollar appreciate or depreciate against the Euro. Explain.

Use the following information on Disney to answer the case questions.

◼ Disney’s current stock price is $140.00 per share. The average growth rate of the company’s dividend has been 17.7% from 2004 through 2018

◼ Disney’s return on equity is 28.0% and the company retains approximately 80.0% of its profits while paying out the remaining 20.0% in dividends.

◼ The company’s stock currently trades at 21.21 times its current year earnings estimate of $6.60 per share.

◼ Analysts expect the company to earn $6.19 per share in 2020 and $6.93 in 2021. ◼ Disney’s peers in media networks trade at 25.5 times their current year earnings estimates while peers in parks, experiences and consumer products at 21.9; studio entertainment at 19.1 and DTCI at 14.1.

◼ Assume the expected return for Disney’s stock is 6.9%.

What is Disney stock’s intrinsic value using Multi-Stage Growth Model