Objective:

Write a program which simulates a hot potato game. In this version of a classic game, two or more players compete to see who can hold onto a potato the longest without getting caught. First the potato is assigned a random value greater than one second and less than three minutes both inclusive. This time is the total amount of time the potato may be held in each round. Next players are put into a circular list. Then each person gets possession of the potato in order. The player with the potato indicates how long they wish to hold on to it by entering a number from 1-10 seconds. If the player’s time is less than the remaining potato possession time then it moves on to the next player. However, if the time is larger, then the player is removed from the circular list and the potato’s time is reset. This is done until there is one player remaining.

Notes:

• The number of players has to be greater than 1 and specified by the user.
• Player’s then may enter their names.
• If a player picks a value outside of 1-10 then their pick is defaulted to 10.
• Once a game is over the user is prompted whether or not to play again.
• You must create your own circular linked list. This is very similar to the structure taught in class except the last element links to the first element.
• You may either choose to do a single or double linked list.
• Using multiple objects may make this the solution easier and extendable.

Example Dialog:

Welcome to the Hot Potato Game!

Enter the number of players (2 or more required).

3

Enter the player 1's name

Human H. Human

Enter the player 2's name

Person H. Person

Enter the player 3's name

NotLizard H. NotLizard

Human H. Human Enter a number from 1-10 corresponding to the number of seconds to hold the potato

4

Human H. Human is safe for now.

Person H. Person Enter a number from 1-10 corresponding to the number of seconds to hold the potato

6

Person H. Person is safe for now.

NotLizard H. NotLizard Enter a number from 1-10 corresponding to the number of seconds to hold the potato

10

NotLizard H. NotLizard is safe for now.

Human H. Human Enter a number from 1-10 corresponding to the number of seconds to hold the potato

44

The number must be between 0 and 10. We will assume you meant 10

Human H. Human is safe for now.

Person H. Person Enter a number from 1-10 corresponding to the number of seconds to hold the potato

10

HOT POTATO!!! Person H. Person has been eliminated!

NotLizard H. NotLizard Enter a number from 1-10 corresponding to the number of seconds to hold the potato

3

NotLizard H. NotLizard is safe for now.

Human H. Human Enter a number from 1-10 corresponding to the number of seconds to hold the potato

10

Human H. Human is safe for now.

NotLizard H. NotLizard Enter a number from 1-10 corresponding to the number of seconds to hold the potato

5

NotLizard H. NotLizard is safe for now.

Human H. Human Enter a number from 1-10 corresponding to the number of seconds to hold the potato

10

HOT POTATO!!! Human H. Human has been eliminated!

NotLizard H. NotLizard WINS!

Would you like to continue? Press ENTER to continue or enter "quit" to quit

quit

Goodbye

//I'm a beginner level coder and have a hard time understanding it. If the code could include a note for what each method is doing I would really appreciate it. Plus I would appreciate it if the code stayed as simple as possible with no advanced coding within it. Typically the language I use while coding and what the professor recommended is Java Eclipse

Read the Case Study below and answer the questions that follow

Microsoft Xbox 360

When Microsoft rushed its video game console, Xbox, to market in November 2005 it had a one-year advantage over Sony and Nintendo. By 2007 they had sold over 11.6 million units at prices between $279 and $479 … depending on the configuration.

Unresolved issues plagued the project from the beginning. When Journalists and reviewers were invited to try the game in 2005, before it became available on store shelves, they encountered problems when connecting it to the internet (N’Gai, 2007). Shortly after the game was introduced to the public, users complained that the console damaged game disks and that these disks could no longer be used (Cliff, 2007). In 2005 Microsoft recalled the power cords concerned that they posed a fire hazard (Wolverton and Takanashi, 2007). Then in December 2006, in an apparent response to these and other issues, Microsoft extended the warranty from 90 days to one year.

But problems persisted. Blogs and forums complained about the “Red Ring of Death” referring to a string of three lights that illuminate on the console when a serious problem is detected. One survey found that the return rate was 33 percent (Cliff, E, 2007)

Then in July 2007, Robbie Bach, president of Microsoft’s Entertainment and Device Division, said that “In the past few months, we have been having to make Xbox 360 console repairs at a rate too high for

our liking” (Associated Press, 2007) (Mintz, 2007). Shortly thereafter, Microsoft announced an extension of the warranty from one to three years at an expected cost of $1 billion. This represented about $100 for every Xbox sold since its introduction in 2005.

Later in the same month Microsoft announced that its top gaming executive, Peter Moore, was leaving the company, but they denied that his departure was related to the Xbox’s engineering problems (Wingfield, 2007)).

Lessons Learned

Perhaps the dominant lesson here is the trap called “conservatism” in which new data is largely ignored to protect the status quo. Here, in the face of a continuous stream of product returns and customer complaints, those who were responsible for the project were unwilling to acknowledge that the problem was serious; that customer satisfaction and loyalty was deteriorating rapidly; that the product needed to be redesigned; and that customer satisfaction needed to be addressed.

The sunk cost trap also played its part. In the sunk cost trap, a course of action is not abandoned because considerable time or money has already been spent on the project, and those in charge are reluctant to abandon the project or take steps to delay the project in any way. For the Xbox, considerable investment in the product had already been made, sales were strong, and since the division had yet to turn a profit, there was pressure to continue at any cost. Returning to earlier stages of design, issuing a recall for the defective units, and replacing them with new units was apparently not a realistic option.

Question 1

1. Identify the problems that Microsoft encountered when it launched its Xbox 360 console.

1.2. “For the Xbox, considerable investment in the product had already been made, sales were strong, and since the division had yet to turn a profit, there was pressure to continue at any cost. Returning to earlier stages of design, issuing a recall for the defective units, and replacing them with new units was apparently not a realistic option.”

It is clear that Microsoft had to deliver the project on schedule; hence they could not recall the defective units. Identify and briefly explain the theory that relates to extract above.

1.3. Successful completion of a project requires finishing the scope of work within budget and a certain time frame whilst managing resource utilization, meeting quality expectations and managing risks. All this must be done while assuring customer satisfaction. Discuss how Microsoft could have managed project constraints to successfully deliver the Xbox 360 project.

create a C++ Program

1. Ask and get a course name

2. Create an array of students of size 10,

3. Initialize the elements of the students array of appropriate names and grades

4. Create an object of class GradeBook (provide the course name and the created student array, in 3 above, as arguments to the constructor call. The arguments are used to initialize the data members of the class GradeBook.

Desired Output:

=========================================================

Enter course name: Object Oriented Programming

=====================Entering Students' Information===============================

Enter the name and grade for 10 students

student # 1 name: John

Student # 1 grade : 100

student # 2 name: Mark

Student # 2 grade : 100

student # 3 name: Jesus

Student # 3 grade : 89

student # 4 name: Tony

Student # 4 grade : 87

student # 5 name: Leo

Student # 5 grade : 79

student # 6 name: Don

Student # 6 grade : 75

student # 7 name: Devin

Student # 7 grade : 83

student # 8 name: Xavier

Student # 8 grade : 90

student # 9 name: jerry

Student # 9 grade : 25

student # 10 name: Jones

Student # 10 grade : 46

============================================================================

Welcome to the grade book for

Object Oriented Programming!

=====================After Processing Class's Grade===============================

The grades are:

Jonh  : 100

Mark : 100

Jesus: 89

Tony : 87

Leo: 79

Don : 75

Devin: 83

Xavier : 90

Jerry : 25

Jones : 46

Class average is 77.40

Lowest grade is 25

Highest grade is 100

Grade distribution:

0-9:

10-19:

20-29: *

30-39:

40-49: *

50-59:

60-69:

70-79: **

80-89: ***

90-99: *

100: **

Press any key to continue . . .

SAMPLE CODE!!!!!!!!!!!!!!!!!!!!!!!!

GradeBook.h

GradeBookDriver.cpp

QUESTION 1

1. Assume that the two samples of five cereal boxes (one sample for each of two cereal varieties) listed on the TCCACCTC Web site were collected randomly by organization members. For each sample, assume that the population distribution of individual weight is normally distributed, the average weight is indeed 368 grams and the standard deviation of the process is 15 grams, and obtain the following using Excel and PHStat:

   Weights of Oxford O’s boxes
   360.4
   361.8
   362.3
   364.2
   371.4
   
   Weights of Alpine Frosted Flakes with Vitamins & Minerals boxes
   366.1
   367.2
   365.6
   367.8
   373.5 All answers should be accurate to 2 decimal places.

2. (a) For the Oxford's O:

      (i) The value of the sample mean =

      (ii) The proportion of all samples for each process that would have a sample mean less than the value you calculated in step (a)(i) =

      (iii) The proportion of all the individual boxes of cereal that would have a weight less than the value you calculated in step (a)(i) =

      (iv) The probability that an individual box of cereal will weigh less than 368 grams =

      (v) The probability that 4 out of the 5 boxes sampled will weigh less than 368 grams =

      (vi) The lower limit of the 95% confidence interval for the population average weight =

      (vii) The upper limit of the 95% confidence interval for the population average weight =

   (b) For the Alpine Frosted Flakes:

      (i) The value of the sample mean =

      (ii) The proportion of all samples for each process that would have a sample mean less than the value you calculated in step (b)(i) =

      (iii) The proportion of all the individual boxes of cereal that would have a weight less than the value you calculated in step (b)(i) =

      (iv) The probability that an individual box of cereal will weigh less than 368 grams =

      (v) The probability that 4 out of the 5 boxes sampled will weigh less than 368 grams =

      (vi) The lower limit of the 95% confidence interval for the population average weight =

      (vii) The upper limit of the 95% confidence interval for the population average weight =

QUESTION 2

1. Oxford Cereals then conducted a public experiment in which it claimed it had successfully debunked the statements of groups such as the TriCities Consumers Concerned About Cereal Companies That Cheat (TCCACCTC) that claimed that Oxford Cereals was cheating consumers by packaging cereals at less than labeled weights. Review the Oxford Cereals' press release and supporting documents that describe the experiment at the company's Web site and then answer the following assuming that now you have no information about the mean and standard deviation of the population distribution of the weight of all boxes of the cereal produced:

   Weight
   351.8
   360.65
   372.74
   382.96
   375.28
   352.16
   374.15
   361.8
   366.67
   398.86
   384.34
   367.53
   361.59
   364.47
   382.93
   366.88
   368.14
   408.19
   356.03
   379.27
   380.38
   386.44
   378.72
   342.05
   380.29
   361.1
   355.11
   387
   346.86
   391.94
   366.3
   350.52
   397.27
   349
   373.78
   384.04
   392.55
   361.98
   377.07
   390.88
   395.86
   370.21
   380.66
   389.33
   361.15
   386.74
   353
   354.22
   374.24
   363.77
   352.08
   364.11
   359.79
   367.12
   375.84
   343.29
   357.7
   384.75
   380.72
   356.22
   389.72
   375.28
   380.44
   379.14
   364.64
   379.63
   369.29
   337.1
   371.42
   347.63
   363.86
   381.28
   379.21
   366.26
   365.15
   351.33
   375.91
   363.32
   357.96
   375.58

   All answers should be accurate to 2 decimal places.

   (a) For a two-tailed t-test on whether the population mean weight is equal to 368g:

      (i) The value of the t-test statistic is =

      (ii) The p-value of the t-test statistic is =

      (iii) The lower-critical value is =

      (iv) The upper-critical value is =

   (b) For an upper-tailed t-test on whether the population mean weight is more than 368g:

      (i) The value of the t-test statistic is =

      (ii) The p-value of the t-test statistic is =

      (iii) The upper-critical value is =

   (c) For the 95% confidence interval for the population average weight:

      (i) The lower limit =

      (ii) The upper limit =

You must use C Language.

End Goal:

HATFIELD, HEIDI
KAISER, RUSSELL
LIPSHUTZ, HOWARD
PENKERT, DAWN
WRIGHT, ELIZABETH

The user inputs the students first name and last names separately but within one loop. The loop should end when the user presses enter on the first name without entering any text. Upon completing entry of data, the output pictured above should display on the output.

Using the code given, follow the steps:

1. You should be able to enter up to 20 student first names. Also, change the input array to an appropriate size of 18 for the length of the first name. Use a meaningful name for the storage of first names array. Change prompts as needed. The loop should exit when the user presses enter when inputing the first name without adding any text. Compile and make sure it works from main(). At this point, you should be able to enter and alphabetize a list of up to 20 first names! Alphabetizing the first name is just a test!!! In the end, you will alphabetize the whole name string.

2. Add another array and get input for last name INSIDE the loop for your first names. This last name array will also be an array of 20 elements but with room for up to 25 characters. Again, do not use another loop! Just add code to input the last name to the first loop. The program should now ask the user to input the student's first name and then last name in that order for each individual. Then the program will loop to continue adding student names until the user presses enter on the student's first name. Make sure the last name is converted to all caps. You do not need to alphabetize this array, but you may want to print it out to make sure everything is working just as a test.

3. Make changes to convert the first name to all upper case using a function. (Example: User enters bob on the first name, then on the last name enters jenkins, it will look like Bob Jenkins instead of bob jenkins)

Last step: Combine last and first into an third array. This code is most easily added to the first loop. You just had the user enter first and last names. So the current value of the subscript used for these arrays can be used to combine content and store in the third array.  Alphabetize THIS array (instead of the first name array) which means you need to send a different pointer to the stsrt() function. Print out the end result. Test that everything is working on this program.

Given Code:

void rollsheet(void) {
int ct = 0;
char *ptstr[LIMIT];
char input[LIMIT][SIZE];
int k;

printf("Enter up to %d student names, and I will sort them!\n", LIMIT);
printf("To stop, press the Enter key at a line's start.\n");
while (ct < LIMIT && s_gets(input[ct], SIZE) != NULL
&& input[ct][0] != '\0')
{
ptstr[ct] = input[ct]; /* set ptrs to strings */
ct++;
}
stsrt(ptstr,ct);
puts("\nHere's the sorted list:\n");
for (k = 0; k < ct; k++)
puts(ptstr[k]) ; /* sorted pointers */
}

void stsrt(char *strings[], int num)
{
char *temp;
int top, seek;

for (top = 0; top < num-1; top++)
for (seek = top + 1; seek < num; seek++)
if (strcmp(strings[top],strings[seek]) > 0)
{
temp = strings[top];
strings[top] = strings[seek];
strings[seek] = temp;
}
}

char * s_gets(char * st, int n)
{
char * ret_val;
int i = 0;

ret_val = fgets(st, n, stdin);
if (ret_val)
{
while (st[i] != '\n' && st[i] != '\0')
i++;
if (st[i] == '\n')
st[i] = '\0';
else // must have words[i] == '\0'
while (getchar() != '\n')
continue;
}
return ret_val;
}

Analyze the article

Remember to use the analysis tools in your writing ask yourself after reading the article

“so what?” and “why is this important?”

***

Article:

Marketing is important to every business’ survival, whether it’s for the local business up the street or the mega-corporation that spreads across all continents. Unfortunately, for the former, marketing is often put on the back burner, as a small-business owner has so many other things to deal with.

As a small business, you should start by looking at what your direct competitors are doing in the area. Find out how they are attracting customers and, more importantly, what is and isn’t working for them. It’s time to start or revisit your competitor research. “If you’re opening a location-based business, like a restaurant, that competitor research might involve visiting other venues in-person to judge quality, service, aesthetics and other factors through which you want to differentiate your own business," Score says. This is also a great time to introduce yourself to other local business owners. On the other hand, if you have an ecommerce business, you will be conducting a lot of the research online.

Make sure to document your findings; you can create a chart to show your strengths and weaknesses alongside your competitors. For instance, you might find that you are the only restaurant in the area who isn’t offering a loyalty program to attract customers, it is time to jump on that bandwagon.

An important part of marketing today is developing an online presence. You might think your local restaurant has no benefit of being online, as customers are usually local. To the contrary, you will be able to attract new customers in the area and beyond by being present online. It’s important to remember that one-third of all mobile searches are related to location and 78 percent of local mobile searches result in offline purchases. You want people to find you online when they are looking for a business in the area, whether that’s on Google, Facebook, LinkedIn or

From your competitor research (see point #1), you already have an idea of how other businesses in the area are presenting themselves online. Now dig a little deeper, asking questions like: Which businesses show up in Google’s local pack? Which keywords are often targeted? What social media platforms are they using? What type of online content are they sharing? Take inspiration from your competitors and improve upon their efforts in order to stand out.

An important piece of your online presence is online reviews. Reviews are crucial when it comes to ranking in local searches and acquiring new customers. Research shows that 72 percent say that positive reviews make them trust a local business more. What’s more, 92 percent of consumers say that they will use a local business if it has at least a 4-star rating.

Having positive reviews to your business name is an incredibly strong tool, so part of your marketing strategy should be directed toward collecting reviews from current clients. Pick one or multiple platforms that you want to direct people to (e.g. Yelp, Google My Business, Tripadvisor, Facebook). It is important to actively ask your customers to leave reviews to these platforms, as people often need a little nudge to share their opinion. You can ask this in-person, through your website or with the help of a mobile app. Prompt customers at the right time, after they have enjoyed their meal or received their order in the mail. Lastly, don’t be discouraged by negative or mediocre reviews; these are valuable insights into what you can do it improve your business.

You don’t have to do all the marketing yourself; in fact, one way to get the word out about your business is with local press coverage. We are not talking about getting covered by Forbes or The New York Times, but starting with the media outlets in your area who are always looking to cover local news.

Share your story with different media outlets. Many small businesses have heartfelt origin stories, so craft up a narrative that shows who you are and what your business’ mission is. You want to be able to supplement this great story with amazing visuals. Professional photos will help you get featured in news stories -- you can also repurpose these photos for your social media profiles! Depending on your industry, you can also put yourself in front of reporters by sending out samples of your product. The most important thing is to make a memorable connection with a few writers and journalists to secure your time in the spotlight.

You don’t need to do all the marketing yourself, turn your best customers into brand advocates who will market for you. In fact, word-of-mouth is 10 times as effective as traditional forms of marketing and advertising. So how do you generate that word-of-mouth marketing? You need to exceed your customers’ expectations!

The Missouri Business Development Program states: “All successful small businesses seem to have an edge. They have found a way to distinguish themselves, to rise above the commercial fray, to put the WOW into their business.” In other words, you need to delight your customers and make them say (or think) WOW. Maybe it is sending them a handwritten postcard or giving them a special gift with purchase. Maybe you have a lifelong warranty or know all your customers by name. Think of the most creative way to surprise your customer and they will not only become loyal customers, they will also spread the word for you.

According to eMarketer, 80 percent of SMB retail professionals report that email marketing is the best marketing tactic for driving customer acquisition and retention. Email marketing is a great way to a build lasting relationship with your customers. But in order to get the full benefits of email marketing, you need to build out a substantial email list first.

Start by setting up a lead magnet. “Lead magnets are essentially tempting offers that provide consumers something of value in exchange for their contact information,” says Lyfe Marketing. For local businesses, this might include asking for an email address in to sign up for a VIP loyalty program, or signing up for the email list to receive special discounts.

Once you have an email list, you can create an email marketing strategy. Decide what types of emails you would like to send out, ranging from newsletters and industry-related news to promotions and recommended purchases. The types of emails will depend on the goal you want to achieve, such as improving brand recognition, increasing customer retention or boosting sales.

An app is not just a mobile application, an app is a complete mobile marketing solution. It is a powerful marketing tool if used the right way. You can use an app to draw new customers in by offering mobile ordering or a loyalty program. You can re-engage existing customers by sending out messages with promotions and news about your business. You can set up a lead capture form within the app to start building out your email list. In addition, an app can also help you collect reviews, as you are able to prompt customers to share their opinion on social media, produce online reviews or send a referral.

If you want to get even more creative, you can pull out all the stops with an app launch party. This will, in turn, trigger word-of-mouth and draw more people to your business.

All the above marketing strategies can help small businesses gain new customers and increase repeat business. Many of them also overlap and work together in order to set your business apart from the crowd: adding a “WOW factor” to your business can trigger positive reviews and, in turn, strengthen your online presence. A new app can help you build an email list, as well as get you local press coverage and so on. These are straightforward and attainable ways to boost your small business marketing.

PRG/280 Week Two Assignment:

Adding Navigation and CSS

This assignment walks you through the steps of adding one more page to your website and writing navigation (i.e., adding hyperlinks) between the two pages. The starting point will be the GroceryHome.html page from Week One.

Hint: Copy the GroceryHome.html file to a new folder (suggested name for the folder: Week_2_Assignment) for Week Two.

Step 1) First, modify the Week Two GroceryHome.html page to add the navigation. After the opening <body> tag, but before the opening <header> tag, add the following code:

            <nav>

               <a href="GroceryHome.html">Home</a> |

               <a href="Products.html">Products</a> |

               <a href="AboutUs.html">About Us</a> |

               <a href="Contact.html">Contact</a>

            </nav>

Step 2) Save and open the modified page in a web browser, such as IE or Chrome. The page will render like the image below with the navigation links at the top of the web page. If you recall from the Week One mock-up, we wanted the navigation to be at the top right of the page, but the navigation we just added appears at the top left.

Step 3) To align the navigation to the right, add the following CSS code to the <style> tag at the bottom, placing the code before the closing </style> tag. Be sure to leave the styling for the .myColumns elements as it is.

nav {

     float: right;

     display: block;

}

Step 4) Save and refresh the GroceryHome.html page in a browser. The page will render like the image below with the navigation now nicely positioned at the top right of the page.

Note: If you haven’t already, try resizing your browser window from full-screen to small and back again and notice how the links move automatically.

Step 5) To add a new page to the website, open a new blank document in NotePad++. Just as you did in the Week One instructions, begin your new web page with the following code:

<!DOCTYPE html>

<html>

</html>

Step 6) From the menu, select File à Save As, and name the file Products.html, making sure to select the correct file extension to save the file as an HTML file (see the screenshot below of the Save dialogue box).

Note: Be sure you spell this filename properly, as it must exactly match the value of the <a> tag’s HREF attribute that you typed into the navigation section earlier in this assignment.

Hint: Be sure to save your file in the same location on your computer where you saved the home page.

Step 7) Using what you learned from Week One, add the body, title, and article to the Products.html page, as follows:

<body>

<header>

            <h1> My Products Page</h1>

</header>

<article>

This web page shows an example of using a table to display seasonal vegetables. Below is an example of what the grocery store might stock during the spring, summer, fall, and winter.

</article>

</body>

Step 8) Save and open the Products.html file in a browser. The page will render similar to the image below with a title and article text below.

Step 9) Add the same navigation you added to the GroceryHome.html page to the Products.html page. Be sure to place the code between the opening <body> and the opening <header> tags, as follows:

            <nav>

               <a href="GroceryHome.html">Home</a> |

               <a href="Products.html">Products</a> |

               <a href="AboutUs.html">About Us</a> |

               <a href="Contact.html">Contact</a>

            </nav>

Step 10) Although the navigation is not properly formatted on the Products.html page, this is a good time to test the navigation between the two web pages.

Open the GroceryHome.html page, and click on the Products link at the top (the image below highlights the Products link in the navigation).

The Products.html page will render like the image below. Clicking on the Home link will navigate back to the GroceryHome.html page (the image below highlights the Home page link on the Products page).

Note: Clicking the About Us or Contact links will result in a File Not Found error, because the HTML file names (pages) associated with those links have not yet been created. You will add those pages in future assignments.

Step 11) To format the <nav> block so the navigation floats to the right, add an external CSS file. Open a new blank window in NotePad++ and add the following code at the top:

nav {

     float: right;

     display: block;

}

Note: Adding an external CSS file gives you a single place to specify formatting rules that you can then apply to multiple web pages by pulling in that CSS file (instead of copying-and-pasting CSS formatting code multiple times). Having all the formatting code in a single place means fewer errors!

Step 12) From the menu, select File à Save As, and name the file MyStyle.css, making sure to select the correct file extension to save the file as a Cascading Style Sheets file (see the screenshot below of the Save dialogue box).

Step 13) To pull in the MyStyle.css file and make that formatting rule available to the Products page, modify the Products.html page and add the following code between the <html> and <body> tags at the top of the page. Be sure to spell the CSS filename correctly.

<head>

   <link rel="stylesheet" href="MyStyle.css">

</head>

Step 14) Save and refresh the browser for the Products.html page. Using the external CSS, the page renders like the image below with the navigation floating to the right.

Step 15) Test the navigation between the Home and Products page. The About Us and Contact links will result in a “page not found” error, as you haven’t built those pages yet.

Step 16) Now it’s time to present some organized text on your web page. You’ll use an HTML table to do this, beginning with a single table row and multiple table header tags. In the Products.html page, insert the following code for a <table> after the closing </article> tag, but before the closing </body> tag:

<table>

     <tr>

<th>Spring</th>

<th>Summer</th>

<th>Fall</th>

<th>Winter</th>

     </tr>

</table>

Step 17) Save the Products.html page and refresh the web browser. Your page should look like the image below with the seasons aligned at the bottom of the page.

Step 18) Now begin to lay out the table text more attractively. Add the following code to the end of the MyStyle.css page, after the closing curly brace } that completes the nav declaration:

td, th {

     border: 1px solid #dddddd;

     text-align: left;

     padding: 8px;

     width: 75px;

}

Step 19) Save the MyStyle.css page, and refresh the Products.html page. Your page should render like the image below with the seasons evenly spaced and outlined in a table format.

Step 20) To the Products.html file, add the following <tr> table rows and <td> table detail data. The code will go after the closing </tr> table row for the <th>Winter</th> table header, but before the closing </table> tag.

   <tr>

      <td>Asparagus</td>

      <td>Squash</td>

      <td>Pumpkins</td>

      <td>Potatos</td>

   </tr>

   <tr>

      <td>Scallions</td>

      <td>Tomatoes</td>

      <td>Cabbage</td>

      <td>Leeks</td>

   </tr>

   <tr>

      <td>Green Peas</td>

      <td>Carrots</td>

      <td>Broccoli</td>

      <td>Turnips</td>

   </tr>

Step 21) Save and refresh the web browser. Your <table> should render like the image below with all of the vegetables laid out neatly in a table.

Step 22) Verify that the files (GroceryHome.html, Products.html, and MyStyle.css) are in the same folder. Keeping related files together is extremely important to avoid broken links (the screenshot below shows all three files: GroceryHome.html, Products.html, and MyStyle.css).

Step 23) To zip the files together, select the three files then right-click (alternately, press the Alt key while the files are highlighted, then F to bring up the File menu, navigate to the Send To menu with the up/down arrow keys, then arrow right to navigate to Compressed Folder). From the pop-up menu, select Send To à Compressed (Zip) Folder. Give the zip file an appropriate name with your name or initials at the end (the screenshot below shows all the files along with the ZIP file).

Hint: Verify that there are three files in the Week2.zip file before you submit the ZIP file. To do so, double-click Week2.zip file to view the three compressed files (or press the Enter key while the file is selected).

Step 24) Submit the website as a ZIP file using the Assignment Files tab.

The following information should be used when answering the provided questions below:- 1 Introduction Belaria Shoes was formed by two brothers who were passionate about diversity in cultures existing in Italy in early 1970s. At this time, the country was undergoing a period of rapid industrial growth and many companies were established that paid low wages and expected employees to work long hours in dangerous and dirty conditions. Workers lived in poor housing, were largely illiterate and had a life expectancy of less than forty years. The Belaria brothers held a set of beliefs that stressed the social obligations of employers. Their beliefs guided their employment principles – education and housing for employees, secure jobs and good working conditions. Belaria Shoes expanded quickly, but it still retained its principles. Today, the company is a private limited company whose shares are wholly owned by the Belaria family. Belaria Shoes still produce footwear in Petatown, but they now also own almost one hundred retail shops throughout Italy selling their shoes and ` IN SEMESTER (INDIVIDUAL) ASSIGNMENT Module Code: BUSS 1009 Module Name: Strategic Management Level: 3 Max. Marks: 100 Scaled down to 50 boots. The factory (and surrounding land) in Petatown is owned by the company and so are the shops, which is unusual in a country where most commercial properties are leased. In many respects this policy reflects the principles of the family. They are keen to promote ownership and are averse to risk and borrowing. They believe that all stakeholders should be treated fairly. Reflecting this, the company aims to pay all suppliers within 30 days of the invoice date. These are the standard terms of supply in Italy, although many companies do, in reality, take much longer to pay their creditors. The current Belaria family are still passionate about the beliefs and principles that inspired the founders of the company. Recent history Although the Belaria family still own the company, it is now totally run by professional managers. The last Belaria to have operational responsibility was Jock Belaria, who commissioned and implemented the last upgrade of the production facilities in 1991. In the past five years the Belaria family has taken substantial dividends from the company, whilst leaving the running of the company to the professional managers that they had appointed. During this period the company has been under increased competitive pressure from overseas suppliers who have much lower labour rates and more efficient production facilities. The financial performance of the company has declined rapidly and as a result the Belaria family has recently commissioned a firm of business analysts to undertake a SWOT analysis to help them understand the strategic position of the company. SWOT analysis: Here is the summary SWOT analysis from the business analysts’ report. Strengths Significant retail expertise: Belaria Shoes is recognized as a successful retailer with excellent supply systems, bright and welcoming shops and shop employees who are regularly recognized, in independent surveys, for their excellent customer care and extensive product knowledge. Excellent computer systems/software expertise: Some of the success of Belaria Shoes as a retailer is due to its innovative computer systems developed in-house by the company’s information systems department. These systems not only concern the distribution of footwear, but also its design and development. Belaria is acknowledged, by the rest of the industry, as a leader in computer-aided footwear design and distribution. Significant property portfolio: The factory in Petatown is owned by the company and so is a significant amount of the surrounding land. All the retail shops are owned by the company. The company also owns a disused factory in the north of Italy. This was originally bought as a potential production site, but increasingly competitive imports made its development unviable. The Petatown factory site incorporates a retail shop, but none of the remaining retail shops are near to this factory, or indeed to the disused factory site in the north of the country. Weaknesses High production costs: Italy is a high labor cost economy. Out-dated production facilities: The actual production facilities were last updated in 1991. Current equipment is not efficient in its use of either labor, materials or energy. Module Name Strategic Management (BUSS1009) – Semester – Spring 20 – CW 1 (Assignment) – Session D – QP MEC_AMO_TEM_034_01 Page 3 of 10 Restricted internet site: Software development has focused on internal systems, rather than internet development. The current website only provides information about Belaria Shoes; it is not possible to buy footwear from the company’s website. Opportunities Increased consumer spending and consumerism: Despite the decline of its manufacturing industries, Italy remains a prosperous country with high consumer spending. Consumers generally have a high disposable income and are fashion conscious. Parents spend a lot of money on their children, with the aim of ‘making sure that they get a good start in life’. Increased desire for safe family shopping environment: A recent trend is for consumers to prefer shopping in safe, car-free environments where they can visit a variety of shops and restaurants. These shopping villages are increasingly popular. Growth of the green consumer: The numbers of ‘green consumers’ is increasing in Italy. They are conscious of the energy used in the production and distribution of the products they buy. These consumers also expect suppliers to be socially responsible. A recent television programme on the use of cheap and exploited labor in Ethiopia was greeted with a call for a boycott of goods from that country. One of the political parties in Italy has emphasized environmentally responsible purchasing in its manifesto. It suggests that ‘shorter shipping distances reduce energy use and pollution. Purchasing locally supports communities and local jobs’. Threats Cheap imports: The lower production costs of overseas countries provide a constant threat. It is still much cheaper to make shoes in Ethiopia, 4000 kilometres away, and transport the shoes by sea, road and train to shops in Italy, where they can be offered at prices that are still significantly lower than the footwear produced by Belaria Shoes. Legislation within Italy: Italy has comprehensive legislation on health and safety as well as a statutory minimum wage and generous redundancy rights and payments for employees. The government is likely to extend its employment legislation programme. Recent strategies Senior management at Belaria Shoes have recently suggested that the company should consider closing its Petatown production plant and move production overseas, perhaps outsourcing to established suppliers in Ethiopia and elsewhere. This suggestion was immediately rejected by the Belaria family, who questioned the values of the senior management. The family issued a press release with the aim of re-affirming the core values which underpinned their business. The press release stated that ‘in our view, the day that Belaria Shoes ceases to be a Module Name Strategic Management (BUSS1009) – Semester – Spring 20 – CW 1 (Assignment) – Session D – QP MEC_AMO_TEM_034_01 Page 4 of 10 Petatown company, is the day that it closes’. Consequently, the senior management team was asked to propose an alternative strategic direction. The senior management team’s alternative is for the company to upgrade its production facilities to gain labor and energy efficiencies. The cost of this proposal is $37·5m. At a recent scenario planning workshop the management team developed what they considered to be two realistic scenarios. Both scenarios predict that demand for Belaria Shoes’ footwear would be low for the next three years. However, increased productivity and lower labor costs would bring net benefits of $5m in each of these years. After three years the two scenarios differ. The first scenario predicts a continued low demand for the next three years with net benefits still running at $5m per year. The team felt that this option had a probability of 0·7. The alternative scenario (with a probability of 0·3) predicts a higher demand for Belaria’s products due to changes in the external environment. This would lead to net benefits of $10m per year in years four, five and six. All estimated net benefits are based on the discounted future cash flows.

Question One: Using academic principles and examples from the above case, assess the following concepts:- (a) Strategy (b) Strategic planning (c) Strategy development.

Question Two : Belaria shoes wishes to develop a strategy for guiding its operations in future. (a) Classify and examine the main factors which are likely to shape and influence the values and strategy of the above organization? (b) Discuss the likely problems with mergers as a means of external growth.

i want the answer of Q2.

Selling Web Site Services

Judy Reiser and Elyse Larsen are college friends who followed the dot.com boom together into a Web site services company that hired them right after they graduated in 1995. In 1998, the company imploded — it ran out of cash, failed to meet the needs of their customers, and lost key employees faster than they could be replaced. By 1999, the company closed and Judy and Elyse were thinking about graduate school, in part because job opportunities in technology industries were so few.

Three months after they lost their jobs, Judy and Elyse were having dinner at an inexpensive local restaurant. They shared news about former colleagues, other dot. com businesses that had closed, and talked about graduate school options. Elyse mentioned that she had run into one of her former clients, the owner of a custom- made furniture business, who complained that he was having trouble finding someone to host and update his Web site. He had asked Elyse if she was doing any work independently. Judy had a similar experience when her aunt, the manager of a medical practice, asked if Judy knew any people who could create a Web site. Judy knew of two people who could, but she didn’t admire their work enough to recommend them to her aunt.

At this point, Elyse had an epiphany: Their old company had failed because it spent too much money and was badly managed, not because the demand for Web site services was small. In fact, demand was growing faster than ever, as virtually every business realized it needed a Web site. Judy agreed and within 15 minutes, the two friends had consented to start their own company. They even had a name for it: Finesse Systems. The two friends knew the technology, where to rent inexpensive offices with high-speed connections, and who to hire as demand for their services grew. The only thing they didn’t know how to do was sign up clients.

The next week, Judy and Elyse met with several people who worked in sales and sales management to learn more about the selling process. After these meetings, they didn’t have the answers but they did have some specific questions.

Case Questions:

• Which one of them should focus her efforts on sales?
• How could they create a list of potential customers?
• How should they communicate with these potential customers?
• What kind of client tracking system did they need?
• When they could finally afford to hire salespeople, what qualifications should they have?
• What kind of sales compensation system would work best for them and their business?
• When should they start reaching out to potential customers?

Margo Switches Coasts

For 17 years Margo Williams owned a jewelry store called Margo’s Diamond Mine near the naval base in San Diego. The large majority of her customers were sailors and their families and her most successful items were wedding rings, inexpensive necklaces, and low-priced brand-name watches. Because her customers were often stretching their finances to make what they felt was a major purchase, Margo’s store provided lay-away plans that allowed her clients to pay for items over time.

Margo’s mother, who lived in Ft. Lauderdale, recently became ill, so Margo decided it was time to close the store in San Diego and relocate both her home and business to Florida. She found a vacant store at a reasonable price in a small upscale strip mall in which the other businesses included an expensive dress shop, a gourmet food store, and a craft outlet. The surrounding area consisted mostly of high-end condominium developments which catered to retirees and people who spent about half the year in Florida.

Margo knows the jewelry business, including how to value items she takes on trade-ins, which suppliers are best to work with, and how to design and manage a store. Although she doesn’t know her new Florida market very well, some issues are clear:

• The new market is older, wealthier, and includes many retired people.
• People appear to wear much more expensive items.
• The existing competition consists of two well-known chain jewelry stores that aim their products at middle-income markets.

• Advertising and promotion tend to be concentrated in newspapers and pennysavers.

Margo was not sure she wanted to use the Margo’s Diamond Mine name in this new market and she really did not know how to go about designing a marketing and promotion plan for the Florida market. To get started, Margo focused on two issues. First, she wanted a preliminary plan that would address—as best she could—the new marketing challenge she faces. Second, she wanted to research background information so she could refine her preliminary marketing plan.

Case exercise:

You are Margo. What are the new marketing challenges you face? Based on the material covered in this chapter, use the 4 Ps of marketing to create a preliminary marketing plan.

Case:

Forty years ago, Starbucks was a single store in Seattle’s Pike Place Market selling premium roasted coffee. Today, it is a global roaster and retailer of coffee with some 21,536 stores, 43 percent of which are in 63 countries outside the United States. China (1,716 stores), Canada (1,330 stores),

Japan (1,079 stores), and the United Kingdom (808 stores) are large markets internationally for Starbucks. Starbucks set out on its current course in the 1980s when the company’s director of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience. Schultz, who later became CEO, persuaded the company’s owners to experiment with the coffeehouse format—and the Starbucks experience was born. The strategy was to sell the company’s own premium roasted coffee and freshly brewed espressostyle coffee beverages, along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting. From the outset, the company focused on selling “a third place experience,” rather than just the coffee. The formula led to spectacular success in the United States, where Starbucks went from obscurity to one of the best-known brands in the country in a decade. Thanks to Starbucks, coffee stores became places for relaxation, chatting with friends, reading the newspaper, holding business meetings, or (more recently) browsing the web. In 1995, with 700 stores across the United States, Starbucks began exploring foreign market opportunities. The first target market was Japan. The company established a joint venture with a local retailer, Sazaby Inc. Each company held a 50 percent stake in the venture, Starbucks Coffee of Japan. Starbucks initially invested $10 million in this venture, its first foreign direct investment. The Starbucks format was then licensed to the venture, which was charged with taking over responsibility for growing Starbucks’ presence in Japan.

To make sure the Japanese operations replicated the “Starbucks experience” in North America, Starbucks transferred some employees to the Japanese operation. The licensing agreement required all Japanese store managers and employees to attend training classes similar to those given to U.S. employees. The agreement also required that stores adhere to the design parameters established in the United States. In 2001, the company introduced a stock option plan for all Japanese employees, making it the first company in Japan to do so. Skeptics doubted that Starbucks would be able to replicate its North American success overseas, but by June 2015, Starbucks had some 1,079 stores and a profitable business in Japan. After Japan, the company embarked on an aggressive foreign investment program. In 1998, it purchased Seattle Coffee, a British coffee chain with 60 retail stores, for $84 million. An American couple originally from Seattle had started Seattle Coffee with the intention of establishing a Starbucks-like chain in Britain. In the late 1990s, Starbucks opened stores in Taiwan, Singapore, Thailand, New Zealand, South Korea, Malaysia, and—most significantly— China. In Asia, Starbucks’ most common strategy was to license its format to a local operator in return for initial licensing fees and royalties on store revenues. As in Japan, Starbucks insisted on an intensive employee-training program and strict specifications regarding the format and layout of the store. By 2002, Starbucks was pursuing an aggressive expansion in mainland Europe. As its first entry point, Starbucks chose Switzerland. Drawing on its experience in Asia, the company entered into a joint venture with a Swiss company, Bon Appetit Group, Switzerland’s largest food service company. Bon Appetit was to hold a majority stake in the venture, and Starbucks would license its format to the Swiss company using a similar agreement to those it had used successfully in Asia. This was followed by a joint venture in other countries. The United Kingdom leads the charge in Europe with 808 Starbucks stores. By 2014, Starbucks emphasized the rapid growth of its operations in China, where it had 1,716 stores and planned to roll out another 500 in three years. The success of Starbucks in China has been attributed to a smart partnering strategy. China is not one homogeneous market; the culture of northern China is very different from that of the east, and consumer spending power inland is not on par with that of the big coastal cities. To deal with this complexity, Starbucks entered into three different joint ventures: in the north with Beijong Mei Da coffee, in the east with Taiwan-based UniPresident, and in the south with Hong Kong-based Maxim’s Caterers. Each partner brought different strengths and local expertise that helped the company gain insights into the tastes and preferences of local Chinese customers, and to adapt accordingly. Starbucks now believes that China will become its second-largest market after the United States by 2020.

Question:

2. Many would argue that Starbucks coffee is expensive, and yet customers get “value” for their money. How do you think Starbucks has been able to transfer this business model and value proposition to international markets?