You are an off-duty Chicago Police Department S.W.A.T. Team Commander. You are at National Car Rental, located on Bessie Coleman Drive, returning a rental car as you plan to shuttle to nearby O’Hare International Airport. The line is moving incredibly slow and there are five people in front of you. You look at your watch to check the time- and realize that you are almost late based upon your time estimates. It is 3:30 p.m. and your flight leaves at 4:15.

BOOM! The floor shakes and people scream. You immediately go outside and look towards the source of the blast…and it appears to have come from O’Hare International Airport. You stand there, for a few seconds, with your eyes and ears sharply tuned-in to the direction of the blast. You see nothing.

You open your tactical bag, which you luckily brought with you as a carry-on item, and pull out your binoculars. You survey the visible portions of the airport. Nothing.

You grab your cell phone and call the S.W.A.T. team Lieutenant, Gaven, to see if there have been any reports on the incident.

“Gaven…you there? It’s me.”

“Hey Boss- look man, I hope you had a good flight but we just got a call- it’s GO TIME!” he replied.

“Whoa- hang on! I am still here- I am at National Car Rental on Bessie Coleman Drive- and I just heard a loud boom from O’Hare. I am Northeast of O’Hare, and…”

“Boss!” Gaven interrupted. “Get over to O’Hare now. We got a call that a bomb exploded in the FlyHigh airport terminal and the communications went dead…and we received phone calls from people in the airport saying that this is a mass-casualty event and hundreds of people needing rescue. Meet me at the insertion rally point (IRP), that we use for training there, and you can suite and boot.”

“Roger that!” You reply. I never get a day off…

You grab the rental car and arrive at the IRP quickly. You can now see smoke coming out of a jet bridge linked to the FlyHigh terminal. Your cell phone vibrates and you turn around to see your team driving towards you.

“Hey Boss! Let’s move it!” Gaven said as you approached the S.W.A.T. truck.

“Give me a sit-rep as I gear up” you reply, already knowing that Gaven has all of the known information as of right now. He was good like that.

“Okay Boss- here’s what we got. At 1531 (3:31 p.m. for you civilian types), as FlyHigh was exiting a flight that just arrived, a suicide bomber set off a nitroglycerine bomb…”

You cut him off. “Hang on- liquid explosives? What-”

“No offense Boss, but stay quiet. I will get to that. Anyway, federal authorities have been notified and they are sending in the FBI’s Hostage Negotiation and Hostage Rescue Team (HRT). We don’t know if there are more terrorists or if they have any hostages, yet you know the routine. We were tapped as the first responders…so guess what? You are the Incident Commander.”

“…so we have nothing? REALLY? None of the phone calls that came in told us anything more than mass casualties and hundreds injured?” You reply, fairly flabbergasted.

“Nope. The dispatchers said that the calls were frantic and all they heard was a lot of screaming and noise in the background, and no dispatcher hear gunfire.”

“Alright, Gaven. Let’s rock ‘n roll! Saddle up the Team and follow me.”

Your Team easily enters the FlyHigh terminal. You took a back entrance (Secret Entrance 41, or SE41) that only S.W.A.T. teams, and other federal first-response teams, know exist. Meanwhile, while monitoring the radio chatter in the process of approaching the scene, you hear that people are frantically running out of the airport, cars have clogged up all entrances and exists to the airport, and law enforcement is slowly clearing an entrance point and triaging the known injuries. This out-of-control scene has only allowed for four police units, one firetruck, and two EMS trucks to arrive on location. The remainder of the first responders are stuck in traffic.

You advise dispatch that you don’t know the disposition of the rest of the airport because you are taking SE41 to make initial contact. You advise to prioritize law enforcement securing the remainder of the airport.

Your Team enters the FlyHigh terminal and quickly determines that there are no more existing threats. However, the scene is how you would imagine it to be; the death, carnage, and screams for help is something that no horror movie could replicate.

You provide a sit-rep to dispatch and then hear another loud BOOM from another part of the airport. You make sure everyone on your Team is ‘green’ and get back on the radio to notify dispatch. You didn’t have a chance to say anything- your Team is ordered to the front entrance where the first responders are.

You arrive to the new scene and call in a quick sit-rep.

“This is Boss. The Team has arrived to the second event. There is a second mass-casualty event.”

Your Team surveys the area briefly and gives you a report to call in to the higher command.

“This is Boss. Advise that a second nitroglycerine bomb attack occurred at the second incident location. No surviving first responders. Estimated more than 100 injured. HazMat team and staging area needed.”

Within three hours, a perimeter has been set up around O’Hare International Airport, your command post is in place, HazMat has set up a staging area and is cleaning the area, and all of the casualties and injured have been removed. Hundreds of people have arrived to check on their loved ones and this is creating quite a disturbance to your operations command.

You are then briefed by the HazMat operations commander that the area contaminated by nitroglycerine is larger than thought. HazMat states that they need you push back the scene entrance by 300 feet.

The incident is finally resolved twelve hours later. Boy, are you tired! You begin demobilizing resources and the assessment procedures. You then work with other departments to review your response. You check your timeline to make sure that you have all of the necessary information because you know that there will be countless inquiries…and an internal investigation by the Chicago Police Department.

Instructions:

3. DESIGN a plan for each Outcome (for each Stage: Prevention Preparedness Stage, the Response Stage, and the Recovery & Mitigation Stage. This includes identification of the Crisis, Scene Management, and Executive Management Stages (under the Response Stage)), that Boss failed to meet, that analyzes what Boss could have done to meet each Outcome that he failed to reach in each stage.

Please include 2 or more APA cited credible citations. Thank you

This is a student essay with paragraphs that have been placed out of order. Rearrange the paragraphs into an order that seems logical to you.

A

At a young age, I knew I had to get a good grip on the English language, both on paper and verbally. My parents had it rough trying to find work and getting through school. I saw them struggle so much trying to communicate to the world. English, through my eyes, became this elite world I so badly wanted to be a part of. I was excited to finally understand the language fluently and I was proud to be able to compose summaries and essays throughout grade school. In high school though, I encountered a series of new frustrations with English grammar. Some teachers were lenient but for the most part a lot of my teachers had zero tolerance for grammatical errors. It was incredibly frustrating when I would receive a graded paper back with a less than deserving grade and annoying annotations. This was the result of me not placing appropriate apostrophes or mistakenly used their in place of there. I always wanted to ask my teachers why they couldn’t cut me some slack. If I was a competent student and you knew my intentions, why must I settle for that grade when you were able to follow along and understand me in the assignment?

B

I am a first-generation college student. My parents are refugees from Cambodia and they came to the U.S. when they were about 10 or 11 years old. Our native language is Khmer. In our language, subjunctives do not exist. It was something that was really hard to acclimate to when I started to learn English. Though I was born here, I always spoke my language at home and did not pick up English until I was around 6 years old. In my language there is only what is and what is not. Any kind of wishful thinking or possible outcomes just don’t exist. I struggled learning English but eventually got through it. I was about 9 years old when I finally was able to kick my accent. Boy was I relieved that the teasing was finally going to stop. I felt confident. I felt like I had mastered my second language. But I was wrong. I’m going to share with you my reflection on the subject of the English language, through my experiences.

C

I have learned to embrace all of my grammatical mistakes. I even started to humor my occasional broken English. It is inevitable and I take a lesson from it every time. At the end of the day, what’s important is that we are able to produce a proper paper, right? An articulate paper despite having all these different avenues we can use to communicate English. In a TED Talk titled, “3 Ways to Speak English,” Jamila Lyiscott speaks out poetically about the several ways she speaks English in her community. She talks about the challenges of speaking several completely different styles of English between her friends, her parents and in a classroom setting. A line from her speech that really resonated with me was when she said, “I know I had to borrow your language because mine was stolen, but you can’t expect me to speak ‘your’ history wholly while mine was broken.” How beautiful and powerful is that? As a first-generation student, I really want to make my family proud. Hearing Jamila’s TED Talk gave me a sense of confidence and reassurance in some way. She is letting us know that it is ok to switch things up with your vocabulary. It’s ok to dab in and out of the social norms of English to make sense of the message that you are trying to relay to people on a day to day basis. Just so long as you know the rules and you know when it’s ok to break them. That’s what will set you apart, and that is what will make you articulate.

D

I felt incredibly defeated and thought no way is this fair. Throughout school we’d often get assigned into group projects where we needed to combine all of our research and opinions into a summary. I remember correcting my classmate’s grammar and calling them out for a misspelled word. Where this comma or that apostrophe should or should not go, what needs to be capitalized. I remember coming home and boasting to my mom about these scenarios and one day she said to me, “If you were able to understand what your friends in class are trying to describe, why are you having to tell them that they are wrong?” And in that exact moment, I came to realize that I was a huge hypocrite. Why didn’t I choose to be a little more patient and try to comprehend my classmates? It was then that I realized, it doesn’t matter how we speak or if English was your second language. On paper, there are rules to live up to that everyone should follow because it really is for our own good. A couple weeks ago in class, we read an article called “Opinion Piece on Grammatical Correctness” by Ursula K. Le Guin (33). There was a piece from the reading where she says, “How we talk is important to us all, and we’re all shamed when told in public that we don’t talk correctly. Shame can paralyze our minds.”

E

Her article took me right down memory lane and I started to recall my own journey through the strange world of the English language. From when I was a child, to an adolescent, to an adult. I started to see that there are actually different ways I had to use English. So many ways we had to change things up to make sense of something in whatever social setting we were in.

For school, for work, for our family and for our friends. We even use an entirely different vocabulary for each. To be honest, I was so caught up in learning English, I forgot how to read and write in my own native language. I was no longer able to truly proclaim myself as being bilingual. I became choppy in my first language and started speaking it horribly. So, I enrolled in a Khmer class to freshen up and re learned everything. In the process of that, I came across all these wonderful students from all walks of life. Some were like me and some were learning for the first time. The interactions we had showed me the versatility of language and how we personalize it to communicate and make sense to each other. We must grow and elevate ourselves into your fullest potential. Even if you have to get through the process by speaking a little broken English. Progress is progress no matter what stage you’re in.

Case Study 9—Social Media Is Gateway to eBook Sales Success: Amazon Kindle eBooks Thomas S. Mueller, Appalachian State University The Amazon Kindle eBook brand is one of the most popular forms of digital publishing in today’s social community. As of early 2016, the direct-to-consumer online retailer was selling 1.06 million eBooks (paid downloads) per day. Consumers spent $5.75 million per day during a recent month, with $1.76 million of those sales directed to author royalties. Though it is somewhat undocumented regarding distribution, authors received an additional $140 million in funds from Kindle Unlimited, Amazon’s subscription reading service.32 The industry as a whole is generating over $2.1 billion in sales annually. It is interesting to note that as established publisher sales decreased, eBooks written by independent authors increased.33 During an assessment in 2016, 56 of Amazon’s 100 top-selling eBooks were self-published titles. Topically, the bestselling independent authors write about paranormal activities, romance, thrillers, urban fiction, suspense, and science fiction. With the ascent of digital titles on Amazon and other sources, industry experts posit that printed versions of books will become a niche market, similar to the effect noted in magazine and newsprint.34 Digital publishing strategist Ben Thompson applies aggregation theory to the process, suggesting that sales portals like Amazon eliminate intermediaries, which allows independent publishers to avoid publishers and go direct to consumers.35 With a substantial faction of the social publishing market operating independently, advertising and promotion become the responsibility of the author. One portion of an author’s time is allocated to writing the novel, while the other half of the time is invested in social commerce, which includes marketing to expand the author’s fan base. The challenge is to differentiate an eBook from millions of competitive titles, then convince readers to download the digital offering onto a Kindle reader or other digital device. Pre-selling is essential to assure return on investment for the self-published author. One viable and affordable option is to build a social media marketing plan. Social media platforms provide opportunities to develop leads, generate a follower list, leverage other prominent users, access large topical groups, and promote content “teasers” that showcase your upcoming eBook.36 Most eBook authors develop a social media plan through content generation. These are most often short, concise articles of 250 to 500 words. Most successful social media plans offer shorter posts, with frequent placement. Social media content is usually housed in a blog, such as Google’s Blogger platform, or the highly customizable WordPress.37 It’s important to claim a URL that is unique and specific to the author and her or his work. A strong URL, along with key search words included in blog post titles, can help the author’s social media content climb in ranking on search engines. Social media portals such as LinkedIn and Google+ offer each user a personal landing page, but much more is available through groups and communities, where individuals share common interests. For example, a fashion community in Google+ hosts 557,000 followers.38 A marketing communication group in LinkedIn has collected 621,000 members.39 And, the LinkedIn Book Marketing group has 28,000 members.40 It is essential to identify a topical group to understand the relevance of posts, how interaction and replies work, and who posts the top viewed submissions. Authors can integrate into these platforms by reading posts, replying to posts, and finally crafting content that resonates with potential readers. Some authors incorporate introductory promotional comments on their upcoming eBook. It is important for authors to remember that blatant selling is not admissible; posted content must provide value and prove interesting to other group members.41 Facebook has been the most influential platform for many eBook authors. It has grown to over 1.4 billion users worldwide, with 70% checking their feed multiple times each day. eBook authors create a “landing page” for their profile as an author, or sometimes for a specific title. The challenge is to direct friends from the page to a personal website, and to target specific Facebook users who are profiled as sharing an interest in the eBook topic. Some authors host events or make promotional offers to engage users and increase traffic, which can be measured through social media data management. Mark Dawson initially started writing for a traditional publishing firm. His sales were weak and he transitioned to self-publishing. After learning how to leverage Facebook, Mark invested time and energy and now earns over $450,000 per year.42 Video platforms such as Vimeo and YouTube have been integrated into the social media promotion of eBooks. YouTube, the predominant player, was purchased in 2006 for $1.65 billion by Google. YouTube currently reports that it generates over 1 billion views per month.43 Successful eBook authors have integrated YouTube segments into their social media plans, including interviews or “teasers” that offer special introductory offers at eBook launch time. It’s beneficial to cross-promote YouTube posts across Facebook pages and embedded content in visual sharing sites such as Pinterest and Instagram. Studies indicate that the human brain assimilates images 60,000 times more quickly than text. eBook authors are intentional about visual sharing; Instagram is predominantly 18 to 24 female (56%) and allows space to share images. Pinterest represents a female and male audience, with two thirds between the ages of 18 and 24. One half are located outside the United States. It allows users to aggregate content that appeals to their interests and sensibilities. The author’s challenge is to entice user engagement, create awareness for the latest published eBook, and generate reader feedback, which can channel into digital book reviews. Many authors use the visual advantage to promote their eBook through storytelling in multiple posts.44 A social media platform that serves as the “messenger” for all social media activity is Twitter. Each message is limited to 140 characters, which can in turn be reposted and shared. Twitter now has 320 million monthly users, with over 1 billion monthly visits.45 Savvy eBook authors use Twitter to include “@” user handles to attract other key authors, or hashtags to create topical searches. Twitter can also steer followers to other platforms, where blog or web content has been placed. Some have also leveraged Twitter’s new live video broadcast program Periscope to promote special programs and activities. Some of the most highly successful eBook authors are also prominent podcast hosts. Technology entrepreneur James Altucher has published 11 books, including the Wall Street Journal bestseller Choose Yourself! Altucher’s unique position in the marketplace is that he lost his fortune, earned it back, and then lost it again. He now publishes eBooks such as Reinvent Yourself and promotes his projects on the popular “James Altucher Show” podcast, which is accessible on podbay.fm and iTunes.46 One social media opportunity that is sometimes overlooked is within the Amazon portal itself. An Amazon author page can showcase the author, include a biography, feature a compilation of the author’s Amazon Kindle publications, and link to other social media content such as Twitter or personal blogs. Most anyone can become a digital author, but not everyone can sell books. The holistic author understands how to write, publish, network, create, associate, and entertain. Social media presents the gateway where authors and customers connect in the open and unregulated marketplace.

An eBook author has just self-published an expert’s guide to gardening, with a large array of color photos embedded in the publication. How would you leverage Pinterest and Instagram to announce the launch of the new book?

Case Study 9—Social Media Is Gateway to eBook Sales Success: Amazon Kindle eBooks Thomas S. Mueller, Appalachian State University The Amazon Kindle eBook brand is one of the most popular forms of digital publishing in today’s social community. As of early 2016, the direct-to-consumer online retailer was selling 1.06 million eBooks (paid downloads) per day. Consumers spent $5.75 million per day during a recent month, with $1.76 million of those sales directed to author royalties. Though it is somewhat undocumented regarding distribution, authors received an additional $140 million in funds from Kindle Unlimited, Amazon’s subscription reading service.32 The industry as a whole is generating over $2.1 billion in sales annually. It is interesting to note that as established publisher sales decreased, eBooks written by independent authors increased.33 During an assessment in 2016, 56 of Amazon’s 100 top-selling eBooks were self-published titles. Topically, the bestselling independent authors write about paranormal activities, romance, thrillers, urban fiction, suspense, and science fiction. With the ascent of digital titles on Amazon and other sources, industry experts posit that printed versions of books will become a niche market, similar to the effect noted in magazine and newsprint.34 Digital publishing strategist Ben Thompson applies aggregation theory to the process, suggesting that sales portals like Amazon eliminate intermediaries, which allows independent publishers to avoid publishers and go direct to consumers.35 With a substantial faction of the social publishing market operating independently, advertising and promotion become the responsibility of the author. One portion of an author’s time is allocated to writing the novel, while the other half of the time is invested in social commerce, which includes marketing to expand the author’s fan base. The challenge is to differentiate an eBook from millions of competitive titles, then convince readers to download the digital offering onto a Kindle reader or other digital device. Pre-selling is essential to assure return on investment for the self-published author. One viable and affordable option is to build a social media marketing plan. Social media platforms provide opportunities to develop leads, generate a follower list, leverage other prominent users, access large topical groups, and promote content “teasers” that showcase your upcoming eBook.36 Most eBook authors develop a social media plan through content generation. These are most often short, concise articles of 250 to 500 words. Most successful social media plans offer shorter posts, with frequent placement. Social media content is usually housed in a blog, such as Google’s Blogger platform, or the highly customizable WordPress.37 It’s important to claim a URL that is unique and specific to the author and her or his work. A strong URL, along with key search words included in blog post titles, can help the author’s social media content climb in ranking on search engines. Social media portals such as LinkedIn and Google+ offer each user a personal landing page, but much more is available through groups and communities, where individuals share common interests. For example, a fashion community in Google+ hosts 557,000 followers.38 A marketing communication group in LinkedIn has collected 621,000 members.39 And, the LinkedIn Book Marketing group has 28,000 members.40 It is essential to identify a topical group to understand the relevance of posts, how interaction and replies work, and who posts the top viewed submissions. Authors can integrate into these platforms by reading posts, replying to posts, and finally crafting content that resonates with potential readers. Some authors incorporate introductory promotional comments on their upcoming eBook. It is important for authors to remember that blatant selling is not admissible; posted content must provide value and prove interesting to other group members.41 Facebook has been the most influential platform for many eBook authors. It has grown to over 1.4 billion users worldwide, with 70% checking their feed multiple times each day. eBook authors create a “landing page” for their profile as an author, or sometimes for a specific title. The challenge is to direct friends from the page to a personal website, and to target specific Facebook users who are profiled as sharing an interest in the eBook topic. Some authors host events or make promotional offers to engage users and increase traffic, which can be measured through social media data management. Mark Dawson initially started writing for a traditional publishing firm. His sales were weak and he transitioned to self-publishing. After learning how to leverage Facebook, Mark invested time and energy and now earns over $450,000 per year.42 Video platforms such as Vimeo and YouTube have been integrated into the social media promotion of eBooks. YouTube, the predominant player, was purchased in 2006 for $1.65 billion by Google. YouTube currently reports that it generates over 1 billion views per month.43 Successful eBook authors have integrated YouTube segments into their social media plans, including interviews or “teasers” that offer special introductory offers at eBook launch time. It’s beneficial to cross-promote YouTube posts across Facebook pages and embedded content in visual sharing sites such as Pinterest and Instagram. Studies indicate that the human brain assimilates images 60,000 times more quickly than text. eBook authors are intentional about visual sharing; Instagram is predominantly 18 to 24 female (56%) and allows space to share images. Pinterest represents a female and male audience, with two thirds between the ages of 18 and 24. One half are located outside the United States. It allows users to aggregate content that appeals to their interests and sensibilities. The author’s challenge is to entice user engagement, create awareness for the latest published eBook, and generate reader feedback, which can channel into digital book reviews. Many authors use the visual advantage to promote their eBook through storytelling in multiple posts.44 A social media platform that serves as the “messenger” for all social media activity is Twitter. Each message is limited to 140 characters, which can in turn be reposted and shared. Twitter now has 320 million monthly users, with over 1 billion monthly visits.45 Savvy eBook authors use Twitter to include “@” user handles to attract other key authors, or hashtags to create topical searches. Twitter can also steer followers to other platforms, where blog or web content has been placed. Some have also leveraged Twitter’s new live video broadcast program Periscope to promote special programs and activities. Some of the most highly successful eBook authors are also prominent podcast hosts. Technology entrepreneur James Altucher has published 11 books, including the Wall Street Journal bestseller Choose Yourself! Altucher’s unique position in the marketplace is that he lost his fortune, earned it back, and then lost it again. He now publishes eBooks such as Reinvent Yourself and promotes his projects on the popular “James Altucher Show” podcast, which is accessible on podbay.fm and iTunes.46 One social media opportunity that is sometimes overlooked is within the Amazon portal itself. An Amazon author page can showcase the author, include a biography, feature a compilation of the author’s Amazon Kindle publications, and link to other social media content such as Twitter or personal blogs. Most anyone can become a digital author, but not everyone can sell books. The holistic author understands how to write, publish, network, create, associate, and entertain. Social media presents the gateway where authors and customers connect in the open and unregulated marketplace.

Choose a topic, then create a book title for that topic. What order of social media would you utilize to make the announcement to potential readers?

Item 1

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 2

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 3

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 4

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 5

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 6

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 7

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 8

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 9

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 10

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Item 1

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 2

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 3

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 4

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 5

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 6

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 7

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 8

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 9

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Hints

Item 10

In the case below, the original source material is given along with a sample of student work. Determine the type of plagiarism by clicking the appropriate radio button.

Which of the following is true for the Student Version above?

Word-for-Word plagiarism

Paraphrasing plagiarism

This is not plagiarism

Case 94: Dr. X and the Disappearing Clinical Trials Money

I NEED A CASE WRITE UP DONE BASED ON THIS CASE! AN EXAMPLE HAS BEEN PROVIDED ON THE LAYOUT OF HOW IT NEEDS TO BE DONE

Dr. Xavier, or Dr. X, as he liked to be called, was a newly hired oncologist at a large cancer center at Upstate New York Oncology Center (UNYOC). During his negotiations for the job, he displayed a propensity for the finer things in life and demanded those things be moved from his farm in North Carolina to his new one in New York. The list of his favorite things included: a rare book collection, an antique clock collection, three antique cars (a Bentley, a Rolls Royce, and a Mercedes), a dozen black Orpington show chickens, and two dozen Marino sheep. In addition, his 1,500-bottle wine collection had to be transported from North Carolina to New York in a refrigerated truck. All of these demands were met by UNYOC because Dr. X had a reputation for bringing in clinical trial money for new cancer treatments. In exchange for his hefty salary and transportation costs, the revenues from pharmaceutical firms for his research were to be handed over to UNYOC.

Dr. X worked hard, and as expected, the money began to roll in from the research trials. At his first annual review, Dr. X met with the managing partners of UNYOC and informed them that he felt it was time for them to make him a full partner. After all, he’d brought in revenues from the trials, plus he was a productive member of the team. In his opinion, his net worth to UNYOC far exceeded the salary he received. If they didn’t accede to his request, then he was going to leave and take his huge revenues with him.

The partners were taken aback, to say the least. The senior partner was most vocal with his annoyance. “You’ve got a lot of nerve, Dr. X. You conveniently forget that we have a very high overhead in this practice. Look at all the staff we have. They take care of your every whim. We have state-of-the-art equipment, as well as the best supplies for our patients’ needs. This past year, you’ve barely covered your salary and your direct and indirect costs of services. Full partner, indeed. Harrumph.”

Dr. X was chagrined. He’d expected the partners to cave in, just as they had to his demands during the hiring process. Truth be told, he had been bluffing. There was no other job offer on the table. And his expensive chickens and sheep were eating him out of house and home. He had to do something.

Dr. X thought it best to placate the old man and buy some time. “I’m sorry. I’m really not a business person. I hadn’t considered all the overhead costs. Please forgive me.”

The senior partner raised a shaggy eyebrow, then shrugged. “Well, that’s why we’re here, Dr. X, to keep us all on track. Apology accepted.”

The meeting adjourned. Everyone went back to work, but Dr. X’s mental wheels were spinning. He needed more money. But where would he get it? He was working 60 hours a week;it wasn’t as if he could moonlight. He wasn’t about to give up his books, clocks, cars, and wine. That was unthinkable. And the show chickens were like his children. He couldn’t sell them. Pretty soon it would be time to shear the sheep and get a bundle of cash for their fine wool. But he needed money right now. Where was he going to get it?

He sifted through the mail in his inbox and opened three envelopes with the latest four figure checks from several big drug companies. He realized what he needed to do. The checks from the pharmaceutical firms were all made out to him, not UNYOC. He put the checks in his pocket, walked across the street to his bank and deposited the money to his personal checking account. As he walked back to his office, he felt as if a weight had been lifted off his chest. Soon he’d find another job elsewhere, one where he’d be able to live the lifestyle that he’d become accustomed to and deserved. Problem solved.

USE INFORMATION FROM CASE TO DO A WRITE UP (PLEASE INCLUDE DETAILED EXPLANATION AND COMPLETE ALL 6 STEPS)

1 - Write a background statement

2- What are the major problems and secondary issues?

3- Your Role

4- Organizational Strengths and Weaknesses

5- Alternatives and Recommended Solution

6- Evaluation

THEIR IS AN EXAMPLE BELOW OF HOW THIS SHOULD LOOK!!!!

Case Write-Up

Background Statement

A Wiccan patient who visited a nondenominational community hospital was discussing her religious beliefs with her primary care nurse, Penny Baker, when suddenly another nurse, Ruth Goose, walked into the conversation and rudely stated, “Thou shalt not suffer a witch amongst you.” The Wiccan nurse felt offended and complained that she was discriminated in the hospital because of her religious beliefs.

Major Problems and Secondary Issues

The major problem is that the two nurses, Penny Baker and Ruth Goose, made the patient feel unwelcomed in the nondenominational community hospital because of her Wiccan religious beliefs. The secondary issues that the nondenominational community hospital may face is that the Wiccan patient is threatening to go to the media. This means that there may be news coverage that your hospital engages in religious discrimination. This may make people, especially Wiccans, look down on your medical services.

Your Role

In this case, I am the Vice President of Nursing Services. As stated in the text, it writes, “You are the Vice President of Nursing Services in a nondenominational community hospital, and you receive a complaint from a patient, who is a Wiccan.” The advantages of this role are that I can sit down with Penny and Ruth to let them know that religious discrimination is not to be tolerated while we are caring for the patients. The disadvantages of this role are that I must decide how I am going to discuss this matter with Penny and Ruth because they’re passionate about being against the Wiccan patient. I need to let Penny and Ruth know that our patient’s care matters above everything else, not what religion they practice.

Organizational Strengths and Weaknesses

As the Vice President of Nursing Services, my strengths are that I can hold a training on racial, ethnic, and religious diversity. This training can supplement nurses with the information they need to work in a diverse environment. Nurses need to know that they must treat their patients justly despite their identity. The weaknesses I may face are that the two nurses are very religious themselves. They may not listen to what I have to say about religious discrimination because the two nurses try to justify their act by saying, “She did the right thing. We don’t have to pray with witches. They worship Satan. It’s blasphemy. What’s next? Human sacrifice?”

Alternatives and Recommended Solution

As a solution for this problem, I will make sure to provide all the nurses working in the hospital with diversity training. It is important that I sit down with the nurses and make it clear that discrimination will not be tolerated while they are working in our hospital. I can also offer every patient visiting the hospital with a survey. The patient can fill out the survey to let us know how they felt about their stay. Nurses who’ve been accused of any sort of discrimination, will have to speak with management. We would keep these incidences of discrimination in a file, and it the dilemma does not change, I would have to begin writing up the nurses. Discrimination would not be tolerated while the patient is in the hospital trying to recover from a medical condition. I would also recommend Penny and Ruth write an official letter of apology to the Wiccan patient before she decides to go to the media. Writing the official letter of apology would be my first recommended solution to Penny and Ruth, so that the patient does not feel unwelcomed to our hospital’s services in the future.

Evaluation

If there are enough surveys to prove that our medical treatment is getting better and there are less patients coming from the patients about discrimination, then I would know that the instances of discrimination have stopped. The goal is to aid in the medical recovery of patients. Patients must also feel welcomed to our hospital services despite their identity. By getting fewer, or even better, no discrimination complaints, I would know that my diversity trainings and meetings have worked.

The Patient’s Experience: What Were They Thinking? – Case for Chapter 4

Sheila K. McGinnis

Thanksgiving weekend. Tanya Martinez is looking forward to a busy holiday weekend entertaining her extended family. Tanya, 29, is a busy stay-at-home mom. She has a degree in Business Administration and recently worked in marketing for a major insurance company in the city. Married nearly 8 years ago, Tanya and her husband Alex, 29, have two children. Tanya quit working several years ago to raise their two children, 4-year-old Randy and 2-year-old Samantha. The Martinezes, a multiracial couple, lived in a large city in the Northwest, where Alex works as a skilled construction carpenter on high-rise commercial building projects.

Tanya, Alex, and the kids celebrated the holiday with Tanya’s mom Deidra, a city engineer; dad Michael, a college professor; her brother, a computer engineer; and her sister-in-law, a nurse practitioner. On Friday, Tanya felt some nausea and intestinal discomfort, which she assumed was due to the Thanksgiving festivities. While Tanya was typically active and athletic, she had to skip her usual long-distance run. By Saturday, her condition had quickly worsened. She was weak, vomiting with periodic abdominal pain, and using cold compresses for a high fever.

With Tanya running a 103^o fever Sunday, Alex stayed home with Randy and Samantha, while her parents Deidra and Michael took her to Urgent Care at a nearby full-service medical center. There she was quickly sent to the Emergency Department of the 400+ bed, Level 2 Trauma Center. Various lab tests and a CT scan showed an elevated white blood cell count, but no conclusive findings regarding her non-specific intestinal discomfort. So, after rounds of antibiotics and fluids for dehydration, Tanya was sent home without any prescriptions or further instructions.

Tanya’s condition did not improve by Tuesday, and she was still experiencing a high fever plus nausea, bloating, and abdominal pain. The family brought Tanya back to Urgent Care, where she was sent to the Emergency Department again, and then referred to the main hospital for observation care. Observation care is a hospital outpatient category (even though patients stay overnight). It is controversial because it blurs the lines between outpatient and inpatient care, which often increases the patient’s financial liability (due to larger co-pays). It can also compromise clinical care delivery due to poorer coordination of care during observation stays (Hagland, 2018; Society of Hospital Medicine, 2017).

In the observation care ward, Tanya was seen by several hospitalists who each interacted with her for different purposes and with different questions. They conducted a variety of additional blood draws and lab tests to assess intestinal illnesses such as Crohn’s disease, inflammatory bowel conditions, or possible intestinal blockage. While observation care is intended to take 24 hours, or 48 hours maximum, in practice it sometimes exceeds 48 hours (Society of Hospital Medicine, 2017). Tanya ended up in observation care for 5 days.

Observation ward rooms are shared, and during Tanya’s stay, three different female roommates entered observation care and were admitted to inpatient care shortly thereafter. Tanya’s first roommate did not permit Tanya’s husband Alex to stay overnight with Tanya, so her mother stayed with her each night. Alex, their children, and family were frequent visitors during the 5 days.

One evening when both parents Deidra and Michael were visiting Tanya, they noted two uniformed city police officers in the corridor talking to the in-charge nurse. The pair of officers soon entered Tanya’s room unannounced saying “We have to check your belongings,” without offering any explanation. Tanya and her parents complied but were unclear about what was happening. When one officer asked, “Does she have a history of drug abuse?” Deidra exploded, saying “What are you doing here? Leave right now!” The officer explained “We’ve had calls and a report there have been a lot of visitors and possible illegal drug activities here.” Next, the in-charge nurse burst into the room stating, “It’s a mistake, it’s not this room, it’s another room!” The officers were quickly redirected to search the nearby room occupied by a well-tattooed white male.

Frustrated by days with no clear diagnosis or treatment plan and angered by the allegation his daughter was using drugs, Michael demanded “I want to see the nursing supervisor now or we are leaving this hospital and will sue you!” When the RN supervisor arrived, Michael confronted him “Why did you call the cops on my daughter?” The supervisor wanted to check on what happened and scheduled a meeting for the next day after tempers had cooled.

During a tense meeting with the RN supervisor the next day, her parents sought to transfer Tanya to a different hospital and leave “Against Medical Advice” (AMA). Informed that insurance might not cover an AMA transfer, and that another hospital might not accept an AMA, they “felt like hostages, with no options.” Unwilling to take the risk, the parents compromised that the hospital could transfer Tanya to the medical floor on in-patient status with a private room.

Michael and Deidra also confronted the floor nurses, asking “Why did you send the police to Tanya’s room?” The nurses explained that “somebody had called the cops,” leaving the nurses to guess which patient it might be. A junior nurse admitted she had pointed the police towards Tanya’s room. Even Tanya’s observation ward roommate, who was present when the police arrived, said their treatment from the nurses and officers was inappropriate. The hospital’s security chief apologized and said he “would look into” the incident with the police.

Tanya spent another week as an inpatient on the medical floor. At the time of transfer to inpatient status, she was generally stable, though very weak, and showed few signs of improvement. She was still nauseous, with abdominal distention and cramping, and little bowel activity. The family hoped Tanya’s attentive new physician, Dr. Johnson, would finally get a clear diagnosis and treatment plan. Dr. Johnson arranged for endoscopy and requested other consults, though staff resisted performing a second CT scan (after two previous ones in the ED), saying “she should get better.” Finally, 4 days later, before going off rotation, Dr. Johnson’s written medical report called for a surgical consultation, stipulating that if the hospital could not provide answers and appropriate treatment the patient would need to be transferred to University Hospitals for additional evaluation and care.

At last the third CT scan clearly showed an intestinal ileus—a potentially dangerous stoppage of the normal intestinal contractions that move food through the intestines. While an ileus is commonly a complication of abdominal surgery, Tanya had no history of surgery or medical conditions that lead to an ileus, and prior to her sudden hospitalization had been very healthy and fit. After surgeons drained accumulated fluids and matter from her lower abdomen, they put her on antibiotics, and released her from hospital the next day—after 2 weeks in the hospital. Tanya gradually recovered at home, though it took several months to regain her strength and eventually return to her active lifestyle.

Deidra and Michael filed a complaint on Tanya’s behalf shortly after she was released from hospital. They identified the following substandard practices:

• ■   Abusive encounter: Patient was accused by uniformed police of using drugs without reasonable cause. This incident also raised the question of whether Tanya and her husband came under suspicion because Alex is of Latino/Native American descent.

• ■   Negligence that compromised quality of care: Patient was assigned to observation care for 5 days without clear diagnosis and treatment; patient was admitted on in-patient basis for 5 days and staff resisted taking further action to refine the diagnosis and treat appropriately. The resulting delayed confirmation of an ileus further weakened Tanya and prolonged her time to full recovery months later.

• ■   Observation Notice Requirement: Patient was assigned to and maintained on observation status without sufficient diagnostic efforts, and without explanation of its clinical and financial implications.

The hospital completed its internal review without interviewing Tanya, her family members, or her roommate. While acknowledging the grievance, the hospital’s report concluded Tanya’s care was appropriate.

QUESTIONS

1. What automatic thinking, cognitive biases, and stereotypes may be affecting how each of the actors sees this situation? Include as many as you can think of.

2. What stereotypes or biases might hospital staff hold about a potential drug user?

CITIC Tower II: The Real Option

It was three o’ clock on a hot afternoon in Hong Kong in mid-2000. Larry Yung, Chairman

of Citic Pacific Limited (“CPL”), was having a board meeting with his property development

rd
team. From his window on the 33 floor of Citic Tower, he could see the impressive Victoria

Harbour and an undeveloped prime waterfront site. This piece of reclaimed land had been purchased by a company six months earlier at a public auction. Now, the owner wanted to dispose of it, and hence it was made available to CPL on a first-choice basis through an intermediary. Larry thought CPL could acquire the site and develop it into another Grade A office building in Central — he planned to call it “Citic Tower II”. The asking price of the land was HK$1 billion, and the estimated scale of the building and development costs were comparable to those of Citic Tower. Larry personally wanted to give this deal the go-ahead, but he was hesitant to commit his company to this two-to-three year project without seeking advice from his management team.

At the board meeting, Larry leaned back in his chair and riffled through the feasibility report he had been given. To his disappointment, investing in Citic Tower II did not seem to bring about clear positive returns. Under the rigid assumptions set by the property development team and the Net Present Value Rule, the project reflected a present value of around HK$1.54 billion and a cost of around HK$1.6 billion. Larry intuitively felt that the decision was too deterministic, as it did not allow for any flexibility, managerial discretion or strategic actions. Should he allow the board to reject or go ahead with this project based on discounted cashflow (DCF) analysis alone? If the decision to develop was delayed or otherwise changed, would the full potential of this development opportunity be substantially better than the analysis suggested?

Background

Citic Pacific Limited was incorporated in Hong Kong and listed on the Hong Kong Stock Exchange in 1991. In 2000, infrastructure and related assets formed the cornerstone of CPL’s activities, ranging from civil facilities such as complex bridge, road and tunnel facilities to power generation, environmental projects, aviation and telecommunications. CPL owned extensive trading and distribution interests, particularly in the motor industry, through its wholly owned subsidiary, Dah Chong Hong Limited. It also had stakes in firms such as Cathay Pacific, Dragonair and a string of trading and property companies.

Given the cyclical nature of the market, CPL’s property revenues were significantly less predictable than the revenues from the company’s infrastructure assets, where high proportions of its revenues were contractually defined and recurrent. Property investment projects were generally based on 12 per cent required return on investment based on CLP’s weighted average cost of capital (WACC), with no attempt to differentiate for individual project risk in WACC. Over time, CPL’s property development team had gained extensive expertise and knowledge in the property business. The development of Citic Tower, which began in August 1995, and completed in less than two years, represented an impressive achievement in development management. As at 1999, despite the property market being affected by the post-Asian financial crisis, weak demand and falling prices, Citic Tower still maintained a relatively high occupancy rate.

Larry knew that the commercial real estate market was extremely cyclical, and that very few companies active in the market had managed to time rental cycles and investment strategy successfully (Exhibit 1 shows the Grade A office rental and capital value time series from 1986 to 2001, and Exhibit 2 provides information on recent risk-free rates in Hong Kong). Although Citic Tower I had managed to survive the economic downturn unscathed, there was no guarantee that things would be any easier for Citic Tower II. Given the volatile nature of the market, the mark of a successful project was when the developer knew when to pull in the reins and when to let them out.

With this in mind, Larry thought the outlook for the project could change if it could be deferred or otherwise re-scaled. With a possible negative net present value, launching the project at this point was unambiguously sub-optimal. However, things could change over time. At some point, the property market could be on the upturn again. If Citic Tower II came onto the market at the right time, it might be far more promising than it appeared in mid-2000.

The Real Option

Larry’s doubts about the rigid application of the DCF analysis led to more discussions on the alternatives available surrounding the development of Citic Tower II. At the end of the meeting, Larry was glad that the board did not reject the proposal. In fact, as the debate flared up, members of the property development team floated some useful ideas.

Early investment in the Citic Tower II project meant sacrificing the option to defer the decision to go ahead immediately, which was valuable because of high uncertainties and the long investment horizon associated with the property development industry. One member therefore suggested that the company acquire the rights to the land, and thus the development, by offering to purchase an exclusive option from the seller. The option to purchase the land would allow CPL to defer the decision to develop for one year. Such an option was also not without risks. If the project was truly a winner, waiting would mean loss or deferral of its early cashflows. However, since the project did not appear to be clearly attractive at this point, waiting could prevent a big mistake. On this point all members of the board were in complete agreement. The question, however, was how to lure the seller to accept such an offer.

Negotiations

Three years earlier, land owners would not have even considered negotiating an option to purchase development sites. At that time, commercial development sites were keenly sought

after despite the high land prices. Demand for office space in Central was particularly strong, as its prime location attracted the banking and financial sectors, major accountancy and legal firms as well as regional headquarters of multinational corporations. Multiple offers and aggressive bids were often found at land auctions. However, as the market cooled after the Asian financial crisis, that scenario was no longer the case. Property developers seemed to be more cautious than before, and most preferred to stay on the sidelines.

Given the present economic climate, CPL was hoping that the seller would grant CPL an option to defer purchase of the land, exercisable at the end of one year, thereby allowing CPL to defer the whole project for one year. Two weeks earlier, the seller had reached a new agreement with its banker to restructure its HK$3 billion debts, thereby alleviating its short- term cashflow problems. Under the agreement, the repayment would be extended from two years to three years, including a grace period of 12 months. The refinancing not only provided a big boost to the seller’s share price, but it would also better position both the company and CPL to negotiate more flexible terms for the land sale.

CPL’s early talks with the seller were encouraging. The seller had shown an interest in granting an exclusive option for 12 months. However, as the price of the option, it had requested an equity stake of 5% in the completed project.

The Decision

Larry sat at his desk overlooking the newly reclaimed land on the waterfront of Victoria Harbour. He was a little perplexed about the decision in front of him. The exclusivity option offered additional choices, but at the same time it was difficult to assess. Should CPL accept the terms proposed by the seller? Larry sighed, picked up his jacket and headed for the last board meeting in July. He wondered whether his property development team would still reject the project after two weeks’ study of this decision.

1. What is offered in the exclusivity option?

2. Should CPL accept the terms proposed by the seller? Why?

Typifying Tanzania’s Upward Trajectory

A company that incites financial innovation and socioeconomic development, Barclays Bank Tanzania is gearing up for a new, exciting chapter in its already illustrious history.

The 1990s will go down as a crucial decade in Tanzania history.

A 10-year period characterized by political, social and economic transformation, it witnessed the country’s first successful multi-party election in 1995 and the signing of the progressive East African Community Treaty in 1999 – a cooperative commercial and political agreement between Tanzania, Kenya, and Uganda. The Tanzanian banking sector also embarked on a plan for financial liberalization at this time, part of a country-wide effort to sustain positive economic growth. Through the mobilization of financial resources and bolstered competition this was achieved facilitating greater freedoms amongst domestic banks and welcoming international players that helped to improve the availability of financial services and the quality of existing services. One such enterprise that has risen to the fore as a result is Barclays Bank Tanzania – a firm that has thrived since establishing a national footprint at the turn of the millennium. “The banking industry continues to undergo significant transformation in Tanzania and across the region, driven to a large extent by changing customer demographics, technological advancements and innovation,” explains Abdi Mohamed, the organisation’s Chief Executive Officer. “It’s critical to the growth of the economy, playing a pivotal role in supporting the government’s growth agenda.” A fully-fledged commercial bank serving the retail, business and corporate segments, Barclays has become a spearhead of the progressions that Mohamed refers to. Offering a full suite of deposit and lending products targeted to all key sectors of the economy, the business is well represented across the country with a network of 15 branches and an ATM network of 62. “We’re proud of our relentless focus on customers, competitive products, digital channels and our talented and diverse workforce,” Mohamed adds.

Employee power

The latter of these core focus areas has proven to be crucial to the success of Barclays Tanzania. The company pays particular attention to its employment, training and talent retention strategies, evidenced by its emphasis on providing young people with opportunities. “Young people bring special qualities that enhance diversity in the workplace,” explains Mohamed. They’re often brave, passionate and ready to take on new challenges and inject new ideas – qualities which are critical in finding solutions to today’s problems. “They tend to learn more quickly and have the ability to adapt to change. It is this knack for self-learning and adaptability that we look to explore with the vision of developing great leaders of tomorrow.” These attitudes bode well with its citizenship agenda that again seeks to develop local talent. The company ensures it provides an abundance of opportunities to its workforce, recognising the importance of keeping its skilled staff energised and happy. To this end, the firm has developed a three-stage strategy of hiring, developing and holding onto its best workers. “This people-centric plan includes a multitude of elements,” Mohamed explains. “We pay for performance and provide long term incentives for select organisational leaders over a three-year period, owed to the belief that exceptional staff contribute significantly to our business outcomes. We also consistently benchmark our offerings against the rest of the market, uphold employee engagement to the highest of standards and promote diversity wherever possible.”

Admirable social commitments

The mention of diversity leads the CEO to highlight the firm’s empowerment ethos, the company having developed tailored programmes that support up and coming female leaders and running training partnerships with external entities such as Duke University and the International Institute for Management Development. This responsible, progressive, conscious approach to development does not only apply internally, however. Equally, Barclays Tanzania is positioned as an active force for good, viewing citizenship as a fundamental part of its overall strategy. “We’re all about bringing possibilities to life as we support initiatives that help upskill, empower people and play a part in changing, developing and solving communities’ challenges,” Mohamed explains. These efforts fall under a series of distinct citizenship pillars, the first being enterprise development. The CEO reveals: “We have empowered 810 youth living with and affected by HIV/AIDS by upskilling and training them on entrepreneurship skills. Further, more than 600 young people have benefitted from entrepreneurial skills projects via our incubation and acceleration initiatives.” The company’s education efforts are similarly extensive, having sponsored 25 students for their undergraduate studies at the University of Dar es Salaam and Tanzania Institute of Accountancy. “400 graduates have also been trained on work skills under our placement programmes, and we’ve helped to empower more than 5,000 young people through our ReadytoWork programme,” Mohamed adds. In total, Barclays Tanzania has invested more than a billion Tanzanian shillings ($440,000) in social upliftment efforts over the past four years, be it on donations, education skills, natural disasters, enterprise development and/or financial skills. Additionally, 95 percent of its staff have taken time to share their skills and support communities, particularly hospitals, orphans and other disadvantage children. “We take these commitments very seriously, ensuring that we make a difference in people’s lives,” the Chief Executive reiterates.

A brighter future

Corporate social responsibility aside, the company’s investments extend into a variety of other areas as it seeks to bolster not only surrounding communities but equally its own offerings. Digitisation, for example, is a core part of the firm’s agenda across all business segments right now. “With the future of banks being digital, we have to give our customers products and services that speak to that,” Mohamed reveals. “Within the next six months, you can expect to see a lot of exciting innovations become part of our portfolio.” A major rebrand is also underway for Barclays Tanzania as it gears up to incorporate the name of its parent company, Absa Group Limited. “This is very high on our list of priorities,” Mohamed affirms, stating that Absa’s warm, vibrant red colour palette will soon be appearing across its branches and ATMs during the remainder of 2019 and beyond. “The process is subject to regulatory approvals and we thank our regulators for the ongoing support. “It’s a deliberate move from Absa Group to rebrand all its operations to Absa, as was announced in July 2018. Our legacy will serve us well for the future, and as we enter a new era, you can expect to see the energy and the vibrancy of the Absa brand taking us to new levels.” This rebrand and digital drive combined, the CEO and Barclays Tanzania have every right to be optimistic for the future as the bank becomes ever-more focused on driving value for an ever-widening customer base. Mohamed concludes, once again highlighting the positive climate that is facilitating the firm’s continual transformation: “We’ve seen an increase in industry profitability over the last couple of years, and the overall outlook remains positive. “GDP growth rates, inflation and foreign exchange rates all remain within the target range, and the economy is well diversified with a debt to GDP ratio that is within expectations. “We’re certainly excited about the direction of both country and company as we prepare for an incredible journey of brand transformation.” Source: https://www.africaoutlookmag.com/outlook-features/barclays-bank-tanzania

BASED ON THE ARTICAL ABOVE, DISCUSS HOW BARCLAYS BANK TANZANIA CAN USE ANSOFF'S MATRIX AS A BASIS FOR GROWING THE BRAND IN THE FUTURE.

YOUR ANSWER SHOULD INCLUDE THE FOLLOWING:

A) EXISTING MARKET PENETRATION STRATEGY

B) NEW PRODUCT DEVELOPMENT STRATEGY

C) NEW MARKET DEVELOPMENT STRATEGY

D) DIVERSIFICATION STRATEGY

20 MARKS