Questions
Case Study: St Michael St Michael is a manufacturer of toiletry items based near Glasgow, Scotland....

Case Study: St Michael
St Michael is a manufacturer of toiletry items based near Glasgow, Scotland. It has been in business for the past ten years and has built a strong portfolio of customers. Most significantly, they are the sole suppliers of toiletry items such as shower gel, body lotion and shampoo/conditioner to various high end hotel chains throughout the UK.
They have research and development (R&D) and production departments which plan and manage the extraction of flowers and fruits, develop new odor or design and produce the high quality and nice taste gel, lotion and shampoo, etc. Their material is obtained from a series of local plant garden at Glasgow. The three other key materials required for production are their signature plastic bottles, travel pouches and cartons which obtained from the manufacturers in Leeds, England, and the wooden pallets on which the filled cartons are transported. These are produced for the organization by a pallet manufacturer who has established a pallet assembly operation on the organization’s site. In addition to the carton plant and pallet assembly operation, the site at Glasgow includes warehousing and storage facilities and management and administration offices.
The business is structured by various departments. These are Senior Management, Production, Transport and Warehousing, Sales and Marketing, Research and Development (R&D), Accounts and General Administration. Each department is headed by a departmental head who sits on the organization’s management board.
St Michael does not have its own delivery fleet, but contracts this function to a local haulier, who provides, as required, manned tractor units and curtain-sided trailers to transport the carton items direct to customers and also to collect and transport the new signature cartons from the supplier in Leeds. Neither St Michael nor the haulier has any experience of using containerization.
St Michael dispatches an average of 1000 pallets per week, which is almost 100,000 cartons. This carton pallet quantity requires between 10 and 15 trailers depending on loading levels.
They have currently been approached by one of their major customers, Crown Plaza Hotels, with a view to the hotel chain using St Michael toiletry items exclusively in their hotel chains outsides the UK. Crown Plaza Hotels operate in Canada, South Africa, Dubai, Hong Kong, Singapore and Malaysia, Australia and New Zealand.
Crown Plaza Hotels have accepted that introducing the product to their hotels will need to be phased in and happy to place the toiletry items in their Canadian hotels for a period of a year initially, and begin gradually introducing it in their hotels at all the other locations after this. They want all their hotel chains to be using St Michael toiletry items within three years.
By accepting this contract the organization would initially need to increase production by approximately 50%. Senior Management have agreed that this is possible. Eventually, when all the international locations are being served, the St Michael will have to had a increase production fivefold (500%).
The Production Department has discussed this scenarios with their bottle, pouch, carton and pallet suppliers. There is no issue with the pallet supplier increasing its delivery amounts, but the plastic bottle pouch and carton producer is running at full capacity and is unable to increase production. The Organization’s R&D department has identified a plastic bottle, travel pouch and carton manufacturer near Rome, Italy, who can supply exactly the same bottle, pouches and cartons in sufficient quantities and at an attractive cost.
The local haulier indicates that they are able to supply transport to and from UK dispatch and collection points, but are not prepared to run their fleet outside the UK. The Organization now requires to develop its ability to deliver the Crown Plaza Hotel Canadian contract and eventually the contract for the other international locations. There is no problem in increasing production and there is sufficient storage and warehousing space on their existing site. It is also relatively easy to appoint new staff with the required skills and experience to the Organization’s existing departments should this be needed.
However, the Organization has no experience of trading internationally and they need to address this.
To do this they have agreed to:
1. Establish an International Trade Department
2. Appoint a Physical Resource Manager to head this department
The board of management are considering appoint you as Physical Resource Manager. To ascertain your suitability for the role you have been asked to produce a report of approximately 1000 words which covers the following assignment.
1. Explain the various tasks which would come under your remit as Physical Resource Manager.
2. Explain how the International Trade Department would be structures and how this would benefit St Michael over a structure that did not include this department.
3. Describe the links that would operate between the International Trade Department and other departments within the organization.
4. Describe the links the International Trade Department would have with external integrating bodies and why these would exist.

In: Economics

Economics classes typically focus on the simplest type of market, “perfect competition,” because that is the...

Economics classes typically focus on the simplest type of market, “perfect competition,” because that is the simplest analysis to teach and perhaps because it is the easiest to understand. But no markets are really perfect and the healthcare industry is no different. All markets stray from perfection to various degrees and a better description of most real-world markets is a more complex model called monopolistic competition. (Pettinger, 2018) The main difference is that in this model, competitors differentiate their products so that they aren’t selling perfect substitutes with numerous other competitors. That allows each firm to raise prices above their marginal costs, and it also encourages excessive investment in fixed costs which raises overall costs and results in inefficient scale (excessive capacity). This describes the hospital and healthcare industry well. (Hilsenrath, 1991) There is no price competition for any customer because emergencies often dictate and necessitate the geographic accessibility for help. People seek aid without price competition. It is doubtful that someone having a heart attack will negotiate the price of their treatment mid attack, much less transfer to a cheaper competitor several miles away. However, this is kept in check by government oversite and regulations and if it were not, the hospitals would keep raising their prices encouraging additional hospitals to be built. This would translate into excessive overcapacity and the need to raise prices to cover the fixed costs of maintaining so many hospitals and staff that mostly sit idle waiting for patients. (Hilsenrath, 1991). Healthcare seems to also demonstrate some form of Monopolistic competition and not a true Monopoly. In a monopoly, entry into the sector is restricted and exit is also highly regulated as government regulations dictate everything from staffing ratios to acceptable infection rates. Yet the healthcare products are unique and public utility have to be taken into consideration. Of note, profit is reduced (regulated) by the government. This is slightly different in a monopolistic competition and the healthcare industry seems to adopt this. In this competition, there is slight product differentiation (stroke centers vs. a children’s hospital) this is necessary otherwise the “product” is easily replaceable and beatable in the market. Because there are few sellers but less than oligopoly, Product differentiation is relatively easy to do and “product” differentiation can drive market share and resultant profits. So, what opportunities exist in a monopolistic competition for a hospital? As mentioned, if there is excess capacity in a hospital, the equilibrium quantity is smaller than the lowest cost quantity at the minimum point on the average cost curve. The hospital could provide care at a lower cost by increasing services to the level where average costs are minimized. This could be effective provided the government loosened some of its over site instead of micromanaging medicine. The government has yet to figure out the regulations cause a higher than marginal cost pricing (P> MC).

What can be done differently?

In: Economics

You’ve been assigned to set the price at the local movie theater. You know that market...

You’ve been assigned to set the price at the local movie theater. You know that market demand can be broken into two groups, students and non-students. Those functions are: Students: p = 12 − 1/4q Non-Students: p = 22 − q (if you aggregated those functions, you would obtain p = 22 − q if p > 12 and p = 14 −1/5q if p ≤ 12). You’ve also been given the total cost and marginal cost for the theater. TC = 6 + 2q + q^2, MC = 2 + 2q

a) Plot the inverse demand curves for students and non-students. Make sure to also include both marginal revenue curves and supply curves, as well as labeling correctly.

b) Now, let’s assume that you can only charge one price for tickets. What is the equilibrium price, quantity and profits if you choose to act as a monopolist?

c) You’ve decided to try price discrimination for each group. What is the equilibrium price and quantity for students and non-students? What is your new total profit? Round answers to two decimal places.

d) Do the prices in part (c) make sense? Why would the price for one group be higher than the price for the other group?

e) What kind of price discrimination is this? Is there any way you can prevent arbitrage in this case? If so, how? Why is it important to prevent arbitrage in price discrimination?

In: Economics

EJH Cinemas, a movie theater next to your university, attracts two types of customers: those who...

EJH Cinemas, a movie theater next to your university, attracts two types of customers: those who are associated with the university (students, faculty, and staff) and locals who live in the surrounding area. There are 10,000 university customers interested in purchasing movie tickets from EJH Cinemas, with a maximum willingness to pay of $7 per ticket. There are 20,000 local customers interested in purchasing tickets, with a maximum willingness to pay of $9 per ticket. The movie theater incurs a constant marginal cost of $4 per ticket. For simplicity, assume each customer purchases, at most, one ticket.

a. What will be the amount of EJH Cinemas’ total revenue if the price is $7 per ticket?

b. What is the amount of consumer surplus if the price is $7 per ticket?

c. What will be the amount of EJH Cinemas’ total revenue if the price is $9 per ticket?

d. What is the amount of consumer surplus if the price is $9 per ticket?

e. If EJH Cinemas decides to practice price discrimination, charging $9 for a standard ticket available to everyone but only $7 for a ticket if you show your university identification (students, faculty, and staff), what will be the movie theater’s total revenue?

f. If EJH Cinemas decides to practice price discrimination, charging $9 for a standard ticket available to everyone but only $7 for a ticket if you show your university identification (students, faculty, and staff), what will be the amount of consumer surplus?

g. If you were in charge of EJH Cinemas, what pricing scheme should you use?

please show the solution.

In: Economics

how to create a function to compute PACF of a time series in MATLAB without using...

how to create a function to compute PACF of a time series in MATLAB without using built-in function ''parcorr''?

In: Computer Science

How do I prepare a budget for a new plant being built compared to the existing...

How do I prepare a budget for a new plant being built compared to the existing plant data

In: Accounting

Kay listens to either classical or country music every day while she works. If she listens...

Kay listens to either classical or country music every day while she works. If she listens to classical music one day, there is a 57% chance that she will listen to country music the next day. If she listens to country music, there is a 75% that she will listen to classical music the next day.

. All of the same information about Kay's listening habits remain true. However, suppose you know the additional fact that on a particular Monday the probability that she is listening to classical music is 0.2. (e) Based on your additional knowledge that there is a 0.2 probability that she is listening to classical music on Monday, what is the probability she will be listening to country music on Wednesday? (f) Based on your additional knowledge that there is a 0.2 probability that she is listening to classical music on Monday, what is the probability that she will be listening to classical music on Thursday?

In: Statistics and Probability

Test Patient #1 Patient #2 Patient #3 Patient #4 LEU Negative Moderate Negative Negative NIT Negative...

Test

Patient #1

Patient #2

Patient #3

Patient #4

LEU

Negative

Moderate

Negative

Negative

NIT

Negative

Positive

Negative

Negative

URO

0.2 Negative

0.2 Negative

0.2 Negative

4

Positive

PRO

Negative

30+ positive

Negative

Negative

pH

6

8

7

7

BLOOD

Negative

Negative

Negative

Negative

SG

1.025

1.005

1.005

1.005

KET

80

Negative

Negative

Negative

BIL

Small

Negative

Negative

Large

GLU

1/

1000

Negative

Negative

½

500

Lab Analysis: Diagnosing Patients

Based on the data collected, interpret the heath conditions observed in all 4 patients. Please highlight any measurements outside of a normal range, any possible diagnoses and possible treatments.

for all patients :

Tests outside of normal range:

Possible Diagnosis:

Possible Treatment:

In: Nursing

The following times series shows the demand for a particular product over the past 10 months....

The following times series shows the demand for a particular product over the past 10 months.

Month

1

2

3

4

5

6

7

8

9

10

Value

324

311

303

314

323

313

302

315

312

326

a.   Use α = 0.2 to compute the exponential smoothing values for the time series. Compute MSE and a forecast for month 11.

b.   Develop a three-week moving average for this time series. Compute MSE and a forecast for month 11.

c.   Use α = 0.2 to compute the exponential smoothing values for the time series. Compute MSE and a forecast for month 11.

d. Compare the three-week moving average forecast with the exponential smoothing forecast using α = 0.2. Which appears to provide the better forecast based on MSE? Explain.d.

In: Statistics and Probability

Lopez Company paid wages of $178,200 this year. Of this amount, $107,500 was taxable for net...

Lopez Company paid wages of $178,200 this year. Of this amount, $107,500 was taxable for net FUTA and SUTA purposes. The state's contribution tax rate is 3.1% for lopez Company. Due to cash flow problems, the company did not make any SUTA payments until after the Form 940 filing date. Compute the following; round your answers to the nearest cent.

a. Amount of credit the company would receive against the FUTA tax for its SUTA contributions
$

b. Amount that lopez Company would pay to the federal government for its FUTA tax
$

c. Amount that the company lost because of its late payments
$

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

During 2017, lopez worked for two different employers. Until May, he worked for M Construction Company in, Iowa, and earned $21,210. The state unemployment rate for lopez is 4.6%. He then changed jobs and worked for Hugh Improvement Company in kansas, and earned $28,200 for the rest of the year. The state unemployment rate for Ford is 5.1%. Determine the unemployment taxes (FUTA and SUTA) that would be paid by each company. Round your answers to the nearest cent.

Use Figure 5.1 to determine SUTA caps in Iowa and Kansas

A lopez Construction Company

$

b. Hugh Improvement Company

$

GURE 5.1


Summary of State Unemployment Compensation Laws (2016)
Warning: The provisions of the state laws are subject to change at any time.

State

Size of Firm (One employee in specified time and/or size of payroll1)

Contributions (On first $7,000 unless
otherwise indicated)

Benefits (Excluding
dependency allowances)

Employer Min.–Max.

Employee


Waiting Period (weeks)

Max. per Week

Min.
per Week

Max. Duration (weeks)

ALABAMA

20 weeks

0.65%–6.8% on first $8,000

none

$265

$45

26

ALASKA

any time

1.0%–5.4% on first $39,700

0.5% on first $39,700

1

370

56

26

ARIZONA

20 weeks

0.03%–7.79%**

1

240

60

26

ARKANSAS

10 days

0.5%–14.4% on first $12,000**

1

451

81

26

CALIFORNIA*

over $100 in any calendar quarter

1.5%–6.2%

0.9% on first $106,742 (disability ins)

1

450

40

25

COLORADO

any time

0.77%–10.14% on first $12,200

1

552

25

26

CONNECTICUT*

20 weeks

1.9%–6.8% on first $15,000

none

598

15

26

DELAWARE

20 weeks

0.3%–8.2% on first $18,500

none

330

20

26

DISTRICT OF COLUMBIA

any time

1.6%–7.0% on first $9,000

1

359

50

26

FLORIDA

20 weeks

0.1%–5.4%

1

275

32

23

GEORGIA

20 weeks

0.04%–8.10% on first $9,500**

none

330

44

26

HAWAII

any time

0.2%–5.8% on first $42,200

0.5% of maximum weekly wages of $982.36, not to exceed $4.91 per week (disability ins)

1

551

5

26

IDAHO

20 weeks or $300 in any calendar quarter

0.425%–5.4% on first $37,200

1

398

72

26

ILLINOIS

20 weeks

0.55%–7.75% on first $12,960

1

426

51

25

INDIANA

20 weeks

0.505%–7.474% on first $9,500**

1

390

50

26

IOWA

20 weeks

0.0%–8.0% on first $28,300

none

431

64

26

KANSAS

20 weeks

0.2%–7.6% on first $14,000**

1

469

117

26

KENTUCKY

20 weeks

1.0%–10.0% on first $10,200**

none

415

39

26

LOUISIANA

20 weeks

0.10%–6.2% on first $7,700**

1

247

10

26

MAINE

20 weeks

0.63%–5.46% on first $12,000**

1

386

67

26

MARYLAND

any time

0.3%–7.5% on first $8,500

none

430

25

26

MASSACHUSETTS

13 weeks

0.73%–11.13% on first $15,000**

1

722

31

30

MICHIGAN

20 weeks or $1,000 in calendar year

0.06%–10.3% on first $9,000**

none

362

81

20

MINNESOTA

20 weeks

0.2%–9.1% on first $31,000**

1

658

38

26

MISSISSIPPI

20 weeks

0.36%–5.56% on first $14,000

1

235

30

26

MISSOURI

20 weeks

0.0%–7.8% on first $13,000**

1

320

48

26

MONTANA

Over $1,000 in current or preceding year

0.0%–6.12% on first $30,500

1

471

134

28

NEBRASKA

20 weeks

0.0%–5.4% on first $9,000**

1

362

30

26

NEVADA

$225 in any quarter

0.25%–5.4% on first $28,200

none

407

16

26

NEW HAMPSHIRE

20 weeks

0.1%–7.0% on first $14,000

none

427

32

20

NEW JERSEY

$1,000 in any year

1.2%–7.0% on first $32,600**

0.705% (0.2% for disability ins; 0.505% for unempl. Comp/family leave/workforce development funds) on first $32,600

1

657

73

26

NEW MEXICO

20 weeks or $450 in any quarter

0.33%–5.4% on first $24,100**

1

423

79

26

NEW YORK

$300 in any quarter

2.1%–9.9% on first $10,700**

0.5%–limit $0.60 weekly

1

420

100

26

NORTH CAROLINA

20 weeks

0.06%–5.76% on first $22,300**

1

350

46

26

NORTH DAKOTA

20 weeks

0.28%–10.72% on first $37,200**

1

633

43

26

OHIO*

20 weeks

0.3%–8.7% on first $9,000**

1

424

111

26

OKLAHOMA

0.1%–5.5% on first $17,500

1

505

16

26

OREGON

20 weeks

1.2%–5.4% on first $36,900

1

538

126

26

PENNSYLVANIA

18 weeks or $225 in any quarter

2.801%–10.8937% on first $9,500**

0.07% on total wages

1

573

35

26

PUERTO RICO

any time

2.4%–5.4%

0.3% on first $9,000 (disability ins)

1

133

7

26

RHODE ISLAND

any time

1.69%–9.79% on first $22,000**

1.2% on first $66,300 (disability ins)

1

566

43

26

SOUTH CAROLINA

any time

0.06%–5.46% on first $14,000

1

326

42

26

SOUTH DAKOTA

20 weeks

0.0%–10.03% on first $15,000**

1

345

28

26

TENNESSEE

20 weeks

0.01%–10.0% on first $8,000

1

275

30

26

TEXAS

20 weeks

0.45%–7.47% on first $9,000**

1

454

63

26

UTAH

$140 in calendar quarter in current or preceding calendar year

0.2%–7.2% on first $32,200

1

496

25

26

VERMONT

20 weeks

1.3%–8.4% on first $16,800

1

425

59

26

VIRGIN ISLANDS*

any time

1.5%–6.0% on first $23,000

1

495

33

26

VIRGINIA

20 weeks

0.17%–6.27% on first $8,000

1

378

60

26

WASHINGTON

any time

0.17%–5.84% on first $44,000**

1

664

158

26

WEST VIRGINIA

20 weeks

1.5%–8.5% on first $12,000**

1

424

24

26

WISCONSIN

20 weeks

0.05%–12.0% on first $14,000**

none

370

54

26

WYOMING

$500 in current or preceding calendar year

0.27%–8.77% on first $25,500

1

471

34

26

1This is $1,500 in any calendar quarter in current or preceding calendar year unless otherwise specified.
*2015 FUTA credit reduction state
**Allow voluntary contributions

In: Accounting