Questions
One Question = Please analyze this case, using International Trade methodology (not a short answer please)...

One Question = Please analyze this case, using International Trade methodology (not a short answer please) The Schwinn Bicycle Company illustrates the notion of globalization and how producers react to foreign competitive pressure. Founded in Chicago in 1895, Schwinn grew to produce bicycles that became the standard of the industry. Although the Great Depression drove most bicycle companies out of business, Schwinn survived by producing durable and stylish bikes sold by dealerships that were run by people who understood bicycles and were anxious to promote the brand. Schwinn emphasized continuous innovation that resulted in features such as built-in kickstands, balloon tires, chrome fenders, head and tail lights, and more. By the 1960s, the Schwinn Sting Ray became the bicycle that virtually every child wanted. Celebrities such as Captain Kangaroo and Ronald Reagan pitched ads claiming that “Schwinn bikes are the best.” Although Schwinn dominated the U.S. bicycle industry; the nature of the bicycle market was changing. Cyclists wanted features other than heavy, durable bicycles that had been the mainstay of Schwinn for decades. Competitors emerged, such as Trek, which built mountain bikes, and Mongoose, which produced bikes for BMX racing. Falling tariffs on imported bicycles encouraged Americans to import from companies in Japan, South Korea, Taiwan, and eventually China. These companies supplied Americans with everything ranging from parts to entire bicycles under U.S. brand names, or their own brands. Using production techniques initially developed by Schwinn, foreign companies hired low-wage workers to manufacture competitive bicycles at a fraction of Schwinn’s cost. As foreign competition intensified, Schwinn moved production to a plant in Greenville, Mississippi in 1981. The location was strategic. Like other U.S. manufacturers, Schwinn relocated production to the South in order to hire nonunion workers at lower wages. Schwinn also obtained parts produced by low-wage workers in foreign countries. The Greenville plant suffered from uneven quality and low efficiency, and it produced bicycles no better than the ones imported from Asia. As losses mounted for Schwinn, the firm declared bankruptcy in 1993. Eventually Schwinn was purchased by the Pacific Cycle Company that farmed the production of Schwinn bicycles out to low-wage workers in China. Most Schwinn bicycles today are built in Chinese factories and are sold by Walmart and other discount merchants. Cyclists do pay less for a new Schwinn under Pacific’s ownership. It may not be the industry standard that was the old Schwinn, but it sells at Walmart for approximately $180, about a third of the original price in today’s dollars. Although cyclists may lament that a Schwinn is no longer the bike it used to be, Pacific Cycle officials note that it is not as expensive as in the past either. One Question = Please analyze this case, using International Trade methodology (not a short answer please)

In: Operations Management

Please answer the following case study questions: Time Theft Case: You are the supervisor of several...

Please answer the following case study questions:

Time Theft

Case:

You are the supervisor of several employees. Each employee has their own individual way of “slacking” at work. If you have an employee, who you pay, who is doing something other than working, technically they are being paid to do something that they are not doing. This is typically called, time theft. Examples include taking long breaks, talking to peers, taking too long of a lunch, looking at social media (facebook, twitter, etc...) during work time, and many other ways to avoid work. You now have employees who you know are not working their full 8 hours, they are doing other things (non-productive) during work hour.

Question:

1) Why is time theft a problem?

2) How much time theft is allowable (if any)?

3) What are some reasons time theft would be allowable?

4) How would you handle this situation?

In: Operations Management

What would a potential new price/payment method be that could be revolutionary? If a company is...

  1. What would a potential new price/payment method be that could be revolutionary?
  2. If a company is operating at a deficit, but has happy customers, what would the best strategy be to make money?
  3. Why should a company’s pricing strategy reflect their core values ?
  4. Should consumers make it a point to review a company’s core values before investing?

Product pricing is one of the most important determinants of company success. A product’s market price must account for numerous competitive factors, including research and development costs, target market size, lifetime customer value, marketing and acquisition costs, and competitive positioning. Yet for all the complexity involved in determining ideal pricing, a Chargebee and ProfitWell survey of software founders and executives found that companies spend an average of just 12 hours on their pricing. Not 12 hours for each product — just 12 hours total in the history of the company.

One reason for the disconnect between pricing’s impact and the time invested could be difficulty in understanding pricing strategies. As recently explained in a guide by Cobloom, the software as a service market employs a variety of pricing models (e.g., flat rate, usage based and tiered), strategies (e.g., free trials) and psychological pricing tactics that impact how buyers process pricing information. Such psychological tactics include tricks like charm pricing (featuring amounts that end in nine, such as $39 instead of $40) and decoy pricing that places an obviously less desirable option among three bundled packages to increase the perceived value of the other options.

While these strategies might seem obvious or purposefully deceptive, they continue to be used, because they work. Research has found that decoy pricing generates additional revenue. And if you think no one falls for charm pricing, guess again. A famous study by researchers at the University of Chicago and MIT found that an item of clothing marked $39 outsold identical items priced at $44 or even $34.
As CFO, I focus on developing pricing that supports customer acquisition and long-term fiscal stability. But as part of a purpose-driven leadership team, our product pricing is also viewed through the lens of our corporate values considering shared customer value and sustainability. While we are absolutely driven by revenue, we also gut check our decisions against core company values. Below are some of these values and how they can help your company’s own pricing strategy.

1. Put customer value first.

Many of the widely used technology pricing strategies focus heavily on company revenue and internal metrics rather than end-user value. As an example, many companies take the simplified approach of calculating their product development and production costs and then adding their desired margin, and they use that information to set pricing. Unfortunately, this model is based entirely on internal metrics that have no connection to customer preference, price sensitivity or even competitive pricing. Another widely used example is pay-per-feature pricing. This model relies on a core set of features to entice new customers and adds charges as users evolve and want more advanced functionality. While it offers companies a reliable growth channel, this kind of pricing tends to create resentment with users who are paying for a product and can’t access all of its features.

Putting customer value first requires an innovative, research-based approach to understanding how end users will be using your product, as well as flexibility in designing pricing structures to take into account different product usage rates and feature consumption between departments and locations. Some examples of innovation in pricing include companies such as Amazon Web Services, Uber or Airbnb with prices based on actual usage. The only drawback to this approach is it can lead to higher-than-expected bills when customers need to add capacity or service during popular or “surge” time frames. And while these strategies might work for the vendor, research indicates consumers and technology buyers prefer the simplicity and predictability of flat-rate pricing
2. Keep your pricing promises.

In 2011, Netflix lost 800,000 customers after an unexpected price hike and service change. Based on backlash, the company quickly reversed the change. Earlier this year, history repeated itself as new subscriber acquisition slowed and Netflix announced a new price increase, followed immediately by a stock price plummet and the loss of more than 126,000 subscribers. Customers usually don’t react well to paying more without a significant increase in features, usability or overall value — a lesson many freemium-driven companies are finding out the hard way. Although there are some success stories, such as Spotify’s impressive freemium-to-paid conversion rate, sticking with your pricing strategy in the long term can be as important as the strategy itself when it comes to customer retention.

3. Lead; don’t follow.

Most new companies founded today will enter a market with existing competition. As a leader focused on consumer value, I would challenge you to do your customer research and set your initial pricing based entirely on your unique offering and reason for being. Only then look at the rest of the market and determine how your choice will support or ensure success. When our company launched conference-calling services more than 20 years ago, there was significant competition in the space charging hundreds of dollars per month to deliver services to big corporate clients. Our founder looked at the market from the consumer point of view and found a way to deliver services for free while still generating revenue from carrying calls on our network. Other examples of pricing leadership include Slack, one of the pioneers of charging based on active users, and Creately’s albeit-short-lived “pay whatever you want” experiment.

No single decision can have a more far-reaching effect on company success than pricing. But pricing decisions should always be considered holistically as part of a long-term, value-based model. Pricing strategies that leverage who you are as a company and what you value create a foundation of mutual benefit that helps everyone from your customers and partners to your shareholders and employees.

In: Operations Management

Congress is currently debating another round of COVID19, or "Cares Act" Funding. At this point it...

Congress is currently debating another round of COVID19, or "Cares Act" Funding. At this point it is uncertain what will be in the funding package. What should AND should NOT be included in the next COVID-19 Funding Package? Respond to the below statements

1 Congress should include to all immigrants who have an ITIN and those who are undocumented workers. Congress should also provide them with cash assistance, unemployment and health insurance, since many immigrants with the ITIN also pay state and federal taxes.

2 What should be included in the Covid-19 Funding package is unemployment benefits, and a stimulus check, so it could provide us help through these tough times. What should not be included in the next Funding package infrastructure spending’s

In: Economics

The average annual tuition for a public university in 1998 was $20,598. In 2018, the average...

The average annual tuition for a public university in 1998 was $20,598. In 2018, the average annual tuition for a public university is $25,659. How much (as a percentage) has the tuition cost increased over the entire period? State your answer to two decimal places (e.g., 3.86)

In: Finance

How much would you need to gift to the university today to establish a scholarship fund...

How much would you need to gift to the university today to establish a scholarship fund that pays out $10000 in scholarships in one year and grows the scholarship payout by 1% per year? Assume that the university endowment earns 8% per year on its investments.

In: Finance

Assess and investigate the potential impact of the risk factors you’re your organisation faces The coronavirus...

Assess and investigate the potential impact of the risk factors you’re your organisation faces
The coronavirus epidemic has changed the way organisations are working.   

Your task is to assess the impact of the epidemic on your university.


a)   Explain how the analysis helps to identify risk for your university??

In: Accounting

A random sample of 64 students at a university showed an average age of 20 years...

A random sample of 64 students at a university showed an average age of 20 years and a sample standard deviation of 4 years. The 90% confidence interval for the true average age of all students in the university is

19.50 to 20.50

19.36 to 20.38

19.18 to 20.49

19.02 to 20.59
           

In: Statistics and Probability

Suppose that Jeff has a US quarter and a US nickel. Jeff believes that his US...

Suppose that Jeff has a US quarter and a US nickel. Jeff believes that his US quarter is more likely to land heads than his US nickel. Suppose Jeff flips his quarter 100 times and gets 51 heads, and Jeff independently flips the nickel 100 times and gets 49 heads.

(a) Construct a 99% confidence interval for the difference in the proportion of times Jeff’s quarter lands heads and the proportion of times Jeff’s nickel lands heads.

(b) If Jeff’s quarter were to truly land heads more often than his nickel, would Jeff hope that the confidence interval in (a) consists of only negative or only positive real numbers? Briefly explain your answer.

(c) What could Jeff do to get a narrower confidence interval than the confidence interval in (a)?

In: Statistics and Probability

Assume Manchester University wants to make sure, its graduates would find jobs with the highest possible...

Assume Manchester University wants to make sure, its graduates would find jobs with the highest possible wage during the job search process, because this will help the university to increase its reputation, and as a result, it will be able to increase the tuition rates. How can the university increase the average wage level of their students get after they graduate, assuming it can no longer increase their skill level? I think question is clear there is no neeed extra explanation please feel free to answer question and you can mention about both productivity and equilibrium.

In: Economics