13.1 Radical Rewrite: Rescuing a Slapdash Résumé (Obj. 4)

The following poorly organized and written résumé needs help to remedy its misspellings, typos, and inconsistent headings.

Your Task. By using the information in the resume, revise Isabella’s resume into a correctly formatted one-page chronological resume. Please read the resume section of your textbook, review the grading rubric and the chronological resume samples that I uploaded into Blackboard under Ch12 Writing Assignment.

Résumé of Isabella R. Jimenez

1340 East Phillips Ave., Apt. D Littleton, CO 80126

Phone 455-5182 • E-Mail: [email protected]

OBJECTIVE

I’m dying to land a first job in the “real world” with a big profitable company that will help me get ahead in the accounting field.

SKILLS

Word processing, Internet browsers (Explorer and Google), Powerpoint, Excel, type 40 wpm, databases, spreadsheets; great composure in stressful situations; 3 years as leader and supervisor and 4 years in customer service

EDUCATION

Arapahoe Community College, Littleton, Colorado. AA degree Fall 2013

Now I am pursuing a BA in Accounting at CSU-Pueblo, majoring in Accounting; my minor is Finance. My expected degree date is June 2015; I recieved a Certificate of Completion in Entry Level Accounting in December 2012.

I graduated East High School, Denver, CO in 2009.

Highlights:

· Named Line Manger of the Month at Target, 08/2009 and 09/2010

· Obtained a Certificate in Entry Level Accounting, June 2012

· Chair of Accounting Society, Spring and fall 2013

· Dean’s Honor List, Fall 2014

· Financial advisor training completed through Primerica (May 2014)

· Webmaster for M.E.Ch.A, Spring 2015

Part-Time Employment

Financial Consultant, 2014 to present

I worked only part-time (January 2014-present) for Primerica Financial Services, Pueblo, CO to assist clients in refinancing a mortgage or consolidating a current mortgage loan and also to advice clients in assessing their need for life insurance.

Target, Littleton, CO. As line manager, from September 2008-March 2012, I supervised 22 cashiers and front-end associates. I helped to write schedules, disciplinary action notices, and performance appraisals. I also kept track of change drawer and money exchanges; occasionally was manager on duty for entire store.

Mr. K’s Floral Design of Denver. I taught flower design from August, 2008 to September, 2009. I supervised 5 florists, made floral arrangements for big events like weddings, send them to customers, and restocked flowers.

For the third time in the past 5 minutes, Jeremy’s fourth-grade teacher has had to tell him to sit in his seat and keep his hands to himself. It is as if Jeremy’s feet are attached to springs. He doesn’t walk; he bounces. He doesn’t sit; he squirms. It’s not just the motor activity that sets him apart from the rest of the class: Jeremy also has a motor mouth. He talks incessantly. He can’t resist sharing his ideas with the class, whether they are welcomed or not. As soon as he thinks about them, regardless of whether the time is right, Jeremy blurts out answers, disrupts the classroom, and adds considerable stress to his teacher’s already stressful job.

   Jeremy is almost the polar opposite of his classmate Leonard. For Leonard, Jeremy’s antics just fade into the background of other classroom stuff. Unlike Jeremy, Leonard is very quiet and rarely participates in classroom discussions, unless the discussions are about something that really interests him. Leonard spends most of his time staring out the window or off into space. The word daydreamer seems to fit Leonard perfectly.

   Leonard always seems to be at least one step behind everyone else. Leonard is rarely on task; he drifts off in the middle of assignments; often he has to be reminded to return toe arth. Leonard is doing poorly academically. He just doesn’t seem to tune in to whatever channel the rest of the class is on. Initially, the teacher thought that Leonard was a slow learner, until the class began to discuss different computer programs. The teacher was shocked at Leonard’s sophisticated knowledge base and expertise in the area. That was when his teacher began to think that there was something else getting in the way of Leonard’s academic success.

   In this case study, Jeremy and Leonard share more than the same classroom and same teacher. As incredible as it might seem, they both probably share variations of the same disorder: attention-deficit/hyperactivity disorder (ADHD). How can two children who seem so different fall into the same diagnostic category?This is a question that has plagued theorists for the past 100 years. Although ADHD is among one of the most prevalent disorders in childhood, it continues to challenge professionals. It has been a topic for considerable discussion and controversy, especially regarding the over prescription of stimulant medications (Diller,1996).

In a 100 words or more:

Provide a discussion of the co-occurring clusters for childhood and adolescence symptoms and features.

Case Study: Le Chic Restaurant

The Le Chic is a restaurant located on a busy street in the centre of a major city. It attracts a steady flow of customers who like its commitment to quick service with good food. As such the management pride themselves on offering a standard menu, which includes a good range of affordable yet delicious dishes – from starters and appetizers, through main courses and specials to pastries and desserts. While Le Chic seats around 80 customers, its layout is basic restaurant style and customers have often said that it has a ‘fast-food’ feel to it which fits with its current business objectives but may not be ideal for the future. A major concern for management has always been to maximise efficiency and reduce turnaround times: orders must be swiftly relayed to the kitchen and the food brought to the table within 15 minutes, even during ‘peak hours’ – the intended outcomes being consistency in both customer service and daily sales targets.

Le Chic employs 35 people, 50% of whom have permanent contracts, working either day or evening shifts. The other half is split between part-timers and relief workers who are usually the ones to do double shifts over busy weekends. All terms and conditions of employment are negotiated on an individual basis.

Over the past few months staff have found it increasingly hard to maintain the desired levels of customer service. There seems to be a lack of coordination between waiting and kitchen staff. Once seated, customers often have to wait for as long as one and a half hours before being served while a large number of those queuing up outside usually just give up on the long waits and walk away in search of other eating options, which in the city centre are plentiful. More alarmingly, profit margins have remained ‘thin’ in the recent years and, for the first time in 10 years losses were registered on the restaurant’s balance sheet. Le Chic’s current manager attributes this particularly poor performance to the economic crisis and to the fact that the competition has all of a sudden tightened up with the opening of a pub and two new restaurants on the main street and a growing cluster of similar businesses within a mile radius.

Dispirited, the current manager has decided to step down to make way for a new manager, John, who has just completed his Masters in Business Administration but also has experience of working in another similar type of restaurant. John’s remit is to deliver a new business strategy that can effectively reverse Le Chic’s current performance and ensure its survival and growth in the longer term. Whilst recognizing that these are indeed difficult times, John believes that there is need, more than ever, for businesses demonstrate an ‘entrepreneurial spirit’ if they are to have any chance of success. He has therefore formulated a proactive and quite aggressive change strategy containing the following key components, which are to come on stream almost at the same time:

• Le Chic is to be turned into a chain restaurant. A total of £1.5 million is to be spent on the refurbishment of the existing site and on the set up of two new restaurants in different cities.

• The chain restaurant will differentiate its offerings in the form of a revamped more upmarket menu, a sumptuous décor and a new bar area, for which a select clientele would be more than willing to pay a premium.

• Around 60 new employees are to be recruited and deployed across the three restaurants. While all members of staff will have to attend induction training to meet the new standards of service, some of the more experienced staff will be transferred to the newly opened restaurants to help out with on-the-job training for new recruits.
• A new information system will be set up to link up Le Chic with its suppliers and standardize ordering, payment and accounting processes across restaurants. Also, a multimedia website will enable customers to access menus, make reservations, post feedback, download discount vouchers, benefit from promotional events or simply keep abreast of any development at Le Chic.

• Le Chic will seek opportunities for joint promotional alliances with potential partners especially those operating in the same areas of the chosen cities. A good example might be cinemas and local bowling alleys.

• Finally, Le Chic will demonstrate social responsibility by sponsoring community projects, which can contribute to the development of a strong brand image and a self-reinforcing cycle of social value, employee engagement, customer loyalty and enhanced return on investment.

All the owners of Le Chic think that John’s business strategy is very creative and the promise of bringing profit margins to 15% within 5 years. However, some have expressed their concerns with regards to the considerable capital outlay that John’s new strategy will require, which, if unsuccessful, will leave the business potentially bankrupt. To allay these concerns, John has asked to hire the services of a consultant to help him out with the execution of his new business strategy.

Coursework Assignment

You are required to step into the shoes of the consultant hired by Le Chic. Your task is to write a report addressing the key change issues that can have a significant impact on the implementation of its new business strategy. While practically oriented, your report should draw on appropriate change theories and models to include the following:

1. An analysis of the change context taking into account both the internal and external drivers for change. This should include both a PEST and SWOT analysis (please note that the word count contained within these tables will not be included in the overall word count, so please be as detailed as necessary). (500)

HOMEWORK ASSIGNMENT # 1

Due Date: Tuesday, February 20, 2018 by 5:15 pm

Required format: This assignment is worth 20 pts. You should use Microsoft Word or a similar typing program to write your answers to the questions below. Hand-written copies will be subject to a deduction of 5 pts. Take a photo of your graphs and paste them as a picture in your document or draw them using one of the drawing tools available in Excel or Word. All the publications and internet sources you rely upon to prepare some of your answers should be listed at the end in the form of a proper bibliography (which should include complete information on magazine or journal titles, dates of publication, page numbers, and website addresses - if applicable).
Submission: You are expected to submit two copies of your homework – a hard copy in class on Tuesday, February 20 and an electronic copy via the drop box created on HuskyCT. Your work will be checked for plagiarism via SafeAssign. Submitting the same answers as a fellow student or simply copying information from a publication/internet source is considered plagiarism. According to Uconn policies such assignments receive 0 points. Late submission is allowed, but is subject to a 3-points deduction per day.

1. The following table indicates the monthly quantities of lamb meat supplied and demanded at different prices.
Price of Lamb Meat ($ per pound)
Quantity Demanded (in thousands)
Quantity Supplied (in thousands) $4 76 56 $5 70 60 $6 64 64 $7 58 68 $8 52 72 $9 46 76
(a) Use the above information to plot the demand and supply curves for lamb meat (make sure to properly label your graph). What is the equilibrium price and quantity? How do you know? (1 pt.) (b) Why is the demand curve downward sloping? Why is the supply curve upward sloping? Explain briefly. (1 pt.) (c) What would happen if the price of lamb meat increases to $9? What would happen if it falls to $4? Support both answers with appropriate graphs and arguments. Determine the market condition due to each change. Hint: Remember the discussion in class about gasoline shortage. (2 pts.) (d) In what direction would equilibrium price and quantity move (i.e. increase, decrease, or not change) if there is a decrease in the number of lamb meat consumers (say, due to change in dietary preferences)? Use a graph to illustrate the situation and explain your answer. (1.5 pts.) (e) In what direction would equilibrium price and quantity move (i.e. increase, decrease, or not change) if the cost of producing lamb meat decreases? Use a graph to illustrate the situation and explain your answer. Ignore the change in part d. (1.5 pts.)

ARE 1110, Spring 2018, Emma Bojinova

2. Typically, goods that are in high demand have a high market price. However, some goods that are in high demand during their peak season have lower prices as compared to their out-of-season price. Use your knowledge of supply & demand to explain the lower equilibrium price of cherries sold in the summer (their peak season), as compared to their price during the rest of the year (say, in the winter). Show it graphically and briefly explain. (3 pts.)
Hint: You should draw two demand and two supply curves in the same graph (for winter and summer). Start with the winter to show your initial demand and initial supply of cherries. Then, show the changes that occur in the summer months and prove that the price of cherries in the summer is lower than in the winter.

3. Consider the market for railroad transportation (number of railroad trips offered/produced and demanded). The two parties directly involved in a railroad transaction, the railway company and passengers, both benefit from having railroad transportation. Assume that railway engines create sparks that ignite surrounding woodlands and farmlands, thus, destroying timber and crops. (a) Use a demand-supply diagram to illustrate the market equilibrium in railroad transportation. Show the demand and supply curves. Label the market equilibrium quantity Qm and the market equilibrium price Pm. (1 pt.)
(b) Use the concept of externalities to argue that the free market will not produce the socially desirable quantity of railroad transportation (Qsd). Use your demand-supply diagram to compare the free market and the socially desirable quantities of railroad trips (i.e. which one is greater?). Is this a positive or a negative externality? Is it a production or a consumption externality? Hint: Do you have two different marginal cost curves or two different marginal benefit curves? (2 pts.)
(c) What kind of government policies could be used to improve upon the free market outcome in 3(a)? Discuss briefly two possible policies. (1.5 pts.)

4. (a) Define the terms Gross National Product (GNP) and Real Per Capita GNP. (1 pt.)
(b) State and explain three limitations of using real per capita gross domestic product as a measure of national well-being and progress when comparing different countries. (1.5 pts.)   
5. In 2017, the population of Sugarland was 200 million and its GNI (or GNP) was $80 billion. You are also told the following facts about this country: annual birth rate is 3.5%, annual death rate is 1.5%, annual net migration is 0.5 million, and GNI increases each year by $5 billion. (a) What will be the population of Sugarland in 2018? Note that net migration is given in millions, not in percentage. (1.5 pts.) (b) Calculate the per capita GNI of Sugarland in 2017 and in 2018. At what percentage rate will per capita GNI grow in this one year time period? (1.5 pts.)

Financial statements and closing entries

Foxy Investigative Services is an investigative services firm that is owned and operated by Shirley Vickers. On November 30, 20Y8, the end of the fiscal year, the accountant for Foxy Investigative Services prepared an end-of-period spreadsheet, a part of which follows:

Income Statement

1A. Prepare an income statement for the year ended November 30, 20Y8. If a net loss has been incurred, enter that amount as a negative number using a minus sign. Be sure to complete the statement heading. Use the list of Labels and Amount Descriptions for the correct wording of text items other than account names. You will not need to enter colons (:) on the income statement. Refer to the Chart of Accounts for exact wording of account titles.

1B. Prepare a statement of stockholders’ equity for the year ended November 30, 20Y8. If a net loss is incurred or dividends were paid, enter that amount as a negative number using a minus sign. Be sure to complete the statement heading. Refer to the Chart of Accounts for exact wording of account titles. Refer to the lists of Labels and Amount Descriptions for exact wording of the answer choices for text entries other than account names.

1C. Prepare a balance sheet as of November 30, 20Y8. Fixed assets must be entered in order according to account number. Be sure to complete the statement heading. You will not need to enter colons (:) or the word "Less" on the balance sheet; they will automatically insert where necessary. Refer to the Chart of Accounts for exact wording of account titles. Refer to the lists of Labels and Amount Descriptions for exact wording of the answer choices for text entries other than account names. For those boxes in which you must enter subtracted or negative numbers use a minus sign.

2. Based upon the end-of-period spreadsheet, journalize the closing entries. Refer to the Chart of Accounts for exact wording of account titles.

Final Question

3. If Retained Earnings had instead decreased $33,000 after the closing entries were posted, and the dividends remained the same, what would have been the amount of net income or net loss? If required, use a minus sign to indicate a net loss.

Morrow Enterprises Inc. manufactures bathroom fixtures. The stockholders’ equity accounts of Morrow Enterprises Inc., with balances on January 1, 2016, are as follows:

The following selected transactions occurred during the year:

Chart of Accounts

Amount Descriptions

T Accounts

A. Enter the January 1 balances in T accounts for the stockholders’ equity accounts listed. Post the journal entries from part B to the eight selected accounts. No post ref is required in the journal.

Journal

B. Journalize the entries to record the transactions. No post ref is required in the journal. Refer to the Chart of Accounts for exact wording of account titles.

PAGE 10

JOURNAL

Retained Earnings Statement

C. Prepare a retained earnings statement for the year ended December 31, 2016. Enter all amounts as positive numbers. The word “Less” is not required. Refer to the list of Amount Descriptions provided for the exact wording of the answer choices for text entries.

Stockholders’ Equity

D. Prepare the Stockholders’ Equity section of the December 31, 2016 balance sheet. “Less” or “Deduct” will automatically appear if it is required. Refer to the list of Amount Descriptions provided for the exact wording of the answer choices for text entries.

Enterprise resource planning (ERP) integrates all departments and functions throughout an organization into a single IT system (or integrated set of IT systems) so that employees can make decisions by viewing enterprisewide information on all business operations.

ERP as a business concept resounds as a powerful internal information management nirvana: Everyone involved in sourcing, producing, and delivering the company’s product works with the same information, which eliminates redundancies, reduces wasted time, and removes misinformation.

ENTERPRISE RESOURCE PLANNING BUSINESS DILEMMA:

You have recently started selling a few new products including customized CDs, customizable coffee presses, and coffee-of-the-month and tea-of-the-month programs. Each time you develop a new product you are forced to create an entire new system to track sales. You are not sure why the accounting system you purchased forces you to do this, but you are stuck with this system until you can replace it. You quickly notice that separate systems for each different line of business including coffee, tea, CDs, equipment, programs, etc. is going to hurt your business. You notice that each system works independently to perform its job of creating, updating, and maintaining sales information, but you are wondering how you are going to operate the business as a whole.

Create a list of issues you will encounter if you continue to run the business with separate systems, performing the same operations, for each different product.

What could happen to the cafe if you cannot correlate the details of each system?

How could separate systems for each product hurt marketing campaigns?

Be sure to highlight at least 10 issues where separate systems could cause problems running your business.

At The Broadway Cafe customers receive more than just a great cup of coffee - they receive exposure to music, art, literature, and town events. The cafe’s calendar for programs gives their customers a quick view into their corner of the world - from live music and art displays, to volunteering or a coffee tasting. The cafe offers the following:

Music Center - Information of all live music events occurring in the area. The store also hosts an open microphone two nights a week for local musicians.

Art Gallery - A space in the store filled with great pieces from local artists.

Book Clubs - Customers can meet to discuss current and classic literature.

Coffee Sampler - Customers can sample coffees from around the world with the experts.

Community Events - Weekly meetings are held where customers can find ways to become more involved in their community.

Brewing Courses - Offer the finer details of the brewing, grinding, and blending equipment for sale in the cafe - from the traditional press to a digital espresso machine. Also, includes a trouble-shooting guide developed by brewing specialists.

The Broadway Cafe sales are great and profits are soaring, however, current operations need a complete overhaul. Your grandfather built the business piece-by-piece over the last few decades. The following offers a quick look at current operations.

The cafe does not receive any information on how many of its customers attend live music events. Musicians typically maintain a fan e-mail listing and CD sales records for the event, however, this information is not always provided to the store.

Book club events are booked and run through the local bookstore - Pages Up. Pages Up runs a tab during the book club and provides the cafe with a check at the end of each month for all book club events. The cafe has no access to book club customer information or sales information.

Artist gallery is run by several local artists who pay the cafe a small commission on each sale. The cafe has no input into the art contained in the store or information on customers who purchase art.

Coffee sampler events are run through the cafe’s primary operations.

Community event information is open to all members of the community. Each event is run by a separate organization, which provides monthly event feedback to the cafe in a variety of formats from hand written notes, to Word, to Access files.

Brewing and machine resource courses are run by the equipment manufacturer and all customer and sales information is provided to the cafe in a Word document at the end of each year.

You want to revamp the way the cafe operates so you can take advantage of marketing and sales opportunities across its many different lines of business. For example, offering customers who attend book club events discounts on art and brewing and machine resource courses. You also want to gain a better understanding of how the different events impact sales. For example, should you have more open microphone nights or more book clubs? Currently, you have no way to tell which events result in higher sales.

Create an ERP strategy to help gain visibility across the cafe.

Create a list of issues you will encounter if you continue to run the business with separate systems, performing the same operations, for each different product.

What could happen to the cafe if you cannot correlate the details of each system?

How could separate systems for each product hurt marketing campaigns?

Be sure to highlight at least 10 issues where separate systems could cause problems running your business.

Create an ERP strategy to help gain visibility across the cafe. Please consider all that happens in the cafe from the information listed above

I need assistance translating a custom C++ program to MIPS. My C++ code is the following: I have made numerous attempts on my own to no avail, any assistance is appreciated. Also, template code for this solution is provided below:

#include

int moveRobots(int *, int *, int, int );

int getNew(int, int);

int main()

{

int x[4], y[4], i, j, myX = 25, myY = 25, move, status = 1;

// initialize positions of four robots

x[0] = 0; y[0] = 0;

x[1] = 0; y[1] = 50;

x[2] = 50; y[2] = 0;

x[3] = 50; y[3] = 50;

cout << "Your coordinates: 25 25\n";

while (status == 1) {

    cout << "Enter move (1 for +x, -1 for -x, 2 for + y, -2 for -y):";

    cin >> move;

    // process user's move

    if (move == 1)

      myX++;

    else if (move == -1)

      myX--;

    else if (move == 2)

      myY++;

    else if (move == -2)

      myY--;

    // update robot positions

    status = moveRobots(&x[0],&y[0],myX,myY);

    cout << "Your coordinates: " << myX << " " << myY << endl;

    for (i=0;i<4;i++)

      cout << "Robot at " << x[i] << " " << y[i] << endl;

}

cout << "AAAARRRRGHHHHH... Game over\n";

}

int moveRobots(int *arg0, int *arg1, int arg2, int arg3)

{

int i, *ptrX, *ptrY, alive = 1;

ptrX = arg0;

ptrY = arg1;

  for (i=0;i<4;i++) {

    *ptrX = getNew(*ptrX,arg2); // update x-coordinate of robot i

    *ptrY = getNew(*ptrY,arg3); // update y-coordinate of robot i

    // check if robot caught user

    if ((*ptrX == arg2) && (*ptrY == arg3)) {

      alive = 0;

      break;

    }

    ptrX++;

    ptrY++;

}

return alive;

}

// move coordinate of robot closer to coordinate of user

int getNew(int arg0, int arg1)

{

int temp, result;

temp = arg0 - arg1;

if (temp >= 10)

    result = arg0 - 10;

else if (temp > 0)

    result = arg0 - 1;

else if (temp == 0)

    result = arg0;

else if (temp > -10)

    result = arg0 + 1;

else if (temp <= -10)

    result = arg0 + 10;

return result;

}

The following template code is given:

#
#   A proper program header goes here...
#
#
   .data      
x:   .word   0:4   # x-coordinates of 4 robots
y:   .word   0:4   # y-coordinates of 4 robots

str1:   .asciiz   "Your coordinates: 25 25\n"
str2:   .asciiz   "Enter move (1 for +x, -1 for -x, 2 for + y, -2 for -y):"
str3:   .asciiz   "Your coordinates: "
sp:   .asciiz   " "
endl:   .asciiz   "\n"
str4:   .asciiz   "Robot at "
str5:   .asciiz   "AAAARRRRGHHHHH... Game over\n"
  
#i   $s0
#myX   $s1
#myY   $s2
#move   $s3
#status   $s4
#temp,pointers   $s5,$s6
   .text
#   .globl   inc
#   .globl   getNew

main:   li   $s1,25       # myX = 25
   li   $s2,25       # myY = 25
   li   $s4,1       # status = 1

   la   $s5,x
   la   $s6,y

   sw   $0,($s5)   # x[0] = 0; y[0] = 0;
   sw   $0,($s6)
   sw   $0,4($s5)   # x[1] = 0; y[1] = 50;
   li   $s7,50
   sw   $s7,4($s6)
   sw   $s7,8($s5)   # x[2] = 50; y[2] = 0;
   sw   $0,8($s6)
   sw   $s7,12($s5)   # x[3] = 50; y[3] = 50;
   sw   $s7,12($s6)

   la   $a0,str1   # cout << "Your coordinates: 25 25\n";
   li   $v0,4
   syscall
  
   bne   $s4,1,main_exitw   # while (status == 1) {
main_while:
   la   $a0,str2   # cout << "Enter move (1 for +x,
   li   $v0,4       #   -1 for -x, 2 for + y, -2 for -y):";
   syscall
  
   li   $v0,5       # cin >> move;
   syscall
   move   $s3,$v0

   bne   $s3,1,main_else1# if (move == 1)
   add   $s1,$s1,1   # myX++;
   b   main_exitif
main_else1:
   bne   $s3,-1,main_else2   # else if (move == -1)
   add   $s1,$s1,-1   # myX--;
   b   main_exitif
main_else2:
   bne   $s3,2,main_else3   # else if (move == 2)
   add   $s2,$s2,1   # myY++;
   b   main_exitif
main_else3:   bne   $s3,-2,main_exitif   # else if (move == -2)
   add   $s2,$s2,-1   # myY--;
  
main_exitif:   la   $a0,x       # status = moveRobots(&x[0],&y[0],myX,myY);
   la   $a1,y
   move   $a2,$s1
   move   $a3,$s2
   jal   moveRobots
   move   $s4,$v0

   la   $a0,str3   # cout << "Your coordinates: " << myX
   li   $v0,4       # << " " << myY << endl;
   syscall
   move   $a0,$s1
   li   $v0,1
   syscall
   la   $a0,sp
   li   $v0,4
   syscall
   move   $a0,$s2
   li   $v0,1
   syscall
   la   $a0,endl
   li   $v0,4
   syscall

   la   $s5,x
   la   $s6,y
   li   $s0,0       # for (i=0;i<4;i++)
main_for:   la   $a0,str4   # cout << "Robot at " << x[i] << " "
   li   $v0,4       # << y[i] << endl;
   syscall
   lw   $a0,($s5)
   li   $v0,1
   syscall
   la   $a0,sp
   li   $v0,4
   syscall
   lw   $a0,($s6)
   li   $v0,1
   syscall
   la   $a0,endl
   li   $v0,4
   syscall
   add   $s5,$s5,4
   add   $s6,$s6,4
   add   $s0,$s0,1
   blt   $s0,4,main_for

   beq   $s4,1,main_while
               # }          
main_exitw:   la   $a0,str5   # cout << "AAAARRRRGHHHHH... Game over\n";
   li   $v0,4
   syscall
   li   $v0,10       #}
   syscall

Please read the case provided below and answer the following question:

In 2007, JetBlue was a booming young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on Valentine’s Day 2007, JetBlue was hit by the perfect storm—literally—of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. Small JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stuck in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight troubles for six more days.

Understandably, customers were irate. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million dollars in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end of the seven-year-old airline.

But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During the recent economic downturn, even as most competing airlines were cutting routes, retiring aircraft, laying off employees, and losing money, JetBlue was adding planes, expanding into new cities, hiring thousands of new employees, and turning profits. Even more, JetBlue’s customers adore the airline. For the fifth consecutive year (even including 2007), JetBlue has had the highest J.D. Power and Associates customer satisfaction score for the entire airline industry. Not only did JetBlue recover quickly from the Valentine’s Day hiccup, it’s now stronger than ever.

What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture.

From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer).

Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free beverages and snacks to be found at 30,000 feet. In addition to the standard soft drinks, juices, and salty snacks, JetBlue flyers enjoy Terra Blues chips, Immaculate Baking’s Chocobillys cookies, and Dunkin’ Donuts coffee. But it isn’t just the selection; it’s the fact that customers don’t feel like they have to beg for a nibble. One customer describes snacking on JetBlue as an “open bar for snacks. They are constantly walking around offering it. I never feel thirsty. I never feel hungry. It’s not ‘Here, have a little sip,’ and ‘Good-bye, that’s all you get.’”

Airlines often can’t control flight delays, especially at busy airports like JFK. So JetBlue wants to be sure that customers will be entertained even in the event of a delay. That’s why every seat has its own LCD entertainment system. Customers can watch any of 36 channels on DirectTV or listen to 100_ channels on Sirius XM Radio, free of charge. If that isn’t enough, six bucks will buy a movie or your favorite television show. JetBlue rounds out the amenities with free Wi-Fi in terminals and free sending and receiving of e-mails and instant messages in the air.

Even JetBlue’s main terminal, the new state-of-the-art T-5 terminal at JFK, is not the usual airline experience. With more security lanes than any terminal in the country, travelers scurry right through. High end dining (tapas, lobster tempura, and Kobe sliders, just to name a few options) can be found among the terminal’s 22 restaurants. And its 25 retail stores are characteristic of the latest mall offerings. A children’s play zone, comfortable lounge areas, work spaces, and piped in music from Sirius XM Radio make travelers hesitant to leave.

Although the tangible amenities that JetBlue offers are likely to delight most travelers, CEO David Barger recognizes that these things are not nearly enough to provide a sustainable competitive advantage.

“The hard product—airplanes, leather seats, satellite TVs, bricks and mortar—as long as you have a checkbook, they can be replicated,” Barger tells a group of new hires in training. “It’s the culture that can’t be replicated. It’s how we treat each other. Do we trust each other? Can we push back on each other? The human side of the equation is the most important part of what we’re doing.”

It’s that culture that gives JetBlue customer service unlike that of any other airline. Taking care of customers starts as early as a customer’s first encounter with a JetBlue call center. Many callers feel like they are talking to the lady next door. That’s because, in all likelihood, they are. JetBlue’s founder pioneered a reservation system that employs part-time reps working from home. Mary Driffill is one of 700 at-home reservations agents in Salt Lake City alone. She logs on to her computer and receives calls in her four-year-old daughter’s bedroom, under the watchful eye of Raggedy Ann, Potbelly Bear, and Chewy, the family Pomeranian-Chihuahua mix. “It’s the best job I’ve ever had,” says Driffill. “Every day I talk to people who love the company as much as I do. That reminds me I’m part of this.”

JetBlue employees are well familiar with the company’s core values: safety, integrity, caring, passion, and fun. If that sounds like an awful lot of warm fuzzies, it’s intentional. But JetBlue hires the types of employees that fit these values. The values then provide the basis for what Robin Hayes, JetBlue’s chief commercial officer, calls the company’s S.O.C.I.A.L. currency program. In JetBlue’s words:

Standing for something. JetBlue was formed with the idea of bringing humanity back to travel, and our engagement with our customers is central to that mission.

Operationalizing the brand. Whether it be in the airport, on the planes, on the phones, or online, the connection with our customers is a key factor in how we do business.

Conversing with customers, broadly. To be properly in touch with the community, it requires the ability to understand and react to the collective conversation that occurs.

Involving, immersing employees. Social media involvement requires understanding and involvement from all aspects and departments of the company.

Advocating the brand. For JetBlue, we understand the ability to market to a social community is dependent on our customers’ willingness to hear and spread those marketing messages.

Listening. Waiving the carry-on bike fee . . . shows we quickly identify and adapt new policies based on feedback we receive through social media channels. It demonstrates our ability to listen and react holistically.

Customers who spread positive word-of-mouth are called many names—true friends, angels, apostles, evangelists. The religious overtones of such labels come from the idea that loyal customers are like true believers who share the good word like a missionary would. JetBlue has an unusually high ratio of such customers. Most airline customers are loyal because they have frequent flyer points. If not for those points, most couldn’t care less with whom they fly. For most, flying is a generally unpleasant experience regardless of who operates the plane.

However, JetBlue customers are so fascinated with what the airline has to offer that they look forward to flying. And they want to keep in touch with the brand even when they aren’t flying. JetBlue has 1.1 million followers on Twitter, more than any other company except. Whole Foods Market and Zappos.com, two other customer service legends. Twitter even features JetBlue as a case study on smart corporate twittering. More broadly, by the metric of social currency (a fancy term for networks of customers spreading by word of mouth), JetBlue is the strongest U.S. brand, outperforming even Apple.

JetBlue’s strong word of mouth has been powered by the company’s ability to delight customers.

In ten short years, JetBlue has proven that an airline can deliver low fares, excellent service, and steady profits. It has shown that even in the airline business, a powerful brand can be built. Few other airlines have been able to write this story. If you’re thinking Southwest Airlines, you’d be on target. In fact, JetBlue’s founders modeled the airline after Southwest. JetBlue has often been called, “the Southwest of the Northeast.” JetBlue’s onboard crews even greet customers onboard with jokes, songs, and humorous versions of the safety routine, something Southwest has been known for since the 1970s. But where Southwest has made customers happy with no frills, JetBlue is arguably doing it all, including the frills.

Until last year, Southwest and JetBlue steered clear of each other. But then both airlines added a Boston-Baltimore route. Boston is a JetBlue stronghold; Baltimore is Southwest’s biggest market. But with JetBlue’s younger workforce and newer, more fuel-efficient planes, its cost per available seat mile is 8.88 cents, whereas it’s 9.76 cents for Southwest. That has allowed JetBlue to do something that no other airline has done to Southwest; undercut it on price with $39 tickets that are $20 cheaper than Southwest’s lowest fare. It’s not clear yet how the battle of the low-fare, high-service airlines will play out. But it may well turn out that as JetBlue and Southwest cross paths on more routes, the losers will be the other airlines.

Now, assume that you have been appointed by JetBlue Airlines Company as marketing director; then answer the following questions:

1. Briefly explain the concept of core competency, in your opinion what are the core competencies of Jet Blue, Do you think this would lead to competitive advantage?

2. Apply the theory of product Augmentation to Jet blue, by explaining the different layers. Suggest improvements in the augmented layers that would give an edge for the company over it’s competitors particularly in the Boston – Baltimore route?

3. Analyze the pricing strategy followed by Jet Blue and Explain the pricing steps that JetBlue had to follow in setting up the price (fare) for Boston-Baltimore route.   

4. Explain the concept of IMC , design an effective marketing IMC campaign for its new route Boston-Baltimore route.

5. If you know that JetBlue sell its tickets online through its own website as well as independent companies’ websites such as cheapflights.com. What are the distribution strategies used by JetBlue?