You are a companies' sales representative the company is an exotic rental car company in south florida called VIP rental exotic car write a 3 page sales presentation essay incoporating these steps

1. Introduction and Your Companies' history and background

2. Purpose of the presentation

3. Product/service information and knowledge

4. Features and Benefits ---- plus pricing and terms of sales

5. Solutions and challenges the product/service can help with and or eliminate

6. Actions: special deals, offers, terms, how the client can order the product/service

7. Follow up and services provided

Question 1
The core elements of the Growth Employment and Redistribution (GEAR) strategy of the South African government in 1996, under the leadership of the then finance minister Trevor Manuel were amongst other things:
i) budget reform to strengthen the redistributive thrust of expenditure
ii) monetary policy to prevent a resurgence of inflation
iii) a reduction in tariffs to contain input prices and facilitate industrial restructuring, compensating partially for the exchange rate depreciation

1.1 With reference to the above, identify the macroeconomic objectives in these elements.
1.2 Identify and define the macroeconomic variables that can be used to measure whether the strategy was successful or not.
1.3 With each tool in 1.2, provide a detailed explanation on how it can be measured.

The site of a proposed north-south road will cut through the western side of a hill. The proposed cutting is 13 m high with a batter angle of 70 degrees. The site has been drilled by a single diamond drill hole. In the drill hole, 10 m of dolerite overlies 5 m of sandstone. RQD for the dolerite is 80% and RQD for the sandstone is 50%. There was 20 cm of core loss at 5 m and 40 cm of core loss between 9.6 m and 10 m. Core samples were sent off for UCS measurements and came back with UCS for dolerite = 150 MPa and UCS for sandstone = 80 MPa. What further information do you need to consider the stability of the proposed road cutting? Suggest both geophysical and geological techniques that you could use in your assessment and why they would be useful.

A local county in South Carolina is attempting to decide whether to improve the water quality of a nearby lake. An environmental economist consulting for the county is attempting to perform a cost-benefit analysis to determine whether improving the water quality would be a “good” thing. List at least three benefits and three costs that the economist should attempt to include or discuss in their analysis. Explain why each would be a cost or benefit and how we might attempt to measure each.

South Airlines purchased a 747 aircraft on January 1, 2019, at a cost of $35,000,000. The estimated useful life of the aircraft is 20 years, with an estimated salvage value of $5,000,000. Instructions

(a) Compute the depreciation for 2019 and 2020 using the straight-line method and the double-declining-balance method.

(b) under each method, what is the book value after two years on December 31, 2020?

Highway Project Project

The Department of Highways in South Carolina was exploring ways to reduce the road construction costs and developed new contracting processes to allow the road builders to bring new ideas for cutting costs. On one project, the contractor proposed cost-cutting ideas throughout the life of the project. At each phase, the client accepted many of the ideas and then revised the budget. The client promoted the revised cost target of the project as an example of the success of the new process. By the end of the project, the final cost was less than 1 percent over the newest target. Although the total cost of the project was almost 10 percent less than the original cost projections and contract obligations, the success of the project was connected to the new expectations that developed during the life of the project. Even though this project performance exceeded the original goal, the client was disappointed.

Biotech Project

A biotechnology company developed a new drug that proved to have a large market demand, and the team that developed the drug was assigned to build a new manufacturing facility to produce the drug. The project manager for the construction company that was awarded the contract to build the manufacturing facility managed the project effectively. Every request for a change in scope was approved, and the result was a 20 percent increase
to the total cost of the project. On most projects, a 20 percent increase in the project cost would be considered poor performance. For the client’s project team, who were accustomed to complex projects with a large number of unknown issues that increase the final cost of the project, a 20 percent overrun in cost was not unusual. Even though the project was 20 percent over budget, the client was happy. Client satisfaction is often tied to expectations about project performance. Identifying and managing those expectations is a primary responsibility of the project manager.

Discussion

What are the differences between the two projects? Identify the single most important difference between the two projects that affected client satisfaction. Suggest an approach to managing client expectations in the highway project that might have resulted in meeting or exceeding expectations rather than disappointment.

Using the facts presented in the article below, evaluate the success of Hungry Lion in South Africa and the region. 10 Marks

Marketing Management

The Continent’s Progressive QSR Player

Stellenbosch-based fast food specialist Hungry Lion has found ideal footing for expansion over the coming years, owed to optimised operations and an admirable outlook

Writer: Jonathan Dyble | Project Manager: Josh Hyland

Adrian Basson is a self-described Afro-optimistic. “There’s no hiding from the fact that there are a lot of challenges in Africa, but retail is a promising sector when it comes to facilitating opportunities, creating employment and generally building a business that can have a widespread impact,” he says.

“When you reach a remote town with an empty plot, the local people don’t often have much. But as we’ve built new stores and helped to launch new shopping centres, we’ve been able to not only witness, but also facilitate the construction of new, thriving ecosystems. We’re proud to be a business that contributes to the success of these societies – I guess you could say we’re a capitalist business with a socialist outlook.”

Basson, now CEO, became part of the Hungry Lion story in 2001 and has seen the company come a long way over the past two decades to be the responsible, esteemed organisation it is today.

Having opened its first restaurant in South Africa in 1997, the business today proudly operates a network constituting over 200 stores across South Africa, Lesotho, Swaziland, Botswana, Namibia, Zambia and Angola, with over 4,000 Hungry Lion employees. Looking at the bigger picture, however, such statistics only touch the surface of what the brand is bringing to the region.

“In many ways I like to think that our product is an afterthought in what we’re looking to achieve,” explains Basson. “Yes, serving bigger portions, more chips and more smiles is key to our operations, but it’s just one part of our overriding goal – providing joy to our employees, customers and local communities through food, served with passion.”

This ethos is relatively new to the firm, becoming more of a core focus during the company’s major rebranding process that kickstarted in 2014. Having originally been part of the Shoprite Group, Africa’s largest food supermarket chain, Hungry Lion is now a totally independent company in its own right with a unique brand and character.

“In the beginning, we weren’t really building a brand,” reveals Basson. “We purely sold chicken and chips at an affordable price on a somewhat ad-hoc basis. However, we eventually found ourselves with 100-plus stores, and with the economic challenges that came around in 2008/09, we realised that stores without a brand, a story, and an experience would fail to deliver in the long term. It was a case of changing with the times and we invested a lot into the design of our stores, our product quality and consistency, together with the development of the brand itself.”

Since transitioning from being a business-centric to a customer-centric brand, Hungry Lion has reaped the rewards with the business undergoing stratospheric growth over the past few years.

Adding a modern twist

Moving in this re-energised direction, strategy changes quickly followed for Hungry Lion, evidence of which can be found in the firm’s increasing use and the implementation of revolutionary technologies.

Fast forward to today, the company now benefits from artificial intelligence, automated system checks, cloud computing and live dashboards – technologies which serve multiple purposes in the way of driving the business forward. This together with an always connected workforce, makes executing operationally so much more efficient.

“I’ve always had a connection with technology,” Basson reveals. “I used to work in the technology division of Compaq in London and also formerly as the Chief Digital Officer of Shoprite for a period. We live in an era where we can augment the people with technology to do the repetitive stuff, so that they can focus on the more human touches.”

In a space where most others in the fast food industry are franchised and owner-managed, Hungry Lion is unique in the African landscape, with almost all stores being fully-owned and managed from its Head Office. This is where automated systems and clever use of technology comes to the forefront in managing the business over vast distances and across borders.

“With technology comes data and with data comes insight,” Basson continues. “Using our systems, we’re able to see the performance of each of our stores in real time, have an overview of customer experience, and execute plans to fix problems at speed and scale. These capabilities would never have been possible if we didn’t have the right technologies in place.” With full visibility of information comes accountability, since everyone can see what needs to be done and if it was done. Transparency is a crucial merit of these technologies, a cultural trait of Hungry Lion that is accentuated in other ways.

Basson adds: “We have a network of area, country and regional managers who act as an extension of our Head office in Stellenbosch. Head office employees pay regular visits to different regions to keep a finger on the pulse of local operations. Our area and country managers, in turn, come to Head Office regularly for updates to business processes, training, and meetings. This constant exposure in both directions ensures that best practises are shared and implemented to all stores quickly.”

Prosperous career planning

Combined with both these expansive technologies and a transparent, remodelled structure, Hungry Lion recognises that its staff are key to achieving the firm’s ongoing ambitions.

To this end, the company ensures that it provides extensive benefits to its employees, bolstering its position as an employer of choice and equally its talent retention capabilities.

Such initiatives include the introduction of E-learning materials in five languages and the company’s live in-house training platform from LessonDesk, a comprehensive new employee assistance programme, access to affordable healthcare for employees and more specialised and tailored training programmes.

What’s more, Hungry Lion has a strong focus on career planning, testament to its culture of internal promotion.

“Typically speaking, joining a fast food business as the lowest level of employee, the pay isn’t fantastic and it’s not uncommon for these workers to have bigger aspirations,” explains Basson. “What we’ve realised is you can either listen to and facilitate these ambitions, or your workers will leave and look for opportunities elsewhere. We like to pursue the former, providing clear career paths for our inspirational and aspirational workers. From cashiers to controllers to junior managers to regional managers, and so on, this personal growth structure is in place at Hungry Lion.”

A core part of the company’s ethos, providing key opportunities to reward loyalty and ambition, Hungry Lion offers not just a job but an all-encompassing opportunity to build a prosperous career.

A sound, responsible outlook

Such a humble and grounded approach is not only applied internally, but equally externally through a number of corporate social responsibility initiatives.

These are built around Hungry Lion’s three-pillar CSR strategy, with the organisation contributing towards hunger alleviation, championing change in local communities and promoting skills development.

Between February and March of this year alone, for example, the company provided food for the attendees of a seminar addressing the issue of domestic violence, pupils of an underprivileged primary school during a field trip and fire fighters in the Western Cape, while also supporting a Soweto children’s home and a local police station’s cricket tournament for rural schools.

“It’s an element to our business that we take pride in,” reveals Basson. “We like to show that we care for our communities, customers and especially our employees and their families. There’s a lot of need in Africa from a poverty standpoint and being in the food business we’re able to help local communities in addressing such issues. I wouldn’t say we have a set agenda – ad hoc opportunities arise, and we react accordingly in each of the locations that we’re based, helping to give people a sense of purpose and promote skills of local communities.”

Asked about a particular such initiative that springs to mind, Basson is quick to highlight the company’s efforts in supporting the Zambian people during a cholera outbreak at the beginning of 2017.

He continues: “We immediately lowered the prices of our food, ensuring people could get nutritious, safe and affordable food, we donated money to the government that was used to help with the clean-up process. We even provided sanitation kits to our staff, helping them clean their own living environments to ensure their family’s health.”

Having developed a culture that is firmly centred around providing benefit to all people, whether it’s supporting local communities or providing unrivalled, progressive career opportunities, Hungry Lion’s outlook is unique and admirable.

Opportunity is a word that is creating an atmosphere of excitement within the company at the moment, with continued expansion firmly on the table for Hungry Lion after experiencing double digit percent organic growth over the past two years.

“We’ve set 20 new stores as a benchmark, but realistically this is a ball-park figure on the conservative side,” reveals Basson. “If we can open 50 stores then we’ll do it – if we find a good site where we can profitably trade, we will open. There aren’t any specific limitations.”

New systems and optimised procedures in place, last year’s corporate action, focus on organic growth, and consolidation allowed Hungry Lion to not only transition into independence, but equally provided the platform for the company to gear up for full throttle expansion over the coming years.

“We’re realistic at the same time,” Basson continues. “We understand that we cannot conquer the whole continent in 2019 or 2020, but the plan is to grow as fast as possible. Africa has around 1.2 billon people but in the next three decades this number will double. Further, there are 54 countries across Africa, countries that we know we’ll have a good chance of being able to expand into, whether it be through franchises, joint ventures, or other kinds of partnerships. The opportunities are immense, and I feel our business is a prime example as to why it’s a great time to be investing on the continent right now. I just hope that others will come and join us in the fun!”

Problem 2

Incheon International Airport (ICN) is the entrance to South Korea as well as a connection hub for many cities in South Korea and other Asian countries. The airport’s top management is considering several proposals to expand the capacity of the check-in process. To better evaluate these proposals, the management asks you to identify passenger composition and the main resources in order to compute the current capacity at the airport. There are four groups of passengers as described below:

• Group A (international passengers with luggage check-in): 50% of the passengers

• Group B (international passengers without luggage check-in): 5% of the passengers

• Group C (domestic passengers with luggage check-in): 30% of the passengers

• Group D (domestic passengers without luggage check‐in): 15% of the passengers

There are four resources: self-service kiosks, kiosk agents, ID/Passport check, and security check. All passengers first need to check-in at the self-service kiosks. Then all international passengers continue to the kiosk agent to have their passport scanned and to check their luggage (if any). Any domestic passenger who needs to check luggage also proceeds to the kiosk agent to get the luggage tag and complete the check-in process. All the passengers then proceed to the ID/Passport check point and finally go through the security check before proceeding to the boarding gate.

However, the time required for each of these activities varies depending on the group of the passenger. All of the following activity times are expressed in minutes per passenger (assume the information is steady throughout the day):

• There are 10 self-service kiosks.

• There are 5 kiosk agents working to help the passengers.

• At the ID/Passport checkpoint, there are 3 airport personnel.

• In the security check area there are 6 security checkpoint agents with metal detectors and security screening.

You are asked to find the capacity of the system in passengers per day. Please assume that the selfservice kiosks and all employees work 8 hours per day. a

a. What is the average capacity for each of the four resources at the airport in total number of passengers per day assuming the stated mix of different groups of passengers given above? Which of the four resources is the bottleneck? What is the system capacity in total number of passengers per day?

b. Passengers are complaining that the check-in process takes too long. Compute the resource utilization for each of the steps assuming the stated mix of different groups of passengers given above.

c. To resolve passengers’ complaints, the management is planning to add three new security checkpoint agents. With this modification, what will be the bottleneck resource and the total system capacity? Again, compute the resource utilization for each of steps assuming the stated mix of different groups of passengers given above.   

What amount of energy, in kJ, is released when a mole of Co-57 undergoes electron capture? Recall that 1 J = 1 kgm2/s2.

mass of nucleus Co-57: 56.93629 amu

mass of nucleus Fe-57: 56.93539 amu

mass of electron: 0.000549 amu

Classify each of the following coordination compounds according to the coordination number.

[CuCl2]-, [AlCl4]-, [Cr(CO)6], [Ag(NH3)2]+, [HgI3]-, Ba[FaBr4]2, K3[CoF6], [Fe(CO)5]

The oxidation state is for the central metal atom in [Ni(CN)5]3–.