Laura, a new graduate from Cornell Unversity’s School of Hotel Administration, could not believe her good luck. She was recently offered a new entrylevel position as an operations analyst at ARAMARK, one of the most admired U.S. companies, according to Fortune magazine (ARAMARK is a leader in professional services, providing award-winning food services, facilities management, and uniform and career apparel to health care institutions, universities and school districts, stadiums and arenas, and businesses around the world). The reason for Laura’s excitement was also because of the unique opportunity she was getting in her first assignment: she was going to Beijing during the 2008 Olympics to work for ARAMARK food services. Over the years, ARAMARK has provided food services to many large-scale events, including the last 13 Olympic Games. For example, during the 2004 Athens Olympics, ARAMARK worked with its partner, the Daskalantonakis Group (the leading Greek hospitality and tourism group), to provide meals for the largest Olympic Village in history. The Olympic Village in Athens hosted Summer Olympic and Paralympic Games participants, coaches, officials and Games personnel. ARAMARK and the Daskalantonakis Group served more than two million meals to participants, coaches, and officials throughout the 60-day duration of both the Olympic and Paralympic Games. Some of the other large-scale food service events managed by ARAMARK included serving over 340,000 motor fans who attended one of the biggest events in Spain last year: the Spanish Formula 1 Grand Prix in Barcelona. More than 1,100 ARAMARK employees served attendees more than 9,000 fruit dishes, 120,000 sandwiches, 40,000 hot dogs, and 40,000 cups of coffee during the three-day event. Some specialty gourmet dishes were also served, such as barbequed lamb steak, pumpkin and orange soup, and sole rolls with shrimp cream. While preparing for her job interview, Laura had become aware of the large scale of ARAMARK’s food service engagements. However, nothing had prepared Laura for the scale of the Beijing 2008 Olympics food service operations; Laura and all the other new employees had received a pre-event memo from their new boss, which stated that the ARAMARK team would be responsible for serving 3.5 million meals during the event (or 10,000 people per hour) that would not only pack a punch for peak performance but had to have the smells and tastes of home. The food service operations would have a staff of nearly 7,000—including some 230 chefs from 10 countries— to feed almost 65,000 athletes, coaches, officials, and members of the media throughout the Olympics. The memo further stated that ARAMARK’s biggest challenge would be to ensure that the food arrived at the right time, at the right temperature, and in the right quantities. In addition, dining during the Olympics would also be a social experience. Therefore, ARAMARK had to ensure that the athletes and visiting dignitaries got the highest quality service for a great experience. The memo also included a table (see Table 12.4), which listed some of the key inventories that needed to be managed to ensure that the food service operation was successful. After going through the memo and the attached table, Laura wondered if she should still feel lucky or she should start panicking. Her job was to support the assistant director in effectively managing inventory for the food service operations. She wondered if she could apply the concepts she learned about lean enterprise in her final semester operations management class to this first “real-world” job. Table 12.4 Inventory for 2008 Beijing Olympics Food Service Operations To serve a “world menu” of more than 800 recipes throughout the Games requires: • 93,000 pounds of seafood • 130 tons of meat • 38,000 pounds of pasta (dry) • 134,000 pounds of rice (about 20 million half-cup servings when cooked) • 743,000 (or 232 tons) potatoes • 800,000 (or 44 tons) eggs • 1 million apples • 936,000 bananas • 312,000 oranges • 684,000 carrots • Nearly 24 tons of onions • 50,000 pounds of mushrooms • 57,000 pounds of cheese • 190,000 loaves of bread • 5,500 pounds of butter • 16,000 pounds of tofu • 20,000 heads of lettuce All those ingredients will create a rotating menu of: • 320 hot main entrée dishes • 160 vegetable and potato dishes • 128 rice and pasta dishes • 400 different dessert, pastry, and bakery items

QUESTIONS

1. What are the unique aspects of inventory management in large-scale food services such as ARAMARK’s Olympic Games operations?

2. What lean production concepts can Laura apply in the above context? What challenges will she face?

3. What are the limits to applying lean principles in large food service operations such as ARAMARK’s Olympic Games operations?

Case Study 1

Reference: Hutt, M. & Speh, T. (2014), Business Marketing Management: B2B (11th edition), South-Western Cengage Learning.

Chapter 6 – Case Study page. 171-172

Schwinn: Could the Story Have Been Different?

At its peak, Schwinn had more than 2000 U.S. employees, produced hundreds of thousands of bicycles in five factories, and held 20 percent of the market. Today, however, Schwinn no longer exists as an operating company. The firm, founded in 1895, declared bankruptcy in 1992 and closed its last factory one year later. The Schwinn name is now owned by Canada-based firm and all of the bikes are manufactured in Asia. Harold L. Sirkin, a senior vice president at Boston Consulting Group, argues that Schwinn's story could have been different. He outlines two alternative pathways that might have provided a happier ending to the Schwinn story.

Alternative Reality One: Aim High

Under this scenario, Schwinn decided to center on midrange and premium segments of the market, leaving low-end bicycles for competitors. However, the firm determined that it could substantially reduce cost by turning to low-cost partners in rapidly developing economies for labor-intensive parts. Schwinn interviewed hundreds of potential suppliers and locked the best ones into long-term contracts. Schwinn then reconfigured its operations to perform final assembly and quality inspection in the United States. Still, the changes forced Schwinn to make some painful choices- nearly 30 percent of the workforce was laid off. However, such moves allowed Schwinn to produce bikes at half the previous cost, maintain a significant position in the midrange bicycle market, and leverage its product design capabilities to build a strong position for its brand in the high-end market. As a result, Schwinn is extremely competitive in the U.S. market and is a major exporter of premium bikes to China and Europe. Because of this growth, Schwinn now employs twice as many people in the United States as it did before outsourcing began.

Alternative Reality Two: If You Can't Beat Them, Join Them

Schwinn went on the offensive and moved as quickly as possible to open its own factory in China. By bringing its own manufacturing techniques and by training employees in China, Schwinn was able to achieve high quality and a much lower cost. However, the decision meant that 70 percent of Schwinn's U.S. workers would lose their jobs. But Schwinn kept expanding its China operations and soon started selling bicycles in Chinese market, not only at the low-end but also to the high-end, luxury segment, leveraging its brand name. Schwinn then extended its global operations and reach by adding new facilities in Eastern Europe and Brazil. The company has sold over 500,000 bikes in new markets.

My question is

How distinctive types of international strategy and the essential components of a global strategy are applied to this case study? Apply the theory studied in chapter 6 as well in other chapters to answer the question and also support the answer with other academic resources. (500 words).

it says that it is from chapter 6 of the Book Business Marketing Management (11 edition), Chapter 6.

Mrs. Ayesha Said is a 39-year-old Muslim Arab housewife and mother of six who immigrated to the United States from a rural town in southern Iraq 2 years ago. Her mother-in-law and her husband, Mr. Ahmed Said, accompanied her to the United States as participants in a post–Gulf War resettlement program, after they spent some time in a Saudi Arabian refugee camp. Their relocation was coordinated by a local international institution that provided an array of services for finding employment, establishing a household, enrolling the children in public schools, and applying for federal aid programs.

Mr. Ahmed, who completed the equivalent of high school, works in a local plastics factory. He speaks some English. He plans to attend an English-language class held at the factory for its many Iraqi employees. Mrs. Ayesha, who has very little formal schooling, spends her day cooking and caring for her children and spouse, with the assistance of her mother-in-law. She leaves their home, a three-bedroom upper flat in a poor area of the city, only when she accompanies her husband shopping or when they attend gatherings at the local Islamic center. These events are quite enjoyable because most of those using the center are also recently arrived Iraqi immigrants. She also socializes with other Iraqi women by telephone. Except for interactions with the American personnel at the institute, Mr. Ahmed and Mrs. Ayesha Said remain quite isolated from American society. They have discussed moving to Detroit because of its large Arab community.

Four of the Said children attend public elementary schools, participating in the English as a Second Language (ESL) program. Mr. Ahmed and Mrs. Ayesha are dismayed by their children’s rapid acculturation. Although Muslims do not practice holidays such as Halloween, Christmas, Valentine’s Day, and Easter, their children plead to participate in these school-related activities.

Mrs. Ayesha is being admitted to the surgical unit after a modified radical mastectomy to treat breast cancer. According to the physician’s notes, she discovered a “lump that didn’t go away” about 6 months ago while breast-feeding her youngest child. She delayed seeking care, hoping that inshallah, the lump would vanish. Access to care was also limited by Mrs. Ayesha’s preference for a female physician and her family’s financial constraints—that is, finding a female surgeon willing to treat a patient with limited financial means. Her past medical history includes measles, dental problems, headache, and a reproductive history of seven pregnancies. One child, born prematurely, died soon after birth. As you enter the room, you see Mrs. Ayesha dozing. Her husband, mother-in-law, and a family friend, who speaks English and Arabic and acts as the translator, are at her bedside.

1. Describe Arab Americans with respect to religion, education, occupation, income, and English-language skills. Compare the Said family with Arab Americans as a group.

Moveover Motors Ltd (MML), located in Melbourne, produces and sells a medium-sized family car called the Moveover Magnet. The company has been producing cars for the Australian market for over 30 years and began exporting a limited number of cars to the United States about 10 years ago. MML is a subsidiary of a Polish multinational that has not been satisfied with the losses that the company has been making in the last few years. The parent company in Poland is threatening to close the Australian factory unless MML can produce a profit in the next year of operations. The factory currently has a capacity to produce 50,000 cars per year but all realistic estimates of its market size, including the exports to the United States, suggest that it will not sell more than 30,000 cars per year in any of the next 5 years.

Jane Woodall, MML's CEO, was very concerned about MML's poor profitability. She asked Lester Bush, financial controller and Max Lemond, production manager, to see if there were ways to reduce costs and improve profitability.

Lester analysed the cost structure of MML and found the following:

Manufacturing costs:

Variable cost- $15,000 per car

Fixed cost- $450,000,000 for 30,000 cars, or $15,000 per car

Selling and administrative expenses: Variable cost- $5,000 per car

Fixed cost- $180,000,000

During the year end 30 June 2017, MML sold 28,000 Moveover Magnets for $40,000 each.

Lester considered the fact that the capacity of the factory significantly exceeds the production levels and realised that significant savings could be made in both the production and administrative fixed expenses if some of the factory were disposed of. He estimated that by reducing the capacity to 30,000 cars per year, the fixed manufacturing costs would fall to $300 million and the fixed administrative costs would decrease to $160 million.

Before Lester could report back to Jane, Max returned with a proposal to reduce the variable costs to 30% of revenues by reducing the costs MML incurred for safe disposal of wasted metals. Lester was concerned that this would expose the company to potential environmental liabilities and he let Max know it.

Lester: Max, we would need to estimate the potential environmental costs and include them in your Analysis.

Max: You can't do that. We are not violating any laws. There is some possibility that we may have to incur environmental costs in the future, but if we bring it up now, this proposal will not go through because our senior management always assumes these costs to be larger than they turn out to be. The market is tough, and we are in danger of shutting down the company. I don't want all my colleagues to lose their jobs. The only reason our competitors are making money is because they are doing exactly what I am proposing...

3. Discuss the ethical issues involved

A) Who are the stakeholders?

B) Is the production manager, Max, acting ethically? Which of the principles set out in the Code of

Ethics for Professional Accountants have been violated?

C) What are Lester's ethical obligations?

D)What should Lester do? Critically evaluate each course of action.

Study the case below and answer the questions given at the end:

BMW: Marketing Subsidiaries in Foreign Markets

BMW is a German manufacturer of high-quality motor cars, About half of its sales are in the German market, with the other half from exports. In reappraising Its markets and distribution strategy both in Germany and abroad, the company believed that its multiple layers of distribution were causing inefficiencies in its marketing efforts.

BMW Germany

Originally, BMW had a dual distribution system in Germany. It employed a strong wholesaler system along with direct distribution by BMW to large dealers. This system seemed to work effectively because BMW's market share in Germany doubled in 10 years. However, the company found share competitive distortions with this dual approach. For example, the wholesalers that received the same commission for wholesale transactions as for retails sales had gone into direct competition with retailers. The larger direct dealers sometimes sold more than the wholesalers but received the smaller dealer discount. The problems arising from BMW's distribution strategy caused the company to abolish its German wholesaler network. BMW expanded its direct dealer system to replace the business formerly handled by the wholesalers.

BMW Abroad

The company was planning to initiate a more direct selling method in its foreign markets as well as at home. It realized the need for care in order not to disturb existing import channels. However, the company believed that it was desirable to replace the present independent importers in foreign markets with company-owned marketing subsidiaries. The independent importers buy the cars from Germany and then resell to accredited dealers --- who sell them to the public, In moving to company-owned marketing subsidiaries, BMW was following the international marketing approach of Volkswagen and Daimler-Benz (with Mercedes). One of the major arguments presented for going direct was that BMW could save the 15 percent commission the company paid to its importer distributors in foreign markets.

France

In line with its new policy of more direct distribution in foreign markets, BMW formed its first marketing subsidiary in France. BMW Import SA replaced the former independent French importer (which had been called BMW France but now was renamed SFAM France). SFAM France continued to sell BMW cars to consumers through its retails outlets in Paris and in the provinces. Sales to dealers henceforth were made only by BMW Import SA, the company's wholly owned marketing subsidiary. This seemed to be successful in France.

United States

In implementing its new direct marketing approach in the U.S marker, BMW faced two alternatives. It could either take-over its present U.S. importer-distributor or establish a new and separate BMW marketing subsidiary as in France. The company wondered which of these alternatives would be best for the important U.S. market. BMW had about 250 dealers in the United States.

a) Do you see any disadvantage for BMW in going to direct distribution in foreign markets?

b) What advantages might the company realize by operating through its own marketing subsidiaries?

c) In marketing the decision for the U.S. market, what questions would you ask? What variables would you consider?

• IBM annual report for the fiscal year ended as on 2018 gives disclosures related to its management of foreign exchange risk under Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations on page no. 66 under the head Currency rate fluctuations and on page no. 67 Foreign Currency Exchange Rate Risk.
• Types of hedging instruments the company uses are forward contracts, futures contracts, interest rate swaps, cross currency swaps and options depending on underlying exposure.
  The company issues debt in the global capital markets to fund its operations and financing business. To manage these mismatches and to reduce overall interest cost, the company may use interest-rate swaps to convert specific fixed-rate debt issuances into variable-rate debt and to convert specific variable rate debt issuances into fixed-rate debt.
• The Company hedges net investments in foreign operations. A large portion of the company’s foreign currency denominated debt portfolio is designated as a hedge of net investment in foreign subsidiaries to reduce the volatility in stockholders’ equity caused by changes in foreign currency exchange rates in the functional currency of major foreign subsidiaries with respect to the U.S. dollar. The company also uses cross-currency swaps and foreign exchange forward contracts for this risk management purpose.

Pepsico is in the retail beverage industry. It has operations in over 200 countries and territories and employees 267,000 people (Pepsico, 2019). Just under half of those employees are in the United States.

Management of foreign exchange risks

            Pepsico discusses how they manage their foreign exchange risk in the Risk Management Framework section of their 10-K. 43% of their net revenues from last year came from operations outside of the United States (Pepsico, 2019). 2018 had an unfavorable foreign exchange, which reduces Pepsico’s net revenue by 1%. The unfavorable exchange came from the devaluing of Russian rubles, Turkish liras, and Brazilian reals against the US dollar.

            Pepsico manages their risk for fluctuation of exchanges rates through strategies that include global purchasing programs, productivity incentives and hedging. Any cash flows from risk reduction activities are included on their cash flow statement as operating activities.

Hedging types and instruments

            Pepsico’s strategies for hedging include using derivatives and debt instruments (Pepsico, 2019). The most common derivative they use are forward contracts with terms of no more than two years. The debt instruments utilized to maintain favorable interest rates are rate swaps, cross currency interest swaps, and treasury locks.

Effectiveness of foreign exchange hedges

            Pepsico has become more successful over the last several years effectively utilizing hedges. This can be seen when analyzing the foreign exchange loss. The better they become at predicting changes, the better hedge positions that can get on the market. In the end this will lead to smaller losses on foreign transactions and higher net revenue.

Required:

Discuss the differences noted in how IBM handles foreign exchange risk. Speculate as to why there are differences based on what has been researched about IBM and what was posted about Pepsico .

Write a narrative description highlighting the demographic changes seen in the Cumberland community in Illinois to explain the complete Data Template below for the general public. ? Demographics: Include the total number and percent of each in the Data Template below to gather data for both the county, state, and national data from both the 2000 and 2010 Census to show how the county has changed from the last Census as well as how it compares to the demographics of the state and the nation. The data template MUST be included as an appendix in your paper. ? Total Population (include the percent change in population from the 2000 to the 2010 Census) ? Age Distribution (use other similar parameters if unable to find the exact same in your research) ? Under 1 Year ? 1 to 5 Years ? 6 to 13 Years ? 14 to 17 Years ? 18 to 24 Years ? 25 to 49 Years ? 50 to 64 Years ? 65 to 84 Years ? 85 Years and Older ? Females 15 – 44 Years ? Gender ? Median Age ? Racial & Ethnic Composition ? Hispanic ? White (Non-Hispanic) ? Black ? Asian/Pacific Islander ? Socioeconomic Status (include total number and percentage of each) ? Median Household Income ? Persons Below 100% of Poverty Level ? Persons Below 200% of Poverty Level ? Households with Social Security Income ? Households with Public Assistance Income ? Unemployed Persons 16 Years & Older ? High School Graduates 25 Years & Older ? College Graduates 25 Years & Older.

Community Description Data Template

a) Assume that yesterday (April 22, 2020) the interest rate on dollar deposits in the U.S. was 0.02 (2%) per year and the interest rate on euro deposits was 0.02 (2%) per year. Investors yesterday expected that the exchange rate in one year (April 22, 2021) will be 2.02 dollars for one euro.

What was the current exchange rate in terms of dollars per euro yesterday (April 22, 2020)?

Illustrate your answer, using a graph with the rates of return (in dollars terms) on the horizontal axis, and the exchange rate on the vertical axis.

b) Now, assume that today (April 23, 2020) the Federal Reserve lowers the interest rate on dollar deposits to 0.01 (1%), and the European Central Bank lowers the interest rate on euro deposits to zero (0%). There is no change in the expected exchange rate a year from now - that is, on April 23, 2020 investors expect that the exchange rate on April 23, 2021 will be 2.02 dollars for a euro.

What is the current exchange rate today (April 23, 2020), right after the reductions in the interest rates? Has the dollar depreciated or appreciated between April 22 and April 23? Why? Is your answer consistent with the textbook’s claim that a reduction in the interest rate on dollar deposits should cause a depreciation of the dollar?

Illustrate your answer, using a new graph with the rates of return (in dollars terms) on the horizontal axis, and the exchange rate on the vertical axis.

c) What is the effect of the change in the exchange rate above (from April 22 to April 23, 2020) on exports of American goods to Europe? And on exports of European goods to the United States? Explain. (You don’t need to provide numbers, only the general direction of the changes: going up or going down). Who will benefit and who will lose from these changes in the United States?

d) Now, assume American exporters successfully lobby the Federal Reserve, and convince it to adopt a new monetary policy that will boost American exports. Thus, on April 24 the Federal Reserve decides to change the interest rate on dollar deposit once again, with the objective to cause a 1% depreciation of the dollar with respect to the euro (that is, a 1% increase in the amount of dollars required to buy a euro). Assume that the European Central Bank does not react to the new actions by the Federal Reserve, and that investors’ expectations about the future value of the euro remain unchanged (that is, they expect that the exchange rate on April 24, 2021 will be 2.02 dollars for a euro). What interest rate should the Federal Reserve select in order to achieve its objective? Explain.

Illustrate your answer, using a new graph with the rates of return (in dollars terms as usual) on the horizontal axis, and the exchange rate on the vertical axis.

e) Now assume that, unlike in part d), investors, when they hear that the Federal Reserve intends to devaluate the dollar today, also adjust their expectations about the future: now, they expect that the exchange rate on April 24, 2021 will be 2.0402 rather than 2.02. What interest rate should the Federal Reserve select now, on April 24, 2020, in order to achieve its goal of depreciating the dollar by 1% from April 23 to April 24? Explain (no need to illustrate this answer graphically, just give the answer in words).