The following test data apply to a 110 kVA, 2300 V three-phase four-pole 60 Hz induction motor.

No load test at rated voltage and frequency: Load current = 8.1 A, Three-phase power = 3025 W

Blocked-rotor test at rated current and 15 Hz: Line voltage = 268 V, Three-phase power = 10.2 kW

Stator resistance between line terminals = 2.34 Ω.

Compute the stator current and power factor, kW output, and efficiency when this motor is operating at rated voltage and frequency with a slip of 2.8 percent.

Mo’men, the sandwich company, launched its first branch in 1988 as a family-run business for sandwich takeaway and delivery. Today, Mo’men is the third biggest player in Egypt’s fast-food market and has the third biggest market share, serving over 9.5 million customers a year. This transformation from a small family business to one of Egypt’s leading fast-food players did not happen overnight; it is a result of a combination of ingredients, which, when put together, created the perfect recipe for success.

When the three Mo’men brothers first launched Mo’men, their main focus was to define its brand identity and product offering. They succeeded in building a brand with a local family feel. They also succeeded at differentiating Mo’men’s product offering across three levels: product composition, product packaging , and product variety. Once brand identity and product offering were defined, the next challenge was to expand Mo’men’s operations across Egypt without compromising the quality of its products or services. In order to do so, clearly defined operating standards had to be established and implemented. Accordingly, the Mo’men brothers developed the Mo’men standard review to audit the company operations and ensure consistency across all branches.

The idea behind Mo’men was to offer innovative sandwiches for quick pick-up or delivery to customers. The first branch opened in Heliopolis and did not have a sit-in area for dining. The business started with a capital of EGP 12,000 (US $2000) and no brand recognition. When the company launched, the main objective of the three brothers was to turn the store into a profitable, revenue-generating business; they successfully did so.

The first ingredient in Mo’men’s success was finding a catchy, easy to remember name that set it apart from international and local brands that would enter the Egyptian market. The name Mo’men was initially chosen in reference to the last name of the three founding brothers. This name has built the foundation for Mo’men’s brand image: it is catchy, easy to remember name with a local ring to it. “Mo’men” translating into ‘faithful” or “believer”, has a differentiated proposition from international competitors. It is seen as a home-grown champion in the Egyptian market which offers a blend between local taste and culture with international branding and quality.

Building a brand based on a family name instilled the second ingredient in Mo’men’s branding success: a strong sense of family culture. From the start of its operations in 1988 till today, Mo’men continues to value and emphasize the sense of family in its working culture. For instance, when Mo’men opened its second branch in Agamy, a popular summer destination in Egypt, its staff wore shorts and t-shirts to mirror the culture of its clients. The Agamy branch became an instant hit, and further expanded recognition of the Mo’men brand.

The second ingredient to Mo’men’s success is differentiation of its products. Mo’men was able to differentiate its products on three levels: product composition, product variety and product packaging.

Its key competitive advantage was to offer innovative sandwiches that were not already present in the market. The ingredients used were available and well-known in the market. However, the Mo’men brothers succeeded in combine these ingredients to create sandwiches that had anextra twist to them. For instance, when M’men first started , it was renowned for its shawarma sandwiches. The success of the shawarma sandwiches was due to the addition of extra spices that other shawarma sellers did no add. There was no R&D department. Instead the three Mo’men brothers would just try adding or removing ingredients until they found the perfect combination for the company’s signature sandwiches, such as the Chicken Keuive, were developed.

Mo’men also provided its customers with a large variety of sandwiches, making it one of the few players in Egypt fast-food market to offer such a wide range of choices. For instance, Mo’men offers customers six categories of food: chicken, seafood, salads, snacks and deserts. This categorization is similar to ther players in the market. However, what is different is the large number of different products offered under each category. Mo’men offers 12 beef sandwiches, 12 chicken sandwiches, 6 seafood sandwiches, 6 types of salads, and five different deserts; thereby ensuring every customer’s taste is met.

The Mo’men brothers then took an extra further step in differentiating their products. Not only did their sandwiches taste different , they were also packed differently. All sandwiches are packed in a colorful , high-quality carton, which is color-coded according to type of sandwich. Beef sandwiches are packed in red cartons, chicken sandwiches are packed in warm yellow cartons, and seafood sandwiches are packed in golden yellow cartons.

As production of Mo’men sandwiches began to grow, the Mo’men brothers wanted to ensure that all Mo’men sandwiches looked and tasted the same, regardless of who assembled them and where they were served. In order to fdo so the Mo’men brothers began to define operating standards. Operating standards included the exact amount of ingredients to be used in each sandwich, the amount of time each sandwich should be served in store, the exact way of communicating an order between staff, and so on. The Mo’men brothers recall the starting point for defining operating standards began with defining the exact amount of condiments to be used in each sandwich. Condiment jars were weighed before and after each sandwich was made. The net weight became the set target for condiment use per sandwich. Today, each Mo’men store has identical menus and identical sandwiches. Clearly defined operating standards and operating processes have enabled Mo’men to grow without compromising the quality of its products or service.

Clear definition of operating standards and processes enable Mo’men to deliver the same level of quality across its branches. However, in order to sustain this level of quality over time, a special ingredient needed to be present: the auditing of operating standards and processes. Auditing occurs in a cycle. It refers to the examination of each operating standard to ensure it is fully followed as well as continuous identification of ways to improve each operating standard. For example, when it comes to auditing operating standards for Mo’men sandwich delivery, an auditor examines each step involved in delivering the Mo’men sandwich , sets a target for the time this process should take, and continuously looks for ways to exceed the target delivery time. These new ways become the basis for anew action plan to improve delivery time, which is then audited again. Accordingly, the company has developed the Mo’men standard review (MSR), which is a scoring system for each restaurant, designed specifically to audit Mo’men’s level of service, quality and cleanliness. Each branch has a quality team which is responsible for filling out the MSR and communicating it to the branch staff. The MSR pinpoints critical areas of operational improvement. On reviewing the score, the branch’s staff can identify operational strengths as well as development areas. These development areas form the basis of a new action plan to further improve operations.

This combination of ingredients has created the perfect recipe for Mo’men’s local success. Mo’men restaurants are serving more than double the number of customers and achieving double the sales per restaurant compared to any of the international brands operating in Egypt. Today, Mo’men restaurants are in the process of rapid expansion to open more restaurants, serving Mo’men sandwich lovers all over Egypt and Overseas.

Mo’men’s next challenge is global expansion of its brand and products. It has set out on this path via a series of joint ventures and acquisitions. In October 2005, Mo’men opened its first branch in Sudan, which became an instant success, generating revenues four times those forescasted before its opening. Since then, Mo’men has opened up branches across the Arab world and beyond, with eight branches in Bahrain, three in Lybia, two in Sudan, one in Malaysia, and one in the UAE. The UAE expansion began in 2007 as a joint venture between Mo’men and AL Islami food, with a 15 year span and a total investment of US$22 million. In Malaysia, Mo’men is looking at acquiring a chain of about 20 restaurants for approximately US$5 million. According to Mo’mem’s chairman, the company is looking to acquire various local firms working in food production outside the meat and dairy sector, and has up to US$12.5 million to exapanf ist market presence globally. Saudi Arabia, Kuwait and the Emirates are among the markets in which the group is eyeing acquisitions.

Mo’men has gone from a small local takeaway and delivery business to Egypt’s third largest fast-food player after MC Donald’s and KFC. The Mo’men brothers leveraged Mo’men’s success in Egypt and aspired for global growth. Through a series of acquisitions and joint ventures, they were able to expand gradually throughout the Arab world. Mo’men’s plans dp not stop at global expansion. Mo’men group is planning to sell a 40 per cent stake in itself in an initial public offering (IPO)in late 2012. The IPO’s value would not be less than US$70 million. If Mo’men moves in this direction its main challenge would be to maintain a favorable environment for effective corporate governance, where each employee’s role is clearly defined and communicated, starting from the chairman all the way to the cleaner. Corporate governance is a key ingredient in maintaining transparency to investors.

the Q is :what expansion strategies did momen pursue? and what is his branding strategy ?

Mo’men, the sandwich company, launched its first branch in 1988 as a family-run business for sandwich takeaway and delivery. Today, Mo’men is the third biggest player in Egypt’s fast-food market and has the third biggest market share, serving over 9.5 million customers a year. This transformation from a small family business to one of Egypt’s leading fast-food players did not happen overnight; it is a result of a combination of ingredients, which, when put together, created the perfect recipe for success. When the three Mo’men brothers first launched Mo’men, their main focus was to define its brand identity and product offering. They succeeded in building a brand with a local family feel. They also succeeded at differentiating Mo’men’s product offering across three levels: product composition, product packaging , and product variety. Once brand identity and product offering were defined, the next challenge was to expand Mo’men’s operations across Egypt without compromising the quality of its products or services. In order to do so, clearly defined operating standards had to be established and implemented. Accordingly, the Mo’men brothers developed the Mo’men standard review to audit the company operations and ensure consistency across all branches. The idea behind Mo’men was to offer innovative sandwiches for quick pick-up or delivery to customers. The first branch opened in Heliopolis and did not have a sit-in area for dining. The business started with a capital of EGP 12,000 (US $2000) and no brand recognition. When the company launched, the main objective of the three brothers was to turn the store into a profitable, revenue-generating business; they successfully did so. The first ingredient in Mo’men’s success was finding a catchy, easy to remember name that set it apart from international and local brands that would enter the Egyptian market. The name Mo’men was initially chosen in reference to the last name of the three founding brothers. This name has built the foundation for Mo’men’s brand image: it is catchy, easy to remember name with a local ring to it. “Mo’men” translating into ‘faithful” or “believer”, has a differentiated proposition from international competitors. It is seen as a home-grown champion in the Egyptian market which offers a blend between local taste and culture with international branding and quality. Building a brand based on a family name instilled the second ingredient in Mo’men’s branding success: a strong sense of family culture. From the start of its operations in 1988 till today, Mo’men continues to value and emphasize the sense of family in its working culture. For instance, when Mo’men opened its second branch in Agamy, a popular summer destination in Egypt, its staff wore shorts and t-shirts to mirror the culture of its clients. The Agamy branch became an instant hit, and further expanded recognition of the Mo’men brand. The second ingredient to Mo’men’s success is differentiation of its products. Mo’men was able to differentiate its products on three levels: product composition, product variety and product packaging. Its key competitive advantage was to offer innovative sandwiches that were not already present in the market. The ingredients used were available and well-known in the market. However, the Mo’men brothers succeeded in combine these ingredients to create sandwiches that had anextra twist to them. For instance, when M’men first started , it was renowned for its shawarma sandwiches. The success of the shawarma sandwiches was due to the addition of extra spices that other shawarma sellers did no add. There was no R&D department. Instead the three Mo’men brothers would just try adding or removing ingredients until they found the perfect combination for the company’s signature sandwiches, such as the Chicken Keuive, were developed. Mo’men also provided its customers with a large variety of sandwiches, making it one of the few players in Egypt fast-food market to offer such a wide range of choices. For instance, Mo’men offers customers six categories of food: chicken, seafood, salads, snacks and deserts. This categorization is similar to ther players in the market. However, what is different is the large number of different products offered under each category. Mo’men offers 12 beef sandwiches, 12 chicken sandwiches, 6 seafood sandwiches, 6 types of salads, and five different deserts; thereby ensuring every customer’s taste is met. The Mo’men brothers then took an extra further step in differentiating their products. Not only did their sandwiches taste different , they were also packed differently. All sandwiches are packed in a colorful , high-quality carton, which is color-coded according to type of sandwich. Beef sandwiches are packed in red cartons, chicken sandwiches are packed in warm yellow cartons, and seafood sandwiches are packed in golden yellow cartons. As production of Mo’men sandwiches began to grow, the Mo’men brothers wanted to ensure that all Mo’men sandwiches looked and tasted the same, regardless of who assembled them and where they were served. In order to fdo so the Mo’men brothers began to define operating standards. Operating standards included the exact amount of ingredients to be used in each sandwich, the amount of time each sandwich should be served in store, the exact way of communicating an order between staff, and so on. The Mo’men brothers recall the starting point for defining operating standards began with defining the exact amount of condiments to be used in each sandwich. Condiment jars were weighed before and after each sandwich was made. The net weight became the set target for condiment use per sandwich. Today, each Mo’men store has identical menus and identical sandwiches. Clearly defined operating standards and operating processes have enabled Mo’men to grow without compromising the quality of its products or service. Clear definition of operating standards and processes enable Mo’men to deliver the same level of quality across its branches. However, in order to sustain this level of quality over time, a special ingredient needed to be present: the auditing of operating standards and processes. Auditing occurs in a cycle. It refers to the examination of each operating standard to ensure it is fully followed as well as continuous identification of ways to improve each operating standard. For example, when it comes to auditing operating standards for Mo’men sandwich delivery, an auditor examines each step involved in delivering the Mo’men sandwich , sets a target for the time this process should take, and continuously looks for ways to exceed the target delivery time. These new ways become the basis for anew action plan to improve delivery time, which is then audited again. Accordingly, the company has developed the Mo’men standard review (MSR), which is a scoring system for each restaurant, designed specifically to audit Mo’men’s level of service, quality and cleanliness. Each branch has a quality team which is responsible for filling out the MSR and communicating it to the branch staff. The MSR pinpoints critical areas of operational improvement. On reviewing the score, the branch’s staff can identify operational strengths as well as development areas. These development areas form the basis of a new action plan to further improve operations. This combination of ingredients has created the perfect recipe for Mo’men’s local success. Mo’men restaurants are serving more than double the number of customers and achieving double the sales per restaurant compared to any of the international brands operating in Egypt. Today, Mo’men restaurants are in the process of rapid expansion to open more restaurants, serving Mo’men sandwich lovers all over Egypt and Overseas. Mo’men’s next challenge is global expansion of its brand and products. It has set out on this path via a series of joint ventures and acquisitions. In October 2005, Mo’men opened its first branch in Sudan, which became an instant success, generating revenues four times those forescasted before its opening. Since then, Mo’men has opened up branches across the Arab world and beyond, with eight branches in Bahrain, three in Lybia, two in Sudan, one in Malaysia, and one in the UAE. The UAE expansion began in 2007 as a joint venture between Mo’men and AL Islami food, with a 15 year span and a total investment of US$22 million. In Malaysia, Mo’men is looking at acquiring a chain of about 20 restaurants for approximately US$5 million. According to Mo’mem’s chairman, the company is looking to acquire various local firms working in food production outside the meat and dairy sector, and has up to US$12.5 million to exapanf ist market presence globally. Saudi Arabia, Kuwait and the Emirates are among the markets in which the group is eyeing acquisitions. Mo’men has gone from a small local takeaway and delivery business to Egypt’s third largest fast-food player after MC Donald’s and KFC. The Mo’men brothers leveraged Mo’men’s success in Egypt and aspired for global growth. Through a series of acquisitions and joint ventures, they were able to expand gradually throughout the Arab world. Mo’men’s plans dp not stop at global expansion. Mo’men group is planning to sell a 40 per cent stake in itself in an initial public offering (IPO)in late 2012. The IPO’s value would not be less than US$70 million. If Mo’men moves in this direction its main challenge would be to maintain a favorable environment for effective corporate governance, where each employee’s role is clearly defined and communicated, starting from the chairman all the way to the cleaner. Corporate governance is a key ingredient in maintaining transparency to investors.

Q: What expansion strategies did Mo'men pursue?

Mo’men, the sandwich company, launched its first branch in 1988 as a family-run business for sandwich takeaway and delivery. Today, Mo’men is the third biggest player in Egypt’s fast-food market and has the third biggest market share, serving over 9.5 million customers a year. This transformation from a small family business to one of Egypt’s leading fast-food players did not happen overnight; it is a result of a combination of ingredients, which, when put together, created the perfect recipe for success.

When the three Mo’men brothers first launched Mo’men, their main focus was to define its brand identity and product offering. They succeeded in building a brand with a local family feel. They also succeeded at differentiating Mo’men’s product offering across three levels: product composition, product packaging , and product variety. Once brand identity and product offering were defined, the next challenge was to expand Mo’men’s operations across Egypt without compromising the quality of its products or services. In order to do so, clearly defined operating standards had to be established and implemented. Accordingly, the Mo’men brothers developed the Mo’men standard review to audit the company operations and ensure consistency across all branches.

The idea behind Mo’men was to offer innovative sandwiches for quick pick-up or delivery to customers. The first branch opened in Heliopolis and did not have a sit-in area for dining. The business started with a capital of EGP 12,000 (US $2000) and no brand recognition. When the company launched, the main objective of the three brothers was to turn the store into a profitable, revenue-generating business; they successfully did so.

The first ingredient in Mo’men’s success was finding a catchy, easy to remember name that set it apart from international and local brands that would enter the Egyptian market. The name Mo’men was initially chosen in reference to the last name of the three founding brothers. This name has built the foundation for Mo’men’s brand image: it is catchy, easy to remember name with a local ring to it. “Mo’men” translating into ‘faithful” or “believer”, has a differentiated proposition from international competitors. It is seen as a home-grown champion in the Egyptian market which offers a blend between local taste and culture with international branding and quality.

Building a brand based on a family name instilled the second ingredient in Mo’men’s branding success: a strong sense of family culture. From the start of its operations in 1988 till today, Mo’men continues to value and emphasize the sense of family in its working culture. For instance, when Mo’men opened its second branch in Agamy, a popular summer destination in Egypt, its staff wore shorts and t-shirts to mirror the culture of its clients. The Agamy branch became an instant hit, and further expanded recognition of the Mo’men brand.

The second ingredient to Mo’men’s success is differentiation of its products. Mo’men was able to differentiate its products on three levels: product composition, product variety and product packaging.

Its key competitive advantage was to offer innovative sandwiches that were not already present in the market. The ingredients used were available and well-known in the market. However, the Mo’men brothers succeeded in combine these ingredients to create sandwiches that had anextra twist to them. For instance, when M’men first started , it was renowned for its shawarma sandwiches. The success of the shawarma sandwiches was due to the addition of extra spices that other shawarma sellers did no add. There was no R&D department. Instead the three Mo’men brothers would just try adding or removing ingredients until they found the perfect combination for the company’s signature sandwiches, such as the Chicken Keuive, were developed.

Mo’men also provided its customers with a large variety of sandwiches, making it one of the few players in Egypt fast-food market to offer such a wide range of choices. For instance, Mo’men offers customers six categories of food: chicken, seafood, salads, snacks and deserts. This categorization is similar to ther players in the market. However, what is different is the large number of different products offered under each category. Mo’men offers 12 beef sandwiches, 12 chicken sandwiches, 6 seafood sandwiches, 6 types of salads, and five different deserts; thereby ensuring every customer’s taste is met.

The Mo’men brothers then took an extra further step in differentiating their products. Not only did their sandwiches taste different , they were also packed differently. All sandwiches are packed in a colorful , high-quality carton, which is color-coded according to type of sandwich. Beef sandwiches are packed in red cartons, chicken sandwiches are packed in warm yellow cartons, and seafood sandwiches are packed in golden yellow cartons.

As production of Mo’men sandwiches began to grow, the Mo’men brothers wanted to ensure that all Mo’men sandwiches looked and tasted the same, regardless of who assembled them and where they were served. In order to fdo so the Mo’men brothers began to define operating standards. Operating standards included the exact amount of ingredients to be used in each sandwich, the amount of time each sandwich should be served in store, the exact way of communicating an order between staff, and so on. The Mo’men brothers recall the starting point for defining operating standards began with defining the exact amount of condiments to be used in each sandwich. Condiment jars were weighed before and after each sandwich was made. The net weight became the set target for condiment use per sandwich. Today, each Mo’men store has identical menus and identical sandwiches. Clearly defined operating standards and operating processes have enabled Mo’men to grow without compromising the quality of its products or service.

Clear definition of operating standards and processes enable Mo’men to deliver the same level of quality across its branches. However, in order to sustain this level of quality over time, a special ingredient needed to be present: the auditing of operating standards and processes. Auditing occurs in a cycle. It refers to the examination of each operating standard to ensure it is fully followed as well as continuous identification of ways to improve each operating standard. For example, when it comes to auditing operating standards for Mo’men sandwich delivery, an auditor examines each step involved in delivering the Mo’men sandwich , sets a target for the time this process should take, and continuously looks for ways to exceed the target delivery time. These new ways become the basis for anew action plan to improve delivery time, which is then audited again. Accordingly, the company has developed the Mo’men standard review (MSR), which is a scoring system for each restaurant, designed specifically to audit Mo’men’s level of service, quality and cleanliness. Each branch has a quality team which is responsible for filling out the MSR and communicating it to the branch staff. The MSR pinpoints critical areas of operational improvement. On reviewing the score, the branch’s staff can identify operational strengths as well as development areas. These development areas form the basis of a new action plan to further improve operations.

This combination of ingredients has created the perfect recipe for Mo’men’s local success. Mo’men restaurants are serving more than double the number of customers and achieving double the sales per restaurant compared to any of the international brands operating in Egypt. Today, Mo’men restaurants are in the process of rapid expansion to open more restaurants, serving Mo’men sandwich lovers all over Egypt and Overseas.

Mo’men’s next challenge is global expansion of its brand and products. It has set out on this path via a series of joint ventures and acquisitions. In October 2005, Mo’men opened its first branch in Sudan, which became an instant success, generating revenues four times those forescasted before its opening. Since then, Mo’men has opened up branches across the Arab world and beyond, with eight branches in Bahrain, three in Lybia, two in Sudan, one in Malaysia, and one in the UAE. The UAE expansion began in 2007 as a joint venture between Mo’men and AL Islami food, with a 15 year span and a total investment of US$22 million. In Malaysia, Mo’men is looking at acquiring a chain of about 20 restaurants for approximately US$5 million. According to Mo’mem’s chairman, the company is looking to acquire various local firms working in food production outside the meat and dairy sector, and has up to US$12.5 million to exapanf ist market presence globally. Saudi Arabia, Kuwait and the Emirates are among the markets in which the group is eyeing acquisitions.

Mo’men has gone from a small local takeaway and delivery business to Egypt’s third largest fast-food player after MC Donald’s and KFC. The Mo’men brothers leveraged Mo’men’s success in Egypt and aspired for global growth. Through a series of acquisitions and joint ventures, they were able to expand gradually throughout the Arab world. Mo’men’s plans dp not stop at global expansion. Mo’men group is planning to sell a 40 per cent stake in itself in an initial public offering (IPO)in late 2012. The IPO’s value would not be less than US$70 million. If Mo’men moves in this direction its main challenge would be to maintain a favorable environment for effective corporate governance, where each employee’s role is clearly defined and communicated, starting from the chairman all the way to the cleaner. Corporate governance is a key ingredient in maintaining transparency to investors.

Q1) Explain Mo'men's branding strategies?

Mo’men, the sandwich company, launched its first branch in 1988 as a family-run business for sandwich takeaway and delivery. Today, Mo’men is the third biggest player in Egypt’s fast-food market and has the third biggest market share, serving over 9.5 million customers a year. This transformation from a small family business to one of Egypt’s leading fast-food players did not happen overnight; it is a result of a combination of ingredients, which, when put together, created the perfect recipe for success. When the three Mo’men brothers first launched Mo’men, their main focus was to define its brand identity and product offering. They succeeded in building a brand with a local family feel. They also succeeded at differentiating Mo’men’s product offering across three levels: product composition, product packaging , and product variety. Once brand identity and product offering were defined, the next challenge was to expand Mo’men’s operations across Egypt without compromising the quality of its products or services. In order to do so, clearly defined operating standards had to be established and implemented. Accordingly, the Mo’men brothers developed the Mo’men standard review to audit the company operations and ensure consistency across all branches. The idea behind Mo’men was to offer innovative sandwiches for quick pick-up or delivery to customers. The first branch opened in Heliopolis and did not have a sit-in area for dining. The business started with a capital of EGP 12,000 (US $2000) and no brand recognition. When the company launched, the main objective of the three brothers was to turn the store into a profitable, revenue-generating business; they successfully did so. The first ingredient in Mo’men’s success was finding a catchy, easy to remember name that set it apart from international and local brands that would enter the Egyptian market. The name Mo’men was initially chosen in reference to the last name of the three founding brothers. This name has built the foundation for Mo’men’s brand image: it is catchy, easy to remember name with a local ring to it. “Mo’men” translating into ‘faithful” or “believer”, has a differentiated proposition from international competitors. It is seen as a home-grown champion in the Egyptian market which offers a blend between local taste and culture with international branding and quality. Building a brand based on a family name instilled the second ingredient in Mo’men’s branding success: a strong sense of family culture. From the start of its operations in 1988 till today, Mo’men continues to value and emphasize the sense of family in its working culture. For instance, when Mo’men opened its second branch in Agamy, a popular summer destination in Egypt, its staff wore shorts and t-shirts to mirror the culture of its clients. The Agamy branch became an instant hit, and further expanded recognition of the Mo’men brand. The second ingredient to Mo’men’s success is differentiation of its products. Mo’men was able to differentiate its products on three levels: product composition, product variety and product packaging. Its key competitive advantage was to offer innovative sandwiches that were not already present in the market. The ingredients used were available and well-known in the market. However, the Mo’men brothers succeeded in combine these ingredients to create sandwiches that had anextra twist to them. For instance, when M’men first started , it was renowned for its shawarma sandwiches. The success of the shawarma sandwiches was due to the addition of extra spices that other shawarma sellers did no add. There was no R&D department. Instead the three Mo’men brothers would just try adding or removing ingredients until they found the perfect combination for the company’s signature sandwiches, such as the Chicken Keuive, were developed. Mo’men also provided its customers with a large variety of sandwiches, making it one of the few players in Egypt fast-food market to offer such a wide range of choices. For instance, Mo’men offers customers six categories of food: chicken, seafood, salads, snacks and deserts. This categorization is similar to ther players in the market. However, what is different is the large number of different products offered under each category. Mo’men offers 12 beef sandwiches, 12 chicken sandwiches, 6 seafood sandwiches, 6 types of salads, and five different deserts; thereby ensuring every customer’s taste is met. The Mo’men brothers then took an extra further step in differentiating their products. Not only did their sandwiches taste different , they were also packed differently. All sandwiches are packed in a colorful , high-quality carton, which is color-coded according to type of sandwich. Beef sandwiches are packed in red cartons, chicken sandwiches are packed in warm yellow cartons, and seafood sandwiches are packed in golden yellow cartons. As production of Mo’men sandwiches began to grow, the Mo’men brothers wanted to ensure that all Mo’men sandwiches looked and tasted the same, regardless of who assembled them and where they were served. In order to fdo so the Mo’men brothers began to define operating standards. Operating standards included the exact amount of ingredients to be used in each sandwich, the amount of time each sandwich should be served in store, the exact way of communicating an order between staff, and so on. The Mo’men brothers recall the starting point for defining operating standards began with defining the exact amount of condiments to be used in each sandwich. Condiment jars were weighed before and after each sandwich was made. The net weight became the set target for condiment use per sandwich. Today, each Mo’men store has identical menus and identical sandwiches. Clearly defined operating standards and operating processes have enabled Mo’men to grow without compromising the quality of its products or service. Clear definition of operating standards and processes enable Mo’men to deliver the same level of quality across its branches. However, in order to sustain this level of quality over time, a special ingredient needed to be present: the auditing of operating standards and processes. Auditing occurs in a cycle. It refers to the examination of each operating standard to ensure it is fully followed as well as continuous identification of ways to improve each operating standard. For example, when it comes to auditing operating standards for Mo’men sandwich delivery, an auditor examines each step involved in delivering the Mo’men sandwich , sets a target for the time this process should take, and continuously looks for ways to exceed the target delivery time. These new ways become the basis for anew action plan to improve delivery time, which is then audited again. Accordingly, the company has developed the Mo’men standard review (MSR), which is a scoring system for each restaurant, designed specifically to audit Mo’men’s level of service, quality and cleanliness. Each branch has a quality team which is responsible for filling out the MSR and communicating it to the branch staff. The MSR pinpoints critical areas of operational improvement. On reviewing the score, the branch’s staff can identify operational strengths as well as development areas. These development areas form the basis of a new action plan to further improve operations. This combination of ingredients has created the perfect recipe for Mo’men’s local success. Mo’men restaurants are serving more than double the number of customers and achieving double the sales per restaurant compared to any of the international brands operating in Egypt. Today, Mo’men restaurants are in the process of rapid expansion to open more restaurants, serving Mo’men sandwich lovers all over Egypt and Overseas. Mo’men’s next challenge is global expansion of its brand and products. It has set out on this path via a series of joint ventures and acquisitions. In October 2005, Mo’men opened its first branch in Sudan, which became an instant success, generating revenues four times those forescasted before its opening. Since then, Mo’men has opened up branches across the Arab world and beyond, with eight branches in Bahrain, three in Lybia, two in Sudan, one in Malaysia, and one in the UAE. The UAE expansion began in 2007 as a joint venture between Mo’men and AL Islami food, with a 15 year span and a total investment of US$22 million. In Malaysia, Mo’men is looking at acquiring a chain of about 20 restaurants for approximately US$5 million. According to Mo’mem’s chairman, the company is looking to acquire various local firms working in food production outside the meat and dairy sector, and has up to US$12.5 million to exapanf ist market presence globally. Saudi Arabia, Kuwait and the Emirates are among the markets in which the group is eyeing acquisitions. Mo’men has gone from a small local takeaway and delivery business to Egypt’s third largest fast-food player after MC Donald’s and KFC. The Mo’men brothers leveraged Mo’men’s success in Egypt and aspired for global growth. Through a series of acquisitions and joint ventures, they were able to expand gradually throughout the Arab world. Mo’men’s plans dp not stop at global expansion. Mo’men group is planning to sell a 40 per cent stake in itself in an initial public offering (IPO)in late 2012. The IPO’s value would not be less than US$70 million. If Mo’men moves in this direction its main challenge would be to maintain a favorable environment for effective corporate governance, where each employee’s role is clearly defined and communicated, starting from the chairman all the way to the cleaner. Corporate governance is a key ingredient in maintaining transparency to investors.

What are the key ingredients in Mo'men's success?

a. What are the research reliability and validity? What is internal validity and construct validity? What are the difference between reliability and validity?

b. Please describe research hypothesis and statistical hypothesis. What are the difference between these two kinds of hypotheses?

c. What are three level of research? Exploratory research, descriptive research and explanatory research? What are the difference between them?

d. What are case-control design, nested case-control design, and cohort design? What are the difference between case-control design and population-based case-control / nested case-control design, and cohort design?

e. Please define the relative risk (RR) and odds ratio (OR). What is the difference between relative risk and odds ratio?

f. Please describe the number needed to treat (NNT) and number needed to harm (NNH). What is the difference between NNT and NNH?

The Sherriton Hotels chain embarked on a new customer loyalty programe in 2017. The 2017 year-end data have been collected, and it is now time for you to determine whether the loyalty program should be continued, discontinued, or perhaps altered to improve loyalty and profitability levels at Sherriton.

Sherriton’s loyalty programme consists of three different customer loyalty levels. All new customers can sign up for the Sherriton Bronze Card, which provides guests with a complimentary bottle of wine per night (at a cost to the chain of $5 per bottle) and $20 in restaurant coupons each night (at a cost to the chain of $10). Bronze customers also receive a 10% discount on the nightly rate. The programme enables the chain to track a member’s stays and activities. Once customers have stayed and paid for 20 nights at any of the chain’s locations worldwide, they are upgraded to Silver Customer status. Silver benefits include

the bottle of wine (costing the chain $5 per bottle per night), $30 in restaurant coupons per night (costing the chain $15), and 20% off every night from the 21st night onwards. A customer who reaches the 50-night level is upgraded to Gold Customer status. Gold status increases the nightly discount to 30% and replaces the $5 bottle of wine with a bottle

of champagne per night (costing the chain is $20 per bottle). Also, $40 in restaurant coupons per night are granted (costing the chain $20). Assume all bottles and coupons offered are used.

The average full price for one night’s stay is $200. The chain incurs variable costs of $65 per night, exclusive of loyalty programme costs. The total fixed costs for the chain are $140,580,000. Sherriton operates 10 hotels, with, on average, 500 rooms each. All hotels are open for business 365 days a year, and approximate an average occupancy rate of around 80%. The following are some loyalty programme characteristics:

Loyalty Number of      Average number of

Programme           customers       nights per customer

Gold 2,430 60

Silver 8,340 35

Bronze 80,300          10

No program 219,000          1

Note that a Gold Customer would have received the 10% discount for his or her first 20 stays, the 20% discount for the next 30 stay s, and the 30% discount only for the last 10 nights. Assume that all programme members signed on to the programme the first time they stayed with one of the chain’s hotels. Also, assume the restaurants are managed by a 100%-owned subsidiary of Sherriton.

Required:

a Calculate the programme’s contribution margin for each of the three programmes, as well as for the customers not subscribing to the loyalty programme. Which of the programmes is the most profitable? Which is the least profitable? Do not allocate fixed costs to individual rooms or specific loyalty programmes.

b Prepare an income statement for Sherriton for the year ended December 31, 201

c What is the average room rate per night? What are average variable costs per night inclusive of the loyalty programme? (

d Explain what drives the profitability (or lack thereof) of Sherriton’s loyalty programme.

Your neighborhood homeowners’ association (HOA) conducted a survey to collect data about people in your neighborhood. Based on the survey results, the HOA will decide what to spend money on. Here are the results of the survey:

• Between one-fourth and one-third of the people in your neighborhood are younger than eighteen years of age.

• Between one-half and two-thirds of the people are over the age of forty.

• Between one-sixth and one-fifth of the people in your neighborhood golf on Saturdays in the summer. Between two-thirds and three-fourths of the people in your neighborhood go to the pool on Saturdays in the summer. The rest prefer indoor activities.

• Your neighborhood has 120 people.

What are the greatest and least numbers of people who are between the ages of eighteen and forty and who prefer indoor activities?

Spartan Corporation manufactures quidgets at its plant in Sparta, Michigan. Spartan sells its quidgets to customers in the United States, Canada, England, and Australia.

Spartan markets its products in Canada and England through branches in Toronto and London, respectively. Title transfers in the United States on all sales to U.S. customers and abroad (FOB: destination) on all sales to Canadian and English customers. Spartan reported total gross income on U.S. sales of $11,400,000 and total gross income on Canadian and U.K. sales of $3,800,000, split equally between the two countries. Spartan paid Canadian income taxes of $456,000 on its branch profits in Canada and U.K. income taxes of $532,000 on its branch profits in the U.K. Spartan financed its Canadian operations through a $9 million capital contribution, which Spartan financed through a loan from Bank of America. During the current year, Spartan paid $540,000 in interest on the loan.

Spartan sells its quidgets to Australian customers through its wholly owned Australian subsidiary. Title passes in the United States (FOB: shipping) on all sales to the subsidiary. Spartan reported gross income of $2,040,000 on sales to its subsidiary during the year. The subsidiary paid Spartan a dividend of $703,500 on December 31 (the withholding tax is 0 percent under the U.S.- Australia treaty). Spartan was deemed to have paid Australian income taxes of $346,500 on the income repatriated as a dividend.

a. Compute Spartan’s foreign source gross income and foreign tax (direct and withholding) for the current year.

b. Assume 20 percent of the interest paid to Bank of America is allocated to the numerator of Spartan’s FTC limitation calculation. Compute Spartan Corporation’s FTC limitation using your calculation from question a and any excess FTC or excess FTC limitation (all of the foreign source income is put in the general category FTC basket). (Do not round intermediate calculations.)