...Examen #1 1. Are the Chinese domestic vehicle producer’s strategies good enough to be implanted in another country? With this few arguments is very difficult to determine if the strategies used by the Chinese are good enough to be implemented in another country. What is true is that the automotive industry in China represents an extraordinary case of industry development. In recent years, China has become the world’s fastest growing automotive producer despite the global economic situation. the domestic Chinese auto industry has made substantial progress. Many independent domestic automotive manufacturers have emerged and have ambitions to make cars for developed countries. Although they have to overcome difficulties, such as creating their own designs and meeting world standards in terms of product quality, safety, and environmental features, the domestic manufacturers are expanding their market share and moving up the value chain. Moreover, among the leading vehicle producers, China has been the only one showing substantial and continuous growth in its production level. Apparently the quality of Chinese cars is good, because their price devaluation over the years is less than other car from another country, particularly American cars. People all over the world trust Chinese cars. With this being said, I think their strategies are good enough to be implemented in other countries. 2. What type of leader do they need to deal with such strategies? To deal with...
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...Assignment #3: iPremier BADM 350 1. How well did the iPremier Company perform during the seventy-five-minute attack? If you were Bob Turley, what might you have done differently during the attack? Normally, a company would follow emergency procedures while dealing with crises, but in iPremier’s case, there was no emergency procedure available. Under these circumstances, and with no prior experience with security breaches, I believe the company performed well. Bob Turley communicated well with the other members of the company, but if I were in his shoes, I would have been more conservative and acted faster. In responding to the crisis, there were two main issues that iPremier faced – understanding the attack, and restoring order. First, regarding understanding the nature of the attack, I believe Leon performed poorly. He did not come up with any hypotheses for what had happened, nor did he fully explain the enemies that his company might have created through World of Warcraft. On the other hand, Joanne made the correct decision to go to Qdata in person to look at the traffic going in to iPremier’s site, and figure out the details of the attack from there. As for restoring order, both Tim and Stewart gave Bob their professional opinion, and explained to him their views on pulling the plug. If I were in Bob Turley’s shoes, I would have decided to pull the plug as soon as I heard both sides of the plug-pulling argument. Tim said that pulling the plug would destroy the log...
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...3D digital cities models are assisting officials in Salzburg, Incheon and Vancouver in their infrastructure and development projects. Salzburg, Austria was the first city to try the 3D digital city models, and intends to use the models as a guide to new development projects while retaining the traditional architecture of the city. In Salzburg the 3D digital models will be used as a broad scale map to the more traditional and historical areas in the city, and to areas where the city can and must modernize. The 3D digital maps also allow a view of the areas more ready for and in need of the various construction and infrastructure projects. The second city to try the 3D maps, Incheon, South Korea, intends to use the maps to revitalize certain areas in the city and to technologically overall other areas. Incheon's plans comprise of a technological overall including the addition of high speed internet communications and an automated transportation system. Inceheon’s 3D models are essential for these plans as they would allow the city planners and developers to virtually simulate the proposed projects, using real world scenarios. The third major city to incorporate the 3D digital models, Vancouver, Canada, intends on using it’s models to help update city infrastructure and for new city development projects. The 3D models will also help city officials to coordinate better with each other, as the models make it easier for the associated parties to understand the city layout and proposed...
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...Instructor: Lou Villalba| Badm 204- 03 | October 6, 2015 Instructor: Lou Villalba| Badm 204- 03 | October 6, 2015 Vision, Mission and Goals of Loblaw Companies Limited’s Jingjing Li (100090702) Assignment #1 Vision, Mission and Goals of Loblaw Companies Limited’s Jingjing Li (100090702) Assignment #1 Introduction Loblaw Companies Limited is the largest food retailer in Canada, with over 1400 supermarkets operating under. The purpose of this report is to analyze Loblaw’s Vision, Mission, and goals, and to verify whether these statements could meet the criteria identified in the textbook. Brief recommendations are provided if any of the statements don’t meet the criteria. Vision Statement The company’s vision has three core themes: “Simplify, Innovate and Grow” (Loblaw Companies Limited, 2007 Annual report) | | Effective elements | * Memorable * Flexible * Forward- looking: Brings change and hope for the future * Graphic: Shapes the company’s strategy | Shortcomings | * Short * The language is overly broad * Not focused enough * Lack explanation about business sense | Comment and Recommendation: Loblaw’s vision statement of “Simplify, Innovate and Grow” has both strength and weakness. On the strength side, firstly...
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...Felicia Andersson BADM 2003W 3/4/2012 Paper 2 Introduction to Company: Coastal Uniforms is a Boston-based publicly traded U.S. Company with $200 million in sales and 2,000 employees (Cases in Business Ethics). Coastal provided work uniforms and uniform cleaning services to manufacturing and services industries. Until 1999, “Coastal had achieved steady growth for the past 22 straight years”, after 1999 the company started having some financial issues. Corners were cut in the manufacturing process and management started adding fees to the invoices without letting customers know. Summary of Past Activities: In 1999, Coastal noticed that several small competitors had negotiated some key contracts away from Coastal. Sales and profit were flat this year and Coastal management’s “Rule 35” was not going to be met. This was only the start of Coastal’s rough decline. In 2000, Coastal decreased the quality of their uniforms by ordering lower quality cotton and polyester uniforms, yet they sold them at the same price as the higher quality ones. They also reduced “unnecessary features” such as extra buttons, snaps on cuffs and name patches were sewn on using wider stitches. Coastal stopped putting their customer first and started prioritizing profit. They also added a “delivery surcharge” to each order, and only removed the extra cost for those few customers who complained. The sales quotas for delivery personnel were increased from $300/week to $800/week. In one year, Coastal...
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...The Origins of Managerial Thought Pre-Industrial Revolution Influences 1000 BC perceptive officials in China were writing about how to manage and control organized human activity Egyptians and Romans implemented management systems as well late Middle Ages (15th and 16th centuries) Venice and Florence were managing with ‘modern’ procedures Industrial Revolution in England beginning of the end of the domestic production system= steam engine (1765) factories established themselves in England and to create maximum efficiency, division of labor began (championed by Adam Smith, a founder of modern econ) aside from how to divide up work efficiently, another issue was how to manage these factories’ entrepreneurs or factory owners began to implement management systems (ex. Robert Owen and Charles Babbage) Industrial Revolution in America America flourished during IR due to abundance of raw materials and natural resources also gained an advantage from the early trail and error of their English counterparts revolution began in textiles Railroads=first systematic thinking emerged about how to manage a company more effectively since RR has to organize, coordinate, and supervise multiple operations in widely geographical locations * Pioneers: The Scientific Management Approach rapid growth in # and size of factories in 1865 resulted in increased attention to the issue of how to improve industrial efficiency pro engineers began to address problem in 1880s Henry R. Towne and...
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...Coke vs Pepsi 5-Forces Industry Analysis Barriers to Entry – Medium There are low capital requirements. This is because the concentrate producers outsource their bottling. Hereby they don’t need to build expensive plants or worry about economies of scale. “The CSDs manufacturing process involved relatively little capital investment in machinery, overhead, or labor.” Consumers have no switching costs. They can easily switch to another brand without experiencing costs. The CSDs manufactures are likely to invest heavily in advertising to gain brand loyalty and brand identification. “A concentrate producer’s most significant costs were for advertising, promotion, market research, and bottles support.” For new competitors it’s hard to gain access to distribution channels. The competition for shelf space is fierce because of the intense competition in the CSD industry. “An ever-expanding array of products and packages created intense competition for shelf space.” Power of Suppliers – Weak The ingredients the concentrate producers use are cheap and easy to get. There are a lot of substitutes available if the supplier threatened to raise his price. “Concentrate producers required few inputs: the concentrate for most regular colas consisted of caramel coloring,” Power of Buyers – Medium The power of buyers depends over which distribution channel we are talking about. For example the mass merchandiser category had high buyer power because they also sold their own private-label...
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...1. Informal economy: refers to commercial activities that occur at least partly outside a governing body’s observation, taxation, and regulation. * 1 central feature: it is unregulated by the institutions of society in a legal and social environment in which similar activities are regulated. * Reason to cause it happened: (1). An inability of a nation’s economic environment to create a significant number of jobs relative to available workers. (2). Global recession (3). Government’s inability to facilitate growth efforts in their nation’s economic environment is another issue. * Threat: may have a cost advantage when competing against formal economy firms in that they do not pay taxes or incur the costs of regulations. 2. Formal economy: is comprised of commercial activities that a governing body taxes and monitors for society’s benefit and whose outputs are included in a country’s gross domestic product. But the informal economy is also prominent in developed countries such as Finland, Germany, and France (where this economy is estimated to account for 18.3 percent, 16.3 percent, and 15.3 percent, Hitt, Michael A.; Ireland, R. Duane; Hoskisson, Robert E. (2014-01-01). Strategic Management: Concepts and Cases: Competitiveness and Globalization (Page 51). South-Western College Pub. Kindle Edition. the analysis of the general environment allows firms to identify opportunities and threats. Hitt, Michael A.; Ireland, R. Duane; Hoskisson...
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...Badm 324 Individual Assignment 3 Throsel-Teskey Drilling Immediate issue that Alison needs to resolve is to prepare a plan for the CEO to reduce inventory. Hence, 1. Do a financial (quantitative) analysis of the situation. (10 points) Currently, it has been seven months since the merger with Teskey-Dean which was owned by Jongsma Equity Partners. While sales have increased 40 percent, inventory levels have more than doubled going from $5.990 million to $12.584 million. The merger was supposed to help consolidate purchases from a smaller number of suppliers, but this clearly isn’t working out as planned due to the large inventory levels. The company is dealing with a large increase in demand, and the stakeholders are also pushing for results and answers to the inventory question. In the past, actual drilling supplies accounted for roughly half of the total spend of 25-27 million dollars from 400 suppliers. The goal was to reduce the number of suppliers though within the company and with the merger. Given the quantitative data in the case, we can take a deeper look at where things are at compared to where they should be. Off first glance, it is obvious that the budget for January – May falls far short of the actual inventory. In fact, there is a 61 percent increase when comparing the Inventory budget for January and the Inventory Actual. This type of increase only continues through May with the gaps getting larger and larger. The increase is so significant that the total...
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...BADM 320: Principles of Marketing University of Illinois at Urbana-Champaign Spring 2014 Class Location: 141 Wohlers Hall Instructor: Dr. Mark Wolters Email: mwolter@illinois.edu (badm320uiuc@gmail.com for TAs) Twitter: @woltersworld Mailbox: 350A Wohlers Hall – Professor’s Office: 10 Wohlers Hall Office Hours: Prof. Wolters Tuesday & Thursday 9:30-11:00 & 2:00-3:20 or by appointment. The day preceeding each exam the professor will be in the BIF Atrium answering questions, time TBA. Course Website and Social Media Sites: www.woltersworld.com follow the “Business Courses” link for BADM 320 Principles of Marketing for class slides, summary videos and course information. Additionally, course topic blogs will be posted here. www.youtube.com/woltersworld location of summary videos for class topics. Please subscribe in order to receive new class videos. www.twitter.com/woltersworld for weekly class topics, course updates, in class discussion facilitation, please follow in order to keep up with class room discussions. “Like” Wolters World on Facebook: Class videos will be posted as well as discussion topics and Frequently Asked Questions. The course has a Compass 2G page for slides, documentation and quizes. Lecture Times: Tuesday and Thursday 8:00-9:20. Teaching Assistants’ Information: Hyewon Cho: Office Hours: Mondays 3:30-5:00, Survey Building 202 Yaxian Xie: Office Hours: Wednesdays 1:30-3:00pm, Survey Building Room 202 Email for BADM 320 Questions:...
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...operational objectives/plans to accomplish your mission of gaining a college education. Strategic Plan: Contains answers to who, what, where, when, how, and how much for achieving strategic goals - long-term, companywide goals established by top management (p.89) Tactical Plan: Developed by middle managers, this plan has more details, shorter time frames, and narrower scopes than a strategic plan; it usually spans over a year or less (p.90) Operational Plan: The first-line managers tool for executing daily, weekly, monthly activities. Operational plans fall into two main categories – single-use and standing plans (p.91) Gather materials needed for future classes. Gather materials needed for future classes. Complete BADM 155 successfully Complete BADM 155 successfully Study and complete tests successfully Study and complete tests successfully Turn in all assignments on time Turn in all assignments on time Complete all courses for HR management degree successfully within the next year. Sign up for classes used info-online and financial aid. Complete all courses for HR management degree successfully within the next year. Sign up for classes used info-online and financial aid. I, (who) , will complete multiple courses(how) at MATC (where) to meet the requirements to graduate with an associate in HR management (what)when I complete all courses successfully required (when). I, (who) , will complete multiple courses(how) at MATC (where) to meet the requirements...
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...BADM 566 Supply Chain Management- write-up 3 Advancement Team 5: Yu Ting Tseng, Evren Yücel, Aslanbek Amrin, Nick Timmons, Jiraphong Tisavipat 1. HP is in an inventory crisis. What should it do? Qualitatively evaluate the options in case A. There are two significant, main issues in this case. First, we are inquiring into the best way to satisfy customer needs in terms of product availability, whilst minimizing inventory. The second refers to what exactly minimizing inventory means; is driving towards zero the proper focus for level of inventory? These issues arise because of H-P’s incredible success in the Inkjet Printers space. Their huge sales growth with the revolutionary Deskjet brought great revenue; And with that, the archetypal dual supply chain problem of decreasing availabilities amidst increasing inventories. There are several significant recommendations that we have, broken down according to A-E, listed below: A. Building a new European factory: We do not recommend building a new factory in Europe, because it is not entirely clear whether or not European volumes are large enough for the area to justify its own site. To be sure, the average demand in Europe is ~23,000 units/month, which is only 44% of total demand that Vancouver covers itself already. Besides, a new factory would add new overhead costs. So, even though the inventory and service crisis is most acute in Europe, and a new factory would go some ways in that regard, ultimately, there are more...
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...Brandy Fontenot BADM 218-WH Assignment #3 April 21, 2011 Imagine you are the marketing manager for a US manufacturer of disposable diapers. Your firm is considering entering the Brazilian market. Your CEO believes the advertising message that has been effective in the United States will suffice in Brazil. Outline some possible objections to this. Your CEO also believes that the pricing decisions in Brazil can be delegated to local managers. Why might she be wrong? The use of a uniform advertising message offers a number of advantages. However, the difference in customer perceptions and response patterns across the country of Brazil and their culture, as well as media availability and government regulations are major barriers to use a standardized advertising message. With the advanced technological developments, adaption of advertising appeals to different languages. Two major developments are that television can have audio channels in two languages and Internet messages can be automatically translated. The development of visual and verbal advertising that works effectively in multiple countries poses major creative challenges. We could develop a uniform image for the company with consistent visual images and the corporate logo, with a modified advertising message providing information tailored to the Brazilian market and their culture. Accommodating the perception of the culture of Brazil will be our most challenging objective. Allowing local managers...
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...Steven Michael: BADM 367 Back Bay Simulation The Back Bay Simulation taught me how to strategize in a managerial position. I was faced with tough investing decisions and what is known as the innovator’s dilemma. Deciding where to invest, either in Research and Development on existing technologies or in new technology, was the basis of the dilemma. When I first started the simulation I didn’t exactly have a strategy, but I did not just invest blindly. I looked at the information provided; consumer desires, revenue, etc. News articles would pop up simultaneously, and I used those to decide when and what to invest in. For example, if one said that customers wanted batteries that last longer, I would invest in the battery life for that specific battery. The old battery was a lot more successful and desired in the beginning, so I tried to invest mostly in that battery because it seemed to be making the most revenue. I always tried to price above cost for both technologies as to not lose money on my products. The simulation then illustrated that the market price for the old technology would drop, therefore the sales would decrease forcing me to drop the price to keep up with the market. In the end, I didn’t have a very high net profit, but it was a profit none the less. I did not do so well because I didn’t support the growth of the new battery. From the beginning, I should have invested my time and money on the upcoming battery, the exact opposite of what I did. The demand ended...
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...Dakota State University BADM 310 Business Finance Fall 2013 Study Guide Unit Five: Project Valuations Reading Assignments Chapter 8: All except 236-238 Chapter 9: All Questions Assignments Chapter 8: None Chapter 9: None Problems Assignments Chapter 8: 15,16,18,19,26,29 Chapter 7: None Objectives Chapter 8: Net Present Value and Other Investment Criteria 1. Define Net Present Value (NPV) rule and state its criteria. 2. Define Payback period method and state its rule. 3. State the pitfalls of payback period method. 4. What is opportunity cost? Give examples. 5. Define Internal Rate of Return (IRR) and its rule. 6. Define Profitability Index (PI) and its rule. 7. State the similarities and differences between NPV and IRR. 8. State the three pitfalls of IRR. 9. Explain Mutually Exclusive projects. 10. State Why there are multiple IRRs form some projects? 11. Calculate NPV for a project, given relevant information. 10. Calculate the internal rate of return (IRR) on project given relevant information. 11. State soft and hard rationing. 12. Calculate payback period of a project given cutoff period and other relevant information. 13. Calculate Profitability Index given relevant information. Chapter 9: Using Discounted Cash-flow analysis to make investment decision 1. State why Accounting Incomes differ from Cash flows. 2. State the six factors to be considered...
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