...of the methods of formulating and analyzing business information using statistical techniques. Prerequisites: BQBA 2302. Learning Outcomes: Upon completion of this course, students will be able to: 1. Demonstrate an ability to read, analyze, and interpret business data 2. Use statistics to provide evidence in analyses and managerial decision making 3. Apply appropriate statistical techniques to analyze business and financial data MBA Program Learning Outcomes: 1. Master of Business Administration graduates will develop both analytical and creative approaches to problem solving within their dynamic industries using values-driven leadership. 2. Each graduate will recognize the role of management in the development and execution of corporate policy and strategic plans. 3. Graduates will have a comprehensive business foundation for business decision making and leading in rapidly changing business environments. Materials: 1. Textbook, Statistics for Business and Economics,12th Edition, by McClave, Benson, and Sincich ISBN: 978-0-321-82623-7 Materials: 2. Any scientific calculator Tests/Graded Work: 1. There will be two exams – a Midterm exam and a Final exam. The Final exam will be cumulative. If you must miss an exam for an excused absence, arrangements should be made in advance. In order to do well on an exam, be sure you have a clear understanding of all homework, quizzes, and lectures. Most importantly,...
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...Homework Chapter 1 The Revolution Is Just Beginning 1) The term e-business refers to the digital enabling of transactions and processes involving an exchange of value across organizational boundaries. Answer: FALSE 2) Price discovery refers to the ability of merchants to segment the market into groups willing to pay different prices. Answer: FALSE 3) Personalization involves targeting marketing messages to specific individuals by adjusting the message based upon a consumer's preferences or past purchasing behavior. Answer: TRUE 4) The online marketplace is characterized by persistent price dispersion. Answer: TRUE 5) The future of e-commerce is likely to include a decrease in government regulation both in the United States and worldwide. Answer: FALSE 6) Which of the following statements about e-commerce in the United States in 2014 is not true? D) Growth rates for retail e-commerce are higher in the United States than in China. 7) In 2014, roughly ________ million people in the United States accessed the Internet via tablets. C) 147 8) Which of the following is not a major business trend in e-commerce in 2014-2015? B) Small businesses and entrepreneurs are hampered by the rising cost of market entry caused by increased presence of industry giants. 9) All of the following are major social trends in e-commerce in 2014-2015 except for: C) the refusal of online retailers to accept taxation of Internet sales. 10) Which of the following...
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...Introduction to Information Technology Management FALL 2010 - Unique Numbers: 03905, 03910, 03915 Instructor tructorBin Gu – bin.gu@mccombs.utexas.edu Dr. Information, Risk, & Operations Management (IROM) Dept. Office CBA 5.228 Office Hours MW 4:00-5:00 pm or by appointment Qian Tang - qian.tang@phd.mccombs.utexas.edu Teaching Assistant CBA 1.308B Office TBD Office Hours Course Description Information technology (IT) has transformed all aspects of 21st century business and everyday life. New IT investments continue to be staggering. Worldwide, over $2.5 trillion is invested in IT. In the U.S., over 50% of capital expenditures are related to IT. Information systems influence business processes, organizational structures, and the ways people do business, work, and communicate. Emerging technologies have triggered new forms of organization and business process innovation; they have also impacted organizational structure, culture, politics, decision making, and society as a whole. IT is transforming how physical products are designed, how services are bundled with products, and how individuals interact with businesses and with other individuals. A silent transformation is occurring as more and more physical products use embedded IT to improve customer experience and product performance. The pervasiveness of IT is expanding global trade and changing how and where work is performed. It is vital that future managers—in every area of business—have a working knowledge...
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...Global Organization; Companies that market internationally can organize in three ways. Those just going global may start by establishing an export department with a sales manager and a few assistants (and limited marketing services). As they go after global business more aggressively, they can create an international division with functional specialists (including marketing) and operating units structured geographically, according to product, or as international subsidiaries. Finally, companies that become truly global organizations have top corporate management and staff plan worldwide operations, marketing policies, financial flows, and logistical systems. In these organizations, the global operating units report directly to top management, not to the head of an international division. Evaluating and Controlling the Marketing Process To deal with the many surprises that occur during the implementation of marketing plans, the marketing department has to monitor and control marketing activities continuously. Table 1.1 lists four types of marketing control needed by companies: annualplan control, profitability control, efficiency control, and strategic control. The Fourteenth Edition of Principles of Marketing! Still Creating More Value for You! The goal of every marketer is to create more value for customers. So it makes sense that our goal for the fourteenth edition is to continue creating more value for you—our customer. Our goal is to introduce new...
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...MANAGEMENT INFORMATION SYSTEMS: BUSINESS DRIVEN mis INFORMATION IS EVERYWHERE. INFORMATION IS A STRATEGIC ASSET. WITHOUT INFORMATION, AN ORGANIZATION SIMPLY COULD NOT OPERATE. THIS CHAPTER INTRODUCES STUDENTS TO SEVERAL CORE BUSINESS STRATEGIES THAT FOCUS ON USING INFORMATION TO GAIN A COMPETITIVE ADVANTAGE, INCLUDING: • The core drivers of the information age • Data, information, business intelligence, knowledge • Systems thinking • Competitive advantages • Porter’s Five Forces model • Porter’s three generic strategies • Value chain analysis Many of these concepts and strategies will be new to your students. Be sure to explain to your students that this chapter offers an introduction to these concepts and they will gain a solid understanding of the details of these concepts as they continue reading the text. SECTION 1.1 – BUSINESS DRIVEN MIS Competing in the Information Age The Challenge: Departmental Companies The Solution: Management Information Systems SECTION 1.2 – BUSINESS STRATEGY Identifying Competitive Advantages The Five Forces Model – Evaluating Industry Attractiveness The Three Generic Strategies – Choosing a Business Focus Value Chain Analysis – Executing Business Strategies | | |SECTION 1.1 ...
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...ACC 560 Week 1 Homework Chapter 1 (E1-5, E1-9, E1-10 and E1-2A) For more course tutorials visit www.tutorialrank.com ACC 560 Week 1 Homework Chapter 1 (E1-5, E1-9, E1-10 and E1-2A) E1-5 E1-5 Gala Company is a manufacturer of laptop computers. Various costs and expenses associated with its operations are as follows. 1. Property taxes on the factory building. 2. Production superintendents’ salaries. 3. Memory boards and chips used in assembling computers. 4. Depreciation on the factory equipment. 5. Salaries for assembly-line quality control inspectors. 6. Sales commissions paid to sell laptop computers. 7. Electrical components used in assembling computers. 8. Wages of workers assembling laptop computers. 9. Soldering materials used on factory assembly lines. 10. Salaries for the night security guards for the factory building. The company intends to classify these costs and expenses into the following categories: (a) Direct materials, (b) Direct labor, (c) Manufacturing overhead, (d) Period costs. List the items (1) through (10). For each item, indicate the cost category to which it belongs. E1-9 E1-9 An incomplete cost of goods manufactured schedule is presented below. Complete the cost of goods manufactured schedule for Hobbit Company. E1-10 E1-10 Manufacturing cost data for Copa Company arc presented below. Case A Case B Case C Direct materials used $ (a) $68,400 $130,000 Direct labor ...
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...CHAPTER 2 COMPANY AND MARKETING STRATEGY: PARTNERING TO BUILD CUSTOMER VALUE AND RELATIONSHIPS PREVIEWING THE CONCEPTS – CHAPTER OBJECTIVES 1. Explain company-wide strategic planning and its four steps. 2. Discuss how to design business portfolios and develop growth strategies. 3. Explain marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value. 4. Describe the elements of a customer-driven marketing strategy and mix and the forces that influence it. 5. List the marketing management functions, including the elements of a marketing plan, and discuss the importance of measuring and managing return on marketing investment. JUST THE BASICS CHAPTER OVERVIEW In this chapter, we dig deeper into steps two and three of the marketing process—designing customer-driven marketing strategies and constructing marketing programs. First, we look at the organization’s overall strategic planning. Next, we discuss how marketers partner closely with others inside and outside the firm to serve customers. We then examine marketing strategy and planning—how marketers choose target markets, position their market offerings, develop a marketing mix, and manage their marketing programs. Finally, we look at measuring and managing return on marketing investment. ANNOTATED CHAPTER NOTES/OUTLINE FIRST STOP Nike’s Customer-Driven Marketing: Building Brand Engagement and Community The Nike “swoosh”...
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...Marketing Strategy Notes for Cravens/Piercy Book Chapters 1-5 Chapter 1- Market Driven Strategy Know the what and why on all of these: Market driven Strategy = the market and the customers that form the market should be the starting point in business strategy formulation. See page 3. What does this mean for the auto business, a restaurant, a college or university, what would they do? Related topics foundational for a market driven strategy: Marketing Concept or Orientation – says that the key to success in business is to identify and satisfy needs and wants of the buyer. The customer is king. This contrast to the production orientation/concept which focuses on how to make the product at low cost, and the selling concept/orientation which focuses on promoting what you want to sell. In the production and selling orientations the company makes what it wants to make and tries to get the consumer to buy it. With the marketing orientation the company first figures out what people want to buy, then makes it, and then tells them about it. Market Oriented/ Market Orientation – see page 4. Means: Customer is focal point of company’s total operations Customer Focus Cross Functional Coordination Competitor Intelligence Result – superior performance Creating Value – must deliver benefits in excess of costs (value), the greater the excess the better. (Auto and college as examples) Note that we can’t do all things for all people: ...
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...Marketing Strategy Notes for Cravens/Piercy Book Chapters 1-5 Chapter 1- Market Driven Strategy Know the what and why on all of these: Market driven Strategy = the market and the customers that form the market should be the starting point in business strategy formulation. See page 3. What does this mean for the auto business, a restaurant, a college or university, what would they do? Related topics foundational for a market driven strategy: Marketing Concept or Orientation – says that the key to success in business is to identify and satisfy needs and wants of the buyer. The customer is king. This contrast to the production orientation/concept which focuses on how to make the product at low cost, and the selling concept/orientation which focuses on promoting what you want to sell. In the production and selling orientations the company makes what it wants to make and tries to get the consumer to buy it. With the marketing orientation the company first figures out what people want to buy, then makes it, and then tells them about it. Market Oriented/ Market Orientation – see page 4. Means: Customer is focal point of company’s total operations Customer Focus Cross Functional Coordination Competitor Intelligence Result – superior performance Creating Value – must deliver benefits in excess of costs (value), the greater the excess the better. (Auto and college as examples) Note that we can’t do all things for all people: ...
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...A Web Portal for ‘The Arnewood School’ Christopher Whitehead Computing & Management 2006/2007 The candidate confirms that the work submitted is their own and the appropriate credit has been given where reference has been made to the work of others. I understand that failure to attribute material which is obtained from another source may be considered as plagiarism. (Signature of student) _______________________________ Summary Schools store and process increasingly more data about students and the subjects which they study. This often includes timetable, homework and attendance data amongst many other potential data sources. In many schools there currently exists no solution for students or their parents to view this data as information from one user friendly interface. The Arnewood School is a secondary school and sixth form college which has realised the need for this kind of information to me made available to students and parents via a secure, user friendly, single sign-on interface. This project aimed to produce a web portal which integrated and displayed information from preexisting and newly designed information systems in a way which was inline with the requirements of The Arnewood School and potential users. Due to the nature of developing such a system without having any knowledge of user requirements, a suitable methodology had to be selected which allowed for vague user requirements that could change at any time. Following this, background...
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...data as an essential competitive resource, and acquire advanced computer skills through cases and hands-on applications. Assignments and classroom time will be devoted to both to analysis of current developments in analytics and to gaining experience with current tools. Davenport , Thomas H. and Harris, Jeanne G. Competing on Analytics: The New Science of Winning. Cambridge: Harvard Business School Press, 2007. ISBN 978-1422103326. Available for purchase at the bookstore. There is a required on-line course pack available for purchase at the Harvard Business Publishing website at this URL: https://cb.hbsp.harvard.edu/cbmp/access/23455671 This link is also available on LATTE . See last page of Syllabus for course pack contents. Other readings as posted on LATTE site. Learning Goals and Objectives Overview Required Reading Upon successful completion of this module, students will: Think of data as a strategic resource in business. Understand the logic of complex data queries in the context of on-line business research sources. Be familiar with current developments in Big Data, business intelligence, and competitive analytics. Be able to design a relational...
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...data as an essential competitive resource, and acquire advanced computer skills through cases and hands-on applications. Assignments and classroom time will be devoted to both to analysis of current developments in analytics and to gaining experience with current tools. Davenport , Thomas H. and Harris, Jeanne G. Competing on Analytics: The New Science of Winning. Cambridge: Harvard Business School Press, 2007. ISBN 978-1422103326. Available for purchase at the bookstore. There is a required on-line course pack available for purchase at the Harvard Business Publishing website at this URL: https://cb.hbsp.harvard.edu/cbmp/access/23455671 This link is also available on LATTE . See last page of Syllabus for course pack contents. Other readings as posted on LATTE site. Learning Goals and Objectives Overview Required Reading Upon successful completion of this module, students will: Think of data as a strategic resource in business. Understand the logic of complex data queries in the context of on-line business research sources. Be familiar with current developments in Big Data, business intelligence, and competitive analytics. Be able to design a relational...
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...Book Reviews: The Goal by Eliyahu Goldratt and Jeff Cox This book has been widely read by semiconductor manufacturing personnel since it was first published in 1984. It accurately describes the behavior of manufacturing facilities, including such fundamental concepts as bottlenecks, constraints, and the impact of variability. One reason why it has been so broadly read is that it frames these concepts in the guise of a novel. This makes the ideas easy to read and digest. The premise is that Alex, a factory manager, is given an ultimatum -- dramatically improve the performance of his factory in three months, or the facility will be shut down. Believing that traditional improvement strategies will never make enough difference in such a short time, Alex must resort to more desperate measures. He tracks down an old professor, now working as a consultant, and begs for advice. The advice of this consultant, Jonah, sets Alex and his team, on a journey. Instead of just giving them the answers, Jonah asks them questions, and refuses to give more help until each question has been answered. As Alex learns through this process, so does the reader. Some of the lessons of the book include the following. When you are productive you are accomplishing something in terms of your goals. Every action that brings a company closer to its goal is productive. The goal of a manufacturing organization is to make money. | Because of variability, a factory cannot be run at 100% of capacity. Or, as...
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...discussions of strategic analysis, specifically both internal and external environmental analysis (Chapters 2 & 3 in Dess, Lumpkin & Eisner); and strategic formulation, specifically business level strategy (Chapter 5), with an additional focus on strategic implementation, specifically entrepreneurial development (Chapters 12 & 13). The case is written in a style that overviews the situation but intentionally avoids guiding students through any analytical framework or specific application question. In so doing, it provides the instructor with the latitude to adjust class discussion and thereby accommodate the abilities of a wide-range of students. Specifically, the instructor can invite students to reason through a situation where uncertainty exists and speculation may be required. In terms of environmental analysis, this case connects a discussion of external environmental forces and Porter’s five-force model, and how such forces affect the opportunities for growth in an industry (referencing concepts covered in Chapter 2). In terms of internal analysis of the firm, (referencing Chapter 3), the value-chain and resource-based VRIN analysis provides a case for how distribution challenges across the value-chain activities could affect value. The stakeholder perspective can also be analyzed using the balanced scorecard. As a business-level strategy case, (referencing concepts covered in Chapter 5), this case is very well suited to discuss the Porter’s generic strategies, the advantages...
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...discussions of strategic analysis, specifically both internal and external environmental analysis (Chapters 2 & 3 in Dess, Lumpkin & Eisner); and strategic formulation, specifically business level strategy (Chapter 5), with an additional focus on strategic implementation, specifically entrepreneurial development (Chapters 12 & 13). The case is written in a style that overviews the situation but intentionally avoids guiding students through any analytical framework or specific application question. In so doing, it provides the instructor with the latitude to adjust class discussion and thereby accommodate the abilities of a wide-range of students. Specifically, the instructor can invite students to reason through a situation where uncertainty exists and speculation may be required. In terms of environmental analysis, this case connects a discussion of external environmental forces and Porter’s five-force model, and how such forces affect the opportunities for growth in an industry (referencing concepts covered in Chapter 2). In terms of internal analysis of the firm, (referencing Chapter 3), the value-chain and resource-based VRIN analysis provides a case for how distribution challenges across the value-chain activities could affect value. The stakeholder perspective can also be analyzed using the balanced scorecard. As a business-level strategy case, (referencing concepts covered in Chapter 5), this case is very well suited to discuss the Porter’s generic strategies, the advantages...
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