...According to a study performed by researchers at Stockholm University and Karolinska Institute that was published in Journal of Occupational and Environmental Medicine and many other scientific studies we all read about in the newspapers, devoting a part of the work time to physical activity can lead to higher productivity and it improves people’s health. Our company records of the past two years, when the fitness center was operational, indicate that there has been an overall decrease in employee absenteeism, reduction in employee medical costs, and an increase in productivity. The decrease in the medical cost can be seen as follows: No./Percent of employees Users of Fitness Centre (in a week) Medical cost per person Total medical cost 25/10% >3 $100 $2500 62/25% 1-2 $300 $18,600 163/65% 0 $500 $81,500 Also, the users of fitness center missed on average only 6 days per year, which is half as many workdays as non-users missed. It didn’t miss my notice that not many people were using the facility. Hence I decided to institute a Wellness Program for my department. It has been eight months since the Program began and I can see a rise in productivity by 18 percent and sick days have come down by 5 percent. I am in talks with my colleagues in different departments and I believe that I can make them understand the importance of the Wellness Program and the fitness center. As and when the Wellness Program spreads to other departments there will be a major increase in the...
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...Mountain Pine Bark Beetles are creating a major shift in the environment of the Rocky Mountain conifer Forests. The amount of tree mortality they spread through infestation is on such a large scale that Land Management Agencies are experiencing an overwhelming amount of tree stands affected. This paper will address the infestation of Rocky Mountain Pine Beetle Infestation and the causes, effects and management actions taken. Drought conditions in these areas have increased the extent of the infestation and allowed the insects thrive. Global warming and temperature increases in sub-alpine and alpine forest stands have also allowed the infestation to reach areas never that were at one time not affected by the infestation due to the environments low temperature. Overcrowding and understory litter have drained conifer tree stands of water, nutrients and sunlight. This outbreak allows for wildfire to thrive and has changed the intensity of wildfires in the Rocky Mountain area. Wildlife, recreational forest users, timber industry and the nation’s water resources have all been affected by this infestation through the increased threat of wildfire,...
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...MGMT 436 Larry Dudley Group 3 Rocky Mountain Chocolate Factory Inc. Audit Karla Schaapveld, Jeremy Smith, Mark Bourgoin, Matt Misitano, Diego Elizalde, Jeff Stanton, and Reilly Kindred CASE 22 Rocky Mountain Chocolate Factory Inc. Jeremy Smith I. CURRENT SITUATION A. Current Performance * 329 Franchised and 5 Company owned stores * Increasing revenues year to year with $16.7 Million in 2008 * Sales have slowed due to economic downturn but the company is in an excellent financial position to withstand the recession B. Strategic Posture 1. Mission * Quality, Taste, Value, and Variety of products * Quality of the product is the number one factor 2. Objectives * Manage money carefully during economic downturn * Slowed expansion and elimination of debt * Maintain a good relationship with employees as well as franchisees 3. Strategies * Adding stores in resort, tourist, street front, and entertainment-oriented locations * RMCF is repurchasing stock as it felt it was undervalued * Owns 8 refrigerated trucks to move products from factory to stores * New line of sugar free candies for the health conscious and those with special dietary requirements * Each store is setup to make product where customers can view and smell the end result 4. Policies * Trucks are sent out from the factories with product for stores but return with ingredients to make more product making the trips...
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...Rocky Mountain Advanced Genome Case Study 2: Rocky Mountain Advanced Genome This paper provides an objective valuation of Rocky Mountain Advanced Genome (RMAG) to be adopted by Big Sur regarding the purchase of a 90% equity stake for $46 million. Forecast Horizon: The forecast horizon was lengthened to 15 years, as RMAG is a young, “highly promising, high risk” firm, only established 15 months prior, it should reach maturity in 2010 as sales, expenses and free cash flows stabilise (Fig.1). RMAG exhibits characteristics of a high growth firm with no dividends, high risk, high CAPEX expenditures and no leverage. Furthermore, it would be inadequate to adopt the forecast horizon dictated by RMAG and Big Sur of 10 years as cash flows only breakeven in Year 8 (Fig.2). Ohlson & Zhang (1999) affirmed that “Casual observation suggests that the horizon rarely exceeds 15 years” yet a planning period of 15 years is appropriate as RMAG has heavy R&D expenses that generate products with lengthy development stages and greater time until profit realisation. Cash flow forecasts provided by RMAG management and Big Sur analysts for the next ten years were analysed and accounts over the 1995 to 2005 were averaged as, “cash flows can be biased as a result of managers being either too conservative or too optimistic” (Titman et al. 2011). RMAG’s forecast was biased upwards whilst Big Sur’s forecast was relatively conservative. Hence, a hybrid of the two forecasts was adopted to negate bias...
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...Case Study 1: In late September a woman brings her 14 yr old daughter to the family physician. The doctor examines the back of the daughter’s thigh where there are pale red, non-raise discolorations. The rash covers a wide area of the thigh and seems to be roughly circular. The center of the circular area appears normal. There are no other symptoms, but the rash has been present for over three weeks and it seems to be growing. The doctor questions about possible exposures. Has she worn any new pants lately? Has she been in the woods? Do her joints hurt? She tells him that she spent the month of August at summer camp in the mountains of Pennsylvania. She’s been wearing mostly shorts and bathing suits for the past two months, none of them new. She doesn’t remember any bites on her thigh. 1. On the basis of the oral history, what is the most likely diagnosis? What would the causative agent look like with gram stain? Lyme Disease is the most likely diagnosis (3). Borrelia burgdorferi will show up pink with gram stain because it is gram – (1). 2. How did she most likely acquire her infection? She most likely acquired the infection from an Ixodes tick bit (deer tick) at summer camp (1). 3. Would the diagnosis be any different if she had attended camp in Arizona? Explain. She may have still gotten a tick bite, but not by the same type of tick (4). In Pennsylvania, it was more than likely by a deer tick, resulting in Lyme Disease (1). In Arizona, she could...
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...Adolph Coors in the Brewing Industry – Case Study By mid-1970, Adolph Coors Company was extraordinarily successful, posting year-to-year volume gains for the last 23 years and gaining a 16% Return on Sales at its height. However, between 1975 and 1985, performance declined greatly relative to the rest of the brewing industry. In the early 1980’s, Coors faced a key decision, whether to build a second brewery on the east coast. Would an additional brewery improve its position significantly? What else could Coors have done to improve their position? Could Coors have changed their strategy in order to take advantage of the changes in the brewing industry, or were they destined to be the victim of changes in the industry that they could neither control nor remedy? Extraordinary Success into the 1970s Coors was extremely successful prior to 1977. Key to their strategy was a set of unique, co-specialized elements: geographic focus, low-cost production, a differentiated product, and market power over their distribution customers. By managing these aspects well, Coors achieved 21.2% market share in their market, with the lowest relative amount of advertising in the industry. At the same time Coors’ low cost per barrel, at $29, was second only to Heileman Brewery. In spite of their low cost, Coors’ differentiated product allowed them to charge a premium over most of their competitors, giving Coors the highest profit margins in the industry, nearly twice that of their nearest competitor...
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...President of Operations From: Joseph Mirola, Claims Manager Subject: Company Fitness Center Makes Us Money _______ Through research and analysis, it has been discovered that the Rocky Mountain Mutual Company Fitness Center is a financial asset to the company. By reviewing company records you will see that the Fitness Center decreases employee absenteeism, increases employee productivity and reduces medical cost to the company. I believe that with some key leader support and proper attention our Fitness Center could become Rocky Mountain Mutual’s biggest asset. When it comes to absenteeism, our employees of Rocky Mountain Mutual who use the center miss almost half as many days of work as those who don't. They missed an average of six days of work per year as compared to those who do not use it with a staggering twelve days of work per year. As you can see, the statistics show that the Fitness Center is a major contributing factor of the health of our employees. With having said that these numbers in turn have shown to reduce the medical cost to our company. The research that was done shows that the employees fall into three different medical categories. These categories are those ranging from frequent users of the center, going three or more times per week, accounts for 10% of all Rocky Mountain Mutual employees, those considered average users go once or twice per week,accounting for 25% of all employees and the last category of non-users , the ones who do not use the facility...
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...in runoff to a level significantly lower than usual (Guldin 1989). The history of droughts in Wyoming has been uncertain in the past, but recent studies of tree rings in the Big Horn Basin of Wyoming have given insight to droughts as far back as 1260A.D. (Gray et al. 2004). Looking at tree ring records in Douglas fir (Pseudotsuga menziesii) and limber pine (Pinus flexilis) trees, Stephen Gray and his colleagues discovered that droughts which have been experienced in Wyoming since the 1750's, are weak in severity and length when compared to those since. The most severe drought period in Wyoming’s history occurred from 1262 to 1281. The droughts of the 1930’s and 1950’s, which have been used as benchmarks for all other droughts in the United States in recent times (Woodhouse et al. 2002), are ranked 149th and 28th respectively in comparison (Gray et al. 2004). The five top ranking droughts for 10, 15, and 20 year periods are all prior to the 1800’s, with the four driest single years being 1263, 1274, 1278, and 1280 (Gray et al. 2004). This indicates a change in precipitation patterns in the Big Horn Basin area of Wyoming since the 18th century, as all recent droughts have been mild when compared to those of Wyoming’s past. Droughts in Wyoming’s future are unpredictable and uncertain; however, Richard Guldin of the Rocky Mountain Forest and Range Experiment Station in Fort Collins, Colorado, has made some predictions for the water situation in the United States as far ahead...
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...Case Title: Evergreen Natural Markets 2012 Course: Management Principles Firm Overview and Introduction to the Case Evergreen Natural Markets was founded by Donald Slater as a small seasonal produce stand which grew into an organic grocery store. With Slater’s success he was approached for business advice which lead him to acquire other grocery stores while keeping former proprietors on as management, which lead to the formula for partnering with the managers of acquired stores. After Slater’s death in 1998, his daughter Kathleen (Slater) Norton took over the Evergreen Markets as CEO and continued expanding the company holding on to the value that her father had placed on partnering with managers of acquired stores and expanding the core values of Evergreen Nature Markets. As Evergreen Natural Markets expanding they also added a distribution center which offered a number of benefits like in-store inventory reduction and fewer stock-outs of canned and packaged goods, which increased operation margins. As competition started to move into the Rocky Mountain West area Evergreen Markets decided to expand outside of the normal area by acquiring Arugula Grocers a seven store natural food chain in Nevada. In the acquisition of Arugula Grocers issues and problems Evergreen Natural Markets are whether Evergreen Natural Markets have the best control systems to deal with the expansion in to the Nevada Market. Internal Perspectives With increasing competition from Trader Joe’s...
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...Assignment 1 Written Analysis & Communication | Rocky Mountain Mutual: Promoting Fun Or Fitness? | Alok Kumar Nanda | In today’s date obesity and its health related issues have reached epidemic levels in USA. Every year close to 120,000 preventable deaths occur due to obesity. Also an obese person is likely to spend $1,497 more annually on health issues1. Obesity also acts as an initiator to other ailments related to heart, diabetes etc. This has an adverse effect on the insurance sector as the number of claims increase substantially leading to higher premiums and consequently large numbers of people are falling off from the radar of healthcare insurance. Rocky Mountain Mutual, our company, is one of the faster growing companies in the insurance sector and it is imperative that the management takes the problem of health and related issues head on. The best way to do this is to start from within the organization. Health has to be made a part of the work culture and seen as an important offering to the employees. Keeping all these facets in mind the fitness centre was built at the new headquarters in Utah. Many studies have tried to relate the effects of regular exercise and fitness to the productivity of people in workplaces. It has been found that exercises hold immediate benefits for affect and cognition in younger and older adults2. Regular exercises as a routine leads to the development of following cognitive abilities:- a. Improved Concentration b....
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...Case Study #4: Amber Inn & Suites Work Environment Amber Inn & Suites, Inc., formed in 1979, operates 200 Amber Inn properties and 50 Amber Inn & Suites properties located in 10 states throughout the Rocky Mountain and western states. On Average, each location has approximately 120 individual guest and suite-style rooms. Under a new president and CEO, the goal is for Amber Inn & Suites to reach profitability within two years after five consecutive years of unprofitability. This company is positioned as a limited-service hotel which does not have the amenities such as a restaurant, lounge, or meeting rooms. This type of hotel is classified under a midscale hotel with food and beverage, such as Holiday Inn and Ramada Inn. Competition Direct competition to Amber includes other mid-scale hotels in the western and Rocky Mountain states, specifically hotels that are in the same class as Amber which do not possess the extravagant amenities of an on-site restaurant or meeting rooms. For Amber to make its hotel stand out amongst the others is a very difficult task with so many other companies present in this industry. The next level of competition would fall to recreation vehicle parks and camping sites. For the price-conscious individual, this may pose as an easier solution, but does not give someone the comfort of a traditional bed and amenities like television. Also, with a presence in the rocky mountain and western area, weather plays a contributing factor...
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...TEACHING NOTE 1 CASE Mystic Monk Coffee Case 1 Teaching Note Mystic Monk Coffee OVERVIEW T his 4-page case requires that students consider the future direction of a monastery located in Clark, Wyoming and evaluate the vision, strategy, and business model of the fledgling Mystic Monk coffee business. As the case unfolds, students will learn of Father Daniel Mary’s vision to build a new Mount Carmel in the Rocky Mountains and transform the small brotherhood of 13 monks living in a small home used as makeshift rectory into a 500-acre monastery that would include accommodations for 30 monks, a Gothic church, a convent for Carmelite nuns, a retreat center for lay visitors, and a hermitage. Father Daniel Mary had identified a nearby ranch for sale that met the requirements of his vision perfectly, but its listing price of $8.9 million presented a financial obstacle to creating a place of prayer, worship, and solitude in the Rockies. Father Daniel Mary hoped to fund the purchase of the ranch through charitable contributions to the monastery and through the profits of its Mystic Monk coffee business, which had earned nearly $75,000 during its first year of operation. SUGGESTIONS FOR USING THE CASE This case was written as a leadoff case and was carefully crafted by the case author to require students to draw upon most all of the concepts discussed in Chapters 1 and 2 to sufficiently prepare for a class discussion of the case. The case involves issues relating...
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...http://testbankinstant.com CASE 1 Crafting & Executing Strategy 18th Edition 265 Mystic Monk Coffee Overview T his 4-page case requires that students consider the future direction of a monastery located in Clark, Wyoming and evaluate the vision, strategy, and business model of the monk’s fledgling coffee business. As the case unfolds, students will learn of Father Daniel Mary’s vision to build a new Mount Carmel in the Rocky Mountains and transform the small brotherhood of 13 monks living in a small home used as makeshift rectory into a 500-acre monastery that would include accommodations for 30 monks, a Gothic church, a convent for Carmelite nuns, a retreat center for lay visitors, and a hermitage. Father Daniel Mary had identified a nearby ranch for sale that met the requirements of his vision perfectly, but its listing price of $8.9 million presented a financial obstacle to creating a place of prayer, worship, and solitude in the Rockies. Father Daniel Mary hoped to fund the purchase of the ranch through charitable contributions to the monastery and through the profits of its Mystic Monk coffee business, which had earned nearly $75,000 during its first year of operation. Suggestions for Using the Case This case was written as a leadoff case and was carefully crafted by the case author to require students to draw upon most all of the concepts discussed in Chapters 1 and 2 to sufficiently prepare for a class discussion of the case. The case involves issues...
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...SUPPLY CHAIN MANAGEMENT DESIGNATION PROGRAM MODULE THREE Logistics and Transportation ©Supply Chain Management Association Supply Chain Management Professional Designation Program Copyright © 2013 by the Supply Chain Management Association No part of this material in this manual may be reproduced without the prior written consent of the Supply Chain Management Association. 777 Bay Street, Suite 2701, P.O. Box 112, Toronto, Ontario M5G 2C8 Tel: (416) 977-7111 Fax: (416) 977-8886 Web Site: www.scmanational.ca. Use of this material is restricted to SCMA and its Provincial/Territorial Institutes for the express purpose of delivering the Supply Chain Management Designation Program. No other use is authorized, expressed, or implied. This material must be used in its entirety. © Supply Chain Management Association Supply Chain Management Professional Designation Program Module Three Logistics and Transportation Information and Overview .................................................................................................... IO – 1 General Information ........................................................................................................ IO – 2 Module Overview ........................................................................................................... IO – 4 Module Readings ............................................................................................................ IO – 7 Session and Reading...
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...http://business.flydenver.com/community/masterplan/faqs.asp What is an Airport Master Plan? As defined by the Federal Aviation Administration (FAA), an airport master plan is a comprehensive study of an airport and usually describes the short-, medium-, and long-term development plans to meet future aviation demand. Airport master plans serve as facility development guides for a long-range planning horizon (usually 20 to 25 years), and summarize an airport’s strategy for the development of the airport. The goal of a master plan is to provide the framework needed to guide future airport development that will cost-effectively satisfy aviation demand, while considering potential environmental and socioeconomic impacts. Master Plans also provide the airport with the tools to react to uncertainties by examining key trends in the aviation industry, such as changing airline business models, improvements in technology, and local/regional economics that could affect airport activity. Master plans vary in the level of detail and complexity depending on the size, function, issues and challenges of the airports under study. FAA Advisory Circular 150/5070-6B Airport Master Plans provides guidance for the preparation of airport master plans. Read the FAA Advisory Circular (Adobe PDF) Specific objectives of the Master Plan Update put forth by Denver International Airport (DIA) include the following: Maintain and ensure the safety and security...
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