...Question # 1 Give examples of needs, wants, and demands that Build-A-Bear customers demonstrate, differentiating each of these three concepts. What are the implications of each on Build-A-Bear’s actions? It is very important for any company to fully understand their customers’ needs, wants, and demands in order to perfectly satisfy them, and consequently capture customer value in return. Needs are states of felt deprivations, they include basic physical needs, social needs, and individual needs. According to our case study, we can observe that the target customers of Build-A-Bear Company are children and consequently their parents. Examples of needs demonstrated by Build-A-Bear customers are: Children’s needs: 1-Playing, enjoy time, have fun, and exploring new things 2-Have a toy Parent’s needs: 1-Enrich their children experience 2-Utilize their children’s energy in a useful way Wants are basically needs that are shaped by culture and individual personality. Examples of wants that are demonstrated by Build-A-Bear customers are: Children’s wants: 1-To go to a convenient fantasy place where they can meet their favorable cartoon characters, and allow them to touch their dreams 2-To get a customized, personal toy of their favorable character Parent’s wants: 1-To enroll their children in a practice that will result in joy, and experience 2-To buy their children their favorable customized toy Demands are wants backed up by buying power. Examples of demands demonstrated...
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...Mwenda Kirera. A study of the behavioral characteristics of the best sales people was published a few years ago by Dave Kahle a renown sales management trainer and One of the not-so-surprising conclusions was this: The best sales people “listen more constructively” than their more average counterparts. I just came across some research that confirmed what many of us in the profession of educating salespeople have known for years: That purchasers would be “much more likely” to buy from a salesperson if that salesperson would just “listen” to the customer. The survey found that some of the worst offenders were experienced salespeople. Listening is one of the four fundamental competencies of a professional salesperson, and yet, the profession is, in general, so poor at it that most customers remark on our inability to do it well. a look at vacancy ad in dailies you will see more and more companies put emphasis on other sales competencies and leaving out listening. A good talker with outgoing personality fitted very well in the conventional description of a sales person. Many sales people in most companies today are oriented to talk and talk to customer until the customer/ prospects drops dead or buys! Moreover, salespeople today are so much driven by targets and with a lot of whipping from the sales managers to hit the quotas that listening to customers has become secondly. Why is listening such a powerful sales competency? 1. Customers ‘pain’ can only be identified by digging...
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...Motivation For Sales Manager It takes hard work, dedication and patience to be successful. We have achieved the projected sales target for the last year. I want to congratulate one and all for this feat. It’s a remarkable achievement considering the fact that we are new to this market and we have to compete with the big business houses the stalwarts in retail business. All this has been possible because we worked as a team and were true to the core values of the firm. Please remember that our asset is not only the products we sell but also our people. We select the very best in the industry and each one of you has been handpicked for to serve their respective roles. So, be proud of where you stand today. The firm is aware of the challenges we face in our sales activities. As the cliché goes “A problem is a chance for you to do your best” and all uncertainty will lead to tremendous opportunities. As a firm we are committed to help our people achieve the very best. of their capabilities. Training programs and skill building activities will be organised. Quality begins on the inside... and then works its way out. In return we would expect each one of you to be passionate about your work, achieve the targets and grow professionally. What we need to emphasize on is the crucial relationship we build with our customers. Creating value needs to be not only from the point of view of high quality products but also with regards to our communication with the customers. At the end of...
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...Running head : SELECTION OF SALES MANAGER FOR A FORTUNE 500 COMPANY (TITLE OF THE PAPER ) (AUTHOR’S NAME ) (AFFILIATED INSTITUTION) SELECTION OF SALES MANAGER FOR FORTUNE 500 KEY PLAYERS: Mr. Jake, CPA Changing to sales: As my resume states, I was an accountant but have made a career switch to sales. I think working with people in sales would be more interesting than sitting at a desk all day crunching numbers. I am single and want to devote time to my career in order to be successful. Mr. Lynn, IT Manager: As my resume states, I was a math major and I minored in computer analysis. I am very good with people and I am working on improving my English-speaking skills. I graduated first in my class and I wrote a paper on fiber optics in relation to cell towers that was recently published in a peer-reviewed journal. I am a leading expert in the fiber optics field. Mr. Karen, Sales Representative: As my resume states, I have been in sales for five years. I have been awarded the Sales Representative of the Year at my last company. Currently I am relocating to Atlanta because I will be getting married next month. My credentials are stellar and I graduated at the top of my class in fiber optic engineering. Ms. Jyoti, Manager of Wireless Retail Stores: I began assisting in sales at my last job and did extremely...
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...History of Leadership Research Researchers have examined leadership skills from a variety of perspectives. Early analyses of leadership, from the 1900s to the 1950s, differentiated between leader and follower characteristics. Finding that no single trait or combination of traits fully explained leaders' abilities, researchers then began to examine the influence of the situation on leaders' skills and behaviors. Subsequent leadership studies attempted to distinguish effective from non-effective leaders. These studies attempted to determine which leadership behaviors were exemplified by effective leaders. To understand what contributed to making leaders effective, researchers used the contingency model in examining the connection between personal traits, situational variables, and leader effectiveness. Leadership studies of the 1970s and 1980s once again focused on the individual characteristics of leaders which influence their effectiveness and the success of their organizations. The investigations led to the conclusion that leaders and leadership are crucial but complex components of organizations. Traits Model of Leadership: Leaders versus Followers Initial investigations of leadership considered leaders as individuals endowed with certain personality traits which constituted their abilities to lead. The studies investigated individual traits such as intelligence, birth order, socioeconomic status, and child-rearing practices (Bass, 1960; Bird, 1940; Stogdill, 1948, 1974)...
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...How do we finance our business? Financial leverage is appropriate when it is likely that a company will be able to meet its principal and interest requirements. A company with stable profits and cash flows usually is in a better position to use a large amount of financial leverage than a company with volatile profits and cash flows. Companies with predictable revenues and expenses often use a lot of financial leverage. Examples include regulated utilities that can predict revenues, based on approved rate charges, and expenses based on well defined customer groups and demand. Many manufacturing companies also have stable demand for mature products. Expenses are relatively stable because they are linked to stable sales and production processes. Companies with large amounts of plant assets also are able to borrow large amounts of money because their physical assets can be used as collateral for the loans. Capital structure is the way a company chooses to finance its assets and operating activities. A corporation’s capital structure includes common stock and retained earnings. In addition, it may include preferred stock, long-term debt, and short-term obligations. Capital structures differ because the transformation processes of companies differ. Some companies require large investments in plant assets. They may borrow to finance these investments. Capital structures also differ because the financial performances of companies vary. Highly profitable companies often...
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...PERSONALITY AND JOB SATISFACTION: AN INVESTIGATION OF CENTRAL WISCONSIN FIREFIGHTERS Interactions Between Personality and Various Factors at a Local Fire Department By Jennifer S. Skibba A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree With a Major in Applied Psychology Approved: 4 Semester Credits Dr. James Tan, Investigation Advisor The Graduate College University of Wisconsin-Stout May, 2002 The Graduate School University of Wisconsin-Stout Menomonie, WI 54751 Abstract (Writer) Skibba (Last Name) Jennifer (First) S. (Initial) Personality and Job Satisfaction: An Investigation of (Title) Central Wisconsin Firefighters Applied Psychology (Graduate Major) Dr. James Tan (Research Advisor) May, 2002 (Month/Year) 108 (No.of Pages) American Psychological Association (APA) Publication Manual 4th Edition (Name of Style Manual Used in this Study) The purpose of the present investigation is to evaluate how personality and job satisfaction affect job performance in employees at a Central Wisconsin fire department. Through a process of conducting assessments and gaining access to performance evaluations completed at the department, interactions between the variables was seen. The main effects found were that Factor C (Emotional Stability) and Factor F (Liveliness) of Cattell’s 16 PF had positive correlations with job performance, while Factor H (Social Boldness) had a negative relationship...
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...Antonio Allen BA-316-BL 3/30/2015 Financial Issue Paper Could our economy possibly be suffering because the industry is not looking at the bigger picture and instead looks at short term goals? That is the belief of some as Rana Foroohar states in her article for Time, “…because finance looks for quick growth rather than long-term rewards” (Foroohar). Her response is to that of a paper written by Stephen G. Cecchetti, a professor at Brandeis International Business School and a senior economist from BIS, Enisse Kharroubi asking why the financial sector growth out crowds the real economic growth. From another perspective comes the view that financialization has brought a systematic transformation to the capitalist economy. A four part interview printed on Truthout with Costas Lapavitas takes a look on the brighter side of how the industry has been doing great things for the economy over the past few decades. Foroohar says that because the industry invests in industries such as real estate and construction instead of in industries with more life behind them like technology or pharmaceuticals that is another reason for economic growth to be put on the back burner. Finance tends to rise from “…lower capital investment in the real economy, greater inequality, and the demise of more productive industries.” (Foroohar). This puts into perspective just why the economic growth seems to be non-existent while financial firms continues to rise. There is also the interesting point...
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...February 2014 Tourism sector in Amsterdam continues to grow Amsterdam continues to attract tourists despite the economic crisis. Between January and Oktober 2013 the number of nights spent in hotels in the Dutch capital rose by 7% compared to 2012. The growth largely came from domestic arrivals, and is higher than the national figure (2%). In 2012 Amsterdam saw 10.6 million bed nights. The number of bed nights in 2013 is expected to be more than 11 million. The milestone of 10 million nights spent in hotels was officially passed in 2012: 5.7 million hotel guests spent an average of 1.85 nights in Amsterdam. This resulted in 10.6 million bed nights, according to the figures from Statistics Netherlands, which 1 have been calculated using an improved method this year. 8.7 million bedt nights were recorded in the first ten months of 2013, 662,000 (+7%) more than in the same period in 2012. Arrivals and bed nights in Amsterdam, 2000-2012 Source: CBS Tourism is currently growing more rapidly in the Dutch capital than nationally (+2%). The growth is due to a substantial rise in the number of domestic arrivals. The reopening of the major Amsterdam museums and the coronation focused additional attention on Amsterdam in 2013. Across 2013 as a whole Amsterdam can expect 6 1 With effect from 2012 Statistics Netherlands has modified the method for calculating tourism figures. Comparison with previous years is therefore not possible. million arrivals and...
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...Running Head: JOURNAL ARTICLE CRITIQUE Journal Article Critique Peter Bakke Walden University Professor Thomas Spencer, Ph.D. RSCH-8250Z-1 – Advanced Quantitative Reasoning & Analysis July 16, 2013 1 2 Running Head: JOURNAL ARTICLE CRITIQUE Introduction Hsu, Chen, and Cheng (2013) used a cross-sectional study to analyze 187 small and medium enterprises (SMEs) in Taiwan to determine if CEO attributes contributed to internationalization success as defined by firm performance. Based upon upper echelon and information processing theories, the researchers hypothesized that five CEO characteristics (age, tenure, education, international experience, and duality - that is, CEO also as board chairman) were significant moderating effects upon international firm performance. Using regression analyses, the researchers concluded that four of the predictors, excluding CEO tenure, had a significant moderating effect upon firm performance. The rationale for the study was described by the researchers as a need to analyze CEO characteristic attributes because such CEO predictors had not been addressed in previous studies of internationalization and firm performance. Therefore, this study appeared to fill a gap in the literature. The three authors seemed to be a well-balanced team to tackle this particular academic issue. They individually had well-suited combinations of experience in finance, risk management, and international business. Literature Review ...
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...and conditions but in the event of conflict these provisions shall prevail. Standard CiTylinK Terms and Conditions (including Terms and Conditions for Passengers and Baggage, Carrier’s Regulations and Privacy Policy) apply (please visit www.flycitylink.com for full details). In the event of any conflict Standard flycitylink.com Terms and Conditions shall prevail over these provisions. CiTylinK reserves the right to change the terms and conditions of its Promotions (and any Standard CiTylinK Terms and Conditions) at its discretion. Promotion A Promotion is an entitlement to a Discount (up to the amount stated) off a qualifying booking, including airfare, taxes and charges. A Promotion is valid on the CiTylinK website, at all CiTylinK sales outlets and all ticketing agencies as well as for corporate clients who operate their own ticketing accounts with CiTylinK. A Promotion is subject to availability and is not an indication of availability. In particular, CiTylinK reserves the right to cancel a Promotion. A Promotion is not an entitlement to make a specific booking or to travel on a specific date or via a specific route. Redeeming Promotion A Promotion can only be valid for a new qualifying booking and cannot be redeemed against a booking already made. Discount obtained through a Promotion has no cash value and cannot be redeemed for cash (or for benefits in kind such as complimentary tickets). A Promotion is only valid during the period identified and on the dates...
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...Subject: CV TO WHOM IT MAY CONCERN Dear sir, Hereby i am M.H.Taavoni(D.O.Birth: 1968,IRAN ),holding two certificate: 1-B.S. in electrical engineer(power) 2-First class radio-electronic engineer officer With UAE D/L The additional courses i passed thriugh are as followes: 1-Radar & Arpa(68 hours) 2-High power relays & transformers in tarasht power station(3 months) 3-Rewinding of motors & transformers in I.R. Iran railways(3 months) 4-Computer network(4)repair & maintenance in I.R. of Iran ship lines co.(3 month) 5-Global maritime distress safety system in I.R. of Iran ship lines co.(20 days) 6-First aid in I.R. of Iran ship lines co.(16 hours) 7-Fire fighting in I.R. of Iran ship lines co.(32 hours) 8-Technical courses in tehran cement co.(4 months) 9-Personnel survival technics(10 days) 10-Personnel safety & social responsibilities(10 days) 11-International safety management(1 days) 12-Chart track-ECDIS(18 hours) 13-Marinet software(6 hours) 14-Computer planned maintenance(74 hours) 15-Advance communication(85 hours) 16- TV. maintenance in pars electric co.(3 months) 17-Radio navigation(102 hours) 18-Industrial English language(34 hours) 19-Micro wave(68 hours) 20-Radar technology(170 hours) 21-Repair & maintenance of navigation systems(153 hours) 22-Function & use of elec. & electro-hyd. Components in FESTO 23-Recognising & reading of elec. & electro-hyd. Symbols in FESTO 24-Design ,construction & operation of basic circuits ...
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...Name-Desmond P. Williams DSI-D013889997 HR587 March 12, 2011 ASSESSING CHANGE MANAGERS’ IMAGES Introduction This exercise was carried out to assess change managers’ images. The work so far gives an in depth discussion on the actions of two change managers as they relate to the six images of change. In this regard two change managers were interviewed and both of them are in the retail business entity. For convenience, they are labeled as Change manager A and B of A and B companies respectively. The responses of both change managers were compared and contrasted to make this assessment. Based on the responses of the mangers in question it was clearly evident that they were using the images unconsciously. The actions and approaches they adopted to augment change in their respective organizations show that they were implementing change influenced by the images. The company of Manager A is a well established business on a larger scale unlike that of Manger B which is a small grocery store. In the interviews both managers told their stories regarding change in their respective organizations. In the case of Manager A, he said it was a kind of transformational change that took place in his organization. There is a policy of the Home office to transform all its retail stores to supercenters based on the performance these stores in terms of profit-making and meeting the demands of the customers .In addition,he pointed out that the store was doing well in business ,consequently...
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...Powers and Duties of Officers and Employees The procedure followed in the decision making process, including channels of supervision and accountability, the norms set for discharge of functions and the rules and regulations held under the control of the organization and used by its employees are detailed below. Shri Raji Philip Chairman-cum-Managing Director The Chairman and Managing Director is the Chief Executive of the Corporation and is responsible to the Board of Directors. He is responsible for all the activities of the Corporation including personnel, financial and commercial management, and corporate planning and project implementation. He is responsible for the effectiveness of the organization in the pursuit of the Company’s goals and objectives and in particular for the performance and supervision of the technical, administrative and day-to-day operations of the Company. The powers exercised by CMD are as per “Delegation of Powers” of CMD in vogue from time to time. Shri A K Bhatia Director (Operations) Director (Operations) is a member of Board of Directors and reports to Chairman and Managing Director. He assists the CMD in all technical matters, in procurement of providing support to the mills for efficient operations, forestry raw material and other major inputs, setting technical parameters and monitoring the operations against the set norms, closely inter-acting with the Chief Executives of the mills on all technical matters including innovation...
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...all have different customer bases, different product lines and even different accounting systems. The divisions are also profit centers, by definition; each was responsible for their sales, costs, and bottom line. Each division also needed approval for any capital acquisition over $500. Target Setting Each division was evaluated in 7 standard key areas: Profit before Tax, Bookings, Shipments, Returns (as a % of total dollars shipped), Rework Aging, Efficiency (net sales/no. of employees), and Delinquencies, which were measured on dollar volume and % of delinquent orders outstanding. These evaluations were measured each quarter (with monthly “check-ins”) and were highly emphasized, the most of which was Profit before Tax. Until 1987, HCC stressed “stretch” performance targets. Top management felt that these aggressive targets would push managers to produce the very best results, even though they knew that the intended probability of meeting these objectives was around 75-80%. This setup allowed managers to be appraised based on their actual to budgeted figures. However, there were two sides to these appraisals: an objective view and a subjective view. The objective view looked purely at the numbers. If the divisions Actual Profit before Tax was 60% or greater than Budgeted, the corresponding manager may receive up to 150% of their bonus potential. The subjective...
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