...UMUC Haircuts Stage 1 ISFM 300 Abstract A strategy for competitive advantage and improving a business strategy are fundamental for improving a business overall, as competition, customers’ expectations, technology, type, and quality of products and services are changing in time. This paper is analyzing UMUC Haircuts’ cost leadership strategy and improvement of customer and employee scheduling process, following Porter’s Five Forces Model. UMUC Haircuts Stage 1 I. Introduction The paper is a business environment analysis for UMUC Haircuts, at the request of Mrs. Myra Morningstar. UMUC Haircuts has been in business since 1995, and the news that a Hair Cuttery will open five miles away is concerning for Mrs. Morningstar, as she is trying to find ways to remain competitive in this changing environment. Mrs. Morningstar already selected a strategy for competitive advantage, using a cost leadership strategy. The business process that Mrs. Morningstar stated needs improvement is her customer and employee scheduling. The following pages will provide solid justification for Mrs. Morningstar’s strategy, for competitive advantage and the business process that she selected. Additionally it will help UMUC Haircuts enter the 21st Century standards, and able to survive in this competitive type of business. II. Five Forces Analysis Porter’s five forces analysis is a model that helps any business to understand “how competitive an industry is and to analyze its strengths...
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...HEALTH FITNESS CASE STUDY [Stage 1] Introduction With the purpose to serve the community to achieve a better lifestyle through fitness, Mr. Ellington, a former UMUC Business Management graduate has created the UR UMUC Healthy fitness as a center for exercise and martial art classes. Since its first opening in 1980, UR UMUC Health Center has not been keeping the facility up to date to meet the new demands of customers and the business has proven to be declining in the past few years. Along with the future arrival of Gold Gym, the obsolete facility is in a great need for a dynamic change. Particularly with the emerging of technology, the center management will need to develop a new system which will incorporates with technology solutions and strategic business implementations to stay competitive. To bring the UR UMUC Healthy Fitness Center out of it current situation, it is essential to have a thoroughly analysis of the Porter’s five forces which will help us to improve the situation without taking to wrong steps (Porter’s, 2013). The analysis will utilize the given information of the fitness center to help find a better solution and creating a competitive advantage for the center over the future Gold Gym arrival and other competitors. * Buyer Power – the power of customers and clients which refers to the exertion of customer’s pressure on business to bring down the price while expecting superior customer services and better quality products. Two methods of...
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...Key Stage 1 Year Group: 2 Class: Lime Class 2.1 Teacher: Ms Mazzaschi |8.20- 8.35 |1 |2 |10.15-10.30 |3 |4 |11.55 -12.55 |12.55 -1.00 |5 |1.50 – 2.05 |6 |2.55-3.00 | | | |8.35- 9.25 |9.25-10.15 | |10.30 – 11.20 |11.20 – 11.55 | | |1.00 – 1.50 | |2.05 – 2.55 | | |MON |Soft start/ R e g i s t r a t i o n |Carousel French,PE,Music Drama |Carousel French,PE,Music Drama |Playtime |Science Room |Science |Lunch |Registration |Literacy |Playtime | Maths |Collective Worship | |TUE | |Maths | |Carousel French,PE,Music Drama |Carousel French,PE,Music Drama | | |Spiral History/ Geography | | Spiral History/ Geography | | |WED | |Maths | |Literacy/ Phonics/ GR | | |Library shared with Avocado/ GR | | PE with Avocado | | |THUR | |Art/ DT Room |Art/ DT | |Literacy/ Phonics/ GR | | |RE | |RE |GR | | |FRI | |Assembly/ Computing |Sensory Room/ PSHE | |Literacy/ Phonics/ GR | | |Maths Problem solving | | Assembly/ Computing | | | Lego Room: Autumn 2 Mon/Tues/Wed/Thurs – 5 & 6 Key Sage 2 Year Group: ___ Class: _______________ Teacher: _________________ |8.30 8.35 |1 |2 |10.15-10.30 |3 |4 |12.10-1.10 |1.10-1.15 |5 |6 |2.55-3.00 | | | |8.35- 9.25 |9.25-10.15 | |10.30 – 11.20 |11.20-12.10 | | |1.15-2.05 |2.05-2.55 | | |MON |R e g i s t r a t i o n | | |Playtime | | |Lunch |Registration | | |Collective Worship | |TUE | | | | | | | | | | | | |WED | | | | | | | | | | | | |THUR | | | | | | | | | |Assembly | | |FRI | | | | | | | | | | | | | Carousel...
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...UMUC Haircuts Stage 1 Since the opening of UMUC Haircuts in 1995, Myra Morningstar has seen an increase in customers and competition from a variety of competitors. Myra would like to expand her business into the gift shop area next door. To remain competitive, Myra recognizes that she needs to improve her current management practices in combination with better scheduling of her employees and customers and management of her supplies. Myra has hired a System Analyst to help her with determining how she can improve her business. FIVE FORCES ANALYSIS FORCE EXPLANATION (Minimum 2 good sentences) IMPACT (POSITIVE, NEGATIVE, or NEUTRAL) AFFECT STRATEGY? (YES/NO) BUYER POWER Customers buyer power is neutral.. Customer have the option to go to another competitor in the area. Neutral No SUPPLIER POWER Supplier Power is high. Supplies are going up in price. Myra has no means of finding cheaper prices. Myra has no control over suppliers. Negative Yes THREAT OF SUBSTITUTE PRODUCTS OR SERVICES Threat is neutral. Customer can let hair grow or get someone else cut their hair. Neutral No THREAT OF NEW ENTRANTS Several businesses have open and one more will open within a 5 mile radius, Barrier entry is high because Myra has no IS. Negative Yes RIVALRY AMONG EXISTING COMPETITORS Threat of substitute services is high, Myra has no means of contacting customers and has no promotions to offer. Rivalry offering same services as Myra’s business. Negative Yes Strategy...
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...UMUC Haircuts Stage 1 University of Maryland University College 2016 I. Introduction Myra Morningstar the owner of UMUC Haircut’s has been in business since 1995. When Myra opened her salon in 1995 she had very few competitors in the area. Since opening UMUC Haircut Myra has seen a growth in competition from a variety of salons. There is also news that a Hair Cuttery may be opening five miles away from Myra’s salon. With the concern of growing competition in the area, Myra started to evaluate her existing environment and what could be done to help her to remain competitive. To help her to become more competitive and to grow her business Myra has hired a System Analyst. II. Five Forces Analysis FORCE | EXPLANATION(Minimum 2 good sentences) | IMPACT (POSITIVE, NEGATIVE, or NEUTRAL) | AFFECT STRATEGY? (YES/NO) | BUYER POWER | When the business is able to easily meet the needs of the buyer, the cost to serve the buyer is low. Buyers have a strong bargaining position when they have several options to choose from of the same product. Myra’s customers have several salons in the area that offered the same service as her salon. The buyer power has a negative impact on the business. The increase in options for her customers will affect her strategy because she will have to keep her prices low and spend more money on advertising. | Negative | yes | SUPPLIER POWER | Suppliers have a competitive advantage when they offer a product that very few suppliers offer...
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...GREGG OUELLETTE IFSM 300 UMUC Haircuts Stage 1 UMUC HAIRCUTS STAGE 1 29 JUNE 16 I. INTRODUCTION Myra Morningstar is the owner of the small business, UMUC Haircuts. It is a small shop in the college campus area and Myra is looking to expand her business to meet the needs of customers. In order for her to be successful in her new adventure she will need to consider the needs of her customers, use of technology, and competition with the new local competitor. Barriers to entry in the Hair Care industry are very minimal. When it comes to barbershops and salons, there are a few already in the area with a couple more potentials. High customer volume creates much competition in the market. The only barrier to entry is licensing. Barbershops and salons must have a business license along with a few permits (Barbershop Business Guide, 2014). The fixed costs are minimal and no special products are needed. Loyalty to barbers and hair stylists is moderate and incentives to use a particular provider are almost non-existent. The market is close to saturated and this particular area will soon become highly competitive. Threats of substitutes for UMUC Haircuts are moderate to low. II. FIVE FORCES ANALYSIS FORCE | EXPLANATION(Minimum 2 good sentences) | IMPACT (POSITIVE, NEGATIVE, or NEUTRAL) | AFFECT STRATEGY? (YES/NO) | BUYER POWER | UMUC haircuts is high due to different barber shops and spas choices that the customers have around UMUC haircutsThe buyer power will...
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...www.fmfi-journal.org Focusing on Modern Food Industry (FMFI) Volume 2 Issue 4, November 2013 Optimization of Pomace and Banana Peel Fermentation for Production of Single Cell Oil A. Kulkarni*1, A. Singh2, B.K Kumbhar3, M. Sahgal4 Department of Post Harvest Process & Food Engineering, College of Technology, GB Pant University of Agri & Technology, Pantnagar 263 145 U.S Nagar, Uttarakhand, INDIA 2 corresponding author e-mail: asingh3@gmail.com Abstract Present study was carried out to obtain single cell oil using fermented apple pomace and banana peel. The variables selected for the final experiments were levels of pH (3.0, 4.0 and 5.0), fermentation time (24, 48 and 72 hrs) and inoculum level (0.8, 1.0 and 1.2 ml). Designed experiments were conducted randomly to reveal the effect of these variables on pH, sugar utilization and single cell oil yield. Fermentation of apple pomace (50%) with banana peel (50%) resulted in maximum single cell oil production (5.87%) by using R. minuta. Statistical analysis resulted in the optimum conditions (pH 3.0, fermentation time 56.4 hrs and inoculum level 1.12 ml) for maximum single cell oil production. The model F- value was found to be highly significant at 1% level of significance in case of pH, utilized sugar and single cell oil yield. Hence, second order model could be fitted to predict all the dependent parameters. Key words Single Cell Oil; Fermentation; Pomace; Agro Waste Utilization Introduction ...
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...Case Study: The Hometown Deli- Stage 1 I am proud to now be the sole decision maker and owner of my family’s deli, The Hometown Deli, which has been in my family since 1952. I feel honored and I am so happy that I have been given the chance to better the business and bring it into the 21st century. I need to be careful in doing so since I have never had such responsibilities before. Not only am I now faced with the challenges of learning the ropes of the business, but the new rumor about the Wall Street Deli that is possibly opening up just down the street. It isn’t just a scary thought because I have so much work already to do, but it’s scary in the fact that since we opened our doors in 1952, we have not had one single competitor. It is my job to reassure my employees and loyal customers that The Hometown Deli will sustain the new changes and be better than ever. I need to put my plans and changes into overdrive mode to get them in effect and get the business going before this potential competitor moves into the neighborhood. The first plan of action involves performing a Porter’s Five Forces Analysis of the Deli. Porter’s Five Forces model is a very valuable tool in aiding businesses that are facing tough decisions of entering a new industry or industry segment. The purpose of Porter’s model is to define the overall appeal that the business has to its consumers. Porter’s Five Forces include: Buyer Power, Supplier Power, Threat of Substitute products or services, Threat...
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...Consumer Based Brand Equity Model is relatively straightforward. If you want to build your brand, you need to develop your brand, based on understanding how customers feel about your brand. Further, brand managers must develop and communicate about the brand ‘experiences’ so that people have positive feelings about the brand, a favourable opinion of the brand, and their perceptions of the brand are positive. If we can achieve this, we can build loyalty from customers – which is a key aim of most organisations (it is approximately約5 times more expensive to acquire獲得new customers than to keep existing ones). Figure 1: Keller's Brand Equity Model As we saw in lecture (on slide 4 from Lecture 2), there are areas of significance to customers - questions that they will ask of the brand (often subconsciously潛意識) - shown in Figure 1 above. Applying the Model Stage 1: Brand Identity – Who Are You? Aim is to create awareness. Brand salience is when your brand is the one that springs彈性 to the mind of consumers, and that is ultimately最終what every brand would aim to achieve. If I were to ask you: name me a brand of car/computer/cellphone/noodle/coffee – the one that comes to your mind first is the one with highest levels of salience. Some markets are highly competitive and it will be harder to perhaps have your brand ‘stand out’. 脫穎而出 How to Achieve? It is essential必要to ‘know who your customers are’. And to achieve this, research is crucial關鍵so you are able to gain in-depth understanding...
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...Choices and Consequences The Number 1 choice is Jerry, the father, offers the best utilitarianism of hope and use of his life to help his children and family and the best longevity of life given he has essentially been healthy except for the damage done to his heart from the Steroids some 20 to 30 years earlier. His wife and children play no part in the decision in him getting the heart. It all has to do with his health, and ability to live a life after he receives it. And also some other facts which should be considered like life expectancy, importance, age etc. when deciding on whom to donate the heart to. He’s cause for damage to the heart was the steroids, of which he was unaware of the consequences of taking the steroids at the time he took so there wasn’t any sort of health irresponsibility known otherwise. His chances to live 10-15 more years are very high so it’s one point investing in him. He has a family to take care of, wife and the 3 kids who he has to support till they are on their feet and so forth. He also has been a good supporting father as he’s already being supporting their dreams career wise and the future. So my first choice with all confidence would be Jerry. The number 2 choice is Ozzie because as LONG as he does not get back on his old ways HE does hold out some hope on society as a whole as long he does NOT revert back and does good in society by helping out and he no longer does any drugs - he really can have a useful and a prosperous and productive...
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...KPMG 经典 24 题 The Classical 24 Numerical Reasoning 1 2 3 4 5 6 7 "The big economic difference between nuclear and fossil-fuelled powerstations is that nuclear reactors are more expensive to build and decommission, but cheaper to sun. So disputes 答案详解 1. E (28x200+25x100)/(100%-10%)=9000 2. C (20x250+16x300) x6%=588 8 3. B Permanent: 150 Temporary: 250 Region E (permanent: temporary)=3:2 Region SE Total: 400 (New) Permanent: 400x3/5=240 Temporary: 400x2/5=160 所以我们可以得出 P 增加了 90 人，T 减少了 90 人 90x(30-18)=1080 (我们可以用其他方法算，但是却不是最节约时间的算法) 4． E 目测， （SE 和 SW 的 P 每小时接的电话数是最高的，而且 SW 的 P 的人数多，所以总数上 SW 可定比 SE 要高。虽然 E 的每小时接电话数不高，但是他人 数最多，所以总数也很高） 5. 6. 7. 8. 9. C A A D E (43200+80000+16000) x105%-11232-12096-21600-19200-4160-4640=73232 (40x120x4-1600)/16000=20% 43200/48-44000/50=20 80000/50/25=64 (2.50-2.40)/2.40x2.50+2.50=2.604 (1.10-1.08)/1.08x1.10+1.10=1.120 2.604-1.120=1.48 10. 11. A C 1.70-(3.20-1.70)=0.2 9 (1.70-0.3)x(1-15%)=1.19 12. 13. 14. 15. 16. 17. E G B E C C 1.08x(1-20%)/2.40=36% (70-50)x4x40x3=9600 50x40x4x6+50x4x4x10=56000 3/2.4x40-40=10 (40-38)x4x3x(55+40)=2280 8000/61.8-100/1.62=67.72 不管在 Yr 1，用了多少英镑买泰铢，我们要知道的是在 Yr 2，8000 泰铢可换多少英镑，所以用第二年的汇率，而不是第一年的。 注 意 remainder 说 明 是 算 差 的 18. 19. F D 1000x1.52/1.62x11.1=10415 (65.4-61.8)/61.8=5.8% 升值，这是直接法，所以在 Yr 1，1 英镑可换 65.4 泰铢，而 Yr 2，1 英镑之可以换到 61.8 的泰铢，这说明泰铢升值了。 （这里英镑 是基准货币） 这 道 题 原 始 的 解 法 应 该 是 ： 1/61.8-1/65.4） /1/65.4 （ 20. 21. 22. B E G 目测法，看两年直接之变化最大的，注意单位（全部看作是百位数） ??????????...
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...samples have been recorded as follows: Sample Number of Defectives Sample Number of Defectives 1 14 11 18 2 12 12 10 3 9 13 19 4 10 14 20 5 11 15 17 6 7 16 18 7 8 17 18 8 14 18 22 9 16 19 24 10 17 20 23 Construct a -chart for this process using limits and describe the variation in the process. P-chart average = 0.178 UCL = 0.178+3*SqRt(0.178*(1-0.178/200) = 0.2591 LCL = 0.178-3*SqRt(1-0.0.178/200) = 0.0969 The process is NOT in control. Problem 03-06. One of the stages in the process of making denim cloth at the Southern Mills Company is to spin cotton yarn onto spindles for subsequent use in the weaving process. Occasionally the yarn breaks during the spinning process, and an operator ties it back together. Some number of breaks is considered normal; however, too many breaks might mean that the yarn is of poor quality. In order to monitor this process, the quality-control manager randomly selects a spinning machine each hour and checks the number of breaks during a 15-minute period. Following is a summary of the observations for the past 20 hours: Sample Number of Breaks Sample Number of Breaks 1 3 11 3 2 2 12 4 3 4 13 6 4 1 14 7 5 5 15 8 6 3 16 6 7 2 17 5 8 4 18 7 ...
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...Organized by Institute of Architects Bangladesh (IAB) &Dhaka Electric Supply Company Limited (DESCO). ARCHITECTURAL CONTRIBUTION Competitions are a unique way to provide opportunity to the architects for experimentation, brain storming, thought provocation and creativity. It is a motivation for architects to search answers for their questions, build‐up their understanding about society, human being, context, economy etc., and thus reflecting their thoughts in to physical environment through architectural depiction. Entrants are free to explore as far as they are willing to push the bar set out for the competition, but not breaking them, to avoid disqualification. Page. 1 Open Architectural Design Competition for the Design of DESCO Head Office Building ABOUT DHAKA ELECTRIC SUPPLY COMPANY LIMITED (DESCO) HISTORY In the prevailing socio‐economic and political environment it is a great challenge in earning customer confidence for a public sector utility company In Bangladesh. But despite all realities and confronting all challenges, Dhaka Electricity Supply Company Ltd (DESCO) is committed to achieve the distinction of the leading most company in the context of earning customers confidence. The emergence of electricity use in our part of the world where Bangladesh...
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...Prof. Sreedhara Raman Submitted by: Step 1: Agglomeration Schedule: The first step in Cluster Analysis is to find out the number of clusters that should be made. From the below table we observe that the difference between 16th and 15th value is the highest =4.5. Thus, the number of cluster taken is 4. Agglomeration Schedule | Stage | Cluster Combined | Coefficients | Stage Cluster First Appears | Next Stage | | Cluster 1 | Cluster 2 | | Cluster 1 | Cluster 2 | | 1 | 1 | 19 | 11.000 | 0 | 0 | 12 | 2 | 11 | 20 | 15.000 | 0 | 0 | 11 | 3 | 8 | 9 | 15.000 | 0 | 0 | 8 | 4 | 6 | 10 | 17.000 | 0 | 0 | 11 | 5 | 5 | 13 | 18.000 | 0 | 0 | 12 | 6 | 14 | 18 | 19.000 | 0 | 0 | 15 | 7 | 7 | 15 | 20.000 | 0 | 0 | 15 | 8 | 2 | 8 | 20.500 | 0 | 3 | 14 | 9 | 16 | 17 | 22.000 | 0 | 0 | 14 | 10 | 4 | 12 | 23.000 | 0 | 0 | 16 | 11 | 6 | 11 | 24.000 | 4 | 2 | 13 | 12 | 1 | 5 | 24.000 | 1 | 5 | 13 | 13 | 1 | 6 | 26.750 | 12 | 11 | 16 | 14 | 2 | 16 | 28.000 | 8 | 9 | 17 | 15 | 7 | 14 | 28.000 | 7 | 6 | 18 | 16 | 1 | 4 | 32.500 | 13 | 10 | 19 | 17 | 2 | 3 | 32.800 | 14 | 0 | 18 | 18 | 2 | 7 | 36.250 | 17 | 15 | 19 | 19 | 1 | 2 | 44.300 | 16 | 18 | 0 | Step 2: Final Cluster Centers: From this table we identify the major characteristics of the respondents belonging to different clusters, which will help us to create a Cluster Profile. Final Cluster Centers | | Cluster | | 1 | 2 | 3 | 4 | v1 | 4 | 4 | 3 | 4 | v2 | 3 | 4 | 2...
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...LUCKNOW UNIVERSITY RESEARCH ON How effective the students are in handling their anger? Anger management SUBMITTED TO: DR. RITU NARANG SUBMITTED BY: ANURADHA ANAND M.B.A. (SECTION-A) SEMESTER -1 Roll no. = 07 INTRODUCTION The stress and conflict can cause any number of emotions, one common and uncomfortable one is Anger. On the one hand, anger has positive value. Generally we get angry with people who are important to us—people we value, or people on whom we depend. Expressing our anger gets the other person’s attention and motivates him or her to focus on the conflict. Feeling angry also energizes us to act. Our anger motivates us to address the conflict. Anger also educates us, because it forces us to examine what makes us angry and learn more about our own commitments and values. On the other hand, anger is also destructive. It feels physically unpleasant, and when we are angry we may feel out of control. At the same time, when we feel angry we may feel and be out of sync with the culture of our organization, which is likely to cause us some anxiety. Suppressing anger may lead to self-blame. It may also lead to displacement, which is redirecting one’s anger by attacking innocent parties. We all get angry. It's a normal emotion. However, some of us handle our anger better than others. While one person might be a bit unhappy when someone cuts him off in traffic, another is so angry that he shouts and swears, and starts driving...
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