...rate regardless of how many hours he or she works. Finally, some jobs have compensation which is based on commission. These are mostly sales positions, and the more a person sells, the more money he or she makes. These three types of compensation are the most common forms of payment that organizations offer to their employees. When looking at the Los Angeles Times Sunday edition for August 5, 2011, there are many jobs listed to say the least. Three salaried jobs which were listed on that day are: 1). Customer Support/Client Care for AppleOne, located in Santa Clara, California, with a salary of up to $62,000 year depending on experience; 2). Customer Support/Client Care for Ajilon Professional Staffing in Uniondale New York with a salary between $55,000-$75,000 per year depending on experience; and 3). Medical Reimbursement/Billing Analyst for a major medical organization located in San Diego, California is currently seeking a qualified individual for their expanding billing and reimbursement are with a starting salary of up to $60,000 “Los Angeles Times Classifieds, 2012.” According to business consultant K. A. Francis, most jobs that pay a salary “are professional in nature. Aside from the usual professional positions, such as doctors and lawyers; other professions, including executive positions; administrative jobs, sales and technical positions are generally classified as exempt” (2011). In...
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...Course Project Tara A. J. Courtney Managerial Applications of Information Technology Professor: Peter Newman Due: June 12, 2016 Table of contents…2 Abstract…3 Brief company background…4 Discussion of business problem(s)...5 High level solution...7 Benefits of solving the problem...9 Business or technical approach...11 Business process changes...13 Technology or business practices used to augment the solution...14 Conclusions and overall recommendations...14 High-level implementation plan...15 Summary of project...15 References...17 Abstract We are living in another revolution since the Industrial Revolution. Some call it the 3rd Industrial Revolution, the Digital Revolution, the Information Age, the Digital Era, the Communication Technology Revolution, or the Technology Age. Regardless of what it is called, technology has evolved our world into a Global Marketplace. I’m watching a mom and pop company strategize to transform the way they do business by preparing to adopt a software system to help them de-clutter, organize and handle the growing amount of business they are acquiring. They use cloud based software, but the capabilities are limited. Some companies struggle to innovate and collaborate to the next level of business which involves them getting organized and taking the leap to improve their technologies. Improving company systems and process ultimately leads to the improvement...
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...MCS0021 GM’s Saturn Story: Integrated Strategy for Communication and Brand Building “Untill 1989, Americans thought of Saturn, when they thought of it at all, as the sixth planet from the sun. After 1989, Saturn the planet was preempted by Saturn the brand, a new shape of matter that signaled the comeback of a renovated universe called Detroit.” – Lynn B. Upshaw, Author, Building Brand Identity: A Strategy for Success in a Hostile Marketplace Genesis of Saturn On a wintry day in Detroit, the CEO of General Motors (GM), Roger B. Smith (Smith) was about to make an announcement. Since he had taken over in 1981, ‘the cherubic chairman’ 1 of GM had already brought about big changes in reorganising GM’s lumbering organisation structure. He had invested in robotics, space satellites and data-processing for which he had bought over entire companies such as Ross Perot’s Electronic Data Systems and Hughes Aircraft Company when he could have just contracted their services. On January 8th 1985, Smith was unveiling Saturn, GM’s first new brand in 70 years. It was to be a lot more than just another car brand. At that time, Smith was famously quoted as stating, “Saturn is the key to GM’s long term competitiveness, survival and success as a domestic producer.”2 As an independent subsidiary that relied on innovative technology and was managed by the workers and management in a joint decision making format, its mission was to “develop and produce an American made small car that will be...
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...Source: http://www.allbusiness.com/accounting-reporting/methods-standards-cost-accounting/498244-1.html#ixzz1nMWBS5qI By Juras, Paul E. ABSTRACT Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key "change management" insights into a report that could be shared with co-workers in an intranet-based knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers. Implementing change in an organization is about ninety percent cultural and ten percent technical. This is because the organization dynamics, politics, and search for a champion that go on are the real issues that make or break the project. One of the reasons we were able to implement ABC successfully was because the right people became champions. Chris Richards, Director of MIS, Global Electronics, Inc. BACKGROUND Global Electronics, Inc. (GEI), headquartered in Sarasota, Florida, designs, manufactures...
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...is terrible – despite the outside help of a strategy consulting firm. The case presents the decision point in 2003, whereby MFS’s future has to be decided. Should Michelin seek to further develop this solution offer, and try to repackage the offer yet another time? Or was it just a passing fad that should be abandoned? This case investigates the difficulties that industrial groups face when they transition from selling products to providing service. It enables participants to reflect on the following issues: What’s industrial groups’ rationale for moving towards solutions? What kind of business model reconfiguration does it imply? How does moving to solutions raise multiple challenges throughout the organization (e.g. in terms of sales force management, risk management, channel relationships etc.)? * This case study was written by Chloé Renault, HEC 2006 and PhD Student at HEC, under the supervision of Frédéric Dalsace, Danone Chair of Social Business/Firm & Poverty and Wolfgang Ulaga, EDF Chair in Marketing/New Business...
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...Comprehensive 17 Advanced Comprehensive Comments: Cases vary in difficulty. Please review each case to see if it fits your course and students. These guidelines may help you select cases for your course. For example, if you use teams, then one team could work on Case 1 and 2. If only one person does a case, then assign only Case 1. Team 1: Cases 1 and 2 7: Case 14 2: Cases 3 and 4 8: Case 15 3: Cases 6 and 7 9: Case 17 Advanced 4: Case 8 10: Case 18 Advanced 5: Case 9 11: Case 19 Advanced 6: Case 13 12: Case 20 Advanced Caution Instructors, Please Read This Caution Note about the Harvard Cases: Users of Sales Management: Teamwork, Leadership, and Technology have asked for several newer, advanced comprehensive cases. The Publisher has added four excellent Harvard cases for you. Caution is stated because the Harvard cases contain some issues that are not covered in this textbook, or are not covered to the extent students may like. If you assign these cases, students may need to go outside of this textbook for information. Both the instructor and students will need to devote much more time in analyzing the Harvard Cases, which are cases 14, 15, 16, and 17, than...
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...of Product Manager Role of Product Manger Responsible for marketing of individual products or product lines • Creation and conceptualization of strategies for improving and marketing the assigned product line or brands. • Projection and determination of financial and operating plans for such products. • Monitoring execution and results of plans, with possible adaptation of tactics to evolving conditions. Scope of Product Manager: • Has no control over the functional departments that execute the plan • Lately, advertising function at micro level is being held by product managers Interfaces of a Product Manager Functions of a Product Manger 1. Market Planning Process SLEPT Customer (MKT Segmentation) Competitor (PDCT Segmentation) Sales Potential and Market Forecasting 2. Product Strategy Positioning / Branding Leveraging CBBE (LE / BE) NPD 3. Marketing Decisions Pricing Packaging Promotions (includes ADVT) Channels of Distribution Service 4. Monitoring Marketing Metrics Financial Metrics How is Product Manger different from Marketing Manger? • • • Focus Level of Operation Time frame of decision Making How is Product Management different from Brand Management? Differences • • • • • Brand can exist independent of product Brand has value on balance sheet Brand can deal with multiple product lines but still be coherent Brand is extendable Brand is a covenant or a promise of performance Similarities • Brand derives its power from product only • If promise is...
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...Assessor name: U YE MYINT Unit Number and title: Unit 20: Sales planning and Operations Qualification: Pearson BTEC Level 5 HND Diploma in Business Submitted by: YAMIN MYO TINT Sales Planning and Operations for Toe Company Contents Introduction 2 Objectives 3 Executive Summary 4 LO 1 Understand the role of personal selling within the overall marketing strategy 6 Task (1.1) Explain how personal selling supports the promotion mix 6 Task (1.2) Compare buyer behavior and the decision making process in different situations 10 “Buying Behavior” 10 Task (1.3) analyze the role of sales teams within marketing strategy 16 LO 2: Be able to apply the principles of the selling process to a product or service. 21 Task (2.1) Prepare a sales presentation for a product or service 21 Task (2.2) Carry out sales presentation for a product or service. 25 LO 3: Understand the role and objectives of sales management 27 Task 3.1 explain how sales strategies are developed in line with corporate objectives 27 Task (3.2) explain the importance of recruitment and selection procedures 34 Task (3.3) Evaluate the role of motivation, remuneration and training sales management 37 Task (3.4) Explain how sales management organize sales activity and control sales output 48 Task (3.5) Explain the use of databases in effective sales management 51 LO 4: Be able to plan sales activity for a product or service 52 Task (4.1) Develop a sales plan for a product or service 52 Task (4.2) Investigate opportunities...
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...From Processes to Promise: Ivanka Visnjic Business Models Research Lead, Cambridge Service Alliance Assistant Professor, ESADE Business School How complex service providers use business model innovation to deliver sustainable growth Andy Neely Director, Cambridge Service Alliance Founder members: Judge Business School The Cambridge Service Alliance The Cambridge Service Alliance is a unique global partnership between businesses and universities. It brings together the world’s leading firms and academics, all of whom are devoted to delivering today the tools, education and insights needed for the complex service solutions of tomorrow. About the Cambridge Service Alliance Founded in 2010 by BAE Systems, IBM and the University of Cambridge’s Institute for Manufacturing and Judge Business School, the Cambridge Service Alliance brings together world-leading organisations with an interest in complex service systems to: • Conduct insightful, yet practical research to improve the design and deployment of high-performance complex service systems. • Create and develop industrially applicable tools and techniques that deliver competitive advantage. • Provide an unparalleled network of academics and industrialists that share experience, knowledge and insight in how better to design and deploy high performance complex service systems. • Develop and deliver public and member-only education programmes to raise the skill levels of organisations. Joining the Cambridge...
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...BEST BUY [pic] [pic] Making Life Fun & Easy! [pic] Tiago Alves Andrew Bornstein Mae Brana Grace Tan Meredith Walters Table of Contents Business Summary 2 Vision Statement & Corporate Values 2 Rankings 2 Market Share 3 Stock Chart – 5 Year Performance 3 Financial Highlights 4 History 5 Key Executives 6 Strategy 7 Customer Centricity 7 Value-added Services Business 9 Supply Chain and IT Systems 9 New Store Openings 10 Mergers & Acquisitions 10 Employees 11 Key Competitors 12 5-Year Performance vs Key Competitors 13 Appendix 14 Business Summary Best Buy is a specialty retailer of consumer electronics, home-office products, entertainment software, appliances and related services in a superstore format. It operates retail stores and commercial Web sites in the U.S., Canada and China, under the brand names Best Buy (BestBuy.com and BestBuyCanada.ca), Future Shop (FutureShop.ca), Magnolia Audio Video (MagnoliaAV.com) and Geek Squad (GeekSquad.com and GeekSquad.ca). As of Feb 25 2006, Best Buy operated 742 Best Buy stores, 20 Magnolia Audio Video stores and 12 Geek Squad stores in the U.S.; and 118 Future Shop stores, 44 Best Buy stores and five Geek Squad stores in Canada. Best Buy operates two reportable segments: Domestic and International. The Domestic segment is comprised of all U.S. store and online operations, including Best Buy, Magnolia Audio Video and Geek Squad....
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...DARDEN CONSULTING CASE BOOK 2012-2013 EDITION TABLE OF CONTENTS 1. The Consulting Case Interview 1. Structure of the Case Interview 2. Frameworks 3. The Math 2. Company Overviews & Interview Processes 3. Practice Cases 1. 2. 3. 4. 5. 6. 7. Bike DVD Rental Service in NYC Dry Wall Competitive Threat Organ Donation Case Central Power Chemicals, Inc. Hospital Profitability Contact Lens Manufacturer Growth TABLE OF CONTENTS (CONT’D) 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. E-commerce in the Airline Industry Big Green Biofuels New Rubber Plant Investment Asian Mobile Service Provider Radiator Lens for Defense Aircraft Capital Investment for Utility Electric Car Manufacturer Growth Miner’s Dilemma Big Truck Company Auto Spare Parts Machine Company Non-Profit Revenue Decline Gas Liquefaction 4. Acknowledgements THE CONSULTING CASE INTERVIEW STRUCTURE OF THE CASE INTERVIEW The consulting case interview typically lasts between 20-30 minutes and consists of the following parts: • • • • • Case Overview / Prompt Clarifying Questions Structure / Framework Building & Explanation Problem Solving & Analysis Recommendation The interview should be highly conversational and interactive. Depending on the firm, and depending on the round, some interviews can be more structured than others. Please see the subsequent section for more information on firm-specific preferences and formats. STRUCTURE OF THE CASE INTERVIEW Case Overview / Prompt The case interview...
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...For the exclusive use of O. Camacho, 2015. 9 -6 1 5 -0 1 3 REV: AUGUST 15, 2014 RORY MCDONALD CLAYTON CHRISTENSEN ROBIN YANG TY HOLLINGSWORTH AmazonFresh: Rekindling the Online Grocery Market We believe that a fundamental measure of our success will be the shareholder value we create over the long term. . . . We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages. Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case. — Jeff Bezos, 1997 Letter to Shareholders As Fishmonger Ryan Reese skillfully filleted a fresh rainbow trout at Seattle’s Pike Place Market one morning in late 2012, the usual mix of tourists and locals gathered to admire his prowess. The iconic downtown market’s appealing array of fresh and specialty foods drew daily crowds eager to admire its vendors' showmanship and buy their wares. But the trout wasn't for any of them. Ryan's customer was miles away on Mercer Island. Within hours AmazonFresh, the grocery subsidiary of Amazon.com, would deliver the fish, which she'd ordered online, right to her doorstep.1 AmazonFresh had spent five years testing and refining its business model since its launch in August 2007. The challenges were numerous; no other online grocer had yet succeeded on a national scale. Amazon typically allowed new businesses only a short time to achieve profitability before ...
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...UNIVERSITY DEPARTMENTS ANNA UNIVERSITY CHENNAI : : CHENNAI 600 025 REGULATIONS - 2009 CURRICULUM I TO IV SEMESTERS (FULL TIME) MASTER OF BUSINESS ADMINISTRATION (MBA) SEMESTER – I |Code No. |Course Title |L |T |P |C | |BA9101 |Statistics for Management |3 |1 |0 |4 | |BA9102 |Economic Analysis for Business |4 |0 |0 |4 | |BA9103 |Total Quality Management |3 |0 |0 |3 | |BA9104 |Organizational Behaviour |3 |0 |0 |3 | |BA9105 |Communication Skills |3 |0 |0 |3 | |BA9106 |Accounting for Management |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25...
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... Morgan Whitaker February 22, 2016 8:10 PM Published How do you think utilizing other sales methods will impact the direct sales? Do you think there is a large chance of cannibalization? If so, how can CUTCO avoid that? Pampered Chef offered its products for sale at Target in the past, but since the independent sales people build their own businesses and their incomes from sales of the same products, most of them were extremely upset with Pampered Chef, because they were essentially taking money right out of their sales' people's pockets. Pampered Chef ended up pulling its products and reverting to direct sales. Do you think the risk of upsetting and/or cannibalizing the direct sales force is worth the increase in revenues that would be realized by selling through other channels? What are some of your ideas for an approach that would allow CUTCO to capture that untapped revenue without negatively impacting its direct sales? (Post is Unread) Thread: Post: Author: CUTCO analysis CUTCO analysis Posted Date: Status: February 22, 2016 8:05 PM Published Ivan Martinez 1. I personally cannot recall buying a product though a direct selling method. But one of my aunts sells Princess House cookware directly. She began selling soon after she attended a selling party she was invited to, and has been selling for a few years. I have gone to a few of her sales parties and the technique she uses the most is social and demonstration. She will gather friends and people interested in ...
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...MANAGEMENT PRACTICE S.A.I.M. S.A.I.M. CASE-STUDY WORKBOOK Prepared by Dr Norris W Dalton. Copyright 2002 SAIM Management Practice 1 Copyright @ 2002 - South African Institute of Management All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM. Copyright @ 2002 Copyright 2002 SAIM First Edition (2002) Management Practice 2 MANAGEMENT PRACTICE CASE-STUDY WORKBOOK CONTENTS Page 1. Introduction. 5 2. Management in Context. 7 3. Learning to be a manager. 9 4. Case-study analysis. 11 5. Problem-solving and decision-making. 14 6. Caselets: First-line and Middle-management (Tactical/operational levels). 21 7. Case-studies: Executive / Senior management (transitional / strategic level). 119 8. Case-studies: Management failures (Reference studies). 173 9. Lessons: 201 Business {Managerial) Failure. 10. References and Further Reading. Copyright 2002 SAIM 207 Management Practice 3 Copyright 2002 SAIM Management Practice 4 MANAGEMENT PRACTICE Management Principles are easy; Management Practice is difficult. 1. Introduction The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning...
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