...NOTE: This example is not intended to indicate a good or poor research proposal. IT is intended to be used in class for discussion purposes. Copy right: University of Limpopo Table of Contents Pages |1. Introduction |3 | |2. Problem statement |4 | |3. Aim of the study |4 | |4. Objectives of the study |4 | |5. Research questions |5 | |6. Definitions of concepts |5 | |7. Literature review |6 | |7.1Project Management |6 | |7.2 Human resources management |10 | |7.3. Supply chain management |11 | |7.4. Communications and integration...
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...FORMALIZING THE INFORMAL STREET VENDING Street Vending has been an issue as illegal encroachments take up a lot of public land and create issues of traffic congestion, unhygienic conditions, aesthetic devaluation, etc. The legislation for regulating street vending has been under scanner for long. The most recent legislation, The Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act, 2014 aims to address the issue in a comprehensive manner. Earlier, street vending has been under municipal bodies regulated by their own laws under state legislature. Few cities like Bhubaneswar had managed to have ‘vending zones’ and regularization measures before this law came in. But it is a problem in most urban areas as of now. The new legislation provides for a ‘Town Vending Committee’ under the municipality with other representatives as members. They are to take up the responsibility of preparing street vending plans and schemes along with issuing certificates to vendors and managing them. Railway premises are exempt from this act. The legislation suggests for preparation of plans and schemes, though in no way it actually comes up with norms for street vending. It is to be prepared by town vending committee every five years along with town planning department. The legislation is a tool to control the unaccounted activities of informal sector in street vending. But there has been agitations regarding removal of such street vendors ‘non complying’ to the plans and schemes...
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...colored vending machine at Manhattan’s Union Square, a place always crowded with many people, UNICEF makes a good choice on location where they have high potential to catch the attention of more people. However, they will have to compete against the thousands of ads for glamorous things around the Square that distract people which will be a big challenge to UNICEF. UNICEF may also have to confront with other water vending machines from the other competitors who offer various flavors from the brands that people are familiar with. The bottle design with “special flavors” labeled make those bottles of water seem become catchy than ever, people can take a picture with the vending machine and share it through social media channels like YouTube, Facebook, Instagram, Twitter and so on just because of the strange and abnormal design of the bottle, not many of them will really care about the information on the machine. New Yorkers are known as busy and rushed people, they will not have time to stop by and read the whole information and message that UNICEF is trying to pass to them. The labels of flavors on the bottles are attention catching, but people would not be willing to spend money on them. It’s simple that the words “malaria, cholera, typhoid, dengue, hepatitis, dysentery, salmonella, and yellow fever” as flavors will make people not want to drink it. It’s also so awkward if people see you drink something like that when they don’t understand the purpose. UNICEF’s street campaign...
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...situation of street children in your area or town. In writing this academic paper the following must be considered. 1. Definition of streetism. 2. Types of streetism. 3. Causes of streetism on children in your area. 4. Effects of streetism on children in your area. 5. The role of teachers, schools, community and government in combating streetism in your area, town or Zambia FURTHER INSTRUCTIONS 1. It must be typed. 2. Eight(8) pages inclusive of reference 3. Refer to six books or more 4. Due date: 14th September, 2012 Streetism is known to be one of the issues concerning society. However , in this essay the main focus is about the meaning of streetism and types of streetism, causes and effects of streetism on children and the role of teachers, schools, community, and government in combating streetism. The term streetism comes from the concepts street and street youth which share the three elements; these elements are spending a significant amount of time on the streets, making the street into a way of life and inadequate protection, supervision and care from responsible adults. The word street refers to places like bus stops, outside of the shops, minor and major roads of the towns, parking lots, garbage disposal places, markets, bars, shopping centers, and other public places where youths temporally or permanently stay in the form of shelter or seeking refuge. These are the places where street children are...
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...2012 was a good year for U.K. coffee cafés. Among Leading 100 U.K. chains, the coffee café segment grew sales 12.2 percent, due largely to U.K.-based Costa Coffee (sales up 18.5 percent) and Starbucks (sales up 6.1 percent). Together, these two brands made up over 80 percent of coffee cafés sales within the Leading 100, while the remainder came from Caffe Nero, Wacky Warehouse (Corner Coffee) and AMT Coffee Bars. New players to the category, however, are expected to heat up competition. Harris + Hoole, a coffee shop concept backed by U.K. retail-giant Tesco, has opened seven stores since the start of the year (for a total of 17). The chain focuses on its independent look and feel, which changes based on location. Italy-based Lavazza announced its intentions of opening 50 Lavazza Espression shops across the U.K. by 2015. With four locations currently in the country, this upscale coffee café concept features a large selection of Lavazza espresso beverages, as well as a menu that was created through Lavazza’s partnerships with world-renowned chefs. The popularity of high quality coffee in the U.K. has also gotten the attention of brands in other categories. Wanting to take its own share of the market, KFC U.K. rolled out Lavazza coffee at its outlets nationwide earlier this year. Greggs, the U.K. brand known for its chain of bake shops, has launched a coffee shop concept called Greggs moment, which features fairtrade coffee and a selection of specialties from its bakery menu. ...
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...Blockbuster Video or Netflix This case started as Blockbuster Video but has morphed to include Netflix. The issues facing the two companies are similar, so you can choose to address the case from the perspective of either company. Just specify which perspective to use. In 1985, Blockbuster Video (now a subsidiary of DISH Network ticker: DISH) quickly became a sensation. Households had just begun to acquire video-tape players in earnest. Few people were willing to pay $85 to buy Hollywood videos. Cable TV existed, but most people still watched broadcast television stations, and only a few premium Cable channels existed. Satellite receivers existed, but the huge satellite antenna was generally only used by people who lived in the middle of nowhere and had the space to put the ugly dishes. Customers quickly jumped onto the idea of renting videos. The early market was dominated by small mom-and-pop rental shops that bought a few copies of hit movies and rented them in a small regional area. For a while, video-rental stores had a tinge of disrespectability because many of them rented adult videos. Then, Blockbuster Video went national with large, bright, well-lit stores. To remain family-oriented, the chain does not carry videos with anything more than an ―R‖ rating. Blockbuster quickly took over the market. The original system pioneered the use of bar codes. Customers carried a bar-coded ID card and movie cases were printed with specific codes. The computer system made...
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...2010 Santa Clara University MGMT 162- Capstone Professor Schneider Winter Quarter:2010 NETFLIX: A COMPANY ANALYSIS Prepared By Group 5: Alex Krengel, Annie Dudek, Rick Momboisse, Trish Paik, & Tyler Martin  Table of Contents I. Wall Street Journal Article and Executive Summary ..4 I A. Wall Street Journal Article 4 I B. Executive Summary ..5 II. External Analysis ..7 II A. Industry Definition ..7 II B. Six Industry Force Analysis ..8 II C. Macro Environmental Forces Analysis, Economic Trends, and Ethical Concerns ..15 II D. Competitor Analysis ..17 II D. 1 Netflix’s Competitors ..17 II D. 2 Netflix’s Primary Competitors ..17 II D. 3 Primary Competitors’ Business Level and Corporate Level Strategy ..18 II D. 4 How Competitors Achieve Their Strategic Position ..18 II D. 5 Willingness to Pay ..21 II D. 6 Comparative Financial Analysis ..22 II D. 7 Implications of Competitor Analysis ..23 II E. Intra-Industry Analysis ..24 III. Internal Analysis ..24 III A. Business Definition/Mission ..24 III B. Management Style ..24 III C. Organizational Structure, Controls and Values ..25 III C. 1 Organizational Structure ..25 III C. 2 Organizational Controls ..25 III C. 3 Organizational Values ..25 III D. Strategic Position Definition ..26 III D. 1 Corporate Level ..26 III D. 2 Business Level ..27 III D. 3 Resource & Capability Level ..28 Value Minus Cost Profile ..28 Value Chain ..28 VRIO Analysis ..28 Consumer Retention Analysis ..29 4Ps Analysis ...
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...Integrated Company Analysis December Integrated Company Analysis15, 2010 December, 15 2010 Scott Meyer Scott Meyer Angela Faloye Anjali Krishnan Nathan Schaff Matt Reuer Scott Meyer 26 Table of Contents Introduction .............................................................................................................................................................. 3 Executive Summary ................................................................................................................................................. 3 Marketing Analysis ............................................................................................................................................. 3 - 7 Competitive Analysis and Positioning ................................................................................................................... 3 Target Segments ..................................................................................................................................................... 4 Product ................................................................................................................................................................... 5 Price ....................................................................................................................................................................... 5 Marketing Communications ...............................................................................
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...1. “The Goal” defines throughput as “the rate at which the system generates money through sales”. Our textbook defines it as “the total elapsed time from the start to the finish of a job or a customer being processed at one or more workcenters”. Inventory is defined by “The Goal” as “all the money that the system has invested in purchasing things which it intends to sell”. The textbook defines it as “a stock of materials used to satisfy customer demand or to support the production of services or goods”. “The Goal” defines operational expense as “all the money they systems spends in order to turn inventory into throughput”. The textbook definition (found in table 7.1 on page 245) has a very similar explanation. According to Investopedia, it is defined as “a category expenditure that a business incurs as a result of performing its normal business operations”. Overall, I find Goldratt’s definitions to be more helpful. They provide a more “common sense” and general approach to operations. I especially like the inventory definition. It essentially encompasses anything that could be sold as inventory; any item that could be turned into cash. 2. “The Goal” describes a bottleneck as “any resource whose capacity is equal to or less than the demand placed on it. I see an example of this every day in the deli where I get lunch. There are two cashiers taking orders from two separate lines. Once they take an order, they give the customer a receipt with an order number, and...
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...Table of Contents Introduction……………………………………………………………………........1 Industry Overview………………………………………………………………2-8 Client Profile & Competitor Analysis……………………………………9-17 Comparative Analysis……………………………………………………….18-19 Consumer Analysis………………………………………………………….20-23 Consumer Insights………………………………………………………….24-29 Survey…………………………………………………………………………….30-31 Results……………………………………………………………………………32-41 Recommendations…………………………………………………………..42-45 Appendix I……………………………………………………………………..46-48 Appendix II………………………………………………………………….…49-55 References………………………………………………………………………56-57 Will Haven, Lucy Ross, Jessica Stephens, Lauren West & Bonnie Willard Redbox is leading the way in the premier industry of DVD rental kiosks. With Coinstar as its established parent company, redbox is currently surpassing its competitors with its number of self-service kiosks. Redbox’s growing popularity is facilitated by its physical distribution, which places the kiosk in high traffic locations such as WalMart, Kroger, McDonalds and Walgreens. Due to redbox’s standing as the progressive option for DVD rental, its decision to target the 18-24 year old demographic was evident. This demographic embodies the idea of innovation, experimentation, and dependency on technology, all of which are imperative to transform an introductory product into a nationwide brand. The following report provides secondary and primary research in order to construct an accurate glimpse of redbox and its emergent status within the 18-24 year...
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...Blockbuster video Case study By Ange li n a I., An to n G., N ah ia n U. понедельник, 5 декабря 11 г. Introduction ability to analyze the company’s performance over the years is a duty of every manager. Today we are going to try to analyze and look deeper into the case of Blockbuster and it's evolution over the years .In order to do this, we are going to answer several questions, which will help you to understand the problems, that Blockbuster faced and solutions The it's implemented. понедельник, 5 декабря 11 г. понедельник, 5 декабря 11 г. Business problems and decisions Changing rental patterns. households acquired As more cable TV, customers no longer wanted to rent older videos. With the new approach, customers only cared about the new releases. But, at $65 a tape, those costs were high—and after about a month, people moved on to rent the next release, so the store no longer received money to cover the original purchase price. In 1997, CEO John Antioco found a solution. He negotiated a deal with the leading Hollywood studios. Blockbuster would purchase tapes for $6 upfront, then give the studios 40 percent of the rental revenue. Competitors could not match the cost savings. About 2,500 of them (10 percent of the U.S. market) went out of business. понедельник, 5 декабря 11 г. Business problems and decisions But, entertainment technology rolled on. By 2001, the world was quickly switching to DVDs late 2001, Blockbuster again had...
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...which the vending machines and their contents will move through a life cycle will be moderate. Moderate is used to describe the pace because the product will spend more time in the growth phase than any other. The time spent in this growth phase will be attributed to the public and private contracts needed to make this product succeed. These contracts will require time early in the growth phase for marketing to our intended targets. These targets will be primarily of government sorts with many of the private contracts obtained after the initial wave. The schools and other government contracts that are looking to be obtained will be obtained in the late introduction and early growth stage. This time period of growth will be the longest also in part to the introduction stage of establishing a market is already there. These machines are a replacement to the current system of vending machine foods. The marketing goal is to replace, not compete side-by-side with the no nutritional machines. The contracts that will be targeted will be aimed at not only a sales and revenue prospects but aimed at bettering the lives of the clients involved. This helps the marketing of the machines and food much easier to parents and school officials. Once the product has replaced the current “junk food” vending machines the product will have reached peek growth and enter the maturity phase. This phase will be differ slightly from average product maturity phases. The healthy vending machines;...
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...Griffin MGT/210 03/26/2012 Melinda Murphree Employees’ Union As a supervisor I got news that the unionized employees were getting ready to take their complaints to upper management. After checking into the complaints, I found out what they were looking for and came up with some solutions to please both management and the unionized employees. The first of which is better and more equipped lunch room facilities. The second is a better percentage of dental coverage. The third is to have their union dues deducted before taxes and or the company pays for half of the employee’s yearly union dues. For the first item I would propose the company provide more modern lunch room facilities. This means better equipment and vending machines with healthy selections with all proceeds going toward a charity of the employee’s choice. The second is the employees are asking for better dental coverage, asking for 100% coverage. I would first consider that the company is already paying 25% of all union employees’ dental coverage. I would first propose the company only raise that to 40%, meaning the employees contribution will be 60% instead of 75%. The reason I would propose this is so the company will also be able to pay half of all their union employees’ yearly union dues. This not only benefits the company but the employees. The first will create a tax write off for the company by just replacing a few lunch room appliances. All of these solutions are a benefit to the...
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...| 2012 | | Prof. Gervais Victoria Skarbinski | [Netflix] | A case analysis on the movie rental company Netflix. | The major portion of revenue that Netflix derived came from its unlimited streaming plans that included either one, two or three DVD’s out at a time from the mailing system. Netflix began as a DVD rental provider that allowed customers to use the internet to select the DVD’s they wanted to rent. Netflix’s strategy so far has included offering various plans that incorporate unlimited streaming to a viewing device from the internet and a mail order system that sends physical DVD’s to the customer for an unlimited amount of time without any additional fees (so long as they still have a subscription with the company). With consumers moving toward the digital era, which Netflix has embraced, Netflix has to focus on continuing to be an innovative leader in the movie rental industry. 1. Identify the key elements of Netflix’s strategy. What competitive advantages is Netflix trying to achieve? Netflix strategy consists of at least six major elements, but its key elements consist of: * Providing subscribers with a comprehensive selection of DVD titles. * Giving subscribers a choice of watching streaming content or receiving quickly delivered DVD’s by mail. * Offering nine different variations of their service with subscription costs ranging from $4.99 to $47.99 with a free one month trial on any service. One of the most basic features that...
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...What do AOL's vending machines look like? "White Castle burgers, five different varieties of Hot Pockets, Klondike bars and Oreo ice cream bars next to a sign offering a discount for Weight Watchers. I think it's safe to say that our vending machine area is being used as a Skinner box," reports Kristyn, a fellow AOL employee. One employee's behavioral experiment is another's paradise. "I'm really, really jealous," says Jon over at MTV Networks, after being informed of AOL's snack excesses. Featuring far more pedestrian fare like Rice Krispies Treats, Nacho Cheese Doritos and Reese's Pieces, MTV's vending options won't turn any heads. Jon laments that the only real stand-out is the 25-cent can of Coke. "I guess that proves that international conglomerates are in cahoots!" he says. Or it's just a ploy to keep people awake and alert for optimum productivity. Other big companies aren't faring much better. Jen gave us the scoop on IBM's snack selection, which was similarly standard, with plenty of chips, candy bars and the like. Still, they do try to push some healthier options. "There's a green leaf next to anything that is considered a 'balanced choice,' " says Jen. "It shows IBM's effort in trying to bring about some healthy options to a typically unhealthy way to get food." Don't expect to see any quarter Cokes, though. "The prices are really high, almost $2 for a small bag of chips," she notes. "Price alone would be the reason I wouldn't purchase from the vending machines."...
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