...Alternative Strategies. 1.0 Integration Strategies. Forward integrations, backward integrations, and horizontal integrations are sometimes collectively referred to as vertical integrations strategies. Vertical integrations strategies allow a firm to gain control over distributors, supplier and competitors. The degree to which a firm owns its upstream suppliers and its downstream buyers is referred to as vertical integration. Because it can have a significant impact on a business unit's position in its industry with respect to cost, differentiation, and other strategic issues, the vertical scope of the firm is an important consideration in corporate strategy. Expansion of activities downstream is referred to as forward integration, and expansion upstream is referred to as backward integration. The concept of vertical integration can be visualized using the value chain. Consider a firm whose products are made via an assembly process. Such a firm may consider backward integrating into intermediate manufacturing or forward integrating into distribution. Example Value Chain. 1.1 Forward Integration Forward integration is a type of vertical merger (vertical integration) in which a supplier acquires a manufacturer or a manufacturer acquires a distributor. Businesses engage in forward integration either to generate a higher margin from a key input which it owns or produces or to better market its...
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...Chicago Alternative Policing Strategy Kimberly Ford AJS/501 – Survey of Justice and Security February 17, 2014 Instructor Melinda Allen CHICAGO ALTERNATIVE POLICING STRAGETY The Chicago Alternative Policing Strategy Model is a community based program established to transform policing efforts into an efficient five step process for law enforcement. The Chicago Alternative Policing Strategy was started in 1993 as an experimental trial for five different neighborhoods. Once the program was tested for a year, it was implemented into the departmental program across the Chicago area. The purpose of the program was to reduce the events of crime by combining traditional policing strategies with alternative strategies so that the community residents and the police officers could have a working relationship with each other. The motto of the program is, “Together We Can” to bridge the gap of communication between the community and the police services, so they can target the problem areas in the low income housing neighborhoods. The goal of CAPS is to have a proactive approach in preventing crime in the neighborhood, rather than merely reacting to crimes when they happens. Matt L. Rodriguez, Chicago’s Police Superintendent, came up with the idea after studying several different police models trying to get a grasp on all the serious crime that was occurring in the Chicago area. He had a clear vision for five of those areas: Englewood (7th), Marquette (10th)...
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...The Chicago Alternative Policing Strategy The City of Chicago challenged for many decades with issue of preventing crimes. In spring of 1993, Chicago instigated new alternative community-based policing strategy (CAPS). The main purpose of this program to transform policing efforts into an efficient five-step process for law-enforcement, and the main goal to solve neighborhood crime problems rather than purely respond to indicative occurrences of crime. Rogers Park, Morgan Park, Austin, Marquette, and Englewood were the first locations of the CAPS Program. Their crime problems, economics, demographics, and their levels of community organization determined the reasons these locations chosen. In early 1994, the other 20 districts of Chicago were participants of the CAPS Program. Outreaching is always a very important goal when there is a merger of organizations. In this case, it is collaboration between a community and Chicago Police department agencies. The benefits of incorporating this idea included the sharing of information, and increase trust between parties that were involved or mainly worked together to prevent crimes from taking place. One key point that made the CAPS a unique program is that it places the community, the police, and other city agencies on the same sheet of music in protects their neighborhoods against crime. In law enforcement it is always better to be proactive than reactive, and developing additional support always gives law enforcement officers...
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...Alternative Strategies Digitial Servicing An alternative strategy that can be utilized is a digital servicing component. Best Buy has built a reputable presence as leaders in computer repair and servicing. With that presence a digital servicing option should be implemented where customers can connect with servicing professionals through mobile applications or video correspondence. Pros: Digital servicing will strengthen the relationship with consumers and build a loyal customer base. Digital servicing would open up the opportunity to service consumers who may not conveniently reside near a retail location; therefore the customer base would increase which enables growth in servicing revenue. Cons: Digital servicing would create a need to increase staffing and technical professionals; which would increase operating expenses. Product Leasing An additional alternative strategy would be offering products through a leasing program. This leasing program would enable Best Buy to offer products for customers to pay monthly leasing fees instead of purchasing outright. This program opens the door to a customer base who may not be able to purchase products outright or may not have access to credit purchasing. Pros: Ability to increase revenue and maintain ownership of the products. Ability to earn ancillary income through the sale of protection plans to cover any damages to products. Ability to sell used products at discounted prices and maximize overall revenue per product. Cons:...
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...12/20/14 Robin Hood (Part two) Summary Company Vision/ Mission Robin Hood and his Merrymen mission were to rob the rich and give to the poor. Company Goals * The company goals were to overthrow the government and take control of the Sheriffs position. Company Policies/Values * None SWOT Analysis * External Analysis * Industry Competition (Porter’s 5-Force) * Current rivalry opportunities/ threats * Current rivalry opportunities * Robin Hood could create more outsourcing potential for the Merrymen which would increase productivity potentially. * Current rivalry threats * The sheriff. The sheriff was becoming well organized and stronger as the days went by. * He would eventually have the opportunity to take Robin Hood and his Merrymen down. * King John has spies on inside of Robin Hood’s operation. * Potential entrants opportunities/ threats * None found * Bargaining power of buyers opportunities/threats * None found * Bargaining power of supplier opportunities/ threats * None found * Substitute product opportunities/ threats * General External Environment * Economic opportunities/ threats * Economic opportunities * None found * Economic threats * They will be unable to pay shares for the take, which...
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...Juul Moller: The Internet Impact Consumer Behaviour Friday, February 5, 2016 Table of Contents Introduction 4 Situation Analysis 4 SWOT Analysis 4 Strengths 4 Weaknesses 5 Opportunities 5 Threats 6 Assumptions & Missing Information 6 Problem Statement 7 Development & Evaluation of Alternatives 7 Alternatives 7 Alternative One: Build an e-Commerce platform 7 Pros 8 Cons 8 Alternative Two: Strategic Partnership with NSM 9 Pros 10 Cons 10 Alternative Three: e-Textbook Options 11 Pros 12 Cons 12 Alternative Four: Client Focused Strategy 12 Pros 13 Cons 13 Alternatives Matrix 14 Index 14 Conclusion 15 Solution Objectives 15 Recommendation 15 Build an e-Commerce platform 15 Strategic Partnership with NSM 16 Client-focused strategy 16 References 18 Introduction Dag Juul Moller is the owner and president of Juul Moller Bokhandel, a bookstore located in Norway. Dag speaks to Dagfinn Nettland, a master of management student at the Norwegian School of Management. Dagfinn was enrolled in a course that required students to take an existing company and analyze how it could use the internet as a sales channel and source of information. Dag was interested in the fact that the required textbooks weren’t available until several weeks into the course. Some students purchased their books using Amazon.com, others resorted to using other bookstore websites. Some students had purchased other products through the internet with...
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...Engineering Economy Sullivan Wicks Koelling 15th Edition Solutions Manual Click here to download immediately!!! http://solutionsmanualtestbankspdfs.blogspot.com/2011/10/engineering-economy-sullivanwicks_10.html Name: Engineering Economy Author: Sullivan Wicks Koelling Edition: 15th ISBN-10: 0132554909 Type: Solutions Manual - The file contains solutions and questions to all chapters and all questions. All the files are carefully checked and accuracy is ensured. ENGINEERING ECONOMY FIFTEENTH EDITION This is a sample chapter Solutions Manual WILLIAM G. SULLIVAN Virginia Polytechnic Institute and State University ELIN M. WICKS Wicks and Associates, L.L.P. C. PATRICK KOELLING Virginia Polytechnic Institute and State University Engineering Economy Sullivan Wicks Koelling 15th Edition Solutions Manual Engineering Economy Sullivan Wicks Koelling 15th Edition Solutions Manual Solutions to Chapter 1 Problems A Note To Instructors: Because of volatile energy prices in today's world, the instructor is encouraged to vary energy prices in affected problems (e.g. the price of a gallon of gasoline) plus and minus 50 percent and ask students to determine whether this range of prices changes the recommendation in the problem. This should make for stimulating inclass discussion of the results. 1-1 Because each pound of CO2 has a penalty of $0.20, Savings = (15 gallons $0.10/gallon) (8 lb)($0.20/lb) = $1.34 If Stan can drive his car for less than $1.34/8...
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...Filmore Furniture Ltd Company Background * Incorporated in 1970 by Fred Filmore, a sole proprietor. * In 1983, Phil obtained his father’s furniture business and acquired the management of the business. * In 10 years the sales income increased to $5,100,000 and employed 58 full-time employees. * He is an aggressive manager and strategist. * During 1986 to 1993, Filmore Furniture modernized its manufacturing facilities. * Phil owned 63% of the share, 31% the five investors and the rest is retained by the employees of the company. Problem She is having a tough time choosing between whether she should sell the business, or manage the business herself. Objectives Choose the best option that will favor in Mrs. Lucinda Filmore, and provide her with an income that would benefit her financial situation. Also, an income to assist her to have a good standard of living for her and her children for the years to come, with the lowest short- and long term debt possible. Situation Analysis PEST Analysis Political:- * Canada-US Free Trade Agreement (1989) brought increased import competitors from larger American companies. * Opportunity to export in large US market Economical:- * During recession, additional fixed cost may be risky * The furniture industry is very competitive Social:- * Innovations resulted in good reputation, and goodwill in the furniture industry * Relationship with financial institutions; Customer...
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...product, service, or program should resolve a problem that you identify in your workplace and should be directed to your employer (even if you do not actually plan to share it with your employer). Use the basic outline below to draft your paper. Organize your responses to each question under the following section headings: Problem Statement (for Question 1) Overview of Alternatives (for Question 2) Criteria (for Question 3) Methods (for Question 4) Write a two (2) page, single-spaced report in which you: 1. Describe in detail a problem at work, persuading and convincing the reader that it needs fixing. 2. Provide a detailed description of two (2) possible solutions (“alternatives”) that could be implemented to resolve the problem identified in Question 1. 3. Describe five (5) criteria that you will use to measure the worth of each alternative in Criterion 2. Note: The alternative that satisfies the most criteria to the highest degree will be the one you recommend later to your employer. Criteria are standards that the audience values and are therefore used to measure the worth of each alternative (common examples include cost, desirability, durability, efficiency, time it will take to implement, and practicality). 4. Describe in detail how you will conduct the research needed...
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...operations and formulates a discussion as to the surrounding outcomes that the prohibition of CSG operations would have on the Australian industry if this proposition were to be approved. This is mentioned through several key areas, which are: the economic and environmental value of CSG to the Australian economy, the effects of a proposed policy ban on the industry as well as the effects of such a ban on surrounding companies. An alternative policy will be put forth to ensure the government’s main objective of the protection of the natural environment is able to coexist with CSG projects in the future. The report will conclude with recommendations that the government should consider with the alternative policy. Conclusion (100) In conclusion it is evident that the proposed policy by the government “to ban all Coal Seam Gas (CSG) projects to protect farms, nature reserves and ground water” is flawed and would have detrimental effects on the mining industry and companies associated with CSG extraction. To address these negative impacts an alternative policy has been created with the aim of ensuring the coexistence of CSG projects, farms, nature reserves, and ground water. Some recommendations are offered below to aid in minimizing the effects on the industry and relevant companies...
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...For the past couple of months I have been working at Fun House pizza in Lee's Summit, MO as a cook. My goal has been to save up around $4,000 and then sell my 2002 SS Monte Carlo so I can buy a new car. So the time comes to where I have enough money saved to sell the Monte Carlo. I come to the decision that I could get the most money if I post it on craigslist so I did and within an hour I got a cool from someone who wanted to buy the car so I sold the Monte Carlo later on that afternoon, but when I sold it I forgot to take my plates off the car which at that point in my life did not know mattered. Alright now I got all they money I had earned and I was looking for a new vehicle. I looked around a couple of days for a SUV and I found a 2004 sport ford explorer. I wanted to go look at the SUV so I asked a buddy of mine if he would take me out to Compass Motors in Kansas City and he agreed. He comes to pick me up and we head out to Compass Motors we arrived and I got to drive the SUV around and I thought it was good so I bought it. I soon found out that was a mistake when I later on arrived home and showed it to my father, grandfather, and my mother who all told me that I had made the wrong decision and needed to return the SUV and would be lucky to get my money back. That next morning me, my father, and grandfather all went back down to Compass Motor to talk to the man who sold me the car to go get my money back. Me and my father go into the store and talked to the man who sold...
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...towards my decision problem: To pursue the path of the ‘Corporate Ladder’; one of a simplistic, ‘bare bones’, and uncomplicated lifestyle that I have in Columbus, OH (aka “Cowtown”)? I have hit the mid-life checkpoint and desire to have a plan in place so that it does not evolve into the proverbial mid-life ‘crisis’. My decision for this problem is based on objectives that meet my physical, mental, social, emotional, and spiritual wishes and goals. Among the alternatives I considered, I selected “Relocating/Transferring to another state with my current company” . I believe this alternative will provide an ideal mix of consequences and benefits such as flexibility, opportunity, challenge, short-term change and long-term sustainability, ability to modify the decision and its subsequent outcomes; as well as acceptable tradeoffs. The primary factors that led me to this selection are that this alternative lends itself to buying more time and gathering information to determine if this alternative is, in fact, the best alternative for me. This method helps to mitigate risk, but more importantly achieves my fundamental objectives, which were the determining factors for my decision selection. Problem Statement The nature of my decision problem is that of a life choice—the path I desire to construct for myself heading into the future—what my career choice(s) will be, overhauling and simplifying my priorities, getting rid of the dross. At first glance, this may first appear to be too...
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...all of the alternative solutions you list (see below) are things from your role's perspective and things within the power of your character to do. If you don’t have a name, identify a job title. Do not list alternatives that other people have; only list the options facing your chosen role. You are making your character's decisions and no one else's. Identify your character: Owner Step 1 - Identify the Problem/Opportunity. The company needs to improve on marking. Step 2 - Identify the Causes of the Problem/Opportunity. The problem occurred because of earlier decisions to kick the business in a profitable position in 1962. It occurs where ever there is an Enterprise rental established. It doesn’t occur where people doesn’t have knowledge of the company’s motto or existence. The management should be effectively practicing pleasing the customer. The organization has failed in making the customers know how well the staff does please their customers. Step 3 - List Alternative Solutions to the Problem (or ways to take advantage of the opportunity). Proposed alternatives should be consistent with the problem(s)/opportunity(ies) and cause(s) identified. Develop at least three possible alternative solutions. You may list both short-term and long-term solutions. Though you might list information gathering (surveys, marketing research, a consultant, etc.) as an implementation step in Steps 5 and 6, please don't let information gathering be an alternative solution....
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...Quantitative Strategic Planning Matrix (QSPM) also called the decision stage is a strategic-formulation tool that uses inputs from Stage 1/ Input Stage to objectively evaluate feasible alternative strategies identified in Stage 2/Matching Stage. Stage 1 summarizes the basic input information needed to formulate strategies while Stage 2 or Matching Stage focuses upon generating feasible alternative strategies by aligning key external and internal factors. A QSPM reveals the relative attractiveness of alternative strategies and thus provides objective basis for selecting specific strategies. In order to understand the benefits and limitations of the QSPM tool, it is important to understand the essential attributes needed for a QSPM analysis to be effective and also the steps needed to develop a QSPM analysis. This essential attributes in a QSPM analysis include the development of External Factor Evaluation Matrix (EFE) and Internal Factor Evaluation Matrix (IFE) followed by a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, BCG (The Boston Consulting Group) and finally QSPM. Attributes of QSPM External Factor Evaluation Matrix (EFE): EFE is a strategic tool used to evaluate the external environment of the firm which includes the economic, social, technological, government, political, legal and competitive information. External factors are obtained after an in-depth analysis of the external environment. External factors can be divided into two categories opportunities...
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...located in India. During 1947, they decided to join the automobile industry and created the UV and tractor vehicle which become the core competency. Even though the strategic method was effective domestically in India, M&M had to reposition its strategic position in South Africa and they have several alternatives. However, M&M was aware that entering the Indian automobile markets would be competitive but they still proceeded. This was a successful multinational venture that has contributed to a successful global economy. However, the strategy was not effective in South Africa and therefore several alternatives were considered. First strategic alternative was to assemble vehicles in South Africa. The second alternative was to establish M&M’s own manufacturing unit in South Africa would be beneficial to the company. The third alternative was to reconstruct the current business model that in India and expanding into Africa by using them as export hub. The last alternative was the wait and watch method after the automobile recession occurred in South Africa. This case will explore several alternatives available for M&M in order to expand the multinational company strategy and enhance integration to the global market. It will analyze M&M’s the advantages and disadvantage of all four strategic measures. The goal of this analysis is to improve the multinational company’s strategic plan in South Africa. Background In 1945, Mahindra & Mahindra Ltd. (M&M) functioned...
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