...Running head: Discussion Board One Reply Discussion Board One Reply BUSI 601 Liberty University Discussion Board Reply One I believe Jackie did an exceptional job at thoroughly describing the sustainability technique that Starbucks uses in order to guarantee the company’s continuous success. Starbucks has done well over the years in making sure that the company excels in all aspects. The company has indeed managed to personalize each coffee that is made according to the customer’s preference. This ensures that the customer is always satisfied and any concern that is stated is taken into consideration by the company’s management team. Jackie mentioned the fact that Starbucks provides free wifi to all its customers. In my opinion, the free wifi is one of the best techniques that any company could use to draw more customers in and keep their current loyal customers happy. In this day and age, technology has taken over many aspects of our daily lives. It makes it easy when a customer is able to reply to their emails and conduct other activities using the free wifi thus saving their telephone data for emergency use. Sustainability has an effect on the market value of a company; “The evolving body of research has a large proportion focused on the normative effects of sustainability, indicating how sustainability "should" affect market value” (Warren-Myers, 2012). With that said, it is crucial that Starbucks continues to implement its sustainability techniques with...
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...BUSI 601 Exam 1 Click Link Below To Buy: http://hwaid.com/shop/busi-601-exam-1/ • Question 1 2 out of 2 points Which of the following is a contemporary management technique used by the management accountant to identify and monitor the costs of a product throughout all steps from product design to the finished product? • Question 2 2 out of 2 points The competitive strategy of differentiation requires that a product or service must be: • Question 3 2 out of 2 points Which of the following is not a benefit of using a lean manufacturing system? • Question 4 2 out of 2 points A strategy can be best defined as: • Question 5 2 out of 2 points In SWOT analysis, strengths and weaknesses are most easily identified by looking: • Question 6 2 out of 2 points Which of the following organizations presents awards to firms that excel at execution of strategy, based on criteria such as leadership, marketing, strategic planning and process management? • Question 7 0 out of 2 points Michael Porter's five competitive forces include which one of the following: • Question 8 2 out of 2 points Using value-chain analysis, a firm can develop a competitive advantage by specifically looking for ways to: • Question 9 2 out of 2 points The differentiation strategy requires all of the following resources, except: • Question 10...
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...INDIVIDUAL LEARING PROJECT 1: COMPANY ANALYSIS AND EVALUATION PROJECT INSTRUCTIONS In this project, you will select an organization, or a segment of an organization, and interview key employees for the purpose of gathering information concerning the organization’s critical success factors. Please be sure to inform those interviewed for this project that any proprietary information included in this project will be kept confidential. You will then develop a SWOT analysis to clarify and aid in the identification of the organization's / segment's CSFs. The written project requires you to prepare and submit the following in order: 1. Brief description of the organization/segment–1 paragraph. 2. SWOT analysis in chart form–Four categories - Strengths, Weaknesses, Opportunities, Threats - each item should be clearly and concisely stated. 3. Balanced Scorecard in chart form. Clearly and concisely list CSFs in each of the four categories identified in the text. For each CSF indicate in a separate column explain how the measurement of the CSF will transpire. 4. A discussion of the CSFs chosen for the organization/segment–why were these particular factors selected? Why are they important in accessing the success of the company? (2–3 pages) 5. An evaluation of the organization/segment to determine if it is achieving each of the CSFs. Analyze each CSF and use data from the measures indicated in the balanced scorecard as support for the conclusions. (2–3 pages) Some additional...
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...Chick-fil-A’s Total Quality Management Discussion Board Forum 1 Kelsey Nelson BUSI 601-B06 Accounting for Decision Making Dr. Self 19 January 2014 Chick-fil-A is part of the fast food industry and began distinguishing itself from its competitors through the use of Total Quality Management (TQM). TQM is a positive force which can help Chick-fil-A achieve its critical success factors (CSFs). In comparison to competitors, Chick-fil-A distinguishes itself through its Christian, corporate purpose, “To glorify god by being a faithful steward to all which is entrusted to us. To have a positive influence on all who come in contact with Chick-fil-A” (Chick-fil-A, 2014 (a)). Chick-fil-A is closed for business every Sunday to allow employees to share the day with their families (Chick-fil-A, 2014 (b)). This respect for quality of life is part of Chick-fil-A’s TQM. Quality is found at Chick-fil-A in other ways as well. In Karuppusami’s and Gandhinathan’s study, analysis showed “the role of management leadership and quality policy” to be the most vital CSF (2006, p. 376). Quality management is found at Chick-fil-A in both the food and service. For instance, once the customer places an order, both food and drink refills are delivered to the table to allow customers minimal disturbance. This service is not the norm for the fast food industry. This is one way Chick-fil-A distinguishes itself from competitors to appeal to the public. This quality starts with leadership who...
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...Individual Learning Project 1 Liberty University BUSI 601-Accounting for Decision Making July 22, 2012 Individual Learning Project 1 Apple was incorporated on January 3, 1977, along with its subsidiaries .Apple is engaged in designing, manufacturing and marketing mobile communication and media devices, personal computers, software and portable digital music players. Apple was created by Steve Wozniak and Steve Jobs in Silicon Valley, California. The two began building Apple Computers in 1976 in the living room of Steve Jobs’ parent’s living room. Steve Wozniak would build the computers and Steve Jobs would market and sell the computers. Apple uses various marketing techniques to promote their products. These processes are distinct in design and are adhered to throughout Apple’s organization Individual Learning Project 2 S.W.O.T Analysis Chart Strength 1. Innovators of high-tech quality products. (i.e. IPhone, Ipad, and Mac). 2. Globally recognized symbol (i.e. Apple sign) 3. Loyal customer (“Apple Culture) 4. Retails stores are made to be hands on with customers to experience Apple products. 5. One of a kind Research and Development team 6. Solid presence in the education division Weakness 1. The passing of Steve Jobs 2. Lower market share and higher price compared to other competitors (i.e. Microsoft, Dell). 3. Apple TV has limited selection compare to other TV companies such as Comcast or Direct TV. 4. Apple has not been able to go as deep mixing Facebook...
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...Individual Project 2: Enterprise Risk Management Ashley Jonsson BUSI 601 Liberty University October 5, 2014 MEDA AB and Enterprise Risk Management MEDA AB is an international specialty pharmaceutical organization with its headquarters set in Stockholm, Sweden. MEDA specializes is offering cost effective pharmaceuticals in areas such as respiratory, cardiology, dermatology, pain and inflammation, central nervous system (CNS), and over-the-counter (OTC) medicines (MEDA AB, 2012, p. 18). MEDA’s vision is to “become a world-leading specialty pharma company with a focus on sustainable and profitable growth to provide value for our patients, shareholders and other stakeholders” (MEDA AB, 2014, para. 1). MEDA is currently present in about 60 countries and is staffed with over 3,000 employees (MEDA AB, 2014, para. 1). This purpose of this paper is to discuss a specific contemporary management technique that MEDA is not actively using at this time but could benefit from its implementation. The contemporary management technique chosen for MEDA is the use of enterprise risk management (ERM). Rationale for selecting enterprise risk management MEDA is a very large global organization and as such it is “important for global organizations to think about country-specific treatment of risks,” and to gain an understanding of how to control these risks in a manner that will allow them to align risks “with their business strategy, develop an overall approach to how they define, establish...
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...| | | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International...
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...A Conceptual Model of Corporate Moral Development Author(s): R. Eric Reidenbach and Donald P. Robin Source: Journal of Business Ethics, Vol. 10, No. 4 (Apr., 1991), pp. 273-284 Published by: Springer Stable URL: http://www.jstor.org/stable/25058230 . Accessed: 16/09/2013 07:44 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . Springer is collaborating with JSTOR to digitize, preserve and extend access to Journal of Business Ethics. http://www.jstor.org This content downloaded from 202.125.103.33 on Mon, 16 Sep 2013 07:44:13 AM All use subject to JSTOR Terms and Conditions Conceptual Model Moral Development A of Corporate Donald R EricReidenbach P. Robin ABSTRACT: The conceptual model presented in this article argues that corporations exhibit specific behaviors that signal development. Accordingly, the authors identify five levels of moral development and discuss the that move corporations dynamics of corporate behavior another. Examples tive of of moral stages specific development from which...
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...BUSI 2301 Case Comment #1 DIRECTIONS: You are to write a 1-2 page analysis of the following case. The paper should be typed, and at least 12 point font. Thoroughly discuss the premise of the case, the procedure as to what happened, and the facts involved. Make correlations between what you’ve learned in the class and relate it to specific legal theories. Demonstrate these by walking through the elements needed to prove the particular Cause of Action. Rules for correct grammar, syntax, spelling, capitalization, and punctuation must be observed. Papers must be the sole work of the student. Give yourself a break as reading law cases is new & different than other types of content. You may need to read the case 3 times to get used to this type of writing. Work should be submitted in MS Word, and name your file in this manner: Your 1st Initial, Last Name-Case# Plaintiff Name. Ex.:JSheetz_Case1_Kuehn. If you need assistance with your writing, you may refer to North Lake College’s Writing Center. Located in Room A309, the Writing Center is open 8:00 AM to 8:00 PM Monday through Thursday and 8:00 AM to 2:00 PM on Friday. Saturday hours are 9:00 AM to 1:00 PM. Students can also call 972-273-3089, or email nlcwritingcenter@dcccd.edu. Finally, another resource for students is to The Elements of Style, by Strunk & White. Points to consider in your analysis ▪ The general facts (explain briefly why the parties are in dispute)? ▪ How does the case relate to the reading material...
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...Mergers and Acquisitions Basics Mergers and Acquisitions Basics All You Need To Know Donald DePamphilis Amsterdam • Boston • Heidelberg • London New York • Oxford • Paris • San Diego San Francisco • Singapore • Sydney • Tokyo Academic Press is an imprint of Elsevier Academic Press is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Elsevier, The Boulevard, Langford Lane, Kidlington, Oxford, OX5 1GB, UK Copyright © 2011 Elsevier Inc. All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions. This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein). Notices Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary. Practitioners and researchers must always rely on their own experience and knowledge...
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...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
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...Second career Self-employment and becoming an entrepreneur as a second career for dependent employees The responsibility for the contents of this report lies with EIM. Quoting numbers or text in papers, essays and books is permitted only when the source is clearly mentioned. No part of this publication may be copied and/or published in any form or by any means, or stored in a retrieval system, without the prior written permission of EIM. EIM does not accept responsibility for printing errors and/or other imperfections. Contents 1 Theoretical framework 7 1.1 Introduction 7 1.2 The transition process: Heuristical tool 8 1.3 Differences between start-ups: Dependent employee versus other types 10 1.4 Demarcation 11 1.5 Contents of the report 12 2 Entrepreneurship in the EU 15 2.1 Facts and figures 15 2.2 Entrepreneurs in the EU 20 2.3 Previous experience of starting entrepreneurs in the EU 24 3 Synthesis 31 3.1 Introduction 31 3.2 Legal definition of self-employed 31 3.3 General requirements related to start-ups 33 3.4 Financing the start-up of a business 34 3.5 Insolvency and seizure procedures 35 3.6 Social security systems in general 35 3.7 Social security: Unemployment 36 3.8 Social security: Sickness 39 3.9 Social security: Disability 40 3.10 Social security: Medical costs 40 3.11 Social security: Old age 41 3.12 Social...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University PEAR SON --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface:...
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...Probability and Statistics for Finance The Frank J. Fabozzi Series Fixed Income Securities, Second Edition by Frank J. Fabozzi Focus on Value: A Corporate and Investor Guide to Wealth Creation by James L. Grant and James A. Abate Handbook of Global Fixed Income Calculations by Dragomir Krgin Managing a Corporate Bond Portfolio by Leland E. Crabbe and Frank J. Fabozzi Real Options and Option-Embedded Securities by William T. Moore Capital Budgeting: Theory and Practice by Pamela P. Peterson and Frank J. Fabozzi The Exchange-Traded Funds Manual by Gary L. Gastineau Professional Perspectives on Fixed Income Portfolio Management, Volume 3 edited by Frank J. Fabozzi Investing in Emerging Fixed Income Markets edited by Frank J. Fabozzi and Efstathia Pilarinu Handbook of Alternative Assets by Mark J. P. Anson The Global Money Markets by Frank J. Fabozzi, Steven V. Mann, and Moorad Choudhry The Handbook of Financial Instruments edited by Frank J. Fabozzi Collateralized Debt Obligations: Structures and Analysis by Laurie S. Goodman and Frank J. Fabozzi Interest Rate, Term Structure, and Valuation Modeling edited by Frank J. Fabozzi Investment Performance Measurement by Bruce J. Feibel The Handbook of Equity Style Management edited by T. Daniel Coggin and Frank J. Fabozzi The Theory and Practice of Investment Management edited by Frank J. Fabozzi and Harry M. Markowitz Foundations of Economic Value Added, Second Edition by James L. Grant Financial Management and Analysis, Second Edition...
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