Apa, Business, University / 11.12.2019
Organizational Capacity for Change (OCC)
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Business
Apa, Business, University / 10.12.2019
business process
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Apa, Business, University / 09.12.2019
Case Studies
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Apa, Business, University / 08.12.2019
Operations Strategy at BYD of China
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Apa, Business, Masters / 08.12.2019
See the attached file
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Apa, Business, Masters / 08.12.2019
A problem facing shoe store managers is that many shoes eventually must be sold at markdown prices. This prompts us to conduct a mail survey of shoe store managers in which we ask, What methods have you found most successful for reducing the problem of high markdowns? We are interested in extracting as much information as possible from these answers to better understand the full range of strategies that store managers’ use. Establish what you think are category sets to code 500 responses similar to the 14 given here. Try to develop an integrated set of categories that reflects your theory of markdown management. After developing that set, use it to code the 14 responses. a. Have not found the answer. As long as we buy style shoes, we will have markdowns. We use PMs on slow merchandise, but it does not eliminate markdowns. (PM stands for “push-money” – special item bonuses for selling a particular style of shoe.) b. Using PMs before too old. Also reducing price during season. Holding meetings with salespeople indicating which shoes to push. c. By putting PMs on any slow-selling items and promoting same. More careful check of shoes purchased. d. Keep a close watch on your stock, and mark down when you have to – that is, rather than wait, take a small markdown on a shoe that is not moving at the time. e. Using the PM method. f. Less advance buying – more dependence on in-stock shoes. g. Sales – catch bad guys before it is too late and close out. h. Buy as much good merchandise as you can at special prices to help make up some markdowns. i. Reducing opening buys and depending on fill-in service. PMs for salespeople. j. Buy more frequently, better buying, PMs on slow-moving merchandise. k. Careful buying at lowest prices. Cash on the buying line. Buying closeouts, FDs overstock, “cancellations.” (FD stands for “factory-discontinued” style.) l. By buying less “chanceable” shoes. Buy only what you need, watch sizes, do not go overboard with new fads. m. Buying more staple merchandise. Buying more from fewer lines. Sticking with better nationally advertised merchandise. n. No successful method with the current style situation. Manufacturers are experimenting, the retailer takes the markdowns – cuts gross profit by about 3 percent – keep your stock at lowest level without losing sales.
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Apa, Business, Masters / 07.12.2019
Benchmark Assignment – Ticket Pricing Strategy Executive Summary
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Apa, Business, University / 07.12.2019
Criminology Essay
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Apa, Business, University / 06.12.2019
Due December 9 at 11:59 PM Project: Legal & Ethical Scenarios Legal and Ethical Scenarios Select two of the scenarios provided below. Analyze the facts in the scenarios and develop appropriate arguments/resolutions and recommendations. Support your responses with appropriate cases, laws and other relevant examples by using at least one scholarly source from the SUO Library in addition to your textbook for each scenario. Do not copy the scenarios into the paper. Cite your sources in APA format on a separate page. Submit the paper to the Submissions Area by the due date assigned. Scenario I: Courts and Alternative Dispute Resolution Alana Mendes suffered from Alzheimer’s, and was admitted to the Bay Pines Rehabilitation Center. Because of her mental condition, Alana’s daughter, Juanita, completed the admissions paperwork and signed the admissions agreement. The admissions documents included a clause that required parties to submit any disputes for arbitration. When Alana was released from the center four months later, she sued for negligent treatment and malpractice during her stay. Bay Pines moved to require arbitration. This is a claim of negligent care, not a breach of a commercial contract. Is it ethical for medical facilities to impose mandatory arbitration? Is there really any bargaining over such terms? Should a person with limited mental capacity be held to the arbitration clause agreed to by the next-of-kin who signed on behalf of that person? Scenario II: Due Process and ADR In 2016, a report found extremely high rates of obvious plagiarism in the theses of graduate students in the MBA program in the College of Business at Western State University. Two full-time faculty members and three adjuncts were identified for ignoring their ethical responsibilities and contributing to negligence toward issues of academic misconduct. Assistant Professor Mark Day was one of the five professors identified in the report. The findings were published during a press conference in May 2016. The dean of the College of Business, Derrick Dawson, removed Day’s responsibilities for advising graduate students and scheduled him for undergraduate courses for the next semester. Day filed suit in a federal district court against Dawson, the university, and others for violating his due process rights by publicizing accusations about his role in plagiarism without providing him with a meaningful opportunity to clear his name in public. What does due process require in these circumstances? Would the outcome be different if a mandatory arbitration clause was provided in Day’s contract and the university filed to dismiss the suit to require arbitration? Scenario III: Regulatory Agencies and Ethics Jessica Smith is the vice president of new drug development at Generic Phama, Inc, a pharmaceutical research company in Boston, Massachusetts. One year ago, she filed an application with the Food and Drug Administration (FDA) to obtain approval of a new drug for treating cancer. Smith met Joe Spencer at a convention three months ago and invited him to her room at the hotel. The two parted ways. Spencer worked as the director for approval of new drugs at the FDA. Two weeks later, Spencer wrote Smith a letter on FDA letterhead stating, “It was nice to see your name cross my desk on our company’s application for approval of the new cancer drug. I’d really like to see you again. Why don’t you come visit me in Washington this weekend?” Smith considered requesting that the petition be referred to another director at the FDA. However, she is concerned that the transfer would delay the approval process for at least a year. Smith’s chief scientist advised her that a key competitor plans to introduce a similar drug on the market in three months. Are there any legal or ethical barriers to relationships between corporate officers and members of administrative agencies involved in reviewing or regulating corporate activity? What should she do? What would you advise her to do if you were head of human resources or legal counsel for Generic Pharma, Inc. Name your document SU_MBA5005_W1_LastName_FirstInitial.doc. Submission Details: Support your responses with examples. Cite any sources in APA format. Submit your document to the Submissions Area by the due date assigned.
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Apa, Business, University / 04.12.2019
implementing Change
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