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Q1:In APA format 500 words. Choose any similar companies as examples Select two companies in the same industry (example: Target and Walmart; Ford and Chrysler; Verizon and T-Mobile). Provide a brief summary of each company’s vision and mission. Using sources from online research to support your thoughts, describe what you feel are the differences in strategy/focus each company uses, the unique value each tries to communicate to customers (marketing), and how successful you feel each company has been at implementing and communicating their strategic advantage.See Answer
Q2:CASE STUDY Note: In developing your answers you can make any assumptions you wish, provided these are reasonable, do not contradict the content of the case study and are clearly written down. Assume you are a professional project manager working for Green Energy Solutions (GES). Your Programme Director summoned you to their office and handed you the following brief for a new project that you have been appointed to lead. Project Charter: Solar Power Plant Installation Project Overview: Green Energy Solutions (GES) is a global leader in providing sustainable energy solutions. Headquartered in Germany, GES specialises in the development, installation, and management of large-scale solar power plants. GES has embarked on a large-scale project to install two new solar power plants across two countries, as part of the European Union's 'Green Future' vision to reach 250 Gigawatt of solar capacity by 2030. Project Objectives: · Reduce fossil fuel usage by 15%. . Provide sustainable energy to remote areas with limited infrastructure. · Ensure the solar power plants are close to the areas of consumption to minimise transmission losses. Project Details: · Location: Site 'A': Belgium. Site 'B': Latvia. . Timeline and Budget: As stipulated in contract. . Technology and Equipment: State-of-the-art solar panels, inverters, and battery storage systems. . Capacity: 0.65 Gigawatt. . Allocated human resources: 2,500. Stakeholders: . Internal: Includes senior management, sponsoring Programme Director, project manager, legal department and change control section. The internal team will be drawn from the main functional departments within GES, including Production, Human Resources, IT Support, and Research and Development. They will prepare the initial project specifications and later lead and monitor the project. . External: PM Consultant firm, which acts as the main point of communication. . Main Contractor: SolarTech Installations Ltd. . Sub-contractors: ElectroConnect [nominated]: Responsible for electrical installations. - EcoFencing: Handles frame-construction and security installations. SunSupply: Supplies solar panels and inverters. - PowerStorage: Provides battery storage systems. Consultants: SafePower: Safety and compliance consulting. - CostWise: Cost consulting. Inspection and governance: National Energy Regulatory Authority (NERA) inspects and provides compliance certification. . Utility Providers: Local utility companies responsible for grid connection and water supply. Project Structure: . Internal Reporting: The internal project manager (IPM) reports directly to the Head of IPM and is accountable to the Project Sponsor. The Project Sponsor has executive authority over all project managers and functional managers. . Change Control: Managed by the internal Change Control Section that reports directly to the Project Sponsor. All change requests are processed through the external PM, who then communicates with the internal interface function. The legal department issues and administers all contracts. . Legal Services: Operates independently and reports directly to the GES Senior Management Team. Monitoring and Reporting: . Internal Monitoring: Conducted by the internal project team, which prepares regular progress reports. · External Monitoring: The external PM consultant provides updates and coordinates with the internal team. Communication and Change Control: . Communication Flow: External stakeholders communicate with the external PM, who then liaises with the internal interface function. Internal decisions are communicated back to the external stakeholders through the same channel. . Change Control Process: Requests are submitted to the external PM, who communicates with the internal interface function. The legal department and change control department review and approve changes. Success Criteria: · Meeting the contractual deadline. · Maintain appropriate EVA values, within allowed quality boundaries. . Achieving the project objectives (fossil fuel reduction, energy provision to remote areas). . Compliance with regulatory requirements. . Minimal impact on wildlife in the project area. . Engage the wider community affected by the project. · Employ at least 10% local workforce. Main strategic uncertainties: . The future direction of energy policies and regulations is unpredictable, which could affect subsidies, tax incentives, and overall project profitability. . Market dynamics and consumer preferences for energy sources can shift rapidly, influenced by technological advancements, price changes in fossil fuels, and public sentiment towards climate change. . The pace of innovation in renewable energy technology is unpredictable, and newer, more efficient technologies than solar panels could emerge, necessitating further investment and upgrades. Economic and geopolitical conditions are inherently volatile and can affect the availability of capital, interest rates, and the cost of imported materials, influencing the project's financial stability. Required: Question 4 Assume the Solar Power Plant Installation project is already in its execution stage. Refer to Tables 1 & 2 below, showing the actual cost and schedule performance of four teams on one of the project work packages. Note the target output and cost figures given. They cover the first 5 months of the package. Each team is working at a planned rate of 10 tasks per month over 10- months total period. Each task has an estimated cost of €15,000. Table 1 Output performance for Teams 1, 2, 3 and 4 Month Team Cumulative number of tasks AC EV PV CV SV 1 1 10 150,000 150,000 150,000 0 0 2 9 120,000 135,000 150,000 15,000 -15,000 3 7 120,000 105,000 150,000 -15,000 -45,000 4 10 150,000 150,000 150,000 0 0 2 1 20 300,000 300,000 300,000 0 0 2 17 160,000 255,000 300,000 95,000 -45,000 3 15 20 280,000 225,000 300,000 300,000 -55.000 -75,000 4 300,000 300,000 0 0 3 1 30 450,000 450,000 450,000 0 0 2 24 250,000 360,000 450,000 110,000 -90,000 3 24 370,000 360,000 450,000 -10,000 -90,000 4 33 540,000 495,000 450,000 -45,000 45,000 0 4 1 40 600,000 600,000 600,000 0 2 31 350,000 465,000 600,000 115,000 -135,000 3 35 530,000 525,000 600,000 -5,000 -75,000 4 48 760,500 750,000 720,000 600,000 -40,500 120,000 0 5 1 50 750,000 750,000 0 2 38 450,000 570,000 750,000 120,000 -180,000 3 50 750,000 750,000 750,000 0 0 4 63 990,000 945,000 750,000 -45,000 195,000 Table 2 Output performance for the Work Package Months AC EV PV CV SV 1 540,000 540,000 600,000 0 -60,000 2 1,040,000 1,080,000 1,200,000 40,000 -120,000 3 1,610,000 1,665,000 1,800,000 55,000 -135,000 4 2,240,500 2,310,000 2,400,000 69,500 -90,000 5 2,940,000 3,015,000 3,000,000 75,000 15,000 (a) Comment on the performance of each team and on the performance of the work package as a whole over the 5-month period. Support your analysis using additional EVA variables and appropriate illustrations. (10 marks) (b) Describe how you would apply project management good practices to ensure that the project stays within budget. (15 marks) (Total 25 marks) TOTAL 100 MARKS END OF PAPERSee Answer
Q3:1 Impact of Technology on Job Design Title Page and Outline for Literature Review Impact of Technology on Job Design: Organizational Design and Structure Perspectives Student Name Course Name Instructor Name Date Abstract This paper aims at reviewing the literature and assessing the effects of technology on job design, particularly focusing on organizational design and structure. The research focuses on the outcomes of the change in the working environment caused by new technologies that impacted job content, organizational performance, and employee attitudes. Now, the problem analysis reveals general trends, including rising automation, a new remote work model, and the importance of lifelong learning. Specific research findings indicate that changing organizational designs coupled with effective management of change are critical to embedding technology within job design successfully. Again, the review gives advice on how organizations should incorporate more technologies in their workplaces without compromising the employees’ health and how future research can help understand the future impacts of technology on job design. I. Introduction Background The concept of job design and how it has been affected by technology Background of the technological innovation of job design Purpose and Scope Objectives set for the literature review The organizational scope of the research with respect to its focus on organizational design and structure II. Findings Technological Developments and Job Design Significant Technological Developments A brief summary of the main technological developments influencing job design Some of the examples of how technology has changed the nature of job roles Shift in Job Roles and Responsibilities How the use of technology changes or impacts job descriptions and duties Journals that present case evidence on how technology has altered job roles Organizational Efficiency Enhancing organizational processes Influence of technology in the circle of work and production Real-life examples that explain the best practices in the implementation of new technologies Efficiency Metrics Ways of assessing the enhancement of organizational productivity gains Comparisons made based on the experience before and after the integration of technology Employee Satisfaction and Performance Technology and Job Satisfaction Correlation Employee views and opinions through structured and unstructured interviews The role played by technology in the satisfaction of job requirements Significance of the Performance of Employees Relative performance measures and Productivity metrics Looking at the effects of technology on employee well-being Challenges and Barriers Common Challenges Understanding the barriers to the uptake of technologies Change resistance and organizational adaptation concerns Ways of Mitigating Barriers Things to do in order to avoid future problems that may arise due to technology integration Promotion, reward, and employee recognition policies III. Conclusions, Recommendations, and Suggestions for Further Study Conclusions Key findings and conclusions and organizational implications Effect on organization design and structures Recommendations Strategies for the application of technology in job design Strategies for the management of technology in organizations Suggestions for Further Study Detecting areas requires additional research. Trends and future direction, or modifying technology and job design References Kelley, M. R. (1990). New Process Technology, Job Design, and Work Organization: A Contingency Model. American Sociological Review, 55(2), 191–208. https://doi.org/10.2307/2095626 Tyre, M. J., & Hauptman, O. (1992). Effectiveness of Organizational Responses to Technological Change in the Production Process. Organization Science, 3(3), 301–320. http://www.jstor.org/stable/2635275See Answer
Q4:1) Using job postings for paralegal and lawyer postings. Please complete the following assignment: 1. Identify if you are doing this assignment for either attorney or paralegal( do attorney ) 2. Find 2 job postings on google for the position you are searching. Attach word files, pdf, screengrabs or web links to the postings. 3. List ten different verbs used in the job postings. Find any job posting based in US |\ 100 wordsSee Answer
Q5:Question 1 Using appropriate strategic models, critically diagnose and analyze the external environment facing ØRSTED in the development of its Strategy. (max 1500 words) Question 2 Critically assess – using the relevant strategic frameworks – how ØRSTED resources and capabilities shape the development of its Strategy. (max 1500 words) Solution guidelines QUESTIONS Question 1 Using appropriate strategic models, critically diagnose and analyse the external environment facing ØRSTED in the development of its Strategy. (Total 100 marks) The student will be aware of the shifting external environment and should offer a contextual of those trends upon the business. The student should deploy the correct frameworks to fully understand the external pressures upon the development of strategy. It should be expected that the answer will have a PEST analysis as standard to assess the main trends within ØRSTED operating environment. The impact of these pressures on the main challenges will be explored notably: The energy transition. Energy security. Geopolitical risk. Unstable markets. These feed into the use of five forces framework to assess the industry pressures upon the business. How these trends shape the five forces will be a focal point of this section. The essay should acknowledge the pressures upon the business notably long-term demand decline, possibility of supply disruption, reputational damage. The question should conclude with a summing up of the main issues to be faced in the dynamic operating environment that ØRSTED faces. There will be a good use of secondary material throughout the answer offering depth and data to the main external challenges facing the business. Please use the provided secondary sources with references to support your arguments. Question 2 Critically assess – using the relevant strategic frameworks – how ØRSTED’s resources and capabilities shape the development of its Strategy. (Total 100 marks) Students should have an awareness of the value chain within the sector. The student should identify that the firm is a vertically integrated energy firm. It should acknowledge how these key resources are challenged by the energy transition. It should reflect that the firm has unique resource and skills that enable it to be successful. As such the application of the VRIN framework should expected. The better answers should reflect how shifts in the external environment could undermine the value of these value creating resources. Analysis should mention how healthy balance sheet of ØRSTED has proved to be a major factor in strategy. This has given the firm the capability to adapt. Note how this reflects valuable resource. There should be an acknowledgment of the value system in which the firm operates. Most students should undertake a SWOT to reflect the internal operating environment – it should highlight the most salient issues. The section should offer a conclusion on the key resources and how they are impacted by the noted scenario. This section should be underpinned by firms specific material gathered from secondary material to offer a consistent and coherent analysis. Please use the provided secondary sources with references to support your arguments.See Answer
Q6:Microsoft Project 2013 - Real World Scheduling Microsoft Project Test Name Your assignment for this test is to create a computer-aided schedule for the following storage facility project using Microsoft Project Professional 2016 software. Sign and turn in these instructions with your test. Create the schedule using the following specifications. Your instructor will tell you where to Save the file. File name: Project 2016 Real World Scheduling - Test (your three initials). Start date: March 5th, 2019 Status date: March 5th, 2019 Title: (your name) Project Pro Scheduling Test. Subject: Storage Facility. Author: ( your name ). Company: ( your name ) Construction. Comments: This is the scheduling test for Microsoft Project Pro 2016. From the information below and the hand drawn schedule on the last page, create the construction schedule. Be sure to spell out the tasks descriptions exactly as they appear in this table. Do not include the words in (parenthesis) in the task description. Go to File, Options then to Schedule and make sure these three settings are set as follows: New tasks created: Auto Scheduled , , the Default task type: Fixed Work , and that the Split in-progress tasks is un-checked. Microsoft Project 2016 - Real World Scheduling Task Information TASK DESCRIPTION DUR CAL CONTRACT TYPE FIXED COST Notice to Proceed (milestone) 0 1 Lump Sum Order / Deliver Brick 40 1 Cost Plus 11000 Excavation 3 3 Cost Plus 4000 Underslab Rough-Ins 13 3 Lump Sum Lump Sum 17000 Footing and Foundation 17 3 Slab on Grade Backfill 6 3 Lump Sum 5900 2 Cost Plus Frame Walls 3 1 7 Cost Plus 7800 Frame / Shingle Roof 14 1 Cost Plus 22300 Masonry 22 3 1 Lump Sum 30000 Exterior Trim 19 Cost Plus HVAC Plumbing 15 1 Cost Plus 10 3 Cost Plus 9000 Electrical 5 3 Cost Plus 13000 Interior Finishes 17 1 Cost Plus Project Closeout 67 1 Lump Sum 2500 Punchout 10 Project Complete (milestone) 1 Cost Plus 0 1 Lump Sum 1 After creating the schedule as described above, you will generate and turn in a schedule using the following instructions. Be sure to follow these instructions in the order they are listed because they build on themselves. Make changes only to the schedule that are described below. 1. Add the six standard US holidays to the Standard calendar for the year 2019. Note: They are listed in your book as well as how they are specifically set by the US Department of Labor. 2. Create a Six Day Workweek calendar (starting from the Standard calendar) for the project and assign it to all the tasks on calendar 3. 3. Show the following columns with these names in this order: Task Name, Dur, Calendar Name, Start, Finish, Total Float, and Fixed Cost, with all data centered except Task Name (left) and Fixed Cost (right). Make all column titles Times New Roman (TNR), 12, bold, italic font, and centered. 4. Make sure that the Project Summary Task is showing at the top of the schedule. 5. Format the bar styles to ensure that all the task names appear to the right of the bars out on the Gantt chart on all of the tasks, milestones, and critical tasks. 6. Enter the fixed costs into the schedule. 7. The illustration to the right should help you picture the headings under which the tasks are to be organized using Summary Tasks. Note that this illustration shows only the summary tasks names but not the actual tasks. Organize all the tasks of the schedule using the summary task (your name) Construction Management on top for all tasks that are on calendar 1 as shown in the CAL column on the spreadsheet on the previous page followed by the Task Name i (your name) Project Pro Scheduling Test (your name) Construction Management + Lump Sum + Cost Plus Subcontractor summary task to include all tasks that are on Subcontractor calendar 3 as shown in the CAL column on the spreadsheet on + Lump Sum the previous page. Then all the tasks that you placed beneath + Cost Plus the (your name) Construction Management summary task should be organized into either the Lump Sum or Cost Plus summary task that you create based on the Contract Type column on the spreadsheet on the previous page. Finally, divide the tasks beneath the Subcontractor summary task the same way by contract type. 8. Adjust the column widths to be as narrow as possible, while still ensuring that the column titles and all the column data are visible and also ensuring that the task names do not wrap to a second line. 9. Adjust the column title cell height to ensure that the entire column title is visible. 10. Show the type of relationship lines that is shown here to the right. 11. The color of the critical bars should be red with the non-critical bars set at 12. Show only the following in the footer legend: Dark Blue, Lighter 60% . Task Summary Milestone Project Summary Critical Progress . 13. The schedule should fill one page horizontally. To get it to fit onto one page wide go to File, then Print to get to the print preview, then to Page Setup. In the Scaling section of this window, set pages wide by 1 tall Include a 5" Legend width. the Fit to: as shown here, Fit to: 1 . 14. In the Footer tab in the Left tab, type in Project 2016 Real World Scheduling, making all bold and switching Real World to italics. Make bold, the Page & [Page] number in the Center tab, then in the Right tab, type in JohnWyattPublishing.com making all in bold. 15. Save only to the Google drive. Print to PDF and Submit 2 Hand-Drawn - Storage Facility Schedule 55 (0) PROJECT GLOBEOUT FF ( 10 ) 67 - 1 010 BRICK FRAME 40 WALLS MASONRY FUNGHI COMPL OUT 0 7 22 TO S.O.G. FRAMES 3 0 EXCAV. FTG. ! FIND. 6 4 SHINGLE 17 BACK- KOPF 1 SS (6) EXTERIOR 4 TRIM - FILL - 14 19 3 - 2 - UNDER- - IFS(5) 1 SLAB ROUGH-INS 55 ( 6 ) HVAL INTERIOR 15 13 FINISHES 155(10) | PLUMBING 17 10 - - 1,55 ( 3) ELECTRIC 5See Answer
Q7:Query result Transaction ID Customer Salesperson First Name Salesperson Last Name Product Units Sold Retail Price Ext Price Region 1 Bob's Music Factory Joe Smith plastic case - black 1 24.95 24.95 North 2 ACME Tools Mark Jones accelerometer 5 64.95 324.75 North 3 Electronic Appliances Joe Smith plastic case - black 1 24.95 24.95 North 4 Bob's Music Factory Mark Jones temperature sensor 6 12 72 South 5 Like New Appliances Joe Smith 3.5 volt power supply 2 21.95 43.9 South 6 Mary's Electronic Outlet Mark Jones plastic case - black 9 24.95 224.55 South 7 Electronic Appliances Joe Smith accelerometer 5 64.95 324.75 East 8 ACME Tools Mark Jones temperature sensor 8 12 96 East 9 Like New Appliances Joe Smith temperature sensor 2 12 24 East 10 Nicks Bar and Grill Mark Jones plastic case - black 2 24.95 49.9 North 11 Mary's Electronic Outlet Mary Maples 3.5 volt power supply 5 21.95 109.75 South 12 The Blue Parrot Fred Flagler temperature sensor 9 12 108 North 13 Electronic Appliances Mary Maples accelerometer 3 64.95 194.85 South 14 ACME Tools Fred Flagler 3.5 volt power supply 1 21.95 21.95 East 15 ACME Tools Mary Maples 3.5 volt power supply 4 21.95 87.8 South 16 ACME Tools Fred Flagler plastic case - black 5 24.95 124.75 North 17 Electronic Appliances Mary Maples accelerometer 4 64.95 259.8 East 18 Super Tools and Trucks Fred Flagler plastic case - black 9 24.95 224.55 South 19 Bob's Music Factory Mark Jones microphone 3 35.950000000000003 107.85 North 20 Bob's Music Factory Mark Jones microphone 1 35.950000000000003 35.950000000000003 North 21 Electronic Appliances Mark Jones microphone 7 35.950000000000003 251.65 North 22 Rick's Cafe Americain Mark Jones microphone 3 35.950000000000003 107.85 North 23 Super Tools and Trucks Mark Jones microphone 1 35.950000000000003 35.950000000000003 North 24 Super Tools and Trucks Mark Jones microphone 0 35.950000000000003 0 North 25 The Blue Parrot Mark Jones microphone 5 35.950000000000003 179.75 North 26 Bob's Music Factory Mark Jones microphone 8 35.950000000000003 287.60000000000002 North 27 Mary's Electronic Outlet Mark Jones microphone 6 35.950000000000003 215.7 North 28 Fred's Hardware Mark Jones microphone 8 35.950000000000003 287.60000000000002 North 29 The Blue Parrot Mark Jones microphone 1 35.950000000000003 35.950000000000003 North 30 ACME Tools Mark Jones microphone 8 35.950000000000003 287.60000000000002 North 31 Super Tools and Trucks Mark Jones microphone 5 35.950000000000003 179.75 North 32 Bob's Music Factory Mark Jones microphone 1 35.950000000000003 35.950000000000003 North 33 Fred's Hardware Mark Jones microphone 5 35.950000000000003 179.75 North 34 Fred's Hardware Mark Jones microphone 6 35.950000000000003 215.7 North 35 Nicks Bar and Grill Mark Jones microphone 7 35.950000000000003 251.65 North 36 The Blue Parrot Mark Jones microphone 2 35.950000000000003 71.900000000000006 North 37 Fred's Hardware Mark Jones microphone 2 35.950000000000003 71.900000000000006 North 38 Fred's Hardware Fred Flagler microphone 6 35.950000000000003 215.7 East 39 Mary's Electronic Outlet Fred Flagler microphone 9 35.950000000000003 323.55 East 40 Mary's Electronic Outlet Fred Flagler microphone 6 35.950000000000003 215.7 East 41 Rick's Cafe Americain Fred Flagler microphone 7 35.950000000000003 251.65 East 42 Mary's Electronic Outlet Fred Flagler microphone 2 35.950000000000003 71.900000000000006 East 43 Super Tools and Trucks Fred Flagler microphone 3 35.950000000000003 107.85 East 44 Like New Appliances Fred Flagler microphone 1 35.950000000000003 35.950000000000003 East 45 ACME Tools Fred Flagler microphone 5 35.950000000000003 179.75 East 46 Super Tools and Trucks Fred Flagler microphone 3 35.950000000000003 107.85 East 47 Nicks Bar and Grill Fred Flagler microphone 9 35.950000000000003 323.55 East 48 Electronic Appliances Fred Flagler microphone 7 35.950000000000003 251.65 East 49 The Blue Parrot Fred Flagler microphone 0 35.950000000000003 0 East 50 The Blue Parrot Fred Flagler microphone 5 35.950000000000003 179.75 East 51 Electronic Appliances Fred Flagler microphone 9 35.950000000000003 323.55 East 52 Rick's Cafe Americain Fred Flagler microphone 6 35.950000000000003 215.7 East 53 Electronic Appliances Fred Flagler microphone 1 35.950000000000003 35.950000000000003 East 54 Fred's Hardware Fred Flagler microphone 7 35.950000000000003 251.65 East 55 Nicks Bar and Grill Fred Flagler microphone 3 35.950000000000003 107.85 East 56 The Blue Parrot Fred Flagler microphone 10 35.950000000000003 359.5 East 57 The Blue Parrot Fred Flagler microphone 2 35.950000000000003 71.900000000000006 East 58 Bob's Music Factory Fred Flagler microphone 3 35.950000000000003 107.85 East 59 Mary's Electronic Outlet Fred Flagler microphone 2 35.950000000000003 71.900000000000006 East 60 Fred's Hardware Fred Flagler microphone 5 35.950000000000003 179.75 East 61 Bob's Music Factory Fred Flagler microphone 7 35.950000000000003 251.65 East 62 Super Tools and Trucks Joe Smith plastic case - black 3 24.95 74.849999999999994 North 63 Mary's Electronic Outlet Joe Smith plastic case - black 2 24.95 49.9 North 64 Nicks Bar and Grill Joe Smith plastic case - black 6 24.95 149.69999999999999 North 65 Super Tools and Trucks Joe Smith plastic case - black 2 24.95 49.9 North 66 Nicks Bar and Grill Joe Smith plastic case - black 4 24.95 99.8 North 68 Mary's Electronic Outlet Mary Maples plastic case - black 6 24.95 149.69999999999999 North 69 The Blue Parrot Mary Maples plastic case - black 4 24.95 99.8 North 70 Super Tools and Trucks Mary Maples plastic case - black 4 24.95 99.8 North 71 Electronic Appliances Mary Maples plastic case - black 4 24.95 99.8 North 72 Fred's Hardware Mary Maples plastic case - black 4 24.95 99.8 North 73 ACME Tools Mary Maples plastic case - black 8 24.95 199.6 North 74 Fred's Hardware Mary Maples plastic case - black 7 24.95 174.65 North 75 ACME Tools Mary Maples plastic case - black 3 24.95 74.849999999999994 North 76 Fred's Hardware Mary Maples plastic case - black 2 24.95 49.9 North 77 ACME Tools Mary Maples plastic case - black 1 24.95 24.95 North 78 Nicks Bar and Grill Mary Maples plastic case - black 5 24.95 124.75 North 79 Super Tools and Trucks Mary Maples plastic case - black 6 24.95 149.69999999999999 North 80 Nicks Bar and Grill Mary Maples plastic case - black 3 24.95 74.849999999999994 North 81 ACME Tools Mary Maples plastic case - black 7 24.95 174.65 North 82 ACME Tools Mary Maples plastic case - black 6 24.95 149.69999999999999 North 83 Electronic Appliances Mary Maples plastic case - black 5 24.95 124.75 North 84 Mary's Electronic Outlet Fred Flagler temperature sensor 8 12 96 North 85 Fred's Hardware Fred Flagler temperature sensor 5 12 60 North 86 Bob's Music Factory Fred Flagler temperature sensor 6 12 72 North 87 Mary's Electronic Outlet Fred Flagler temperature sensor 6 12 72 North 88 Fred's Hardware Fred Flagler temperature sensor 1 12 12 North 89 Bob's Music Factory Fred Flagler temperature sensor 6 12 72 North 90 Super Tools and Trucks Fred Flagler temperature sensor 8 12 96 North 91 Mary's Electronic Outlet Fred Flagler temperature sensor 1 12 12 North 92 Super Tools and Trucks Fred Flagler temperature sensor 7 12 84 North 93 Nicks Bar and Grill Fred Flagler temperature sensor 5 12 60 North 94 Electronic Appliances Fred Flagler temperature sensor 6 12 72 North 95 Nicks Bar and Grill Fred Flagler temperature sensor 4 12 48 North 96 Rick's Cafe Americain Fred Flagler temperature sensor 2 12 24 North 97 Super Tools and Trucks Fred Flagler temperature sensor 5 12 60 North 98 Nicks Bar and Grill Fred Flagler temperature sensor 4 12 48 North 99 ACME Tools Fred Flagler temperature sensor 6 12 72 North 100 The Blue Parrot Fred Flagler temperature sensor 2 12 24 North 101 The Blue Parrot Fred Flagler temperature sensor 2 12 24 North 102 Rick's Cafe Americain Fred Flagler temperature sensor 4 12 48 North 103 ACME Tools Fred Flagler temperature sensor 3 12 36 North 104 Rick's Cafe Americain Fred Flagler temperature sensor 3 12 36 North 105 Bob's Music Factory Fred Flagler temperature sensor 5 12 60 North 106 Super Tools and Trucks Mark Jones plastic case - black 1 24.95 24.95 South 107 The Blue Parrot Mark Jones plastic case - black 10 24.95 249.5 South 108 Super Tools and Trucks Mark Jones plastic case - black 4 24.95 99.8 South 109 Rick's Cafe Americain Mark Jones plastic case - black 5 24.95 124.75 South 111 Nicks Bar and Grill Mark Jones plastic case - black 0 24.95 0 South 112 Fred's Hardware Mark Jones plastic case - black 1 24.95 24.95 South 113 ACME Tools Mark Jones plastic case - black 5 24.95 124.75 South 114 ACME Tools Mark Jones plastic case - black 9 24.95 224.55 South 115 Fred's Hardware Mark Jones plastic case - black 5 24.95 124.75 South 116 Electronic Appliances Mark Jones plastic case - black 6 24.95 149.69999999999999 South 117 Bob's Music Factory Mark Jones plastic case - black 8 24.95 199.6 South 118 Like New Appliances Mark Jones plastic case - black 5 24.95 124.75 South 119 Rick's Cafe Americain Joe Smith plastic case - black 5 24.95 124.75 South 120 ACME Tools Joe Smith plastic case - black 3 24.95 74.849999999999994 South 121 ACME Tools Joe Smith plastic case - black 3 24.95 74.849999999999994 South 122 ACME Tools Joe Smith plastic case - black 3 24.95 74.849999999999994 South 123 Rick's Cafe Americain Joe Smith plastic case - black 3 24.95 74.849999999999994 South 124 Mary's Electronic Outlet Joe Smith plastic case - black 3 24.95 74.849999999999994 South 125 ACME Tools Joe Smith plastic case - black 4 24.95 99.8 South 126 Super Tools and Trucks Joe Smith plastic case - black 7 24.95 174.65 South 127 Super Tools and Trucks Joe Smith plastic case - black 2 24.95 49.9 South 128 Rick's Cafe Americain Joe Smith plastic case - black 4 24.95 99.8 South 129 ACME Tools Joe Smith plastic case - black 4 24.95 99.8 South 130 Bob's Music Factory Joe Smith plastic case - black 2 24.95 49.9 South 132 The Blue Parrot Joe Smith plastic case - black 3 24.95 74.849999999999994 South 133 Nicks Bar and Grill Joe Smith plastic case - black 2 24.95 49.9 South 135 Bob's Music Factory Joe Smith plastic case - black 3 24.95 74.849999999999994 South 136 Super Tools and Trucks Joe Smith plastic case - black 2 24.95 49.9 South 137 Bob's Music Factory Joe Smith plastic case - black 2 24.95 49.9 South 138 Mary's Electronic Outlet Joe Smith plastic case - black 4 24.95 99.8 South 139 ACME Tools Joe Smith plastic case - black 2 24.95 49.9 South 140 Electronic Appliances Joe Smith plastic case - black 3 24.95 74.849999999999994 South 141 Super Tools and Trucks Joe Smith plastic case - black 9 24.95 224.55 South 142 Super Tools and Trucks Joe Smith plastic case - black 9 24.95 224.55 South 144 ACME Tools Joe Smith plastic case - black 2 24.95 49.9 South 145 Nicks Bar and Grill Joe Smith plastic case - black 5 24.95 124.75 South 146 Bob's Music Factory Joe Smith plastic case - black 5 24.95 124.75 South 147 Electronic Appliances Joe Smith plastic case - black 2 24.95 49.9 South 148 The Blue Parrot Joe Smith plastic case - black 3 24.95 74.849999999999994 South 150 Fred's Hardware Joe Smith plastic case - black 3 24.95 74.849999999999994 South 151 Nicks Bar and Grill Joe Smith plastic case - black 2 24.95 49.9 South 152 The Blue Parrot Joe Smith plastic case - black 10 24.95 249.5 South 153 Nicks Bar and Grill Joe Smith plastic case - black 3 24.95 74.849999999999994 South 154 The Blue Parrot Joe Smith plastic case - black 5 24.95 124.75 South 155 Electronic Appliances Joe Smith plastic case - black 6 24.95 149.69999999999999 South 156 Electronic Appliances Joe Smith plastic case - black 7 24.95 174.65 South 157 The Blue Parrot Joe Smith accelerometer 10 64.95 649.5 South 158 Fred's Hardware Joe Smith accelerometer 6 64.95 389.7 South 159 Nicks Bar and Grill Joe Smith accelerometer 4 64.95 259.8 South 161 Mary's Electronic Outlet Joe Smith accelerometer 7 64.95 454.65 South 162 Bob's Music Factory Joe Smith accelerometer 4 64.95 259.8 South 163 Electronic Appliances Joe Smith accelerometer 4 64.95 259.8 South 164 Mary's Electronic Outlet Joe Smith accelerometer 0 64.95 0 South 165 Fred's Hardware Joe Smith accelerometer 3 64.95 194.85 South 166 Super Tools and Trucks Joe Smith accelerometer 6 64.95 389.7 South 167 Like New Appliances Joe Smith accelerometer 5 64.95 324.75 South 168 Rick's Cafe Americain Joe Smith accelerometer 4 64.95 259.8 South 169 ACME Tools Joe Smith accelerometer 4 64.95 259.8 South 170 Electronic Appliances Joe Smith accelerometer 7 64.95 454.65 South 171 Nicks Bar and Grill Joe Smith accelerometer 2 64.95 129.9 South 172 ACME Tools Joe Smith accelerometer 4 64.95 259.8 South 173 Rick's Cafe Americain Joe Smith accelerometer 1 64.95 64.95 South 174 Mary's Electronic Outlet Joe Smith accelerometer 10 64.95 649.5 South 175 ACME Tools Joe Smith accelerometer 9 64.95 584.54999999999995 South 176 Super Tools and Trucks Joe Smith accelerometer 6 64.95 389.7 South 177 Mary's Electronic Outlet Joe Smith accelerometer 5 64.95 324.75 South 178 Bob's Music Factory Joe Smith accelerometer 9 64.95 584.54999999999995 South 179 Rick's Cafe Americain Joe Smith accelerometer 8 64.95 519.6 South 180 Bob's Music Factory Joe Smith accelerometer 1 64.95 64.95 South 181 Bob's Music Factory Joe Smith accelerometer 1 64.95 64.95 South 183 Rick's Cafe Americain Joe Smith accelerometer 4 64.95 259.8 South 185 Mary's Electronic Outlet Joe Smith accelerometer 5 64.95 324.75 South 186 Super Tools and Trucks Joe Smith accelerometer 7 64.95 454.65 South 187 Like New Appliances Joe Smith accelerometer 1 64.95 64.95 South 188 Electronic Appliances Joe Smith accelerometer 4 64.95 259.8 South 189 ACME Tools Joe Smith accelerometer 5 64.95 324.75 South 190 Fred's Hardware Joe Smith accelerometer 3 64.95 194.85 South 191 ACME Tools Joe Smith accelerometer 2 64.95 129.9 South 192 Nicks Bar and Grill Joe Smith accelerometer 0 64.95 0 South 193 Fred's Hardware Joe Smith accelerometer 5 64.95 324.75 South 194 Like New Appliances Joe Smith accelerometer 7 64.95 454.65 South 195 Rick's Cafe Americain Joe Smith accelerometer 7 64.95 454.65 South 196 Like New Appliances Joe Smith accelerometer 1 64.95 64.95 South 197 Nicks Bar and Grill Joe Smith accelerometer 5 64.95 324.75 South 198 ACME Tools Joe Smith accelerometer 8 64.95 519.6 South 199 Electronic Appliances Joe Smith accelerometer 6 64.95 389.7 South 200 Bob's Music Factory Joe Smith accelerometer 5 64.95 324.75 South 201 Mary's Electronic Outlet Joe Smith accelerometer 2 64.95 129.9 South 202 The Blue Parrot Joe Smith accelerometer 4 64.95 259.8 South 203 Bob's Music Factory Joe Smith accelerometer 7 64.95 454.65 South 204 Rick's Cafe Americain Joe Smith accelerometer 6 64.95 389.7 South 205 Mary's Electronic Outlet Joe Smith accelerometer 2 64.95 129.9 South 206 The Blue Parrot Joe Smith accelerometer 7 64.95 454.65 South 207 Bob's Music Factory Joe Smith accelerometer 0 64.95 0 South 208 Super Tools and Trucks Joe Smith accelerometer 0 64.95 0 South 209 Bob's Music Factory Joe Smith accelerometer 5 64.95 324.75 South 210 Mary's Electronic Outlet Joe Smith accelerometer 5 64.95 324.75 South 211 Fred's Hardware Joe Smith accelerometer 4 64.95 259.8 South 212 Bob's Music Factory Joe Smith accelerometer 7 64.95 454.65 South 213 Mary's Electronic Outlet Joe Smith accelerometer 3 64.95 194.85 South 214 Nicks Bar and Grill Joe Smith accelerometer 6 64.95 389.7 South 215 Electronic Appliances Joe Smith accelerometer 5 64.95 324.75 South 216 Super Tools and Trucks Joe Smith accelerometer 9 64.95 584.54999999999995 South 217 Rick's Cafe Americain Joe Smith accelerometer 8 64.95 519.6 South 218 The Blue Parrot Joe Smith accelerometer 0 64.95 0 South 219 Rick's Cafe Americain Joe Smith accelerometer 1 64.95 64.95 South 220 Nicks Bar and Grill Joe Smith accelerometer 6 64.95 389.7 South 221 Fred's Hardware Joe Smith accelerometer 8 64.95 519.6 South 222 The Blue Parrot Joe Smith accelerometer 0 64.95 0 South 223 Bob's Music Factory Mark Jones temperature sensor 7 12 84 North 224 Fred's Hardware Mark Jones temperature sensor 7 12 84 North 225 Fred's Hardware Mark Jones temperature sensor 6 12 72 North 227 Like New Appliances Mark Jones temperature sensor 7 12 84 North 228 ACME Tools Mark Jones temperature sensor 10 12 120 North 229 Super Tools and Trucks Mark Jones temperature sensor 10 12 120 North 230 Mary's Electronic Outlet Mark Jones temperature sensor 1 12 12 North 231 Rick's Cafe Americain Mark Jones temperature sensor 5 12 60 North 232 The Blue Parrot Mark Jones temperature sensor 2 12 24 North 233 Like New Appliances Mark Jones temperature sensor 7 12 84 North 234 The Blue Parrot Mark Jones temperature sensor 2 12 24 North 235 Super Tools and Trucks Mark Jones temperature sensor 7 12 84 North 236 ACME Tools Mark Jones temperature sensor 8 12 96 North 237 Mary's Electronic Outlet Mark Jones temperature sensor 9 12 108 North 238 Electronic Appliances Mark Jones temperature sensor 10 12 120 North 239 Mary's Electronic Outlet Mark Jones temperature sensor 1 12 12 North 240 Electronic Appliances Mark Jones temperature sensor 8 12 96 North 241 Mary's Electronic Outlet Mark Jones temperature sensor 10 12 120 North 242 Nicks Bar and Grill Mark Jones temperature sensor 2 12 24 North 243 Fred's Hardware Mark Jones temperature sensor 5 12 60 North 244 The Blue Parrot Mark Jones temperature sensor 3 12 36 North 245 Fred's Hardware Mark Jones temperature sensor 8 12 96 North 246 Bob's Music Factory Mark Jones temperature sensor 1 12 12 North 247 Fred's Hardware Mark Jones temperature sensor 10 12 120 North 248 Fred's Hardware Mark Jones temperature sensor 3 12 36 North 249 Nicks Bar and Grill Mark Jones temperature sensor 5 12 60 North 250 The Blue Parrot Mark Jones temperature sensor 9 12 108 North 251 Electronic Appliances Mark Jones temperature sensor 4 12 48 North 252 Nicks Bar and Grill Mark Jones temperature sensor 7 12 84 North 253 Mary's Electronic Outlet Mark Jones temperature sensor 9 12 108 North 254 Electronic Appliances Mark Jones temperature sensor 7 12 84 North 255 Super Tools and Trucks Mark Jones temperature sensor 5 12 60 North 256 Mary's Electronic Outlet Mark Jones temperature sensor 7 12 84 North 257 Super Tools and Trucks Mark Jones temperature sensor 7 12 84 North 258 Fred's Hardware Mark Jones temperature sensor 5 12 60 North 259 Mary's Electronic Outlet Mark Jones temperature sensor 10 12 120 North 260 Fred's Hardware Mark Jones temperature sensor 6 12 72 North 261 Electronic Appliances Mark Jones temperature sensor 6 12 72 North 262 Super Tools and Trucks Mark Jones temperature sensor 7 12 84 North 263 Electronic Appliances Mark Jones temperature sensor 2 12 24 North 264 Electronic Appliances Mark Jones temperature sensor 1 12 12 North 265 The Blue Parrot Mark Jones temperature sensor 1 12 12 North 266 Fred's Hardware Mark Jones temperature sensor 7 12 84 North 267 Mary's Electronic Outlet Mark Jones microphone 6 35.950000000000003 215.7 North 268 Nicks Bar and Grill Mark Jones microphone 9 35.950000000000003 323.55 North 269 Like New Appliances Mark Jones microphone 1 35.950000000000003 35.950000000000003 North 270 Super Tools and Trucks Mark Jones microphone 2 35.950000000000003 71.900000000000006 North 271 Like New Appliances Mark Jones microphone 6 35.950000000000003 215.7 North 272 Electronic Appliances Mark Jones microphone 6 35.950000000000003 215.7 North 273 Nicks Bar and Grill Mark Jones microphone 10 35.950000000000003 359.5 North 274 Mary's Electronic Outlet Mark Jones microphone 3 35.950000000000003 107.85 North 276 Fred's Hardware Mark Jones microphone 1 35.950000000000003 35.950000000000003 North 277 The Blue Parrot Mark Jones microphone 7 35.950000000000003 251.65 North 279 Fred's Hardware Mark Jones microphone 3 35.950000000000003 107.85 North 280 Super Tools and Trucks Mark Jones microphone 4 35.950000000000003 143.80000000000001 North 281 ACME Tools Mark Jones microphone 5 35.950000000000003 179.75 North 282 Like New Appliances Mark Jones microphone 2 35.950000000000003 71.900000000000006 North 283 Nicks Bar and Grill Mark Jones microphone 9 35.950000000000003 323.55 North 284 Nicks Bar and Grill Mark Jones microphone 3 35.950000000000003 107.85 North 285 Bob's Music Factory Mark Jones microphone 5 35.950000000000003 179.75 North 286 The Blue Parrot Mark Jones microphone 10 35.950000000000003 359.5 North 287 Nicks Bar and Grill Mark Jones microphone 0 35.950000000000003 0 North 288 Electronic Appliances Mark Jones microphone 4 35.950000000000003 143.80000000000001 North 289 Super Tools and Trucks Mark Jones microphone 10 35.950000000000003 359.5 North 290 Bob's Music Factory Mark Jones microphone 7 35.950000000000003 251.65 North 291 Bob's Music Factory Mark Jones microphone 2 35.950000000000003 71.900000000000006 North 292 Like New Appliances Joe Smith accelerometer 9 64.95 584.54999999999995 South 293 Super Tools and Trucks Joe Smith accelerometer 6 64.95 389.7 South 294 ACME Tools Joe Smith accelerometer 2 64.95 129.9 South 295 Super Tools and Trucks Joe Smith accelerometer 7 64.95 454.65 South 296 Nicks Bar and Grill Joe Smith accelerometer 5 64.95 324.75 South 297 The Blue Parrot Joe Smith accelerometer 10 64.95 649.5 South 298 Fred's Hardware Joe Smith accelerometer 4 64.95 259.8 South 299 Nicks Bar and Grill Joe Smith accelerometer 7 64.95 454.65 South 300 Like New Appliances Joe Smith accelerometer 5 64.95 324.75 South 301 Fred's Hardware Joe Smith accelerometer 8 64.95 519.6 South 302 Electronic Appliances Joe Smith accelerometer 7 64.95 454.65 South 303 Super Tools and Trucks Joe Smith accelerometer 5 64.95 324.75 South 304 Bob's Music Factory Joe Smith accelerometer 3 64.95 194.85 South 305 Rick's Cafe Americain Joe Smith accelerometer 3 64.95 194.85 South 306 Mary's Electronic Outlet Joe Smith accelerometer 5 64.95 324.75 South 307 Electronic Appliances Joe Smith accelerometer 5 64.95 324.75 South 308 Like New Appliances Joe Smith plastic case - black 2 24.95 49.9 South 309 Rick's Cafe Americain Joe Smith plastic case - black 7 24.95 174.65 South 310 Nicks Bar and Grill Joe Smith plastic case - black 5 24.95 124.75 South 311 Nicks Bar and Grill Joe Smith plastic case - black 3 24.95 74.849999999999994 South 312 Super Tools and Trucks Joe Smith plastic case - black 4 24.95 99.8 South 313 Bob's Music Factory Joe Smith plastic case - black 5 24.95 124.75 South 314 Nicks Bar and Grill Joe Smith plastic case - black 4 24.95 99.8 South 315 Super Tools and Trucks Joe Smith plastic case - black 2 24.95 49.9 South 316 Bob's Music Factory Joe Smith plastic case - black 5 24.95 124.75 South 317 Super Tools and Trucks Joe Smith plastic case - black 3 24.95 74.849999999999994 South 318 Mary's Electronic Outlet Joe Smith plastic case - black 3 24.95 74.849999999999994 South 319 Nicks Bar and Grill Joe Smith plastic case - black 4 24.95 99.8 South 320 Nicks Bar and Grill Joe Smith plastic case - black 3 24.95 74.849999999999994 South 321 Rick's Cafe Americain Joe Smith plastic case - black 4 24.95 99.8 South 322 Super Tools and Trucks Joe Smith plastic case - black 2 24.95 49.9 South 323 Fred's Hardware Joe Smith plastic case - black 2 24.95 49.9 South 324 Super Tools and Trucks Joe Smith plastic case - black 0 24.95 0 South 325 Electronic Appliances Joe Smith plastic case - black 4 24.95 99.8 South 326 Bob's Music Factory Joe Smith plastic case - black 2 24.95 49.9 South 327 Fred's Hardware Joe Smith plastic case - black 3 24.95 74.849999999999994 South 328 Nicks Bar and Grill Joe Smith plastic case - black 4 24.95 99.8 South 329 Rick's Cafe Americain Joe Smith plastic case - black 3 24.95 74.849999999999994 South 330 Rick's Cafe Americain Joe Smith plastic case - black 3 24.95 74.849999999999994 South 332 Mary's Electronic Outlet Fred Flagler plastic case - black 3 24.95 74.849999999999994 South 333 Mary's Electronic Outlet Fred Flagler plastic case - black 8 24.95 199.6 South 334 Bob's Music Factory Fred Flagler plastic case - black 9 24.95 224.55 South 335 Like New Appliances Fred Flagler plastic case - black 8 24.95 199.6 South 336 Fred's Hardware Fred Flagler plastic case - black 9 24.95 224.55 South 337 Electronic Appliances Fred Flagler plastic case - black 4 24.95 99.8 South 338 The Blue Parrot Fred Flagler plastic case - black 6 24.95 149.69999999999999 South 339 Fred's Hardware Fred Flagler plastic case - black 8 24.95 199.6 South 340 Bob's Music Factory Fred Flagler plastic case - black 6 24.95 149.69999999999999 South 341 Fred's Hardware Fred Flagler plastic case - black 5 24.95 124.75 South 342 Like New Appliances Fred Flagler plastic case - black 9 24.95 224.55 South 343 The Blue Parrot Fred Flagler plastic case - black 3 24.95 74.849999999999994 South 344 Super Tools and Trucks Fred Flagler plastic case - black 7 24.95 174.65 South 345 ACME Tools Fred Flagler plastic case - black 4 24.95 99.8 South 346 Super Tools and Trucks Fred Flagler plastic case - black 0 24.95 0 South 347 Nicks Bar and Grill Fred Flagler plastic case - black 1 24.95 24.95 South 348 The Blue Parrot Fred Flagler plastic case - black 5 24.95 124.75 South 349 Fred's Hardware Fred Flagler plastic case - black 1 24.95 24.95 South 350 Bob's Music Factory Fred Flagler microphone 6 35.950000000000003 215.7 North 351 Nicks Bar and Grill Fred Flagler microphone 3 35.950000000000003 107.85 North 352 Super Tools and Trucks Fred Flagler microphone 0 35.950000000000003 0 North 353 Bob's Music Factory Fred Flagler microphone 8 35.950000000000003 287.60000000000002 North 354 Mary's Electronic Outlet Fred Flagler microphone 4 35.950000000000003 143.80000000000001 North 356 Nicks Bar and Grill Fred Flagler microphone 9 35.950000000000003 323.55 North 357 Fred's Hardware Fred Flagler microphone 0 35.950000000000003 0 North 358 The Blue Parrot Fred Flagler microphone 6 35.950000000000003 215.7 North 359 Nicks Bar and Grill Fred Flagler microphone 9 35.950000000000003 323.55 North 360 ACME Tools Fred Flagler microphone 0 35.950000000000003 0 North 361 Electronic Appliances Fred Flagler microphone 7 35.950000000000003 251.65 North 362 Nicks Bar and Grill Fred Flagler microphone 6 35.950000000000003 215.7 North 363 ACME Tools Fred Flagler microphone 9 35.950000000000003 323.55 North 364 Rick's Cafe Americain Fred Flagler microphone 2 35.950000000000003 71.900000000000006 North 365 Rick's Cafe Americain Fred Flagler microphone 5 35.950000000000003 179.75 North 366 ACME Tools Fred Flagler microphone 0 35.950000000000003 0 North 367 The Blue Parrot Fred Flagler microphone 1 35.950000000000003 35.950000000000003 North 368 ACME Tools Fred Flagler microphone 1 35.950000000000003 35.950000000000003 North 369 Mary's Electronic Outlet Fred Flagler microphone 10 35.950000000000003 359.5 North 370 ACME Tools Fred Flagler microphone 6 35.950000000000003 215.7 North 371 Rick's Cafe Americain Fred Flagler microphone 8 35.950000000000003 287.60000000000002 North 372 Super Tools and Trucks Fred Flagler microphone 6 35.950000000000003 215.7 North 374 Fred's Hardware Fred Flagler plastic case - black 1 24.95 24.95 South 375 Mary's Electronic Outlet Fred Flagler plastic case - black 3 24.95 74.849999999999994 South 376 Mary's Electronic Outlet Fred Flagler plastic case - black 2 24.95 49.9 South 377 The Blue Parrot Fred Flagler plastic case - black 2 24.95 49.9 South 378 Super Tools and Trucks Fred Flagler plastic case - black 6 24.95 149.69999999999999 South 379 Electronic Appliances Fred Flagler plastic case - black 5 24.95 124.75 South 380 Electronic Appliances Fred Flagler plastic case - black 1 24.95 24.95 South 381 Bob's Music Factory Fred Flagler plastic case - black 6 24.95 149.69999999999999 South 382 Super Tools and Trucks Fred Flagler plastic case - black 2 24.95 49.9 South 383 Bob's Music Factory Fred Flagler plastic case - black 9 24.95 224.55 South 384 Mary's Electronic Outlet Fred Flagler plastic case - black 2 24.95 49.9 South 385 Nicks Bar and Grill Fred Flagler plastic case - black 7 24.95 174.65 South 386 The Blue Parrot Fred Flagler plastic case - black 3 24.95 74.849999999999994 South 387 Nicks Bar and Grill Fred Flagler plastic case - black 3 24.95 74.849999999999994 South 388 The Blue Parrot Fred Flagler plastic case - black 2 24.95 49.9 South 391 Fred's Hardware Fred Flagler temperature sensor 3 12 36 North 392 Mary's Electronic Outlet Fred Flagler temperature sensor 4 12 48 North 393 Super Tools and Trucks Fred Flagler temperature sensor 5 12 60 North 394 Electronic Appliances Fred Flagler temperature sensor 4 12 48 North 396 Rick's Cafe Americain Fred Flagler temperature sensor 5 12 60 North 397 ACME Tools Fred Flagler temperature sensor 4 12 48 North 398 Electronic Appliances Fred Flagler temperature sensor 4 12 48 North 399 Mary's Electronic Outlet Fred Flagler temperature sensor 4 12 48 North 400 Fred's Hardware Fred Flagler temperature sensor 1 12 12 North 401 Rick's Cafe Americain Fred Flagler microphone 6 35.950000000000003 215.7 North 402 Rick's Cafe Americain Fred Flagler microphone 1 35.950000000000003 35.950000000000003 North 403 Mary's Electronic Outlet Fred Flagler microphone 9 35.950000000000003 323.55 North 404 Electronic Appliances Fred Flagler microphone 4 35.950000000000003 143.80000000000001 North 405 Like New Appliances Fred Flagler microphone 6 35.950000000000003 215.7 North 406 Bob's Music Factory Fred Flagler microphone 6 35.950000000000003 215.7 North 407 Bob's Music Factory Fred Flagler microphone 5 35.950000000000003 179.75 North 408 Nicks Bar and Grill Fred Flagler accelerometer 5 64.95 324.75 South 409 Rick's Cafe Americain Fred Flagler accelerometer 2 64.95 129.9 South 410 Nicks Bar and Grill Fred Flagler accelerometer 1 64.95 64.95 South 411 Mary's Electronic Outlet Fred Flagler accelerometer 7 64.95 454.65 South 412 ACME Tools Fred Flagler accelerometer 8 64.95 519.6 South 413 Bob's Music Factory Fred Flagler accelerometer 3 64.95 194.85 South 414 ACME Tools Fred Flagler accelerometer 0 64.95 0 South 415 Electronic Appliances Fred Flagler accelerometer 8 64.95 519.6 South 416 Rick's Cafe Americain Fred Flagler accelerometer 7 64.95 454.65 South 417 Mary's Electronic Outlet Fred Flagler accelerometer 2 64.95 129.9 South 418 Like New Appliances Fred Flagler accelerometer 2 64.95 129.9 South 419 ACME Tools Fred Flagler accelerometer 6 64.95 389.7 South 420 Bob's Music Factory Fred Flagler accelerometer 9 64.95 584.54999999999995 South 421 Electronic Appliances Fred Flagler accelerometer 8 64.95 519.6 South 422 Mary's Electronic Outlet Fred Flagler accelerometer 5 64.95 324.75 South 423 Super Tools and Trucks Fred Flagler 3.5 volt power supply 2 21.95 43.9 South 424 Fred's Hardware Fred Flagler 3.5 volt power supply 10 21.95 219.5 South 425 Nicks Bar and Grill Fred Flagler 3.5 volt power supply 1 21.95 21.95 South 426 The Blue Parrot Fred Flagler 3.5 volt power supply 10 21.95 219.5 South 427 Electronic Appliances Fred Flagler 3.5 volt power supply 3 21.95 65.849999999999994 South 428 ACME Tools Fred Flagler 3.5 volt power supply 2 21.95 43.9 South 429 Like New Appliances Fred Flagler 3.5 volt power supply 6 21.95 131.69999999999999 South 430 Super Tools and Trucks Fred Flagler 3.5 volt power supply 4 21.95 87.8 South 431 ACME Tools Fred Flagler 3.5 volt power supply 8 21.95 175.6 South 432 Super Tools and Trucks Fred Flagler 3.5 volt power supply 7 21.95 153.65 South 433 Super Tools and Trucks Fred Flagler 3.5 volt power supply 7 21.95 153.65 South 434 Rick's Cafe Americain Fred Flagler 3.5 volt power supply 5 21.95 109.75 South 435 The Blue Parrot Joe Smith accelerometer 7 64.95 454.65 East 436 ACME Tools Joe Smith accelerometer 9 64.95 584.54999999999995 East 437 Bob's Music Factory Mark Jones temperature sensor 10 12 120 East 438 Bob's Music Factory Mark Jones temperature sensor 0 12 0 East/nQuestion Use the attached excel to access the data and do the below analysis: Perform the following analysis on given data. Examine the sales operations of this company from different perspectives (dimensions, categories). Possible questions which need to be answered include: How are the salespeople performing? How well are products being sold in the various categories? Which products are selling well and where they are being sold? Who is selling which products and where? Analyze the data thoroughly, examining the data from various perspectives using multidimensional analysis. After you have created your visualizations using Power BI, write a summary analysis and recommendation for the managers of this sales operation based on your reports and charts. Instructions: Submit 2 different files (Power BI and Word document). In the report paste screenshot and answer all the above questions.See Answer
Q8:Question You are a Human Resources Manager at Fly Eagles Fly, Inc., a company that makes custom sports jerseys for domesticated parrots. Draft a 2-page memo to the CEO of the company addressing the discrimination issue facing your workplace (you can focus on discrimination based on race, religion, ability, national origin, age, sex, etc.). Propose a training session to address the problem. Explain the purpose (routine/annual training, training conducted in response to a violation, etc.) and audience (executive leadership team, hiring managers, low-level managers, employees/staff, etc.) for the training include a description of the training. Instructions: Write Memo in 2 pages. Follow APA format. Typed solution needed. Handwritten solution will not be accepted. Do not use AI.See Answer
Q9:Question Write report about McDonald's (Dimensions of Compensation Strategy) 1. Objectives (200 words) 2. Internal Alignment (200 words) 3. External Competitiveness (200 words) 4. Employee Contributions (200 words) This is the key part of the report. Analyze the four dimensions of compensation strategy such as their compensation strategy objectives, the internal alignment, the external competitiveness, and employee contributions, Refer to pgs. 39 and 47 for your reference. Textbook: Milkovich, G., Newman, J. & Gerhart, B. (2014). Compensation (11th edition.). McGraw-Hill. ISBN-13: 978- 9780078029493 Instructions: Write the complete report in 800 words. Book attached in Reference section. Typed solution needed. Follow APA format. Do not use AI.See Answer
Q10:Question Memo Assignment: Writing A Data Collection MEMO In this assignment you are going to write a 3-page memo by filling out the various pieces. This memo format is based on a common format. You will be writing a 3-page Memo. If you go over 3-pages, it needs to be in the appendix and referenced in the other text. The Scenario: You are a Data Scientist working for a Tech Company. In this exercise you will design a data collection plan for an A/B test (wikiLinks to an external site.) -- an A/B test is where you design an experiment to compare two cases. You need to define the PROBLEM and whether you will use log data (data collected by the APP, e.g. Facebook, Google Maps) or from the user (e.g. a survey). (Remember - think carefully about the data needed for your proposed A/B test and how you will acquire that data). What you need to do: Start by selecting a Tech company that you are writing this for: Facebook, Inc Facebook WhatsApp Instagram Messenger Amazon Apple Netflix Google Google Maps Gmail Microsoft Other Tech Companies not on this list: You can choose another company, but you need to write a paragraph about the company. Provide basic information such as size of the company, major products, what their market is etc. If you choose a company not on the list, you cannot assume I or the TAs know anything about the company, so you need to be clear that all necessary information needed to evaluate your report is written up. Come up with a TITLE. TL: DR - Too Long Didn’t Read - is 3 one-line sentences (no returns) that sum up the document for a director or VP who has maybe 30 seconds for your memo. Write this last. Business Case - This paragraph answers the question of why we are doing this analysis/engineering/research/etc. I.e., What is the motivation for this proposal that is easy, simple and motivating. E.g., Why does the business care about this project. Problem/Research question -- what the problem or research is you are conducting and basics on why it is interesting. Recommendation: Set up an A/B test as Null (status) versus an update (e.g., a red button). Hypothesis(es) - What you think the possible outcomes will be. Usually written up with Null hypothesis and one or two alternative hypotheses. Recommendation: Choose NULL to be status and treatment as a modification of the current App. Data Collection Plan/ Analytic Plan - Describe how you will implement and collect your A/B test. See attachment for how to talk about experiments. Timeline - A simple spreadsheet of all items that need to be accomplished and how long you expect to take. For this scenario you have 2 weeks to accomplish the analysis task. Make a timeline that gets everything in two weeks. Be creative. Example Timeline can be found in attachment You should use real dates (e.g., 06/10/2020). Using a Gantt chart can be visually helpful for understanding how longs take and where actions overlap. Appendix - Any extra details or pre-analysis goes here. This should occur on page 4 and should only be used if needed. Instructions: Write Memo in 3 pages + 1 page for Appendix. Gantt chart attached in Reference section. Do not use AI. Follow APA format. Typed solution neededSee Answer
Q11:Question Read “O'Toole, J., & Vogel, D. (2011). Two and a half cheers for conscious capitalism. California Management Review, focus specifically on page 69 (attached in reference section) – categories of business activities. Utilizing this framework identify two companies that operate in cell one, two or three. Depending on where they play – how does this strategy align with their sustainability strategy or is it absent. Reflect on your findings and write 3 pages. Instructions: Write your findings in 3 pages. Read the above case and use the files attached in the reference section. Typed solution needed. Handwritten solution will not be accepted. Follow APA format for references and in-text citations. Do not use AI.See Answer
Q12:Question Imagine…. After you graduated from Curtin Business School, you landed a job as consultant at Problemco Consultancy in Perth, one of the best consultancy firms in Australia. Paula Problemco, who founded the firm in 1980, is a sharp businesswoman, and always looking or business. Recently, Paula bumped into the article ‘Great Attrition’ or ‘Great Attraction’? The choice is yours, published in McKinsey Quarterly. This article describes that, in the US, record numbers of employees are quitting their jobs or are thinking about doing so. After reading this article and giving it some thought, Paula concluded that the same would be happening soon in Australia. She went online, and indeed, found news articles on this topic. The first article describes that four in ten Australian workers are ready to quit their jobs. The second article describes that the great resignation is coming and questions whether Australia is ready for it. Paula said to herself: “One man's loss is another man's gain! I can earn big money when I can provide senior leadership teams of big organizations advice on how to keep their employees on board”. Paula immediately set up a meeting with some of her most senior consultants – and you. You are invited to join the project team because you graduated only recently and have an enormous amount of knowledge of leadership. Paula thinks that you, therefore, can make a great contribution to the team and, at the same time, can learn a lot from the experience. At the end of the meeting, Paula asks you to come up with an 800-words report – based on theory and research on global leadership – that describes what senior leadership teams of multi-national corporations could do to ensure their employees don’t quit their jobs but, instead, are happy to stay with their organization, and thrive in their jobs. Paula’s requested that you use the learnings from the unit Global Leadership to write your report. Specifically, she asked you to base your recommendations on at least four out of the six perspectives on global leadership mentioned below: Ethical foundations of leadership Ethical leadership Power and influence Leading with meaning Leadership and culture Leadership and motivation Instructions: Write solution in 800 words. Check the reference section. Typed solution needed. Follow APA format for both the references and in-text citations. Do not use AI.See Answer
Q13:Instructions: 1. In 550 words APA format, do research and make recommendation based on the tesla problems and opportunities then create a Gantt chart. Need to Develop a tactical GANTT Chart Problem #1: Limited Traditional Advertising/Bad PR -Tesla's marketing heavily depends on word-of-mouth and social media, which may not be scalable or controllable as the competition intensifies. Competition being GM, Ford, etc Problem #2: Limited Engagement With Broader Demographics - Teslas current marketing may not effectively reach broader demographics, including older generations or those less tech-savvy Opportunity #1: Enhancing Online Sales Channels -With Tesla shifting the majority of its sales online, there is an opportunity to optimize and enhance its online sales channels to improve customer experience, increase sales, and reduce cost Opportunity #2: Enhancing Consumer Safety Features -With increasing consumer awareness and concern about vehicle safety, Tesla has the opportunity to further enhance its reputation by focusing on marketing its advanced safety features such as titanium underbody shield, which can separate it from competitors and attract safety- conscious consumersSee Answer
Q14:Case 1. Tesla Races Ahead With Nontraditional Marketing Strategy Introduction Synopsis: Tesla, the leader in electric vehicles, has managed to become one of the most valuable car makers in the United States without any traditional advertising and an Internet-focused downstream distribution strategy. Tesla also leads with an extensive corporate social responsibility strategy that includes focusing on the safety of both employees and consumers, supporting a diverse work environment, sourcing responsibly produced materials, and contributing to education. Themes: Ethics and social responsibility, sustainability, distribution strategy, promotion strategy, product strategy, pricing strategy, competitive advantage Tesla, an all-electric vehicle and energy generation products company, is widely admired for its industry-altering innovation built around its core vision of moving the world toward sustainable energy. Though Tesla got its start with electric vehicles (EVs) in 2003, the company has branched out to create a variety of renewable energy technologies from solar roof tiles to clean energy storage. Today, Tesla is the most valuable car maker in the world. Remarkably, the automaker reached this status with a $0 advertising budget. Tesla has a gift for attracting publicity due to its promotion tactics, such as its launch events, and headline-worthy achievements. For instance, despite facing more competition than ever before, Tesla is growing substantially and has repeatedly posted quarterly profits after years of losses. However, despite the company’s success, Tesla has attracted both skepticism and criticism from the public as well as investors, largely due to CEO Elon Musk’s outspoken nature, which has damaged the company’s reputation and stock price more than once. This case analyzes how Tesla established itself as a leader in EVs. C1.1. Tesla’s Marketing Mix C1.1a. Tesla’s Product Strategy Tesla did not invent the EV, but it was the first to create a viable EV for consumers and has set the standard of what an electric car should be. In 2003 Martin Eberhard and Marc Tarpenning set out to create a high-end performance EV, targeting wealthy car enthusiasts. Though many assume Elon Musk created Tesla, he didn’t join the company until 2004 after investing $30 million and becoming the chair of the board of directors. The company spent years testing and designing components and prototypes of what would become the Roadster. The team hit a major snag in late 2007 when they realized the design of their transmission could not work and had to evaluate new options. This left them with nearly finished vehicles they could not ship. Eberhard resigned as CEO that year and was replaced by Ze’ev Drori who pushed the company forward to get the long-awaited Roadsters on the road. Shortly after the Roadster was introduced in June 2008, Musk succeeded Drori to become Tesla’s CEO. Before the Roadster, companies were challenged by the tasks of creating a battery that could sufficiently power a vehicle and a motor that was effective and affordable. Though Tesla was successful in achieving these goals, the price of the Roadster, around $100,000 at the time of its launch, and the long battery charging times were massive barriers to widespread consumer adoption. Tesla needed sales to continue its business. In 2009, Tesla was struggling financially with less than $10 million to its name. The company was saved by Daimler AG, the automotive company behind Mercedes, which bought a 10 percent stake of Tesla for $50 million, and the United States Department of Energy, which gave Tesla a $465 million loan. To remain financially stable, Tesla filed an IPO in 2010, raising $226 million. To follow up on the launch of its first EV, in 2012 Tesla introduced the Model S, the world’s first premium all-electric sedan, which was significantly more affordable than the Roadster at $76,000. The vehicle had a record 0–60 mph acceleration time of 2.28 seconds, according to Motor Trend, and had the longest driving range of any EV, pushing standards even higher. That same year, Tesla introduced its first freestanding charging stations called Superchargers. Now, there are more than 16,500 Superchargers at more than 1,800 locations. Although the company had finally gotten its feet under itself, Tesla didn’t post a quarterly profit until 2014. Tesla is fighting to accelerate the world’s transition to sustainable energy, which is the company’s core vision. Recognizing that this goal cannot be achieved by one company, Tesla made the move to open source Tesla patents in 2014 in order to make them accessible to anyone wanting to design EVs. Musk believes that Tesla’s competition is not the small percentage of EVs being produced but rather the large number of gasoline-fueled vehicles saturating the market. However, Tesla faces plenty of competition with EVs, too, with mainstream automakers GM and Ford aiming to increase their slices of the EV market. Additionally, Tesla must keep an eye on smaller companies such as Nikola Motor Company, which produces electric semi-trucks and has introduced a pickup truck. Building on the success of its sedan, Tesla introduced the Model X in 2015, which became the safest SUV ever tested. It earned 5-star safety ratings across every category from the National Highway Traffic Safety Administration, the first vehicle to ever hit that mark. That same year, Tesla began rolling out an auto-pilot feature for partial autonomous driving, which enabled the cars to self-drive with active driver supervision. With three successful vehicle launches under its belt, Tesla began to focus on the energy side of its business, unveiling Solar Roof solar tiles as well as Powerwall and Powerpack industry batteries to store converted solar energy. To support this focus on energy, Tesla strategically acquired SolarCity, a solar energy service company, in 2016 for $2.6 billion. To seal the deal, the company changed its name from Tesla Motors to Tesla, Inc. in 2017, signifying the company’s shift from a car manufacturer to a sustainable energy solution company. Tesla’s energy solutions enable homeowners, businesses, and utilities to manage renewable energy generation, storage, and consumption. Tesla solar roof tiles are designed to look like normal roof tiles and cost $42,500 for a 2,000 square-foot house. Not only is Tesla Solar more affordable than a new roof and solar panels combined, but the product is three times stronger than standard roofing tiles. To test whether or not its energy solutions could provide 100 percent renewable energy, Tesla converted the American Samoan island of Ta’u to a solar and battery microgrid in 2016. Previously, the island operated on diesel generators, but with the new microgrid the island can operate for three days without sun. Tesla introduced the Model 3 in 2017, its most affordable vehicle yet, starting at $70,000. By 2018, the Model 3 had become the number-one selling plug-in car in the world, passing the Nissan Leaf by 2,000 units. Government tax incentives had made EVs more attractive to buyers, but once Tesla sold 200,000 units at the end of 2018, it marked the end of the $7,500 government tax credit. Because this made Tesla vehicles more expensive to consumers, the company lowered the price of its Model 3, Model S, and Model X by $2,000. In 2019 Tesla achieved Musk’s goal of creating a more affordable EV for the broader market when it released a base model of the Model 3 at a price point of $35,000 for a limited time. Tesla covers several vehicle segments with premium sedans, SUVs, a compact SUV, a compact crossover, and a pickup truck. To address more of the consumer market, Tesla unveiled its first compact crossover, the Model Y, and a new kind of pickup truck, the Cybertruck, in 2019. Tesla claims its pickup truck has superior durability and passenger protection with a “nearly impenetrable” body, according to the Tesla website. Though the angular, futuristic design is polarizing, it allows Tesla’s truck to stand apart from mainstream truck makers like GM. The Cybertruck marks Tesla’s first attempt to gain credibility in the light-duty pickup truck market. Musk has said that it would consider a more conventional design in the future. In addition to addressing more of the consumer market, Tesla is investing in heavy-duty trucks and high passenger-density urban transport. For example, Tesla Semi, an electric semi trailer truck, is designed to save owners at least $200,000 over a million miles based on fuel costs alone. The truck accelerates faster than a traditional semi and can drive faster uphill. Plus, the Semi includes safety features such as Enhanced Autopilot to help truck drivers avoid collisions. Working to cover more forms of transport greatly expands Tesla’s footprint and improves the carbon footprint of the transportation industry as a whole. Tesla aims for its vehicles to be completely self-driving while recognizing the regulatory hurdles the company will have to jump. By replacing drivers with artificial intelligence (AI), car companies are assuming new ethical and legal responsibilities they did not have previously. AI-powered cars will have to be programmed to make ethical decisions. Although Tesla’s partially autonomous autopilot feature, which is currently available in its vehicles, has been connected to several crashes and more than one death, the company has repeatedly insisted that drivers who use the feature are safer than other drivers. The system issues hands-off alerts to encourage drivers to avoid overreliance on the feature. Musk’s vision for high passenger-density urban transport goes hand in hand with his vision for autonomous, self-driving vehicles. He describes a world of ride-sharing where Tesla owners can add their fully autonomous vehicle to a shared fleet of self-driving taxis in order to generate income for the owner. He believes this is how Tesla vehicles will become more affordable to all. C1.1b. Tesla’s Pricing Strategy Tesla uses a premium pricing strategy with vehicles ranging from $40,000 to $200,000. In 2006, Elon Musk spelled out Tesla’s master plan for sustainability: build and sell the Tesla Roadster in order to build more affordable models while providing zero-emission electric power generation options. Though the company got its start creating high-end performance EVs with the Roadster, Tesla achieved CEO Elon Musk’s goal of creating a more affordable EV for the broader market with the Model 3, which has become the all-time best-selling EV globally. Tesla offers no-haggle pricing, meaning the list price is exactly what buyers pay. The Model 3 is challenging the dominance of German brands BMW, Audi, and Mercedes in Europe, even with its higher prices. In fact, The Model 3 became the best-selling car in the Netherlands and Norway in 2019, and Tesla became the best-selling car brand in Iceland in 2020. EVs are even more appealing to consumers in Europe than in the United States because gasoline carries significantly higher taxes. Tesla will have to focus its attention on both Europe and China as it moves toward the future. C1.1c. Tesla’s Distribution Strategy In the supply chain there is an “upstream” (e.g., suppliers) and “downstream” (e.g., wholesalers and retailers). Tesla has invested many resources into its upstream supply chain by focusing on its in-house battery cell production and vehicle production at its Gigafactories. This is one of Tesla’s key competitive advantages. Downstream, Tesla has a unique retail distribution compared to competitors. The company sells online with no agency dealerships. Customers pick up their vehicles at a Tesla-owned regional distribution center. Interestingly, Tesla showrooms are strictly used for promotion, not purchases. Tesla has struggled to meet delivery and production deadlines, especially with the Model 3 as it was the first time the company produced a mass-market car. Tesla blamed production issues on the inefficiency of its supply chain. The company was sourcing parts from across the globe but wanted to build and assemble all in one place. To improve production, Tesla brought battery cell production in-house in 2014 with Gigafactory 1 outside of Sparks, Nevada, a facility designed to significantly reduce battery cell costs, creating thousands of jobs. The cost of battery cells declined through economies of scale and the reduction of waste. This ultimately makes the vehicles more affordable for consumers. Spending years developing its battery technology and perfecting its production process has given Tesla a competitive advantage. Rivals are now fighting to catch up to the scale and efficiency Tesla has achieved. In 2015, Tesla acquired Riviera Tool & Die in order to streamline the production of the Model 3. Later that year, Tesla sold $738 million in shares in order to raise enough money for several infrastructure projects, including a battery factory and production facility. Tesla began production of solar cells and modules at Gigafactory 2 in Buffalo, New York, in 2016. The company added new production lines to support electrical components for Supercharger and energy storage products, creating nearly 800 jobs. Tesla committed to creating 5,000 jobs in New York State by 2027. After many supply chain improvements, Tesla finally reached its goal of producing 5,000 Model 3s per week in 2018. Building off the success of Gigafactory 1 and 2, Tesla opened a third Gigafactory outside of Shanghai, China, in 2019. With Gigafactory 3, Tesla can finally operate at the kind of scale Musk has always promised. Though Tesla is infamous for missing deadlines, its Gigafactory 3 in China opened early, showing Tesla’s commitment to improving its reputation. Prices of Tesla vehicles in China shifted as a result of the U.S-China trade war that started in July 2018, but, after building Gigafactory 3, Chinese authorities announced Tesla cars would be exempt from a 10 percent vehicle tax. Tesla was the only foreign company to be exempt. It is projected that up to 70 percent of vehicles in China could be electric by 2040, making the country very important to Tesla’s success. Now, Tesla also has Gigafactory locations in Berlin, Germany, and Austin, Texas. Though Tesla has made strides in improving its supply chain and production facilities, the company has attracted criticism from its own employees who have had irregular schedules due to production line issues and unexpected maintenance. Tesla laid off 7 percent of its full-time employees, cutting more than 3,000 jobs across the company in 2019 ahead of a projected dip in sales industry-wide. Unfortunately, Tesla is not alone. GM and Ford both experienced major layoffs in 2019. Tesla’s layoffs were a move toward streamlining the company as a result of pressure from shareholders to remain profitable. Downstream, Tesla has shifted the majority of its sales online. Tesla stores act more as showrooms rather than dealerships. This unusual strategy cuts the tension in car buying, eliminating the car salesperson. According to the Federal Trade Commission (FTC), the car buying process is one of the worst complaint categories for consumers, so Tesla may be giving customers exactly what they want. This commitment to online sales sets Tesla apart from traditional automakers. In fact, only 35 percent of car dealers say they are likely to sell cars online. C1.1d. Tesla’s Promotion Strategy Tesla has effortlessly attracted the attention of consumers, sparking interest almost exclusively through public relations. The company is well-known for its launch events where Musk addresses massive crowds including industry insiders and the media. For instance, after its Cybertruck unveiling, Tesla secured nearly 150,000 vehicle orders even though the company invested $0 in traditional advertising or endorsements. Additionally, Tesla has mastered the art of attracting free publicity. For example, Musk, also the CEO of aerospace company SpaceX, used the Falcon Heavy rocket launch in 2018 to release a Tesla Roadster in space. Media outlets continue to reference the publicity stunt years later. Additionally, at its Cybertruck unveiling, while demonstrating the strength of the vehicle’s windows, the glass shattered, which many people suggested was a coordinated stunt. Brands hopped into the conversation on social media to put in their two cents—including Denny’s, Steak-umm, Pepsi, YouTube, and Cars.com—giving Tesla even more exposure. Within six months, Tesla secured more than 600,000 preorders. Not all of Tesla’s publicity, however, has been positive. For instance, Tesla’s history of leadership challenges has followed it in the media. In 2007 Eberhard resigned as CEO and joined the company’s advisory board. His replacement, Drori, is credited with advancing the Roadster from struggling prototype into a viable product. As the company was finally shipping its first Roadsters, Eberhard and Tarpenning broke all ties with Tesla and later suggested they had been forced out of the company. Shortly after their departure, Musk took over Drori’s role as CEO in 2008. The next year, Eberhard sued Tesla and Musk, alleging his leadership had been unfairly blamed for Tesla’s early struggles. Eberhard accused Musk of taking credit for the Roadster and accused Tesla of wrongfully denying Eberhard of his severance. Musk offered Eberhard a small severance package that included $100,000, six months of health insurance, the option to buy 250,000 shares of Tesla common stock, and a seat on the advisory board, but the company’s general counsel rescinded the package after Eberhard created a blog post discussing Tesla employees who he believed to be unfairly treated. Tesla denied the allegations, and Eberhard dropped his suit later that year. Though the fight wasn’t good for Tesla’s image, it didn’t attract much attention as Tesla had yet to become a household name. Many years later, Musk made a series of public statements online that damaged his reputation as well as the reputation of the company. For example, Musk projected Tesla would sell up to 200,000 Model 3 sedans in the second half of 2017, a gross overestimation. Ultimately, the company only produced 55,000 during that time. Later that year Musk announced on Twitter a plan to take the company private using money from Saudi Arabia’s sovereign wealth fund. The plan, which eventually crumbled, caused rapid trading, increasing the company’s stock price by 10 percent, and resulted in a lawsuit from the Securities and Exchange Commission (SEC). Many viewed this as a lapse in ethical judgment. The SEC charged Musk with securities fraud due to the false and misleading tweet. Musk settled with the SEC and agreed to step down as chair of Tesla. Though Musk remained CEO, his chair position was filled by Robyn Denholm, an Australian business executive. Both Musk and Tesla paid a $20 million fine. Part of the agreement included the appointment of two independent board members, Oracle founder Larry Ellison and former Kellogg executive Kathleen Wilson-Thompson. Tesla’s reputation took another blow in 2018 when the Department of Justice investigated the company under suspicion that the company had misled investors about production capacity. After Musk published a tweet about production capacity, the SEC filed a motion for contempt because it violated Tesla’s previous agreement with the SEC. The investigation resulted in the mandated oversight of Musk’s Twitter account by Tesla’s legal team. As a leader of a public company, Musk has the responsibility to behave in an ethical way, even when posting from his personal accounts. Also in 2018, Musk attracted negative publicity for smoking marijuana on Joe Rogan’s podcast. Though the brunt of the fallout impacted his other company, SpaceX, which is a U.S. military contractor, Tesla still felt its effects. The interview concerned Tesla’s business partner, Panasonic. Panasonic, which partnered with Tesla to invest in Gigafactory 2, is based in Japan where the use of marijuana is a serious crime. The incident hurt the already strained relationship. Many media outlets suggest Musk violated Tesla’s code of conduct because he was under the influence while representing the company. The incident negatively impacted the company’s stock. Musk has become a celebrity in his own right due to his outspoken and charismatic nature. Though many companies have benefited from this phenomenon, such as Apple with Steve Jobs or Microsoft with Bill Gates, Tesla has had to reign in Musk who has been both an asset as well as a liability for the company. Musk’s Twitter rants have continued to attract negative publicity and performance for the company. In March 2020, just as the COVID-19 pandemic began to affect U.S. businesses, Musk tweeted, “The coronavirus panic is dumb.” Musk pushed to keep its California factory open even though there was a local shelter-in-place order, putting employees at risk. Musk then announced that the company would work on making ventilators for California and New York hospitals. One month later, Musk tweeted that the lockdown was “fascist.” The next blow was just a few days later when Musk posted that Tesla stock prices were too high, causing Tesla’s market value to decrease by $14 billion. Musk’s tweets have proven to be detrimental to both Tesla’s reputation and Tesla’s financial performance, showing a lack of regard for shareholder interest. In addition to ongoing leadership troubles, Tesla has faced a series of ethical controversies in the workplace. For example, on June 4, 2018, Business Insider reported that inefficiency at Tesla’s Nevada Gigafactory had led the company to scrap $150 million in raw materials. Martin Tripp, who was identified as the leaker, claims he suggested to his bosses that scrap should be reduced in order to be less wasteful and create a safer working environment. He wrote an e-mail to Musk that went unanswered. He decided to share data from the company’s internal production database with Business Insider and was later fired and sued for $167 million. Tripp filed a counterclaim, saying Musk defamed him when he told media outlets that Tripp had threatened a mass shooting. The security manager at Tesla’s Gigafactory, Sean Gouthro, filed a whistleblower report with the SEC against Tesla. Gouthro says Tesla behaved unethically in tracking down the leaker, claiming Tesla’s security team hacked Tripp’s phone, had Tripp followed, misled police, and installed a device to monitor employees’ personal communications. Though the legal battle is ongoing, Tesla denies the allegations. Despite all of this negative publicity, capitalizing on earned media rather than investing in paid media has been a winning strategy for Tesla. As competition increases from mainstream automakers such as Ford and General Motors, it may reverse its no-advertising stance; however, only time will tell. C1.2. Corporate Social Responsibility at Tesla Tesla’s corporate social responsibility (CSR) strategy addresses stakeholders’ interests by monitoring and reporting on the company’s product and operational impact, emphasizing consumer safety and responsible sourcing, and focusing on its employees and building a strong organizational culture. C1.2a. Product and Operational Impact Tesla believes that consumers should not have to compromise on price or performance when it comes to choosing sustainable products. The company’s products are intended to reduce the environmental impacts of transportation and energy use and production, thus reducing greenhouse gas (GHG) emissions. Collectively, the 550,000 Tesla vehicles sold have resulted in an emissions savings of 4 million metric tons of carbon dioxide. Tesla’s annual carbon dioxide emissions are approximately 3 percent of Ford’s worldwide facility emissions. Additionally, Supercharger stations have saved 75 million gallons of gasoline. Across all of its solar installations, Tesla has generated more than 13 Terawatthours (TWhs) of emissions-free electricity. Governments around the globe support this shift toward electrification as well, and many offer monetary incentives to consumers to adopt EVs and other energy-efficient products. C1.2b. Focusing on Consumer Safety A focus on occupant safety has always been at the center of Tesla’s mission. The company’s vehicles feature advanced safety features such as automatic emergency braking, lane departure and collision warnings, obstacle-aware acceleration, blind spot warnings, and more. Despite its best efforts to create safe vehicles, Tesla is not immune to accidents. Two vehicle fires negatively impacted Tesla’s reputation for vehicle safety in 2013, just as the company was finally getting its feet under itself. Musk defended the vehicles, stating in a company blog post that the risk of fire in a Model S was five times less than the average gasoline car. Tesla used the media attention to its advantage, touting the safety features in the vehicle that contributed to the safety of the two drivers. Regardless of the statistics, Tesla made the ethical decision to prioritize both the safety of its customers as well as its customer’s peace of mind by outfitting vehicle bodies with a triple underbody shield. Not only did new vehicles come with a titanium underbody shield and aluminum deflector plates, but Tesla offered to retrofit the shields to existing Tesla customers for free. With consumer safety in mind, Tesla decided to deploy vehicles with partial autonomy in 2015 rather than waiting for full autonomy to be tested and approved by regulators. Musk wrote in a company blog post that he felt it was of moral importance to not delay the technology because he believes self-driving Tesla vehicles are safer than vehicles driven by people. This makes driving safer for both Tesla customers as well as all other drivers on the road. Every quarter, Tesla voluntarily releases a vehicle safety report, creating transparency with the public. C1.2c. Prioritizing Employee Safety Similar to its approach to consumer safety, Tesla takes the safety of its employees seriously. For example, the company requires production employees to participate in a multi day training program before they can enter the factory floor. Additionally, Tesla provides on-the-job training and tracks performance daily so that improvements can be made quickly and efficiently. To achieve its goal of having the safest car factory in the world, Tesla’s Global Environmental, Health and Safety team created a strategy based on three pillars: do the basics right, engage stakeholders, and reduce risk. Despite its proactive efforts in the past, Tesla dug in its heels during the COVID-19 pandemic in 2020. Musk tweeted that the COVID-19 virus was less serious than people thought and continued to keep his factory in California open, despite the shelter-in-place order from California government officials. After a Tesla employee tested positive for COVID-19, Tesla announced that it would reduce its workforce at the factory by 75 percent. The workforce reduction was closely followed by a 10 percent pay cut for standard employees and up to 30 percent for managers and directors at a time when many major companies fought to maintain wages. Though the county sheriff’s department eventually forced the factory to close, less than two months later Musk announced the factory would reopen in defiance of the regional public health order and sued Alameda County. These decisions put the lives of 10,000 Tesla employees at risk as well as the lives of others in the local community. Prioritizing profit over public health is a major ethical issue. C1.1d. Creating Employee Advocates Employees are important to Tesla because they have the potential to become advocates for the company. For example, to get more of its vehicles into the hands of its employees, Tesla allowed employees to apply unused vacation time toward the purchase of new Tesla cars. Everyone who works at the company is awarded shares of Tesla stock and can buy additional stock at a discount through the employee stock purchase program. This provides value to employees and incentivizes them to work harder. Tesla effectively monitors employee happiness. Tesla hosted a “Merch Madness” pop-up shop at its Gigafactory 2 featuring heavily discounted company merchandise, boosting morale after a series of companywide layoffs. This effectively pushed more Tesla-branded apparel into the world while reassuring employees. Tesla also has a history to responding quickly to criticism. After receiving negative feedback from employees for not providing steady work after temporary factory shutdowns in 2018, Tesla introduced employee loans that allow workers to borrow money from Salary Finance, a tech startup, at affordable rates that can easily be paid back directly from paychecks. Tesla’s goal is to improve employee financial well-being, so employees stay with the company instead of searching for higher wages. Additionally, Tesla offers alternative transportation programs to employees with the goal of reducing the carbon impact of its employees. Tesla encourages ride sharing through a variety of carpooling services and has a bike-to-work program in the United States. The company operates a network of commuter shuttles to and from work. In the San Francisco Bay Area, almost 4,000 employees take shuttles to work a day, and in Nevada, about 2,000 employees ride shuttles to Gigafactory a day. In addition, Tesla has hundreds of charging stations at their facilities to encourage Tesla employees to go electric. These efforts simultaneously reduce carbon impact while providing valuable perks for employees. C1.2e. Supporting a Diverse Work Environment Tesla strives to recruit and retain the best talent regardless of race, color, religion, sex, sexual orientation, gender expressions, gender identity, age, national origin, disability, or protected veteran status. To support a diverse work environment, Tesla created employee resource groups led by its team members to help employees build relationships and share ideas. The groups include Black@Tesla, Intersectionality@Tesla, LGBTQ@Tesla, Teslatinos, Veterans Taskforce, and Women In Tesla. The company backs this up with anti-discrimination and anti–sexual harassment training for employees. Additionally, recruiting teams take unconscious bias training to help identify and limit unintentional prejudice that could influence hiring. C1.2f. Sourcing Responsibly Produced Materials To extend its principles of integrity, Tesla has a supplier code of conduct and a human rights and conflict minerals policy to outline expectations of all suppliers and partners. The code of conduct outlines Tesla’s stance on human rights and labor issues, health and safety, the environment, ethics, and responsible mineral sourcing. Tesla, which conducts audits to ensure its standards are upheld, has a zero-tolerance policy toward human rights abuses in its supply chain. Additionally, its conflict minerals policy sets due diligence practices for its suppliers to create a more transparent supply chain. The company’s suppliers are expected to provide parts and products that are “conflict free,” meaning they do not benefit armed groups in the Democratic Republic of the Congo. C1.2g. Contributing to Education Tesla strongly supports education in the communities in which it operates. Tesla partners with high schools, universities, and nonprofit organizations in California to provide career-oriented workshops, STEM hands-on learning activities, factory tours, and speaking opportunities. In Nevada, Tesla is investing $37.5 million in K–12 education to prepare students for manufacturing and engineering careers at Tesla and other companies. Tesla also launched a high school graduate apprenticeship, the Manufacturing Development Program, to educate and recruit talent from high schools across the state to become Production Associates at Gigafactory 1. Additionally, Tesla START, a 12-week training program in select markets, was designed to provide students with the skills necessary for a career at a Tesla Service Center. This not only supports the communities but also creates a larger pool of talent from which Tesla can recruit. C1.3. The Future for Tesla Tesla and Musk are now household names not only in the United States but also around the world. Even with no advertising budget, Tesla has flourished. The company has made significant gains and has firmly established itself as a leader in EVs. Tesla has become profitable, achieving record sales numbers, and has gained resources to propel its global expansion. In 2020, Tesla became the world’s most valuable automaker. The stock skyrocketed before a 5-for-1 stock split, indicating a positive outlook from investors. By creating the first commercially viable EV, Tesla has set the standard of what an EV should be and has caused major car companies to shift their EV production into high gear./nQuestion Need to Develop a tactical GANTT Chart. Use the attached Tesla’s Case. Problem #1: Limited Traditional Advertising/Bad PR -Tesla’s marketing heavily depends on word-of-mouth and social media, which may not be scalable or controllable as the competition intensifies. Competition being GM, Ford, etc. Problem #2: Limited Engagement with Broader Demographics - Tesla’s current marketing may not effectively reach broader demographics, including older generations or those less tech-savvy. Opportunity #1: Enhancing Online Sales Channels -With Tesla shifting most of its sales online, there is an opportunity to optimize and enhance its online sales channels to improve customer experience, increase sales, and reduce costs. Opportunity #2: Enhancing Consumer Safety Features -With increasing consumer awareness and concern about vehicle safety, Tesla can further enhance its reputation by focusing on marketing its advanced safety features such as titanium underbody shield, which can separate it from competitors and attract safety conscious consumers. In 550 words APA format, do research and make recommendations based on the tesla problems and opportunities then create a Gantt chart. Instructions: Use the attached Tesla’s case this. Write solution in 550 words. Follow APA format. Use either excel or Microsoft project for the GANTT Chart. Typed solution needed. Handwritten solution will not be accepted. Do not use AI.See Answer
Q15:Your task Suppose you are organizing a shared task at an information retrieval conference, as part of the job you need to create a corpus using the pooling method. One of the search queries you are dealing with is “Graduation information at Colchester campus” the background of this query is “The user is coming to the Colchester campus to attend his graduation with his parents, they travel by car. And want to find some relevant information about this trip.” The following documents are retrieved by three search engines (You need to click each link and check the contents of the webpage) https://www.essex.ac.uk/graduation/about-the-ceremony https://www1.essex.ac.uk/site/a-z.aspx https://www.essex.ac.uk/alumni/honorary/honorary-graduates https://www.essex.ac.uk/disclaimer/accessibility-hub/www1-applications https://www.essex.ac.uk/life/southend-campus/local-area https://www.essex.ac.uk/research/areas https://www.essex.ac.uk/graduation/schedules https://www.essex.ac.uk/graduation/tickets-and-information https://www.essex.ac.uk/alumni/awards/alumnus-of-the-year/2008 https://www.essex.ac.uk/student/travel-and-transport/parking-for-students https://www.essex.ac.uk/life/colchester-campus/how-to-get-here https://www.essex.ac.uk/about/how-we-teach https://www.essex.ac.uk/arena/how-to-get-here https://www.essex.ac.uk/life/southend-campus https://www.essex.ac.uk/visit-us/open-days As you would expect, the systems ranked the documents in different orders, more specifically the documents are ranked by the three IR systems (IR1, IR2 and IR3) in the following order: IR1 7 15 13 9 8 1 5 2 14 4 10 3 11 6 12 IR2 8 9 1 3 4 2 14 7 13 5 11 10 15 6 12 IR3 6 1 7 4 3 14 8 5 9 12 13 15 2 11 10 Pooling (35%) The first task is to make the relevant judgements. You are using the pooling method with a K=5. i.e. only consider the top 5 results returned by the three IR systems, remember documents outside the pool are automatically considered to be irrelevant P/R@5 (15%) Once you have your relevance labels from pooling, you can explore the effect of each IR system on the evaluation results. In this task, you will need to compute the P@5 and R@5 for all three systems. Average Precision (15%) Next let’s compute the average precision for all three systems. Again, we will use the relevance labels from pooling. Discounted Cumulative Gain (15%) Next you need to compute the DCG for all systems, here we use the binary judgement, i.e., rel = 0/1 for non-relevant and relevant documents respectively the label is decided by the pooling step. Could you please answer the question in this format Pooling Include here your judgments, the reason you made your decision and the details of how you did the pooling. Doc Judgment Reason 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. P/R@5 For each system, compute P/R@5, please include details of the computation. Systems P@5 R@5 IR1: IR2: IR3: Average Precision For each system, compute average precision, please include details of the computation. Systems Average Precision IR1: IR2: IR3: Discounted Cumulative Gain For each system, compute discounted cumulative gain, please include details of the computation. Systems Discounted Cumulative Gain IR1: IR2: IR3: Instructions: Complete all the parts. Show all the calculations. Do not use AI.See Answer
Q16: UNIVERSITY OF VISION STRATEGY OPPORTUNITY WESTMINSTER WESTMINSTER BUSINESS SCHOOL SCHOOL OF MANAGEMENT AND MARKETING Module Title: Retail Marketing Module Code: 5MARK006W Assessment title: Assessment 1 Resit / Referral / Deferral - Individual Report Assessment weighting: 50% Assessment deadline: Semester 2, 2024 Assessment Brief Choose only one set of two retailers in the same sector from the list below to compare and contrast in 4 key areas, analysing and identifying how the retailers take different approaches to meet the needs of their customers. ONLY ANALYSE THEM IN A UK MARKET PERSPECTIVE. Set 1: New Look and Next Set 2: Aldi and M&S Food Set 3: GAP and Chanel Set 4: Lululemon and JD Sports You must provide a brief overview of the two companies, identifying the value propositions of each and their relevant target audiences, highlighting the key differences between the two. Reflecting on the retail set that you choose, focus on the following areas, and critically compare and contrast how the retailers take different approaches to meeting the needs of their customers. The following areas must all be discussed: 1. The way they use marketing to attract customers and communicate their value proposition 1 2. The way they design their store and their websites, including any ways they are innovating and evolving (e.g., use SOR model, etc.) 3. The assortment of products they sell (e.g., product mix, managing the brand, image and identity, new product innovation, etc) 4. The way they approach customer service to enhance the shoppers experience (e.g., SERVQUAL; training and collaboration/coordination etc) Please ensure a conclusion of key findings is given at the end of your report highlighting key areas that differ, providing insightful conclusions to further demonstrate your comprehension. Ensure a minimum of 6 credible academic sources are used (i.e., Peer reviewed Academic Books, Journals, Papers, etc.) and that credible research sources and data sources are provided throughout to demonstrate credibility and substantiate findings. Report Specification • The report should be 2000 words, +/- 10%. • • Additional appendices can be provided, but they should only be used for additional illustrative material such as data, charts, models, diagrams and photos and brief accompanying explanatory notes. The list of contents in the report, and the list of references, will not be included in the word count. The report should be presented in Ariel, 12 pt font size, 1.5 spaced, page numbered and in A4 format. Unless explicitly indicated otherwise all coursework must be submitted electronically via Blackboard. In addition to the detail given above, further information may be posted onto the Blackboard site for the module. The report should try to answer some the following questions: • Ensure the report is clearly presented and articulated, following the following report specification, using the following title headers below: • • • Introduction (Topline overview of each business and Retail sector they operate in, purpose of the report and what it is setting out to achieve) Value Proposition of each Retailer and their Audiences (identify and discuss the value propositions of each retailer and their target audiences then analyse how each Retailers target audience align with their value propositions. Compare and contrast each retailers audiences and value propositions distinguishing the differences and highlighting any similarities. Ensure socio- demographic are discussed in context of each audience to help compare and contrast) Retailer comparative. Compare and contrast in 4 key areas, analysing, and identifying how the retailers take different approaches to meet the needs of their customers. Either discuss the following areas separately for each Retailer, then offer a comparative analysis, or analyse and compare each Retailer on each of the following areas (whichever suits your style). The following must all be discussed. 1. The way they use marketing to attract customers and communicate their value proposition (what marketing comms do they use and why, analysing how it reflects their target audience demographics and relevant behavioural insights) 2. The assortment of products they sell (e.g., product mix, managing the brand, image and identity, etc) (How do the products reflect their audiences needs, how does the product range, types of product reflect their audience and their value proposition, What innovations have they introduced through product, such as new product development driven by consumer insight, fair trade, ethical practices) 3. The way they approach customer service to enhance the shoppers experience (e.g. SERVQUAL; training and collaboration/coordination etc) Research and analyse how they use customer service to support their value proposition, does their customer service change 2 dependent on the Retail channel, does it add to the customer experience, is it seamless across channels, and does it support the proposition? 4. The way they design their store and their websites (e.g., use SOR model, etc). How do they reflect each other, how is it building the brand value proposition and resonating with the target audience, how are they evolving and innovating their stores and digital offerings. Conclusion (summarise key findings from the analysis and any conclusions made). Assessment criteria The assessment criteria and weightings show you what is important in the assessment and how marks are shared across each criterion. When you are completing your assessment remember you need to fulfil the brief and the assessment criteria below. At the end of this document, we have provided you a more detailed marking grid, which describes both the expectation for each criterion Criterion Weighting Understand the functions and importance of retailing, the nature of the competitive environment within which retailers operate, analysing contemporary issues and innovation which is driving change and evolution in Retail (LO3) Appreciate the complexity of retail channels (store and online) used as alternative routes to market, and evaluate the merits of alternative strategies for different types of retail business (LO2) 25% 25% Understand how to apply a range of theoretical concepts and frameworks to retail-specific business problems, diagnose critical issues, appraise strategies (LO1) 25% Conclusion Appropriate use of wide-ranging credible references, including academic references / clearly articulated and structured Total 10% 15% 100% The University has arrangements for marking, internal moderation and external scrutiny. Further information can be found in Section 12 of the Handbook of Academic Regulations, westminster.ac.uk/study/current- students/resources/academic-regulations Anonymous marking Do NOT include your name or student number within the file name or anywhere within your submission. The submission will be subject to anonymous marking. Having logged into blackboard the system will record your details anonymously and tutors will only see your name after the entire submission has been assessed and provisional marks have been released to all students at the same time. Referencing requirements for the assessment Statements, assertions and ideas made in coursework should be supported by citing relevant sources. Sources cited in the text should be listed at the end of the assignment in a reference list. Any material that you read but do not cite in the report should go into a separate bibliography. Unless explicitly stated otherwise by the module teaching team, all referencing should be in Westminster Harvard format. If you are not sure about this, the library provides guidance (available via the library website pages). 3 The deadline and submitting your coursework Unless indicated otherwise, coursework is submitted via Blackboard. work has not been fully uploaded and stored on the server before 13:00. In order to avoid your submission being marked as late, you should upload your work as soon as possible before the deadline and must not wait until or just before the deadline to start uploading your work. At busy times the coursework submission process may run slowly. To ensure that your submission is not recorded as a late submission, avoid submitting very close to the deadline. To submit your assignment: 1. Log on to Blackboard at http://learning.westminster.ac.uk; 2. Go to the Blackboard site for this module; 3. Click on the 'Assessment' area for the module 4. Click on the link for the assignment to submit 5. Follow the instructions, ensuring you have selected the correct file to upload. REMEMBER It is a requirement that you submit your work in this way. All coursework must be uploaded by 13:00 (UK Time on the due date). If you submit your assessment late but within 24 hours or one 'working' day of the specified deadline, 10% of the overall marks available for that assessment will be deducted as a penalty for late submission, except for work which is marked in the marginal pass rate range (9% above the pass mark) and in this case the mark would be capped at the pass mark. If you submit your coursework more than 24 hours after the specified deadline you will be given a mark of zero for the work in question. ACADEMIC INTEGRITY What you submit for assessment must be your own current work. It will automatically be scanned through a text matching system to check for possible plagiarism. Do not reuse material from other assessments that you may have completed on other modules. Collusion with other students (except when working in groups), recycling previous assignments (unless this is explicitly allowed by the module leader) and/or plagiarism (copying) of other sources all are offences and are dealt with accordingly. If you are not sure about this, then speak to your class leader. University of Westminster Quality & Standards statement Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who break the rules, however innocently, will be penalized. It is your responsibility to ensure that you understand correct referencing practices. As a University level student, you are expected to use appropriate references and keep carefully detailed notes of all your sources of material, 4 including any material downloaded from the www. Plagiarism is defined as submission for assessment of material (written, visual or oral) originally produced by another person or persons, without acknowledgement, in such a way that the work could be assumed to be your own. Plagiarism may involve the unattributed use of another person's work, ideas, opinions, theory, facts, statistics, graphs, models, paintings, performance, computer code, drawings, quotations of another person's actual spoken or written words, or paraphrases of another person's spoken or written words. • Plagiarism covers both direct copying and copying or paraphrasing with only minor adjustments: a direct quotation from a text must be indicated by the use of quotation marks (or an indented paragraph in italics for a substantive section) and the source of the quote (title, author, page number and date of publication) provided; ● a paraphrased summary must be indicated by attribution of the author, date and source of the material including page numbers for the section(s) which have been summarized. Generative Al in Your Studies The University insists on original work from students, requiring independent thought and proper source citation. Outsourcing assignments to machines or third parties constitutes cheating, undermines critical thinking skills, hinders student development, and diminishes their potential contributions in both the academic and professional world. The University recognizes that students may legitimately use GenAl in several ways including, for example: Assisting with grammar and spelling, utilizing it as a search tool for researching assignment topics, helping with planning and developing the outline structure of a written assessment, generating ideas for graphics, images, and visuals, obtaining explanations of concepts, debugging code, overcoming writer's block. These specific applications of GenAl can support students in their academic endeavours. However, it's important to note that while these uses are permissible, students must still adhere to the principles of academic integrity and properly cite any sources or references derived from the assistance provided by GenAl. For more information on the University's position on the use of Al, please check the Student Hub. Please note that some subject areas/specific taught modules will potentially have other legitimate ways for you to use GenAl and that details of this will be communicated to you by module leaders where necessary. 5See Answer
Q17:Assignment 2: Individual Coursework Report (65%), 1,500 words The work should be submitted via Blackboard Select ONE topic that has been covered on the module. 1. Discuss the main theories/ideas in relation to this topic 2. How does an understanding of this topic help a leader of a business? The report should be structured as follows: Introduction (100 words approximately) • Explanation of the main theories (900 words) • How a knowledge of this topic helps you as a leader (400 words) • Conclusion (100 words approximately)See Answer
Q18: Think about a business idea you may have or have thought of in the past. This may be for a for- profit venture, or a social business enterprise, or a non-profit organization. (Or, if you cannot think of one, then consider a business that already exists, and use that as your focus for this assignment.) 1) Create the beginning outline for a business plan by writing your own MISSION STATEMENT. Remember that the "four components of a good mission statement include": The role or contribution that the business makes - is it a voluntary organization or a charity? Are you in business to supply goods and services and make a profit? A definition of the business - this should be given in terms of the benefits you provide or the needs that you satisfy. It should not define what you do or what you make. These should have been outlined as part of the first component. An outline of your distinctive competencies - the factors that differentiate your business from the competition. These will be the skills or capabilities you offer that are not, or cannot be, offered by your competitors. The indications for the future - what the business will do. What it might do in the future and what it will never do. 2) Next, create an outline for a business plan by answering the following “nine questions every business plan should answer": Who is the customer? How does the customer make decisions about buying this product or service? To what degree is the product or service a compelling purchase for the customer? How will the product or service be priced? How will the product reach all the identified customer segments? How much does it cost (in time and resources) to acquire a customer? How much does it cost to produce and deliver the product or service? How much does it cost to support a customer? How easy is it to retain a customer? 3) Finally, provide an “elevator pitch" that you can use to “sell the business idea" to others in 60 seconds or less (the time it takes to ride down a few floors in an elevator). *** If you want to envision yourself starting up a non-profit organization, then consider where you might access sources of funding and ongoing support and discuss this as well. mission statement:http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission- statements/main http://en.wikibooks.org/wiki/Getting Started as an Entrepreneur 300 words total 7th edition APA CITATION FORMAT WITH IN TEXT CITATION. The tutor should select starting an online retail business from the suburbs of Illinois USA.See Answer

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