Showing 1675–1683 of 1965 results

  • STRATEGY, LOGISTICS AND MARKETING

    $0.00

    Contents of the Paper
    Introduction
    What is Strategy?
    Why Is It Important?
    The use of Models to devise strategy
    Process behind strategic planning model;
    Complete External Analysis:
    STEP Analysis
    Micro Environment Analysis:
    Strategic Choice:
    Strategic Implementation:

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  • Business Plan: Fast Food Organic Restaurant

    $125.00

    The paper is a business plan for a Fast Food Organic Restaurant.

    Paper Contents:
    PART 1
    1.0 BUSINESS DESCRIPTION
    1.1 Description and details of business concept
    1.2 Unique selling point
    1.3 Mission Statement
    1.4 Company goals
    1.5 Company location
    1.6 The Company’s Legal Structure
    1.7 Report on the company resources
    2.0 ENVIRONMENTAL ANALYSIS
    2.1 SWOT Analysis
    2.2 Analysis of the External Environment
    2.3 Market Targets and Segments
    2.4 Market Segmentation
    2.5 Research of Specific Target Markets
    2.6 Competitors Analysis
    2.7 Potential Risks
    3.0 MARKETING STRATEGIES
    3.1 The product positioning
    3.2 The pricing strategy
    3.3 The location and distribution strategy
    3.4 The promotional strategy
    3.5 Marketing plan and marketing mix
    1.1 Description and Details of Business Concept
    1.2 Unique Selling Point
    1.3 Mission statement
    1.4 Company goals
    1.5 Company location
    1.6 The Company’s Legal Structure
    1.7 Report on the Company Resources
    2.0 ENVIRONMENTAL ANALYSIS
    2.1 SWOT Analysis
    2.2 Analysis of the External Environment
    2.3 Market Targets and Segments
    2.4 Market Segmentation
    2.5 Research of Specific Target Markets
    2.6 Competitors Analysis
    2.7 Potential Risks
    3.0 MARKETING STRATEGIES
    3.1 The Product Positioning
    3.2 The Pricing Strategy
    3.3 The Location and Distribution Strategy
    3.4 The Promotional Strategy
    3.5 Marketing Plan and Marketing Mix
    2.0 ORGANIZATIONAL STRUCTURE AND HR PLAN
    4.1 Investors & Management Team Summary
    4.2 Organizational Chart and Job Descriptions
    4.3 Employee Compensation Plan
    5.0 FINANCIAL PLAN FOR 2 YEARS
    5.1 Start-up Costs
    5.2 Required Investment
    5.3 Other Sources of Funding
    5.4 Break-even Analysis
    5.5 Profit & Loss Statements
    5.6 Balance Sheets
    5.7 Statement of Cash Flow
    6.0 CONCLUSIONS

    30 pages

    APA 25 References

    Integrated marketing communications plan for Nike – Air Jordan XX3®

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  • Marketing Campaign for Apple iPad Paper

    $39.00

    The paper provides a marketing plan for Apple’s iPad

    Paper Contents:

    • Marketing Goals
    • S.M.A.R.T. Goals for Three Bottom line
    • Marketing Mix
    • Promotion Budget and Implementation Calendar
    • Implementation calendar
    • Objective and Task Budget
    • References

     

    13 pages

     

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  • Using Discounted Cash-Flow Analysis to Make Investment Decisions

    $5.00

    True / False Questions

    1. Capital budgeting analysis focuses on cash flow as opposed to profits.
    2. Accurate capital budgeting analysis depends on total cash flows as opposed to incremental cash flows (i.e., the difference between cash flow with project and cash flow without project).
    3. Sunk costs influence capital budgeting decisions only when the sunk costs exceed future cash inflows.
    4. Opportunity costs are evaluated for investment decisions at their historical (that is, book) cost.
    5. The method of financing a project affects the determination of its cash flows for capital budgeting purposes.
    6. In project analysis, allocations of overhead should be limited to only those that represent additional expense.
    7. If a project permits a reduction in the level of working capital, this reduction is assumed to increase cash flows.
    1. An asset in the MACRS 5-year class life will have depreciation expense in six different years.
    1. The present value of the total depreciation tax shield will be higher when an asset uses MACRS than when depreciated straight-line.
    2. Upon the sale of equipment at the end of its useful life, tax liability will be incurred whenever the book value of the equipment exceeds the sales price.
    3. When additional funds must be committed to working capital, those funds are assumed to be recovered at the end of the project’s life.
    4. Discounting real cash flows with real interest rates gives an overly optimistic idea of a project’s value.
    5. Sunk costs remain the same whether or not you accept the project.
    6. Sunk costs do not affect project NPV.
    7. Investments in working capital, just like investments in plant and equipment, result in cash inflows.
    8. A project will always generate extra overhead costs.
    9. Discounting real cash flows at a nominal rate is a serious mistake.
    10. Suppose you finance a project partly with debt, you should neither subtract the debt proceeds from the required investment, nor would you recognize the interest and principal payments on the debt as cash outflows.
    11. When you finance a project partly with debt, you should still view the project as if it were all equity-financed, treating all cash outflows required for the project as coming from stockholders, and all cash inflows as going to them.
    12. As a project comes to its end, there is a disinvestment in working capital, which also generates positive cash flow as inventories are sold off and accounts receivable are collected.
    13. The total depreciation tax shield equals the product of depreciation and the tax rate.
    14. Cash flow from operations = (revenues – cash expenses) x (1 – tax rate) + (depreciation x tax rate).

    Multiple Choice Questions

    1. Corporate income statements are designed primarily to show:
      A.cash flows during a period.
      B. account balances at the end of a period.
      C. performance during a period.
      D. market values of assets and liabilities.
    2. Projects that are calculated as having negative NPVs should be:
      A.depreciated over a longer time period.
      B. charged less in overhead costs.
      C. discounted using lower rates.
      D. rejected or abandoned.
    3. If the adoption of a new product will reduce the sales of an existing product, then the:
      A. new product should not be undertaken.
      B. old product should be abandoned.
      C. incremental benefits of the new product may be over-estimated.
      D. incremental benefits of the new product may be under-estimated.
    4. The value of a proposed capital budgeting project depends upon the:
      A.total cash flows produced.
      B. incremental cash flows produced.
      C. accounting profits produced.
      D. increase in total sales produced.
    5. The rationale for not including sunk costs in capital budgeting decisions is that they:
      A.are usually small in magnitude.
      B. revert at the end of the investment.
      C. have no incremental effect.
      D. reduce the estimated NPV.
    6. If a project’s cash flows exceed the project’s incremental cash flows, it is likely that the:
      A.project interacts with other aspects of the firm.
      B. project must have high depreciation expense.
      C. opportunity cost of capital must be high.
      D. project will have a negative NPV.
    7. When is it appropriate to include sunk costs in the evaluation of a project?
      A.Include sunk costs when they are relatively large.
      B. Include sunk costs if it improves the project’s NPV.
      C. Include sunk costs if they are considered to be overhead costs.
      D. It is never appropriate to include sunk costs.
    8. A cost should be considered sunk when it:
      A.is fully depreciated.
      B. produces no additional sales revenues.
      C. has no effect on future flows.
      D. is replaced by costs that are not yet sunk.
    9. The opportunity cost of an asset:
      A. should be depreciated annually.
      B. can differ depending on market conditions.
      C. is typically ignored in capital budgeting.
      D. is important only for parcels of land.
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  • Partnering to Succeed

    $0.00

    This paper explores the concept of perfect implementation from a descriptive narrative to a prescriptive model of how policy should be implemented in the future.

    11 Pages

    25 sources

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  • Job Description for the UCCC Practice Manager Position

    $10.00

    Scenerio #1
    The majority of the class will be scenario driven:

    I am the Senior Administrator for a Community Based Family Physician’s Group called the UCF Community Care Center (UCCC). We are for-profit facility, Physician owned, complete with a board of trustees. The premise is that you have just been “hired” to be the Practice Manager. We are open Monday – Friday from 7 a.m. to 5 p.m. and Saturdays from 8 a.m. until noon. We have 4 Family Medicine Physicians, 2 Physicians Assistants (P.A’s) 1 Advanced Registered Nurse Practitioner (ARNP), 4 Registered Nurses, 1 Lab Technician, 1 Radiology Technician, 4 Medical Assistants and 2 Administrative personnel, 1 Medical Records Technician, 2 Business/Billing staff, one full time patient scheduler and one part time patient scheduler. We are located in a busy section of town and we operate in a 10,000 square foot facility. All full time employees are expected to work 40 hours per week and part time employees are required to work 24 hours per week.

    We are not doing well in many aspects of the business. Over the next 12 weeks, you will manage scenarios, derived from real work place events and incidents. You will be asked to draw from your knowledge base to provide solutions to problems, ideas for change management, financial analysis, HR management ethical issues and patient privacy issues to name a few.

    My personal experience in Healthcare Administration is quite extensive. I have:

    Managed a 24 hour MRI Center and was the hiring and firing authority for that center
    Been the Director of Human Resources
    Established a 60 bed hospital complete with Emergency Services and Operating Room Services for disaster relief efforts requiring the direct supervision of more than 200 staff members
    Been a Medical Logistics Professional
    Been a patient service representative
    Been a direct care provider
    Been a Practice Manager for the Director of Medical Services
    Been a Practice Manager for the Director of Surgical Services
    Written and reviewed more than 1500 performance appraisals
    Developed numerous business plans and strategic plans
    Worked as the Public Relations advisor and Community Liaison for an Ambulatory Care Center
    Been the COO of an Ambulatory Care center with 148 staff members and more than 9000 patients enrolled for care
    I list my professional credentials (these are real world, not derived for the scenario) as a foundation for my evaluation of your work. For many of the scenarios, you will find that there is no textbook answer. You will be evaluated by me (as your boss) based on my experiences, and your ability to provide logical insight to problem solving, putting your critical thinking skills to the test. For some issues, (Financial, IT, HIPAA) there will be “right” answers that I am looking for, and information to guide you to success will be included in the Modules as you progress through your 12 weeks of “employment”. You will need to approach each week as a “stand alone” event where these scenarios may be independent in nature and may or may not build on one another throughout the semester. You need to consider my feedback your performance appraisal.

    Assignment: Page 1
    To be clear on your roles and responsibilities, you asked to see a current Job Description.  Much to our surprise, there is not one in the files.  Based on what you know about the practice from the scenario, you need to create a Job Description for the UCCC Practice manager position.  Please remember to address ALL aspects of the position, as you will need to have an understanding of your authority as the next 3 months unfold.  No page limit and no prescribed format.  You may need to do some “looking around” to find a comprehensive Job Description for a Practice Manager.  Simply providing me with the information from the scenario will not be enough.  I need this by 11:59 on June 6th, 2015.

    Page 2
    In addition to knowing what your responsibilities are, you need to know what the rest of the professional (clinical) staff is capable of.

    Family Practice Physician
    Physician Assistant
    Advanced Registered Nurse Practitioner
    Registered Nurse
    For the professional staff listed above, I need you to tell me:

    Minimum education Requirements
    Licensure
    Capabilities (what they are allowed to do)
    Restrictions (what they are not allowed to do)
    For this assignment, you can use a bullet format system.  For example—

    1. Family Practice Physician
    Education required:
    License Required:
    Allowed to:
    Not allowed to:
    2.  ARNP
    Education required:
    License Required:
    Allowed to:
    Not allowed to:
    Finally, for the Family Practice Physician, the ARNP and the PA, please tell me about the number of patients each of them should see.  This information can be derived from your understanding of patient enrollment or provider panels.
    Please make sure to include your resources for all of this information.

    2 pages

    APA 3 References

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  • Composite Personality Profile Summary

    $10.00

    For this exercise you will participate in three (3) personality assessments as outlined below.  Follow the links to each assessment.

    After you have completed each test, you will get a “score” from the website.  I want each of you to do all the tests, and then submit a summary of what you learned about yourself.  Based on your results, submit a written summary (no more than 2 pages)—Do you agree with the assessments? Why or why not? Discuss your strengths and weaknesses. I will be taking points for spelling, grammar, sentence structure and other writing errors. Remember, this writing is a summary, therefore the document should be prepared in the appropriate paragraph format.  This needs to be on my desk by 11:59 p.m. May 28th, 2015.

    Emotional Intelligence  http://www.maetrix.com.au/meit/eitest.html (Links to an external site.)
    Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic.Since 1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article “Emotional Intelligence,” they defined emotional intelligence as, “the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions”  At the end of this assessment you will see a score of 1-10 in the following areas, with 10 being the strongest indication.

    Self-Awareness.
    Description. The core of Emotional Intelligence is self-awareness. Self-awareness is comprised of three competencies; emotional self-awareness, where you are able to read and understand your emotions as well as recognize their impact on work performance and relationships; accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations; and self-confidence, where you have a positive and strong sense of one’s self-worth. The starting point and key in these areas is the ability to be critically self-reflective.
    Self-Management
    Description. Self-management is comprised of five competencies; Self-control, which is keeping disruptive emotions and impulses under control; transparency, which is maintaining standards of honesty and integrity, managing yourself and responsibilities; and adaptability, which is the flexibility in adapting to changing situations and overcoming obstacles; achievement orientation, which is the guiding drive to meet an internal standard of excellence; and initiative, which is the readiness to seize opportunities and act.
    Social Awareness
    Description. Social Awareness is comprised of three competencies; empathy, which is understanding others and taking an active interest in their concerns; organizational awareness, which is the ability to read the currents of organizational life, build decision networks and navigate politics; and service orientation, which is recognizing and meeting customers needs.The adaptable, success-oriented type.
    Relationship Management
    Description. The Social cluster of Relationship Management is comprised of seven competencies; visionary leadership, which is inspiring and guiding groups and individuals; developing others, which is the propensity to strengthen and support the abilities of others through feedback and guidance; influence, which is the ability to exercise a wide range of persuasive strategies with integrity, and also includes listening and sending clear, convincing and well-tuned messages; change catalyst, which is the proficiency in initiating new ideas and leading people in a new direction; conflict management, which is resolving disagreements and collaboratively developing resolutions; building bonds, which is building and maintaining relationships with others; and teamwork and collaboration, which is the promotion of cooperation and building of teams.

    Hemisphere Dominance  http://www.web-us.com/brain/braindominance.htm (Links to an external site.)

    This personality assessment offers the test taker a suggestion for brain hemisphere dominance (right or left). Most professionals are aware there is a dominant side of the brain; however, these same professionals are unaware of the influence this hard wiring has on the day-to-day activities of professional performance. For example, right brained individuals tend to be more creative. Professionals with dominant right brains may be best suited for creating new product and service lines, developing long range strategic plans and forecasting threats on the environmental horizon. In contrast, left brained individuals are more detail oriented, methodical and calculating. Left brained individuals prefer implementing strategic plans over developing them. While it is difficult to change one’s predisposition for creativeness versus detail orientation, creative thinkers can make specific adjustments in their daily business of work to become more organized while others can exercise creative elements of their brain by engaging in more creative arts like writing, music or art.

    Jungian Assessments  http://www.humanmetrics.com/cgi-win/JTypes2.asp (Links to an external site.)[ii]

    (This assessment is 72 questions—do not be alarmed—they are all yes or no questions!)

    Scholars have suggested that all individuals are born with a personality archetype. Over the years, family, society and the environment exert influence on this archetype. Working professionals should be aware of their natural predispositions so that certain characteristics can be leveraged, or weaknesses avoided. The most popular assessment of this kind is the Myers-Briggs Type Indicator. Most Jungian assessments of this type are very similar. The Myers Briggs Type Indicator (MBTI) has been a reliable source of documenting personality since World War II. The MBTI focuses on four dimensions of personality with two preferences in each dimension. MBTI indicates your preferred style and remains fairly stable throughout your career. The dimensions are: extroversion or introversion, sensing or intuition, thinking or feeling and judging or perceiving.

    2 pages

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  • Microeconomics Assignment

    $25.00
    1. Suppose the economy in Macroland is represented by the following data:

    C=100+0.5Yd, T=2000, G=2000, I=200

    (a) Calculate the equilibrium level of output. Graph your solution.

    (b) If the government spending increases by 100 what is the new equilibrium level of output? Use the government spending multiplier.

    (c) If the government increases taxes by 100 what is the new equilibrium level of output? Use the tax multiplier.

    (d) If the government increases taxes and spending by 100 what is the new equilibrium level of output?

    (e) Calculate the equilibrium level of output in case where taxes depend on income according to the following: T=-50+0.25Y.

    1. (a) For each of the following scenarios briefly describe the policy mix that would result in each of the following situations:

    (i) The interest rate decreases, investment increases, and the change in aggregate output is indeterminate.

    (ii) Aggregate output increases and the interest rate is indeterminate.

    (iii) The interest rate increases, investment decreases, and the change in aggregate output is indeterminate.

    expansionary fiscal policy and contractionary monetary policy.

    (iv) Aggregate output decreases and the interest rate change is indeterminate.

    (b) For each of the following scenarios briefly explain what is the effect on the aggregate demand curve:

    AD is comprised of C, I,G and NX. If any one component is affected AD is affected.

    (i) The Fed lowers the discount rate

    (ii) The price level decreases.

    (iii) The federal government increases federal income tax rates

    (iv) Pessimistic firms decrease investment spending

    (v) The inflation rate falls by 3 percent

    (vi) The federal government increases purchases to stimulate the economy.

    1. (a) Suppose the Federal Reserve Bank is pursuing a contractionary monetary policy. Using a graphical analysis, show the effects of this policy on the equilibrium interest rate, investment and output. Make sure you clearly label all the curves in your graphs and the initial and final equilibria.

    (b) Suppose the Federal Government is pursuing a contractionary fiscal policy. Using a graphical analysis, show the effects of this policy on the equilibrium interest rate, investment and output. Make sure you clearly label all the curves in your graphs and the initial and final equilibria. Is there any crowding-out due to the contractionary fiscal policy?

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  • How does your business currently utilize the internet to maximize sales

    $35.00

    NEGOTIATION SKILL AND SELLING STRATEGIES

    Consider your business’ current utilization of the internet as a sales channel:
    Please address the following topics or others that you feel may be more appropriate to your company’s circumstances (with justification for the change of topics):

    1. How does your business currently utilize the internet to maximize sales? (15 marks)
    2. What share of your served market have been captured by internet selling and how has this been achieved? (20 marks)
    3. Traditional companies inevitably face legacy issues when they try and address the internet. How has your business dealt with the potential barriers to realizing the full potential of the internet? (15 marks)
    4. Going forward, how is your business expecting to maximize the potential opportunities of selling to customers through the internet? (20 marks)
    5. To what extent does your business see selling through the internet as a threat or an opportunity, and why is this? (20 marks)

    References: (10 marks)

    7 Pages

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