Competency

In this project, you will demonstrate your mastery of the following competency:

• Assess current performance of an organization through analysis of financial statements.

Scenario

In Project One: Applying Strategic and Operational Thinking, you prepared Key Performance Indicators (KPIs) for the marketing and sales departments of your product line.

Now, the CEO has provided you with a revised set of KPIs. You need to apply these KPIs toward the analysis of a proposed marketing and sales initiative to increase loyalty card memberships in neighborhoods with predominantly low-income populations, whether the populations are in rural, suburban, or city locations.

The CEO wants this analysis so that she can chart the sustainability and growth of the initiative while assuring it meets standards for Corporate Social Responsibility.

The CEO has provided you with several documents, available in the Supporting Materials section of this project. She wants you to use the provided Triple Bottom Line Balanced Scorecard to assess the strategic plan’s compliance with the KPIs and summarize your findings in a memo.

Directions

Complete the following to provide the analysis required by the CEO:

1. Identify the financial records that indicate commitment to TBL.
   1. Outline which financial and other records marketing and sales maintains where TBL can provide data.
2. Using the TBL scorecard, evaluate the alignment of the strategic plan with KPIs. Remember, there may be multiple outcomes of this exercise. Your focus should be to apply your understanding of the scenario and evaluate the plan accordingly.
   1. Which ideas in the plan support the KPI criteria? Cite specific ideas that meet the criteria.
   2. Explain how they meet the criteria.
3. In your memo:
   1. Describe how the TBL data relates to the KPIs.
   2. Identify which additional TBL financial line items are needed to measure the cost for each criterion.
      For example, should there be a line entry for hiring temporary workers?
   3. Referring back to the SWOT analyses from Project One, explain how functional considerations of individual departments contribute to financial performance.

What to Submit

To complete this project, you must submit the following:

KPI and Triple Bottom Line Balanced Scorecard

• Complete and submit the KPI and Triple Bottom Line Balanced Scorecard. In the scorecard spreadsheet, identify one additional KPI, a related SMART objective, and its measurement criterion. You need to do this for all three elements of TBL: people, planet, and profit. You have been provided with one example for each TBL element.

Analysis Memo

• In a Word document, write a memo outlining your analysis. Ensure that the memo is organized by TBL element with a header for each segment of your analysis. The Word document should use double-spacing, 12-point Times New Roman font, and one-inch margins. This memo should be no more than 6 pages in length, and include references cited in APA format. Consult the Shapiro Library APA Style Guide for more information on citations.

Supporting Materials

The following resource(s) may help support your work on the project:

The following resources support your work on the project:

Document: Consolidated Balance Sheet

This is a consolidated balance sheet for the company. The CEO has highlighted the areas of the financial statements she wants you to focus your attention and analysis on.

Document: Consolidated Cash Flow Statement

This is a consolidated cash flow statement for the company. The CEO has highlighted the areas of the financial statements she wants you to focus your attention and analysis on.

Document: Consolidated Income Statement

This document is a consolidated income statement and a consolidated statement of comprehensive income of the company. The CEO has highlighted the areas of the financial statements she wants you to focus your attention and analysis on.

Document: KPI and Triple Bottom Line Balanced Scorecard

This is the final and authoritative draft of the KPI Scorecard the CEO wants you to use. This scorecard provides three KPIs: one for a social measure (people); one for an environmental measure (planet) and one for an economic measure (profits). You need to identify three more KPIs and associated information.

Document: Marketing and Sales Executive Summary

This is a proposal from the sales and marketing departments to increase rewards memberships in low-income markets. This summary includes a high-level estimate of projected sales, costs, and profits.

Document: SWOT Analyses from Sales and Marketing

This document contains a combined SWOT analysis from the two departments

• How should budgeting, scheduling, and resource loading or leveling be most logically accomplished in terms of their chronological order?
• How would resource-constrained scheduling help, hinder, or change your recommendations?
• What are some potential problems with the top-down and bottom-up budgeting processes? What are some ways of dealing with these potential problems?
• In preparing a budget, what indirect costs should be considered?
• What characteristic(s) of the critical path times makes them critical?
• What two factors are compared by Gantt charting? How does the Gantt chart differ in purpose from the project master schedule?
• Contrast total slack and free slack.
• What is the average resource load factor? How is it used to determine project completion times?
• What are two methods for addressing the constrained resource allocation problem?
• How should budgeting, scheduling, and resource loading or leveling be most logically accomplished in terms of their chronological order?
• How would resource-constrained scheduling help, hinder, or change your recommendations?
• What are some potential problems with the top-down and bottom-up budgeting processes? What are some ways of dealing with these potential problems?
• In preparing a budget, what indirect costs should be considered?
• What characteristic(s) of the critical path times makes them critical?
• What two factors are compared by Gantt charting? How does the Gantt chart differ in purpose from the project master schedule?
• Contrast total slack and free slack.
• What is the average resource load factor? How is it used to determine project completion times?
• What are two methods for addressing the constrained resource allocation problem?

Assignment Instructions

Tax Research Assignment 2 Acct 6140 Students Only Fall 2013 Your assignment is to write a professional tax research memorandum that addresses the issue shown below. Mike is a salesperson who represents several companies. On January 2, 2014, he receives by mail a commission check from Produce Packaging Distributors, Inc. in the amount of $13,500 and dated December 30, 2013. Mike is concerned about the year in which the $13,500 is taxable. Although the check is dated 2013, he contends that it would have been unreasonable for him to drive the 55 miles to the Produce Packaging offices on a holiday to collect the check. Further, Mike maintains that even if he had made the trip to collect the check, by the time he returned home, his bank would have closed and he could not have received credit for the check until after the first of the year.Tax Research Assignment 2 Acct 6140 Students Only Fall 2013 Your assignment is to write a professional tax research memorandum that addresses the issue shown below. Mike is a salesperson who represents several companies. On January 2, 2014, he receives by mail a commission check from Produce Packaging Distributors, Inc. in the amount of $13,500 and dated December 30, 2013. Mike is concerned about the year in which the $13,500 is taxable. Although the check is dated 2013, he contends that it would have been unreasonable for him to drive the 55 miles to the Produce Packaging offices on a holiday to collect the check. Further, Mike maintains that even if he had made the trip to collect the check, by the time he returned home, his bank would have closed and he could not have received credit for the check until after the first of the year.

Part 1 of 1 –

Question 1 of 20
Over the last century, the approaches to studying leadership have been largely:

A. changing, from trait-based views to behavioral views to developmental views.

B. changing, from a behavioral view to a liberational view to a trait-based view.

C. changing, from a behavioral view to a trait-based view to a situational view.

D. static, with a behavioral view.

Question 2 of 20
The majority of the challenges sales executives have to face have to do with:

A. managing people.

B. managing production.

C. managing technology.

D. managing ethics.

Question 3 of 20
Meta-analysis made which development in the study of leadership possible?

A. Isolating studies to separate out the results for the most important one

B. Comparing results of many studies to formulate better theories about leadership traits

C. Showing that a leader in one situation may not be a leader in another

D. Introducing the concepts of focus on people and focus on results

Question 4 of 20
What is a boundary spanner in terms of sales ?

A. An idea that replaces one discipline with another discipline

B. An idea that crosses two disciplines

C. A person who works with two different organizations

D. A person who works for one company but contracts with another company

Question 5 of 20
A salesperson lies about the product he sells and claims it can do things it cannot do. Which ethical breach is the salesperson committing?

A. Bribery

B. Puffery

C. Misrepresentation

D. Rogue purchasing

Question 6 of 20
Kotter hypothesized that we need more leadership now than in the past because:

A. there are more humans now than there were in the past, so we need more leaders.

B. technology is too complicated to be navigated by employees without managers to help them.

C. people were more self-directed in general in previous generations.

D. the more things change, the more leadership is required.

Question 7 of 20
A leader who spends most of her time communicating with the public about the company and interacting with her employees to ensure that they have what they need to do their jobs, but who does not engage in planning of activities or employee goals is engaging in which of the Situational Leader styles of leadership?

A. Directing

B. Coaching

C. Implementing

D. Supporting

Question 8 of 20
What makes salespeople unique in the ethical situations they find themselves in?

A. Salespeople are less likely to encounter ethical dilemmas than workers in other professions.

B. Salespeople are less honest than are psychologists, preachers, and professors.

C. Salespeople have extensive training in dealing with ethical questions and decisions.

D. Salespeople encounter ethical dilemmas both in the companies they work for and with the customers they sell to.

Question 9 of 20
Why do corporate codes of ethics often focus on salespeople?

A. Salespeople have more varied contacts, so they have more opportunities for ethical choices.

B. Salespeople tend to be less honest than other employees in the company.

C. Codes of ethics tend to be written by sales executives.

D. Professional organizations do not focus on salespeople, so corporate codes of ethics need to.

Question 10 of 20
The Great Man Theory of Leadership hypothesizes that:

A. only certain historic leaders had the true traits of leadership.

B. great leaders patterned themselves after the leaders who came before them, so modern people who wish to be leaders should pattern themselves after great leaders of the past.

C. by observing the great leaders we can compile a list of traits and work on teaching those traits to potential leaders.

D. by identifying the traits of great leaders we can predict who will be a leader because they have those traits.

Question 11 of 20
Which of the following is a weakness of the Golden Rule?

A. Despite your best efforts, you may not be able to treat others as you’d like to be treated.

B. The way you want to be treated may not be the way others want to be treated.

C. The way you want to be treated may not be the best possible way to treat someone else.

D. The way you want to be treated may cost too much in time and resources to be a practical way to treat others.

Question 12 of 20
Ethical problems occur when:

A. rules conflict with values.

B. values conflict with behavior.

C. behavior conflicts with culture.

D. culture conflicts with norms.

Question 13 of 20
Which of the following is a key difference between leading and managing?

A. Leadership focuses on change while management focuses on results.

B. Leadership focuses on results while management focuses on organization.

C. Leadership focuses on process while management focuses on product.

D. Leadership focuses on theory while management focuses on logistics.

Question 14 of 20
The inherent problem with the conventionalist approach to making ethical decisions is that:

A. what’s allowed may slowly have changed over a period of time.

B. what’s allowed is not able to be decided by the salesperson.

C. what’s allowed may not have anything to do with what’s ethical.

D. what’s allowed varies within a company and within a sales team.