What are the functions of an asset manager

1. Acting as an asset manager representing the interests of hotel ownership and considering only the financial analysis, would you recommend that the investment be treated as an FF&E loan or additional capital investment? Why?

2. Acting for Turnadot and considering only the financial analysis, would you recommend that the investment be treated as an FF&E loan or additional capital investment? Why?

3. Now expand your analysis to consider more than just the finances. List two qualitative factors that the Owner should consider and two qualitative factors that Turnadot should consider. How would they alter your analysis for either side?

4. Should Turnadot waive its brand standard and close the hotel restaurant? Why or why not?

5. How might the Owner and Turnadot deal with the impact of the new restaurant on Turnadot’s management fees?

1. Acting as an asset manager representing the interests of hotel ownership and considering only the financial analysis, would you recommend that the investment be treated as an FF&E loan or additional capital investment? Why?

2. Acting for Turnadot and considering only the financial analysis, would you recommend that the investment be treated as an FF&E loan or additional capital investment? Why?

3. Now expand your analysis to consider more than just the finances. List two qualitative factors that the Owner should consider and two qualitative factors that Turnadot should consider. How would they alter your analysis for either side?

4. Should Turnadot waive its brand standard and close the hotel restaurant? Why or why not?

5. How might the Owner and Turnadot deal with the impact of the new restaurant on Turnadot’s management fees?

Discussion: Data Privacy Considerations

 

The European Union legislation called the “General Data Protection Regulation” (GDPR) provides data privacy protections for consumers and has had a major impact on companies around the world.

In your initial post, address the following as part of your response:

  • What are the general requirements and major impacts of the GDPR, and how does this law differ from data protection legislation in the United States?
  • How are companies outside of Europe affected by the GDPR?
  • How do perspectives on the GDPR differ between consumers and businesses? Do perspectives vary by industry?
  • Do you think there should be one data privacy law for the entire world? Balance your discussion by weighing the benefits to international companies with your knowledge of the differences in culture, politics, and government around the world and the importance of sovereignty of countries.

In your responses to two or more of your peers, use the following questions to guide your responses:

  • Consider how the principles of globalization can be applied to the harmonization of data privacy laws. Do you expect legislation similar to the GDPR to be passed by other countries around the world? Why or why not?
  • Do you agree or disagree with your peer’s opinion on whether there should be global data privacy legislation? Why or why not?
  • How could your response to the harmonization of data privacy laws apply to other regulatory areas (such as accounting)?

Summative Assessment: Innovative Leadership Report

a 700- to 1,050-word leadership styles report, including the following:

  • Restate the needed change within the organization you have been working on throughout this course, based on your Week 1 and Week 2 assessments.
  • Examine the various leadership styles you explored in Week 3 in the context of the organizational culture and proposed change. Explain the styles you considered and any supporting rationale for why you considered them.

Justify which leadership style or approach you recommend to best support the organizational change by doing the following:

  • Explain how this style will support sustainable organizational success.
  • Explain how this style integrates the organization’s mission and vision.
  • Explain how this style will increase value for stakeholders.
  • Format any citations and references according to APA guidelines.
  • attachment

    LDR535_Leadershiptheories_YG.docx

Strategic Management Case

I want you first to read both parts and to answer the questions for each part using only the book (Strategic Management and Competitive Advantage, 5th edition). Please don’t use any outside sources. Let me know if you have any questions.

Here’s what you have to read: Note that the last part is the instructions of the professor.

PART I

BACKGROUND

TerraLoc competes in the market for global positioning devices and services. The company manufactures its own GPS units, which are smaller than those of any other competitor and include a proprietary battery that lasts 200% longer than any other competitor’s battery and that TerraLoc manufacturers on-site. TerraLoc also has developed proprietary software that is much faster and more precise than that of any competitor. When developing the proprietary battery, TerraLoc decided to manufacturer the battery in-house to reduce the possibility that the company it outsourced the battery manufacturing to might reverse engineer the battery and sell a similar product to competitors. This possibility was especially troubling given that the company expected a significant increase in demand due to the improved battery life. Additionally, TerraLoc sells its products and services through its own direct sales force to ensure that its representatives highlight the longer battery life of TerraLoc’s units.

QUESTIONS

Q I.1. Discuss shortly in theory the three main explanations for vertical integration. Which of the three is most consistent with TerraLoc’s decision to manufacture the battery in-house?

Q I.2. Discuss the effects of TerraLoc’s development of the new battery technology the vertical integration strategy in terms of reducing/increasing its rarity and imitability.

Q I.3. What kind of vertical integration would it be were TerraLoc to expand into selling its GPS units through company-owned retail stores?

Q I.4. Considering the changes in TerraLoc’s strategy, what do you think is the most appropriate organizational structure? If TerraLoc the CEO decided to use budgets as a management control but wanted to make sure that the managers did not become too focused on the short term, what should the CEO do (use an open process in developing budgets or determine budgets for her managers and allow them to focus only on meeting the budgets, use quantitative and/or qualitative evaluations of performance, …).

PART II

BACKGROUND

At the beginning of 2001, Peach Computers competed exclusively in the computer industry and generated approximately 96% of its revenue from the sales of computers and computer-related software and approximately 4% of its revenues were generated from sales of other peripherals. Further, of these revenues, 60% was from sales in the U.S., 30% was from sales in Europe, 7% was from sales in Asia and 3% was from other areas. In October 2001, Peach entered the personal electronics industry by introducing a new MP3 player known as the PeachPit. In developing and selling the PeachPit, Peach Computers was able to use many of the same R&D facilities, suppliers, production facilities, and distribution and sales outlets as the computers and software Peach Computers traditionally sold. By 2003, the PeachPit MP3 Player, accessories for the unit, and sales of songs on Peach Computers’ NectarTunes website accounted for 35% of Peach Computers’ revenues.

I want you first to read both parts and to answer the questions for each part using only the book (Strategic Management and Competitive Advantage, 5th edition). Please don’t use any outside sources. Let me know if you have any questions.

Here’s what you have to read: Note that the last part is the instructions of the professor.

PART I

BACKGROUND

TerraLoc competes in the market for global positioning devices and services. The company manufactures its own GPS units, which are smaller than those of any other competitor and include a proprietary battery that lasts 200% longer than any other competitor’s battery and that TerraLoc manufacturers on-site. TerraLoc also has developed proprietary software that is much faster and more precise than that of any competitor. When developing the proprietary battery, TerraLoc decided to manufacturer the battery in-house to reduce the possibility that the company it outsourced the battery manufacturing to might reverse engineer the battery and sell a similar product to competitors. This possibility was especially troubling given that the company expected a significant increase in demand due to the improved battery life. Additionally, TerraLoc sells its products and services through its own direct sales force to ensure that its representatives highlight the longer battery life of TerraLoc’s units.

QUESTIONS

Q I.1. Discuss shortly in theory the three main explanations for vertical integration. Which of the three is most consistent with TerraLoc’s decision to manufacture the battery in-house?

Q I.2. Discuss the effects of TerraLoc’s development of the new battery technology the vertical integration strategy in terms of reducing/increasing its rarity and imitability.

Q I.3. What kind of vertical integration would it be were TerraLoc to expand into selling its GPS units through company-owned retail stores?

Q I.4. Considering the changes in TerraLoc’s strategy, what do you think is the most appropriate organizational structure? If TerraLoc the CEO decided to use budgets as a management control but wanted to make sure that the managers did not become too focused on the short term, what should the CEO do (use an open process in developing budgets or determine budgets for her managers and allow them to focus only on meeting the budgets, use quantitative and/or qualitative evaluations of performance, …).

PART II

BACKGROUND

At the beginning of 2001, Peach Computers competed exclusively in the computer industry and generated approximately 96% of its revenue from the sales of computers and computer-related software and approximately 4% of its revenues were generated from sales of other peripherals. Further, of these revenues, 60% was from sales in the U.S., 30% was from sales in Europe, 7% was from sales in Asia and 3% was from other areas. In October 2001, Peach entered the personal electronics industry by introducing a new MP3 player known as the PeachPit. In developing and selling the PeachPit, Peach Computers was able to use many of the same R&D facilities, suppliers, production facilities, and distribution and sales outlets as the computers and software Peach Computers traditionally sold. By 2003, the PeachPit MP3 Player, accessories for the unit, and sales of songs on Peach Computers’ NectarTunes website accounted for 35% of Peach Computers’ revenues.

Questions for Critical Thinking

Students must complete the Case Study essay as assigned.  The assignment should be done in the form of an essay to include a cover page and a reference page, both in APA format. The body of the essay should be 450- 500 words in length and conform to APA format to include proper in text citation.  Students must have a least twopeer-reviewed references in addition to the assigned reading materials.

Can you have this completed no later than 2/3 @ 8 p.m. EST tomorrow?

 

 

 

The Mei Mei Group: a Family affair in Boston

Many consider family-owned businesses the backbone of American business. “Mei Mei” translates to “little sister” in Chinese, and its name aptly represents a family business of three siblings, Andy, Margaret (Mei), and Irene Li. When Andy, the oldest sibling, formed the Mei Mei Group, it was only appropriate to name it after his two little sisters, Margaret and Irene. Together as the Mei Mei Group, the Lis operate Mei Mei Street Kitchen, a food truck on the streets of Boston, and more recently, Mei Mei restaurant near the Boston University campus. When the siblings decided to go into business together, they realized that despite their distinctly different backgrounds, what they have all shared since childhood was a love of food.

 

With a passion for food instilled in them by their parents, the Li siblings began brainstorming about how to utilize their complimentary skills to create a family business. With restaurant management experience, Andy oversees the restaurant. Mei studied social entrepreneurship in London. While in London, she created a number of pop-up restaurants in unique locations, including one underneath the railway arches of the Thames River. Mei also attended business school, so she focuses on finances, marketing, business development, and the company’s social media platform. Irene, the youngest sibling, attended Cornell University and has worked and lived on organic farms. Her experience helps the company ethically source food ingredients from local vendors. While in college Irene also began her own pop-up restaurant. The siblings were unanimous in their goal to bring authentic Chinese dishes with an American twist to Boston consumers, using seasonal, locally sourced ingredients.

One impressive contribution of small businesses like the Mei Mei Group is its creation of jobs in the local Boston area. Between its food truck and restaurant, the Mei Mei Group now employs more than 35 workers. In addition, the Lis firmly believe that supporting the local food system and area farms provides fresher products to its customers. As a result, they are able to create jobs and provide revenue to the local Boston area economy.

 

The Mei Mei Group is an example of a small business that has provided an outlet for creative new ideas as business and consumers recognize a need for change. In this case, making a difference in the local food system is part of Mei Mei’s core values. Since opening less than five years ago, the Mei Mei Group has brought 120,000 pounds of local and regional food from nearby farms in the Northeast to the consumers of Boston.

Discuss on Sexual Harassment

  • Read Case 11.4: Consenting to Sexual Harassment, located here or on page 420 in your textbook then respond to the following questions. According to her own testimony, Vinson acquiesced to Taylor’s sexual demands. In this sense her behavior was “voluntary.” Does the voluntariness of her behavior mean she had “consented” to Taylor’s advances? Does it mean they were “welcome”? Do you agree that Vinson’s acquiescence shows there was no sexual harassment? Defend your position.

 

 

in the Case of Vinson V. TayloR, hearD before the federal district court for the District of Columbia, Mechelle Vinson alleged that Sidney Taylor, her supervisor at Capital City Federal Savings and Loan, had sexually harassed her.71 But the facts of the case were contested.

In court Vinson testified that about a year after she began working at the bank, Taylor asked her to have sexual rela- tions with him. She claimed that Taylor said she “owed” him because he had obtained the job for her. Although she turned down Taylor at first, she eventually became involved

with him. She and Taylor engaged in sexual relations, she said, both during and after business hours, in the remaining three years she worked at the bank. The encounters included intercourse in a bank vault and in a storage area in the bank basement. Vinson also testified that Taylor often actually “assaulted or raped” her. She contended that she was forced to submit to Taylor or jeopardize her employment.

Taylor, for his part, denied the allegations. He testified that he had never had sex with Vinson. On the contrary, he alleged that Vinson had made advances toward him and that he had

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chapter elevenJOB DiSCRimiNatiON 421

declined them. He contended that Vinson had brought the charges against him to “get even” because of a work-related dispute.

Research Three Billing And Coding Regulations That Impact Healthcare Organizations.

Research three billing and coding regulations that impact healthcare organizations. Reflect on how these regulations affect reimbursement in a healthcare organization. Comment on what seems to work well and what could be improved. If possible, bring in a real-world example either from your life or from something you have read about.

Research three billing and coding regulations that impact healthcare organizations. Reflect on how these regulations affect reimbursement in a healthcare organization. Comment on what seems to work well and what could be improved. If possible, bring in a real-world example either from your life or from something you have read about.

 

Spirit Airline Strategic Planning

Executive of the Sprit Airline

Spirit Airlines is a highly low cost carrier. It gives the clients many options of customizing their base tickets amounts. The company has agent print-outs known as the boarding pass. The boarding pass is used to check the input versus the doing in the online kiosk. The system checks bags and progressively increases charges for overweight bags.  By 2007, the Spirit started charging an amount of $3 for drinks. The charges increased to $5 in 2011 for passengers boarding passes printed at the check-in. According to these company, any bags that can exactly fit under the seats, are not charged. Any big bags that cause the overwhelming condition to the operators are the ones that are charged. The company ensures that the luggage does not exceed 50 pounds, and the bags are loaded up to $25. The company started in the US as a carrier to temporary to increase the passenger baggage fees (Eden, 1996).  In the states, the bag fees began with a minimal fee of $2 to attract fewer bags to the airline during traveling.  The aim of the company in discouraging passengers from carrying huge bags have resulted in another open business.

The company attains a higher competitive advantage over the higher-cost carriers. Its low prices in the market make it maintain its customers. Unlike some other companies such as the Delta Airline, US Airways and many other means of transport enterprises in the US, the stripe line has the least charges thus making many people prefer to use it. The company is also winning the competitive ability by ensuring that its bankruptcy is protected (White, 2001).  The company was recorded to be among the businesses in the US airlines that protected its bankruptcy. By so doing, it established a strong foundation in the market as compared to the other airline which was declared bankrupt in the year 2012

The attractiveness of the Airstrip industry makes customers like it. The leisure travels cost which depends on the service provided by the airstrip increases when the service given by the airline industry are active. The most significant factor that makes the airstrip gain more customers is its effectiveness.

BCG Analysis

The BCG Matrix graphically shows differences amongst Spirit Airlines’ passenger revenues and profits and non-ticket income and profits about market share position and industry growth rate. Passenger revenue is obtained from the base company’s ticket sales.  Miscellaneous income is known ancillary fees generate non-ticket profits, including but not limited to checked baggage, advance seat selection, in-flight sales, etc. Spirit Airlines’ passenger revenues and profits division fall into 1st Quadrant, the Upper “Question Mark.” Units positioned in 1st Quadrant have high cash needs and small relative market share position, although they compete in a high-growth industry. Divisions in this Quadrant require close monitoring by internal controls and are often considered “problem children.” Spirit Airlines’ passenger revenues and profits section maintain a relatively small market share position, as evidenced by the firm’s 2% market share. Also, Spirit Airlines only carries 1% of U.S. passengers. At the heart Spirit Airlines’ business model is offering the lowest base fare to its customers.

Therefore, the passenger revenues and profits division will never become a Star or Cash Cow without dramatic strategy implementation. Attractive plans for departments in the Question Mark Quadrant are market penetration, market development, product development and divestiture. Spirit Airlines has made a significant investment to double the size of its fleet by 2020, representative of a current market growth strategy. As a result, this action could allow the passenger revenues and profits division to move from a Question Mark to Star, and ultimately Cash Cows if the airline continues to operate profitability. Spirit Airlines’ non-ticket income and benefits section fall into Quadrant III, the Upper “Cash Cow”. Divisions positioned in 3rd Quadrant of the BCG Matrix compete in a low-growth industry and have a high relative market share position. The non-ticket revenues and profits division generates cash more than its operating needs. It is the non-ticket income and benefits department that allows Spirit Airlines to maintain its competitive position in the marketplace, of offering the lowest base fare ticket value. As long as the non-ticket section’s revenues and profits continue to perform at this highly profitable level, Spirit Airlines will be able to maintain its strong position in the future. Although Spirit Airlines is innovative about its competition in using this division to generate significant portions of total revenue, this is a mature market because the firm has actively pursued this strategy and has been profitable (Eden, 1994). Attractive plans for divisions in the Cash Cow Quadrant include product development, diversification, retrenchment, and divestiture. Regarding Spirit Airlines non-ticket division, product development and diversification are the most advantageous strategies to pursue. On a BCG Matrix, the size of the divisional circles illustrates overall sales volume.

QSPM Analysis

Compare And Contrast These Typical Business Plan Models

In a paper of 1,000-1,500-words:
1.Compare and contrast these typical business plan models.
2.Describe the strengths and limitations of these models.
3.Compare these models to the business plan models in either Microsoft Project or Apple Merlin.
4.Select the model that you believe will work best for your assigned CLC Business Plan; explain your rationale for this selection.

Research should be from scholarly, peer-reviewed sources.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the StudentSuccessCenter. An abstract is not required In a paper of 1,000-1,500-words:
1.Compare and contrast these typical business plan models.
2.Describe the strengths and limitations of these models.
3.Compare these models to the business plan models in either Microsoft Project or Apple Merlin.
4.Select the model that you believe will work best for your assigned CLC Business Plan; explain your rationale for this selection.

Research should be from scholarly, peer-reviewed sources.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the StudentSuccessCenter. An abstract is not required

Explain the competitive behavior of Coke and Pepsi

• Each group is expected to turn in a one-page memorandum of analysis and recommendations.
• The memorandum should clearly and concisely answer the bold-faced discussion question for the relevant class session.
• Each one-page memorandum should be typed and single-spaced, 12-point font with one-inch margins.
• You may attach numerical calculations, tables, graphs or diagrams to supplement the text page and do not count toward the one-page limit.
Your discussion question is as follows:

You will use “The Cola Wars Continue” Harvard Business Case to write your response. (*Please Note: Cases are purchased at Harvard Business online. Student must register in order to gain access to the course material)
Based on the case “Cola Wars Continue: Coke and Pepsi in 2010,” use game theory approach/analysis to explain the competitive behavior of Coke and Pepsi making specific references to actions taken by each firm and the different “battlefields.” What conclusions can you draw about the competitive strategies pursued by both companies? At the time the Case was written was there a winner? Should both companies have acted differently?

NOTE: avoid repeating the text from the Case write up. Present an insightful analysis of what happened during the Cola Wars and avoid descriptive narrative.