Calculus 3 online homework

8 questions

Case Study assignments: minimum 750 words [excluding title page and bibliography). Minimum 3 valid online academic references including their respective URLs. Follow APA.

 

No plagiairsm

use real sources ( the professor always check)

APA style

sItUatION 2

A few years after successfully launching a new outdoor

advertising business, Sean Richeson found himself

spending 16-hour days running from one appointment to

another, negotiating with customers, drumming up new

business, signing checks, and checking up as much as

possible on his six employees. The founder realized that

his own strength was in selling, but general managerial

responsibilities were very time consuming and interfered

with his sales eff orts. Richeson even slept in the offi ce one

or two nights a week just to try to keep up with his work.

Despite his diligence, however, Richeson knew that

his employees weren’t organized and that many problems

needed to be addressed. For example, he lacked the time

to set personnel policies or to draw up specifi c job descriptions

for his six employees. Just last week, he had been

warned that one employee would sometimes take advantage

of the lax supervision and skip work. Invoices often

were sent to customers late, and delivery schedules were

not always kept. Fortunately, the business is profi table, in

spite of the numerous problems.

Question 1 Is Richeson’s problem one of time management

or general managerial ability? Would it be feasible to

engage a management consultant to help solve the fi rm’s

problems?

Question 2 If Richeson asked you to recommend some

type of outside management assistance, would you

recommend a SCORE counselor, a student consulting team,

a CPA fi rm, a management consultant, or some other type

of assistance? Why?

Question 3 If you were asked to improve this company’s

management system, what steps would you take fi rst?

What would be your initial goal?

 

situatiOn 2

Jonathan Tandy, owner of a small furniture manufacturing

firm, is trying to deal with the firm’s thin working

capital situation by carefully managing payments

to the company’s major suppliers. These suppliers

extend credit for 30 days, and customers are expected

to pay within that time period. However, the suppliers

do not automatically refuse subsequent orders when a

payment is a few days late. Tandy’s strategy is to delay

payment of most invoices for 10 to 15 days beyond the

due date. Although he is not meeting the “letter of the

law” in his agreement, he believes that the suppliers

will go along with him rather than risk losing future

sales. This practice enables Tandy’s firm to operate

with sufficient inventory, avoid costly interruptions in

production, and reduce the likelihood of an overdraft

at the bank.

Question 1 What are the ethical issues raised by Tandy’s

payment practices?

Question 2 What impact, if any, might these practices

have on the fi rm’s supplier relationships? How serious

would this impact be?

Question 3 What changes in company culture, employee

behavior, or relationships with other business partners may

result from Tandy’s practices?

• Describe the target customer for the product/service in terms of relevant characteristics that impact the marketing strategy, including location (how it should be reached) and buying habits.
• Identify each customer segment’s specific wants and needs. Explain why they buy your company’s product or service, or a competing product or service.
• Justify how well your product/service satisfies customer wants and needs. Identify any wants and needs that are not met by your product/service.
• Analyze the position of your product/service in relation to the competition. Identify the main competitors. Explain how your product differs in terms of features, function, quality, price, availability, brand image, and the like. Explain why this differentiation is important to your customers.
• Describe the source of competitive advantage for your product. Evaluate how sustainable is this source of advantage.
• Assess the long-term sustainability of the source of differentiation and competitive advantage.

• List the key customer wants or needs on the left-hand vertical axis.
• List the competing products on the top horizontal axis, starting with your product/service on the left.
• For each customer want or need, indicate how well each competing product satisfies the need using a scale of 0–2.
  • 0 = need not met
  • 1 = need partially met
  • 2 = need fully met