Samsung - List 3 Opportunities you have identified in your personal assessment of the business: (Make sure you label why you call each item an opportunity): List 3 Threats you have identified in your personal assessment of the business: (Make sure you label why you call each item a threat):
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Samsung - List 3 Opportunities you have identified in your personal assessment of the business: (Make sure you label why you call each item an opportunity): List 3 Threats you have identified in your personal assessment of the business: (Make sure you label why you call each item a threat):
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?IBM Global Center for Smarter Analytics Case Analysis 7: Hamilton County dropout rates and lagging performance required the county to address these problems on the individual student level. Department of Education But that meant first finding the students who needed help, and doing so before their problems led them to drop out of the Hamilton County school system. At the end of the day, there's no one better positioned to sense when the student is in academic trouble than a teacher or counselor with whom students have a direct relationship. The trouble is, warning signs are often complex and cumulative in nature, thus escaping the notice of frontline educators and administrators. Add to that the everyday challenges of running a classroom, and it's all the more understandable how problem students can fly “under the radar" until it's too late. PARIMENT ZONE TEDUCATION Kelly recognized that early detection of at-risk students required a more multidimensional view of their progress,…
- Problem 1. During your first month as an employee at Greenfield Industries (a large drill- bit manufacturer), you are asked to evaluate alternatives for producing a newly designed drill bit on a turning machine. Your boss' memorandum to you has practically no information about what the alternatives are and what criteria should be used. The same task was posed to a previous employee who could not finish the analysis, but she has given you the following information: An old turning machine valued at $350,000 exists (in the warehouse) that can be modified for the new drill bit. The in-house technicians have given an estimate of $40,000 to modify this machine, and they assure you that they will have the machine ready before the projected start date (although they have never done any modifications of this type). It is hoped that the old turning machine will be able to meet production requirements at full capacity. An outside company, McDonald Inc., made the machine seven years ago and can…A tech company called TechNova is planning to launch a new product called "NovaPhone". The product is a high-end smartphone with advanced features and is expected to be a maj hit in the market. The company's marketing team has come up with a detailed plan to launch the product successfully. Question 1: What are the key elements of a successful product launch plan? Question 2: What are some potential risks or challenges that TechNova may face in launching the new product? 12.45Case study below: The Foschini Group (TFG) says it has entered into an agreement to acquire the entire issued sharecapital of Tapestry Home Brands for R2.35 billion. TFG said it is acquiring the sale shares fromWestbrooke Investments Proprietary Limited, funds managed by Actis, as well as the current andprevious management of Tapestry whose brands include popular made-to-order furniture retailer,Coricraft; South Africa’s renowned branded bedding retailer Dial-a-bed; home textile retailer,Volpes; and value bedding retailer, The Bed Store.Established in 2005, Tapestry’s own, locally manufactured product accounts for 47% of net sales,employing a total of approximately 2,500 people, with manufacturing facilities located in CapeTown, Johannesburg, and Gqeberha. Tapestry operates 175 stores across South Africa, Namibia andBotswana. The three business segments, namely living, linen and bedding, are run on adecentralised basis by a strong management team, it said.“The transaction will provide…
- Case study below: The Foschini Group (TFG) says it has entered into an agreement to acquire the entire issued sharecapital of Tapestry Home Brands for R2.35 billion. TFG said it is acquiring the sale shares fromWestbrooke Investments Proprietary Limited, funds managed by Actis, as well as the current andprevious management of Tapestry whose brands include popular made-to-order furniture retailer,Coricraft; South Africa’s renowned branded bedding retailer Dial-a-bed; home textile retailer,Volpes; and value bedding retailer, The Bed Store.Established in 2005, Tapestry’s own, locally manufactured product accounts for 47% of net sales,employing a total of approximately 2,500 people, with manufacturing facilities located in CapeTown, Johannesburg, and Gqeberha. Tapestry operates 175 stores across South Africa, Namibia andBotswana. The three business segments, namely living, linen and bedding, are run on adecentralised basis by a strong management team, it said.“The transaction will provide…Case study below: Digital banking group TymeBank has appointed a new chief executive officer for South Africa, as it makes a move to expand into other markets. Coen Jonker, the co-founder of Tyme and TymeBank, takes over as TymeBank’s CEO in South Africa, effective 1 July 2022. Jonker has vast retail banking, fintech and deal-making experience and expertise both in South Africa and in several Asian markets.TymeBank’s current CEO, Tauriq Keraan, moves to group executive: growth projects, responsible for leading Tyme’s establishment in new territories as part of the group’s geographic diversification strategy.Jonker will focus on the recruitment of several new senior hires to support the bank’s growth trajectory, further transforming the bank’s leadership team and leading selected strategic acquisitions. Three will be a three-month handover period, the bank said. Other executive changes include David Pfaff, Tyme Group’s current CFO, who will take over from Jonker as Tyme Group CEO from 1…Case Study 1 Deliverable 2 on The Euro: its challenges and threats This part of the case study should include a description of the current situation and its impact on the Euro.
- Q1) solve the following mcqs a) At Khaleej Corporation, managers drew up a three-stage plan as they prepared for layoffs. First, they warned employees several months ahead that layoffs were inevitable. Soon thereafter, they held on-site presentations at all locations to explain to employees why the layoffs were needed and to provide as much information as they could about what employees should expect. Represents an example of?" Provide assistance to displaced workers Help survivors thrive Both A & B More Communication is significant b) Rational decision-making approach ideally implies ______ decisions. Programmed Non-programmed Rational Non-rationalQ1) solve the following mcqs a) At Khaleej Corporation, managers drew up a three-stage plan as they prepared for layoffs. First, they warned employees several months ahead that layoffs were inevitable. Soon thereafter, they held on-site presentations at all locations to explain to employees why the layoffs were needed and to provide as much information as they could about what employees should expect. Represents an example of?" Provide assistance to displaced workers Help survivors thrive Both A & B More Communication is significant b) "An army officer gives his directions on a certain task, his cadets are compelled to follow his instructions. This is an example of ___. " Expert Referent Reward Legitimate c) _____ is the person who serves as one of the key persons in managing change initiatives. Change agent CEO CFO CIOCASE STUDY: Managing Foreign Currency Exposure at 3M 3M is one of America’s oldest and most venerable diversified industrial corporations. The company is known for its strong consumer brands, such as Scotch, Scotchgard, Post-it, Scotch-Brite, and ACE Bandages, but in truth its consumer business only constitutes a small part of its activities. The company also has many product offerings with applications in industrial areas such as automotive, health care, electronics, and energy, as well as safety and graphics. 3M has a well-earned reputation for being an innovation machine, plowing 6 percent of its annual revenues back into R&D. A long history of innovation has given 3M a portfolio of 55,000 products, many of which command high margins. Some 30 percent of its sales come from products introduced in the last five years. In addition to being an innovation machine, 3M is also one of the most international of all U.S. companies. The company generates around 60 percent of its $32…