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Demand for salamis is 182 per month Salamis cost $1.12 each The fixed cost of air-flight for an order of salamis is $375 Annual cost of capital is 16.5 percent, cost of shelf space is 5 percent the value of the item, and 1.8 percent of the value for taxes and insurance a) How many salamis should be ordered? How often? b) How many salamis should be on hand when the next order is placed? Know that the lead time is 3 weeks. c) Each salami sells for $3. Is this a profitable item? What annual profit can be realized? d) The salamis have a shelf life of 4 weeks. What is the trouble with the policy from part a)? What policy would need to be used? Are salamis still profitable?
 
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Using able 112, determine the sales necessary to equal a dollar of savings on purchases for a company that has: a) A net profit of 4% and spends 40% of its revenue on purchases. In this situation, $1 savings in supply chain is equivalent to increasing the sales by $ to realize the same profit (enter your response to two decimal places). b) A net profit of 10% and spends 50% of its revenue on purchases. In this situation, $1 savings in supply chain is equivalent to increasing the sales by $ to realize the same profit (enter your response to two decimal places). Percent Net Profit of Firm 2% 4% 6% 8% 30% $2.78 $2.70 $2.63 $2.56 $2.50 Percent of Sales Spent in the Supply Chain 40% 50% 60% 70% 80% $3.23 $3.85 $4.76 $6.25 $9.09 $3.13 $3.70 $4.55 $5.88 $8.33 $3.03 $3.57 $4.35 $5.56 $7.69 $2.94 $3.45 $4.17 $5.26 $7.14 $2.86 $3.33 $4.00 $5.00 $6.67 90% $16.67 $14.29 $12.50 $11.11 $10.00 10% *The required increase in sales assumes that 50% of the costs other than purchases are variable and that half of the remaining costs (less profit) are fixed. Therefore, at sales of $100 (50% purchases and 2% margin), $50 are purchases, 524 are other variable costs, $24 are fixed costs, and $2 profit. Increasing sales by $3.85 yields the following: Purchases at 50% $ 51.93 Other Variable Costs 24.92 Fixed Cost 24.00 Profit 3.00 $103.85 Through $3.85 of additional sales, we have increased profit by $1, from $2 to $3. The same increase in margin could have been obtained by reducing supply chain costs by $1.
 
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How would you respond to this and what question would you ask?
Top 3 competitors:

1. Minneapolis Tattoo Shop

2. Jackalope Tattoo

3. Steady Tattoo and Body Piercing

One interesting finding I noticed was that “Minneapolis tattoo twin cities custom tattoo shop” had the most linking domains of 6. This tells me that in the SEO, these keywords brought a lot of users to Minneapolis Tattoo Shop’s website. A strategy that this company used was applying popular keywords to their website that would gain the most organic traffic. Something else I learned was the competitors marketing implications of keeping keywords short and simple, because potential visitors are typing keywords that are simple and get them to where they want to go faster. Lastly, I noticed that their backlinks are connected to websites that are advertising “Best Shops in The Twin Cities” on popular websites. Steady Tattoo and Body Piercing has a backlink on WCCO 4 News, which is a great marketing strategy to gain recognition from local potential customers.

 
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Review Chapter 19 in the textbook, paying special attention to Figure 19.6 “Multi-National Pharmaceutical Company.” Using Figure 19.6 as a model, evaluate the organization you have selected. Create an organizational chart by market segment. This can be used to evaluate business processes in relation to the internal value chain and to communicate to organizational stakeholders the way that culture affects strategic planning.

Part 2: Business Memo

Imagine you have been asked to communicate your findings about the organization to stakeholders. In a 500-750 word business memo to stakeholders, address the following.

  • Describe the organizational culture.
  • Discuss the implications of the culture on strategic planning.
  • Explain the difference between operating activities and strategic initiatives.
  • Communicate where the value is in the organization based upon the structure.
  • Identify areas of opportunity and explain where process changes would be seen or come from.
  • Identify potential barriers to strategic planning and explain actions that could be taken to overcome the barrier
 
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