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Driving nuts for Beetles

Consumer preferences for cars need to be continually tracked to identify changing demands and specifications. However, there is one car that is quite an exception – the Volkswagen Beetle. More than 22 million of the original model were built between 1938 and 2003. Surveys have been conducted in different countries to determine the reasons why people purchased Beetles. Principal components analysis of the variables measuring the reasons for owning Beetles have consistently revealed one factor – fanatical loyalty. The company had long wished for the car’s natural death, but without any effect. The noisy and cramped ‘bug’ inspired devotion in drivers across the generations. Now old bugs are being sought across the globe. VW reintroduced the brand in 1998 as the ‘New Beetle’, which has won several distinguished automotive awards.

 
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Factors predicting unethical marketing research practices

Unethical employee behaviour was identified as a root cause for the global banking and financial mess of 2008–9. If companies want ethical employees, then they themselves must conform to high ethical standards. This also applies to the marketing research industry. In order to identify organisational variables that are determinants of the incidence of unethical marketing research practices, a sample of 420 marketing professionals was surveyed. These marketing professionals were asked to provide responses on several scales, and to provide evaluations of incidence of 15 research practices that have been found to pose research ethics problems. One of these scales included 11 items pertaining to the extent that ethical problems plagued the organisation, and what top management’s actions were towards ethical situations. A principal components analysis with varimax rotation indicated that the data could be represented by two factors. These two factors were then used in a multiple regression, along with four other predictor variables. They were found to be the two best predictors of unethical marketing research practices.

To simplify the table, only varimax rotated loadings of 0.40 or greater are reported. Each was rated on a five-point scale, with 1 = ‘strongly agree’ and 5 = ‘strongly disagree’.

 
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A repair and inspection facility consists of two stations: a repair station with two technicians, and an inspection station with I inspector. Each repair technician works at the rate 3 items per hour; the inspector can inspect 8 items per hour. Approximately 10% of all items fail inspection and are sent back to the repair station. (This percentage holds even for items that have been repaired two or more times.) If items arrive at the rate 5 per hour, what is the long-run expected delay that items experience at each of the two stations, assuming a Poisson arrival process and exponentially distributed service times? What is the maximum arrival rate that the system can handle without adding personnel?

 

 
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Ali has a rock quarry (alla) that provides local stone for landscaping. Currently, Jan-2021, he has an offer for $45,000 to sell the quarry. He has only one week to make this decision. He is hesitant to sell because he believes there will be an increase in demand in the next 2 years that would improve his financial situation. He thinks there is a 60% chance of an increase in demand, at which point he would operate at a profit of $30,000 in 2021, and then decide to operate at a profit of $50,000 in 2022 or sell the quarry to a new buyer for $45,000 in Jan-2022. If demand does not increase, he would operate at a profit of only $7,000 in 2021 and 6,000 in 2022. If he decides to keep the quarry, the current buyer would be willing to pay $8,000 in Jan- 2022. Interest rates are 5% and 7% in the first and second year, respectively,

a) Develop a decision tree model to determine what Ali should do.
b) Draw the influence diagram of this problem.
c) Do you have a requisite decision model? Does it pass the clarity test? Explain.
d) What is the planning horizon of Ali?

 
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