solution

A company has recently received an order including various quantities of three “models” of a product. The order quantities and resource requirements of these models are summarized in the following table.

Model 1

Model 2

Model 3

Number ordered

3,000

2,000

900

Hours of assembly required per unit

2

1.5

3

Hours of finishing required per unit

1

2

1

Although the company has only 10,000 hours of assembly capacity and 5,000 hours of finishing capacity, it can outsource any portion of the order to a subcontractor. The following table includes the cost of making and the cost of buying per unit for each model.

Model 1

Model 2

Model 3

Cost to Make

$50

$83

$130

Cost to Buy

$61

$97

$145

Formulate an algebraic model to determine the make and buy quantities for each model minimizing the cost of fulfilling the customer order.

 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

solution

Based on the 11-step framework which are(desire to change, digital leadership, vision for digital organization, digital competency assessment, create a roadmap for change, digital education, budget and resource allocations, Pilots Demonstrating Short-Term Successes, A Culture of Bravery and Learning, A Culture of Data Reliance, A Unified Organization View). prepare a report advising a local government on how to digitise its services. Kindly explain and discuss set of guidelines that most traditional organizations can follow. Also, identify and emphasise those steps which are key to success of digital transformation. Word limit is 1600 words and Students are expected to answer the questions through doing proposal composed from introduction, main body and conclusion.
 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

solution

Sexual Orientation and Gender Identity Like religion, language, and ethnicity, sexual orientation is an important component of a person’s identity. Schools are often the places where teens develop social skills and begin to align with peer groups. For adolescents who do not identify as heterosexual in today’s culture, this process of social acceptance and approval is fraught with danger, fear of rejection, and even physical harm. sexual orientation An enduring emotional, romantic, sexual, or affectional attraction that a person feels toward people of one or both sexes. Typical categories applied to sexual orientation include heterosexual, homosexual (gay and lesbian), bisexual (sexual attraction toward both sexes), and transgender (having characteristics of the opposite sex). The acronym LGBTQ is sometimes used to refer to lesbian, gay, bisexual, and transgender people as a group. The “Q” stands for Queer, where “Queer” serves as an umbrella term that encompasses many people as it intersects with sexual orientation and gender identity. It includes anyone who does not associate with heteronormativity; rather, they have nonbinary or gender-expansive identities. Because sexual orientations are often hidden from view, LGBTQ individuals are often thought of as the invisible minority. In schools, fear often prevents these students from revealing their sexual identities; it is therefore important that schools and classrooms provide safe havens for those of our students whose sexual orientation is not aligned with the majority. Attitudes about sexual orientation are a product of individual family biases and beliefs. Students bring these to school, and LGBTQ youth often have to cope with prejudice and isolation. Lack of family support for these youngsters exacerbates the problem, and there is an enormous fear of stigmatization. These students are at greater risk than others for being harassed and bullied, experiencing depression, and attempting suicide. LGBTQ An acronym used to represent lesbian, gay, bisexual, and transgender individuals, and includes Q for Queer, an umbrella connotation that encompasses different ways of experiencing gender and sexuality. For the first time, in 2016, the U.S. Centers for Disease Control and Prevention (CDC) included two new questions in its Youth Risk Behavior Survey. One question asked students about their sexual orientation and the second question asked about the gender of their partners. Twenty-seven states agreed to keep these questions in their survey, and the results indicated to researchers that clearly 8% of high school students, or about 1.4 million teens, report being lesbian, gay, or bisexual. The next group to be counted will be transgender teens. In 2017, for the first time, the CDC sent out its annual survey with a new pilot question on gender identity and expression. The United States will be able to count, for the first time, how many transgender students are in its high schools. A 2017 report stated that about 150,000 high school students, or about 0.7% of 13- to 17-year-olds living in the United States, identify as transgender. These data were released by the Williams Institute at the University of California, Los Angeles, School of Law. The think tank, which researches issues related to sexual orientation and gender identity, based its estimates on statistical modeling rather than direct surveys of children (Blad, 2017). While there is no information available as yet on the number of states that allowed the CDC transgender question to remain on its Youth Risk Behavior Survey, it is hoped that those results will shed more light on the number of transgender students. The reason that these data are so important is to protect the rights of all students, including transgender students. Federal civil rights laws should protect the interests of transgender children, and more complete data could help explain the need for clear, consistent policies related to transgender students to state and local officials. During the Obama era, schools were put on notice that they could be found in violation of the sex-discrimination protections of Title IX of the Education Amendments of 1972 if they didn’t honor students’ gender identity. Sadly, the subsequent administration of Donald Trump withdrew this guidance, rescinding the Obama-era ruling. In withdrawing that guidance, the Trump administration left it to state and local decision makers to determine how to handle a range of issues, including what restrooms and locker rooms transgender students should use, whether to call them by their desired pronoun, and how to handle identifying their gender on student records (Blad, 2017). The experiences of LGBTQ students in schools is captured by the Gay, Lesbian, and Straight Education Network’s (GLSEN, 2015) National School Climate Survey. The most recent results indicate that schools nationwide are hostile environments for LGBTQ students, the overwhelming majority of whom routinely hear anti- LGBTQ language and experience victimization and discrimination at school. As a result, many LGBTQ students avoid school activities or miss school entirely. The vast majority of LGBTQ students (85.2%) experienced verbal harassment (e.g., called names or threatened) at school based on a personal characteristic, most commonly sexual orientation (70.8% of LGBTQ students) and gender expression (54.5%). Almost all of LGBTQ students (98.1%) heard “gay” used in a negative way (e.g., “that’s so gay”) at school; 67.4% heard these remarks frequently or often, and 93.4% reported that they felt distressed because of this language (Kosciw, Greytak, Giga, Villenas, & Danischewski, 2016). Because all students deserve to work in an environment that is both friendly and supportive, student groups have emerged in high schools all over the country to combat LGBTQ bias and discrimination. These groups or clubs are often called Gay-Straight Alliances; they are student-run organizations that provide a safe place for students to meet, support each other, talk about issues related to their sexual orientation, and work toward ending homophobia. Teachers can also create safe havens in their classrooms by interrupting statements of bias when they hear or see their occurrence. The GLSEN website offers many suggestions for teachers to enable their LGBTQ students to be full participants in the life of the school.
 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"

solution

Marketing Strategy with Energy With the founders of Awake having emerged from careers in consumer goods such as Pepsico, there is a keen awareness of the need to continually innovate. While the business adage “innovate or die” might seem a little extreme, it is not far from the truth for companies that decide to rest on past success instead of looking around and seeing what is going on around them (see: Blockbuster Video). Much of what Awake tries to achieve around its marketing strategy is the creation of two things: new products and new customers. While the company is not actively moving away from a loyal customer, the leaders believe in the importance of creating an infrastructure of innovation that will continually push the company to create a new product and then seek out the consumer segment that they believe will gain the most value from consuming this particular product. Awake cofounder Adam Deremo noted that by bringing more new products to market, we have more reason to go out and talk with our customers on a more frequent basis than we ever had before.” This “excuse” for customer engagement is a great way to not only assess new product ideas but also get the name of the brand in front of consumers on a more consistent basis. And once again, the backbone of marketing (needs) is front and centre in Awake’s approach to its marketing strategy. One of the most misunderstood aspects of marketing surrounds the concept of strategy. Often companies, journalists, and even business students will assume that marketing strategy is all about tactical concepts such as creating great content or developing an advertisement. For Awake, the ability to come up with “new” is central to its strategic aspirations. Deremo asserted: “Having a more robust innovation pipeline, and bringing new products to market more frequently, I think is a good marketing strategy. It meets consumer needs.” And as new Awake products arrive on store shelves, the focus is squarely on creating something incremental that builds upon what is already available to consumers. Awake listens to customer feedback and shifts gears whenever necessary. In recalling a recent new product introduction, Adam Deremo described how a shift in consumer preferences shifted what the company offered: “The ways we can make it better is: one, the format. So we launched in a full-size bar that had 200 calories with between 20 and 30 grams of sugar We subsequently brought out a format that was a third its size and between 20 and 30 grams of sugar. We subsequently brought out a format that was a third its size and less than 100 calories per serving and fewer than 9 grams of sugar. Consumers seem to value that If you go looking for Awake Chocolate on store shelves, you will not only find the original chocolate bar that started it all on Dragon’s Den. You will find a number of new innovations, including different sizes and flavours, but also different formats like bite-sized snacks and granola. And there are no signs of Awake stopping anytime soon. The company continues to come up with new ideas, test markets, and concept assessments. The cupboards of Awake’s product ideas are far from bare, as Deremo stated: “At this point in the lifetime of the brand, we have the deepest innovation pipeline that we have ever had.” For competitors in the market, including the larger more established brands like Quaker and KitKat, this pipeline should be a concern. The company is still small enough to be nimble and make adjustments on the fly that would be challenging for large multinationals. And the company’s plan is to make sure its marketing strategy never has the company standing still. “It’s about maximizing consumer reach. In simple terms, the more dissimilar you can make your next project, the more likely you are to reach a new consumer.” Deremo’s makes it clear that the beaten path is of no interest for Awake. There are simply too many ideas based on continually evolving consumer needs. And for that reason, Awake has a marketing strategy with real energy QUESTIONS 1. Conduct a SWOT analysis for Awake Chocolate. Use the information from the case at the end of Chapters 1 and 2, along with your own research on the internal and external environments facing the company. 2. Adam Deremo was quoted as saying: “We are trying to expand the footprint of Awake as much as we can—to make sure that when we bring new products, we’re reaching new consumers.” Using the Ansoff matrix, describe which type of marketing strategy this approach is supporting It ir doar that duke Chocolate has a yery ageressive marketing strategy. Create a short pitch QUESTIONS 1. Conduct a SWOT analysis for Awake Chocolate. Use the information from the case at the end of Chapters 1 and 2, along with your own research on the internal and external environments facing the company. 2. Adam Deremo was quoted as saying: “We are trying to expand the footprint of Awake as much as we can—to make sure that when we bring new products, we’re reaching new consumers.” Using the Ansoff matrix, describe which type of marketing strategy this approach is supporting. 3. It is clear that Awake Chocolate has a very aggressive marketing strategy. Create a short pitch for a more conservative approach to marketing strategy than the one Awake currently undertakes
 
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"