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Apply elementary mathematical concepts and quantitative methods in business decision-making under certainty.

For the applied assignment, please submit a 5-6 slide PPT (NOT including title page and references page) that includes the following parts:

PART 1: Create a context: Introduce a real-world business situation or an imagined business scenario that may benefit from the “math” presented in the prior two weeks (Weeks 1 and 2 – see the objective stated in bold above). While creating the context, ask yourself: What business use cases may benefit from the quantitative methods offered last week and this week? Pick one. You can use Google or other search tools, or your own workplace experience, to create the context. Once you decide on the context, describe it clearly in your PPT presentation. Be sure to deliver all relevant information for the audience (in this case your instructor) to help him/her understand the context fully.

Part 2: Show with exampleshow the “math” or quantitative methodology introduced in the prior two weeks relate to the business use case you introduced. (e.g., does the math/methodology help to resolve a business problem?) Be specific in your description of how you can use the quantitative information in connection with the business case (your context) you described. Give examples. Use technical terminology when necessary.

Part 3: Reflect on your learning by answering these questions:What changes have you observed in your own learning or knowledge of math/quantitative methods as a result of the topics introduced in Weeks 1 and 2 of this course? What did you find most valuable or useful for your MBA education and/or your current/future career. (As you articulate your thoughts for Part 3, be original: Do not repeat the business context or situation you described in Parts 1 and 2. Think beyond that context).

 
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Organizational Behavior……

On a very bleak Monday morning in October, Dr Murray arrived at his office in San Marina General Hospital and for the first time that he could remember, he wished he could have stayed home. His entire weekend had been spoilt and he was still upset over a nasty row he had with the consultant from the UK who had been assigned to the government of San Marina. Dr Murray had enjoyed a reputation as an even-tempered man who disliked confrontation and he did not wish that to change. At the same time, he could not feel any remorse about the way he had acted. His only concern was to find a way to institute some damage control. John Murray is the Chief Medical Officer (CMO) for the small island state of San Marina, which has an area of approximately 75, 000 km2 and a population of 80,000. The island has one 150-bed public hospital with a simple organisation structure. There are two main wards – male and female for surgical and medical patients, and a small children’s ward. In addition to the hospital, the island’s health care delivery system includes the two government health centres offering primary health care and a few private practitioners offering a relatively comprehensive level of service. In his position as Chief Medical Officer, Dr Murray is the chief technical adviser to the Minister of Health, Education and Welfare and has overall responsibility for the island’s health policy. He is also the medical officer in charge of the hospital and his office is located in the hospital building where he performs some clinical duties in addition to supervising medical personnel. Along with his technical responsibilities, Dr Murray, by virtue of his status and position, exercises extensive moral authority in the hospital. The Matron of the hospital who is responsible for all nursing personnel – hospital and public health – is also the principal nursing officer and advisor to the Minister on nursing policies. But Matron hardly makes any policy or staffing decision before first referring the matter to the Chief Medical Officer. The same applies to all para-professionals or senior administrators in the hospital. For example, the Hospital Manager seeks his approval for all expenditure for medical supplies. As a former colonial state, San Marina continues to receive some technical assistance from the UK and so it was that Major John Sheffield, retired army surgeon with vast experience in several areas of medicine, was assigned to the island to assist the government in reviving laboratory services in the hospital and to help train laboratory technicians for this service. Since the retirement of the only qualified lab technician some three years earlier, the hospital has been relying on a privately owned laboratory to carry out the most basic lab tests and this was proving to be most unsatisfactory. From the outset, the Major’s presence in the hospital had been somewhat disquieting for several reasons. Within the context of the growing nationalism in the Caribbean region, expatriates were viewed with suspicion if not outright hostility. White expatriates with a military background posed a particular challenge to local staff who were accustomed to authority being exercised with an admixture of autocratic benevolence. Their tendency towards a ‘laid back’ approach to punctuality and the notion of ‘Caribbean time’ were anathema to the Major. On Friday, October 10, the Major had gone to the CMO’s office to complain about the lack of industry among the staff. He proceeded to give his advice on how he believed the hospital could be restructured so that the CMO would be relieved of some of his day-to-day administrative responsibilities. Without waiting for any reaction to his advice, the Major went on further to suggest that his own management skills could be more effectively utilised. Despite Dr. Murray’s attempt to control his emotions his response was less than courteous. He made it clear in no uncertain terms that after being in that position for over 30 years he did not wish to be told how to run ‘his’ hospital and that the Major would do well to stick to the task to which his government had assigned him. The Major, who up to that time had enjoyed an amicable relationship with the CMO, was quite unable to speak for some time, and when he regained his composure, he stalked out of the office without a word. Immediately, the CMO regretted his reaction. All weekend Dr Murray had gone over in his mind how he would mend the fence that had been broken and as he approached his office, he was preparing to eat humble pie and apologise to the Major. He was still musing when Matron, who was usually very calm, rushed towards him breathlessly. “Doctor!” she said, “we have a real crisis on our hands!” She told him that on Sunday night three children from an outlying district had been admitted to the ward with what appeared to be food poisoning. They were brought in by the community health aide who lived in the district. One registered nurse was on duty in the children’s ward but as the only resident medical officer was off duty, their only option would be to engage the services of a private practitioner who also worked in the hospital on a part-time basis. The children had been vomiting and there was a need for specimens to be collected and tested in the lab. Matron had called the Major to seek his assistance and he had arrived promptly. By early morning he had carried out some preliminary tests and on the basis of his knowledge and experience had taken full control of the situation. Assess the notion that the role of pharmacies in the 21st century is to dispense medication on demand by customers

1. What is the main purpose of this case study and briefly outline the overall problem to be solved.

2. Write a brief description of this case under discussion giving an outline of the main issues involved.

 
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FoodVan is an online grocery and ready-to-eat meals delivery business that decided to analyse around a million transactions from almost 100,000 customers in their database so it could better understand what its customer wanted for their online grocery shopping. They also would like to implement a Customer Relationship Management (CRM) solution to better understand their customers, hence, improve their customer service. They also would like to see an improvement in their Supply Chain Management (SCM) systems, as their growing product lines require a more robust integration of their systems with their suppliers. In view of this, they are investigating pioneering technologiesin RFID systems to be used in their warehouses. The vision of the company is “to be the go-to online store for food” by offering speed, convenience, choice, and price delivered to customers door within 30 minutes or less.It used analytics to build a data-centric approach to its business. Their efforts bore so many results that the initial Proof of Concept (POC) reports identified that banana, grapes,peach, andpineapple were the most fruits their customers buy in 202x. As a result, they’ve realised that their big data could reveal insights they don’t know before which could even create new sources of revenue for the business (for example, fruit baskets as a product line for the five most popular fruits sold).“We had a lot of data coming from our point-of-sales software. Initally, the challenge was how to a develop a quick way to talk to the company’s POS database. Our goal was to use the huge amount of transaction data in a cost-effective way and find the right metrics to help us drive our business forward,” said Al Coles, vice president of R&D and analytics at FoodVan.The company used Tableau to crunch its data. Initially, they used Microsoft Access but eventually used SQL to talk directly to the company’s POS database. After they found an easy way to access the data, their next challenge was to drill down into the information in ways that would positively impact business results. While they have an in-house IT personnel specialising in MS Access and SQL, they needed additional help from external consultants in implementing Tableau, a data visualization software focused on business intelligence. Tableau is a powerful and fastest growing data

visualization tool. It helps in simplifying raw data into the very easily understandable format in the form of dashboards and worksheets. Tableau is cost-effective as it only cost them $70 per month for the subscription.FoodVan have two primary revenue streams that needed to be optimised: Online Grocery and Meal-In-A-Wheel Delivery.”These two revenue streams were driven by different base emotions in our customers, so it was important for us to understand that when we began to analyse our data for optimizing our business. Understanding our customer motivations will allow us to create the metrics that we can use moving forward,” Coles said.In the case of Online Grocery, revenues came in when customers buy because of three factors, convenience, choice and price. Using big data analytics, FoodVanwill be able to formulate metrics that will help them meet up these needs.Incontrast, Meal-In-A-Wheel revenues are generated from different customer motivations.”You buy ready-to-eat meals because you don’t have time to prepare, you want instant food in no time, irrespective of the cost. People want choices and quick delivery”, Coles said. Coles acknowledged that it was sometimes easy to get lost in all of the data. “It took us awhile to narrow and refine data and metrics,” he said. In the end, Coles said that the three foremost analytics questions FoodVan asked were:•How can we further improve our services?•How do we reduce delivery times?•How can we find hidden needs and fill up with new products and services?Their big data roadmap started from using MS Access, then switching to SQL as an easier way to access the data from the POS database to drilling down into the information through business analytics using Tableau. After rolling out their Big Data and CRM strategy, FoodVan have nearly doubled their annual sales to $878,850 and welcomed an additional 15,000 customers in 202x, a 10% increase in total customer count.You are required to Identify the issues managers face in the selection, use, management and deployment of IS (ULO-1), Identify the issues managers face in the selection, use, management and deployment of IS(ULO-2), assess the relationship between organizations, IS and business processes for Customer Relationship Management (CRM) and Supply Chain Management (SCM) (ULO-3), and appraise the salient characteristics of CRM, SCM and IS assets management (ULO-4).

on the basis of given case study answer the following

 
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Creating an App that drives loan demand and relationship banking

Marketing Plan

Instructions: Specific and organize a Marketing Mix (the 4 p) and Objectives with Product, Price, Promotion (Plan), and Place. Consider the product will be launched in Lincoln, NE.

___________________________________________________________

Objectives and goals

Mission statement

[Outline your mission statement]

Marketing objectives

[Outline the marketing objectives that will help you achieve your mission]

Goals

[What are your short and long-term goals? Include details of how you will measure and achieve these goals and the expected timeframe]

Marketing strategies

Pricing strategy

[Double-click the table below to enter your details or attach your own pricing strategy to this plan]

Product Forecast sales ($) Forecast cost price ($) Markup (%) Gross profit ($) Gross profit margin (%) Gross profit contribution of product (%)
Total $ – $ – 0% $ – 0% 0%

[If you provide services rather than products you should provide your pricing structure, such as your hourly rate or rates for one-off services. Include an explanation of how you determined your fees and charges. Double click on the table below to input your data]

Item
Annual profit required $0.00
Annual running costs $0.00
Total revenue required $0.00
Weeks worked per year
Hours worked per week
Total hours worked 0
Chargeable hours available
Hourly charge out rate $0.00
Hourly charge out rate inc GST $0.00

Product strategy

[Where do your products/services fit in the market? How do they compare to those of your competitors? How do customers benefit from your products/services?]

Place strategy

Channel

Product/

services

Sales (%)

Advantages

Disadvantages

[Retail outlet, online, export, wholesale, etc]

 [List products/services to be distributed via this channel] [% of overall sales via this channel] [List advantages of this channel] [List disadvantages of this channel]

Promotional strategy

[Outline your promotional strategies such as online, networking, printed material, direct marketing, print advertising, content marketing, public relations, etc. Include the allocated cost or budget for each strategy]

Promotional strategy Expected business improvement Cost ($) Target launch date

People strategy

Required staff

[Specify the job roles you may require]

Job role Quantity Skills required Date required

Recruitment:

[How do you plan to recruit the required staff? Are there any potential skill shortages that may impact on your ability to recruit the appropriate people?]

Training:

[Is there any training required for staff?]

Process strategy

[Outline your customer service and business processes that you will implement to ensure that your sales process is smooth]

 
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