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Read the following extract and then answer the following questions: a. Explain the term ‘intangible cultural heritage’ b. In what ways is the smell of the Kraft factory and Vegemite and example of intangible cultural heritage? c. Why is the Melbourne City Council recommending a heritage listing for this smell? d. Why is it important to Melburnians (and others) to preserve the smell? e. Why is the smell more significant as part of Melbourne’s heritage than the building where Vegemite is made? Page City of Melbourne council has recognised the heritage value and ‘sensory experience’ of the Australian yeast spread’s distinctively pungent perfume. The taste of Australia’s iconic spread has long been divisive. Now the smell of Vegemite is being recognised. The City of Melbourne council has recognised the heritage value of the distinctive odour as part of its description of a Port Melbourne factory where the yeast spread has been long manufactured. The former Kraft Vegemite factory on 1 Vegemite Way, Fishermans Bend was built over a century ago. Now owned by Bega, the factory has produced the nation’s supply of Vegemite since the 1920s. “It is important for future urban planning in that area to be underpinned by an understanding of its historical significance to Melbourne’s industrial history.” The Vegemite factory, “and the smell coming from it,” is a large part of that historical significance, Watson said. Located off the Westgate freeway – a major traffic artery in Melbourne, Watson said the distinctive smell of the factory is something “you get a whiff of when passing from place to place. “The National Trust wanted to acknowledge the sensory experience of the place as part of the City of Melbourne’s heritage study.” However, the City of Melbourne council stopped short of declaring the Vegemite smell “significant”. This is to ensure no “future development of Fishermans Bend” is put in jeopardy, said the City of Melbourne’s deputy lord mayor Nicholas Reece in a statement. While the deputy lord mayor acknowledged the “attachment many people have towards the distinctive smell of the beloved spread” that emanates from the factory, the council sought to avoid tying “a smell to the ongoing use of the land”. The deputy lord mayor does acknowledge that the distinctive smell will be recorded as a “recognised part of the site’s history” in the City of Melbourne’s heritage study. “We see this as an appropriate outcome. We are pleased the smell will still be recognised,” said Watson. “Our campaign for the smell to be recognised is about acknowledging that the significance of this place goes beyond the bricks and mortar of the factory building.” The idea of recognising smells as having heritage significance is unusual, explained Watson. “This is the first time the National Trust has proposed something like this in relation to a heritage place.”

 
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Elite Development Inc. (“Elite”) is in the business
of acquiring large parcels of land for commercial development. Elite has
pursued William Howell III for a number of years looking to purchase his family
estate (“The Estate”) for the purpose of developing a golf and
country club (“The Club”). Mr. Howell has always refused Elite’s
offers to purchase. Over the years Elite has acquired two other large pieces of
land adjacent to The Estate, but The Estate is critical to the development of
The Club. Unfortunately, Mr. Howell is not getting any younger and with the
upkeep and maintenance of The Estate becoming increasingly difficult for him to
manage, he has finally decided to dispose of The Estate.

On September 10th, Mr.
Howell’s real estate agent gave Elite’s president an offer whereby Mr. Howell
offered to sell The Estate to Elite for $5,000,000. The offer was
“open” until September 17th and specified that acceptance was
required in writing. On September 13th Mr. Howell’s the real estate agent
contacted Elite’s president and informed her that Mr. Howell had unexpectedly
sold The Estate to someone else. In response. Elite’s president stated that
Elite’s Board of Directors had met the night before, had approved the purchase
and she had already initialled the offer and prepared a formal letter of
acceptance. Following her discussion with the real estate agent, Elite’s
president immediately delivered the initialled offer and the letter of
acceptance to Mr. Howell.

Elite sued Mr. Howell
for breach of contract.

1. Discuss the basic elements of a contract and
whether the negotiations set out above constitute a legally enforceable
contract. Your discussion should include Mr. Howell’s defence. Be sure to
consider the fact that this is a contract involving land. Render a decision.

ii. What could the parties have done to keep a firm offer open? Would
such an agreement impact whether there was an enforceable contract between the
parties?

iii. What avenues of dispute resolution do you recommend to Elite in
resolving the dispute with Mr. Howell? Why?

 
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T-Pop produces locally made soda. The Company needs to develop its production plan for the following 6 months. The forecast and available operation days are as follows:

April

May

June

July

Aug

Sept

Available days

15

25

28

27

16

20

Demand (100s of boxes)

88

95

123

176

140

63

Consider the following operating parameters:

Past data indicates that in 26 days, the factory was able to produce 10400 boxes with 100 workers.

The cost of hiring 1 worker is $125, the layoff cost is $300. The cost of inventory is $0.75 per box. The normal salary is $1600 per worker per month.

The initial inventory is 4500 boxes. Also, in March, the company has 86 workers. Management needs to have 3000 boxes at the end of September.

Define the aggregate plan to operate from Apr-Sept. Justify your assumptions and the method that you choose. Remember to look for the option that decreases cost (max productivity).

 
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Institution: Knightsbridge Health System, a for-profit, 1575-bed health system consisting of six medical centers providing general medical and surgical services

Location: Laurel (population 594,210), located in the East South Central region of the United States Characters: Mr. Kevin Foster, Chief Marketing Officer Ms. Dana Sutherland, Chief Executive Officer (both of Knightsbridge Health System)

Context: In this case, the top marketing executive of a health system recommends an innovative method for improving the patient experience by introducing retail elements into the servicescape. Kevin Foster, Chief Marketing Officer at Knightsbridge Health System, is excited. Several weeks ago, he was asked to join an architectural planning committee to discuss the design and construction of Knightsbridge Health System’s newest hospital, Knightsbridge-Eastgate Medical Center. Kevin is new to Knightsbridge Health System, taking the position as marketing chief just three months ago. Still, he has worked quickly to learn the operations of his new organization and was honored to be selected to serve on the planning committee. Kevin’s first opportunity to serve at the helm of a marketing department, but his education and former employment positions have prepared him well for the role. Kevin entered marketing through a less traditional route. Instead of earning a college degree in marketing or business administration, he pursued a degree in commercial art. He entered marketing on the creative side, preparing artwork for several advertising agencies before moving into his first management position in sales. He worked for an apparel company with retail outlets in shopping malls across America. Eventually becoming the company’s national sales manager, he acquired a Master of Business Administration throughout his retail service to broaden his knowledge of marketing and other business disciplines. With 15 years of experience under his belt, he was ready for a change, applied for the Knightsbridge Health System Chief Marketing Officer position, and was awarded the opportunity. Knightsbridge Health System comprises six medical centers having a total of 1575 licensed beds. It is located in Laurel, a city of 594,210 residents located in the East South Central region of the United States. The for-profit health system operates medical centers in all but one region of the city—Eastgate—an area that has witnessed significant growth in recent years as the population of Laurel expands. Knightsbridge-Eastgate Medical Center, Knightsbridge Health System’s seventh property that will add 250 beds to the system’s total, will fill this void and afford Knightsbridge Health System with total market coverage in Laurel. Knightsbridge Health System embraces a moderately conservative approach to healthcare delivery, emphasizing traditional positives such as high-quality care, employee excellence, and devotion to a guiding mission that focuses on patient attention, care, respect, and shareholder value. But the system is not afraid to take chances and, as such, has gained the reputation of being an innovator, at least within the local healthcare marketplace. Still, Knightsbridge Health System seldom looks outside of the healthcare industry for proven practices from other industries that could be adopted or adapted for gains, something not atypical in the healthcare industry. Kevin, however, views marketing practices, regardless of the industry of origin and use, to be fair game for incorporation into any setting, including health care. From his perspective, the trick is to cast one’s net broadly, searching for innovative ideas across business and industry. Then, assess their feasibility for use in the healthcare industry, investigating if they can be adopted outright or adapted without losing the characteristics that made the practices successful in other industries. Kevin readily acknowledges the unique nature of the healthcare industry in comparison to other industries. Still, with zeal, creativity, and improvisation, he views many gains, already tested and proven elsewhere, to be capable of incorporation in the healthcare environment for massive benefits to patients and the healthcare entities that serve them. As a member of the architectural planning committee, Kevin has been exposed to many discussions regarding Knightsbridge-Eastgate Medical Center, with his greatest interest pertaining to the design and functionality of the servicescape, the physical setting of the facility from parking to landscaping to facility signage to ergonomics to employee attire and beyond. Mostly observing and providing occasional commentary, Kevin was surprised in a recent meeting when Dana Sutherland, Knightsbridge Health System’s Chief Executive Officer, asked him for insights that would take Knightsbridge-Eastgate Medical Center’s servicescape to the next level. Seeking to tap into Kevin’s diverse background and newness to both Knightsbridge Health System and the healthcare industry, she specifically wanted perspectives from someone who, unlike everyone else sitting around the conference table, had experience outside of the healthcare industry, and Kevin fit the bill. Kevin was flattered by Dana’s request. As luck would have it, he had already conceptualized a unique servicescape that, just as Dana was seeking, changed the rules of servicescape design in the healthcare sector. As the team rookie, he had been somewhat hesitant to share his vision, but he was afforded the perfect opportunity to present his ideas at Dana’s request. Kevin communicated that his vision was unique to health care but not to another industry with similar attributes—the transportation industry, with airports serving as the primary model. At airports, passengers are essentially captive, and the wait times for flight departures, even when operating on schedule, are often lengthy. The same hardships exist in healthcare institutions, with patients being captives who often face lengthy waits before being seen by caregivers. Just as in airports, family members often accompany their loved ones to healthcare institutions, bringing yet another party into the service venue. Kevin communicated that airports have responded to this by incorporating retail operations that permit waits to be less frustrating and potentially even productive for captive audiences. Modern airports, especially those in large cities, incorporate shopping opportunities, restaurants, video arcades, and art galleries, among many other things, to enhance the travel experience. These establishments typically are not operated by the airports themselves but rather by companies that lease space from the airports, providing a revenue source and passenger benefit. Given the obvious parallels, Kevin thought that healthcare entities could do the same, incorporating retail elements for a vastly improved services-cape and potentially even generating revenue for healthcare providers. He echoed that this, of course, would go well beyond the typical hospital gift shop or cafeteria. However, since Knightsbridge-Eastgate Medical Center was still on the drawing board, the system had the perfect opportunity to do something innovative. After Kevin presented his vision, some of the audience members chuckled, reminding him that Knightsbridge Health System was in the business of health care, not retailing. But they were quickly silenced when Dana applauded Kevin for thinking in a very innovative way and expressed that his idea had merit. She went on to say that his vision not only would benefit patients and potentially the medical center’s bottom line, but, if done well, it would represent an unbelievably robust product differentiation tool. As the meeting drew to a close, Dana challenged Kevin to refine his idea, requesting a detailed plan for the forthcoming meeting and tapping into his skill as a graphic designer, associated servicescape illustrations. Excited by the positive feedback and upcoming challenge, Kevin thought that this was an excellent way to begin his healthcare career.

3. After presenting his vision, Kevin experienced a period of slight ridiculed by some of his colleagues, who chuckled at his idea before Dana’s response silenced them. Bold new directions will always face ridicule and objection by status quo executives and managers, but they at least should be shared as each has the potential to yield results. Still, the possibility of ridicule often prevents individuals with innovative ideas from coming forward, which, at least in some cases, results in brilliant ideas going to waste.

Describe the distribution channel(direct/indirect) you would recommend and why?

In health care services , the channel of distribution is the path a patient takes as he or she accesses the appropriate level of care .

A direct channel is one in which no one stands between the producer of the product and the ultimate consumer .

An indirect channel may have several intermediaries between the producer and the ultimate consumer .

Select a channel intensity (intensive, selective, and exclusive) and why?

When forming a channel , the provider of the product or service must first decide how intensive the distribution should be . This channel intensity , as it is called , will then determine how available the product is to the ultimate consumer .

The greater the desired coverage , the more the strategy leans toward intensive distribution with more outlets for distributing the service . Intensive Distribution This strategy is typical of consumer goods manufacturers . With intensive distribution , the product is available in a large number of outlets .

Exclusive Distribution The opposite of intensive distribution is exclusive distribution , whereby the product or service is offered in a highly restricted number of outlets .

An intermediate intensity strategy is that of selective distribution . As noted in Figure 10 – 3 , this approach involves fewer retailers than the intensive approach and is particularly attractive to manufacturers of shopping goods . At this distribution level , the consumer compares alternatives on selected attributes and compares the value .

Identify any potential channel conflict and how to address it.

 
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