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Porter’s Value Chain Analysis


Porter’s Value Chain Analysis (Level 1 heading – 3 to 6 pages)

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Start with an opening paragraph (or two) that previews the information included under this Level 1 heading. (1⁄2 to 1 page)

Based on the team’s research, apply Porter’s Value Chain model to the business. Describe (i.e., do not just list) the information systems used by the business that most likely will have strategic impacts on the support and primary activities. If the organization of analysis is a sub organizational unit within a larger organization, then the research team needs to decide whether to apply the model to the entire organization or the sub organizational unit. Also, the Research Team may want to support the narrative with a graphic as an appendix that depicts application of this analysis (Note: Do not include the graphic within the text).

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BUS SCE Revised 2/2/17 1

DEPARTMENT OF BUSINESS MANAGEMENT

Senior Capstone Experience Guidelines 2017-18

Table of Contents

Overview ……………………………………………………………………………………………………………………………………………………. 2

Business Plan Capstone ………………………………………………………………………………………………………………………………… 2

ABSTRACT ……………………………………………………………………………………………………………………………………………. 3

CHAPTER 1: EXECUTIVE SUMMARY …………………………………………………………………………………………………….. 3

CHAPTER 2: GENERAL COMPANY DESCRIPTION ………………………………………………………………………………… 3

CHAPTER 3: PRODUCTS AND SERVICES ………………………………………………………………………………………………. 3

CHAPTER 4: MARKET RESEARCH …………………………………………………………………………………………………………. 3

CHAPTER 5: MANAGEMENT AND ORGANIZATION ……………………………………………………………………………… 6

Special Topic Capstone ………………………………………………………………………………………………………………………………… 6

Strategy Capstone ………………………………………………………………………………………………………………………………………… 7

ABSTRACT ……………………………………………………………………………………………………………………………………………. 7

CHAPTER 1. INTRODUCTION ……………………………………………………………………………………………………………….. 8

CHAPTER 2. ANALYZING THE INDUSTRY ……………………………………………………………………………………………. 8

CHAPTER 3. ANALYZING THE FIRM ……………………………………………………………………………………………………. 10

CHAPTER 4. RECOMMENDATIONS ……………………………………………………………………………………………………… 13

Research Ethics …………………………………………………………………………………………………………………………………………. 14

Managing Your Research ……………………………………………………………………………………………………………………………. 14

Charts, Images, and Supplementary Material …………………………………………………………………………………………………… 15

Draft Chapters …………………………………………………………………………………………………………………………………………… 15

Final Chapters ……………………………………………………………………………………………………………………………………………. 15

Grading the Capstone …………………………………………………………………………………………………………………………………. 15

Writing Guidelines …………………………………………………………………………………………………………………………………….. 19

DOCUMENT FORMAT: APA………………………………………………………………………………………………………………… 19

STYLE DO’S AND DON’TS ………………………………………………………………………………………………………………….. 20

General Timeline ……………………………………………………………………………………………………………………………………….. 21

APPENDIX A: Business Management Student Learning Objectives …………………………………………………………………. 22

APPENDIX B: Sample Cover Page ………………………………………………………………………………………………………………. 23 BUS SCE Revised 2/2/17 2

Overview

One of the defining elements of a Washington College education is the senior capstone (officially, the Senior Capstone Experience, SCE). The SCE in Business Management is an intensive individual project that requires extensive research, thoughtful analysis, and clear writing. There is no set length, but most capstones are at least 40 pages long (longer is not necessarily better). Because each student may choose (in consultation with a professor) his or her own capstone topic, the capstone gives you a chance to gain expertise and skills in an area of business or management of your choice, from marketing to finance to information systems.

Beyond research and knowledge, the capstone is an opportunity for you to exercise and display your thinking and communication skills—skills that are highly in demand from employers. A 2010 American Association of College and Universities survey found that 84% of business leaders want college students “to demonstrate a significant project before graduation, to demonstrate their depth of knowledge and a passion for a particular area, as well as their acquisition of broad analytical, problem solving, and communication skills.”

So the capstone is more than a graduation requirement: it’s one of the best ways to help you embark on a career.

Capstone tracks. There are three tracks for the senior capstone in Business Management: (1) the Business Plan

Capstone, (2) the Special Topic Capstone, and (3) the Strategy Capstone.

Course registration, grading and alignment with departmental student learning outcomes. The capstone counts as a course, BUS SCE. Students are enrolled in the 4-credit BUS SCE course in the senior year, usually in the final semester, by the Department Chair. The capstone receives a mark of Pass, Fail, or Honors. Grading is aligned with several Business Management student learning outcomes: managerial knowledge, critical thinking, communication skills, and ethical awareness. Global awareness is incorporated in all Strategy capstones and many other capstones depending on the nature of the topic chosen. Collaboration skills are not an element of the SCE.

Double majors. Most double-major Capstones will fall into the Business Management Department’s ‘special topic’ track (see below), which provides considerable flexibility in designing, researching, and writing the Capstone. The Department encourages double majors to write a single integrated Capstone that can be submitted for both majors. . When faced with timelines from two departments, students should expect earlier ones to take precedence. Double majors can only earn 4 total SCE credits, even if they write two Capstones.

Application and timeline. The first step in pursuing your Senior Capstone is to complete the SCE application form found at http://bit.ly/2j2k2sr. Please see the last page of this document for due dates.

Business Plan Capstone

Students interested in learning what goes into starting a business can get a head start on launching their own enterprises by writing a Business Plan capstone. Students interested in this track should take BUS 320

Entrepreneurship. It is also recommended but not required that students interested in the business plan track take

BUS 212 Managerial Accounting.

Students desiring to pursue this track must meet these initial eligibility criteria:

 WC GPA of at least 2.75

 BUS GPA of at least 3.00

 

Students interested in the Business Plan capstone will indicate their business idea on the SCE application and follow up by submitting a complete application a neat, well-written, double-spaced proposal that includes the following elements.

  1. a) the business idea (description of the products/services)
  2. b) pertinent current trends in the industry/business; growth potential
  3. c) description of your core competencies that will support the business
  4. d) description of what makes your idea/business unique

BUS SCE Revised 2/2/17 3

 

This track is limited to a maximum of 10 students who will be accepted based on the quality of their proposals. Students who are not accepted to write a business plan capstone will write a strategy capstone instead.

The purpose of business plans are to serve as a roadmap for the entrepreneur to follow in establishing his or her business, to determine if the proposed business will be profitable, to identify strategies to minimize risk, and to provide required information for applying for bank financing of the enterprise. The business plan will consist of the following sections:

BUSINESS PLAN

ABSTRACT

The abstract comes first but gets written last. It is a summary of what you did and what you found: your argument in a nutshell, in 150 to 250 words. The abstract is the only part of your capstone that most people will read if you choose to have the library archive your work, so write it with care.

BUSINESS PLAN

CHAPTER 1: EXECUTIVE SUMMARY

This section should be written next to last and not exceed two pages. It should include everything that would be covered in a brief interview with prospective financial backers:

 Name

 Location

 Description of product or services

 Target market statement

 Legal structure

 Differentiation from competition

 What does the future hold for your business or industry?

 Business goals: include measurable short term (1 year) and long term (3 year)

 

BUSINESS PLAN

CHAPTER 2: GENERAL COMPANY DESCRIPTION

This section examines the nature of your firm and the environment in which you will compete. It should include:

 Mission Statement

 Company goals: where do you want your company to be in one year, in two years?

 Company objectives: what are the progress markers to reach each goal? How will you know when you have reached each goal? How will you measure each goal?

 Business philosophy: what is important to you in the business?

 Describe your chosen industry.

 Describe your target market.

 What are your company core strengths and competencies?

 What will be the legal form of the business? Why did you select that form over other recognized forms?

 

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BUSINESS PLAN

CHAPTER 3: PRODUCTS AND SERVICES

Describe in depth your products and/or services. What factors will give you competitive advantages or disadvantages? Include pricing, fees, leasing structure, etc.

BUSINESS PLAN

CHAPTER 4: MARKET RESEARCH

Include both primary and secondary research. Primary research consists of gathering your own data (ex. traffic count, focus groups); secondary research is gathered from published information (ex. demographic profiles, trade journals, literature review). Address the following elements. BUS SCE Revised 2/2/17 4

 

Economics. Facts about your industry.

 What size is your market?

 What present share will you have?

 What is the current demand in the target market?

 What are the current trends?

 Growth potential

 What barriers to entry will you face (ex. high capital costs, training/skills) and how do you overcome these barriers?

 

Products/Services. In your earlier description of products/services, you described your products and services as you see them. In this section, describe them from your customers’ point of view. For each product or service:

 Describe the most important features. What is special about the product/service?

 Describe the benefits. What will the product/service do for the customer?

 What after-the-sale services will you provide (ex. delivery, warranty, follow-up)?

 

Customer. Identify the most important groups and for each group, construct a profile that includes:

 Age

 Gender

 Location

 Income level

 Social class/occupation

 Education

 Other (specific to your industry)

 

For business customers, factors might include:

 Industry

 Location

 Size of firm

 Quality, technology, price preferences

 Other (specific to your industry)

 

Competition. What products/companies will compete with you? List your major competitors (provide names and addresses). How will your product/services compare with the competition? Include a short paragraph stating your competitive advantages.

Niche. In one short paragraph, define your niche, your unique corner of the market.

Strategy. Your marketing strategy should be consistent with your niche.

Promotion.

 How will you get the word out to potential customers?

 Advertising: what media, why and how often?

 What image do you want to project? What plan do you have for graphic image support (logo design, letterhead, brochures)?

 Should you have a system to identify repeat customers?

 

Promotional Budget. How much will you spend on items listed above before startup and on an ongoing basis?

Pricing. Explain your method of setting prices. Compare your prices with those of the competition. Are they higher, lower or the same? Why? What will be your customer service and credit policies?

Proposed Location.

 Is your location important to your customers? If yes, how?

 Is it convenient?

 Is it consistent with your image?

 Is it what your customers want and expect?

 Where is the competition located? Is it better to be near them or distant?

BUS SCE Revised 2/2/17 5

 

Distribution Channels. How will you sell your products or services?

 Retail

 Direct (web, mail order, catalog)

 Wholesale

 Your own sales force

 Agents

 Independent representatives

 Bid on contracts

 

Sales Forecast. Monthly projection based on historical data, marketing strategies you described, market research, and industry data. You may want to include a “best guess” scenario and a “worst case” scenario that you are confident you can reach no matter what happens.

Operational Plan. Explain the daily operation of the business, equipment, people, processes, and surrounding environment.

Production. Explain your methods of:

 Production techniques and costs

 Quality control

 Customer service

 Inventory control

 Product development

 

Location. What qualities will you need in a location? Describe the type of location you will have including physical requirements and access.

 Construction: costs and specifications

 Cost: rent, maintenance, utilities, insurance, initial remodeling

 What will your business hours be?

 

Legal Environment.

 Licensing and bonding requirements

 Permits

 Health, workplace and environmental regulations

 Special regulations covering your specific industry of profession

 Zoning or building code requirements

 Insurance coverage

 Trademarks, copyrights, patents

 

Personnel. Facts about your industry.

 Number of employees

 Type of labor (skilled, unskilled, professional)

 Where and how will you find the right employees?

 Pay structure and benefits

 Training methods and requirements

 Who does which tasks?

 Do you have a schedule and written procedures prepared?

 Have you drafted employee job descriptions for each position?

 For certain functions, will you use contract workers in addition to employees?

 

Inventory. What kind of inventory will you keep? Will you need seasonal buildups? Lead time for ordering?

Suppliers. Include names and addresses, type and amount of inventory furnished, credit and delivery policies, history and reliability

Credit Policies. Do you plan to sell on credit? Explain.

Financial. Prepare a start-up financial profile (monies needed to get the business going before you have sold anything). Include: BUS SCE Revised 2/2/17 6

 

 

 Cash – initial amount and sources

 Capital expenditures

 Debt incurred and projected repayment schedule

 Needed ongoing monies to meet fixed and variable expenses until the business begins to generate a profit

 Length of time you believe it will be until the business generates a profit: best and worst cases (be realistic)

 

Pro formas. Prepare 1 year, 2 year, and 3 year financial projections for the business including:

 Income statement

 Balance sheet

 Cash flow projection

 Debt reduction statement

 Additional anticipated capital expenses based on market/product expansion

 

BUSINESS PLAN

CHAPTER 5: MANAGEMENT AND ORGANIZATION

Who will manage the business day-to-day? What experience does that person bring to the business? If you will have more than ten employees, create an organization chart. Include position descriptions for each employee and function, and if you are seeking loans or investors, include a resume for key employees.

Professional and Advisory Support.

 Board of Directors

 Management Advisory Board

 Attorney

 Accountant

 Insurance Agent

 Banker

 Consultant as needed

 Mentors/Key advisors

 

Special Topic Capstone

The Special Topic capstone is a research-oriented project reflecting the student’s interests and collaboration between the student and faculty advisor. Topics might include an integrated capstone (for double majors), a series of interviews in a particular industry or career path, a research study of a selected business or management topic, or empirical research tied to presentation at an academic conference. Students desiring to pursue this track are encouraged to directly request a business management faculty member to serve as capstone advisor well before the SCE application due date.

Students desiring to pursue this track must meet these initial eligibility criteria:

 WC GPA of at least 2.75

 BUS GPA of at least 3.00

 

Students interested in the special topic capstone will indicate their topic on the SCE application and follow up by submitting a well-written, one-page project description along with an outline of chapters and a reference list consisting of at least three credible, preferably peer-reviewed, sources that provide background and insight into the topic chosen.

Final determination of the student being able to pursue this track will be made upon review of the proposal. Students who are not accepted to write a special topic capstone will write a strategy capstone instead. BUS SCE Revised 2/2/17 7

 

Strategy Capstone

The Strategy capstone is the most popular track. In it, each student makes an intensive study of the recent activities and business results of one publicly traded firm, studied in its competitive environment, its industry. The Strategy capstone provides an excellent synthesis of all the major elements comprising the business management major: facility with statistics and financial analysis, ability to read financial statements, understanding of key business areas like marketing, information systems, organizational structure and leadership, the legal environment, and strategic management.

The Strategy capstone presents research, analysis, and recommendations on a firm’s operations and strategy. In other words, in this capstone the student studies what a firm tries to do within its competitive environment, what it actually does, and how successful it is. There are restrictions on what firms may be chosen for the Strategy capstone. Firms must be publicly traded, to ensure there will be sufficient financial information available, and firms studied within the recent past may not be chosen.

Any business management major may pursue the Strategy capstone. You may request a particular faculty member to serve as capstone advisor; if you do not, an advisor will be assigned to you. However, it is required that in your SCE application, you submit your first three choices for the firm that you will study (be sure to select companies that are not on list of ineligible firms provided). Mrs. Christy Rowan, the department administrative assistant, will confirm which firm you will study; in the event that none of your choices are available, you will be required to submit two new choices. When choosing firms, it can be helpful to think first in terms of industry sectors that you find most interesting (and perhaps may be pursuing a career in) and then identify major players.

The first assignment for students pursuing Strategy capstones is to read your firm’s most recent annual report, concentrating on the written essay generally found at the beginning of the report, and skimming the rest of the report to identify financial and other information included. You will submit a written reflection of the information found in the annual report, identifying at least ten significant things you learned. For instance, you may learn who the firm considers to be its major competitors, or what market opportunities are thought to be most promising for the future.

The Strategy capstone is not a defense of the firm. Students researching a firm sometimes make the mistake of thinking they are an advocate for the firm. This is not an appropriate perspective. Your role is to be an independent, objective source of information for senior management and/or investors. If you see problems, it is your duty to point them out. In fact, in the world beyond college, courage in calling out underperforming companies is a valuable and sought-after quality in business analysts. More broadly, moral courage, which includes the willingness to point out difficult truths and rely on your own honest judgment, is one of the College’s and Department’s core values.

The intended audience for the Strategy capstone is the audience for any similar analysis of a firm and its industry: potential investors, either individuals or institutional investors. What do potential investors want to know, and what do they need to know, to make an informed investment decision about the firm? Similarly, if making recommendations for senior management, think in terms of what they need to know in order to improve the performance of the firm. Keep your intended audience in mind as you write your capstone.

The Strategy capstone draws primarily on research and analytic techniques students have learned over the course of the major. It draws on material in the core BUS courses: BUS 112 (reading financial statements), BUS 202 (marketing analysis), BUS 109 (or MAT 109) (managerial statistics), BUS 209 (analyzing financial data), BUS 210 (management information systems), BUS 302 (organizational dynamics and leadership), BUS 303 (legal environment of business), and BUS 401 (strategic management). In addition, good capstones should draw on knowledge gained from meeting the Global Learning requirement to view all of the above through an international perspective.

The Strategy capstone consists of four chapters, plus an abstract, references, and optional additional material.

STRATEGY CAPSTONE

ABSTRACT

The abstract comes first but gets written last. It is a summary of what you did and what you found: your argument in a nutshell, in 150 to 250 words. The abstract is the only part of your capstone that most people will read if you choose BUS SCE Revised 2/2/17 8

 

to have the library archive your work, so write it with care.

STRATEGY CAPSTONE

CHAPTER 1. INTRODUCTION

Chapter 1 tells the reader what you’re studying and provides useful information on how you did your research. Since

it provides an overview, you will write it when you’ve written the rest of the capstone.

Topic. What you studied. A Strategy capstone typically studies the past five years of a company’s operations within

its industry setting.

Assessment. How you define the firm’s strategic success. To gauge the effectiveness of your company’s generic and corporate strategies, you need a clear measure of assessment to apply against your company’s performance. Hard numbers like net profit, earnings per share, and market share tend to be the best bottom-line assessments, especially when put in comparative perspective. If you wish to use an alternative metric or technique, for instance, a balanced scorecard, please explain.

Methods. How you conducted research. What sources did you use? (SEC.gov, S&P, Hoover’s, business periodicals, etc.). Did you employ any unusual methods, like interviews or attending trade shows?

Industry Benchmark. The industry benchmark is the quantitative heart of your strategic analysis. It provides key data for measuring and evaluating the performance of the industry, and how your firm compares to its competitors. The point is that numbers without a basis for comparison don’t tell much, whereas a sensible comparison with relevant firms and a good benchmark provide lots of insight into a firm’s strategic success.

The benchmark consists of a weighted average (weighted by sales) of key firms in the industry (weights adjusted for each year of data). In particular, the benchmark will include the three or four competitor firms, as well as your chosen firm. The benchmark should be calculated over a four- or five-year period (four years is the minimum amount of data you need: to compute a three-year Compound Annual Growth Rate [CAGR], for instance, you need four years of data). Later on, when you compile these and other numbers, you probably won’t wish to display more than one, or sometimes two, decimal places. Your detailed financial ratio analysis, which draws on the benchmark, will occur in chapter 3. You should complete your benchmark data gathering by the fall deadline; this will give you more time in the spring to analyze your data.

Here, in this initial section in the first chapter, your job is simply to tell the reader how you constructed the benchmark. That means identifying the firms you chose. For each firm, you should include a short (20 to 50 words) snapshot that provides key business information, and helps make clear why you chose the firm. In addition, you should briefly describe the process of constructing the benchmark, drawing on and perhaps expanding the explanation above.

If you excluded any major competitors from the benchmark (for instance because it is a privately held company or its stock is not traded in the United States), explain why you did so.

Key Findings. A summary of your key findings and recommendations. A good plan is to provide a paragraph summary for each chapter, or you may make use of bullet points, if convenient.

STRATEGY CAPSTONE

CHAPTER 2. ANALYZING THE INDUSTRY

As you learn in BUS 401, there are two fundamental levels of strategic analysis: industry-level analysis and company-level analysis. In other words, business strategists and observers study a firm and its competitive environment. Chapter 2 explores the competitive environment in detail. This includes more than the industry itself—it covers everything in the firm’s environment that affects its operations, from the economy and politics to the physical environment, technology, and demographics. But the focus is the industry, and you are expected to develop a good understanding of the industry your firm is in.

Industry Background (SIC, NAICS, or GICS data; industry definition; history; current snapshot; recent changes or highlights) BUS SCE Revised 2/2/17 9

 

It is recommended that you include one or more snapshot or trend charts here to help make sense of the industry. These charts can quickly provide an understanding of key metrics like overall industry size, revenues, key competitors, and trends. There is no required chart, but it is likely that well-designed visual presentation of quantitative data will help you get your story off to a strong start with your reader.

Ethics and Current Events

A summary or selection of popular-press coverage over the past three to five years, with special attention to ethical issues. Choose topics that pertain to your key insights about the industry, rather than just a grab-bag. In strong capstones, the topics covered in this section relate to the key points about the industry and are woven into a narrative that organizes and clarifies the key points.

Stock Summary

One significant source of finance for publicly traded firms is the issuance of stock. Your research should include answers to the following questions for your firm and its benchmark competitors for the most recent year common to all firms for which data is available:

 What is each company’s stock trading symbol?

 Where is the stock listed?

 How many shares of common stock are outstanding?

 What is the market value of common equity?

 What’s the beta coefficient of the company stock?

 Did the company pay a dividend in the past year? If yes, what are the dividend yield and payout ratio?

 

Since this section on stock financials includes lots of numbers and not a lot of text, you may find it convenient to present this section as a table rather than as a written narrative.

Sales and Market Share Growth Rates

You’ll use benchmark data to construct sales and market share growth rates. For most firms, the most recent available data will follow this 3-year CAGR formula for sales:

(2016 revenue ÷ 2013 revenue)⅓ -1

PESTEL (or similar framework)

The PESTEL analytic framework encourages a strategic overview of external environment characteristics. It covers six analytic areas:

 Political analysis

 Economic analysis

 Sociocultural analysis

 Technological analysis

 Environmental analysis

 Legal analysis

 

You don’t have to follow this exact PESTEL format. As long as you cover these broad areas, you may organize this material as you wish. It’s common, for instance, to combine political and legal analysis.

Porter’s Five-Forces Model

Prof. Michael Porter’s famous five-forces model helps identify the forces that determine the basic competitive structure of an industry:

 Rivalry

 Threat of entry and exit barriers

 Supplier power

 Buyer power

 Threat of substitutes

 

Strategic Group Map

The Strategic Group Map is an optional element of the strategy capstone. It is a two-by-two graphical representation of industry competition, including your firm and key competitor firms. There is no one right way

to do a strategic group map. It is important to choose metrics for the x-axis and y-axis that help convey important competitive information about competition among these key firms. BUS SCE Revised 2/2/17 10

 

It is especially important to avoid choosing metrics for both axes that measure, directly or by proxy, size. If you do so for both axes, you’ll end up with a strategic group map or graph that slopes neatly at 45 degrees; this will most likely tell us nothing interesting about the industry or the firm. (Suggestion: For firms in an industry with global competition, one useful metric for the x-axis is often percent of sales outside of the United States.)

Summary

You should end up with a few key points about the company’s external environment. Since you should be repeating, for emphasis, points you’ve made earlier in the chapter, you don’t need to cite them as if they were

new information. We recommend that you organize your summary in terms of key opportunities and threats or

challenges facing companies in the industry. These will set the stage for the SWOT analysis you’ll present in

Chapter 4.

STRATEGY CAPSTONE

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CHAPTER 3. ANALYZING THE FIRM

Chapter 3 focuses on the firm itself. This includes the firm’s history, leadership, structure, and operations. (Style note: remember that a firm is singular, not plural. Don’t use “they” or “their” when talking about your company; use “it” and “its.”)

Company Background (history, vision and mission, highlights, snapshot of current operations, and key recent events). The background provides a quick, concise overview of the company’s history, key moments in its life, a snapshot of current operations (here’s a good place for a table that summarizes key numbers like sales, units sold, key markets, etc.), and key recent events, like a concise mention of a leadership change. The vision and mission are included here to capture the firm’s statement about what it does and how it does it; you will refer back to them in your analysis in subsequent sections of this chapter. This is really an introduction to chapter 3,

so your main job is to set up the rest of the discussion. It is likely that you’ll come back and rewrite this opening bit after you’ve written the rest of chapter 3.

Ethics and Current Events

A summary or selection of popular-press coverage over the past three to five years, with special attention to key

ethical issues. The topics you choose to cover should relate to your key points about the firm (you’ve already covered ethics and current events for the industry in general). In a good capstone, this should not be a random list of articles, but rather, a well-informed narrative. That means that you should read extensively, and pull out a few key issues, rather than listing many minor stories or events.

Now we get into the analytical heart of chapter 3. You’ll recognize that the following sections draw on topics and learning from previous classes in the major:

Organizational Analysis

This section provides information on the company’s organizational structure, leadership, and organizational culture.

Structure. What kind of organizational structure does the firm possess (functional, divisional, matrix, or something else)? How does the firm explain the logic of its organizational structure? Include a formal organizational chart showing the firm’s formal organizational structure.

Overall, is the firm’s structure typical of its industry? Has it recently reorganized or announced a reorganization? Is so, why? What was or is the strategic intention of the change?

What is the firm’s corporate governance structure (Board of Directors)? Provide an overall assessment of the board—its size, stability, and effectiveness. How does it compare to industry norms? Is its board viewed as effective by industry observers?

Have outsourcing, alliances, joint ventures, or informal partnerships with other firms, suppliers, or customers been strategically significant for the firm? If so, concisely describe them.

Leadership. How stable has senior leadership been in the years covered by your research? Who are the key executives? Provide snapshots of CEO, COO, CIO, and any other key senior executives who you determine play a significant role in guiding the company’s strategic operations. If the firm is facing a likely leadership change in the BUS SCE Revised 2/2/17 11

 

CEO position soon (within three years), what succession planning, if any, is being done?

Culture. Along with structure and leadership, culture helps hold organizations together. What kind of culture does this firm possess? Some firms may have extensive press coverage that sheds light on their culture, but for many firms there will not be very much news coverage of their culture. In such cases, useful sources of information within the firm are likely to be departments of Human Resources and Investor Relations. In addition, speeches by the CEO or other senior leaders may be good sources of information about the firm’s culture. Websites like Glassdoor.com provide rich if unverified sources of information on company cultures from an employee perspectives; as long as these are treated cautiously, they can shed a lot of light on what a company’s culture ‘really’ feels like to workers.

Here are key questions about your company’s culture you should consider: What are the firm’s core values as articulated by its vision or mission statement? How stable has the culture been? Is the organization’s culture similar to industry norms, or distinctive? Have there been recent changes or tensions about culture (especially likely in cases of merger and acquisition)? Keep in mind that what a firm claims as its formal, “espoused” values may not be exactly the same as what employees within the firm perceive as the daily reality. Ideally, your job as an analyst is to try to look beyond the “espoused” surface and see more deeply into the heart of the organization you are studying. Summing up this analysis, do you think its culture is a distinctive strength, or a weakness?

Marketing Analysis

Use the four P’s of marketing (product, place, price, and promotion) to assess the company’s marketing performance. Note: If the firm you are studying is a conglomerate with products in different markets (as will be the case for many firms studied in strategy capstones), with different approaches to marketing for different products and product lines, it is suggested that you pick one product area and focus on it. If you do so, please

note this so your reader understands what you’re doing.

A purely narrative discussion is not acceptable: select useful quantitative measures to buttress your analysis of these specific points:

 Has the company segmented the market? If so, how? Why? Multiple segments? Are the segments growing? Contracting? Stable?

Product: What is the product, really? Who buys it? Does the product possess brand equity?

Place: What are the distribution channels? Direct to consumer? Opportunity for new channels by your company? By a competitor? Multiple channels? Who has the channel power? Retailer? Manufacturer?

Price: Skimming? Penetration? Value? Low? High? Differential?

Promotion: What is the unique selling proposition (USP)? Brand promise? Channels?

 

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Management Information Systems Analysis

This section provides an understanding of information systems key to the firm’s success. Management information systems is defined as the ethical use of information systems to help organizations achieve their goals and objectives.

Which corporate goals and objectives are supported by the firm’s use of information systems? Does the use of information technology reflect the firm’s vision, culture and ethics? How does the firm distribute power among stakeholders through the use of information systems?

What are the key business processes within the firm? For these key business processes, what transactional systems (such as ERP) does the firm employ? Does the firm compete on analytics as well as on operations? How does the firm use analytics as a competitive tool?

Since information systems are internal to the corporation, it may be difficult to obtain this information. One way to peer into the inner workings of the firm is to look at job postings for information systems positions on sites such as Monster.com; many times these postings, will reveal which systems the firm uses, giving you a starting point for your research. High-profile firms may also be used as case studies by information systems firms promoting their technology products and services.

Financial Analysis

The section on financial analysis is one of the most challenging—and important—parts of the strategy capstone.

First, you must gather extensive amounts of financial information and derive pertinent ratios that help tell the story of BUS SCE Revised 2/2/17 12

 

your company. Second, you must think about how best to present that information to help your reader gain insight. Third, you must analyze and reflect on this extensive amount of information to draw key lessons about your firm’s successes and challenges, as compared to its industry benchmark. Your analysis should include graphs and charts as appropriate, showing how the firm’s financial performance compares to the benchmark (your designated proxy for the industry average); a company’s financials by themselves, without the context of competitive comparison, don’t carry much meaning.

In some instances, your analysis may be complicated by anomalies or data gaps, where a corporate merger or privatization or other one-time event makes gathering data complicated or even impossible. There are no easy rules about how to deal with these complications: expect to consult with your faculty advisor on how to handle problematic cases.

Financial Ratios: Using your weighted benchmark, compare company performance to benchmark ratios over a four- or five-year period. Ratio analysis should include these elements, where pertinent:

  1. Liquidity Ratios: These ratios measure the firm’s ability to pay off its short-term debt.

 Current Ratio = Current assets/Current liabilities

 Quick (Acid-Test) Ratio = (Current assets – Inventory)/Current liabilities

 

  1. Activity Ratios: These ratios measure the firm’s ability to use its assets to generate sales.

 Total Asset Turnover = Sales/Average total assets

 Inventory Turnover = Cost of goods sold/Average inventory

 

  1. Debt Ratios: These ratios measure the firm’s ability to raise and pay off long-term debts.

 Debt Ratio = Total debts/Total assets

 Equity Multiplier = Total assets/Total equity

 TIE (Times interest earned) Ratio=EBIT (Earnings before interest and taxes)/Interest

 

  1. Profitability Ratios: These ratios measure the firm’s ability to generate profits.

 Net Profit Margin = Net income/Sales

 ROE = Net income/Total equity

 For firms that produce and/or sell a tangible product, it’s also useful to compare gross profit margin, operating margin, and net profit margin.

 

  1. DuPont Identity: The DuPont Identity analyzes ROE as a product of three other ratios identified above: operating efficiency (Net Profit Margin), asset use efficiency (Total Asset Turnover), and financial leverage (Equity Multiplier). The DuPont Identity is expressed like this:

ROE = Net Profit Margin × Total Asset Turnover × Equity Multiplier

Use the DuPont Identity to analyze how the ROE of your company has been affected by its three components over the past three to five years.

Critical Reflection: Along with presenting your ratio data in the form of tables and/or charts, you are expected to analyze and reflect on what story or stories the ratios tell, to shed light on the financial and strategic situation of your particular firm. After presenting and discussing your ratios one by one, you should step back to consider three big questions at the close of this section on financial ratios:

 Has the company’s financial performance been good or bad?

 Is its financial position sufficient to fulfill its mission and goals?

 How does its financial position compare with industry benchmarks?

 

Concisely justify your answers to these questions.

Business (Generic) Strategy

Identify the firm’s chief business (sometimes called generic) strategy for its lead products. How stable has this strategy been? Compare the company’s generic strategy with industry norms, and assess its effectiveness. Note: you should tie this effectiveness of the firm’s generic strategy to the success measure presented in chapter 1. This helps tie your analysis together. In practice, since you’ll write chapter 1 after you’ve worked up the analysis here, that means that BUS SCE Revised 2/2/17 13

 

your analysis of the generic strategy here will help you select an appropriate success measure in chapter 1.

Corporate Strategy

Corporate strategy is often misunderstood, and a good capstone will distinguish itself by getting corporate strategy right. Corporate strategy is different from business strategy, which centers on how to do one thing really well. Firms that only do one thing (for example, Living Essentials, which makes and markets the 5-Hour Energy brand) don’t face the challenges of diversification, and thus of corporate level strategy. But most publicly traded firms studied in strategy capstones have become complex and diversified enough that they do face the challenge of corporate strategy.

A firm’s corporate strategy refers to how to do many things in an optimal fashion. As successful firms grow, they tend to diversify—entering new markets, taking on new activities, and facing new choices about how to allocate resources. Corporate strategy refers to this juggling act, the challenge of making decisions about what portfolio of assets to hold.

If this is relevant to your firm, identify its corporate strategy or strategies. How does its approach compare to industry norms? How stable and effective has its corporate strategy been? What kinds of acquisitions has it made, and have they been effective? What is likely to lie ahead?

Summary

You should end up with a few key points about the company’s operations. Since you should be repeating, for emphasis, points you’ve made earlier in the chapter, you don’t need to cite them as if they were new information. We recommend that you organize your summary in terms of the firm’s key strengths and weaknesses. These will set the stage for the SWOT analysis you’ll present in Chapter 4.

STRATEGY CAPSTONE

CHAPTER 4. RECOMMENDATIONS

Chapter 4 begins by summarizing your research in a SWOT analysis, then looks to the future.

SWOT Analysis

SWOT (Strengths, Weaknesses, Opportunities, Threats) is a powerful clarifying tool for strategic analysis. And the good news is that you’ve already done the analysis! At the end of Chapter 2 you presented key opportunities and threats in the company’s external environment. At the end of Chapter 3 you presented the firm’s key strengths and weaknesses. All you have to do now is put them together in a simple two-by-two matrix, like this: Positive Negative
Internal Strengths Weaknesses
External Opportunities Threats

 

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Strategy Fundamentals Assignment


Strategy Fundamentals Assignment

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  1. The economic supply and demand is a simple underlying strategy of the market. It defines a market equilibrium price. Those that cannot meet the market price cannot have access to the market regardless of the degree of their need. Using the positions taken by the philosophers and thinkers in Richard Day’s article, discuss the strategies that they would recommend to address the situation of those that cannot access the needed goods and services. What strategy would each recommend? (Include the views of 4 to 6 philosophers/thinkers.)

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324 Assignment Two: E-mail with Memo 1(00 points)


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1324 Assignment Two: E-mail with Memo 1(00 points)

Due date: . Submit in Canvas. Emailed assignments will not be

accepted. No revisions. See sample memo on p. 137.

Parts One and Two must be completed and submitted in ONE file or the assignment will be

considered incomplete and the student will receive an “E” grade (0 points).

PART ONE: (10 points)

Compose an e-mail message (in a Word or Rich text format for submission in Canvas)

announcing an attached memo. Mention briefly your purpose for writing and forecast the

memo’s content. Pay close attention to your choice of words and tone of voice. Be sure to mimic

e-mail format by opening an e-mail browser or using the Kolin textbook. Be sure to include a

casual greeting and a closing line. Construct a name and title for you and the company.

PART TWO: (90 points)

  1. Rewritaen d redesigthne memo (on page 2 of this document) following proper format,

content, tonality, and etiquette for writing memos as outlined in the Kolin textbook.

  1. Using a fictitious job title and company name, compose the memo to All Managers from you.
  2. Analyze the memo to ensure you comprehend the information needed in your rewrite.
  3. Compose in standard memo format. Descriptive headings are required.
  4. Use organizational markers, effective document design strategies, and the C.R.A.P.

principles as appropriate.

  1. Avoid using the exact phraseology as the o. rTihgei nmaeml oa uist uhnoorrganized,

angry, difficult to follow, and full of redundancies and errors. In addition, there is no contact

information.

  1. Notice the ALL CAPS, and the numbered list that is not structurally parallel.
  2. Use a professional tone and build goodwill so that employees might be inspired to right their

wrongs.

  1. Adopt the “you attitude” by imagining yourself as a recipient of the memo.
  2. Take the liberty to be professionally creative.

2

Memo

From: XXXXXX

To: DL_ALL_MANAGERS;

Subject:MANAGEMENT DIRECTIVE: Week #10_01: Fix it or changes will be made

Importance: High

To the KC_based managers:

I have gone over the top. I have been making this point for over one year.

We are getting less than 40 hours of work from a large number of our KC-based EMPLOYEES.

The parking lot is sparsely used at 8AM; likewise at 5PM. As managers — you either do not

know what your EMPLOYEES are doing; or YOU do not CARE. You have created expectations

on the work effort which allowed this to happen inside Green Inc., creating a very unhealthy

environment. In either case, you have a problem and you will fix it or I will replace you.

NEVER in my career have I allowed a team which worked for me to think they had a 40 hour

job. I have allowed YOU to create a culture which is permitting this. NO LONGER.

At the end of next week, I am plan to implement the following:

  1. Closing of Associate Center to EMPLOYEES from 7:30AM to 6:30PM.
  2. Implementing a hiring freeze for all KC based positions. It will require Cabinet approval to

hire someone into a KC based team. I chair our Cabinet.

  1. Implementing a time clock system, requiring EMPLOYEES to ‘punch in’ and ‘punch out’ to

work. Any unapproved absences will be charged to the EMPLOYEES vacation.

  1. We passed a Stock Purchase Program, allowing for the EMPLOYEE to purchase Green Inc.,

stock at a 15% discount, at Friday’s BOD meeting. Hell will freeze over before this CEO

implements ANOTHER EMPLOYEE benefit in this Culture.

  1. Implement a 5% reduction of staff in KC.
  2. I am tabling the promotions until I am convinced that the ones being promoted are the

solution, not the problem. If you are the problem, pack you bags.

I think this parental type action SUCKS. However, what you are doing, as managers, with this

company makes me SICK. It makes sick to have to write this directive.

I know I am painting with a broad brush and the majority of the KC based associates are hard

working, committed to Green, Inc., success and committed to transforming health care. I know

the parking lot is not a great measurement for ‘effort’. I know that ‘results’ is what counts, not

‘effort’. But I am through with the debate.

We have a big vision. It will require a big effort. Too many in KC are not making the effort.

I want to hear from you. If you think I am wrong with any of this, please state your case. If you

have some ideas on how to fix this problem, let me hear those. I am very curious how you think

we got here. If you know team members who are the problem, let me know. Please include

(copy) Lisa in all of your replies.

3

I STRONGLY suggest that you call some 7AM, 6PM and Saturday AM team meetings with the

EMPLOYEES who work directly for you. Discuss this serious issue with your team. I suggest

that you call your first meeting — tonight. Something is going to change.

I am giving you two weeks to fix this. My measurement will be the parking lot: it should be

substantially full at 7:30 AM and 6:30 PM. The pizza man should show up at 7:30 PM to feed

the starving teams working late. The lot should be half full on Saturday mornings. We have a lot

of work to do. If you do not have enough to keep your teams busy, let me know immediately.

Folks this is a management problem, not an EMPLOYEE problem. Congratulations, you are

management. You have the responsibility for our EMPLOYEES. I will hold you accountable.

You have allowed this to get to this state. You have two weeks. Tick, tock

XXXX …..

Chairman & Chief Executive Officer

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Marketing 228 – Brand Management: Pepsi Kendall Jenner Commercial Analysis


Marketing 228 – Brand Management

Case 1 (Individual)

Pepsi Kendall Jenner Commercial Analysis

100 marks – 15% of Final Grade

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In Spring of 2017, Pepsi pulled one of its ads featuring model Kendall Jenner as a protester who hands a can of Pepsi to a police officer facing a crowd of demonstrators.

The ad drew sharp criticism because it was accused of trivializing and mimicking imagery from protests for social justice causes that took place throughout the USA.

 

 

 

  1. Identify what Pepsi was trying to achieve from a branding stand point with this ad and why. (25 marks)

 

  1. Identify and describe what you believe the problem was with this ad and why it failed horribly. (25 marks)

 

  1. Identify and describe Pepsi’s brand personality and how this ad hurt it? (25 marks)

 

  1. How can the Pepsi brand recover from this blunder? What strategies and actions would you recommend that they consider? (25 marks)

 

Details

  • 6 pages total (including one cover page and reference page)
  • Report reference page(s) must utilize formal APA formatting (don’t forget about including those supporting in-text citations too!).
  • Please recognize that your report WILL BE assessed through the Turn-it-In feature on e-Centennial once submitted. Words that are NOT your own, must be cited.
  • Your report must utilize a font size of no less than 12, and no greater than 14 and is double spaced.
  • You will not be allocated marks for format, grammar, spelling or proper citations. However, you will lose marks if any of these are incorrect.  If your references are not in APA format you will be deducted 10 marks.  If your formatting is incorrect or your grammar / spelling are poor you will be deducted up to 10 marks.

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Health Statistics and Populations


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Health Statistics and Populations

Directions

This Assignment requires you to select 1) a population of interest (e.g. older adults, women of reproductive age) and 2) a health condition or event (e.g. hysterectomy, breastfeeding, unintended pregnancy), and then locate health statistics for your selections. Please search for data at the national, state, and local levels. Input your responses using a table similar to the one below.

Data Search Directions Summarize Your Findings
Identify the population of interest and health condition/event to your practice. Specify how you define the population (e.g. age, gender, health status, etc.).  
Summarize your search process. Specify what sources of health statistics were searched to find relevant health statistics.  
Provide the health information obtained in the search.  
Interpret your findings and determine if there is any evidence of health disparities based on the population examined.  

DUE: to Dropbox on end of Day 7 of Unit 6.

To view the Grading Rubric for this Assignment, please visit the Grading Rubrics section of the Course Home.

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Assignment 1 BUSI 3308


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 Assignment 1 BUSI 3308

Section 2

Due: September 27 by 6:00pm

You are required to submit Question 1 as a Word document and Question 2 as an Excel spreadsheet.

Please submit both files together to Moodle before the above due date and time. This assignment is

worth 10%

Question 1

Reflect on what you know about Wal-Mart, which is considered one of the world’s largest retailers. It

may also be helpful to review their website (walmart.ca). Think about the variety and number of

products and services offered, checkout lines, store locations, shipping and delivery, etc., and answer

the following four questions.

  1. What type of Customer Benefit Package (CBP) do you think Wal-Mart offers? Briefly describe

your answer.

  1. Choose any three key activities that operation managers perform on page 4 of your textbook.

How might they relate to Wal-Mart’s operations processes?

  1. A critical component of Wal-Mart’s operations management includes their i.

warehouse/distribution center’s locations and ii. retail locations. What process-thinking

variables do you think Wal-Mart needs to take into consideration when deciding on each of

those location types?

  1. Identify and briefly present 4 preproduction and 4 postproduction services that may form part

of Wal-Mart’s value chain.

Word count for Question 1: 550-700 words.

Make sure to use the correct sentence structure, grammar, and spelling.

Question 2

Please answer the following questions in Excel. Make sure to include all formulas.

  1. Compute a 5-period moving average forecast for December using the following actual data:

Period Actual

June 10

July 20

August 30

September 40

October 50

November 60

  1. Using the following data, use a smoothing constant of 0.2 and determine the adjusted forecast

for period 7 by applying simple exponential smoothing.

Period Actual Forecast

1 80

2 202

3 200

4 300

5 303

6 306

  1. Using the following data, use a smoothing constant of 0.5 and determine the adjusted forecast

for 2005 by applying simple exponential smoothing.

Period Actual Forecast Adjusted Forecast

2001 101 120

2002 134

2003 135

2004 178

  1. Using the linear trend equation method, calculate the forecasts for years 2015 and 2016 using

the following data:

Year Demand

2010 100

2011 105

2012 107

2013 110

2014 112

Bonus points: Calculate R2 using the above information. What does the result tell you about

the data?

  1. Car Inc. has presented you with the following information consisting of the forecasted demand

and actual sales for their latest sports car. Use the following information to calculate the mean

square error.

Period Forecasted Demand Actual Demand

1 50 63

2 70 65

3 40 44

4 80 72

5 96 100

Bonus Points: Using the information in part (e), calculate the MAD and MAPE.

  1. A local factory has been purchasing a particular spare part from a manufacturer in Alberta. In

order to better budget their financials, they want to know what is the likely per-unit price of the

spare part in 2018 based on previous prices.

Using y=a +bt, compute the forecasted price for 2018.

Year Price/Unit

2013 $3.24

2014 $3.25

2015 $3.65

2016 $3.60

2017 $3.88

2018 ?

  1. Company Y produces chocolate bars. The following data represents the production inputs and

chocolate outputs for Year 1 and Year 2.

Year 1 Year 2

Cost of Raw Materials $20,000 $41,000

Electricity Cost $6,000 $7,300

Labor $200,000 $412,000

Miscellaneous Input Costs $5,000 $7,000

Number of Chocolate Bars Produced 120,000 units 230,000 units

Using the above data, has productivity increased or decreased from Year 1 to Year 2?

  1. Using the appropriate formula, calculate the Value of a Loyal Customer using the following

data:

Customer purchasing pattern: One unit every 5 years

Price of unit paid by customer: $200

Gross margin per unit: 70%

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Assignment 2: Major Essay Question


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Assignment 2: Major Essay Question

“Despite aiming for vastly different goals, the approaches to management used in for-profit and not-for-profit organisations are largely similar.”

Through the use of relevant theory and real-life corporate examples, write an argumentative academic essay addressing the above statement.

The marking template for the completed essay specifies (in part):

A minimum of seven (7) academic sources (i.e. at least half published post 2000) using APA format

Reputable and relevant non-academic sources are used to derive real-life corporate examples

References listed are relevant to the essay statement under consideration

Completed essay word count= 1200 words +/-10%

Be sure to read the complete rubric and assignment instructions for full details of the requirements.

 

Beginning your information research

Start early, to give yourself the time needed to investigate and decide on the scope of your essay

Start from what you know- i.e. your lecture notes and unit readings.

As you read, note potentially useful references (i.e. cited books, journal and news articles) to search for later (see Finding a known article, below). Some online journal articles include direct links to their reference list items, and to items that cite that article.

Examples of academic sources for the essay

Refereed (peer-reviewed) articles from academic journals. They should be your main type of reference in the essay. These articles are identified with the classification Academic in the Business Source Complete database, and Scholarly in the ProQuest database.

Examples of non-academic sources for the essay

Articles from business or economics magazines (e.g. Harvard Business Review, The Economist). These articles are classified as Magazines or Trade Publications in the Business Source Complete database and Magazines or Trade Journals in the ProQuest database;

Quality news articles (e.g. from the New York Times, The Age, Australian Financial Review);

Websites and reports of relevant organisations.

Academic journal articles can provide both relevant theory and examples, while business magazines and news sources can be useful for examples of applications of the theory in particular companies and industries.

Check with your tutor if you are unsure about the quality of a source you are considering for your essay.

 

Planning and conducting searches

  1. Searching for books, and articles from academic journals and business magazines

Use Search, the Library’s resource discovery tool to look for relevant books and articles from some of the journal article databases that the Library subscribes to.

Some key business journal databases are not included in the Search database, notably Business Source Complete, which needs to be searched separately. Business Source Complete will be an important resource throughout your Business studies. It and other journal databases are the most effective tools for finding journal articles.

Besides academic journals, which focus on research and theoretical perspectives, Business Source Complete includes industry, trade, professional and business magazines.  Try other potentially relevant databases listed under the Databases tab, Emerald and ProQuest. Their search screens differ slightly from Business Source Complete, but the same principles apply to all database searching.

“Not-for-profit” may not be a common term in some databases. Try also using alternative search terms, e.g. nonprofit.

  1.  Searching for news articles

Use Factiva, which is the leading database for Australian and worldwide newspapers and news sources. Factiva will be another key information resource throughout your studies at Monash. Business news and magazine articles can provide practical evidence or examples relating to themes and theory discussed in the academic (e.g. journal) literature.

Complete the brief Factiva interactive tutorial under the Searching effectively tab before going to the Databases tab and trying your own search on Factiva. (Another, but less extensive, news database listed under the Databases tab is Newsbank.)

  1. Finding a known article

Academic journal articles include a review of the academic literature relevant to the subject of the article, which can be very useful for identifying further articles you may want to use. Sometimes links to an article’s references (or cited articles) are provided in the article’s database record.

Referencing in APA format

Be sure to reference the articles you use in your essay according to the APA style. How to do this is covered in Chapter 3 of the Q Manual.

In Business Source Complete and ProQuest you can obtain the reference details from the record for a particular item by clicking Cite in the right panel, choosing APA, then copying and pasting the formatted details into your document.

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Help-Discussion prompts


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 Discussion Prompt #1

Identify and discuss an example of self-serving bias in a workplace. Describe how you engaged in self-serving bias to explain your own or a co-worker’s behavior, or how a co-worker engaged in self-serving bias in explaining your or their behavior. How did this impact the situation and the relationship?

Discussion Prompt #2

Analyze the attributional patterns you use to explain a mean or disappointing behavior by a good friend and by someone whom you do not like. Analyze how differences in your feelings about the two individuals affect your attributional tendencies.

If you haven’t reviewed them lately, please click here to review the Rules of Discussion. Click here to see your discussion rubric.

1 1 1

W4 Discussion Options Menu: Forum

Discussion Prompt #1

Identify and define at least one regulative and constitutive rule for interacting in face-to-face situations, and one of each type of rule when communicating over e-mail. Discuss how you learned each of these rules. What happens if these rules are not followed?

Discussion Prompt #2

Describe verbal communication between you and a close friend or romantic partner of the other sex. How do you both follow the gender patterns for your respective gender? How do gender stereotypes factor into this interaction?

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1 1 1

W5 Discussion Options Menu: Forum

Discussion Prompt #1

Consider three different friends that you have and discuss their physical appearance. Does their physical appearance affect their personality? Are there certain things about their physical appearance that cause others to stereotype them or prejudge them? If they went to a different country, how would people view them?

Discussion Prompt #2

Look around your office or bedroom. How would you analyze the artifacts and environment? What do you these nonverbal say about who you are? How do these items impact your feelings of comfort, identity and security? How would it be different if all of these things disappeared?

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1 1 1

W6 Discussion Options Menu: Forum

Discussion Prompt #1

Analyze your own listening effectiveness. Using the textbook to guide you, analyze your strengths and weaknesses in terms of the text’s guidelines for effective informational listening and effective relational listening. Identify two listening skills you would like to improve and describe how you plan to develop greater competence in each.

Discussion Prompt #2

Effective listening varies according to listening purposes and people with whom we interact. Explain how we adapt styles and behaviors of listening to diverse situations and individuals. Use the textbook for definitions and supporting material.

If you haven’t reviewed them lately, please click here to review the Rules of Discussion. Click here to see your discussion rubric.

 

1 1 1

W7 Discussion Options Menu: Forum

Discussion Prompt #1

Consider how conflict can be detrimental and/or beneficial to a relationship. Give examples and how it applies to the basic principle of conflict.

Discussion Prompt #2

Consider a friendship that you sustain over long distances. What technologies (e.g., phone, e-mail, e-Cards, web pages, chat rooms, video phones, etc.) do you use to sustain this relationship? Do you use different technologies for different kinds of communication activities?

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1 1 1

W8 Discussion Options Menu: Forum

Discussion Prompt #1

Consider the four guidelines for effective communication in families. Discuss how you have used or not used each of these guidelines in your family.

Discussion Prompt #2

Watch a television show about a family. Describe how your family is different from the television show that you watch. Relate it terms that were discussed in the book.

If you haven’t reviewed them lately, please click here to review the Rules of Discussion. Click here to see your discussion rubric.

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Business Research paper help


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Question 1: (10 points). (Bond valuation) Calculate the value of a bond that matures in 12 years and has $1,000 par value. The annual coupon interest rate is 9 percent and the market’s required yield to maturity on a comparable-risk bond is 12 percent. Round to the nearest cent.

 

 

The value of the bond is  

 

Question 2: (10 points). (Bond valuation) Enterprise, Inc. bonds have an annual coupon rate of 11 percent. The interest is paid semiannually and the bonds mature in 9 years. Their par value is $1,000. If the market’s required yield to maturity on a comparable-risk bond is 14 percent, what is the value of the bond? What is its value if the interest is paid annually and semiannually? (Round to the nearest cent.)

 

a. The value of the Enterprise bonds if the interest is paid semiannually is $
b. The value of the Enterprise bonds if the interest is paid annually is $

 

Question 3: (10 points). (Yield to maturity) The market price is $750 for a 20-year bond ($1,000 par value) that pays 9 percent annual interest, but makes interest payments on a semiannual basis (4.5 percent semiannually). What is the bond’s yield to maturity? (Round to two decimal places.)

 

The bond’s yield to maturity is   %

 

Question 4: (10 points). (Yield to maturity) A bond’s market price is $950. It has a $1,000 par value, will mature in 14 years, and has a coupon interest rate of 8 percent annual interest, but makes its interest payments semiannually. What is the bond’s yield to maturity? What happens to the bond’s yield to maturity if the bond matures in 28 years? What if it matures in 7 years? (Round to two decimal places.)

 

The bond’s yield to maturity if it matures in 14 years is   %
The bond’s yield to maturity if it matures in 28 years is   %
The bond’s yield to maturity if it matures in 7 years is   %

 

Question 5: (15 points). (Bond valuation relationships) Arizona Public Utilities issued a bond that pays $70 in interest, with a $1,000 par value and matures in 25 years. The markers required yield to maturity on a comparable-risk bond is 8 percent. (Round to the nearest cent.) For questions with two answer options (e.g. increase/decrease) choose the best answer and write it in the answer block.

 

 

Question Answer
a. What is the value of the bond if the markers required yield to maturity on a comparable-risk bond is 8 percent? $
   
b. What is the value of the bond if the markers required yield to maturity on a comparable-risk bond increases to 11 percent? $
   
c. What is the value of the bond if the market’s required yield to maturity on a comparable-risk bond decreases to 7 percent?

 

$
   
d. The change in the value of a bond caused by changing interest rates is called interest-rate risk. Based on the answer: in parts b and c, a decrease in interest rates (the yield to maturity) will cause the value of a bond to (increase/decrease):  
By contrast in interest rates will cause the value to (increase/decrease):  
Also, based on the answers in part b, if the yield to maturity (current interest rate) equals the coupon interest rate, the bond will sell at (par/face value):  
exceeds the bond’s coupon rate, the bond will sell at a (discount/premium):  
and is less than the bond’s coupon rate, the bond will sell at a (discount/premium):  
   
e. Assume the bond matures in 5 years instead of 25 years, what is the value of the bond if the yield to maturity on a comparable-risk bond is 8 percent? $ 960.07 Assume the bond matures in 5 years instead of 25 years, what is the value of the bond if the yield to maturity on a comparable-risk bond is 11 percent? $
   
f. Assume the bond matures in 5 years instead of 25 years, what is the value of the bond if the yield to maturity on a comparable-risk bond is 7 percent? $
   
g. From the findings in part e, we can conclude that a bondholder owning a long-term bond is exposed to (more/less) interest-rate risk than one owning a short-term bond.  

 

 

Question 6: (5 points). (Measuring growth) If Pepperdine, Inc.’s return on equity is 14 percent and the management plans to retain 55 percent of earnings for investment purposes, what will be the firm’s growth rate? (Round to two decimal places.)

 

 

The firm’s growth rate will be   %

 

Question 7: (10 points). (Common stock valuation) The common stock of NCP paid $1.29 in dividends last year. Dividends are expected to grow at an annual rate of 6.00 percent for an indefinite number of years. (Round to the nearest cent.)

 

a. If your required rate of return is 8.70 percent, the value of the stock for you is: $
b. You (should/should not) make the investment if your expected value of the stock is (greater/less) than the current market price because the stock would be undervalued.    

 

Question 8: (10 points). (Measuring growth) Given that a firm’s return on equity is 22 percent and management plans to retain 37 percent of earnings for investment purposes, what will be the firm’s growth rate? If the firm decides to increase its retention rate, what will happen to the value of its common stock? (Round to two decimal places.)

 

a. The firm’s growth rate will be:  
b. If the firm decides to increase its retention ratio, what will happen to the value of its common stock? An increase in the retention rate will (increase/decrease) the rate of growth in dividends, which in turn will (increase/decrease) the value of the common stock.    

 

Question 9: (10 points). (Relative valuation of common stock) Using the P/E ratio approach to valuation, calculate the value of a share of stock under the following conditions:

 

  • the investor’s required rate of return is 13 percent,
  • the expected level of earnings at the end of this year (E1) is $8,
  • the firm follows a policy of retaining 40 percent of its earnings,
  • the return on equity (ROE) is 15 percent, and
  • similar shares of stock sell at multiples of 8.571 times earnings per share.

 

Now show that you get the same answer using the discounted dividend model. (Round to the nearest cent.)

 

 

a. The stock price using the P/E ratio valuation method is: $
b. The stock price using the dividend discount model is: $

 

Question 10: (10 points) (Preferred stock valuation) Calculate the value of a preferred stock that pays a dividend of $8.00 per share when the market’s required yield on similar shares is 13 percent. (Round to the nearest cent.)

 

a. The value of the preferred stock is $ Per share

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