AYIKI
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AYIKI uses different types of reward systems in their stores around the world, but in the
future, the goal is to use a single system to make it fairer and easier to evaluate and
administer. At the store level of AYIKI, they use a premium salary system where the size
of the premium salary is determined by three parameters; sales, costs and customer
satisfaction. Depending on how the store has performed on these parameters, a certain
amount is paid for every hour worked by each employee the past year. The amount paid
is not dependent on what level of the store an employee works; rather, an equal amount
is paid for the same number of hours. They do not use any individual monetary rewards,
only group rewards. The total yearly premium salary does not make up a large percentage
of the employees’ income, at most about a half month’s salary. The reward system looks
the same at all stores in Malaysia but it is not used in the same way. Some of the stores
consider this system to be a very important motivational factor and highlights it to the
employees, whilst in other stores this system is not considered to be a great motivational
factor.
In addition to the usual payroll system, AYIKI tries to work as much as possible with
feedback and activities to show appreciation. Sometimes the employees get smaller
things, such as products from the store or cake at the staff canteen. The great possibilities
of development and promotion to another position and/or to another store, are an
important incitement. The idea is that all employees should make individual, self-made
plans for what they want to achieve at AYIKI, since there is no predetermined plan for
how a career at AYIKI could look like. As much as possible, AYIKI tries to use internal
recruitment to be able to satisfy and encourage their employees and assure that the culture
stays within the organization. The employees are encouraged to apply for new posts or
placements within the AYIKI group.
REQUIRED:
Provide your opinion on the incentives and reward systems used in AYIKI.
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- Robert is the owner of an automobile manufacturing company. He calls for a board meeting and tells his directors that he wants to build a car that lets the users experience power and exhilaration. He tells them that the car must allow his users to soar from 0-60 mph in about 4 seconds, with high quality leather interior and Bose sound systems. He also adds in that the price of the car must be affordable enough for anybody making a moderately high salary and desires to have a luxury car with a sporty feel. In addition to selling to consumers, Robert works with a team of sales agents who focus exclusively on Hertz, Avis and Enterprise car rental companies. To help agents perform more efficiently while in the field, Robert has equipped the sales agents with handheld devices with barcode readers and Internet connections to speed up inventory assessment needs of each client and accurately track current sales. Staying on the cutting edge is a key point of differentiation for Robert's…Robert is the owner of an automobile manufacturing company. He calls for a board meeting and tells his directors that he wants to build a car that lets the users experience power and exhilaration. He tells them that the car must allow his users to soar from 0-60 mph in about 4 seconds, with high quality leather interior and Bose sound systems. He also adds in that the price of the car must be affordable enough for anybody making a moderately high salary and desires to have a luxury car with a sporty feel. In addition to selling to consumers, Robert works with a team of sales agents who focus exclusively on Hertz, Avis and Enterprise car rental companies. To help agents perform more efficiently while in the field, Robert has equipped the sales agents with handheld devices with barcode readers and Internet connections to speed up inventory assessment needs of each client and accurately track current sales. Staying on the cutting edge is a key point of differentiation for Robert's…A furniture company is producing two types of furnitureand wants to determine the profit maximizing output combination. Product A requires 8 board feet of wood and 2 lbs of wicker. Product B requires 6 board feet of wood and 6 lbs of wicker. There are 2000 board feet of wood available for product and 1000 lbs of wicker. Product A earns a profit margin of $30 a unit and Product B earns a profit margin of $40 a unit. Show all of your work and provide evidence that you can set up and solve a linear programming (LP) problem. Clearly identify your answer(s) and provide a brief discussion of the results. You may use the POM (preferred and easier) or another software to complete this problem. Submit your results from the software in an Excel file. Each of questions below can be answered by running the problem in POM or the MAC version of QM-POM and using the ranging window in POM or the sensitivity output in the MAC version. Formulate and solve the problem as a linear programming…
- A furniture company is producing two types of furnitureand wants to determine the profit maximizing output combination. Product A requires 8 board feet of wood and 2 lbs of wicker. Product B requires 6 board feet of wood and 6 lbs of wicker. There are 2000 board feet of wood available for product and 1000 lbs of wicker. Product A earns a profit margin of $30 a unit and Product B earns a profit margin of $40 a unit. Show all of your work and provide evidence that you can set up and solve a linear programming (LP) problem. Clearly identify your answer(s) and provide a brief discussion of the results. You may use the POM (preferred and easier) or another software to complete this problem. Submit your results from the software in an Excel file. Each of questions below can be answered by running the problem in POM or the MAC version of QM-POM and using the ranging window in POM or the sensitivity output in the MAC version. a. Formulate and solve the problem as a linear programming…Tonya Johnson is the Regional Manager for Old Town Buffets. Each of the five units she supervises is in a different town. Produce for each unit is purchased locally by each buffet manager. One day, Tonya gets a call from Danny Trevino, one of the buffet managers reporting to her. Danny states that one of the local produce suppliers he uses has offered Danny the use of season tickets to the local university football games. Danny likes football and would like to accept them. Would you allow Danny to accept the tickets? Why or why not? Would you allow your managers to accept a gift of any kind (including holiday gifts) from a vendor?1. Suppose you are going on a weekend trip to a city that is d miles away. Develop a model that determines your round-trip gasoline costs. What assumptions or approximations are necessary to treat this model as a deterministic model? Are these assumptions or approximations acceptable to you? 2. Suppose that a manager has a choice between the following two mathematical models of a given situation: (a)a relatively simple model that is a reasonable approximation of the real situation, and (b)a thorough and complex model that is the most accurate mathematical representation of the real situation possible. Why might the model described in part (a) be preferred by the manager?
- The director of cooperative education at a state college wants to examine the effect of cooperative education job experience on marketability in the work place. She takes a random sample of 4 students. For these 4, she finds out how many times each had a cooperative education job and how many job offers they received upon graduation. These data are presented in the table below. Student CoopJobs JobOffer 1 1 4 2 2 6 3 1 3 4 0 1Can i get help with at least 3-4 questions.... i am running out of tutor questions so doing most questions would really help me out right now Questions? Find the optimal solution and the maximum profit. In which plant there will be idle capacity and how many units (in thousands)? Do alternative optimal solutions exist? Justify your answer. If they exist, use the stepping stone algorithm and find the second optimal solution. Present your analysis in a graphically neat manner. Use any drawing technique you like – just make sure it looks fairly professional. Produce the third optimal solution by taking a combination of 20% of the first optimal solution and 80% of the second one. Attach all relevant exhibits from Excel’s Solver calculations. Use PrintScreen, edit/copy/paste, etc. – whatever you like.Dataware is trying to determine whether to give a $10 rebate, cut the price $6, or have no price change on a software product. Currently, 40,000 units of the product are sold each week for $45 apiece. The variable cost of the product is $5. The most likely case appears to be that a $10 rebate will increase sales 30%, and half of all people will claim the rebate. For the price cut, the most likely case is that sales will increase 20%.a. Given all other assumptions, what increase in sales from the rebate would make the rebate and price cut equally desirable?b. Dataware does not really know the increase in sales that will result from a rebate or price cut. However, the company is sure that the rebate will increase sales by between 15% and 40% and that the price cut will increase sales by between 10% and 30%. Perform a sensitivity analysis (two-way data table) that could be used to help determine Dataware’s best decision.
- 13 In addition to the legislation and guidelines that may apply, the investment policythat is decided upon by the investment manager (for a client) should include allthe following elements EXCEPT rate of return expectations (including timeframe) and expected volatility specific goals about continuing education an investment review process the asset classes for investment a policy review processThe eTech Company is a fairly recent entry in the electronic device area. The company competes with Apple. Samsung, and other well-known companies in the manufacturing and sales of personal handheld devices. Although eTech recognizes that it is a niche player and will likely remain so in the foreseeable future, it is trying to increase its current small market share in this huge competitive market. Jim Simons, VP of Production, and Catherine Dolans, VP of Marketing, have been discussing the possible addition of a new product to the companys current (rather limited) product line. The tentative name for this new product is ePlayerX. Jim and Catherine agree that the ePlayerX, which will feature a sleeker design and more memory, is necessary to compete successfully with the big boys, but they are also worried that the ePlayerX could cannibalize sales of their existing productsand that it could even detract from their bottom line. They must eventually decide how much to spend to develop and manufacture the ePlayerX and how aggressively to market it. Depending on these decisions, they must forecast demand for the ePlayerX, as well as sales for their existing products. They also realize that Apple. Samsung, and the other big players are not standing still. These competitors could introduce their own new products, which could have very negative effects on demand for the ePlayerX. The expected timeline for the ePlayerX is that development will take no more than a year to complete and that the product will be introduced in the market a year from now. Jim and Catherine are aware that there are lots of decisions to make and lots of uncertainties involved, but they need to start somewhere. To this end. Jim and Catherine have decided to base their decisions on a planning horizon of four years, including the development year. They realize that the personal handheld device market is very fluid, with updates to existing products occurring almost continuously. However, they believe they can include such considerations into their cost, revenue, and demand estimates, and that a four-year planning horizon makes sense. In addition, they have identified the following problem parameters. (In this first pass, all distinctions are binary: low-end or high-end, small-effect or large-effect, and so on.) In the absence of cannibalization, the sales of existing eTech products are expected to produce year I net revenues of 10 million, and the forecast of the annual increase in net revenues is 2%. The ePIayerX will be developed as either a low-end or a high-end product, with corresponding fixed development costs (1.5 million or 2.5 million), variable manufacturing costs ( 100 or 200). and selling prices (150 or 300). The fixed development cost is incurred now, at the beginning of year I, and the variable cost and selling price are assumed to remain constant throughout the planning horizon. The new product will be marketed either mildly aggressively or very aggressively, with corresponding costs. The costs of a mildly aggressive marketing campaign are 1.5 million in year 1 and 0.5 million annually in years 2 to 4. For a very aggressive campaign, these costs increase to 3.5 million and 1.5 million, respectively. (These marketing costs are not part of the variable cost mentioned in the previous bullet; they are separate.) Depending on whether the ePlayerX is a low-end or high-end produce the level of the ePlayerXs cannibalization rate of existing eTech products will be either low (10%) or high (20%). Each cannibalization rate affects only sales of existing products in years 2 to 4, not year I sales. For example, if the cannibalization rate is 10%, then sales of existing products in each of years 2 to 4 will be 10% below their projected values without cannibalization. A base case forecast of demand for the ePlayerX is that in its first year on the market, year 2, demand will be for 100,000 units, and then demand will increase by 5% annually in years 3 and 4. This base forecast is based on a low-end version of the ePlayerX and mildly aggressive marketing. It will be adjusted for a high-end will product, aggressive marketing, and competitor behavior. The adjustments with no competing product appear in Table 2.3. The adjustments with a competing product appear in Table 2.4. Each adjustment is to demand for the ePlayerX in each of years 2 to 4. For example, if the adjustment is 10%, then demand in each of years 2 to 4 will be 10% lower than it would have been in the base case. Demand and units sold are the samethat is, eTech will produce exactly what its customers demand so that no inventory or backorders will occur. Table 2.3 Demand Adjustments When No Competing Product Is Introduced Table 2.4 Demand Adjustments When a Competing Product Is Introduced Because Jim and Catherine are approaching the day when they will be sharing their plans with other company executives, they have asked you to prepare an Excel spreadsheet model that will answer the many what-if questions they expect to be asked. Specifically, they have asked you to do the following: You should enter all of the given data in an inputs section with clear labeling and appropriate number formatting. If you believe that any explanations are required, you can enter them in text boxes or cell comments. In this section and in the rest of the model, all monetary values (other than the variable cost and the selling price) should be expressed in millions of dollars, and all demands for the ePlayerX should be expressed in thousands of units. You should have a scenario section that contains a 0/1 variable for each of the binary options discussed here. For example, one of these should be 0 if the low-end product is chosen and it should be 1 if the high-end product is chosen. You should have a parameters section that contains the values of the various parameters listed in the case, depending on the values of the 0/1 variables in the previous bullet For example, the fixed development cost will be 1.5 million or 2.5 million depending on whether the 0/1 variable in the previous bullet is 0 or 1, and this can be calculated with a simple IF formula. You can decide how to implement the IF logic for the various parameters. You should have a cash flows section that calculates the annual cash flows for the four-year period. These cash flows include the net revenues from existing products, the marketing costs for ePlayerX, and the net revenues for sales of ePlayerX (To calculate these latter values, it will help to have a row for annual units sold of ePlayerX.) The cash flows should also include depreciation on the fixed development cost, calculated on a straight-line four-year basis (that is. 25% of the cost in each of the four years). Then, these annual revenues/costs should be summed for each year to get net cash flow before taxes, taxes should be calculated using a 32% tax rate, and taxes should be subtracted and depreciation should be added back in to get net cash flows after taxes. (The point is that depreciation is first subtracted, because it is not taxed, but then it is added back in after taxes have been calculated.) You should calculate the company's NPV for the four-year horizon using a discount rate of 10%. You can assume that the fixed development cost is incurred now. so that it is not discounted, and that all other costs and revenues are incurred at the ends of the respective years. You should accompany all of this with a line chart with three series: annual net revenues from existing products; annual marketing costs for ePlayerX; and annual net revenues from sales of ePlayerX. Once all of this is completed. Jim and Catherine will have a powerful tool for presentation purposes. By adjusting the 0/1 scenario variables, their audience will be able to see immediately, both numerically and graphically, the financial consequences of various scenarios.The model in Example 9.3 has only two market outcomes, good and bad, and two corresponding predictions, good and bad. Modify the decision tree by allowing three outcomes and three predictions: good, fair, and bad. You can change the inputs to the model (monetary values and probabilities) in any reasonable way you like. Then you will also have to modify the Bayes rule calculations. You can decide whether it is easier to modify the existing tree or start from scratch with a new tree.