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- The photocopying business is thriving in Dagupan City. Miss Josefina “ Fina” Datu is the owner and operator of the biggest copying firm in the city. Fina has been in the business for more than 20 years and because of her daring and enterprise, she was able to put up three branches in each of the capital towns of three adjoining provinces, namely Nueva Ecija, Tarlac, and Pangasinan. She is planning to operate in Nueva Vizcaya and Isabela in the near future. This business actually involves using machines to copy documents, books magazines, and other materials. Fina employs six young ladies per branch. A big dealer in Manila supplies her with the latest copying machines, paper and ink. Fina has an open credit line with the leader. Fina personally trains new employees in the firm’s main office in Dagupan. After a month of training, the new employees are deployed in the various branches. New employees are paid daily wages depending on output. They are also entitled to free board…Jefferson Distributing is analyzing distribution networks with either 4, 5, 6 or 7 warehouses to serve 200 major customers in Europe. Relevant costs include transportation cost from the warehouses to customers, fixed facility costs, and inventory costs in the warehouses. The table below shows the annual transportation cost produced by a facility location software tool for locating 4, 5, 6 or 7 warehouses for this company. Suppose that annual inventory cost for the network can be modeled as $800,000 times the square root of the number of warehouses. Thus, if the network has 4 warehouses, then the annual inventory cost would be $800,000 x √4= $1,600,000. Number of Warehouses Transportation Cost 4 8,000,000 5 6,500,000 6 5,000,000 7 4,400,000 a) If the annual fixed cost per warehouse is $1,000,000, how many warehouses should there be to minimize the total (transportation + warehouse + inventory) cost? b) Now suppose the…Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 Of the four categories of variables, which one seems to be the most central to Ski Butternuts segmentation strategy, and why?
- Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.Seas Beginning sells clothing by mail order. An important question is when to strike a customer from the companys mailing list. At present, the company strikes a customer from its mailing list if a customer fails to order from six consecutive catalogs. The company wants to know whether striking a customer from its list after a customer fails to order from four consecutive catalogs results in a higher profit per customer. The following data are available: If a customer placed an order the last time she received a catalog, then there is a 20% chance she will order from the next catalog. If a customer last placed an order one catalog ago, there is a 16% chance she will order from the next catalog she receives. If a customer last placed an order two catalogs ago, there is a 12% chance she will order from the next catalog she receives. If a customer last placed an order three catalogs ago, there is an 8% chance she will order from the next catalog she receives. If a customer last placed an order four catalogs ago, there is a 4% chance she will order from the next catalog she receives. If a customer last placed an order five catalogs ago, there is a 2% chance she will order from the next catalog she receives. It costs 2 to send a catalog, and the average profit per order is 30. Assume a customer has just placed an order. To maximize expected profit per customer, would Seas Beginning make more money canceling such a customer after six nonorders or four nonorders?
- Explain how to determine the number of variables and constraints that would be in a transportation problem simplyby knowing the number of sources and the number of destinations.The figure below shows the possible routes from city A to city J as well as the time (in minutes) required for a trip between each pair of cities (note that if no arc joins two cities it is not possible to travel non-stop between those two cities). A traveler wishes to find the quickest option to travel from city A to city J. What is the shortest time possible to travel from node F to node J. Multiple Choice: 200 140 110 180 160ABC Company is engaged in the production of processed meats like tocino, chicken longganisa, pork longganisa, and siomai both chicken and pork. Their famous product is pork longganisa and it sells like a hot potato before the pandemic came. They are selling their products in their stall in the public market of Lipa. Their products are also available in their residence located in Brgy. Marawoy, Lipa City. Both locations are accessible to their suki, basically one of the reasons why their business is doing well. But because of the pandemic the sales of ABC Company were affected and slow down. On the first 5 months of the pandemic, the business is still earning profits but on the succeeding months, slowly they experience losses. Aside from the covid 19 pandemic, another factors that influence in the loss of the company is the price of the raw materials like pork and chicken. They have a total of 10 employees who are in charge in the production and in the stall. How would you analyze the…
- Romeo Roberts has been running a manufacturing business for the last 15 years and has experienced steady growth over the years. He has just secured a major contract to supply products to an international chain store and needs to raise capital to expand his production capabilities. Romeo is hesitant to invest more of his personal funds in the business because he is thinking of retiring in 5 years and doesn’t want to place all his retirement funds in the business. Romeo is weighing his options between inviting his wealthy friends to become partners in his business or to raise capital from the public Required i) Advise Romeo on the partnership options available to him outlining the advantages and disadvantages of each option. ii) Advise Romeo on the options available to raise capital from the public, outlining the advantages and disadvantages. iii) What is the agency problem and how will it impact Romeo should he decide to convert his business to a company. iv) Romeo has heard about…David Joseph is a supermarket chain manager based in Milwaukee, Wisconsin. He wants to establish business relations with China because China is part of the fastest-growing economies in the world. Through one of his Chinese employees, Wang Xin, David reached an agreement to import green tea from a farm animal products import and export company in Zhejiang Province, China. The goods should be in time to reach the sales peak of Thanksgiving. David himself is also a tea lover, and he is very struck by the quality of this tea, and the packaging is better than he expected. He is looking forward to tea selling in his supermarket and even tirelessly lets Wang Xin write some bilingual advertisements for tea in local mainstream newspapers or broadcast on the radio. Because of the small volume of transactions, the freight for each transaction is relatively high. To make a profit, David's accounting department suggested that the price of Chinese green tea could be set at a slightly higher price…PLEASE SHOW ALL FORMULA PharmaCo wants to determine how to deploy sales representatives across its Western U.S. region to support a new drug for obesity. Sales representatives will be located in a "home city", which they serve, in addition to cities with feasible commuting distance, with the objective that all cities must be served by at least one sales representative. The feasible connections between each city in the region are listed below (1 indicates a feasible connection, potential home cities are shown in columns, and cities served in rows): Potential Rep Home City Served? Albuquerque El Paso Denver Phoenix San Diego Los Angeles San Francisco Portland Seattle Las Vegas Salt Lake City Albuquerque 1 1 1 1 0 0 0 0 0 0 0 El Paso 1 1 0 1 0 0 0 0 0 0 0 Denver 1 0 1 1 0 0 0 0 0 0 1 Phoenix 1 1 1 1 1 1 0 0 0 1 1 San Diego 0 0 0 1 1 1…