2. Assume that consumers evaluate new cars on two features: Number of Cupholders (C),and Sexiness of design (S). Chevrolet currently offers the following line-up of models:• Chevy Camaro: C = 2, S = 7• Chevy Tahoe: C = 6, S = 3In addition, Chevrolet has the following new models that it could roll out, if necessary:• Chevy Bolt: C = 3, S = 4• Chevy Corvette: C = 1, S = 9Chevy Malibu: C = 4, S = 3.5• Chevy Colorado: C= 2, S= 5• Chevy Suburban: C = 8, 8 = 1(a) Some executives at Chevy want to increase the sales of the Camaro by addingexactly one of its new models to the line up. Which car could they add to do so?Why might adding this car help? If there are multiple cars they could add, pleaseanswer the questions for each possibility.(b) Some other Chevy executives want to increase the sales of the Tahoe by addingexactly one of its new models to the line up. Which car could they add to do so?Why might adding this car help? If there are multiple cars they could add, pleaseanswer the questions for each possibility.(c) What would have to be true about consuners' preferences and information forthe strategy to increase sales of the Tahoe to succeed?(d) Now imagine Chevy adds all of its new models to the line up. What is likely tobe the most popular car? Why?(e) Leslie is shopping for a new Chevy. When the dealer had the old line up (Camaroand Tahoe) she was indifferent between the two. With the new line up with all thecars, Leslie will choose either the Suburban or the Colorado. Write down Leslie'schoice correspondence under the two menus. Are her choices rational? Whyor why not?(f) Mike is also shopping for a new Chevy. When the dealer had the old line up(Camaro and Tahoe) he chose the Camaro. With the new line up with all thecars, Mike will choose either the Tahoe, Malibu, or Bolt. Write down Mike'schoice correspondence for the two menus. Are his choices rational? Why orwhy not?

Since we are allowed to answer only top 3 related questions therefore we will be focused on…

Answered: Some executives at Chevy want to…

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 2ED

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Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Feasibility Analysis is the process of determining whether a business idea is viable. It is the preliminary evaluation of a business idea, conducted for the purpose of determining whether the idea is worth pursuing. Part 1: Product/Service FeasibilityA. Product/service desirabilityB. Product/service demandPart 2: Industry/Target Market FeasibilityA. Industry attractivenessB. Target market attractivenessPart 3: Organizational FeasibilityA. Management prowessB. Resource sufficiencyPart 4: Financial FeasibilityA. Total start-up cash neededB. Financial performance of similar businessesC. overall financial attractiveness of the proposed ventureYou operate a fast food restaurant in downtown Kingston which sits beside the Morant Bay taxi stand they make JMD$2,000,000 from 2,000 passengers buying breakfast and dinner as they arrive and leave Kingston to and from Morant bay. The cost to build a new franchise in Morant Bay is JMD$10,000,000 and operational costs for staff and expenses is…
The CEO of a car manufacturing company is about to launch new car. However, there are opposite views regarding the launch. The marketing manager expects that the car will generate high revenue and profit. However, the lead designer reported that although the design met required industry and law standards and requirements, tests showed a low risk that the car could malfunction (), possibly injuring a user. By deciding to launch the car as designed, what criterion of decision making was ignored ( )? A Economic Feasibility. B Rationality. C) Ethicalness. D Legality. E Practicality
Characteristics that unique to each model, Hofstede Dimension and K-S Dimension
characteristics in the 6 Hofstede dimensions to the 6 K-S dimensions that are similar also tell me the characteristics that are unique to each model.
1. A school librarian wants to gather the students’ opinion about the school’s library services. A. closed B. open-ended C. rating scale D. dichotomous 2. Mr. Santos, a restaurant owner, needs to know the opinion of their customers on the restaurant’s service, cleanliness, and quality of food. A. closed B. open-ended C. rating scale D. dichotomous
Management Decision Systems (MDS) is a consulting company that specializes in the development of decision support systems. MDS has a four-person team working on a current project with a small company to set up a system that scrapes data from a collection of websites and then automatically generates a report for management on a daily basis. Time (Weeks) Activity Description ImmediatePredecessor Optimistic Most Probable Pessimistic A Report generation 2 9 13 B Web scraping 6 10 12 C Testing A, B 1 1 1 (a) Construct the project network. (Submit a file with a maximum size of 1 MB.) This answer has not been graded yet. (b) Based solely on the critical path, estimate the probability that the project will be complete within 12 weeks. (Round your answer to four decimal places.) (c) Using all paths through the project network, estimate the probability that the project will be complete within 12 weeks. (Round your answer to four decimal places.) (d)…
List 2 problem statements which belong to the identified scopes below: TOPIC: Robotics and Gamification Focus Area: Design, modeling, and control of systems that scan the environment, move through it, engage with it, and take action on it.Beneficiary: HumansKnowledge/Capability: Robots, Computer Science, Engineering, Computer Systems Take note of this on making a problem statement: • Causes frustration • Takes too much time • Is too expensive • Customer is already spending money on terrible solution
Management Decision Systems (MDS) is a consulting company that specializes in the development of decision support systems. MDS has a four-person team working on a current project with a small company to set up a system that scrapes data from a collection of websites and then automatically generates a report for management on a daily basis. Time (Weeks) Activity Description ImmediatePredecessor Optimistic Most Probable Pessimistic A Report generation 1 8 12 B Web scraping 4 9 11 C Testing A, B 1 1 1 (b) Based solely on the critical path, estimate the probability that the project will be complete within 11 weeks. (Round your answer to four decimal places.) (c) Using all paths through the project network, estimate the probability that the project will be complete within 11 weeks. (Round your answer to four decimal places.)
Assume you are asked to advise the team that need to prepare the new quotefor the construction of the Mtentu bridge, on including human centered design(HCD) in determinning the scope and execution of the work. What is thelimitations of HCD and what contribution can HCD make in this context? Usebetween 80 and 120 words.

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