http://www.adweek.com/news/advertising-branding/gaps-biggest-problem-it-lost-its

http://www.adweek.com/news/advertising-branding/gaps-biggest-problem-it-lost-its-brand-identity-165367
this is a gap compaign

Creative Strategy, Appeal and Tactic Recommendations
Creative Strategy, Appeal and Tactic Recommendations
Introduce the BIG IDEA. Creative theme and appeal techniques based on brand positioning and consumer insights, copy platform, creative tactics and rationale. How would you extrapolate your main idea into each of your recommended IMC disciplines? Each promotion plan
must
include
integrated
executions for TV, at least one print vehicle (magazine, newspaper, out-of-home), and an interactive, Internet-based component. Choose 2 other appropriate IMC vehicles to augment your campaign. (If the media vehicles above are not appropriate for your brand, explain why.)

please refer it in APA style with reference

Question 10 out of 3 points This mini-case is based on APPRENTICE season Three,

Question 10 out of 3 points This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth. In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations. Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel. 2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.   It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates. Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50   Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return. Assume also: 1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness. Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank. Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H] Question 20 out of 2 points In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.   11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C] Question 30 out of 1 points At what time does the process start to lose customers? Question 40 out of 1 points What is the longest possible waiting time (in minutes) for a customer who joined the queue? Question 50 out of 1 points What is the total waiting time (in customer∙hour) for customers who joined the queue? Question 60 out of 1 points How many TCBs does Magna sell with outdoor marketing from 11am to 3pm? Question 70 out of 1 points How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?
Question 10 out of 3 points This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth. In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations. Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel. 2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.   It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates. Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50   Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return. Assume also: 1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness. Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank. Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth. In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations. Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel. 2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.   It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates. Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50   Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return. Assume also: 1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness. Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank. Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth. In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations. Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel. 2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.   It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates. Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50   Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return. Assume also: 1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness. Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank. Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth. In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations. Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel. 2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.   It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates. Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50   Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return. Assume also: 1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness. Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank. Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth. In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations. Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel. 2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.   It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates. Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50   Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return. Assume also: 1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness. Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank. Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
This mini-case is based on APPRENTICE season Three, Episode One. In the episode, two teams compete to promote the new Burger King Triple Cheese Burger (TCB). The objective is to sell as many TCBs as possible. However, both teams still need to serve customers who order the ordinary burgers (OB), though the profits of OB sales are not counted for their competition. The two teams are Team Magna (Booksmarts), consisting of ten members with college degrees, and Team Networth (Streetsmarts), consisting of ten high-schoolers. The result of the competition is that Team Magna lost to Team Networth.
TCBs
TCBs
Magna
Magna
Booksmarts
Booksmarts
Networth
Networth
Streetsmarts
Streetsmarts
Magna
Magna
Networth
Networth
In this homework you need to analyze Magna’s operations to see what went wrong. The diagram below showsMagna’s process flows and staffing of Burger King’s indoor operations.
Magna’s
Magna’s
Magna’s
Magna’s

Team Leader (Todd) assigned roles as follows. When multiple members are assigned to the same task, they work in parallel.
2 members as outdoor performers attracting more customers to enter the restaurant, 2 members as order receivers (operating separate cash registers), 4 as cooks (1 for TCB and 3 for OB), and 1 as packager. Todd himself works as team coordinator without operating any specific jobs.
2 members as outdoor performers attracting more customers to enter the restaurant,
2 members as order receivers (operating separate cash registers),
4 as cooks (1 for TCB and 3 for OB), and
1 as packager.
Todd himself works as team coordinator without operating any specific jobs.
 
It takes an order receiver 1 minute to introduce TCB to a customer and 1 minute to process the order, no matter whether a customer chooses TCB or OB. Cooking a TCB takes one member 3 minutes, while cooking an OB only takes one member 2.5 minutes. The capacity of the packager is 150 burgers (either kind) per hour. The restaurant operates 4 hours on that day (from 11:00am to 3:00 pm). The two performers’ outdoor marketing effort attracts customers who enter the store. The table below shows the different hourly demand rates.
Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50
Time Slots 11am-Noon Noon-1pm 1pm-3pm Demand Rates WITHOUT outdoor marketing 72 108 44 Demand Rates WITH 2 members outdoor marketing 80 120 50
Time Slots 11am-Noon Noon-1pm 1pm-3pm
Time Slots
Time Slots
11am-Noon
11am-Noon
Noon-1pm
Noon-1pm
1pm-3pm
1pm-3pm
Demand Rates WITHOUT outdoor marketing 72 108 44
Demand Rates WITHOUT outdoor marketing
Demand Rates WITHOUT outdoor marketing
72
72
108
108
44
44
Demand Rates WITH 2 members outdoor marketing 80 120 50
Demand Rates WITH 2 members outdoor marketing
Demand Rates WITH 2 members outdoor marketing
80
80
120
120
50
50
 
Once entered the Burger King restaurant, customers wait in the line before they reach the order receiver. After their orders are taken, customers leave the line and wait in the seats. If a customer finds, upon entering the store, that there are 20 or more customers in line waiting to reach the order receivers (the number 20 does not include the customers who finished ordering and are waiting in the seats), the customer leaves and doesn’t return.
doesn’t
doesn’t
Assume also:
1/4 of the customers choose TCB, the rest choose OB. Customers arrive at a deterministic rate during each time period listed in Table A. Each customer orders exactly one burger, either a TCB or an OB. All burgers (OB and TCB) are made to order to guarantee freshness.
1/4 of the customers choose TCB, the rest choose OB.
Customers arrive at a deterministic rate during each time period listed in Table A.
Each customer orders exactly one burger, either a TCB or an OB.
All burgers (OB and TCB) are made to order to guarantee freshness.

Fill in the capacity and implied utilization (IU) rates for the process with outdoor marketing during 11am -noon in the following table. Please fill integer numbers in to the blank, round the number to integer if necessary. For instance, if the utilization rate is “33.33%”, you should fill in “33” into the blank.
integer
numbers 
Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
Resources at… Capacity (Burgers/Hour) Implied Utilization (%) TCB Introduction& Order Receiving [A] [B] Cooking TCBs [C] [D] Cooking OBs [E] [F] Packaging [G] [H]
Resources at… Capacity (Burgers/Hour) Implied Utilization (%)
Resources at…
Resources at…
Capacity (Burgers/Hour)
Capacity (Burgers/Hour)
Implied Utilization (%)
Implied Utilization (%)
TCB Introduction& Order Receiving [A] [B]
TCB Introduction& Order Receiving
TCB Introduction& Order Receiving
[A]
[A]
[A]
[B]
[B]
[B]
Cooking TCBs [C] [D]
Cooking TCBs
Cooking TCBs
TCBs
TCBs
[C]
[C]
[C]
[D]
[D]
[D]
Cooking OBs [E] [F]
Cooking OBs
Cooking OBs
OBs
OBs
[E]
[E]
[E]
[F]
[F]
[F]
Packaging [G] [H]
Packaging
Packaging
[G]
[G]
[G]
[H]
[H]
[H]

Question 20 out of 2 points In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.   11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.   11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.   11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.   11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.   11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
In the following table, fill in the total flow rate (in burgers/hour) for the process during different time intervals. Please fill integer numbers in to the blank.
  11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
  11am-Noon Noon-1pm 1pm-3pm Total flow rate [A] [B] [C]
  11am-Noon Noon-1pm 1pm-3pm
 
 
11am-Noon
11am-Noon
Noon-1pm
Noon-1pm
1pm-3pm
1pm-3pm
Total flow rate [A] [B] [C]
Total flow rate
Total flow rate
[A]
[A]
[A]
[B]
[B]
[B]
[C]
[C]
[C]

Question 30 out of 1 points At what time does the process start to lose customers?
At what time does the process start to lose customers?
At what time does the process start to lose customers?
At what time does the process start to lose customers?
At what time does the process start to lose customers?
At what time does the process start to lose customers?

Question 40 out of 1 points What is the longest possible waiting time (in minutes) for a customer who joined the queue?
What is the longest possible waiting time (in minutes) for a customer who joined the queue?
What is the longest possible waiting time (in minutes) for a customer who joined the queue?
What is the longest possible waiting time (in minutes) for a customer who joined the queue?
What is the longest possible waiting time (in minutes) for a customer who joined the queue?
What is the longest possible waiting time (in minutes) for a customer who joined the queue?

Question 50 out of 1 points What is the total waiting time (in customer∙hour) for customers who joined the queue?
What is the total waiting time (in customer∙hour) for customers who joined the queue?
What is the total waiting time (in customer∙hour) for customers who joined the queue?
What is the total waiting time (in customer∙hour) for customers who joined the queue?
What is the total waiting time (in customer∙hour) for customers who joined the queue?
What is the total waiting time (in customer∙hour) for customers who joined the queue?

Question 60 out of 1 points How many TCBs does Magna sell with outdoor marketing from 11am to 3pm?
How many TCBs does Magna sell with outdoor marketing from 11am to 3pm?
How many TCBs does Magna sell with outdoor marketing from 11am to 3pm?
How many TCBs does Magna sell with outdoor marketing from 11am to 3pm?
How many TCBs does Magna sell with outdoor marketing from 11am to 3pm?
How many TCBs does Magna sell with outdoor marketing from 11am to 3pm?

Question 70 out of 1 points How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?
How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?
How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?
How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?
How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?
How valuable is the outdoor marketing? In other words, how many TCBs sold by the team should be attributed to outdoor marketing?

I need help with this assignment plagiarism free please  Marketers cannot creat

I need help with this assignment plagiarism free please 
Marketers cannot create demand or make people buy things that they don’t want or need. However marketing is designed to persuade, inform, and remind people about the availability, choices, features, and advantages associated with new and existing products/services.   A friend of yours agrees with the following adage, “People don’t know what they want, they only want what they know.” Write a one-page paper expressing the extent to which you think marketers shape consumer wants, needs, and must haves. 
Marketers cannot create demand or make people buy things that they don’t want or need. However marketing is designed to persuade, inform, and remind people about the availability, choices, features, and advantages associated with new and existing products/services.  
A friend of yours agrees with the following adage, “People don’t know what they want, they only want what they know.” Write a one-page paper expressing the extent to which you think marketers shape consumer wants, needs, and must haves. 
Write a one-page paper
Before you get started on that one page paper take the time to review the following video link: http://www.youtube.com/watch?v=wK_hxXAYVzA It is a video authored by famous Co-Founder of Apple, Steve Jobs and his insights into the marketing world and how marketing = values and living in a noisy world.

Exercises Complete “Exercise: Evaluating the Recruiting Function” in the course

Exercises
Complete “Exercise: Evaluating the Recruiting Function” in the course text, Human Resource Management Applications.
Important: It seems that the numbers the text talks about (see page 26) do not match with the Exhibit 2.16. Please use the following exhibit to guide your answers to the exercise’s 3 questions at the end. Please focus your efforts on just answering the 3 questions as opposed to deriving the yield ratios. 
Important: It seems that the numbers the text talks about (see page 26) do not match with the Exhibit 2.16. Please use the following exhibit to guide your answers to the exercise’s 3 questions at the end. Please focus your efforts on just answering the 3 questions as opposed to deriving the yield ratios. 
Important
Please focus your efforts on just answering the 3 questions as opposed to deriving the yield ratios. 
Please focus your efforts on just answering the 3 questions as opposed to deriving the yield ratios. 
the 3 questions
YIELD RATIOS AT EACH STEP IN THE RECRUITMENT PROCESS ANDRECRUITMENT COST PER NURSE HIREDST. VINCENT’S HOSPITAL

Recruitment Sources Potentially Qualified Accepted Interview Offered Job Accepted Job One-YearSurvival Above-Avg.Rating Avg. Cost Per NurseHired 1. Internet Applications2. Walk Ins 1.152.00 1.202.125 1.581.33 1.812.00 1.753.00 2.401.00 54.52300.00 3. Employee Referrals 1.08 1.85 2.60 3.25 4.33 6.50 100.00 4. Newspaper Ads 1.50 3.00 6.00 12.00 24.00 —— 375.00 5. Journal Ads 1.06 1.90 2.38 4.75 9.50 9.50 112.50 6. Educational InstitutionsJunior CollegesHospital-based SchoolsUniversity Programs 1.231.001.00 1.452.671.50 2.674.001.71 8.008.002.40 8.00——3.00 16.00——3.43 600.00800.00130.00 7. Private Employment Agency 1.00 1.13 1.80 4.50 4.50 9.00 2,000.00 8. Public Employment Agency 2.00 4.00 8.00 8.00 —— —— 300.00 9. Direct Mail 1.07 3.75 5.00 15.00 —— —— 450.00 10. Job Fair 1.86 2.60 4.33 13.00 13.00 13.00 900.00 11. State Nursing Assoc. Meeting 1.00 1.75 2.33 —— —— —— —— Averages for All Sources 1.24 1.87 2.79 5.25 8.27 13.65 $283.65
Recruitment Sources Potentially Qualified Accepted Interview Offered Job Accepted Job One-YearSurvival Above-Avg.Rating Avg. Cost Per NurseHired 1. Internet Applications2. Walk Ins 1.152.00 1.202.125 1.581.33 1.812.00 1.753.00 2.401.00 54.52300.00 3. Employee Referrals 1.08 1.85 2.60 3.25 4.33 6.50 100.00 4. Newspaper Ads 1.50 3.00 6.00 12.00 24.00 —— 375.00 5. Journal Ads 1.06 1.90 2.38 4.75 9.50 9.50 112.50 6. Educational InstitutionsJunior CollegesHospital-based SchoolsUniversity Programs 1.231.001.00 1.452.671.50 2.674.001.71 8.008.002.40 8.00——3.00 16.00——3.43 600.00800.00130.00 7. Private Employment Agency 1.00 1.13 1.80 4.50 4.50 9.00 2,000.00 8. Public Employment Agency 2.00 4.00 8.00 8.00 —— —— 300.00 9. Direct Mail 1.07 3.75 5.00 15.00 —— —— 450.00 10. Job Fair 1.86 2.60 4.33 13.00 13.00 13.00 900.00 11. State Nursing Assoc. Meeting 1.00 1.75 2.33 —— —— —— —— Averages for All Sources 1.24 1.87 2.79 5.25 8.27 13.65 $283.65
Recruitment Sources Potentially Qualified Accepted Interview Offered Job Accepted Job One-YearSurvival Above-Avg.Rating Avg. Cost Per NurseHired
Recruitment Sources

Potentially Qualified
Potentially Qualified
Accepted Interview
Accepted Interview
Offered Job
Offered Job
Accepted Job
Accepted Job
One-YearSurvival
One-YearSurvival

Above-Avg.Rating
Above-Avg.Rating

Avg. Cost Per NurseHired
Avg. Cost Per NurseHired

1. Internet Applications2. Walk Ins 1.152.00 1.202.125 1.581.33 1.812.00 1.753.00 2.401.00 54.52300.00
1. Internet Applications2. Walk Ins
1. Internet Applications2. Walk Ins

1.152.00
1.152.00

1.202.125
1.202.125

1.581.33
1.581.33

1.812.00
1.812.00

1.753.00
1.753.00

2.401.00
2.401.00

54.52300.00
54.52300.00

3. Employee Referrals 1.08 1.85 2.60 3.25 4.33 6.50 100.00
3. Employee Referrals
3. Employee Referrals
1.08
1.08
1.85
1.85
2.60
2.60
3.25
3.25
4.33
4.33
6.50
6.50
100.00
100.00
4. Newspaper Ads 1.50 3.00 6.00 12.00 24.00 —— 375.00
4. Newspaper Ads
4. Newspaper Ads
1.50
1.50
3.00
3.00
6.00
6.00
12.00
12.00
24.00
24.00
——
——
375.00
375.00
5. Journal Ads 1.06 1.90 2.38 4.75 9.50 9.50 112.50
5. Journal Ads
5. Journal Ads
1.06
1.06
1.90
1.90
2.38
2.38
4.75
4.75
9.50
9.50
9.50
9.50
112.50
112.50
6. Educational InstitutionsJunior CollegesHospital-based SchoolsUniversity Programs 1.231.001.00 1.452.671.50 2.674.001.71 8.008.002.40 8.00——3.00 16.00——3.43 600.00800.00130.00
6. Educational InstitutionsJunior CollegesHospital-based SchoolsUniversity Programs
6. Educational InstitutionsJunior CollegesHospital-based SchoolsUniversity Programs

1.231.001.00
1.231.001.00

1.452.671.50
1.452.671.50

2.674.001.71
2.674.001.71

8.008.002.40
8.008.002.40

8.00——3.00
8.00——3.00

16.00——3.43
16.00——3.43

600.00800.00130.00
600.00800.00130.00

7. Private Employment Agency 1.00 1.13 1.80 4.50 4.50 9.00 2,000.00
7. Private Employment Agency
7. Private Employment Agency
1.00
1.00
1.13
1.13
1.80
1.80
4.50
4.50
4.50
4.50
9.00
9.00
2,000.00
2,000.00
8. Public Employment Agency 2.00 4.00 8.00 8.00 —— —— 300.00
8. Public Employment Agency
8. Public Employment Agency
2.00
2.00
4.00
4.00
8.00
8.00
8.00
8.00
——
——
——
——
300.00
300.00
9. Direct Mail 1.07 3.75 5.00 15.00 —— —— 450.00
9. Direct Mail
9. Direct Mail
1.07
1.07
3.75
3.75
5.00
5.00
15.00
15.00
——
——
——
——
450.00
450.00
10. Job Fair 1.86 2.60 4.33 13.00 13.00 13.00 900.00
10. Job Fair
10. Job Fair
1.86
1.86
2.60
2.60
4.33
4.33
13.00
13.00
13.00
13.00
13.00
13.00
900.00
900.00
11. State Nursing Assoc. Meeting 1.00 1.75 2.33 —— —— —— ——
11. State Nursing Assoc. Meeting
11. State Nursing Assoc. Meeting
1.00
1.00
1.75
1.75
2.33
2.33
——
——
——
——
——
——
——
——
Averages for All Sources 1.24 1.87 2.79 5.25 8.27 13.65 $283.65
Averages for All Sources
Averages for All Sources
1.24
1.24
1.87
1.87
2.79
2.79
5.25
5.25
8.27
8.27
13.65
13.65
$283.65
$283.65

Visit a website on Project Management.  Select an article and provide the link t

Visit a website on Project Management.  Select an article and provide the link to this article.
The paper should be at least 1000 words written in APA format. Below is the outline that must be adhered to.

Summarize the article. The paper should be at least 1000 words written in APA format. Also ensure that Plagiarism must be avoided

Below is a outline that must be adhered to in writing the APA paper

1. Abstrat

2. Introduction in the following manner ensure to write each of them  using them as seen below
i. Thesis Statement:
ii. Purpose:
iii. Overview of the paper:

3.0 Body: A summary of the article with the link to the site.
i. Highlight the Information Systems Project Management elements that apply to you. .
ii. Relate to at least three learning objectives.
iii. Critique the article in terms of relevance to your learning objectives.

4.0 Conclusion: State what you learned.
i. Recommend a course of action

5.0 Reference Provide reference links and any other resources used

1. A company uses a process cost accounting system. Its Sewing Department’s begi

1. A company uses a process cost accounting system. Its Sewing Department’s beginning inventory consisted of 50,000 units (1/4 complete with respect to direct labor and overhead). The Sewing Department started and finished 120,000 units this period. Its ending inventory consists of 40,000 units (1/4 complete with respect to direct labor and overhead). All direct materials are added at the beginning of the process. Under the Weighted Average inventory valuation method, what are the equivalent units of production for the Sewing Department for direct materials and for direct labor and overhead, respectively?

i)  Define in one sentence, how would you recognise a Strategic Knowledge Manage

i)  Define in one sentence, how would you recognise a Strategic Knowledge Management (SKM) story within the press or media? [6 marks] (ii)  What 5 features or dimensions must be considered to identify an SKM story? [10 marks] (iii)  In the News Article extract on the following page, which 3 out of the 5 SKM story dimensions are present? List at least 3 dimensions, and quote the appropriate text from the article to illustrate each dimension. [9 marks]
i)  Define in one sentence, how would you recognise a Strategic Knowledge Management (SKM) story within the press or media? [6 marks]
(ii)  What 5 features or dimensions must be considered to identify an SKM story? [10 marks]
(iii)  In the News Article extract on the following page, which 3 out of the 5 SKM story dimensions are present? List at least 3 dimensions, and quote the appropriate text from the article to illustrate each dimension. [9 marks]

Think of a possible change initiative dealing with diversity that Google can use

Think of a possible change initiative dealing with diversity that Google can use . Briefly describe the initiative. Analyze the impact of this diversity initiative would effect the people, processes, and products (or services) of Google. Focus on the people portion, provide recommendations to position this change initiative in a manner that results in high performance. Conclude with a summary of how your recommended approach to the diversity initiative will result in organizational excellence.
Think of a possible change initiative dealing with diversity that Google can use . Briefly describe the initiative.
Analyze the impact of this diversity initiative would effect the people, processes, and products (or services) of Google.
Focus on the people portion, provide recommendations to position this change initiative in a manner that results in high performance.
Conclude with a summary of how your recommended approach to the diversity initiative will result in organizational excellence.

1. This chapter defined and discussed gap  analysis. This type of analysis requi

1. This chapter defined and discussed gap  analysis. This type of analysis requires looking to where the organization has  planned to be and comparing that to where it actually is. The gap between the  two, is the area that needs to be addressed. What do you believe are the keys  characteristics that the organization’s plan must have if the gap analysis is  to be successful? What must managers guard against in performing gap analysis?  If there is a gap, how will you determine the next step in the evaluation and  control process?2.   If you are part of organization that has  an innovative strategy, what are the key inputs from the environment that you  need to implement the strategy? What steps will you take to be sure the inputs  exceed the minimum acceptable levels? What will you do to ensure your output to  the environment is acceptable? How are those two periods of evaluation and  control the same and how are they different?3. As a student, you are evaluated periodically during the semester and at the end of semester. Do you ever change the process that you use in studying in hopes of affecting the outcomes? Give an example. When were these adjustments most successful? What characterized the successful adjustments? The unsuccessful ones? Do these characteristics apply to an innovative organization? Why or why not?
1. This chapter defined and discussed gap  analysis. This type of analysis requires looking to where the organization has  planned to be and comparing that to where it actually is. The gap between the  two, is the area that needs to be addressed. What do you believe are the keys  characteristics that the organization’s plan must have if the gap analysis is  to be successful? What must managers guard against in performing gap analysis?  If there is a gap, how will you determine the next step in the evaluation and  control process?
2.  
If you are part of organization that has  an innovative strategy, what are the key inputs from the environment that you  need to implement the strategy? What steps will you take to be sure the inputs  exceed the minimum acceptable levels? What will you do to ensure your output to  the environment is acceptable? How are those two periods of evaluation and  control the same and how are they different?

3. As a student, you are evaluated periodically during the semester and at the end of semester. Do you ever change the process that you use in studying in hopes of affecting the outcomes? Give an example. When were these adjustments most successful? What characterized the successful adjustments? The unsuccessful ones? Do these characteristics apply to an innovative organization? Why or why not?

Assume a firm owns a small warehouse Assume that the warehouse is subject to t

Assume a firm owns a small warehouse

Assume that the warehouse is subject to the risk of a fire.  Subject to the following loss probability distribution

Loss
          70%
$1000            15%
$5000            10%
$10000                       5%

The firm has four current risk management options to use to manage this risk. 

[1] Retention with a worry value of   $250

[2] Insurance policy with a FA of $1,000 and a premium cost of $350.  Worry value of $200

[3] Insurance policy with a FA of $10,000 and a premium cost of $700.  Deductible of $2,000.  Worry value of $100

[4] Full Insurance with a premium cost of $1300. 
                                           
           
Construct an after tax loss matrix.  Assume that the firm’s marginal tax rate is 15%.  What is the expected after tax cost for each option (12 points)
after tax

Assume that the risk manager makes decisions based on total cost.  What option would she choose? (2 points) 
Assume that the risk manager makes decisions based on total cost.  What option would she choose? (2 points) 
Assume that the risk manager makes decisions based on total cost.  What option would she choose? (2 points) 
Assume that the risk manager makes decisions based on total cost.  What option would she choose? (2 points) 

 A clothing manufacturer is considering the following 4 options to handle the risk they face with the following respective costs
 A clothing manufacturer is considering the following 4 options to handle the risk they face with the following respective costs
Retention
Retention
Expected Cost of 600

Partial insurance
Partial insurance
Expected Cost of 800

Deductible insurance
Deductible insurance
Expected Cost of 900

Full insurance
Full insurance
Expected Cost of 1000

If the risk manager makes decisions by minimizing TOTAL COST, show what conditions on the WVs would make:

Full insurance preferred to Deductible Insurance? Show all work and explain the numerical answer. (3 points)

Partial insurance preferred to Retention? Show all work and explain the numerical answer. (3 points)

For ease of exposition call the WVs:

WVR (retention)          WVP (partial insurance)        
R
P

WVD (deductible insurance)  WVF (full insurance)
D
F