How does cost-effectiveness defer from cost-feasibility analysis?
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How does cost-effectiveness defer from cost-feasibility analysis?
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- give an explanation to the following statements: Comparing proposed projects with the status quo often simplifies the prediction of projects’ impactsThe Town of Broomville, along with local arts and athletic groups, decided to erect a new community centre for sports, music, and theatre. The total estimated cost was $18,000,000 in April. Jane Borkus, president and CEO of the largest local industry. Autotech, promised to match every dollar raised through other donors, up to $9,000,000. Both she and the delighted town mayor, Geoff Johns, made the announcement over the local television station and in a joint statement in the town's newspaper. Borkus said the deadline would be 12 months. The following January, the campaign was proceeding extremely well; other donors had pledges $5,500,000 and Borkus presented a cheque for $4,000,000 as Autotech's "down payment and pledge of good will." Unfortunately, in March, Autotech lost its major contract to supply car parts to one of the big three auto manufacturers. Anticipating a large loss at year's end, Borkus withdrew the pledge and asked for the return of the down payment. Broomville will…Environmental Impact Assessment vs. Strategic Environmental Assessment and Management, Post-Project Assessment Investigate the scientific and socio-demographic basis of the following principle (post-project assessment)
- Case study below: The Foschini Group (TFG) says it has entered into an agreement to acquire the entire issued sharecapital of Tapestry Home Brands for R2.35 billion. TFG said it is acquiring the sale shares fromWestbrooke Investments Proprietary Limited, funds managed by Actis, as well as the current andprevious management of Tapestry whose brands include popular made-to-order furniture retailer,Coricraft; South Africa’s renowned branded bedding retailer Dial-a-bed; home textile retailer,Volpes; and value bedding retailer, The Bed Store.Established in 2005, Tapestry’s own, locally manufactured product accounts for 47% of net sales,employing a total of approximately 2,500 people, with manufacturing facilities located in CapeTown, Johannesburg, and Gqeberha. Tapestry operates 175 stores across South Africa, Namibia andBotswana. The three business segments, namely living, linen and bedding, are run on adecentralised basis by a strong management team, it said.“The transaction will provide…Samsung - List 3 Opportunities you have identified in your personal assessment of the business: (Make sure you label why you call each item an opportunity): List 3 Threats you have identified in your personal assessment of the business: (Make sure you label why you call each item a threat):How does the experience and expertise of the development team affect cost estimation?
- Sigma Airway: In 2021, Sigma Airway was considering the possibility of adding a new economy class to the two existing classes - first class and tourist -in the hope that the total contribution to its profit from fares might be increased. Ms. Somsri, the marketing manager for Sigma had to decide within the next week whether or not to introduce such as a change. If introduced, the new class would have to be retained for at least 100 days. Somsri felt that the essential question to be answered in her analysis was whether such a deal would attract sufficient new customers to offset the loss of revenue from existing tourist customers switching to the lower-contribution economy class. Somsri, having had some experience with these problems in the past, made the following assessments: On an average day she felt that there was a 1 in 3 chance that 200 new customers would be attracted to the new class, a 1 in 3 chance at the figure would be around 100 new customers, and a 1 in 3 chance that it…Case studyYou have recently been appointed as the new IT risk manager of a countrywide online tradingbusiness called DirectToCust which sells items directly to the public. Its headquarters are locatedin Cape Town, in the Western Cape and have warehouses in Gauteng, KZN, and the Free state. Thecompany employs over 200 call center agents and about 10 business managers for both inboundand outbound transactions and logistics. They work both day and night shifts in an open-planworkspace of around 40 x 38 m with each agent having their own desk, networked computers andessential office stationery to conduct business. Most, if not all, call center agents’ desktop PCs areconnected to a local network using Ethernet cabling while most line managers’ laptops arewirelessly connected to enable free movement around the premises. All the servers, switches,router, gateways, firewalls, etc., are located at the adjacent IT office and maintained by onenetwork administrator and six support technicians…Case study below: The Foschini Group (TFG) says it has entered into an agreement to acquire the entire issued sharecapital of Tapestry Home Brands for R2.35 billion. TFG said it is acquiring the sale shares fromWestbrooke Investments Proprietary Limited, funds managed by Actis, as well as the current andprevious management of Tapestry whose brands include popular made-to-order furniture retailer,Coricraft; South Africa’s renowned branded bedding retailer Dial-a-bed; home textile retailer,Volpes; and value bedding retailer, The Bed Store.Established in 2005, Tapestry’s own, locally manufactured product accounts for 47% of net sales,employing a total of approximately 2,500 people, with manufacturing facilities located in CapeTown, Johannesburg, and Gqeberha. Tapestry operates 175 stores across South Africa, Namibia andBotswana. The three business segments, namely living, linen and bedding, are run on adecentralised basis by a strong management team, it said.“The transaction will provide…
- If it is challenging, what factors contribute to this difficulty?The difference between project feasibility and project appraisal and their significance to project sustainabilityMangement In a recent case study on urban planning, the city of Greenridge faced the challenge of accommodating rapid population growth while preserving its unique cultural heritage and green spaces. The city implemented a comprehensive planning strategy that involved collaboration between urban designers, environmentalists, and community stakeholders. The plan prioritized sustainable development, with an emphasis on creating mixed-use zones, promoting public transportation, and integrating renewable energy sources. As a result, Greenridge successfully managed to strike a balance between urbanization and environmental conservation, ensuring a high quality of life for its residents. However, one lingering question arises from this case study: How can other cities facing similar growth pressures adapt and implement such holistic planning approaches to foster sustainable development?