The following table shows the value added at e Which of the following value chain steps is leas company's strategic resources and capabilities? Activity Value added ($) A 125 20 100 75 50 ABCDE D
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?Q4) Define the following concepts with example. Market Potential Sales Potential Market Share
- What are quality standards and how to guarantee your company has reached them? QUESTION 2:What are the four flows within the corporate environment, which are tried to optimize through logistics? QUESTION 3:Describe supplier selection and evaluation process. QUESTION 4:What are the differences between local and global sourcing? Explain also in which situations either of the options are preferable. QUESTION 5:What is demand forecasting and why it’s vital to the company’s operations? QUESTION 6:Explain the purpose, methods and the outcome of good customer service process. Your answer must be at least 1-2 pages.Q-5: A firm A tries to estimate the relationship between demand for its product and income of the consumers. By estimating the relationship, it has been found that B= -0.85. Interpret such a relationship. (4)Q1. Explain the benefits and challenges of CRM. Customer relationship management?
- Q1:Explain briefly , how Marketing may affect the quality positively and give an example.Q: Write five recommendations for someone who wants to start his/her own business?Q: Write a summary about any existing company showing the main issues (it can be an international or national company).Q6: "Customer lifetime value (CLTV)" refers to the amount of money acustomer spends with your company over the course of their relationship.You can concentrate on the lifetime value by answering the following twoquestions.(i) How do you differentiate between two of your averageconsumers, one that visits STO MegaMall in person and spendstheir money there, and the other customer who buys fromeSTORE.mv, the online channel option? With examples andcomputations, explain CLTV. (ii) What are STO MegaMall and eSTORE.mv willing to do as toestablish, strengthen, and maintain customer relationships asindependent customer channels?
- Value Proposition at Brenco GPS Security Solution A value proportion defines the product or service that an enterprise is producing with the aims at resolving customer pain or fulfilling a need of a customer segment. Brenco is a security and GPS service providers, reputable in the deployment of digital tracking devices. Brenco has proposed to produce and distribute a small GPS tracking device that you can attach to your bicycle, cars, luggage or other valuables and in the event of loss of theft it will locate the items. The value proposition we offer is the ability to track your valuable objects. Requires: As a senior business analyst at Brenco, you are required to identify and explain the set of features embedded in the value proposition of GPS tracking deviceQ5 Your company suffered from loss, and decided to cut jobs extensively to reduce costs, upper-level managers are spending significant amounts of time solving problems in the production units. On the other hand the production managers are displeased that they cannot make dec8isions for their own units. What recommendation would you make for this firm?Q1.Explain the principles of Seven Cs in detail?