JFT2 Task 2 Tips Each section of the guidance provided below corresponds to a rubric prompt associated with the assessment. A score of 2 must be achieved on each rubric item in order to pass this assessment. Any additional questions can be directed to the course mentors at MBAOrgBehavior@wgu.edu. Thank you! A1. Utah Symphony Strengths and Weaknesses (0) Unsatisfactory (1) Needs Revision (2) Satisfactory The candidate does not provide a plausible analysis of the financial and leadership
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interpret standard costs and variances‚ and critically evaluate the advantages and disadvantage of standard costing (Aims 2‚ 3 & 4) Analyze the different responsibility centers‚ performance measures and goal congruence issues‚ including the balanced scorecard (Aim 4) Become exposed to issues of strategic planning and control (Aim 4) Weighting (if applicable) 15-20% 2. 15-20% 3. 15-20% 4. 15-20% 5. 6. 15-20% Become familiar with methods of advanced costing methods 15-20%
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Question 1: What is Ban Boredom and does it make sense for Store24? Answer “The Ban Boredom strategy was really playing off of the urban‚ young adult market. Marketers know that this demographic gets bored easily and needs to be stimulated. We wanted this group to always see new and different things in the store.” (to create a strong sense of loyalty) Ban Boredom คือ กลยุทธ์ที่ Store24 สร้างขึ้นมาเพื่อจับกลุ่มตลาดผู้บริโภคที่เป็นผู้ใหญ่ตอนต้น ซึ่งทาง Store24 เชื่อว่ากลุ่มคนพวกนี้เบื่อง่าย Ban
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Aspect of Company Performance Factors to be Considered Organizational Goal (per quarter) Actual Performance (most recent quarter) GAPS Financial Quarterly Profit Results Inventory Turnover (rate of product manufactured in that quarter sold within 1-2 months) $20‚000 90% $25‚000 110% Quarterly profits were higher than anticipated ($25‚000 versus $20‚000)‚ as was inventory turnover rate (110% versus 90%). Customer Customer Satisfaction Rate Customer Recommendation Rate (rate of new business
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Publishing. Kreitner. (40). Organizational Behavior [VitalSouce bookshelf version]. Retrieved from http://online.vitalsource.com/books/1259234185/epubcfi/6/66 Olve‚ J.‚ Roy‚ J. & Wetter‚ M. (1999). Performance drivers: A practical guide to using the balanced scorecard. Chichester: John Wiley & Sons. ISBN: 9780471986232 Szwarc‚ P. (2005). Researching customer satisfaction & loyalty: How to find out what people really think. London: Kogan Page. ISBN: 9780749443368 Trompenaars‚ F. & Prud’Homme‚ P. (2004)
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ผู้เขียนอยากให้ผู้บริหารธุรกิจ นักกลยุทธ นักการตลาด ได้เห็นภาพรวมของกลยุทธระดับธุรกิจที่เชื่อมกับกลยุทธแบรนด์พอร ์ตโฟริโอ ถ้าจะอธิบายให้เข้าใจง่ายๆ นั้นมีหลักอยู่ 2-3 อย่างด้วยกัน อย่างแรก การคิดเชิงกลยุทธ ซึ่งเป็นเรื่องเกี่ยวกับวิสัยทัศน์ ภารกิจ เป้าหมายแล้วใช้ Balanced Scorecard & KPIs แปลความไปสู่กลยุทธ ตรงนี้เองที่นักการตลาดจะพูดถึงแบรนด์ในมิติที่เกี่ยวกับวิสัยท ัศน์และคุณค่าของแบรนด์ อันจะนำไปสู่วัตถุประสงค์ของแบรนด์พอร์ตโฟลิโอ เช่น Synergy‚ Leverage‚ Relevance‚ Strong Brands‚ Clarity อย่างที่สอง เมื่อสามารถพิจารณากลยุทธธุรกิจ
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Balance Scorecard and Analysis � PAGE * Arabic �1� Running Head-VISION‚ MISSION‚ VALUES‚ AND SWOTT ANALYSIS Little Fun Size Candy Shop Scorecard Jaime Enriquez BUS 475 December 20‚ 2010 Lesley King The mission of Little Fun Size Candy Shop is to be the best local candy store in all of Silver Spring‚ MD‚ creating the best fun size candy bags and to provide a fun‚ safe‚ memorable experience for customers. LFSC has developed the strategic objectives of customer satisfaction‚ customer value‚
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1. Explain how the Voice of the Employee supports improved internal processes (Voice of the Business)‚ and how the Voice of the Business supports customer satisfaction (Voice of the Customer). First of all‚ Voice of the employee is the needs‚ desires‚ hopes and preferences of all employees within an organization. For example‚ health care‚ wages and some other benefits are the voice from the employees; it is something that employees ask from employer. Secondly‚ The Voice of the business is a summary
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I have proposed a plan to get what’s best out of our wonderful employees and make Tri-Cities Bank the most desirable bank to host customer’s deposits. It will increase financial performance from the bottom‚ up. The program is called the Balanced Scorecard (BSC). It works by using four business perspectives and lead/lag indicators and has several performance measures that fall into one of the four business perspectives. Below is a table that labels which measures I believe would fall into which
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Balance Scorecard 1. What is Balance Scorecard? What is the process of implementation and difficulties in implementation? The Balanced Scorecard (BSC) is a performance management tool which began as a concept for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy. By focusing not only on financial outcomes but also on the operational‚ marketing and developmental inputs to these‚ the Balanced Scorecard
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