________theories argue that the rightness or wrongness of actions and policies depends on the estimated consequences.
Consequentialist
Deontological
Ethical
Justice

 

Variations in power density and duration are significant disadvantages of:

solar power.

wind power.

hydroelectric power.
nuclear power.

 

The enactment of the Magnuson Act in 1976:
focused more on sustainable yield approaches to U.S. fisheries.
opened up U.S. fisheries to foreign commercial interests.
allowed fishery managers to use economic and social factors to modify estimates of sustainable fish catches.
imposed restrictions on the amount of fish an individual could take.

Demographic transition where a country develops a stable population – one that merely replaces itself – occurs when:

both birth and death rates rise.

both birth and death rates are low.

birth rates decline while death rates rise.

birth rates rise while death rates decline.

Jarod Diamond suggests that following the Great Leap Forward cultural development depended primarily on:

genetic change.

language-based communication.

technology.

migration into new geographic areas.

 

Sustainable management strategies are difficult to implement because:

they are not practical.

ordinary people tend to resist them.

fragmented authority structures reduce cooperation between institutions.
they do not fit into the free-market model of economic activity.

 

Which of the following is NOT an argument offered by the text as an argument against population and birth control?

Fertility reduction is not worth the medical risks of using the medical means of population programs.

Population problems are actually resource-scarcity problems caused by over-consumption of rich nations.

Social and economic programs are enough to curb population growth.

Population growth has a positive effect on economic development.

Global expectancy at birth is expected to keep on rising to reach __________ by 2045-2050.
65
70
75

According to the textbook, to mitigate the effects of the greenhouse, we must:
reduce fossil-fuel burning.

control the population by educating Third World countries in the use of birth control.

make policies for recycling that have penalties for not recycling.
empower the UN to control the issue.

 

Before antibiotics, __________ was(were) the only way to prevent the spread of innocuous diseases.

prevention

isolation

inoculation

vaccines

 

What is your favorite brand of sandwich cookie? If you’re like most Americans, chances are it’s Oreo. In fact, Oreos are so popular that many people think Oreo was the original sandwich cookie. But they’re wrong. Sunshine first marketed its Hydrox sandwich cookie in 1908. Hydrox thrived until 1912, when Nabisco (now part of Kraft) launched Oreo. With Nabisco’s superior distribution and advertising, Hydrox was soon outmatched. By 1998, Hydrox sales totaled $16 million, while Oreo’s revenues were at $374 million. Hydrox has been purchased by Keebler (subsequently purchased by Kellogg), whose elves are trying to give the cookie a major facelift. You are part of the Keebler team deciding what to do with the Hydrox brand.

Purpose: To show students how important branding can be to product success. Students try to relaunch the Hydrox cookie brand (the original chocolate sandwich cookie) by investigating branding issues, including brand name and brand mark, determining the role of packaging, and assessing the feasibility of brand extensions

Instructions:

Document your activities and exercise in this application exercise assignment. Keep good notes that you will submit as part of this assignment.

Activities and questions to answer:

1. Can you re-create Hydrox through a name change? What kind of brand name could go head-to-head with Oreo? (Most people unfamiliar with Hydrox think it is a cleaning product.) Make a list of five possibilities to be submitted with this assignment.
2. Next, how can you package your renewed sandwich cookie to make it more attractive on the shelf than Oreo? What about package size? Draft a brief packaging plan for the new Hydrox (or whatever name you chose).
3. Can you modify the original formula to make something new and more competitive? Will a brand extension work here? Why or why not?

Which one of the following statements is correct?

		To maximize the value of a firm you need to maximize the firm’s WACC.
		A Chapter 7 bankruptcy is a legal process for reorganizing a firm.
		Investors can use homemade leverage to offset firm leverage.
		To maximize the value of a firm you need to borrow as much as you can.

 

2.     A firm has 100,000 shares of stock outstanding. The firm is considering borrowing $1.3 million at 7.5% interest and using the loan proceeds to repurchase 25,000 shares of stock. What is the value of the firm? Ignore taxes.

		$5.20 million
		$5.98 million
		$6.50 million
		$7.25 million

 

3.     A firm has a debt-equity ratio of 1.0. The required return on the firm’s assets is 16.1% and the pre-tax cost of debt is 9.1%. Ignore taxes. What is the firm’s cost of equity?

		15.3%
		18.2%
		23.1%
		21.7%

 

4.     A company is an all-equity firm that has projected earnings before interest and taxes (EBIT) of $500,000 forever. The current cost of equity is 15% and the tax rate is 33%. The company is in the process of issuing $1.5 million of bonds at par that carry a 6% annual coupon. What is the unlevered value of the firm (in millions)? (Note: You should use MM capital structure model with corporate taxes, but without personal taxes and bankruptcy costs.)

		$2.05 million
		$2.23 Million
		$2.56 Million
		$2.85 Million

 

5.     From Question 4, what is the levered value of the firm (in millions)?_______

 

		$2.05 million
		$2.36 million
		$2.56 million
		$2.73 million

 

GRADING RUBRIC BUOL733 – Marketing Management

Week Seven Paper on Pricing

Points Possible

Points Earned

Following your review, share a 750-word minimum synopsis of the strategic marketing concepts discussed – PRICE.  The paper should be completed using APA formatting (in-text citations and references) – attach in a word document – no PDF Files.  Follow all Written Assignment Expectations.  This paper should be completed by Sunday at 11:00 p.m. EST.  Use subject headers for organization – Introduction, Conclusion and obviously specific headers to support content provided – minus 5 points if not provided.  This is a SafeAssign assignment – validate that your paper is under 25% SafeAssign Score.   Resubmit if it is not.

50

Reference three AUTHORED sources minimum – in-text citations must be made evident for the three articles assigned.  Reference page and citations must match 100%.  No points given if there is no in-text citation.  All author’s names must be credited in the in-text citations.

15

APA format (1” margins, Times New Roman 12 font, double-spaced, and more)

10

Total

75

Using Business Source Premier, review the following articles: 

Kermisch, R. & Burns, D.  (2018).  A survey of 1,700 companies reveals common B2B pricing mistakes.  Harvard Business Review Digital Articles.

Mohammed, R. (2018).  The good-better-best approach to pricing.  Harvard Business Review, 96(5), 106-115.

Simon, H.  (2017).  Whole Foods is becoming Amazon’s brick-and-mortar pricing lab.  Harvard Business Review Digital Articles.

Following your review, write 750-words minimum APA paper on the pricing strategies discussed.  

Due by Sunday of Week Seven.

Read and answer 2 questions. 3/4 page answer. 

 

The Downside of Just-in-Time Inventory

U.S. companies such as Boeing have learned to boost profits with tight inventories. Now, with 130 plants closed in Japan, they’re learning the risks

In a control center above a wide-body jet plant in Everett, Wash., a group of Boeing (BA) staffers is poring over data from suppliers in Japan—making sure the company has enough parts to build its 787 Dreamliner in the U.S.

It’s a long list. Japanese manufacturers helped design and now produce 35 percent of the 787, 20 percent of the 777, and 15 percent of the 767. What they build can’t be duplicated anywhere else, and Boeing can’t call in a new supplier to make one piece if it runs short. So far, the jetmaker says it has enough inventory to keep running for a few weeks.

Thirty years ago, Japan taught U.S. companies to boost profit by keeping inventory lean. Now it’s teaching them the risks. Mitsubishi Heavy Industries builds the 787’s wing; no one else can do that job. General Motors (GM) decided on Mar. 17 to close its Shreveport (La.) Chevrolet Colorado and GMC Canyon pickup plant for a week because it lacked components. Deere (DE) is delaying deliveries of excavators and mining equipment. And Honda Motor (HMC) suspended orders from U.S. dealers for Japan-built Honda and Acura models that would be sold in May.

“Instead of months’ worth of inventory, there are now days and even hours of inventory,” says Jim Lawton, head of supply management solutions at consultant Dun & Bradstreet (DNB) and a former procurement chief for Hewlett-Packard (HPQ). “If supply is disrupted as in this situation, there’s nowhere to get product.”

Beginning in the 1980s, to compete with Japanese manufacturers, U.S. companies became reliant on single suppliers for key parts. It was cheaper to buy in bulk from one outfit than to split orders. Now quake damage has interrupted 25 percent of the world’s silicon production because of the shutdown of plants owned by Shin-Etsu Chemical and MEMC Electronic Materials, says IHS iSuppli (IHS), an El Segundo (Calif.)-based researcher. The earthquake forced more than 130 plants, mostly in auto and electronics, to close as of Mar. 22, according to data compiled by Bloomberg. Some of the affected factories make items sold directly to consumers; others are sold to manufacturers.

At Dell (DELL), the world’s third-largest personal computer maker, managers are concerned that the supply of optical disk drives and batteries from Japan may be interrupted, according to a person familiar with the matter. Power failures at plants that make silicon wafers could also cause shortages in the computer-chip market in six to 10 weeks, said the source, who asked not to be identified discussing matters involving suppliers. In a statement, Dell said it doesn’t “see any significant immediate supply-chain disruption.”

From a command center in Boeing’s Everett factory, engineers can see aircraft production from a window and a 40-foot screen that displays live video from supplier operations, weather reports, and global news. Translators are on hand around the clock. Chicago-based Boeing, which has bought parts from Japan since the end of World War II, found damage at several sites, according to Boeing Japan President Mike Denton, who is working with officials there to get them running. The leading edge of the 787’s wings are built at Spirit AeroSystems Holdings (SPR) in Tulsa and shipped to Mitsubishi Heavy in Nagoya, where the full wings are assembled, then flown to Everett. Boeing and Mitsubishi Heavy use special autoclave ovens to bake composite-plastic sections of the plane and wing skins. Boeing is three years late and billions of dollars over budget on the 787.

Only about 10 percent of companies have detailed plans to deal with supply disruptions, says Lawton, who calls logistics the fastest-growing piece of Dun & Bradstreet’s business. Shortages may crop up in other countries as companies seek alternative sources, he adds.

Despite the risks, companies won’t abandon just-in-time inventory because the cost savings are too great, says James Womack, founder of the Lean Enterprise Institute in Cambridge, Mass. “Once they grasp the situation and they’ve got a plan, I would predict they are able to restore a remarkable amount of production very quickly,” he says. “Never sell Japan short.”

The bottom line: Japan taught U.S. companies the value of just-in-time supply chains; the crisis has exposed the downsides.

Discussion questions:

1. What are the advantages and disadvantages of “just-in-time Inventory” for a company?

2. Why do some companies still opt for “just-in-time Inventory” strategy despite its disadvantages?