In this assignment, you will conduct a SWOT (Strength, Weakness, Opportunity, and Threat) analysis for the type of beverage you have selected, and for your company overall. As you work on the assignment, consider why you have chosen one type of non-alcoholic beverage over another and the reasons for that choice. As you complete your SWOT analysis, be sure to include external factors such as industry / market trends and competition, and internal factors such as your capabilities or abilities to reach certain market segments.

Write a three to five (3-5) page paper, in which you:

Create your revised NAB company name and explain its significance.
Develop your revised company’s Mission Statement and provide a rationale for its components.
Hints: Use the Statement of Mission template on pp. 72-73 on the course textbook: Successful Business Plan to aid your development. Click here for help accessing a specific page number in your eBook.
Extracting appropriate information from the NAB company portfolio, where applicable. You should fill in other required items in the template using your personal preferences.
Describe the trends in the non-alcoholic beverage industry, especially the specific type of beverage category you have chosen. Justify at least three (3) reasons why you have chosen this type of non-alcoholic beverage.
Hints: Research and outline beverage industry trends. Consider the size and growth rate of the industry overall and the specific beverage type you have chosen. Use the worksheet in the course text (p. 88 | Past and Future Growth of Your Industry) to help you project the future growth rate. Consider the use of industry associations and search engines to find reliable, recent data.
Choose one (1) strategic position from the course text (pp. 142–143) that you believe is the best strategic position for your company. Explain the approach you will use to implement this strategic position in order to distinguish your beverage from other non-alcoholic beverages.
Provide an overview of your company’s distribution channels. Explain the manner in which your product will reach end users. Provide a rationale for your chosen method.
Hints: For example, will you sell your beverage in grocery stores, restaurants, or sports venues? If so, describe the types of resellers and distributors who will sell to resellers and fulfill their orders. If you are attempting to sell direct-to-consumers, such as online via a monthly subscription, how will you manage warehousing / fulfillment / shipping?
Outline at least three (3) types of risks (including any regulatory risks) that your business faces. Describe your company’s plan to mitigate such risk.
Hints: You may refer to the types of risk listed in the course text (pp. 148–149) as well as any risks not listed in the text. Regulation weighs more heavily on beverage and food businesses than many other types of companies, so be certain to consider any regulatory risks your type of beverage faces. For example, what kind of regulation and / or risks are you likely to face if you make health claims about your beverage?
Develop a SWOT analysis for your NAB company using the SWOT matrix worksheet in the course text (p. 153 | SWOT: Strengths / Weaknesses / Opportunities / Threats)
Hints: What are your company’s likely strengths? Have you chosen a beverage segment that is growing and lacks an entrenched competitor? Are you in a niche market that has great potential? What are the strengths that you and other team members bring to your company? Do you or other team members have previous experience in the food and beverage industry?
Hints: What are your company’s likely weaknesses? Is the competition in your industry segment entrenched? Is your own management team inexperienced? Will it be challenging to actually produce your product and maintain quality?
Hints: What are your company’s opportunities? Does your segment have more demand than supply? Have larger corporations stopped serving smaller or niche markets that you could enter? Is a new market emerging because of demographics, immigration, changing tastes?
Hints: What are your company’s threats? Is there a clear market leader that will be hard and expensive to displace? Are downward-pricing pressures in the segment making profit margins slim? Are there little or no barriers-to-entry for new competitors; if you have a novel idea that succeeds, can the competition easily enter your market? If you have a global aspect to your company, do factors such as currency fluctuations, political instability, offshoring or outsourcing pose threats?
Format your assignment according to these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
Cite the resources you have used to complete the exercise. Note: There is no minimum requirement for the number of resources used in the exercise.

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Dissertation topic: How effective is customer loyalty and how it can be increased in Singapore's restaurant industry (Din Tai Fung).

-Focusing on the restaurant 'Din Tai Fung'
-How to retain customers and bring them back 
-How do the restaurant retain and increase loyalty in their customers

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Unit IV PowerPoint Presentation ONLY; 7 SLIDES TOTAL

Assume that you are a social worker for the Department of Children and Families in your state, and you have been asked to present information about a public assistance program of your choice to a group of volunteers who will be working with low-income families. Prepare a PowerPoint presentation in which you cover the following information about the program: 

· Discuss the evolution of the program. · Explain the means test utilized by the program. · Discuss the role and relationship that exists among federal, state, and local governments in the administration of the program. 

Your PowerPoint presentation should consist of at least seven slides, not including the title slide and reference slide. Please be sure to cite all references using APA style.

Unit V Case Study 

You are a municipal budget analyst. Using your favorite search engine, locate the budget of a municipality that has completed a petition to file bankruptcy. Some examples include Detroit, Michigan; Stockton, California; Central Falls, Rhode Island; San Bernardino, California; Prichard, Alabama; and Vallejo, California. 

Develop your case study findings and recommendations consisting of no less than 500 words in which you discuss the following: 

· Briefly describe the municipality’s demographics. · Evaluate the previous three-year trend of the municipality’s major revenue sources and expenditures. · Analyze the impact of the issues contributing to the municipality’s budget deficiencies. · Propose three alternative financing options.

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1. Locate and discuss an executive order issued by the President since the end of World War Two that directly impacted homeland security. This should include the specific executive order, its stated directives, and how these have impacted homeland security, either positively, negatively, or, both.  

2. Be sure to properly cite your quotations that you use to support your statements. For more information, please consult the Purdue University OWL: http://owl.english.purdue.edu/owl/

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Samsung Galaxy Note 7 Crisis Signals Problems at Korea Inc.

By CHOE SANG-HUN and PAUL MOZUR JAN. 23, 2017

Photo

D. J. Koh, Samsung’s mobile chief, at the company’s headquarters in Seoul, South Korea, on Monday. He said that the company felt “a painful responsibility for failing to test and confirm that there were problems” with the batteries used in the Galaxy Note

SEOUL, South Korea — Before a world audience watching online, Samsung on Monday offered details and schematics showing how its Galaxy Note 7 smartphone went from cutting-edge technology to a costly, combustible failure.

But for many of the company’s critics, the most interesting part of the presentation was what Samsung did not say: How could such a technologically advanced titan — a symbol of South Korea’s considerable industrial might — allow the problems to happen to begin with?

The answer to that question gets to deep shortfalls that former employees, suppliers and others who watch the company say may have contributed to the incident. Samsung, like South Korea as a whole, fosters a top-down, hidebound culture that stifles innovation and buries festering problems, they say.

For those critics, these problems have come to light through another front: politics. Samsung has been caught up in a scandal surrounding the country’s president, which they say illustrates a hierarchical culture that tends to micromanage away creativity and insulate family-run business empires from accountability and competition.

“The Korean economy as a whole has reached a kind of limit,” said Park Sang-in, a Seoul National University economics professor who thinks that the cozy relationship between the government and business is stifling innovation in South Korea.

Mr. Park pointed to a decision by a South Korean court last week to block the arrest of Jay Y. Lee, Samsung’s de facto leader, after a prosecutor sought a warrant accusing Mr. Lee of bribery in relation to the presidential scandal. A string of major South Korean executives, including Mr. Lee’s own father, have been pardoned or had sentences suspended after being convicted of wrongdoing over the past decade.

Samsung has said Mr. Lee did nothing illegal. But corporate executives in recent years have said Mr. Lee has been working to loosen up a top-down corporate culture. Under him, Samsung began a campaign to root out harsh and often violent language supervisors used with their staff, a practice common in the South Korean corporate world. Samsung officials described Mr. Lee as a polite, casual leader who encouraged employees to use English more widely in internal communications.

Though Samsung did not address its corporate culture directly in its discussion of the Note 7, it apologized and detailed new steps it would take to stop future problems, including naming a board of battery advisers.

“To produce an innovative Galaxy Note 7, we set the goals on battery specifications,” D. J. Koh, Samsung’s mobile chief, said on Monday. “We now feel a painful responsibility for failing to test and confirm that there were problems in the design and manufacturing of batteries before we put the product out to the market.”

Despite the troubled handset, the company said on Tuesday that profit more than doubled in the last three months of 2016, to about $7.93 billion. The increase was driven by chip sales, and gave Samsung the financial firepower to announce a nearly $8 billion share buyback program.

Over the past decade Samsung and South Korea have been widely viewed as a model of forward-thinking, technological prowess. In Asia it was viewed as the exception to the sluggish economic growth of nearby Taiwan and Japan, whose once world-beating electronic makers have been in decline.

So large and influential is Samsung that some worried South Koreans call their own country the “Republic of Samsung.” The company is responsible for 20 percent of South Korean exports, and any blow to its success often raises anxiety about the overall health of the country’s economic prospects.

But as with the rest of the country, a shake-up has been slow to come. In recent years the company has run initiatives to push back against what is widely described as a rigid, top-down management system. Samsung engineers and midlevel managers are seldom allowed to second-guess management goals set by top bosses, former employees say.

Pressures rose after Mr. Lee’s father, Lee Kun-hee, its chairman, suffered a stroke in 2014 and fell into a coma. One engineer in the United States who works with Samsung suppliers on projects, including the Note 7, said Samsung’s no-questions-asked corporate culture had grown more inflexible in recent years.

“In the Samsung culture, managers constantly feel pressured to prove themselves with short-term achievements,” said Kim Jin-baek, who worked at Samsung until 2010 before becoming a professor at the business school of Chung-Ang University in Seoul. “Executives fret that they may not be able to meet the goals and lose their jobs, even when they know the goals are excessive.”

With the Note 7, Samsung pushed its business model, as well as its technology, to the limit, according to Samsung officials, who spoke on the condition of anonymity while the Note 7 investigation was being completed. Driven by the desire to prove it was more than a fast follower of Apple, Samsung rushed the Note 7 to market ahead of Apple’s iPhone 7. To fend off Chinese competitors like Huawei and Xiaomi, it packed the phone with new features, like waterproof technology and iris-scanning for added security.

But battery scientists, including those who spoke at the announcement, said aggressive decisions in designing the batteries made problems more likely. Pushing to make the battery thinner and more powerful, Samsung opted for an exceptionally thin separator in its battery. As the critical component that separates

the positive and negative electrodes in a battery, separators can cause fires if they break down or contain flaws.

UL, a safety science company contracted by Samsung to investigate the battery, said the thin separator offered poor protection against defects. It also said that the high energy density of the battery could increase the severity of failures when they occurred.

Samsung’s insistence on speed and internal pressures to outdo rivals in part signal a breakdown in the ability to truly innovate and push out new ideas, critics say. In place of big new ideas, Samsung focused on maxing out the capability of components like the battery. That philosophy, which worked to keep Samsung on the heels of the likes of Apple, simply is not as effective as Samsung tries to push ahead, they argue.

A similar strain can be felt in other parts of South Korea’s economy. Even the symbols held up as signs of the country’s forward thinking, like speedy internet and eye-popping creative mobile apps, come in part from the support of the government. While that has helped create new companies, workers in the tech industry argue that approach also ensures start-ups do not challenge the country’s biggest companies.

“The government is trying to pick the next Steve Jobs,” said Mr. Park, the Seoul National University professor. “You cannot pick the next Steve Jobs. You need to allow somebody to achieve that.”

Tim Chae, a venture capital investor in South Korea and partner at 500 Startups, a venture fund, cites another government program called TIPS. The government program is designed to support new companies with funding. Yet with the money come rules, he said, such as funding that can be used to pay only certain types of employees – engineers are included, but sales personnel are not.

Mr. Chae said that he should lean toward more freedom: "Just give them the money and trust them to use it right."

Mr. Chae highlighted other problems. Many of South Korea's most talented workers are sucked up into companies like Samsung, where they imbibe their corporate culture, making it harder for them to work elsewhere or develop the right mentality to start their own company, he said.

That top-down culture that pervades both Samsung and South Korea hints at a deeper question embedded in the accusations about the company's involvement in the unfolding graft scandal: Would Samsung itself not be better off if South Korean regulators treated it more harshly?

In October, at Samsung's request, the Korea Testing Laboratory investigated Note 7 that had caught fire. Within a few hours, he issued a report indicating the fire was due to an "external shock."

Its chief, Lee Won-bok, now regrets that decision, calling it "too hasty."

"They did the test for Samsung and produced the findings that Samsung wanted," Woo Won-shik, an opposition lawmaker, said during a parliamentary hearing. "This Republic of Samsung phenomenon actually hurts its international credibility."

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A    

Historically, one of the first programming languages we learn has been some variant of BASIC. This is no longer the case. 

1. Why was BASIC good in the past? 
2. Why have we moved to Python? 
3. Feature-by-feature, how powerful is BASIC vs. Python? 
4. Which language of the two do you feel would be more valuable in your career?
5. If there were another language you would choose as your first, what would it be? Why?

B  

Believe it or not, many professionals believe that if you know only scripting languages, you are not a programmer. 

1. What are the differences between scripting and programming? 
2. Is one harder to learn/apply than the other is? 
3. Research what code portability is. Are scripted languages easier/more difficult to port than programming languages? Why?
4. Are there any features or power differences between scripting and programming languages? 
5. Based upon your research, can/should scriptarians be considered programmers? Why/why not?

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1. Should different types of rape receive different legal sanctions? For example, should someone who rapes a stranger be punished more severely than someone who is convicted of marital rape or date rape? If your answer is yes, do you also think that someone who kills a stranger should be more severely punished than someone who kills his wife or girlfriend?

2. Is there a subculture of violence in your home city or town? If so, how would you describe its environment and values?

3. There have been significant changes in rape laws regarding issues such as corroboration and shield laws. What other measures would you take to protect the victims of rape when they are forced to testify in court? Should the names of rape victims be published in the press? Do they deserve more protection than those accused of rape?

4. Should hate crimes be punished more severely than crimes motivated by greed, anger, or revenge? Why should crimes be distinguished by the motivations of the perpetrator? Is hate a more heinous motivation than revenge? 

5. Do you believe that murder is an interactive event? If so, does that amount to “blaming the victim”? If there is a murder transaction, should we not consider rape, domestic assault, and so forth as “transactions”?

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Assignment: Paper: Write a paper (approx. 1000 words) on the topic Recruitment and Placement: What should an employer do to build a strong employer brand? Consider elements such as strong work culture, positive leadership, competitive salaries, and so on. How should an employer develop criteria to select the right people for their workforce? Consider factors such as skills, education, background, and fit with the organizational values. What criteria should a person use when looking for the right fit of the workplace. In your case, which organizational culture would be right for you and why? Support your points with references. Use APA style for referencing.

Discussion Question: Review the reading for this week. In a 150 -200 word post, answer this question: What criteria do you look for in a work culture and why? Examples of criteria might include: organizational culture, benefits, mission and vision companies, etc.include: organizational culture, benefits, companies mission and vision, etc.

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Discuss Nike's history and future use on child labor. Did they do it? Did they stop? What did the learn? Will they in the future. 

Only use references that are available online and require no subscription to access. 3-5 sources

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