Category: Business and Management

Your goal is to retire in 20 years.  You plan to start on this path by saving $200 a month.  If you earn 6% annually (using monthly compounding), how much will you have saved in 20 years?
Right before you started saving, you were notified by your auto insurance company that you will receive a discount of $20 a month on your auto premium because of your impeccable driving record.  If you chose to put those savings towards your retirement goal each month, how much would your retirement account be worth if you save $220 a month for 20 years with an annual return of 6% (compounded monthly)?
Please discuss your thoughts on the impact of saving an additional $20 a month over 20 years.

Master’s thesis. Key contstructs: (organizational change in general context and then specifically -> organizational restructuring). employee engagement, purpose of organization(literature must show a purpose that includes sustainability in the mission,vision,strategy), clarity of objectives(objectives related to this purpose). 
In the literature background please describe the constructs organizational change and deepdive specifically into organizational restructuring for the conceptual model.
Employee engagement is already a bit defined in the attached document.
The construct purpose is a bit defined in the attached document. But needs more focus on purpose in the context of sustainability. Like sustainability purpose as a compass for employees being engaged and how this is in the context of organizational restructuring.
Clarity of objectives is a bit defined in the attached document. but needs more elaboration.
The 3 hypothesis in the results attached docuement are the main for the section of hypothesis development. After the study I will do a post-hoc test to check for three-way interaction with SPSS macro. 

PART 1 – more practice related to Module 1:
1. Describe the firm’s competitive strategy using the framework from Module 1.
2.  Describe a possible change the firm could make to their competitive strategy. (You do not need to analyze too much here; I am not looking for a well-developed recommendation, just another way for you to demonstrate you understand what ‘strategic choice’ elements are and thus, what a strategic change (i.e., different choice) would be.
3. No list 3-5 different tactics the firm might choose to perform in order to execute that strategic change from #2. (Review – as needed – the Module 1 lesson on strategic vs. tactical choices).
PART 2 – applying the lessons from Module 2:
Identify and LIST as many strategic assets as you can for the firm ( you should get at least TEN).
List (A) RESOURCES and (B) CAPABILITIES separately, being careful to adequately and correctly describe each such that it is specific, precise, and clearly specifies a resource or a capability.
From the combined list of items in A and B from #1, select the FIVE you believe are probably the most valuable sources of the firm’s competitive advantage. (NOT five resources and five capabilities..but the five resources or capabilities that you believe are most valuable)
Take those five candidates and assess them using the criteria and methods described in the lesson. You may use one or both of the analytical methods. For clarity, however, create and show a table or Excel matrix inserted into your document to visually represent your analysis. This table or worksheet should be embedded within your Word document, not given as an attachment.
Argue, using proper form (review from Module 1’s Strategic Thinking reading) and the data from your analysis, your conclusion about the firm’s top two sources of competitive advantage.

Reed and write Chapter 16 Outline
eCampus: The Legal Environment of Business: Text and Cases (vitalsource.com)

Consider this scenario, a discussion question said that the United States could produce five televisions per hour of labor and China could produce three televisions per hour of labor and asked if the United States should specialize in production of televisions. Susan said yes, but it would also depend on the cost of labor in China. The instructor said Susan’s answer was wrong. Write a reply to Susan explaining why her answer was incorrect.

TOP 10 – Do’s and Don’ts of Effective vs Ineffective Business Presentations
The finished product should include:
1. Your initial list (Week 1)
How to complete this assignment (Read assignment instructions carefully!!)
First (Week 1)
View the PowerPoint and the videos below, then make TWO lists as many “do’s and don’ts of Business Presentations” as you can. One list is where you focus on what the speaker should or should not do when presenting, and the second list is what the PowerPoint slides should have and how they should look when using them to give a presentation.
You only need to watch some of the videos and as many as you desire until you have a solid list to present.
Compare your list to others and again add new things you learn from others. 
NOTE: If you need the Closed Caption, please select the “CC” option on the video.   (If you need any issues with the videos, please let me know immediately.)
Review the WORLDS WORST POWERPOINT HereDownload WORLDS WORST POWERPOINT Here
Eight Tips on Giving Presentations Like a Pro by Shawn Doyle 
https://www.youtube.com/watch?v=S5c1susCPAE Links to an external site.
(Keep in mind that “formal” attire or dress is different in different cultures, so be careful not to define it too strictly, a better way to say it, if you even use this as one of your points, is to say: Dress neat and appropriate for the setting)  
Effective Presentation Videos
https://www.youtube.com/watch?v=Q5WT2vweFRYLinks to an external site.
https://www.youtube.com/watch?v=hUY8DiQgUUgLinks to an external site.
https://www.youtube.com/watch?v=TmbQFWBvTtYLinks to an external site.
https://www.youtube.com/watch?v=idjJMqKGEDILinks to an external site.
https://www.youtube.com/watch?v=MZAhgsQdTHgLinks to an external site.
Tips on using PowerPoint Slides
https://www.youtube.com/watch?v=7dEg-lJob8oLinks to an external site.
https://www.youtube.com/watch?v=X50StnWVh9ILinks to an external site.
Here is an optional “funny” skit on PowerPoint by the SNL cast. (PG13)
https://www.youtube.com/watch?v=7o_rwJwqkDc&t=85sLinks to an external site.

Link : https://canvas.newhaven.edu/courses/29266/files/5225325?verifier=2Jde8d9gX4UmvWSyja9Iz2dLDrtk0vFMG5KX7LQ9&wrap=1
Case Study: Adidas – Adidown and the Road to Recovery.
Adidas posts first loss in 30 years and warns on US (Reuters: March 13, 2024)
Introduction:
Adidas, a leading sportswear brand with a rich history dating back to 1949, has found itself in turbulent waters after parting ways with the controversial artist and business partner, Kanye West, and his highly successful Yeezy brand. The severing of this partnership, coupled with weak sales in the United States, its second-largest market, has led Adidas to report its first annual loss in over three decades. The company now faces the daunting task of regaining its footing and charting a course towards recovery.
The Yeezy Fallout:
The breakup with Kanye West, due to his controversial behavior and hate speech, left Adidas with an excess inventory worth $1.3 billion in Yeezy shoes. While the company has taken steps to donate a portion of the profits from selling these shoes to combat hate speech, the lingering effects of this separation have been significant. The loss of the lucrative Yeezy brand, which accounted for a substantial portion of Adidas’ revenue, has undoubtedly contributed to the company’s financial woes.
Weak Performance in the US Market:
Adidas’ struggles have been compounded by a 16% decline in sales in the United States, its second-largest market. This downturn is expected to continue in the current year, as the company grapples with an excess of inventory. The challenge lies in finding effective strategies to address this issue and regain consumer confidence in the US market.
The Turnaround Plan:
Bjørn Gulden, the new CEO of Adidas, has set forth a roadmap for the company’s recovery. With nearly a decade of experience at the helm of rival Puma, Gulden aims to transform Adidas into a “good company” by 2025 and a “really healthy company” by 2026. His turnaround plan, though understated, has already sparked a 55% increase in Adidas’ share price, indicating investor confidence in his leadership.
CASE DETAILS:
Below are the details of the company:
Adidown
After years in the black, sportswear giant Adidas has gone red. The German company posted its first annual loss in over 3 decades as the full effects of its breakup with Kanye West and his valuable Yeezy brand continue to hamper the apparel behemoth.
German sportswear giant Adidas (ADSGn.DE), posted its first annual loss in more than 30 years on March 13, 2024 and warned sales in North America would fall again as sportswear retailers in the U.S. struggle with high inventories.
Adidas has been battling to right itself after it cut ties with Kanye West in October 2022, suspending sales of the highly profitable Yeezy sneaker line.
In CEO Bjorn Gulden’s first year in the role, he resumed sales of Yeezy sneakers to clear remaining stock while seeking to boost popular products like Samba and Gazelle shoes, and improve relationships with retailers. Shares in Adidas have staged a recovery, outperforming Nike and Puma since he took over.
The company revealed a €14m net loss for 2023 — a far cry from the €638 million net income it notched in 2022, and even further from the €2.2 billion (~$2.4 billion) that it achieved the year before. Weak revenue in the US, its second biggest market, is driving the decline, with sales slipping 16% in 2023 — a trend that the 74-year-old company expects to continue this year as it battles with a glut of inventory.
“Although by far not good enough, 2023 ended better than what I had expected at the beginning of the year,” Gulden said.
Adidas shares were trading flat as of 1115 GMT.
This year North America will continue to be weak with Adidas expecting sales to fall by around 5% this year.
Lower demand and overstocked stores in the U.S. have weighed on sportswear and apparel companies, and Adidas said sales in North America fell by 21% in the fourth quarter and by 16% over the year.
Overall, Gulden said clearing stock through its outlet stores helped Adidas bring inventories down by 1.5 billion euros in 2023, a 24% decline.
Adidas has flagged shipment delays of two to three weeks due to the Red Sea crisis, and Chief Financial Officer Harm Ohlmeyer said on Wednesday that there could be an impact on working capital if the disruptions continue.
My beautiful dark twisted fantasy
When it cut ties with Kanye West in October 2022, Adidas still had some $1.3 billion worth of Yeezy shoes in its warehouses that it has slowly shifted over the last 15 months, donating some of the profits to fight hate speech, and the company now finds itself in a transitional period.
Soccer-player-turned-CEO Bjørn Gulden, who spent nearly 10 years at the helm of rival Puma, set out a pretty understated roadmap slogan, saying that Adidas should be a “good company” by 2025 and a “really healthy company” by 2026. Nonetheless, shares in Adidas are up 55% since Gulden took the reigns and implemented his turnaround plan.
Adidas is gambling that it can claw back market share from rivals even as consumers’ overall appetite for sportswear declines, sparking job cuts at Nike.
Adidas expects its underlying business – excluding Yeezy – to improve in 2024, with growth of at least 10% in the second half.
It has benefited from a trend for low-rise suede “terrace” sneakers like the Samba and Gazelle, and last year ramped up production. That trend helped footwear sales grow by 8% in the fourth quarter, while apparel sales fell 13%.
“Things have clearly been going in the right direction at Adidas since Bjorn Gulden took over,” said Thomas Joekel, portfolio manager at Union Investment. “Brand heat is increasing, which can also be seen from the fact that fewer products now have to be sold at a discount.”
In China Adidas expects a stronger recovery, with sales growing at a double-digit rate after an 8% increase in 2023.
Adidas last month set expectations low for its remaining Yeezy products, saying it would sell the sneakers “at least at cost”. It launched its latest drop on Feb. 26, but demand for the shoes is difficult to predict.
The Yeezy sales are “still a little bit of a wild card,” said Cristina Fernandez, analyst at Telsey Advisory Group, despite the company managing the sales successfully so far.
Adidas made 750 million euros in revenue from Yeezy sales last year, resulting in a 300 million euro profit. The company set aside 140 million euros for donations to charities fighting antisemitism and racism.
Adidas’ board will propose an unchanged dividend of 0.70 euros ($0.7650) per share on its 2023 performance despite a net loss of 58 million euros, its first since 1992.
($1 = 0.9151 euros) (As on 13 March, 2024)
Questions for Discussion:
1. Considering Adidas’ current situation, what specific strategies would you recommend to address the excess inventory challenge and revive sales in the US market?
2. How can Adidas effectively manage the transition and cultural change required to implement the new CEO’s turnaround plan? What steps should be taken to overcome resistance and foster a positive organizational culture?
3. Analyze the potential impact of the Yeezy brand separation on Adidas’ brand image and consumer perception. How can the company rebuild its brand identity and regain consumer trust?
4. What organizational structure would you recommend for Adidas to support its recovery efforts? Should the company consider a more centralized or decentralized approach, or perhaps explore alternative organizational designs?
5. Discuss the role of effective leadership in Adidas’ turnaround journey. What leadership styles and qualities would be most suitable for navigating the company through this challenging period?
6. How can Adidas leverage its strengths and core competencies to differentiate itself in the highly competitive sportswear market? What unique value propositions or innovations could the company explore to regain its competitive edge?
References:
https://www.reuters.com/business/retail-consumer/adidas-warns-2024-sales-decline-over-stocked-north-america-market-2024-03-13/
https://www.sportico.com/business/commerce/2024/adidas-earnings-q4-north-america-revenue-falls-1234770597/
https://www.france24.com/en/live-news/20240313-adidas-reports-2023-loss-on-kanye-fallout
https://www.reuters.com/business/retail-consumer/adidas-puma-bet-terrace-sneaker-trend-tough-market-2023-07-25/
Dear Students,
As we have covered various aspects of management and organization throughout our course, it’s time to apply these concepts to a real-world case study. In this case, we will examine the recent challenges faced by the sportswear giant Adidas and how the company can leverage the principles we’ve learned to navigate through this challenging period.
Applying Management Concepts:
As we analyze this case study, we can draw upon various management principles and theories covered in our course to devise potential solutions and strategies for Adidas. Here are a few areas where the concepts we’ve learned can be applied:
1. External Environment Analysis (Chapter 3):
Conduct a thorough analysis of the external environment, including economic, social, political, and technological factors, to identify opportunities and threats. This analysis can help Adidas adapt its strategies to address changing consumer preferences, market trends, and competitive landscapes.
2. Change Management (Chapter 4):
Implement effective change management practices to navigate the organizational transformation required for Adidas’ turnaround. This includes fostering a culture of innovation, managing resistance to change, and ensuring smooth transitions during the implementation of new strategies and initiatives.
3. Strategic Planning (Chapter 5):
Develop a comprehensive strategic plan that aligns with Adidas’ vision and goals. This plan should consider the company’s strengths, weaknesses, opportunities, and threats (SWOT analysis) and outline specific objectives, strategies, and action plans for achieving success.
4. Organizational Structure (Chapter 6):
Evaluate Adidas’ organizational structure and make necessary adjustments to support the company’s new direction. This may involve restructuring departments, realigning reporting lines, or implementing a more agile and responsive organizational design.
5. Human Resource Management (Chapter 7):
Engage in effective talent management practices to attract, retain, and develop the right employees needed to drive Adidas’ recovery. This includes fostering a positive company culture, providing training and development opportunities, and implementing performance management systems.
6. Team Building and Leadership (Chapters 8 and 11):
Cultivate strong teams and effective leadership at all levels of the organization. Encourage collaboration, communication, and shared responsibility, while providing clear direction and inspiration to motivate employees towards achieving common goals.
7. Motivation and Behavior Management (Chapters 9 and 10):
Understand and address the factors influencing employee motivation and behavior. Implement strategies to foster a positive work environment, recognize and reward achievements, and align individual goals with organizational objectives.
8. Monitoring and Control (Chapter 12):
Establish robust monitoring and control systems to track progress, identify deviations from plans, and make necessary adjustments. This includes setting performance metrics, conducting regular evaluations, and implementing corrective actions to ensure Adidas remains on course towards its recovery goals.
Through this case study and the accompanying questions, we can apply the management concepts and theories learned in our course to a real-world scenario. By analyzing Adidas’ challenges and proposing potential solutions, we can deepen our understanding of effective management practices and develop critical thinking skills essential for future leaders and decision-makers.

Early on in this chapter, the function and importance of the auditor is described, and the chapter ends with examples where auditing did not help.  Who audits the auditor?  How do you keep the auditor’s honest?  Why didn’t auditing catch Bernie Madoff’s Ponzi scheme?

Exercise Content
Create a Worksheet (Excel document) Comparing Three Laptops.
Problem: You are shopping for a new laptop and want to compare the prices of three laptops. You will compare laptops with similar specifications, but where the brands
and/or models are different. Perform the following tasks:
Part 1:
Create a Worksheet (Excel document) that compares the type, specifications, and the price for each laptop, as well as the costs to add an extended warranty. Use the concepts and techniques presented
in this module to calculate the average price of a laptop and average cost of an extended warranty and to format the worksheet (Excel document).
Include a Chart to compare the different laptop costs. Submit your assignment in the Excel format document (not in Word format or other formats).
Part 2: You made several decisions while creating the worksheet (Excel document) in this assignment: how to organize the data, how to display the text, which calculations to use, and which chart
to use. What was your rationale behind each of these decisions?

I require a paper that outlines the exact numbers of minimum inventory required to be checked in order to be confident of the inventory. I would like this for 2 different scenarios. One is a quick rolling audit check that can be done without shuting down a facility and another longer one where work would be stopped for a certain amount of time. I require formulas to input the number of items at a specifc facility in order to know the minimum number of items to check. Additional I would like 2 or 3 different thresholds. What I mean is I want different levels of confidence in the numbers. I would like one formiula for how businesses normally do rolling inventory checks, and I would like other stricter numbers in case the people in charge want a higher level of security. Please explain the difference in the confidence levels in the paper. 
The facilities number of items can range from 100 different SKUs to 2,000 different SKUs. I need a paper that shows the level of low count inventory audits but I also need to cover my bases and give an option for higher confidence counts. The supervisors need to be convinced that you don’t need to count 100% of all items in order to have a high confindece that inventory is being accurately kept. Please write the paper as if you are communicating with people with limited business knowledge who think the more you count, the better.
Please quote established business practice references to estblish credibility.