ALL IN THE ATTACHMENT MRKT110:7:Online Principles of Marketing ANSWER EACH QUESTION IN 150 WORDS!!! PUT REFRENCES UNDER EACH ANSWER!! Discussion 6.1 Do small companies that manufacture just a few products need to be concerned about developing and managing products? Why or why not? Discussion 6.2 Do small companies that manufacture just a few products need to be concerned about developing and managing products? Why or why not? Discussion 7.1 Under what conditions is a producer most likely to use more than one marketing channel? Discussion 7.2 In what ways are traditional specialty stores and off-price retailers similar? How do they differ? MGMT311:7:Online Supply Chain Management Week 6 Discussion 1 Discuss Walmart’s location strategy. Week 6 Discussion 2 Discuss the six strategic roles of a foreign facility. Week 6 Assignment – Case Study O’Leary Management Solutions  Mary O’Leary is an extremely successful management consultant. Mary worked for several large corporations in various roles before starting her consulting business. Mary’s forte is using long-established management concepts and applying them in innovative ways. Consequently, Mary is a much sought-after consultant. As the years have passed, Mary has hired other very talented people and trained them in her approach. Currently, O’Leary Management Solutions is located in New York. However, her company of consultants travels all over the United States. At last count, they consulted in thirty-two states on a routine basis. Technology helps limit some of the travel. Conferences calls, e-mail, and transferring files using the cloud all help O’Leary work closely with their clients, while being efficient with their own time management. As Mary reviews her company’s current status and looks toward its future she wonders if it is time to open a second office location. Although technology helps, Mary is a big believer in hands-on consulting. Mary’s experience tells her that meeting people face to face, when trying to find a solution to their issues, is crucial. That is getting more and more difficult to do, particularly in states closer to the west coast. Mary plans to address this idea with her staff, but in the meantime, she did some personal brainstorming about what factors she should consider when choosing a second location. Her employees were all high powered, highly educated, successful people, many who have families. All enjoy their time off, although they don’t get much of that. Although government regulations weren’t a big concern, taxes for her company and employees were. Mary felt it was best to think long term and anticipate further growth, such as what new states could be future markets. One key marketing factor for Mary is being located in the high rent section of the business district. This is as important as her employees being well groomed and well dressed. First impressions often sealed the deal. Mary eventually decides that opening a second office is a must. Mary schedules a meeting with her staff for next Thursday and plans to explain why they are opening another office and share her thoughts about the selection criteria. Also, she plans to get their feedback on what would be the best location selection criteria since some of them will have to move there. Answer All Questions 1.       The textbook lists eleven major community factors to use as selection criteria for choosing a location. Mary realizes that all factors are important; however, eleven are too many because it waters down the effect of each factor’s weight. Therefore, Mary wants no more than five major factors. Based on the information in the case, which factors should Mary and her staff choose? Explain why the specific factors you picked are pertinent to Mary’s company.   2.       Building on question 1, weight the five factors you choose for O’Leary Management Solutions. Mary has expressed that she does not want any two factors with the same weight. Explain why you rated them as you did, that is, why one criterion is more or less important than another.   3.       Mary is thinking that quality of life may be one of the factors they should pick. However, it is much too general a term to be a good indicator of the best location. Therefore, Mary believes it would be best to create a weighed factor rating matrix just for quality of life. Each location can be looked at through that specific criteria as well and the score each receives can then put inputted into the broader selection matrix. There are nine quality-of-life factors listed in the textbook. This time, Mary wants no more than four for this subweighted factor rating analysis. Which four would you recommend and why? How would you weight them and why? Week 7 Discussion 1  What are the four concerns of service response logistics? Week 7 Discussion 2 Think of some supply chain (external) performance measures for several of the eight key supply chain business processes, assuming the overall strategy is superior customer service. What if the overall strategy is sustainability? Week 7 Case Assignment  Daisy Perry  Daisy Perry is the repair shop supervisor at one of the largest automotive dealerships in Phoenix, Arizona. Daisy has been working on cars since she was twelve years old, for more than twenty-five years. She began by helping her father repair racecars; he raced cars as a hobby. After her graduation from high school, Daisy attended a technical school to earn her Automotive Service Excellence (ASE) certification. Early in her career Daisy moved around from auto maker to auto maker to get as much experience as she could. Daisy has worked on all types of cars, from traditional family vans to sporty high-performance cars. Because of her experience at different dealerships, Daisy has an excellent reputation throughout Phoenix, so much so, that some customers actually switched brands when Daisy moved on to another dealership. Daisy was ready to go out on her own and open an all-purpose automotive repair shop. Opening her own business required a lot of thought. Daisy had many things to consider, for example, layout, location, type of strategy, productivity, capacity, and customer waiting time, to name just a few. Daisy began to jot down some of the things she believed were important to include in her business. One critical feature of the business is to have ASE-certified mechanics. In addition to the certification, Daisy wanted her mechanics to look professional. They would wear coveralls with her company logo and their name. She planned to give each mechanic five sets of clothing and to provide each a personal locker to keep them in. She would have a laundry service clean them so there would always be a clean set available to start each workday. Daisy knew that customers like freebies so she planned to offer a free oil change after every fifth one. Although the type of warranty depended on the work completed and the parts provided, at a minimum, Daisy planned to provide a thirty-day warranty on all work. In addition, the invoices would contain itemized charges, with no hidden costs. Prior to any repairs, the customer would receive a quote. If for some reason the repairs were more extensive than originally thought, Daisy would contact the customer and provide a revised quote before the work continued. The waiting room would have Wi-Fi, sufficient electrical outlets to charge electronic devices, magazines to read, a TV to watch, and drink and snack machines. The waiting room would be in the center of the facility with windows looking out to all the work bays. This allowed the customer to watch the repairs and see the care given to their vehicles. Each work bay would contain state-of-the-art equipment. One challenge Daisy was concerned about was scheduling. She believed that once she opened the doors many of her current and past customers would bring her their business. Scheduling, if business is strong, will not be an issue. However, if there are periods, whether seasonal or otherwise, where there are too many mechanics on shift, it will be difficult to manage. ASE-certified mechanics are not interested in part-time work. A forty-hour per week job is expected and easy to find. Using part-time employees as a safety valve to balanced demand and capacity does not seem an option. As Daisy reviewed her list, she felt that there were still many unanswered questions. However, Daisy felt reasonably confident since she effectively ran the repair shop at the dealership for the last five years. Daisy had many friends in the business and decided to share her list with several of them and get feedback. Questions 1.      Which service strategy is Daisy planning to implement? Provide specifics that support your selection. Do you believe this is the best strategy? Should she consider one of the other two? 2.      Daisy’s concern about scheduling during nonpeak periods is a serious problem. She cannot risk alienating her ASE-certified mechanics by cutting their hours because they can easily find other work. Assume the following: after the first year, Daisy determines the nonpeak periods. There are very few times; however, she believes they will be consistent year after year, meaning the same general timeframe. Explain to Daisy what options or initiatives she can use to increase demand since cutting hours is not an option. MGMT230:7:Online Organizational Behavior Discussion 6.1 What traits do you think characterize successful leaders? Do you think the trait approach has validity? Discussion 6.2 In your opinion, is it possible for someone with little or no charisma to become charismatic? If so, how? If not, why?

ALL IN THE ATTACHMENT

MRKT110:7:Online Principles of Marketing

ANSWER EACH QUESTION IN 150 WORDS!!! PUT REFRENCES UNDER EACH ANSWER!!

Discussion 6.1

Do small companies that manufacture just a few products need to be concerned about developing and managing products? Why or why not?

Discussion 6.2

Do small companies that manufacture just a few products need to be concerned about developing and managing products? Why or why not?

Discussion 7.1

Under what conditions is a producer most likely to use more than one marketing channel?

Discussion 7.2

In what ways are traditional specialty stores and off-price retailers similar? How do they differ?


MGMT311:7:Online Supply Chain Management

Week 6 Discussion 1

Discuss Walmart’s location strategy.

Week 6 Discussion 2

Discuss the six strategic roles of a foreign facility.

Week 6 Assignment – Case Study

O’Leary Management Solutions 

Mary O’Leary is an extremely successful management consultant. Mary worked for several large corporations in various roles before starting her consulting business. Mary’s forte is using long-established management concepts and applying them in innovative ways.

Consequently, Mary is a much sought-after consultant. As the years have passed, Mary has hired other very talented people and trained them in her approach.

Currently, O’Leary Management Solutions is located in New York. However, her company of consultants travels all over the United States. At last count, they consulted in thirty-two states on a routine basis. Technology helps limit some of the travel. Conferences calls, e-mail, and transferring files using the cloud all help O’Leary work closely with their clients, while being efficient with their own time management.

As Mary reviews her company’s current status and looks toward its future she wonders if it is time to open a second office location. Although technology helps, Mary is a big believer in hands-on consulting. Mary’s experience tells her that meeting people face to face, when trying to find a solution to their issues, is crucial. That is getting more and more difficult to do, particularly in states closer to the west coast.

Mary plans to address this idea with her staff, but in the meantime, she did some personal brainstorming about what factors she should consider when choosing a second location. Her employees were all high powered, highly educated, successful people, many who have families. All enjoy their time off, although they don’t get much of that. Although government regulations weren’t a big concern, taxes for her company and employees were. Mary felt it was best to think long term and anticipate further growth, such as what new states could be future markets. One key marketing factor for Mary is being located in the high rent section of the business district. This is as important as her employees being well groomed and well dressed. First impressions often sealed the deal.

Mary eventually decides that opening a second office is a must. Mary schedules a meeting with her staff for next Thursday and plans to explain why they are opening another office and share her thoughts about the selection criteria. Also, she plans to get their feedback on what would be the best location selection criteria since some of them will have to move there.

Answer All Questions

1.       The textbook lists eleven major community factors to use as selection criteria for choosing a location. Mary realizes that all factors are important; however, eleven are too many because it waters down the effect of each factor’s weight. Therefore, Mary wants no more than five major factors. Based on the information in the case, which factors should Mary and her staff choose? Explain why the specific factors you picked are pertinent to Mary’s company.

 

2.       Building on question 1, weight the five factors you choose for O’Leary Management Solutions. Mary has expressed that she does not want any two factors with the same weight. Explain why you rated them as you did, that is, why one criterion is more or less important than another.

 

3.       Mary is thinking that quality of life may be one of the factors they should pick. However, it is much too general a term to be a good indicator of the best location. Therefore, Mary believes it would be best to create a weighed factor rating matrix just for quality of life. Each location can be looked at through that specific criteria as well and the score each receives can then put inputted into the broader selection matrix. There are nine quality-of-life factors listed in the textbook. This time, Mary wants no more than four for this subweighted factor rating analysis. Which four would you recommend and why? How would you weight them and why?

Week 7 Discussion 1 

What are the four concerns of service response logistics?

Week 7 Discussion 2

Think of some supply chain (external) performance measures for several of the eight key supply chain business processes, assuming the overall strategy is superior customer service. What if the overall strategy is sustainability?

Week 7 Case Assignment 

Daisy Perry 

Daisy Perry is the repair shop supervisor at one of the largest automotive dealerships in Phoenix, Arizona. Daisy has been working on cars since she was twelve years old, for more than twenty-five years. She began by helping her father repair racecars; he raced cars as a hobby. After her graduation from high school, Daisy attended a technical school to earn her Automotive Service Excellence (ASE) certification.

Early in her career Daisy moved around from auto maker to auto maker to get as much experience as she could. Daisy has worked on all types of cars, from traditional family vans to sporty high-performance cars. Because of her experience at different dealerships, Daisy has an excellent reputation throughout Phoenix, so much so, that some customers actually switched brands when Daisy moved on to another dealership. Daisy was ready to go out on her own and open an all-purpose automotive repair shop.

Opening her own business required a lot of thought. Daisy had many things to consider, for example, layout, location, type of strategy, productivity, capacity, and customer waiting time, to name just a few. Daisy began to jot down some of the things she believed were important to include in her business.

One critical feature of the business is to have ASE-certified mechanics. In addition to the certification, Daisy wanted her mechanics to look professional. They would wear coveralls with her company logo and their name. She planned to give each mechanic five sets of clothing and to provide each a personal locker to keep them in. She would have a laundry service clean them so there would always be a clean set available to start each workday.

Daisy knew that customers like freebies so she planned to offer a free oil change after every fifth one. Although the type of warranty depended on the work completed and the parts provided, at a minimum, Daisy planned to provide a thirty-day warranty on all work. In addition, the invoices would contain itemized charges, with no hidden costs. Prior to any repairs, the customer would receive a quote. If for some reason the repairs were more extensive than originally thought, Daisy would contact the customer and provide a revised quote before the work continued.

The waiting room would have Wi-Fi, sufficient electrical outlets to charge electronic devices, magazines to read, a TV to watch, and drink and snack machines. The waiting room would be in the center of the facility with windows looking out to all the work bays. This allowed the customer to watch the repairs and see the care given to their vehicles. Each work bay would contain state-of-the-art equipment.

One challenge Daisy was concerned about was scheduling. She believed that once she opened the doors many of her current and past customers would bring her their business. Scheduling, if business is strong, will not be an issue. However, if there are periods, whether seasonal or otherwise, where there are too many mechanics on shift, it will be difficult to manage. ASE-certified mechanics are not interested in part-time work. A forty-hour per week job is expected and easy to find. Using part-time employees as a safety valve to balanced demand and capacity does not seem an option.

As Daisy reviewed her list, she felt that there were still many unanswered questions. However, Daisy felt reasonably confident since she effectively ran the repair shop at the dealership for the last five years. Daisy had many friends in the business and decided to share her list with several of them and get feedback.

Questions

1.      Which service strategy is Daisy planning to implement? Provide specifics that support your selection. Do you believe this is the best strategy? Should she consider one of the other two?

2.      Daisy’s concern about scheduling during nonpeak periods is a serious problem. She cannot risk alienating her ASE-certified mechanics by cutting their hours because they can easily find other work. Assume the following: after the first year, Daisy determines the nonpeak periods. There are very few times; however, she believes they will be consistent year after year, meaning the same general timeframe. Explain to Daisy what options or initiatives she can use to increase demand since cutting hours is not an option.


MGMT230:7:Online Organizational Behavior

Discussion 6.1

What traits do you think characterize successful leaders? Do you think the trait approach has validity?

Discussion 6.2

In your opinion, is it possible for someone with little or no charisma to become charismatic? If so, how? If not, why?

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Learning outcomes and assessment criteria LO4 AC 4.1, 4.2, 4M1 Note: When citing sources of information that you have used, provide a reference using an appropriate format, e.g., Harvard. Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 Guidelines for assessors The assignments submitted by learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for the unit. To achieve a merit or distinction grade, the learners must demonstrate that they have achieved all the criteria set for these grades. Where work for the pass standard is marginal, assessors can take account of any extension work completed by the learners. The suggested evidence listed below is how learners can demonstrate that they have met the required standards. The command verbs contained within the AC are highlighted in bold in the suggested evidence boxes. Task number LOs and AC Suggested evidence PASS Suggested additional evidence MERIT Suggested additional evidence DISTINCTION 1. LO1 AC 1.1, 1.2, 1.3 1M1 The learner should ensure that the tutor has approved their choice of research area/ hypothesis. AC1.1 The learner may consider different areas of research but will identify one which is linked to the strategic business development. AC1.2 The learner will need to explain clearly and in detail the aim, scope and objectives of the research which is to be undertaken. AC1.3 The learner will produce a research proposal with the development of suitable research question(s) or hypotheses for the selected area of research. The learner must produce specific success criteria which are related to the achievement of the research proposal. The success criteria should be referred to in the reflective log which is required for Task 4. 1M1 The learner must produce detailed written justification for the choice of research area showing how it is directly related to an aspect of strategic business development. Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 The final proposal must be presented in writing. However, it could be accompanied by oral or written evidence of viva with tutor/assessor with observation statement recording discussions, questions and answers. The plan must be clearly presented, and a tabular form would be useful. It should be a tool which the learner will use in completing the research. 2 LO2 AC 2.1, 2.2 2M1 AC2.1 The learner should prepare a detailed literature review and accurate bibliography in an appropriate referencing format. The review will identify literature sources which are pertinent as well as those which are not. A wide range of appropriate and relevant information sources must have been considered, including academic journals, reports, texts and valid online material AC2.2 The learner will then apply research methodologies using primary and secondary sources. This must provide sufficient information so that valid conclusions can be drawn. 2M1 The learner must produce a comprehensive explanation of their reasons for choosing the research methodologies and justify why each is fit for purpose. 3 LO3 AC 3.1, 3.2 3D1 AC3.1 The learner must explain the research purpose, methodologies, and findings. The learner should choose the most appropriate format in which to present their research findings. In most cases, this is likely to be a final written report 3D1 The learner will produce a written piece of work that analyses how the findings of the research can be used in a specific business context. 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AC 4.2 The learner will draw on the review for AC 4.1 in order to identify and recommend ways to improve their own skills while undertaking research 4M1 The learner will produce a detailed plan with clear specific actions, in timeframes, to show how their skills will be improved for future research.

Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 For: ATHE Level 7 Diploma in Strategic Management ATHE Level 7 Extended Diploma in Strategic Management Unit 3 Research for Strategic Development Assignment Assignment Scenario Your research must be related to a topic associated with strategic business development. To achieve the

Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 For: ATHE Level 7 Diploma in Strategic Management ATHE Level 7 Extended Diploma in Strategic Management Unit 3 Research for Strategic Development Assignment Assignment Scenario Your research must be related to a topic associated with strategic business development. To achieve the learning outcomes at the standards provided, you must prepare a portfolio which includes all the work completed for the following tasks. When citing sources of information that you have used for your research, provide a reference using an appropriate format, e.g., Harvard. Task 1 In section one of your portfolio, you should: • Identify a valid area for research to support the strategic development of a business area • Explain the aim, scope and objectives for a chosen area of research • Prepare a research proposal and project plan including success criteria, key milestones and critical pathways Extension activities To achieve a Merit, you must justify how the research area you have chosen supports the achievement of an aspect of strategic business development. Learning outcomes and assessment criteria LO1 AC 1.1, 1.2, 1.3, 1M1 Task 2 In section two of the portfolio, you need to: • Complete a review of different literature sources identifying those which are most appropriate for your chosen area of research • Use different research methodologies to gather data from primary and secondary sources (the data must be sufficient to ensure you can make valid conclusions) Extension activities To achieve a Merit, you must justify the research methodologies chosen. Learning outcomes and assessment criteria LO2 AC 2.1 2.2 2M1 Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 Task 3 In section three of the portfolio, you must present all your research findings in an appropriate format for the target audience. You must: • Provide a comprehensive explanation of the purpose, methodologies and findings • Use the information collected to explain your conclusions and recommendations Extension activities To achieve a Distinction, you must analyse how the findings of your research can be used in a specific strategic business context. Learning outcomes and assessment criteria LO3 AC 3.1, 3.2, 3D1 Task 4 On completion of your research project, you must prepare a reflective log which contains an evaluation of the skills you used while undertaking the research. The reflective log should be included in section four of your portfolio and must include: • A review of your own skills using personal reflection and feedback • Recommendations on ways to improve your personal skills while undertaking research Extension activities To achieve a Merit, you must include a plan to improve your own research skills in your reflective log. Learning outcomes and assessment criteria LO4 AC 4.1, 4.2, 4M1 Note: When citing sources of information that you have used, provide a reference using an appropriate format, e.g., Harvard. Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 Guidelines for assessors The assignments submitted by learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for the unit. To achieve a merit or distinction grade, the learners must demonstrate that they have achieved all the criteria set for these grades. Where work for the pass standard is marginal, assessors can take account of any extension work completed by the learners. The suggested evidence listed below is how learners can demonstrate that they have met the required standards. The command verbs contained within the AC are highlighted in bold in the suggested evidence boxes. Task number LOs and AC Suggested evidence PASS Suggested additional evidence MERIT Suggested additional evidence DISTINCTION 1. LO1 AC 1.1, 1.2, 1.3 1M1 The learner should ensure that the tutor has approved their choice of research area/ hypothesis. AC1.1 The learner may consider different areas of research but will identify one which is linked to the strategic business development. AC1.2 The learner will need to explain clearly and in detail the aim, scope and objectives of the research which is to be undertaken. AC1.3 The learner will produce a research proposal with the development of suitable research question(s) or hypotheses for the selected area of research. The learner must produce specific success criteria which are related to the achievement of the research proposal. The success criteria should be referred to in the reflective log which is required for Task 4. 1M1 The learner must produce detailed written justification for the choice of research area showing how it is directly related to an aspect of strategic business development. Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 The final proposal must be presented in writing. However, it could be accompanied by oral or written evidence of viva with tutor/assessor with observation statement recording discussions, questions and answers. The plan must be clearly presented, and a tabular form would be useful. It should be a tool which the learner will use in completing the research. 2 LO2 AC 2.1, 2.2 2M1 AC2.1 The learner should prepare a detailed literature review and accurate bibliography in an appropriate referencing format. The review will identify literature sources which are pertinent as well as those which are not. A wide range of appropriate and relevant information sources must have been considered, including academic journals, reports, texts and valid online material AC2.2 The learner will then apply research methodologies using primary and secondary sources. This must provide sufficient information so that valid conclusions can be drawn. 2M1 The learner must produce a comprehensive explanation of their reasons for choosing the research methodologies and justify why each is fit for purpose. 3 LO3 AC 3.1, 3.2 3D1 AC3.1 The learner must explain the research purpose, methodologies, and findings. The learner should choose the most appropriate format in which to present their research findings. In most cases, this is likely to be a final written report 3D1 The learner will produce a written piece of work that analyses how the findings of the research can be used in a specific business context. The analysis should examine Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 demonstrating that the learner has: • applied relevant research methods for the area and type of research undertaken • provided a comprehensive explanation of the purpose, methodologies and findings • referenced all sources using a recognised system AC3.2 The report should explain conclusions and recommendations using the information collected. It should draw on an analysis of the research findings in justifying results and conclusions and should consider research methods and techniques, as well as the validity of the findings. each part in detail, identifying the main findings and their relationship to the business context. 4 LO4 AC 4.1, 4.2 4M1 AC4.1 The learner will be required to prepare a reflective log that reviews their own learning in carrying out research investigations. This will be a written review based on the learner’s own experiences. AC 4.2 The learner will draw on the review for AC 4.1 in order to identify and recommend ways to improve their own skills while undertaking research 4M1 The learner will produce a detailed plan with clear specific actions, in timeframes, to show how their skills will be improved for future research.

Unit 3 Research for Strategic Development Assignment v1.0 13/02/23 For: ATHE Level 7 Diploma in Strategic Management ATHE Level 7 Extended Diploma in Strategic Management Unit 3 Research for Strategic Development Assignment Assignment Scenario Your research must be related to a topic associated with strategic business development. To achieve the

Week 4 Paper Firefighters have to make quick decisions on a fire scene.  The decisions they make can mean the difference between being successful and unsuccessful. After completing this week’s readings and conducting your research into this topic, write a paper that answers the following: 1.  Discuss the actions firefighters can take to limit the spread of a structure fire? I want you to think about line choice, GPM’s, ventilation, offensive, and defensive attacks as well as any other relevant information.  2. Discuss the decisions a firefighter could make that would make a fire situation worse? Be sure to base your information on facts and not opinion, and be sure that first person is not used in your paper. Assignment Requirements: 1. Two Full APA Formatted Pages (This does not count the title page or the reference page) 2. Two Academically Respected Sources (Good sources that are respected in this field) 3. APA 7th Edition (Guides located at the bottom of this page)  4. Word Document (Use Microsoft Word only) (Do not submit a PDF or a Pages document)Paper Expectations: The Writing Assignment Expectations document I provided at the bottom of this page goes into detail on the following information.1. Page Number – The page number must appear in the upper right corner of the header on each page of the paper. 2. Title Page – APA 7th Edition3. Main Parts of the Paper – The main parts or sections of the paper include the Introduction, Body and Conclusion 4. Headings – Headings are required in the paper so that the reader can distinguish between your key points throughout the body of the paper. 5. Citing Sources – Cite your quoted and paraphrased material using APA 7th Edition6. Reference Page – Reference all material using APA 7th Edition and be sure to pay attention to the indenting for each source. Page Setup:1. Times New Roman font throughout the paper2. 12 Point font size throughout the paper3. Double Spaced4. 1 inch Page Margins: Top, Bottom, Left and Right (Not 1.25 inches) The instructions provided must be followed or points will be deducted. 

Week 4 Paper Firefighters have to make quick decisions on a fire scene.  The decisions they make can mean the difference between being successful and unsuccessful. After completing this week’s readings and conducting your research into this topic, write a paper that answers the following: 1.  Discuss the actions firefighters

INSTRUCTIONS ATTACHED Module 3 Assignment 1: Measuring CRM Success Overview For this assignment, you will prepare a deliverable in your choice of format (written document, memo, infographic, PowerPoint, etc). that describes data points (or metrics) which can be used to track CRM Plan results. Please follow the instructions below and prepare your document. Be sure to follow APA guidelines.  Refer to the APA Resources in the Academic Support area of the “Student Resources” button on our course Home page. Instructions In Module 3, we learned about CRM metrics, or data points, that allow us to measure the results of a CRM plan. 1. 1. Choose a product or service that you are familiar with. You may choose the same product or service that you used for last week’s discussion when you created a buyer persona, or you may choose a different product or service. 2. Consider what types of data (metrics) that marketers might want to measure to determine how well they are managing customer relationships. You may wish to review the various metrics noted in the article  “How to Measure CRM Success (Plus 13 Metrics You Should Know)”Links to an external site. 3. Choose three (3) metrics. Do not choose Customer Lifetime Value since we are addressing CLV in the next assignment.  4. Create a presentation in the format of your choice that does the following: · Describe each of the metrics you selected. Be sure to: · Name the metric · Describe what it measures · Explain how measuring that particular data point can help the company to understand how well they are managing their customer relationships.

INSTRUCTIONS ATTACHED Module 3 Assignment 1: Measuring CRM Success Overview For this assignment, you will prepare a deliverable in your choice of format (written document, memo, infographic, PowerPoint, etc). that describes data points (or metrics) which can be used to track CRM Plan results. Please follow the instructions below and

 In this module, we focused on the value of CRM metrics in measuring CRM efforts. We also discussed the importance of first setting goals. Consider the following scenario, then answer the questions. Scenario: You work for a company that currently does not have a CRM plan. Your manager tells you that they’re going to buy a CRM Software Platform this week and “you’ll have everything you need to make the company more profitable.” Explain to your manager the importance of first setting goals and how measuring metrics (measured by the CRM software platform) can help the company to become more profitable. In response posts, provide additional insight into your peers’ ideas and perspectives.

 In this module, we focused on the value of CRM metrics in measuring CRM efforts. We also discussed the importance of first setting goals. Consider the following scenario, then answer the questions. Scenario: You work for a company that currently does not have a CRM plan. Your manager tells you

1) Create an introduction and detailed outline of your research topic paper( the topic should be any topic related to reverse logistics). List at least four references, using library articles. The This outline can follow the following format as far as section headings. You can add more sections. But there must be at least six sections highlighted by * and section titles (Narrative format). Create section titles: Introduction Background Literature Review Findings Conclusion References Incorporate at least six references from articles listed within the online APUS library. 2) Your research paper should be 8 to 10 pages not including the Title page, abstract and reference page.The paper must include a thesis statement and must contain at least one research question to be answered or a hypothesis to be tested. The assignment must be a research paper in which you draw conclusions based on high-quality research referencing academic or scholarly sources. The sources you use must represent research not the opinion of authors. Expect to use our online library and to find peer-reviewed journal articles textbooks and reports from think tanks and government agencies such as CRS or GAO as your sources.The body of the paper must be at least 2280 words to earn full credit for the assignment, and you must support your research with at least four peer-reviewed sources that are cited and referenced.This final paper should be between 8 to 10 pages for the content, not counting the title page or the reference page.

1) Create an introduction and detailed outline of your research topic paper( the topic should be any topic related to reverse logistics). List at least four references, using library articles. The This outline can follow the following format as far as section headings. You can add more sections. But there