For this assignment, you will need to become familiar with specialized business intelligence (BI) software, then download the software. Complete the following steps to begin:

• Step 1: Watch an instructional video on the BI software.
• Step 2: Download the BI software. After you select the link, look for the orange icon in the middle portion of your screen to begin the download.

Consider the following scenario:

The National Sales meeting is approaching. Each regional sales manager has to do a short presentation for the marketing department that highlights how the consumers in their territory are different from those in the total United States. You are still working with the local regional sales manager. Complete the following:

• Click here to download the reports for the United States. This file contains reports generated from a marketing organization’s Web site. The Web site provides free demographical services where one can choose from a variety of criteria and generate reports based on the U.S. Census data. This particular file contains 4 reports: General Summary, Census Trend 1980 to 2000 Summary, Occupation and Employment Summary, and Income Summary based on the entire United States.
• Click here to download the reports for zip code 60614. This particular file contains 4 reports: General Summary, Census Trend 1980 to 2000 Summary, Occupation and Employment Summary, and Income Summary based on the U.S. zip code 60614.
• Using all 4 demographic reports (General Summary, Census Trend 1980 to 2000 Summary, Occupation and Employment Summary, and Income Summary) for the United States and zip code 60614, prepare a 1-page memo explaining how your territory differs from the national profile. Feel free to note anything that you found surprising in this data.
• Use the business intelligence software to depict information from these reports.
• Prepare a presentation of 5–6 slides of your major findings. You may group a category of data from the Total United States and zip code 60614, and create a graph to show how they differ. The presentation should have at least one graph and a headline that summarizes a key takeaway from the graph. The last page should contain at least 3 questions that you would want answered based on what you’ve seen in this comparison.

Your presentation should include 5–6 slides in PowerPoint, plus title and reference slides with speaker notes (200–250 words per slide).

For assistance with the usage of Tableau for analysis and reporting, review and use the following instructions. This should be helpful if you are having problems with the software usage or with problems with the data:

Instructions to create Bar Graph in Tableau

• Open the assignment CTU instructions
• Download Business Intelligence Software
• Create your Tableau Public Account
• Click the download link for the zip code (60614) file (file will open in Excel)
• Click the download link for the US file (file will open in Excel)
• Some Options
  • 1. Create separate demographical worksheets – for example: Education Attainment File  – Worksheet (include both Zip Code and US data); Household Income (include Zip Code and PUS data)
    • See a sample of the file available with column headings and extraneous blanks.

Household Income	Chicago	US
1980	1990	1980 to 1990	2000	1990 to 2000	1980
Median Household Income	18438	41227	1.236	69311	0.681	16902
Average household Income	24245	67607	1.788	114615	0.695	20382
Per Capita Income	13564	38518	1.84	63791	0.656	7321

• See a sample of the file available with column headings and extraneous blanks.

2000 Educational Attainment	US	Chicago
College: Associates Degree	6.3%	1.9%
College: Bachelor’s Degree	15.5%	44.2%
College: Graduate Degree	8.9%	34.0%
College: Some College, no Degree	21.1%	8.7%
School: 9th to 11th grade no diploma	12.1%	3.2%
School Grade K-9	6.1%	2.0%
School: High School Graduate	28.6%	5.6%

• 2. Create a file with data organized without extraneous rows and columns but including headings.
• 3. The idea is to clean up the file before usage. Separating files and worksheets may be the best way to make this happen
• *** Note in the real situation, when using BI software, you will want to ensure your data In is clean and you have similar data in your files.
• Save the file (s) on your computer
• Open Tableau >>>> Then do a File >> Open >> Open your saved file 
• At the bottom of the screen on the left, click on the little box next to Sheet 1 (looks like a bar graph with a plus in the top left corner)
• Under Measures (on left) – you should see Chicago and US – click on US and pull it into rows at the top of the screen; Then click on Chicago and pull it over into rows
• Under Dimensions on the left, you should see Household Income – click on Household Income and pull it into column
• Now in the second column from the left you should see measures.
• In the top right corner you should see a “show me” box illustrating ways you can view the data based on the values you have chosen. To do side by side comparisons, Put your cursor over the right most picture on the third line with the side by side blue and orange bars (at least those are the colors I have) – it should have the colors if it is available for you to choose. Click on it. Your graph should appear on the page. You can play around with how you want to portray your data.
• To save in Tableau Public – click file >>> save to Tableau Public as… >>> give the file a descriptive name – You will be asked to log into Tableau Public using your email and password.
• When your Graph is saved in public, at the bottom right, there is a download button; Decide how you will save the file. (You can create an image > name the .png file > it will be saved in tableau public > 
• After the file is saved, open the .png file; Edit/Copy the graph
• Open your powerpoint file, then paste (special) it on the slide (you can adjust the size)
• Repeat the same in Tableau opening of any other prepped/cleaned file

 

"Looking for a Similar Assignment? Order now and Get 15% Discount! Use Code "FIRST15"

OUTLINE FOR A CASE ANALYSIS

For this finance project there is a Business case example that needs to be read and analyzed. The outline for the case analysis is printed towards the bottom of the short story. Ones done reading the short story please answers the questions in the Outline for a Case Analysis. Make sure to put just the headliners for each of the questions 1-7. This must be in APA format and be 3 ½ pages long. Please let me know if this project will work for you.

 Dapper Textiles Ltd.

Dapper Textiles is a business created through a management buy-in. The business was originally a subsidiary of a larger firm and it was sold off to raise funds for a new venture about 10 years ago. Three entrepreneurs, an accountant and two experienced textile business owners, were approached by the original owner to see if they were interested in the deal. At the time, the business had a turnover of about $1 million per year with pre-tax profits of $100,000 and a workforce of 10 long-term employees. The firm specialised in high-quality, low-volume, customised curtain production. In many cases, these were one-off designs for the heritage/conservation market. The business was offered for sale at $500,000. The price – equal to five times current profits – appeared high but it did include the freehold of the old traditional production site in the north of England plus the business had a reasonable and stable forward order book. The prospective management team were interested but could not raise the $500,000 asking price. Indeed, the three investors could only collectively manage $60,000. As a result, funding for the deal was sourced from the private equity market. The funding was secured from a private equity fund that targeted buy-in or buy-out deals. They acquired 88% of the equity (and the right to appoint two non-executive directors) based on a five-year business plan for diversification and business growth which included: The development of an off-the-shelf range of products to build on the firm’s heritage reputation. This would include curtain manufacture as well as associated household furnishings. A doubling in the firm’s export sales. Improved production quality and flexibility achieved through investment in new production and design capabilities. Diversification into direct sales via a mail order operation and a factory shop on site. At least a five-fold rise in pre-tax profits after five years. The transformational change in the plan should have created a business with a value in excess of $2.5 million by year five, when the management team envisaged an exit from the investment would be achieved through on-sale. The funding agreement also included strict objectives around management costs and fees. Although two of the three directors had a track record in delivering a plan of this scale before, all three of the buy-in team would have a large part of remuneration linked to growth and business performance and eventual sale. Ten years on and Dapper Textiles continues to trade. The buy-in appears to have done a very good job in delivering the original plan and going beyond that phase into one of further growth. However, the original private equity deal proved to be only the start of a number of phases of external finance raising and activity to achieve the goal. In year one, the main emphasis was on revamping the existing production line with new tooling and equipment to allow both production quality to be increased and to prepare the factory for diversification of the product range. The firm was acquired debt-free with a freehold on the site and a largely unutilised overdraft facility. However, new equipment was almost exclusively acquired through a finance lease. Technology was evolving rapidly at the time with the introduction of computer-controlled weaving and cutting facilities. This increased the attractiveness of renting equipment with a maintenance deal rather than purchase and ownership. The business also had a steady order book to fund lease repayments. Also in year one greater attention was paid to the export market with the appointment of three overseas sales executives. This activity needed funding and the cost of overseas travel proved more expensive than budgeted. The three directors met this unexpected cost by investing the proceeds of their annual performance bonus as a cash injection to purchase new equity (the equity fund managers agreed to this and a modest dilution in the majority shareholding of the fund from 88% to 80%). In years two and three, Dapper concentrated mainly on new products and developing a direct retail activity. Orders had begun to rise based on work done in year one. The firm had to begin using its long-standing overdraft facility for cash-flow purposes. However, overall profits increased as well. With the agreement of the equity fund, the profits were used within the business rather than paid out as dividends to fund a new in-house design team and household furnishing products to sell alongside curtains. However, additional funding was needed during year three to develop a retail outlet on vacant land at the production plant and to invest in a new website and retail order facility (the plan to develop a mail order business was dropped). This was funded in part through a commercial mortgage on the production site (with repayments linked to the rising order book). However, this was not enough to fund the next expansion phase. The equity fund agreed to a second round of funding provided all three of the original directors took part as well so shareholdings were not altered. A second round of $100,000 equity was raised this way in year three to complete the work. The final part of the original five-year plan saw the business grow and build upon the changes made in years one to three. Profits increased to close to $700,000 by the end of year five, exceeding the plan. Total staff employed rose to 60. The higher level of profitability came mainly from the new products and the direct retail sales, both of which were higher margin activities than first planned. Export sales concentrated on more traditional products. At the end of year five, the private equity fund reviewed its investment. The company was valued at $3.5 million (net of debts – the commercial mortgage of $75,000). The book value of the fund’s total investment was $580,000 but no dividends had been paid in the five years. The equity partners now had a shareholding valued at $2.8 million (the three founder directors had shares valued at $700,000). For both the equity fund and the buy-in team, these results represented a substantial return on the original investments (in excess of 400%). In the subsequent five years, Dapper has continued to grow, although sales did plateau in 2010–2012 before growing again in 2013. It now has nearly 100 staff and an annual turnover of $7 million. The original equity partner did not sell on the investment in full. Rather, it was agreed to sell half its stake (40%) to a follow-on equity fund for $1.5 million with one of the non-executive director roles being transferred as well. The business has continued to invest, mainly using finance leasing for its production facilities, although the commercial mortgage is being paid off as well. However, spurred on by the needs of the new equity partners, the target is to seek to pay a dividend each year now, subject to market conditions. As a result, Dapper has funded the most recent expansion to its retail activities using debt rather than equity (assisted by a tie-in with a national retail chain and a heritage charity with over three million members). Discussion The example of Dapper Textiles illustrates how the correct approach to business acquisition and planning requires both entrepreneurial people and funding. In this case, apart from a very small amount of personal investment by three people, the key to unlocking the potential for growth was achieved by linking these entrepreneurial people with a suitable equity investor. While the private equity industry has at times received a degree of criticism from commentators about its scale of commitment to the SME sector, in reality the example of Dapper Textiles shows how this source of funding can help three entrepreneurs execute a well thought out business plan. The scale of change in the business has been very significant and the number of firms that achieve the growth on a scale like Dapper is very small but they do exist. This case study also illustrates additional issues such as: The interaction between private equity and other forms of funding, notably the overdraft, commercial mortgage and leasing, to fund different aspects and phases and growth. The linkages between different parts of the private equity market. The initial investment was undertaken by a specialist fund concentrating on management buy-in transactions. Half this stake was then sold after five years to a fund looking for more mature medium-term investments. Of course, the funding needs of Dapper Textiles continue to evolve. The next phase may well have to address the future plans of the three original investors. They have now all made a significant gain on their original investments. Also, the 40% ownership stake from the first equity fund is likely to come up for review and they may be looking to withdraw totally.

OUTLINE FOR A CASE ANALYSIS  

1)  EXAMINE AND DESCRIBE THE BUSINESS ENVIRONMENT

a)  Describe the nature of the organization under consideration and its competitors.

b)  Provide general information about the market and customer base.

c)  Indicate any significant changes in the business environment or any new endeavors upon which the business is embarking.

2)  DESCRIBE THE STRUCTURE AND SIZE OF THE BUSINESS

a)  Analyze its management structure, employee base, and financial history.

b)  Describe annual revenues and profit.

c)  Provide figures on employment. Include details about private ownership, public ownership, and investment holdings.

d)   Provide a brief overview of the business’s leaders and command chain

3)  IDENTIFY THE KEY ISSUE OR PROBLEM IN THE CASE STUDY

a)  In all likelihood, there will be several different factors at play.

b)  Decide which is the main concern of the case study by examining what most of the data talks about, the main problems facing the business,

c)  Examples might include expansion into a new market, response to a competitor’s marketing campaign, or a changing customer base

4)  DESCRIBE HOW THE BUSINESS RESPONDS TO THESE ISSUES OR PROBLEMS

a)  Draw on the information you gathered and trace a chronological progression of steps taken (or not taken).

b)  Cite data included in the case study, such as increased marketing spending, purchasing of new property, changed revenue streams, etc

5)  IDENTIFY THE SUCCESSFUL ASPECTS OF THIS RESPONSE AS WELL AS ITS FAILURES

a)  Indicate whether or not each aspect of the response met its goal and whether the response overall was well-crafted.

b)  Use numerical benchmarks, like

i)  a desired customer share

ii)  show whether goals were met

iii)  analyze broader issues

iv)  employee management policies

v)  talk about the response as a whole

6)  POINT TO SUCCESSES, FAILURES, UNFORESEEN RESULTS, AND INADEQUATE MEASURES

a)  Suggest alternative or improved measures that could have been taken by the business

b)   Using specific examples and back up your suggestions with data and calculations

7)  WHAT WOULD YOU DO?

a)  Describe what changes you would make in the business to arrive at the measures you proposed

b)  Include:

  Finance strategy

c)   changes to organization

e)  management.

 

"Looking for a Similar Assignment? Order now and Get 15% Discount! Use Code "FIRST15"

Summary of what PERT is and what it achieves for project risk and uncertainty

Summary of Response control/Mitigation element of risk management regarding to project management

Conclusion to the question “All projects have a certain degree of risk that needs to be managed”

Primarily using link provided as pages are given in document.

https://docs.google.com/viewer?a=v&pid=sites&srcid…

 

"Looking for a Similar Assignment? Order now and Get 15% Discount! Use Code "FIRST15"

 this module you saw the impact and issues related to emotions, biases, and perceptions surrounding a negotiation. In your first course project assignment, you devised a plan for Michelle so that she could be prepared for her negotiation with her boss. Clearly, Michelle is upset over having to switch shifts and consequently locate new or additional daycare. At this point in the conflict, Nikki is aware of Michelle being displeased with the shift change and knows that she wants to meet, but is unaware of reasons behind it. Michelle devised the new schedule based solely on seniority and nothing else. She thought that this was the fairest way possible given that the policy change affected everyone’s schedule. She does not want the situation with Michelle to snowball into a bigger issue with overall dissatisfaction with the employees. Nikki feels that there is a section of employees who should not receive the preferential shifts because they are continuous problems in the workplace (this is a true and documented statement) regardless of the fact that they have worked at the call center longer.

For this section of the project, you will be identifying possible emotions, biases, and perceptions for this dilemma. In a 2-3 page paper, address the following:

• Frame the issues from Michelle and Nikki’s perspectives (use an interest, rights, or power approach to framing the issues).
• Biases hamper the negotiation process when parties come to the table with prejudgments about the other party. Put yourself into the shoes of both parties. Evaluate the biases that each party might have formed about the other party. Think about some of your workplace conflicts, what are some of the typical biases that arise when there is a dispute between a supervisor and a subordinate? Relate these biases to Michelle and Nikki’s situation.
• Nikki knows that emotions are running high in the conflict with Michelle. From your readings this week and outside research, create a list of seven strategies that Nikki can use during her negotiation with Michelle for dealing with an opponent whose negative emotions are running high and explain how each tactic can be utilized in this situation. Ignoring the emotions is not an option.

 

"Looking for a Similar Assignment? Order now and Get 15% Discount! Use Code "FIRST15"

You have to just put this number in excel and used same number and same format to make excel and you have to add sheet to make vertical chart.

If you have hard time seeing the number below operating income then look at this number:

18. What if Assumptions

19. Margin 77.50%

20. Bonus 5,500.00

21. Sales revenue for bonus 60,000.00

22. Commission 27.50%

23. Kiosk Rental 10.00%

24. Marketing 5.00%

25. Equipment repair and maintenance 4.00%

 

"Looking for a Similar Assignment? Order now and Get 15% Discount! Use Code "FIRST15"