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Class #23 (Final class)

Going through Red Bull again

Connections between different concepts within the case 3

Wrap up:

  • Many subjects covered: 12 profs, 6 TAs, and guest speakers
  • Integrative approach: tensions and synergies
  • Applied approach
  • Asking good questions (v.s. answers)
  • Questions/Statement ratio should be greater than 1
  • Process (v.s. answers)
  • Participation
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Class #22 (Case 3: Red Bull Media House Evaluation)

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Class #21 (Applied Social Enterprise)

Arc Initiative

1. Salem’s Ethiopia

– Provides local jobs to moms

– Promotes Ethiopian culture

– Acts as a role model of a social enterprise

2. Sasavona Guest House

– Support local families with job opportunities

– Local recognition by the globe

3. Zeritu Tadesse (Fresh Milk)

– Helping country-side farmers to sell milk

– Expanding her business while helping street vendors

4. Rayna Hluvukani

– Employ people

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Class #20 (CSR & Sustainability)

James Tansey on Sustainability

  • Social innovation
  • Linkages Class 3 + Class 12 + Class 20
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Class #19 (Entrepreneurship)

Financial Leverage: to invest by borrowing money, allow you to make more money, than only investing with your own money.

CRO: Chieft Revenue Officer

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Class #18 (Performance Management)

Inventory Ratio

Having a better inventory turnover may not be beneficial to the firm. For example, a decrease in price can achieve better inventory ratio but may not help the firm to increase marginal profit at all.

 

Organizational Structure

Centralization vs. Decentralization

Which one is better? It depends

 

How could the structure be built?

Divisional structure is based upon:

– Region

– Product

– Function (activity)

 

 

Responsibility accounting (divisions are evaluated)

Cost centers

– Assess actual cost vs. Budgeted costs

Profit centers

– Assess targeted profit vs. actual profit

– But this does not measure anything else such as investments, operations, etc.

Revenue centers

– Assess revenue target vs. actual revenue

– But costs are not included

Investment centers (return on investment)

– Profit / Investment base

– But people may be too scared to make a move

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Class #17 (IT and Information System)

Management Information Systems/Business Technology Management is the process in which IT is used to apply into business.

IT — MIS/BTM —> Business

 

Why should we care?

1. What technologies should we consider?

What is missing?

1. Knowing who your users are and howthey are going to use the system?

2. Understand and providing requirements:

– How to identify them?

– How not to chagne your mind frequently?

– How to clearly explain this to developers?

– How to ensure that they are met?

3. Knowing how to adjust other parts of your business to accommodate the system

2. How do we leverage their opportunities?

If a firm does not hold on to the opportunities for its technologies, others may take advantages of them.

3. How do we minimize their risks?

What is missing?

1. Understanding and conveying requirements

2. Good project management

3. Business-IT alignment

– Ensuring your IT deliver values to your business

4. Can use IT governance to control

– Are we doing the right things?

– Are we doing them the right way?

– Are we getting the benefits?

– Are we getting them done well?

 

Revolutionizing Innovation

Measurement: Using IT to get data. Be careful of the quality and the validate of the data.

Experimentation: Using IT to get insights.

Sharing: Using IT to share insights

Replication: Using IT to replicate insights

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Class #16 (Finance II)

What is finance?

Everyone who saves money in the bank is a investor

finance is about getting investors excess supply capital to companies or anyone whom have the demand to borrow

Investors —> Financial institution —> Companies

 

Types of financial institutions :

Banks

Pension fund

Mutual fund

 

Finance skills

Math skills to deal with uncertainties

Analytical skills to formulate problems

People skills to manage relationships with others

Communication skills

 

Stock allows you to gain:

Cash flow rights and ownership rights

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Class #15 (Marketing and Supply Chain Management)

  • Demand forecasting
  • acting on a forecast
  • information sharing in a supply chain
  • the role of distribution channels and intermediaries
  • mass customization
Bad forecasting demand
may result company doing discounts or unable to sell its products at all
Variability and Uncertainty
Prediction = Forecast
What do you want from a forecast?
A: What are the outcomes? and What are the likelihood for them?
How to calculate demand forecast?
Village idiot’s solution (assuming you see real demand) = ex you look at the sales number from 12 weeks, you simply find the likelihood of the sales number will repeat again.
Out of probably of a forecast, you can not simply take a guess or take the average because you never know whether making a profit/ loss will be greater.
The role of distribution channels and intermediaries
Operation departments – try to maximize efficiency
Marketing departments – try to maximize profit
Thus, both departments should compromise and think “What’s the big picture?”. Tries to achieve the firm’s overall
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Class #14 (People, Culture and Team)

Motivating employees at the customer service centers = better treated customers = better returns

Calls are usually stressful and emotional which might negatively cause the employees to be stressed

Costs and Benefits of outsourcing customer services (Example: Indian employees)

Importance of a positive and enjoyable working culture (environment) to reach employees loyalties

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