In today’s business social media driven world, the ability to make a persuasive – well thought written argument in a single paragraph is a skill that will serve you in your professional executive career. Through our academic term, you are assigned to write AT LEAST 6 Quality Wall Street Journal  Entrepreneurship News  Best Practices Postings at our Canvas Learning Management System – Discussion Forum – Board Section

related to current business news and/or the academic practical learning content reviewed through the books and readings of this class.

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These Wall Street Journal Entrepreneurship News Best Practices postings must be from current business news in regards Entrepreneurship Best Practices from the Wall Street Journal and you should write one or two short paragraphs with an insightful and critical thinking reference related to the current business news and/or the academic practical learning content reviewed through the books and readings of this class.

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I expect high caliber Quality Wall Street Journal Entrepreneurship News Best Practices Postings with top analyses and interesting insights!! If you have any questions, please let me know.

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Jose Rocha

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Grading Requisite

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In order for me to grade these Wall Street Journal Entrepreneurship News Best Practices Postings, you have to have your: 

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* one or two short paragraphs written by you with an insightful and critical thinking reference relatedto the current business news and/or

the academic practical learning content reviewed through the books and readings of this class

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PLUS

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* The ENTIRE  Wall Street Journal Entrepreneurship News Best Practices ARTICLE and appropriate reference

Please complete problems 7-29 through 7-33 listed below for convenience. Compile your answers in a word document.

Answer the following problems:  

7-29. Millbridge Hospital buys its supplies in bulk and has recently switched vendors. The first purchase Millbridge made was for 500 boxes of gauze at $3.46 a box. The purchase had payment terms of 2/15 N/30. Millbridge earns four percent on its idle cash. Should it take the discount or not? Justify your answer by showing calculations. (Refer to Appendix 7-B to solve this problem.) ATTACHED

7-30. Meals for the Homeless usually experiences seasonality in its cash balances. In December, contributions from donors increase its cash balances, and then these balances are used throughout the following year. By the fall, Meals for the Homeless has a tight cash flow. It has a line of credit with its bank, which allows it to draw up to $500,000 at seven percent interest per year. During 2013, Meals for the Homeless draws down $135,000 on October 1 and repays it at the start of business on January 3, 2014—exactly 94 days later. How much should it pay back on January 3, and how much of that is interest? 

7-31. Meals for the Homeless has many sources of income, but they pay Meals very differently. Specifically, Meals has contracts with the city, county, and state to provide food services. In addition, Meals has contracted with a private foundation to augment its foods with more healthful options. The city owes Meals $400,000, half of which is current, one-quarter is more than 30 days but less than 61 days old, 15% is between 61 and 90 days old, and the remainder is more than 91 days old. The county owes Meals $900,000, only one-third of which is current, another one-third is more than 30 days but less than 61 days old, and the remainder is more than 90 days old. The state owes Meals $1.5 million, 40% is current, 30% is between 30 and 60 days old, 20% is between 61 and 90 days old, and the remainder is more than 91 days old. The foundation owes Meals $150, 000, of which half is current and the other half is more than 30 days but less than 61 days old. Prepare an accounts-receivable aging schedule for Meals by total dollars and percent. 

7-32. Millbridge Hospital receives earned income from several sources: Medicare, Medicaid, private insurance, and self-pay customers. The federal government owes the hospital $7 million, 60% is current, 30% is between 31 and 61 days old, and the remaining 10% is between 61 and 90 days old. The state owes the hospital $5 million for Medicaid, 40% of which is current, 30% is between 31 and 60 days old, 20% is between 61 and 90 days old, and the remainder is more than 91 days old. Private insurance owes the hospital $4 million, half of which is current, 25% is between 31 and 60 days old, and the remaining percent is more than 91 days old. Self-pay customers owe $1 million, 30% is current, 40% is 31 to 60 days old, 10% is 61 to 90 days old, and the remainder is more than 91 days old. Prepare an accounts-receivable aging schedule by total dollars and by percent. 

7-33. Millbridge Hospital buys 10,000 boxes of latex gloves every year. Each box costs the hospital $7 dollars. The cost to place an order for the gloves—which covers the employee staff time, shipping costs, the hospital’s receiving center for inventorying, for example—is estimated at $50 dollars per order. Carrying costs (for storing the boxes, verifying the inventory periodically, etc.) are estimated at 50 cents per box per year. Millbridge uses a six percent interest-cost assumption in its calculations. How many boxes should be ordered at a time? How many orders per year should there be? What are the total ordering and carrying costs at the EOQ (economic order quantity)? Contrast these costs at the EOQ to the total cost if all boxes were simply ordered at the start of the year. (Refer to Appendix 7-A to solve this problem.) ATTACHED

References:

Financial Management for Public Health and Not-for-Profit Organizations (4th edition)

Assignment reading attached!

 Twenty-First Century Customer Relationship Management

New technologies will impact customer relationship management (CRM) due to its ability to allow customers to feel empowered enough to execute a range of independent activities and decisions. When it comes to modern customer relationship management, basic functions will remain crucial. Organizations, however, will specifically need to ensure the following:

• The prime focus remains on always providing customers with the best experiences
• Customer process management is effective
• Cross-channel integration is facilitated
• Contact center operations are robust and well monitored
• Sales Force Automation (SFA) is made highly efficient
• Marketing and campaign management activities produce tangible results

In Module 2, you examined the literature for consumer/client privacy issues associated with Big data. Use the University online library resources to identify at least two peer-reviewed articles that address consumer/client privacy issues associated with CRM.

• Nguyen, B., & Mutum, D. S. (2012). A review of customer relationship management: Successes, advances, pitfalls, and futures. Business Process Management Journal, 18(3), 400–419. (doi:http://dx.doi.org/10.1108/14637151211232614)
  https://login.libproxy.edmc.edu/login?url=http://search.proquest.com.libproxy.edmc.edu
  /docview/1018108630?accountid=34899

Using the article as the basis for inquiry, prepare an analysis on CRM in the twenty-first century.

Cover the following:

• Discuss the consumer/client privacy issues that might impact the uses of CRM.
• Critically analyze the value of the CRM approach suggested by Nguyen and Mutum.
• Compare the approach to other approaches you are familiar with.
• Assess how the Nguyen and Mutum approach could be applied to your own organization.
• Include what you liked and disliked about the approach.
• Support your positions with at least two peer-reviewed journal articles.

 

Write your initial response in 300–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation

 

Considering Human Resource Planning from Different Perspectives

Two Olympic Gold Medalist in skiing married in 2014, Jason and LeAnn  Benson opened Adventurers and Explorers (A&E) outdoor sporting store  that sales gear and clothing.  The couple’s concept is different than  many of the other sporting goods stores, they design and sell their own  lines of specialized products.  LeAnn’s focus is on the design of  products and Jason’s focus is on the financials; therefore, no one is  worrying about the organizational policies or controls.

Jason and LeAnn encourages their employees to continue their favorite  outdoor sport from skiing, mountain climbing, white-water rafting, etc.  Employees are given two weeks of paid vacation. However, many employees  were allowed to take up to two months off at half pay so they could  fulfill their life-long dreams.  Samantha just returned from a  successful climb of Mount Everest.  Beth will use her two months off to  backpack around Europe. Around the office there was a joke of having the  weekend flu where employees would take (Friday-Monday off) to enjoy the  outdoors.  The office often ran below staffing levels depending on the  season. In addition, because Jason and LeAnn were Gold Medalist they  attract more employees who are interested in skiing.  The skiers want  time off during the peak season.  This is also the peak time for A&E  orders and service requests. 

In the last three (3) years the company has grown from 30 employees  to 100.  Jason and LeAnn need advice on controlling the daily staffing  levels so A&E are able to meet or exceed customer expectations for  responsiveness without sacrificing its own identity as a company.   Choose one of the issues facing A&E and propose a solution and  rationale for your response.

• Paid vacation along with the most valuable times for vacation (peak season time off)
• Attendance Issue-The Weekend Flu (Friday-Monday)
• A&E needs to know whether customers are satisfied with the products and responsive to their needs as outdoor enthusiasts.

REQUIRMENTS:

 

Read below Case: Choosing a Performance Management Approach at Paychex, Inc.

·      After reading the Paychex case study,  In one page:

·      answer the two questions posted at the end of the case.

·      Justify and support your responses.

·      Do you agree or disagree with others’ assessments?

·      Why or why not?

·      Use at least 2 creditable references + the book

·      Use academic writing and in-text citations and list APA style references to support your response.

·      No plagiarism.

 

CASE STUDY

CASE STUDY 4-3

Choosing a Performance Measurement Approach at Paychex, Inc.

The following job description is for an account executive at Paychex, Inc. (www.paychex.com). Paychex, Inc., is a leading national provider of payroll, human resources, and benefits outsourcing solutions for small- to medium-sized businesses. Paychex is headquartered in Rochester, New York, but the company has more than 100 offices and serves hundreds of thousands of clients nationwide. Because account executives often make sales calls individually, their managers do not always directly observe their performance. Furthermore, man- agers are also responsible for sales in their markets and for staying up-to-date on payroll laws. However, account execu- tives are responsible for training new account executives and networking in the industries in which they sell products. For example, if an account manager is responsible for retail companies, then that account executive is expected to attend retail trade shows and professional meetings to identify potential clients and to stay current with the issues facing the retail industry.

ACCOUNT EXECUTIVE JOB RESPONSIBILITIES

• Performing client needs analysis to ensure that the major market services product can meet a client’s requirements and expectations.

• Establishing clients on the host processing system.


• Acting as primary contact for the client during the conversion process

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• Supporting clients during the first few payrolls.

•    Completing the required documentation to turn the client over to customer service for ongoing support. 


•    Scheduling and making client calls and, when necessary, supporting sales representatives in presales efforts. 


•    Keeping abreast of the major market services system and software changes, major changes and trends in the PC industry, and changes in wage and tax law. 


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•       Behavior approach to measuring performance is most appropriate when

•       the link between behaviors and results is not obvious outcomes occur in the distant future
poor results are due to causes beyond the performer’s control

•       Results approach to measuring performance is most appropriate when

QUESTIONS:

1. Based on the above description, assess whether Paychex should use a behavior approach, a results approach, or a combination of both to measure performance.

2. Using the accompanying table as a guide, place check marks next to the descriptions that apply to the job of account executive. Explain why you chose the approach you did

 

Book reference:

Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle, NJ: Prentice Hall. ISBN-13: 9780132556385