In the new millennium, one of the hot topics has been enterprise resource planning (ERP). Prepare a paper explaining the purpose of ERP and describing some of the key considerations and risks that are associated with ERP implementation. Include any issues or concerns involved when a company implements the system.Research ERP to determine what its purpose is. Also, determine what problems have been encountered when different companies in different industries have implemented this kind of system.

Create a new job description for a store manager position and develop a succession plan strategy (6 pages) for those who seek a promotion into supervisory and management positions, either for FFH or within your own workplace (or an organization you are familiar with).IntroductionIf you choose to base this assessment on FFH, view the FFH Organization Structure and Job Description for Succession Planning | Transcript multimedia. This interactive has information on FFH's assistant store manager position, two assistant store managers, four shift supervisors, twelve department supervisors, and assistant department supervisors. These roles and job requirements support this assessment.If you choose to use your own workplace (or an organization you are familiar with), conduct research to locate the necessary information. InstructionsFFH currently has 18 store managers who are over the age of 65, and most are considering retirement from the retail store chain. This presents quite the challenge in a changing economy with a global view, so there is an urgent need to create a new job description for the FHH store manager position and a succession plan strategy that addresses steps to take, policies to consider, and appropriate recommendations. If you choose to use a different organization, imagine a similar situation.Include the following in your succession plan strategy for HR management and organizational leaders:Analyze steps for designing a career development plan for FFH stores or a selected organization. What specific training programs should be included for these supervisory and management positions? What external development sources would you use? What legal standards need to be considered?Explain what internal policies would need to be reviewed or implemented to support FFH's or a selected organization’s succession planning initiative. How would diversity planning be impacted? Recommend a succession plan strategy for each FFH position or a selected organization’s roles/titles. FFH’s positions include:Assistant Department Supervisor.Department Supervisor.Shift Supervisor.Assistant Store Manager.Your succession plan strategy should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and use of correct grammar and mechanics as expected of a human resources professional.Additional RequirementsReferences: Support your analysis with at least two academic, scholarly, or professional resources from the Capella University Library.Format: Resources and citations are formatted according to current APA style and format.Length: Six pages, in addition to the references list.Font and font size: Times New Roman, 12 point.

An independent family clinic located in a poor neighborhood struggles to reach its breakeven point each month. At their current visit levels, they need to collect an average of $100 per patient visit in order to breakeven each month. They have asked for your consultation on some options that could help them remain profitable and not have to shut down, even if they have tough decisions to make. What advice would you offer them? Reference the Flexing Your Budget article as part of your response, in addition to at least one other literature/article.Please make your initial post by midweek, and respond to at least one other student's post by the end of the week. Please check the Course Calendar for specific due dates. Respond to this student's post Breakeven Point is a company’s financial position where the money raised from sales can cover the total expenses for the company. The variables required for the development of a company’s breakeven include fixed cost and variable costs. From the case provided, the independent family clinic requires an alternative mechanism for in its daily operation in order to achieve its breakeven for survival. The financial operation for a private hospital is dependent on the customer’s financial stability and service pricing recommendation based on customer demand. According to Barr, (2005), some of the common uncertainties surrounding the financial stability of a healthcare facility depend on the system of budget. The system determines the possible errors or opportunities made through the budget setting. Budget-busting comes as a result of poor financial decision making where the stakeholders make outrageous risks and uncertainties for the business. Basing on the case provided, the hospital management should establish a proper budgeting system that will drive their business within financial limits. These calls for critical decision making on the two most important factors for the achievement of a breakeven point: variable cost and independent cost. Since the business depends on the cost of services and products provided, management of variable costs will play a major booster to the achievement of the breakeven point. To determine breakeven based on the organization’s sales, the organization will be required to make a rationale for service and product pricing that will ensure customer retention and achievement of maximum sales. The test whether the breakeven point basing on the $100 dollars price margin will be achieved, the organization will divide the fixed cost by the contribution margin. This contribution margin will be determined by subtracting the variable costs from the price of products and services provided at the hospital. However, considerable measures about customer relationship management should be assessed before implementation.ReferencesBarr, P. (2005). Flexing your budget. Experts urge hospitals, systems to trade in their traditional budgeting process for a more dynamic and versatile model. Modern healthcare, 35(37), 24-26.Gregory, D., Baigelman, W., & Wilson, I. B. (2003). Hospital economics of the hospitalist. Health services research, 38(3), 905-918.