You are a dining-room supervisor in an independently owned establishment known for its friendly service, relaxed ambience, beautiful décor, and great food. Victor, the owner, has asked you to develop an incentive program to help introduce a new appetizer. The operation is open for dinner seven days a week. During the week the operation typically serves 120 customers each night, and Friday through Sunday about 160 are served nightly. On average, approximately 20 percent of the customers order appetizers. Victor wants to sell at least 150 orders of this new appetizer within the next month. To encourage this, he is offering it at a special introductory price and has created table tents announcing the item. The budget for the incentive program is $200. For the next month, Victor wants every server to take three specific actions: Use suggestive selling to sell the new appetizer to all customers. Ask customers who try the new item how they like it.•Report any customer feedback during pre-shift meetings.PFully explain your answer with examples of who, what, why, when and how you will measure the results 1. What parameters should be set for the program?•Time frame:•Rules:•Goals:•Eligible employees:•Measures of success:•Tracking methods: 2. How will you introduce the program?3. Describe the training, if any, you will provide.4. You want all servers to be able to earn rewards; what must each server do to achieve his or her goal? (be specific)5. How and when will you communicate participants’ progress?6. What rewards and celebrations will you have when the program ends?

Read the case "SDX Alliance" attached and do the following:- description of the case- present the issue- provide 2-3 solutions- what is the best solution and why (can just be 2-3 sentences)MUST BE 1.5 PAGES DOUBLE SPACED

Jill and Ben have accepted positions as business consultants with two different Fortune 500 organizations. Both haveMBAs and at least five years of experience as business consultants.On Jill’s first day, her manager greets her in the company lobby with a warm smile and firm handshake. He escorts her to her new office. Jill is pleased to see that the office is clean, has a working computer, and is stocked with supplies. After putting her things away, her manager gives her a tour of the building and takes her to get her employee badge. When they return, he briefly introduces her to her colleagues, most of whom are already familiar with her because of an introductory e-mail sent out the week before. Next, they go to his office, where he provides her with her schedule for the next three weeks. It includes a number of “getting to know you” meetings with her new colleagues and clients, and outlines a series of online orientation courses and in-person workshops where she’ll learn about the company’s values, mission and consulting methodologies. The team then takes Jill to lunch, where she is introduced to her mentor. She spends the remainder of the day settling into her office and beginning the schedule prepared by her manager.On Ben’s first day, he is greeted by the department’s administrative assistant, who profusely apologizes that Ben’smanager will be unable to meet with him until 11:00 a.m. She is in a meeting that is running longer than expected.The administrative assistant escorts Ben to his office and hands him about 20 sheets of paperwork to complete. She tells Ben that she will be back in about an hour, and shows him the restroom as she hurries back to her cube. Ben looks around his office and notices that it lacks supplies or a computer, so he uses his own pen to complete the forms. Ben finishes his forms in about 15 minutes and waits patiently for his manager. A few people pass by his office, but they seem rushed, so Ben doesn’t introduce himself. After about an hour and a half, Ben’s manager comes by. She apologizes again for not being available to greet him and hands him four large binders, one for each project he’ll be working on. She asks him to spend the remainder of the day reading the content in the binders; they will meet the next morning to discuss his next steps for each of the projects. She also gives Ben a list of 20 online orientation courses and asks that he complete them within the first two weeks, but explains that IT is backlogged and won’t be able to get him a computer for a couple of days. In the meantime, he’ll just have to keep himself busy with the project binders. She tells him that there is a deli across the street that he can go to for lunch, and then scurries off to another meeting.1. For this case, compare and contrast Jill and Ben’s first-day experiences. Consider the following :• How are Jill and Ben most likely feeling during their first day at work?• What do you think are their first impressions of their managers and their organizations?• What challenges and opportunities might Jill and Ben face over the next few weeks?• What is the likelihood that either will stay or leave within six months?