Freese Corporation has been in the heating and air conditioning business for more than 60 years. The founder, Jim "Deep" Freese started the business in Orange County, California in the early 1970's as the Southern California suburbs began to grow.Freese Corp is preparing for a management transition. Deep, the founder, is about to turn control of the business over to his son, Junior Freese. When he started the business and for most of its first 40 years, Deep Freese knew almost every customer of the business personally. However, he never created a formal customer data base. Today, he has more than 150 employees and 50 trucks operating in Orange and Riverside Counties. Junior Freese recently graduated from the highly rated MBA program at Chapman University. He believes that the company is poised for major growth by expanding nationally and by providing a more extensive set of products and services. As he looks around the heating and air conditioning industry, he does not see companies leveraging data and analytics as a growth strategy. He thinks that is the key to his future growth.The company, however, has no formal data function in marketing and sales. Its culture is characterized by a suspicion of technology and analytics.You have been hired as a consultant to the company in the area of data and analytics. What would you recommend to Junior? What are the key issues you want to sensitize him to? What kinds of analytics do you think can provide him with fast "wins" in a short time frame? And, what long-term goals do you think Junior should consider for analytics to help his company grow?" Please limit your answers to 1000 words. Feel free to use any outside, published source in your answer. However, if you do use outside sources, please cite them."

ACTIVITY/TASKThe Quick-Stop Hotel ChainQuick-Stop Hotels is a small hotel chain located along on the north coast of New South Wales. This chain consists of five different hotel complexes located several hours drive apart along the main coastal highway between Sydney and Brisbane.Their prime target market is the family segment. This is because families often choose to drive from Sydney to Brisbane (or Brisbane to Sydney) and back again for their holidays. As this trip is around a 12-hour drive, many travelers choose to stop overnight in order break up their journey. Therefore, Quick-Stop has deliberately chosen popular stopover towns for their hotels.In line with this location strategy, they promote themselves with the slogan, “the “perfect place for a break”.Their individual hotels vary a little in quality, but all have either a 3 or a 4 star rating. This means that they are either medium (3 star) or good (4 star) quality in terms of facilities and general standard of accommodation. On average, they each have around 80 rooms and a fairly broad range of facilities (that is, a heated swimming pool, room service, restaurant and bar, a kid’s club during school holidays, a small gym, and some have tennis courts and a couple of stores).In terms of promotion, they are heavy outdoor (billboard) advertisers on the coastal highway. They also advertise in various holiday and travel directories, and on the government tourism website.As you can see from the table below, they vary pricing throughout the year. Pricing is generally used as a tool to increase demand in the low season and to increase revenue in the high season. This is necessary as they have highly seasonal demand, being frequently being booked out over the Christmas holiday period, and with very high demand in other school holiday periods.The table also shows the results of a customer satisfaction survey for Quick-Stop Hotels. On average, 80% of customers indicated that they were satisfied with their stay and 10% were delighted with their stay. However, 10% indicated they were dissatisfied. These figures vary by season, whether the customer was a first-time customer, and by the quality of the individual hotel. Additionally, the table includes information on average room rates (per night) and occupancy levels. (Note: The occupancy level is the percentage of rooms occupied per night.)AverageLow SeasonHigh Season1st TimeCustomersRepeatCustomers3-star locations4-star locationsDelighted customers10%20%5%25%5%10%20%Satisfied customers80%70%75%60%90%70%70%Dissatisfied customers10%10%20%15%5%20%10%Average Room Price$120$75$160$140$100$100$140Occupancy Level80%50%100%N/AN/A85%75%QUESTIONSReview the customer satisfaction information. Does it make sense? Why/why not?Given these research results and the other information in the case, what advice would you give this firm.Which of the above metrics did you find helpful? Which did you ignore?What other information would have been helpful?FORMATFrom the syllabus "Please follow the instructions and submit each assignment within the week it is assigned no later than the posted due date. All assignments should be in proper APA format. See library if you need assistance with APA.https://lib.usf.edu/help/Each assignment is expected to be a minimum of 2 pages in length (This does NOT include the title page or abstract). Any submission that is not APA formatted or a minimum of 2 pages will receive a ZERO."

Chapter 7: Self-Assessment13.3 Path-Goal StylesIntroductionEach chapter contains a Leadership Instrument based on some of the theory presented in the unit chapter(s). Complete the relevant instruments as directed and write an interpretation of your results.The purpose of this self-assessment is to:Identify your path–goal styles of leadership.Examine how your use of each style relates to other styles of leadership.Unit Learning OutcomesIllustrate the importance of leading through obstacles (CLO 5).Recognize common team obstacles (CLO 5 and CLO 6).Examine the role of leaders, followers, and the context in toxic/destructive leadership (CLO 2, CLO 3, and CLO 5).RequirementsThe most possible points will be given to an original analysis that includes:Responses that are fully developed (this includes a brief discussion of the topic of the instrument, the instrument scores/findings, interpretation of those scores/findings, and how you might use that information to develop your skills through a self-reflection).Responses that demonstrate a familiarity with the related materials and topics being referenced in the analysis and chapter(s) by referencing readings to examine the results of the data gathered and interpret the findings according to the relevant theory.Responses that are well-formatted and organized.Length: Analysis should be 1 page in length (typed and double spaced).All cited material must include both internal citations and a complete reference list at the end of the paper.DirectionsComplete the assessment by clicking the button below and analyze your findings.After completing the Path-Goal Styles Questionnaire, compare your scores for the four types of path–goal leadership (directive, supportive, participative, and achievement-oriented) to determine which style is your strongest and which is your weakest.