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AmazonFresh
Read the article: "AmazonFresh is Jeff Bezos's Last Mile Quest for Total Retail Domination".
Amazon has created three elements with how they are approaching the consumer market: fulfillment centers, Amazon Prime, and AmazonFresh. Analyze how Amazon has captured its consumer’s desire for not only less expensive prices, but faster delivery, and how it has created programs that will satisfy these consumer demands. Determine if Amazon will succeed in its quest for same-day delivery, and justify your response.Your paper must be a minimum of three to four pages (not including the title and reference pages) and be formatted according to APA style as outlined in the Ashford Writing Center. You must use at least three scholarly sources from the Ashford University Library, one of which must be peer reviewed, in addition to the textbook.
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CC Access 2019 Query Design Window Number of Tickets Issued by City Program
Open the NewYorkDMV-03.accdb database start file.
The file will be renamed automatically to include your name. Change ...
CC Access 2019 Query Design Window Number of Tickets Issued by City Program
Open the NewYorkDMV-03.accdb database start file.
The file will be renamed automatically to include your name. Change the project file name if directed to do so by your instructor.
Enable content in the database.
Create a new summary query in Design view. The query counts the number of tickets issued by city and violation.
Add the Tickets table into the Query Design window.
Increase the size of the table object to display all of the fields.
Add the following fields into the query: City, PrimaryFactor, and TicketNumber.
Add the Total row to the query.
Group By the City and PrimaryFactor fields and Count the TicketNumber field.
Save the query as TicketCountByCityAndFactor.
Run the query. The datasheet should display 22 records.
Adjust the field column widths using AutoFit or Best Fit. The datasheet should be similar to Figure 3-104.Figure 3-104 Summary query results counting tickets by city and factor
Save the changes to the query.
Save a copy of the query as TicketCountByFactor.
Edit the TicketCountByFactor query in Design view. The query should show the total tickets issued for each violation factor, sorted in descending order by count.
Delete the City field.
Sort the TicketNumber field in descending order.
Save and run the query. The datasheet should match Figure 3-105.Figure 3-105 Summary query results counting tickets by factor
Close the query.
Create a new summary query in Design view. The query provides summary data on the total fines assessed against each driver.
Add both tables into the Query Design window.
Increase the size of the table objects to display all of the fields.
Add the following fields into the query: LicenseNumber, FirstName, LastName, Fine, and TicketNumber.
Add the Total row to the query.
Group By the LicenseNumber, FirstName, and LastName fields, Sum the Fine field and Count the TicketNumber field.
Sort the Fine field in descending order.
Save the query as TicketsByDriver.
Run the query. The datasheet should display 24 drivers who have received tickets, sorted in descending order by the total dollar amount of their fines (Figure 3-106).Figure 3-106 Summary query results of tickets by driver
Close the query.
Close the database
https://www.mediafire.com/file/kaofoajjdm39efb/Mat...
marketing case study, marketing homework help
Hi tutors.. This is the textbook...Title: Marketing Authors: Roger A. Kerin; Steven W. Hartley Publisher: Mcgraw-Hill Edit ...
marketing case study, marketing homework help
Hi tutors.. This is the textbook...Title: Marketing Authors: Roger A. Kerin; Steven W. Hartley Publisher: Mcgraw-Hill Edition: 13 ISBN-13: 9781259573545References: 2 to 3 not including the book.The submission will not exceed four (4) pages in length, excluding the title and references pages.The document must adhere to the APA writing style.Please respond to question 3 below. Do not answer the questions in the textbook. You are required to develop a marketing plan to achieve directional strategy..Professional no plagiarism.ThanksCase Study: Prince Sports Inc. – Tennis Racquets for Every SegmentRead the case on pages 260-262 in your text.Watch the video supplement to the case at link: kerin.tv/13e/v9-4 (Links to an external site.)Links to an external site.Respond to the following case question. (Disregard the questions in the text.)Prince Sports is looking to increase sales of it tennis products and gain market share in both the domestic and international markets. Your marketing firm has been retained to assist the company in developing a marketing plan to achieve its’ directional strategy. The following should be taken into consideration prior to constructing the plan: 21st century trends in the environmental forces (social, economic, technological, competitive, and regulatory) that work for and work against the success of Prince Sports in the tennis industry; possible promotional activities the company can use to reach recreational and junior players; actions Prince Sports can take to gain broader distribution and sales in mass merchandisers and specialty tennis shops; and criteria for selecting countries and actions Prince can undertake to reach these foreign markets.
MBA 650 Lynn University Greyhound Frequent Flyer Call Center Case Study
Greyhound Frequent Flyer Call Center - Case Study“I’m an accounting major, not an operations expert,” yelled just-pr ...
MBA 650 Lynn University Greyhound Frequent Flyer Call Center Case Study
Greyhound Frequent Flyer Call Center - Case Study“I’m an accounting major, not an operations expert,” yelled just-promoted Bob Barthrow, the executive vice president of the Greyhound Frequent Flyer Call Center, during a senior-level management meeting. “Bob, Horizon Airlines (HA) is going to stop doing business with us if we don’t provide better call center service. We need to maximize service and minimize costs! So, find a solution to HA’s service problems or we are all out of a job,” stated Adam Bishop, the CEO of Greyhound Call Center Services (GCCS).Bob retreated to his office and closed the door. As he sat in his chair, he thought about the many meetings he had participated in where managers promised great customer service but could not deliver it. Upon further reflection, he came to the conclusion that to promise great customer service you first must know how to analyze resource capacity and develop good schedules. He pulled out his old college operations management textbook and began reading. He also did a Google search on the topic and found several articles to read. He planned on building an electronic spreadsheet analysis of the situation.Small and mid-sized airlines outsourced a variety of peripheral services to GCCS, such as billing and credit card management, baggage and customer flight claims management, reservations, loyalty programs, and call center management. HA accounted for 9 percent of GCCS revenues. HA customers had no idea the HA frequent flyer program was outsourced to GCCS. GCCS managed separate call centers for several airlines, each with its own dedicated staff and office space. GCCS customer service representatives (CSRs) who worked in the HA call center were trained by both GCCS and individual airlines such as HA. GCCS provided all CSRs with service management training and mentors, and CSR performance was electronically monitored. HA trained the CSRs by including airline tours and free flights so the CSRs would know the airline and its culture, and especially its frequent flyer program. HA CSRs were trained to handle 20 service upsets most likely to be described by incoming customer calls.HA and GCCS categorized incoming calls into four categories as follows:Redeem calls: The customer wants to redeem frequent flyer points for future airline flights.Problem resolution: The customer wants to correct point debits and credits, flights, personal information, and so on.Manage accounts: The customer wants to split, combine, transfer, delete, rename, and/or update the frequent flyer account(s).Travel advice: The customer asks for travel advice. GCCS and HA provide “limited travel consulting service and advice.” GCCS CSRs are trained to be nice yet tell the customer they do not provide full travel service, and refer customers to other travel agencies.Average standard times for HA’s call mix is shown below.Type of CallStandard Time per Call (seconds)Percentage of Total Number of CallsRedeem12563%Problem Resolution17026%Manage Account2407%Travel Advice1704%Bob wanted to get a standard service rate in the same units of measure used for other airlines, and that was calls per CSR per 30 minutes. Average HA-GCCS call center demand rounded to the nearest integer for the last 10 Mondays is shown in this Workbook.Bob thought a planned (target) CSR labor utilization of 90 percent provided adequate safety capacity.Full-time employee (FTE) policies require at least a 7-hour workday plus one hour for lunch or dinner and at least one 15-minute break per workday. Any workday less than FTE is considered part-time employment (PTE).Mr. Barthrow has retained your services to prepare a consulting report answering the questions below:What’s labor utilization for each 30-minute period given the current staffing plan?Is the main problem lack of staff capacity or poor scheduling, or both?How many CSRs are required to meet demand during a regular work day?What are your recommended next steps?Include the Excel file showing all calculations.This short report (no more than three pages long) must be written using business language.RubricShort Consulting ReportShort Consulting ReportCriteriaRatingsPtsThis criterion is linked to a Learning OutcomeCompletnessThe report covers the points requested by the client.20.0 ptsAll points are well covered16.0 ptsMost points are well covered8.0 ptsSome points are well covered0.0 ptsNone of the points is properly covered20.0 ptsThis criterion is linked to a Learning OutcomeDepthThe report demonstrates understanding of the situation described in the case study.20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsWell below expectations20.0 ptsThis criterion is linked to a Learning OutcomeCritical ThinkingThe report contains statements demonstrating the consultant's critical thinking.20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsWell below expectations20.0 ptsThis criterion is linked to a Learning OutcomeProfessionalismThe report demonstrates professionalism (proper language, spelling, grammar, terminology, etc.).20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsWell below expectations20.0 ptsThis criterion is linked to a Learning OutcomeSpreadsheet Organization and AccuracyThe submitted Excel file is well organized and leads to accurate results, supporting the recommendations offered.20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsUnacceptable20.0 ptsTotal Points: 100.0PreviousNext
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Anne Marie, the owner of Anne’s Beauty Salon, comes to see you again. She tells you that she has one more question ...
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Anne Marie, the owner of Anne’s Beauty Salon, comes to see you again. She tells you that she has one more question for you. She told you that her accountant tried to explain to her the closing process in the accounting cycle. The more he talked, the more confusing it got. How would you explain the closing process to Anne Marie?She also asked about dividends. What are they? Will they increase expense?
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CC Access 2019 Query Design Window Number of Tickets Issued by City Program
Open the NewYorkDMV-03.accdb database start file.
The file will be renamed automatically to include your name. Change ...
CC Access 2019 Query Design Window Number of Tickets Issued by City Program
Open the NewYorkDMV-03.accdb database start file.
The file will be renamed automatically to include your name. Change the project file name if directed to do so by your instructor.
Enable content in the database.
Create a new summary query in Design view. The query counts the number of tickets issued by city and violation.
Add the Tickets table into the Query Design window.
Increase the size of the table object to display all of the fields.
Add the following fields into the query: City, PrimaryFactor, and TicketNumber.
Add the Total row to the query.
Group By the City and PrimaryFactor fields and Count the TicketNumber field.
Save the query as TicketCountByCityAndFactor.
Run the query. The datasheet should display 22 records.
Adjust the field column widths using AutoFit or Best Fit. The datasheet should be similar to Figure 3-104.Figure 3-104 Summary query results counting tickets by city and factor
Save the changes to the query.
Save a copy of the query as TicketCountByFactor.
Edit the TicketCountByFactor query in Design view. The query should show the total tickets issued for each violation factor, sorted in descending order by count.
Delete the City field.
Sort the TicketNumber field in descending order.
Save and run the query. The datasheet should match Figure 3-105.Figure 3-105 Summary query results counting tickets by factor
Close the query.
Create a new summary query in Design view. The query provides summary data on the total fines assessed against each driver.
Add both tables into the Query Design window.
Increase the size of the table objects to display all of the fields.
Add the following fields into the query: LicenseNumber, FirstName, LastName, Fine, and TicketNumber.
Add the Total row to the query.
Group By the LicenseNumber, FirstName, and LastName fields, Sum the Fine field and Count the TicketNumber field.
Sort the Fine field in descending order.
Save the query as TicketsByDriver.
Run the query. The datasheet should display 24 drivers who have received tickets, sorted in descending order by the total dollar amount of their fines (Figure 3-106).Figure 3-106 Summary query results of tickets by driver
Close the query.
Close the database
https://www.mediafire.com/file/kaofoajjdm39efb/Mat...
marketing case study, marketing homework help
Hi tutors.. This is the textbook...Title: Marketing Authors: Roger A. Kerin; Steven W. Hartley Publisher: Mcgraw-Hill Edit ...
marketing case study, marketing homework help
Hi tutors.. This is the textbook...Title: Marketing Authors: Roger A. Kerin; Steven W. Hartley Publisher: Mcgraw-Hill Edition: 13 ISBN-13: 9781259573545References: 2 to 3 not including the book.The submission will not exceed four (4) pages in length, excluding the title and references pages.The document must adhere to the APA writing style.Please respond to question 3 below. Do not answer the questions in the textbook. You are required to develop a marketing plan to achieve directional strategy..Professional no plagiarism.ThanksCase Study: Prince Sports Inc. – Tennis Racquets for Every SegmentRead the case on pages 260-262 in your text.Watch the video supplement to the case at link: kerin.tv/13e/v9-4 (Links to an external site.)Links to an external site.Respond to the following case question. (Disregard the questions in the text.)Prince Sports is looking to increase sales of it tennis products and gain market share in both the domestic and international markets. Your marketing firm has been retained to assist the company in developing a marketing plan to achieve its’ directional strategy. The following should be taken into consideration prior to constructing the plan: 21st century trends in the environmental forces (social, economic, technological, competitive, and regulatory) that work for and work against the success of Prince Sports in the tennis industry; possible promotional activities the company can use to reach recreational and junior players; actions Prince Sports can take to gain broader distribution and sales in mass merchandisers and specialty tennis shops; and criteria for selecting countries and actions Prince can undertake to reach these foreign markets.
MBA 650 Lynn University Greyhound Frequent Flyer Call Center Case Study
Greyhound Frequent Flyer Call Center - Case Study“I’m an accounting major, not an operations expert,” yelled just-pr ...
MBA 650 Lynn University Greyhound Frequent Flyer Call Center Case Study
Greyhound Frequent Flyer Call Center - Case Study“I’m an accounting major, not an operations expert,” yelled just-promoted Bob Barthrow, the executive vice president of the Greyhound Frequent Flyer Call Center, during a senior-level management meeting. “Bob, Horizon Airlines (HA) is going to stop doing business with us if we don’t provide better call center service. We need to maximize service and minimize costs! So, find a solution to HA’s service problems or we are all out of a job,” stated Adam Bishop, the CEO of Greyhound Call Center Services (GCCS).Bob retreated to his office and closed the door. As he sat in his chair, he thought about the many meetings he had participated in where managers promised great customer service but could not deliver it. Upon further reflection, he came to the conclusion that to promise great customer service you first must know how to analyze resource capacity and develop good schedules. He pulled out his old college operations management textbook and began reading. He also did a Google search on the topic and found several articles to read. He planned on building an electronic spreadsheet analysis of the situation.Small and mid-sized airlines outsourced a variety of peripheral services to GCCS, such as billing and credit card management, baggage and customer flight claims management, reservations, loyalty programs, and call center management. HA accounted for 9 percent of GCCS revenues. HA customers had no idea the HA frequent flyer program was outsourced to GCCS. GCCS managed separate call centers for several airlines, each with its own dedicated staff and office space. GCCS customer service representatives (CSRs) who worked in the HA call center were trained by both GCCS and individual airlines such as HA. GCCS provided all CSRs with service management training and mentors, and CSR performance was electronically monitored. HA trained the CSRs by including airline tours and free flights so the CSRs would know the airline and its culture, and especially its frequent flyer program. HA CSRs were trained to handle 20 service upsets most likely to be described by incoming customer calls.HA and GCCS categorized incoming calls into four categories as follows:Redeem calls: The customer wants to redeem frequent flyer points for future airline flights.Problem resolution: The customer wants to correct point debits and credits, flights, personal information, and so on.Manage accounts: The customer wants to split, combine, transfer, delete, rename, and/or update the frequent flyer account(s).Travel advice: The customer asks for travel advice. GCCS and HA provide “limited travel consulting service and advice.” GCCS CSRs are trained to be nice yet tell the customer they do not provide full travel service, and refer customers to other travel agencies.Average standard times for HA’s call mix is shown below.Type of CallStandard Time per Call (seconds)Percentage of Total Number of CallsRedeem12563%Problem Resolution17026%Manage Account2407%Travel Advice1704%Bob wanted to get a standard service rate in the same units of measure used for other airlines, and that was calls per CSR per 30 minutes. Average HA-GCCS call center demand rounded to the nearest integer for the last 10 Mondays is shown in this Workbook.Bob thought a planned (target) CSR labor utilization of 90 percent provided adequate safety capacity.Full-time employee (FTE) policies require at least a 7-hour workday plus one hour for lunch or dinner and at least one 15-minute break per workday. Any workday less than FTE is considered part-time employment (PTE).Mr. Barthrow has retained your services to prepare a consulting report answering the questions below:What’s labor utilization for each 30-minute period given the current staffing plan?Is the main problem lack of staff capacity or poor scheduling, or both?How many CSRs are required to meet demand during a regular work day?What are your recommended next steps?Include the Excel file showing all calculations.This short report (no more than three pages long) must be written using business language.RubricShort Consulting ReportShort Consulting ReportCriteriaRatingsPtsThis criterion is linked to a Learning OutcomeCompletnessThe report covers the points requested by the client.20.0 ptsAll points are well covered16.0 ptsMost points are well covered8.0 ptsSome points are well covered0.0 ptsNone of the points is properly covered20.0 ptsThis criterion is linked to a Learning OutcomeDepthThe report demonstrates understanding of the situation described in the case study.20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsWell below expectations20.0 ptsThis criterion is linked to a Learning OutcomeCritical ThinkingThe report contains statements demonstrating the consultant's critical thinking.20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsWell below expectations20.0 ptsThis criterion is linked to a Learning OutcomeProfessionalismThe report demonstrates professionalism (proper language, spelling, grammar, terminology, etc.).20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsWell below expectations20.0 ptsThis criterion is linked to a Learning OutcomeSpreadsheet Organization and AccuracyThe submitted Excel file is well organized and leads to accurate results, supporting the recommendations offered.20.0 ptsAbove expectations16.0 ptsWithin expectations8.0 ptsBelow expectations0.0 ptsUnacceptable20.0 ptsTotal Points: 100.0PreviousNext
accounting homework help
Anne Marie, the owner of Anne’s Beauty Salon, comes to see you again. She tells you that she has one more question ...
accounting homework help
Anne Marie, the owner of Anne’s Beauty Salon, comes to see you again. She tells you that she has one more question for you. She told you that her accountant tried to explain to her the closing process in the accounting cycle. The more he talked, the more confusing it got. How would you explain the closing process to Anne Marie?She also asked about dividends. What are they? Will they increase expense?
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Path Goal Theory Of Leadership
The path-goal theory of leadership is an approach that specifies a leader’s method or conduct that is suitable for the w ...
Path Goal Theory Of Leadership
The path-goal theory of leadership is an approach that specifies a leader’s method or conduct that is suitable for the workers as well as the ...
10 pages
Strategy For Jarir Book Store
Strategy plan for Jarir Bookstore Company which is planning to do business in STRATEGY PLAN FOR JARIR BOOKSTORE COMPANY WH ...
Strategy For Jarir Book Store
Strategy plan for Jarir Bookstore Company which is planning to do business in STRATEGY PLAN FOR JARIR BOOKSTORE COMPANY WHICH IS PLANNING TO DO
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