Case: Invitations Inc

After reading the case study, create a leadership plan.  In creating the leadership plan, discuss the daughter and father in terms of the following required elements:

 

• Leadership role
• Leader as individual
• Social architect
• Change agent

Ø  Father as a manager with short-term goal orientation

Ø  Daughter as a leader with long-term goal orientation

• Relationship builder
• How can the daughter and father use the concept of moral compass to give direction to the implementation of a vision and contribute to the success and sustainability of the company?

 

 

This report should be double spaced, 12-point font, and five to seven pages in length excluding the title page and reference page;

 

 

Case study

Joan Salmon is the 35 year old daughter of Garret Salmon the owner of a medium sized party invitation company “Invitations Inc.” Joan has recently received a degree from UMUC in Business Management and is anxious to take over her father’s company.  She is a single mother, very attractive but a little retiring in her manner.  She and her father have been planning her take over for several years, ever since her ex-husband left the business after their divorce, an event that did not go unnoticed within the company.  Joan has always worked in some capacity within the company but never in a serious leadership role. She is simply known as the “boss’ daughter”.  Joan and her father have agreed that she will take over as CEO in the next two months. No one knows of this decision.

 

Having taken BMGT 365 Joan realizes that she has her work cut out for her if she is to be a good company leader. The first thing she has to do is take stock of the company. This is what she sees. The company has netted 1.5 million in sales for the last two years with no growth rate.  Costs have, however, increased by 3 percent.  The company produces and sells a variety of invitation styles at different price points but her most popular items seem to be either the “budget” invitations or the “high end” expensive paper products.  Her sales people have traditionally only sold to card stores or stationers. The company has never sought to sell directly to the customer. Joan would like to explore the online market for future growth potential.  In addition to the new markets, Joan would like to revamp the company image and marketing plans. Joan’s father the current CEO, was approached by a Singapore firm who would like ‘Invitations Inc.” to go into a joint venture with them to set up a separate web store that will sell invitations to Asia with local stores in Singapore. Joan and her father are uncomfortable with the approach because they lack understanding of the Asian culture but do see a great business opportunity.

 

There is another issue that is on Joan’s business agenda.  The company is located in Kent, Washington one of the largest lumber towns in the country. Being close to the paper source has saved money in the past for the company but now pressure is on to seek “green” methods of production.  A recent article in the Kent County Gazette challenged “Invitation Inc.” to get in touch with their “green side.”

 

The business side seems solid right now but her father has never really changed things since he started the business forty years ago. He has managed his way to success. Her father… Joan thought is another matter. What is his role going to be? He jokingly says that he wants to go into “semi-retirement” but never really says what that means. In fact Joan’s not really sure that he wants to retire. When she asks him what role he wants his reply is “I have just one request don’t make me a figurehead. I would rather retire completely. You choose the job or have me retire either way I will do what you want. It is your show now sweetheart.”  Garret Salmon is an extrovert through and through.  He always wants to be near the action and thrives on running the company. His open personality and hands-on style has made the business what it is now. Joan knows this but her role growing up as the “I’ll do any job girl” has made her privy to lots of company gossip. She heard the new middle management staff of which there are three, two men and one woman, say he is nice but too controlling while others like the Vice President and CFO, men who have been with him for the last 25 years,  have given up trying to think for themselves and just go with his flow. Where do I put my father? I need to establish myself and my style with these people. I want to make big changes and I have to get them on board. Yet, I don’t want to lose my father’s knowledge and enthusiasm. I don’t want to lose him altogether.

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Case: Invitations Inc

After reading the case study, create a leadership plan.  In creating the leadership plan, discuss the daughter and father in terms of the following required elements:

 

• Leadership role
• Leader as individual
• Social architect
• Change agent

Ø  Father as a manager with short-term goal orientation

Ø  Daughter as a leader with long-term goal orientation

• Relationship builder
• How can the daughter and father use the concept of moral compass to give direction to the implementation of a vision and contribute to the success and sustainability of the company?

 

 

This report should be double spaced, 12-point font, and five to seven pages in length excluding the title page and reference page;

 

 

Case study

Joan Salmon is the 35 year old daughter of Garret Salmon the owner of a medium sized party invitation company “Invitations Inc.” Joan has recently received a degree from UMUC in Business Management and is anxious to take over her father’s company.  She is a single mother, very attractive but a little retiring in her manner.  She and her father have been planning her take over for several years, ever since her ex-husband left the business after their divorce, an event that did not go unnoticed within the company.  Joan has always worked in some capacity within the company but never in a serious leadership role. She is simply known as the “boss’ daughter”.  Joan and her father have agreed that she will take over as CEO in the next two months. No one knows of this decision.

 

Having taken BMGT 365 Joan realizes that she has her work cut out for her if she is to be a good company leader. The first thing she has to do is take stock of the company. This is what she sees. The company has netted 1.5 million in sales for the last two years with no growth rate.  Costs have, however, increased by 3 percent.  The company produces and sells a variety of invitation styles at different price points but her most popular items seem to be either the “budget” invitations or the “high end” expensive paper products.  Her sales people have traditionally only sold to card stores or stationers. The company has never sought to sell directly to the customer. Joan would like to explore the online market for future growth potential.  In addition to the new markets, Joan would like to revamp the company image and marketing plans. Joan’s father the current CEO, was approached by a Singapore firm who would like ‘Invitations Inc.” to go into a joint venture with them to set up a separate web store that will sell invitations to Asia with local stores in Singapore. Joan and her father are uncomfortable with the approach because they lack understanding of the Asian culture but do see a great business opportunity.

 

There is another issue that is on Joan’s business agenda.  The company is located in Kent, Washington one of the largest lumber towns in the country. Being close to the paper source has saved money in the past for the company but now pressure is on to seek “green” methods of production.  A recent article in the Kent County Gazette challenged “Invitation Inc.” to get in touch with their “green side.”

 

The business side seems solid right now but her father has never really changed things since he started the business forty years ago. He has managed his way to success. Her father… Joan thought is another matter. What is his role going to be? He jokingly says that he wants to go into “semi-retirement” but never really says what that means. In fact Joan’s not really sure that he wants to retire. When she asks him what role he wants his reply is “I have just one request don’t make me a figurehead. I would rather retire completely. You choose the job or have me retire either way I will do what you want. It is your show now sweetheart.”  Garret Salmon is an extrovert through and through.  He always wants to be near the action and thrives on running the company. His open personality and hands-on style has made the business what it is now. Joan knows this but her role growing up as the “I’ll do any job girl” has made her privy to lots of company gossip. She heard the new middle management staff of which there are three, two men and one woman, say he is nice but too controlling while others like the Vice President and CFO, men who have been with him for the last 25 years,  have given up trying to think for themselves and just go with his flow. Where do I put my father? I need to establish myself and my style with these people. I want to make big changes and I have to get them on board. Yet, I don’t want to lose my father’s knowledge and enthusiasm. I don’t want to lose him altogether.

P22-2 Botticelli inc

P22-2 (comprehensive Accounting Change and error Analysis problem) Botticelli Inc. was organized in late 2012 to manufacture and sell hosiery. At the end of its fourth year of operation, the company has been fairly successful, as indicated by the following reported net incomes. 2012 140,000a* 2014 $205,000 2013 $160,000 b* 2015 276,000 a* includes a 10,000 increase becuse of change in bad debt experience rate. b* includes extraordinary gain of $30,000 The company has decided to expand operations and has applied for a sizeable bank loan. The bank officer has indicated that the records should be audited and presented in comparative statements to faciliate analysis by the bank. Botticelli Inc. therefore hired the auditing firm of Check & Doublecheck Co. and has provided the following additional information. 1. In early 2013, Botticelli Inc. changed its estimate from 2% of sales to 1% on the amount of bad debt expense to be charged to operations. Bad debt expense for 2012, if a 1% rate had been used, would have been $10,000. The compamny therefore restated its net income for 2012. 2. In 2015, the auditor discovered that the company had changed its method of inventory pricing from LIFO to FIFO. the effect on the income statements for the previous years is as follows. 2012 2013 2014 2015 Net income unadjusted-LIFO basis $140,000 $160,000 $205,000 $276,000 Net income unadjusted–FIFO basis 155,000 165,000 215,000 260,000 $15,000 $5,000 $10,000 $(16,000) 3. In 2015, the auditor discovered that: (a) The company inorrectly overstated the ending inventory (under both LIFO and FIFO) by $14,000 in 2014. (b) A dispute developed in 2013 with the Internal Revenue Service over the deductibility of entertainment expenses. In 2012, the company was not permitted these deductions, but a tax settlement was reached in 2015 that allowed these expenses. As a result of the court's finding, tax expenses in 2015 were reduced by $60,000 Instructions (a) Indicate how each of these chanes or corrections should be handled in the accounting records. (Ignore income tax considerations) (b) Present comparative income statements for the years 2012 to 2015, starting wit hincome before extraordinary items. (Ignore income tax considerations)

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P22-2 Botticelli inc

P22-2 (comprehensive Accounting Change and error Analysis problem) Botticelli Inc. was organized in late 2012 to manufacture and sell hosiery. At the end of its fourth year of operation, the company has been fairly successful, as indicated by the following reported net incomes. 2012 140,000a* 2014 $205,000 2013 $160,000 b* 2015 276,000 a* includes a 10,000 increase becuse of change in bad debt experience rate. b* includes extraordinary gain of $30,000 The company has decided to expand operations and has applied for a sizeable bank loan. The bank officer has indicated that the records should be audited and presented in comparative statements to faciliate analysis by the bank. Botticelli Inc. therefore hired the auditing firm of Check & Doublecheck Co. and has provided the following additional information. 1. In early 2013, Botticelli Inc. changed its estimate from 2% of sales to 1% on the amount of bad debt expense to be charged to operations. Bad debt expense for 2012, if a 1% rate had been used, would have been $10,000. The compamny therefore restated its net income for 2012. 2. In 2015, the auditor discovered that the company had changed its method of inventory pricing from LIFO to FIFO. the effect on the income statements for the previous years is as follows. 2012 2013 2014 2015 Net income unadjusted-LIFO basis $140,000 $160,000 $205,000 $276,000 Net income unadjusted–FIFO basis 155,000 165,000 215,000 260,000 $15,000 $5,000 $10,000 $(16,000) 3. In 2015, the auditor discovered that: (a) The company inorrectly overstated the ending inventory (under both LIFO and FIFO) by $14,000 in 2014. (b) A dispute developed in 2013 with the Internal Revenue Service over the deductibility of entertainment expenses. In 2012, the company was not permitted these deductions, but a tax settlement was reached in 2015 that allowed these expenses. As a result of the court's finding, tax expenses in 2015 were reduced by $60,000 Instructions (a) Indicate how each of these chanes or corrections should be handled in the accounting records. (Ignore income tax considerations) (b) Present comparative income statements for the years 2012 to 2015, starting wit hincome before extraordinary items. (Ignore income tax considerations)

GDP Historical Data and impact on company

GDP Historical Data Class: Here’s a look at the last 12 quarters (3 years) of GDP data. You can adjust the first dropdown menu to increase the number of years you’re looking at by choosing any year from 1947 to the present… http://www.tradingeconomics.com/united-states/gdp-growth Our economy has actually been doing quite well recently. Are you seeing indications of this upswing at your company (Kaiser Permanente) or in your geographical (San Diego, Ca) area? 300 words with 2 references.

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GDP Historical Data and impact on company

GDP Historical Data Class: Here’s a look at the last 12 quarters (3 years) of GDP data. You can adjust the first dropdown menu to increase the number of years you’re looking at by choosing any year from 1947 to the present… http://www.tradingeconomics.com/united-states/gdp-growth Our economy has actually been doing quite well recently. Are you seeing indications of this upswing at your company (Kaiser Permanente) or in your geographical (San Diego, Ca) area? 300 words with 2 references.

Different Models of Brand Equity

Discussion Question 5_12 Instructions  Upon completion of the Required Readings, write a thorough, well-planned narrative answer to each of the following discussion questions. Rely on your Required Readings and the Lecture and Research Update for specific information to answer each discussion question, but turn to your original thoughts when asked to apply, evaluate, analyze, or synthesize the information. Your Discussion Question responses should be both grammatically and mechanically correct, and formatted in the same fashion as the questions themselves. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your responses and document in a bibliography using APA style. Relate the different models of brand equity to each other. How are they similar? How are they different? (24 points) (A 1½-page response is required.)

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Different Models of Brand Equity

Discussion Question 5_12 Instructions  Upon completion of the Required Readings, write a thorough, well-planned narrative answer to each of the following discussion questions. Rely on your Required Readings and the Lecture and Research Update for specific information to answer each discussion question, but turn to your original thoughts when asked to apply, evaluate, analyze, or synthesize the information. Your Discussion Question responses should be both grammatically and mechanically correct, and formatted in the same fashion as the questions themselves. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your responses and document in a bibliography using APA style. Relate the different models of brand equity to each other. How are they similar? How are they different? (24 points) (A 1½-page response is required.)

Activity 3- Marketing Self-Segmentation

Activity 3: Marketing Self-Segmentation (100 points) Each of us fits different points within a plethora of marketing segmentation schemes. You have now been exposed to VALS categories and to LOHAS, to definitions of major US social classes, to identity marketing, and to demographic and psychographic modes of classifying clusters of buyers. You have also learned the key elements of a variety of market segments (target markets). Based upon the knowledge gained from your text, Required Readings, and Lecture and Research Update, respond to the following. Your Activity responses should be both grammatically and mechanically correct, and formatted in the same fashion as the Activity itself. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your response and document in a bibliography using APA style. (100 points) (A 3-page response is required.) Part A List and define three (3) market segments (target markets) into which you fit. (16 points) Part B Discuss each of the three (3) market segments – including descriptors such as demographics, lifestyle, and usage behaviors of each and why you believe you fit into each one. (30 points) Part C Apply Maslow’s theory of motivation to each of the market segments. Based on the demographics, lifestyle, and usage behaviors you indicated, select three (3) primary needs for each of your three (3) chosen market segments and describe how each need would drive buying behavior. (54 points)

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Activity 3- Marketing Self-Segmentation

Activity 3: Marketing Self-Segmentation (100 points) Each of us fits different points within a plethora of marketing segmentation schemes. You have now been exposed to VALS categories and to LOHAS, to definitions of major US social classes, to identity marketing, and to demographic and psychographic modes of classifying clusters of buyers. You have also learned the key elements of a variety of market segments (target markets). Based upon the knowledge gained from your text, Required Readings, and Lecture and Research Update, respond to the following. Your Activity responses should be both grammatically and mechanically correct, and formatted in the same fashion as the Activity itself. If there is a Part A, your response should identify a Part A, etc. In addition, you must appropriately cite all resources used in your response and document in a bibliography using APA style. (100 points) (A 3-page response is required.) Part A List and define three (3) market segments (target markets) into which you fit. (16 points) Part B Discuss each of the three (3) market segments – including descriptors such as demographics, lifestyle, and usage behaviors of each and why you believe you fit into each one. (30 points) Part C Apply Maslow’s theory of motivation to each of the market segments. Based on the demographics, lifestyle, and usage behaviors you indicated, select three (3) primary needs for each of your three (3) chosen market segments and describe how each need would drive buying behavior. (54 points)