Assignment 3 front sheet | | Learner name | ------------------------------------------------- Assessor name | Sandra Laksa | Matt Jones / Annette Jackson | Date issued | Completion date | Submitted on | 05/02/2012 | 01/06/2012 | | Qualification | Unit number and title | BTEC Level 3 Extended Diploma in Business | Unit 17 Training in the Business Workplace | | | Assignment title | Assignment 3 Evaluating Training | In this assessment you will have opportunities to provide
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well as a written reflection‚ you will also assign yourself a level that you feel your product deserves based on the rubric included in this package. After you have assigned a grade to each of the four categories‚ justify the grade you gave yourself. 4 Level: K – 3- T – 3- C - 3 A – 2 Justification: I would give myself a level 3- in knowledge‚ 3- in thinking‚ a 3 in communication‚ and a 2 in application. I believe I deserve these levels for these categories because in knowledge
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Co- Op Report Section 1: Introduction The questions that need to be addressed in this report are: • Where are we now? • Where do we want to be? • How do we get there? With a 5% market share before the takeover of Somerfield‚ which had a market share of 5% as well‚ resulting in a new market share for the group of 10% the feel is that with the correct marketing strategy‚ the Co-operative group can overtake Morrison’s‚ who have a share of 11%‚ and become one of the top 4 players in
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The co-operative Food limited‚ which is one of the UK’s biggest food retailers‚ coming 5th place after other supermarket businesses. They have over 3‚000 stores all located in the UK and in 1998 The Co-operative business‚ stocked Fair-trade products in most food stores. The co-operative is a large business and has many different sectors but our coursework will be based on the food section. In 2009 the co-operative group bought the Somerfield business meaning that they increased on the number of stores
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Introduction and purpose of the paper………………………………………..3-4 Your suggested mission and vision for the firm………………………….. …..4 The present mission‚ vision‚ objectives‚ and strategies of the firm………….4-6 Identification and the evaluation of the external factors …………………6-8 Identification and the evaluation of internal factors ……………………….8-9 Your strategic recommendations for the firm……………………………9-11 References………………………………………………………………12 Appendix……………………………………………………………13-14 Introduction
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Process Flowchart OPS 571 December 3‚ 2012 Process Flowchart Daily tasks are often mundane and become a ritual for many. Often these tasks are process oriented. This allows these tasks to be set-up as a way to save time‚ improve the structure‚ or allow one to improve. The use of a flowchart enables the process to be illustrated through its phases in which solutions and tasks can be complete simultaneously. This paper will evaluate the flowchart of my daily task of preparing for inspections
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Next Generation of S&OP: Scenario Planning with Predictive Analytics & Digital Modeling By Gregory L. Schlegel and Peter Murray E X E C U T I V E S U M M A R Y | Although the Sales & Operations Planning process presently lies at the center of our business‚ businesses have yet to take full advantage of it. This article describes what is missing in our process; in particular‚ how to deal with uncertainty‚ complexity‚ and risk using scenario planning through probabilistic planning‚ predictive
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generators to create your image. 2. If you need to make a copy of the active window containing your art‚ press ALT + PrtScn or ALT + PrntScrn. 3. Save your image with an appropriate name to reflect your vision of what the abstract image represents. 4. Explain how you use the principal of recursion to create your image. 5. Briefly describe a plan for how you might write a program to produce Mondrian art. 6. Respond thoughtfully to one of the following: • Who should get the copyright credit for a
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Operations Management HW#1 Benihana of Tokyo‚ HBS case (available in e-packet) Read‚ analyze‚ and be prepared to discuss the Benihana of Tokyo case. Use the following study questions as an aid in analyzing the case. a. Describe Benihana as an operating system. (Draw a process flow diagram.) List the relevant inputs‚ process‚ and output elements in three columns. b. How does the operating system support the Benihana concept? How this operating system impact Benihana’s “revenue per available
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Parle G: Case Analysis The Parle G case is a classic scenario where the price elasticity of a particular product is exceedingly high and any deviations as far as price change is concerned can have long term ramifications which could be in the form of declining sales‚ loss of market share consequently leading to revenue and profitability decline. At the outset it’s important to look at the case in
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