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Hiring the Veteran- look at the advantages, impact on the job market, and what does the the future job market look like for the veterans?

 

Hiring the Veteran- look at the advantages, impact on the job market, and what does the the future job market look like for the veterans?

PART 1:

The paper itself (not including the bibliography) should be 4-6, double-spaced pages, prepared in Word.
In addition to usual requirements for academic grammar and format, including use of the APA 6th edition, students will use appropriate terminology and syntax to
produce work rivaling professional quality.
PART 2:

The paper will include an annotated bibliography with a minimum of 10 books, magazines and/or journal references on their topic.

At least half of the sources are to be no more than two years old. Emphasis must be placed on current events topics that directly the human resource staffing and
recruiting function, so several references used should be dated within the last 18 months.
At least one reference must provide a theoretical framework to support key points made in the body of the paper.
Not more than two academic textbooks will be counted in the total number of references for credit. In addition to writing style, intellectual rigor will be assessed by
the variety, depth and professional nature of the sources cited (i.e. professional magazines and journals will score higher than general interest sources and
unsupported Internet items.
YOU WILL AUTOMATICALLY LOSE ONE LETTER GRADE FOR FAILING TO SUBMIT AN ANNOTATED BIBLIOGRAPHY.
PART 3:

The cover of the research paper should include a one page Executive Summary of your research that will not be included in the page number count for the paper.

The Executive Summary should assume that you are presenting your work to the CEO of your company and should be written with that level of professional quality.
The summary should not just define what your topic is but should clearly state a synopsis of what you found and your own analysis of the research.
You should assume that the CEO would not want to read the entire paper and will instead want a summary of your research along with your recommendations for your
organization based on what you found.

research assignment 3 – political science Part III (due August 15) Your Four Local Representatives: County, City, School Board County. Most counties are divided into five districts, and are governed by 5 Supervisors, each representing one district. Go to your county’s website and find out which County Supervisor represents your address. City. Who is your Mayor?

 

research assignment 3 – political science

 

Part III (due August 15) Your Four Local Representatives: County, City, School Board

County. Most counties are divided into five districts, and are governed by 5 Supervisors, each representing one district. Go to your county’s website and find out
which County Supervisor represents your address.
City. Who is your Mayor?
Find out if your city has “at-large representation” or district representation.

If your city uses district representation, find out which city council member represents your district, OR,

If your city uses at-large representation, who is your vice-mayor?

Note: If you live outside a city in an unincorporated area, provide a brief summary of what your county’s website says about its responsibilities to unincorporated
areas.

School District. Find out the name of the K-12 School District, and look up that District’s governing school board. Choose one school board member.
4. After clearly identifying the four individuals and district numbers (if applicable), analyze who most closely represents your own interests and priorities.

Time saving hint: Look at the instructions for Research Assignment 5 now, and see if you can collect this information while you are doing this assignment.

Part V (due August 29)

Find the public agenda for the next official meeting for one of the local government organizations you identified in Part III. Describe the items on the agenda, and
for each one, explain how it does or how it might affect you.

 

What was its influence on the Constitution?

constitution Table

 

Documents

Summary

What was its influence on the Constitution?

Magna Carta

Mayflower Compact

Articles of Confederation

Declaration of Independence

Philosophers

Who was this?

How did his writings influence the Constitution?

Thomas Hobbes

John Locke

Selected patriots

Who was this?

What were his views on governmental structure?

Benjamin Franklin

Alexander Hamilton

Patrick Henry

Thomas Jefferson

James Madison

John Adams

Discussion Question:
Write two paragraphs that address the following question. Be sure to write in complete sentences and use proper grammar and style. Each paragraph should be at least
100 words each.
Compare and contrast how the Federalists and anti-Federalists thought about the issue of federalism. Why did one group advocate for a strong federal government, and
why did the other group insist on powerful state governments?

 

Ethics & Governance

Is it reasonable to ask employees to blow the whistle? Discuss with reference to an employees’ duties to society and their company, and the influence of Confucianism on normative values in Singapore (Chan 2008).

SC160 Basic Biology

 

SC160 Basic Biology
Directions: Be sure to save an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete
sentences, and be sure to use correct English, spelling and grammar. Sources must be cited in APA format. Your response should be four (4) double-spaced pages; refer
to the “Assignment Format” page located on the Course Home page for specific format requirements.

Discuss the applications of each of following in biology today and include three examples of each with a brief description.

a. DNA in forensic science
b. Population evolution and microbial life
c. Biological diversity evolution
d. Plant and animal evolution
e. Population growth
f. Biomes and ecosystems

Grading Rubric

Please refer to the rubric on the next page for the grading criteria for this assignment.

 

CASE STUDY 2 Exploring Innovation in Action: Power to the People – Lifeline Energy Trevor Baylis was quite a swimmer in his youth, representing Britain at the age of  15.

 

CASE STUDY 2 Exploring Innovation in Action: Power to the People – Lifeline Energy Trevor Baylis was quite a swimmer in his youth, representing Britain at the age of
15.

 

Read Case Study 2 and respond to question 1.
1 How could you reconcile the social agenda – make radios freely available – with the commercial challenges of running a business? What problems do you think
Freeplay/Lifeline Energy face in trying to sustain the business?

Your response should be at least one page long and conform to APA Version 6 standards.

CASE STUDY 2 Exploring Innovation in Action: Power to the People – Lifeline Energy Trevor Baylis was quite a swimmer in his youth, representing Britain at the age of
15. So it wasn’t entirely surprising that he ended up working for a swimming pool firm in Surrey before setting up his own company. He continued his swimming passion –
working as a part-time TV stuntman doing underwater feats – but also followed an interest in inventing things. One of the projects he began work on in 1991 was to have
widespread impact despite – or rather because of – being a ‘low-tech’ solution to a massive problem. Having seen a documentary about AIDS in Africa he began to see the
underlying need for something which could help communication. Much of the AIDS problem lies in the lack of awareness and knowledge across often isolated rural
communities – people don’t know about causes or prevention of this devastating disease. And this reflects a deeper problem – of communication. Experts estimate that
less than 20% of the world’s population have access to a telephone, while even fewer have a regular supply of electricity, much less television or Internet access.
Very low literacy levels exclude most people from reading newspapers and other print media. Radio is an obvious solution to the problem – but how can radio work when
the receivers need power and in many places mains electricity is simply non-existent. An alternative is battery power – but batteries are equally problematic – even if
they were of good quality and freely available via village stores people couldn’t afford to buy them regularly. In countries where $1 a day is the standard wage,
batteries can cost from a day’s to a week’s salary. The HIV/AIDS pandemic also means that household incomes are under increased pressure as earners become too ill to
work while greater expenditure goes towards healthcare, leaving nothing for batteries. What was needed was a radio which ran on some different source of electricity.
In thinking about the problem Baylis remembered the old-fashioned telephones of pre-war days which had wind-up handles to generate power. He began experimenting,
linking together odd items such as a hand brace, an electric motor and a small radio. He found that the brace turning the motor would act as a generator that would
supply sufficient electricity to power the radio. By adding a clockwork mechanism he found that a spring could be wound up – and as it unwound the radio would play.
This first working prototype ran for 14 minutes on a two minute wind. Trevor had invented a clockwork (wind-up) radio! As a potential solution to the communication
problem the idea had real merit. The trouble was that, like thousands of entrepreneurs before him, Trevor couldn’t convince others of this. He spent nearly four years
approaching major radio manufacturers like Philips and Marconi but to no avail. But luck often plays a significant part in the innovation story – and this was no
exception. The idea came to the attention of some TV researchers and the product was featured in 1994 on the BBC TV programme Tomorrow’s World, which showcased
interesting and exciting new inventions. Amongst those who saw it and whose interest was taken by the wind-up radio were a corporate finance expert, Christopher
Staines, and a South African entrepreneur, Rory Stear. They bought the rights from Baylis and received a UK government grant to help develop the product further,
including the addition of solar panel options. In South Africa, the details of the invention were featured in a new broadcast and heard by Hylton Appelbaum, head of an
organisation called the Liberty Life Foundation, who saw the potential. Even in relatively rich South Africa, half the homes have no electricity, and elsewhere in
Africa the problem is even more severe. Liberty Life is a body set up by a major South African insurance company and Anita and Gordon Roddick, the socially conscious
owners of the Body Shop. Part of the work of the Foundation is in providing access to employment for the disabled and a third of the company’s factory workers are
blind, deaf, in wheelchairs, or mentally ill. Through Applebaum, Liberty Life provided the $1.5 million in venture capital that founded the company. Baygen Power
Industries (from Baylis Generator) was set up by Staines and Stear in 1995, in Cape Town. Sixty per cent of the shares were held by a group of organisations for the
disabled, a condition of Liberty’s support. Technical development was provided by the Bristol University Electronics Engineering Department. Shortly thereafter
production of the radio began in Cape Town by BayGen Products PTY South Africa. It came on the market at the beginning of 1996 and one year later around 160,000 units
had been sold. Much of the early production was purchased by aid charities working in Rwanda and other African countries where relief efforts were underway. This was
not a glamorous product – as a New York Times article described it, ‘It is no threat to a Sony Walkman. It weighs six pounds, it’s built like an overstuffed lunch box,
and it has a tinny speaker. But its wholesale price is only $40 and it gets AM, FM, and shortwave, meaning it can pick up the British Broadcasting Corporation or the
Voice of America, so a circle of mud huts can zip back into the Information Age with a twist of the wrist.’ (Source(s): Donald G. McNeil Jr., New York Times News
Service, 1996) The impact was significant. In 1996 another BBC TV programme, QED, featured the radio and at one point showed footage of Baylis, Staines and Stear
together with Nelson Mandela who commented that this was a ‘fantastic product that can provide an opportunity for those people who have been despised by society’.
Although appearing basic and low-tech there is a surprising amount of invention in the product. Baylis filed no less than 13 patents covering the mainspring and gears
that drive a little dynamo. The spring mechanism is not a simple clockwork type but is more closely related to the kind used in rewinding auto seat belts. A double-
spool mechanism keeps its tension constant, which is crucial, and the gearing is sophisticated. Baygen continued to develop products around the energy needs of
developing countries including wind-up torches and small generators. The company renamed itself in 1999 as the Freeplay Energy Group and have taken the original
concepts into a wide range of new product areas. Although founded on strong social entrepreneurship principles the business has grown through expanding markets in both
developing and advanced economies. At an early stage in their life they realised that dependence on government, international and charitable aid providers posed
problems in terms of business sustainability and in 1997, following investment by the US General Electric Company, they began diversifying into commercial markets,
modifying the product designs to suit this shift. One of the casualties in this shift has been the Cape Town factory – after five years manufacturing was outsourced to
plants in China where labour costs are lower. The company became commercially successful, and sold over 3 million units of their basic radio models, raising an
additional $45m in capital on the way. Product development began to embrace a wider range of power options including solar cells, and an increasing range of
applications including torches and lighting, small-scale generators and mobile phone chargers. Emphasis remains on replacing battery and fixed-line power applications
with rechargeable or self-generating approaches – an approach which, given increasing concerns about sustainability in the advanced industrial economies, is opening
new possibilities for market growth. Typical of their current products is the Lifeline radio, a multi-band, self-powered radio ‘designed specifically for providing
dependable access to information across a broad range of humanitarian projects. The radio does not require batteries or mains electricity and can be used practically
anywhere. Engineered to operate in the harshest of rural conditions, it is rugged, robust and easy to operate. It offers excellent FM/AM/SW reception and runs on
wind-up energy and solar power. Fully charged, it can play for up to 24 hours. The Lifeline radio was field tested in various developing countries as part of an
extensive research and development programme to identify and create a radio that truly meets the requirements of these unique and diverse applications.’ Since its
launch in 2003 over 8 million people have received Lifeline radios and the product has had a marked impact on the lives of many others – neighbours, friends and
families, etc. Using the Products The scope for application is wide since it meets the basic human need for communication and enables a wide range of information,
education and community-building activities. Some examples from the radio side of the business include: • A project (funded by various development agencies) using
communication satellites and FM radio technology to communicate weather, agricultural and health information to nomadic communities and villages across Africa. The
pilot is built on a model in the village of Bankilare, outside Niger’s capital, Niamey, and combines a WorldSpace satellite receiver, a laptop, Freeplay radios, a
transmitter, solar panels and other equipment. Information is downloaded from the Internet via a satellite connection. It is then rebroadcast via a community FM radio
station powered by solar energy. Villagers, nomads and farmers living in remote and poorly served areas receive broadcasts on Freeplay radios. The aim of this project
is to provide timely information on the weather, with implications for crop planting and livestock care, availability of water, market prices for crops, associated
diseases, health and disaster mitigation. This is just as important for the nomad as for the farmer. As stated by a nomad: ‘I do not depend on the rain that falls on
my head, but on streams running from the hills when they flood. So just tell me when it will rain in that distant land and I will know what to do’. • In Madagascar the
Ministries of Communication and Health, working with various aid agencies, developed a radio drama series for women’s listening clubs. Wind-up radios, funded by
Rotary, were distributed to clubs who provided regular feedback on the programmes. The series is aimed at improving health education, family planning and AIDS
prevention. Similarly in Ethiopia people living in remote communities in Ethiopia’s Harar Province are tuning in twice weekly to a radio serial drama aimed at creating
awareness and prevention of HIV/AIDS – a project funded by the Centers for Disease Control and Prevention. • According to the Zambian Ministry of Education (MOE)
800,000 Zambian children are unable to attend school. They either cannot afford it, are orphans, live too far to walk to school or are girls who are kept at home. The
attrition rate of teachers poses another problem – two teachers are dying of AIDS for every one who is trained. The MOE, together with the Educational Broadcasting
Services, is using Interactive Radio Instruction to help fill the educational void. Each morning thousands of primary school learners listen to the lively English and
maths programme Learning at Taonga Market on the radio. To assist with the lesson, adult mentors from the community are trained to use radio as a teaching aid. The
Peace Corps in Zambia purchased Freeplay radios for their volunteers to distribute. These volunteers are trained in the mentoring process and then train community
mentors, enabling the programme to reach deep rural areas. In addition, Rotary UK is helping to raise funds to bring more radios to community schools. • In early 2000,
hundreds of thousands of Mozambicans were displaced by catastrophic flooding. One of the items that people lost were radios – often the only access to information.
Various donor agencies including the Freeplay Foundation distributed over 7000 radios and a daily programme called Ndhambi was created in the local language, Shangani.
Ndhambi covered information on health, sanitation, hygiene, the location of landmines, obtaining lost ID documents and title deeds, governance, tracing and contacting
lost family members, as well as agricultural assistance, all of which were of great importance during the post-flood period. • During the crisis in Kosovo in 1999,
DFID and the ICRC purchased over 40,000 Freeplay radios to distribute to refugees on the move and in camps in Albania and Montenegro. Here the radio played a part in
helping to find missing relatives and to inform of the location of landmines, contaminated water supplies and booby-trapped villages. Broadening the Base – The
Freeplay Foundation In 1998 the Freeplay Foundation was established as an extension of the group’s commitment to empowerment and development. The Foundation operates
as an independent organisation with its own Board of Trustees but it still receives an annual grant from the Freeplay Energy Group with which it shares some managerial
and administration resources. The balance of funding is raised from various donors and used to support a wide range of development and implementation projects. Working
primarily in Africa, the Freeplay Foundation promotes access to radio broadcasting in rural and remote areas through alternative energy solutions. It seeks ‘to advance
economic progress, promote community development and help eradicate disease, famine and conflict’. It does this by continuing the original wind-up radio mission –
supporting or initiating projects that harness appropriate and alternative energy solutions that deliver information and education through radio broadcasting. The
Foundation facilitates access to specialists who can provide the four components vital to the sustainable success of any radio communication initiative: • Software –
quality radio programming directed at a targeted audience; • Hardware – radios that allow sustainable listening access to all groups; • Structured distribution – a
planned and coordinated distribution of radios, in consultation with communities; • Project monitoring and evaluation – measuring effectiveness against set objectives.
The Future – Lifeline Energy Building on their extensive experience and recognising the potential was much wider than the core radio and related products associated
with the original business the company changed its name in 2010 to Lifeline Energy. Their vision is ‘to develop a range of practical, fit-for-purpose products using
innovative and appropriate technologies and distribution approaches that the poor can apply to their daily lives.’ As they point out, fewer than 5% of the 500 million
people living in rural sub-Saharan Africa have access to any form of electricity, so this is an urgent imperative. A key new product development in this direction has
been the Lifelight – an innovation developed in response to an urgent need. Poor families rarely have access to electric lighting and many – especially children and
women – suffer because they use firewood, kerosene and candles. This raises major issues around health, fire risk and wider environmental consequences; as the company
puts it, ‘it is tragic that in 2010, well over 100 years after the invention of the light bulb, millions of people in the developing world are still in the dark at
night’. The concept underpinning the Lifelight is the use of bright, highly fuel efficient LEDs, which can last for thousands of hours and are relatively non-toxic
compared to fluorescent lighting. At the same time there is scope for bringing in the same wind-up and solar technology in which the company has extensive experience.
Significantly they recognise the need for a sustainable business model and their vision now incorporates many of the lessons they have learned about scaling and
spread. They are trying to work with a virtuous cycle – ‘researching and assessing what the extremely poor want and need; creating fit-for-purpose products that people
can afford; and then ensuring their distribution through various channels including the ability for women to earn income and create jobs by selling or renting lights
and providing charging services to those without electricity’. An important dimension of this is opening up the possibility of reverse transfer of technology – from
the lessons learned under these extreme conditions creating alternative solutions to the energy needs of the advanced industrial nations – for example, rechargeable
power supplies for computers and mobile phones. Despite the change of name the underlying commitment to social entrepreneurship goals remains the same: Lifeline Energy
improves the quality of the lives of vulnerable populations through dependable and environmentally friendly technologies. We are committed to providing renewable
energy alternatives to those most in need

Accounting Course Project Overview “The Course Project consists of 10 Requirements for you to complete. The Course Project is due at the end of  Week 6. See the Syllabus section ”Due 

 

Accounting

 

Course Project Overview “The Course Project consists of 10 Requirements for you to complete. The Course Project is due at the end of  Week 6. See the Syllabus section ”Due
Dates for Assignments & Exams” for due date information. All of the information you need to complete the Course Project is located in this Workbook.  • There are eight
worksheets in the workbook you will need to complete.• A list of March transactions• A Chart of Accounts reference sheet• A Grading Rubric to help explain what is
expected.• Each worksheet has the Check Figures embedded as a comment.” Scenario You’ve just secured a new client in your accounting practice, Bethany’s Bicycle Corporation (BBC), a brand new small business specializing in bicycle
repair. The owner, Bethany Beck, is a terrific cyclist and bike repair specialist, but definitely not an accountant. Your job is to helpBethany put his affairs in
order. Luckily Bethany has only been in operation for a month and things have not gotten too out of hand yet! Bethany has to submit his financial statements to her
investors and doesn’t know where to begin. It’s your job to go through the complete Accounting cycle to prepare the financial statements for the BBC. Requirements Guidelines Use the embedded assistance in the template, guidance in your textbook, and examples in the weekly lectures to complete this project.  Should you have
any questions contact your professor.

Stage 4: System Recommendation and Final BA&SR Report

 

 

Stage 4: System Recommendation and Final BA&SR Report

 

SEE INSTRUCTION IN ATTACHMENT…

The first step is to incorporate the feedback you received on your Stage 3 assignment, making any needed corrections or adjustments. (If you have not incorporated the
feedback from your Stage 1 and Stage 2 assignments, you should do so prior to submitting Stage 4.) For this assignment, you will add Section IV to Sections I, II and
III, as outlined below. This assignment requires a complete BA&SR document with revisions made as needed based on the Stage 1, 2, and 3 project submissions and
feedback. Note: This is a specific grading criteria in the rubric.

Section IV of the Business Analysis and System Recommendation will propose an IT solution to meet CIC’s organizational strategy and meet its operational needs. In
Section IV, you will also Identify and explain the high-level steps that will need to take place in order to implement the system you have proposed.

Using the case study and the outline and resources listed below, develop your Section IV – System Recommendation. Approximate lengths for each section are provided as
a guideline; be sure to provide all pertinent information.

System Recommendation
A. Benefits of an Enterprise Solution: Explain what an enterprise system solution is in general (one paragraph) and how such a system would help CIC (one paragraph).
(Two complete paragraphs in total) Note: Enterprise solutions are not the same as ERP applications.
B. Proposed IT Solution: There are many SaaS HR systems available. Conduct some research on the web (using the search term “SaaS HR system”) and identify a system that
will support and improve the hiring process at CIC and that meets the requirements you listed in Section III – Strategic and Operational Outcomes (the Stage 3
Assignment). Be sure to evaluate potential solutions to align with the needs of CIC. Identify the vendor and the system you selected. (One paragraph)
C. How the Proposed IT Solution Meets the Requirements: Using the 10 requirements you listed in your Stage 3 assignment (and incorporating any feedback you received),
you will now explain how the solution you have chosen fulfills these requirements.
First, insert an introductory opening sentence for this section. Then copy the entries for the 10 requirements into the Requirements column from the table in Section
III (Stage 3 Assignment). Complete the table by providing the explanations of how the system you selected meets each requirement. (Provide an introductory sentence and
copy the table and insert information within.)

Implementation Steps: First, insert an introductory opening sentence for this section. Then address each of the 7 implementation areas below by addressing the
questions provided and identifying appropriate implementation steps. Label each paragraph with the area being addressed for clarity. (one paragraph for each item)

Implementation Areas:

1. Vendor agreement – What does CIC need to do to be able to start using the system? How much will it cost to use the system? [web research and vendor information]

2. Hardware and telecommunications a. What hardware will CIC need to have to implement the solution? [Chapter 2; vendor information]
b. What kind of telecommunications will be needed for the solution, including local connectivity inside CIC and Internet access?

3. Configuration a. What options does the vendor offer for configuring the off-the-shelf system to CIC’s needs? [vendor information]
b. How will the configuration be done and by whom?
4. Testing – How will CIC test the system to see if it is working properly for its needs? Choose one of the ten requirements in Requirements (Section C) above and
explain how this will be tested to ensure it is working properly and the requirement is met.

5. Employee preparation – Identify what CIC will need to do in each of the following areas to prepare the employees (including the hiring managers) to use the new
system: a. Leadership (2-3 sentences)
b. Change Management (2-3 sentences)
c. Training (2-3 sentences
6. Data migration – What existing data would need to be entered into the system to get started, and how might this be accomplished?

7. Maintenance – Who will provide updates and corrections to the system?
Conclusion: Close your Business Analysis and System Recommendation with a brief summary of the key points including the benefits CIC can expect to gain from this
solution and the alignment with strategic objectives. (One well-written paragraph).
NOTE: This final submission should be a cohesive Business Analysis and Systems Recommendation Report for the CIO of Chesapeake IT Consulting. Sections I, II and III
should have been updated to reflect substantive feedback received during the grading process. The formatting should be consistent throughout the document, and the
writing should flow well from beginning to end. Headings, numbering, and footers should be correct for a final submission. Although you prepared this in stages, the
final product should not seem to be piecemeal or disconnected.

Page 1 of 6
Stage 4: System Recommendation and Final BA&SR Report
Before you begin work on this assignment, be sure you have read the Case Study, and reviewed
the feedback received on your Stage 1, 2 and 3 assignments. Refer to the Business Analysis and
System Recommendations (BA&SR) Table of Contents below to see where you are in the process
of developing this report.
4.1 Overview
In this Stage 4 assignment, you will identify an enterprise hiring system for CIC and explain how it
meets the requirements, and what needs to be done to implement the system within CIC. In
addition, you will provide a complete final BA&SR Report incorporating feedback from earlier
stages.
Business Analysis and System Recommendation (BA&SR) Table of Contents
I. Background and Organizational Analysis (Stage 1)
A. Introduction
B. Organizational Strategy
C. Components of an Information System
1. People and Technology
2. Processes
3. Data/Information
II. Strategic Use of Technology (Stage 2)
A. Decision Making
B. Communication
C. Collaboration
D. Relationships
E. Structure
F. Competitive Advantage
III. Strategic and Operational Outcomes (Stage 3)
A. Strategic Outcomes
B. Process Analysis
C. Requirements
IV. System Recommendation (Stage 4)
A. Benefits of an Enterprise Solution
B. Proposed IT Solution
C. How the Proposed IT Solution Meets the Requirements
D. Implementation Steps
E. Conclusion
4.2 Assignment
The first step is to incorporate the feedback you received on your Stage 3 assignment, making any
needed corrections or adjustments. (If you have not incorporated the feedback from your Stage 1
and Stage 2 assignments, you should do so prior to submitting Stage 4.) For this assignment, you
will add Section IV to Sections I, II and III, as outlined below. This assignment requires a
complete BA&SR document with revisions made as needed based on the Stage 1, 2, and 3 project
submissions and feedback. Note: This is a specific grading criteria in the rubric.
Page 2 of 6
Stage 4: System Recommendation and Final BA&SR Report
Section IV of the Business Analysis and System Recommendation will propose an IT solution to
meet CIC’s organizational strategy and meet its operational needs. In Section IV, you will also
Identify and explain the high-level steps that will need to take place in order to implement the
system you have proposed.
Using the case study and the outline and resources listed below, develop your Section IV –
System Recommendation. Approximate lengths for each section are provided as a guideline; be
sure to provide all pertinent information.
IV. System Recommendation
A. Benefits of an Enterprise Solution: Explain what an enterprise system solution is in
general (one paragraph) and how such a system would help CIC (one paragraph).
(Two complete paragraphs in total) Note: Enterprise solutions are not the same as
ERP applications.
B. Proposed IT Solution: There are many SaaS HR systems available. Conduct
some research on the web (using the search term “SaaS HR system”) and identify a
system that will support and improve the hiring process at CIC and that meets the
requirements you listed in Section III – Strategic and Operational Outcomes (the
Stage 3 Assignment). Be sure to evaluate potential solutions to align with the
needs of CIC. Identify the vendor and the system you selected. (One paragraph)
C. How the Proposed IT Solution Meets the Requirements: Using the 10
requirements you listed in your Stage 3 assignment (and incorporating any
feedback you received), you will now explain how the solution you have chosen
fulfills these requirements.
First, insert an introductory opening sentence for this section. Then copy the entries
for the 10 requirements into the Requirements column from the table in Section III
(Stage 3 Assignment). Complete the table by providing the explanations of how the
system you selected meets each requirement. (Provide an introductory sentence
and copy the table and insert information within.)
Req.
Number
Requirement
(from Requirements table in Section III)
Explanation of How the Proposed
System Meets the Requirement
U-1
U-2
U-3
U-4
UR-1
SS-1
SS-2
SP-1
SP-2
SP-3
D. Implementation Steps: First, insert an introductory opening sentence for this
section. Then address each of the 7 implementation areas below by addressing the
questions provided and identifying appropriate implementation steps. Label each
paragraph with the area being addressed for clarity. (one paragraph for each item)
Page 3 of 6
Stage 4: System Recommendation and Final BA&SR Report
Implementation Areas:
1. Vendor agreement – What does CIC need to do to be able to start using the
system? How much will it cost to use the system? [web research and vendor
information]
2. Hardware and telecommunications
a. What hardware will CIC need to have to implement the solution?
[Chapter 2; vendor information]
b. What kind of telecommunications will be needed for the solution,
including local connectivity inside CIC and Internet access?
3. Configuration
a. What options does the vendor offer for configuring the off-the-shelf
system to CIC’s needs? [vendor information]
b. How will the configuration be done and by whom?
4. Testing – How will CIC test the system to see if it is working properly for its
needs? Choose one of the ten requirements in Requirements (Section C) above
and explain how this will be tested to ensure it is working properly and the
requirement is met.
5. Employee preparation – Identify what CIC will need to do in each of the
following areas to prepare the employees (including the hiring managers) to use
the new system:
a. Leadership (2-3 sentences)
b. Change Management (2-3 sentences)
c. Training (2-3 sentences
6. Data migration – What existing data would need to be entered into the system to
get started, and how might this be accomplished?
7. Maintenance – Who will provide updates and corrections to the system?
E. Conclusion: Close your Business Analysis and System Recommendation with a
brief summary of the key points including the benefits CIC can expect to gain from
this solution and the alignment with strategic objectives. (One well-written
paragraph).
NOTE: This final submission should be a cohesive Business Analysis and Systems
Recommendation Report for the CIO of Chesapeake IT Consulting. Sections I, II and III should
have been updated to reflect substantive feedback received during the grading process. The
formatting should be consistent throughout the document, and the writing should flow well from
beginning to end. Headings, numbering, and footers should be correct for a final submission.
Although you prepared this in stages, the final product should not seem to be piecemeal or
disconnected.
Formatting Your Assignment
For academic writing, the writer is expected to write in the third person. In third person, the writer
avoids the pronouns I, we, my, and ours. The third person is used to make the writing more
objective by taking the individual, the “self,” out of the writing. This method is very helpful for
Page 4 of 6
Stage 4: System Recommendation and Final BA&SR Report
academic writing, a form in which facts, not opinion, drive the tone of the text. Writing in the third
person allows the writer to come across as unbiased and thus more informed.
• Write a complete, well organized paper that includes the four sections of the Business Analysis
and System Recommendations (BA&SR) report. Use the recommendations provided in each
area for length of response. Content areas should be double spaced; table entries should be
single-spaced. It’s important to value quality over quantity. Length for Section IV should not
exceed six (6) pages in addition to Sections I, II and III.
• Ensure that each of the tables is preceded by an introductory sentence that explains what is
contained in the table, so the reader understands why the table has been included.
• For Section IV, use at least three resources with APA formatted citation and reference. One
reference must be from the vendor site for the solution you are recommending, one additional
external source, and one from the IFSM 300 course content.
• Compare your work to the Grading Rubric below to be sure you have met content and quality
criteria.
• Submit your paper as a Word document, or a document that can be read in Word.
• Your submission should include your last name first in the filename:
Lastname_firstname_Stage_4

 

Page 1 of 9
CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
A – Chesapeake IT Consultants
Chesapeake IT Consultants (CIC) is a successful Information Technology consulting
services firm (NAICS Code 541519) that utilizes proven IT and management
methodologies to achieve measurable results for its customers. Its customer base
includes small to mid-tier businesses (private sector), non-profit organizations and
governmental agencies at the local, state and federal levels (public sector). CIC feels
strongly that its success is dependent on the combination of the talent of its IT
consultants, the best practices CIC employs, and a dedication to delivering truly
beneficial IT solutions to their clients.
B – Corporate Profile
Corporate Name: Chesapeake IT Consultants, Inc.
Founded: May 2004
Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 400
Total Annual Gross Revenue: $80,000,000
President and Chief Executive Officer (CEO): Alvin Morrison
C – Business Areas
CIC provides consulting services in the following areas:
• Business Process Consulting – Business process redesign, process
improvement
• IT Consulting – IT strategy, analysis, planning, system development,
implementation, and network support
• IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due
diligence, selection and performance management; Service Level
Agreements
D – Business Strategy
CIC’s business strategy is to provide extraordinary consulting services and
recommendations to its customers by employing highly skilled consultants and staying
abreast of new business concepts and technology and/or developing new business
concepts and best practices of its own.
E – Current Business Environment
CIC provides consultants on-site to work with its clients, delivering a wide variety of ITrelated
services. CIC obtains most of its business through competitively bidding on
Requests for Proposals issued by business, government and non-profit organizations.
A small but growing portion of its business is through referrals and follow-on contracts
from satisfied clients. CIC anticipates it will win two large contracts in the near future
and is preparing proposals for several other large projects. CIC, as a consulting
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
company, relies on the quality and expertise of its employees to provide the services
needed by the clients. When it is awarded a contract, the customer expects CIC to
quickly provide the consultants and begin work on the project. CIC, like other
consulting companies, cannot afford to carry a large number of employees that are not
assigned to contracts. Therefore, they need to determine the likelihood of winning a
new contract and ensure the appropriately skilled consultants are ready to go to work
when needed. CIC relies on its HR Department to find and hire the personnel that the
line managers need for upcoming contracts. It is very much a “just in time” hiring
situation.
The Headquarters in Baltimore, Maryland, houses approximately 300 employees.
Satellite offices have been opened in the last two years in both Herndon, Virginia and
Bethesda, Maryland to provide close proximity to existing clients. It is anticipated that
new pending contracts would add staff to all locations. The management team
believes there is capacity at all locations, as much of the consultants’ work is done onsite
at the customers’ locations.
F – Strategic Direction
As a small to mid-size business (SMB), CIC recognizes that it needs to carefully plan its
future strategy. Considering the competitive environment that contains many very large
IT consulting firms, such as Hewlett-Packard (HP), Booz Allen Hamilton (BAH), and
Science Applications International Corporation (SAIC), as well as numerous smaller
companies with various skill sets, market niches, and established customer bases, CIC
will be evaluating how best to position itself for the future and recognizes that its ability
to identify its core competencies, move with agility and flexibility, and deliver consistent
high quality service to its clients is critical for continued success.
One area that is critical to a consulting company is the ability to have employees who
possess the necessary knowledge and skills to fulfill current and future contracts. With
all the competition in IT consulting services, CIC is planning to incorporate consultants
in other countries to provide remote research and analysis support to the on-site teams.
Since CIC has no experience in the global marketplace, the Director of HR has begun
examining international labor laws to determine where CIC should recruit and hire
employees.
G – Challenges
The two contracts that CIC expects to win very soon will require the hiring of an
additional 75 consultants very quickly. The Director of Human Resources (HR) is
concerned that the current manual process of recruiting and hiring employees will not
allow his department to be responsive to these needs. He is looking for a near-term
solution that will automate many of the manual hiring process steps and reduce the
time it takes to hire new staff. He is also looking for a solution that will allow CIC to hire
employees located in other countries around the world.
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
Additional business plans include adding help desk support as a provided service. This
may include partnering with another vendor offshore to provide economical competitive
services in this area.
H – Management Direction
The management team has been discussing how to ramp up to fill the requirements of
the two new contracts, and prepare the company to continue growing as additional
contracts are awarded in the future. The company has been steadily growing and thus
far hiring of new employees has been handled through a process that is largely manual.
The HR Director reported that his staff will be unable to accommodate the hiring of the
75 new employees in the timeframe required. The Chief Information Officer (CIO) then
recommended that the company look for a commercial off-the-shelf software product
that can dramatically improve the hiring process and shorten the time it takes to hire
new employees. The Chief Financial Officer (CFO) wants to ensure that all investments
are in line with the corporate mission and will achieve the desired return on investment.
She will be looking for clear information that proposals have been well researched,
provide a needed capability for the organization, and can be cost-effectively
implemented in a relatively short period of time to reap the benefits. The CEO has
asked the CIO to work with HR to recommend a solution.
I – Your Task
As a business analyst in the CIO’s department, you have been assigned to conduct an
analysis, develop a set of system requirements, and propose an IT solution. The CIO
has set up a series of interviews for you to collect information about the current hiring
process and the requirements for a system. He has asked you to produce a Business
Analysis and System Recommendation Report (BA&SR) as your final deliverable.
J – Interviews
In the interviews you conduct with the organizational leaders, you hear the comments
recorded below.
J1 – CEO: Alvin Morrison – “While I trust my HR staff to address the nuts and bolts of
the staffing processes, what is critically important to me is that the right people can be in
place to fulfill our current contracts and additional talented staff can be quickly hired to
address needs of future contracts we win. I can’t be out in the market soliciting new
business if we can’t deliver on what we’re selling. Our reputation is largely dependent on
having knowledgeable and capable staff to deliver the services our clients are paying for
and expect from CIC.”
J2 – CFO: Marianne Cho – “So glad we’re talking about this initiative. As CFO,
obviously I’m focused on the bottom line. I also recognize it’s necessary to invest in
certain areas to ensure our viability moving forward. Having cost effective technology
solutions that improve current processes and enable future functionality is very important
to CIC’s success. We must consider the total cost of ownership of any technology we
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
adopt. CIC is run as a lean-and-mean organization and support processes must be
effective but not overbuilt. We do want to think towards the future as well and don’t want
to invest in technology with a short shelf-life. Along those lines, we currently have a
timekeeping and payroll system, but what is lacking is the ability to track skills and
certifications of the current staff so we know who has what capabilities when certain
expertise is needed on a project. A capability like that would really help our bottom line
financially, as we could put the right person in the right place at the right time. I know this
is beyond the scope of a hiring system, but when we choose our hiring system, it should
be able to provide employee skill and certification data either in an additional module or
by exporting it to another system.”
J3 – CIO: Fadil Abadi – “As a member of the IT Department, you have a good
understanding of our overall architecture and strategy; however, let me emphasize a few
things I want to be sure we keep in mind for this project. Any solution needs to be
compatible with our existing architecture and systems as appropriate. Obviously, we
have chosen not to maintain a large software development staff so building a solution
from the ground up does not fit our IT strategic plan. Our current strategy has been to
adopt Software as a Service (SaaS) solutions that can be deployed relatively quickly and
leverage industry best practices. In addition, our distributed workforce means we are
very dependent on mobile computing – this brings some challenges in term of portability,
maintenance, and solutions that present well on mobile devices. We’ve been expanding
at a rapid rate and are seeking to expand internationally so any solution will need to be
viable globally. And last, but certainly not least, CIC’s success is largely dependent on
our ability to satisfy the requirements of our clients and maintain a reputation of high
credibility, reliability and security. Any security breach of our clients’ data would have a
devastating effect to our ability to compete for new business as well as maintain current
clients.”
J4 – Director of HR: William Bradley – “Thanks for talking with me today. I see this
effort as very important to the success of CIC. The rapid growth to date and future plans
for expansion have pushed our recruiting staff, and we recognize we can no longer meet
the hiring and staffing demands with manual processes. I’m also interested in solutions
that are easy-to-use and can interface with our existing systems and enhance processes.
I’m willing to consider a basic system that can grow as CIC grows and provide more
capabilities in the future. I’m sure Suzanne, our Manager of Recruiting, can provide
more specifics.”
J5 – Manager of Recruiting: Suzanne Rodriguez – “You don’t know how long I’ve been
waiting to begin the process of finding a technology solution to support our recruiting
processes. In addition to myself, there are 2-3 full-time recruiters who have been very
busy keeping up with the increased hiring at CIC. It goes without saying that a consulting
company is dependent on having well-qualified employees to deliver to our customers.
We’re in a competitive market for IT talent and want to be able to recruit efficiently,
process applicants quickly, and move to making a job offer to the best candidate before
the competition snaps him/her up. When I talk with my colleagues in other companies,
they mention software applications for hiring that have enabled them to reduce their
hiring time by 15-20%. I’m so envious of them and look forward to having our new
solution in place before the next set of contracts are won and we need to hire 75 (to as
many as 150) staff in a 3-month period. I do not think my team can handle such an
increase in an efficient and effective manner. It really seems like there would be a rapid
return on investment in a technology solution to support and improve the hiring process.”
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
J6 – Recruiters: Paul O’Brien (along with Mac Thompson and Juliet Jackson) –
“This project should have happened 2 years ago but glad it’s finally getting some
attention. As a recruiter, I’m sort of the middleperson in this process. On one hand, we
have the job applicant who is anxious to know the status of his/her application and fit for
the advertised position. It’s important that the recruiters represent CIC well, as we want
the best applicants to want to come to work for us. Then we have the manager in one of
our business areas who has issued the job requisition and wants to get the best
applicant hired as quickly as possible. Obviously recruiting is not a manager’s full-time
job so we’re always competing for time with other job responsibilities so we can keep
things moving as quickly as possible. They look to us to screen resumes and only
forward the best qualified applicants to them so they can quickly identify their top
candidates. Working with Ted, our administrative assistant, we need interviews to be
scheduled to accommodate everyone’s calendars. After the hiring managers makes their
selections, it is our task to get the job offers presented to the candidates – hopefully for
their acceptance. Everything is very time sensitive and the current process is not nearly
as efficient as it could be. Applications and resumes can get lost in interoffice mail or
buried in email; and, when a hiring manager calls us, we often cannot immediately
provide the status of where an applicant is in the process. This can be very frustrating all
around. Speaking for myself and the other recruiters, I have high expectations for this
solution. We need to really be able to deliver world-class service to CIC in the recruiting
and hiring areas to meet the business goals.”
J7 – Administrative Assistant: Ted Anderson – “I support the recruiters in the hiring
process. After the recruiters screen the resumes and select the best candidates for a
position, my job is to route those applications and resumes via interoffice mail to the
respective functional/hiring manager, receive their feedback on who they would like to
interview and who should be involved in the interviews, schedule the interviews based
on availability of applicants and the interview team members, collect the feedback from
the interview team and inform the assigned recruiter of the status of each candidate who
was interviewed. Then, after a job offer has been made, I coordinate the paperwork for
the new hire with HR and Payroll to ensure everything is ready to go on the first day. As
you can imagine when hiring volume is up, I’m buried in paperwork and trying to keep all
the applicants and their resumes straight, track their status in the process, and ensure
everyone has what they need is very challenging. Any tool that would help the workflow
and enable many steps in the process to be done electronically would be wonderful.”
J8 – Hiring Manager (in functional area) – “While it’s a good problem to have – new
business means new hires — the current method for screening applications, scheduling
interviews, identifying the best qualified applicants, and getting a job offer to them is not
working. My team is evaluated on the level of service we provide our clients, and it is
very important that we have well-qualified staff members to fulfill our contracts. Turnover
is common in the IT world and that along with new business development, makes the
need for hiring new staff critical and time-sensitive. I confess that sometimes I’m not as
responsive to HR as I should be but this is only one of several areas I’m responsible for.
I look to the recruiters to stay on top of this for me. In the ideal world, I’d like an
electronic dashboard from which I can see the status of any job openings in my area,
information on all qualified candidates who have applied and where they are in the
pipeline. Electronic scheduling on my calendar of interviews would be a real time saver.
It’s important that we impress candidates with our technology and efficiency – after all we
are an IT consulting company—and using manual processes makes us look bad. And,
this system must be easy to use – I don’t have time for training or reading a 100-page
user’s manual. Just need to get my job done. One last thought is that when we are
preparing proposals to bid on work, we are often required to submit resumes of
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
employees who can fulfill the needs. Having a way to quickly identify key skills and
experience of the current workforce would facilitate this process.”
K – Preliminary Industry View (You Will Need to Do More Research!)
K1 – Industry Threats & Opportunities
• Improving business sentiment and corporate profit levels will further drive industry
performance
• The trend toward cloud computing has benefited industry operators
• Growing businesses will seek the assistance of IT consultants to improve
operational efficiency
K2 – Industry Analysis & Industry Trends
In the five years to 2016, the IT consulting industry performed well in a challenging
economic climate. Strong performance from major markets, such as financial services
and insurance providers, enabled the IT consulting industry to expand. As the economy
continues to recover, improving business sentiment and corporate profit levels will further
drive industry performance. Over the next five years, industry revenue is expected to
continue growing. Increasing M&A1 activity in other industries will spur demand for IT
consultants and, with more consolidations, companies will require assistance in the
integration of accounting, information storage and other systems. In a technology-driven
environment, businesses across all industries rely on external IT support to operate more
efficiently. Operators in the IT consulting industry implement and deploy systems that
manage data on behalf of their business clients. Moreover, IT consultants design and
modify supporting software to enhance online and telecommunications security systems.
The industry also includes a wide range of other IT companies, including IT outsourcing
and computer equipment and specialist companies that design and build the technology
infrastructures used by other industry operators.
K3 – What is the IT Consulting Industry?
The IT Consulting industry includes firms that provide the following services to client
companies: writing, testing and supporting custom software; planning and designing
integrated hardware, software and communication infrastructure; and on-site
management of computer systems and data processing facilities. This industry excludes
packaged software publishers and off-site data processing and hosting services.
K4 – Industry Products
• Computer systems design, development and integration
• Custom application design, development and integration
• IT technical support services
• IT infrastructure and network design services
• IT technical consulting services
• Other services
K5 – Industry Activities
1 Mergers and Acquisitions
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
• Providing information technology expertise for consumers
• Writing, modifying, testing and supporting software to meet the specific needs of
one client
• Planning, design and integration of computer or network systems
• On-site management and IT functions
Not all industries look the same or have the same emphasis on Porter’s 5 Forces. The
service sector, which would include the IT consulting, could have a greater emphasis on
customers and substitutes than a dairy product company that might be more focused on
suppliers and new entrants.
K6 “New Consultancies” – New Entrants
Every industry that shows a great potential for profit will attract other companies who
want to gain the surplus that exists. There are always new entrants that can threaten the
firm’s position and competitive advantage in the industry. The more barriers there are for
entering the market, the less of a threat new entrant will be.
K6.1 Product/Service Differentiation
This focuses on fostering the brand name and creating an identity in the industry, which
will entail great costs for the new entrant. This is what most IT consultancies thrive on. A
good brand name is important for their credibility and their business. To gain new
customers is not cheap and IT consultancies work very hard at keeping a good reputation
around their name. The type of services they provide has also an effect on their success
on the market. It is crucial for service companies to distinguish their services from others
even though it is the same type of service. They need to show what their service provide
and what the client gain from hiring them.
K6.2 Cost Disadvantages Independent Of Size And Access To Distribution
Channels
Consider that these two barriers go hand in hand within the IT consulting industry.
Especially when looking at relationships that these IT consultancies have in the market.
Having a good relationship is an access to distribution channels and can also be a cost
disadvantage independent of size. Sometimes special relationships or connections are
necessary in order to gain good prices and products within the industry. Most of these
relationships or connections are used by existing companies. Either a company needs to
break through and gain new distributors or create their own distribution in management
consulting that would be the client relationship that exists or need to be built. Other
advantages could be location, knowledge (experience curve; know-hows) or legal such
as patents. This creates barriers that a company cannot control. As an IT consultancy,
their strength is their know-how. IT consultants offer knowledge and experience of
strategies, problems, systems etc. that companies do not have. Relationships with
companies are usually strong and it is hard for other IT consultancies to gain such a
relationship with those companies unless they offer something that the other IT
consultancy does not have. Most IT consultancies do not enter a market unless they
have some type of relationship or network in that market. They usually gain their
business through referrals from former clients.
K7 – “Consultants” – Suppliers
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
For every company, suppliers are one major part of their value chain that needs focus.
Without suppliers, the company has nothing to offer whether it is a product or service.
Suppliers in IT consultancies are the consultants themselves which can have an impact
on the quality of products or services. Porter mentions five factors that affect the
suppliers’ influence on the company. First, the quality of the supplier is important for both
image and quality of the service. IT consultancies strive to recruit the top talents for their
business. This can sometimes be a problem if the supply of such people is slim. Second,
it is tempting for most IT consultants to work at a firm and then leave it to start their own
business or join a company that they met through work. IT consulting is all about the
knowledge base and experience that exists in the company in order to do their job
properly. If their consultants leave the company, then they lose that knowledge and
experience (brain-drain). They need to make the job attractive and strict enough that the
people will not leave it, such as having good benefits and a strict entrance/exit policy
where the IT consultant cannot bring his or her clients with them when they leave. Third,
the IT consultancy might not be a major player and consultants are not dependent on
them to survive.
K8 – “Clients”- Buyers
Like suppliers, customers are able to influence prices and demands of products. Porter
mentions seven factors that could make the buyer powerful. Six of them are most
relevant when discussing the IT consultant industry. First, when they purchase greater
volumes of services. They become a great customer and in times of recession, these
loyal clients are a necessity. Second, services are standard or undifferentiated therefore
they are able to find others who can do the job. Third, the service is an essential
component in their business and will probably look for favorable prices if the service is a
big cost for the buyer. Fourth, the buyer does not have a high profit and therefore cannot
afford purchasing at high prices. Fifth, when the product or service quality is more
important than cutting costs. Sixth, if the buyer becomes the consultant as in having their
own production of the service (backward integration). Porter claims that this force is
important to think about due to substitutes leading to consultancies going out of business
if they cannot adapt their services to the changing trends.
K8 – Substitutes
If there are substitute products on the market, then they can limit the company’s profit.
There are two things to consider here when making strategic decisions:
a) When substitutes’ price performance is improved due to trends.
b) When substitutes are produced in industries that have a sudden change of
situation where the competition is greater and prices are dropped.
In the IT consultancy industry it will be based on:
a) What services companies are demanding? Is your company within that field and
provide such services?
b) There might be some consultancies that offer the same service that the
companies see the same quality and value in and therefore becomes a tender
process between consultancies and companies.
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CHESAPEAKE IT CONSULTANTS CASE STUDY – IFSM 300 SECTION 7665
K9 – Rivalry Amongst Existing IT Consultancies
Porter names this as “jockeying for position” – using tactics to gain a favorable position
against the rivals. There are six factors here that present rivalry in an industry. First, there
are many competitors on the market or they are all very similar. Second, the growth of
the industry is slow. Third, the products or services are not differentiated nor is there a
switching cost (the cost for changing supplier; consultant for example). Fourth, high fixed
costs or perishable products lead to companies striving to cut prices when demand is
low. Fifth, overcapacity disrupts supply/demand balance and leads to price reductions.
Sixth, the exit barriers are high and no company leaves the industry or market. Seventh,
rivals are different and act differently. Instead of maneuvering around their opponent they
often go head on which does not solve anything.
K10 – The Above Is Only Provided to Give You Some “Context”
As the service industry is surpassing the product industry, and as consulting is a service,
make sure that comparisons are not comparing apples to oranges. You are invited to
take a look at “Top IT Consulting Firms – Finding IT Services and Jobs” to give you a
physical view of what some of the major players in this industry are.

 

BUS 307 Case Study 2

 

BUS 307 Case Study 2

 

For this Case Study, craft a professional email, appropriate in format, tone, and content, to send to your clients, Fred and Sally, with your preliminary thoughts
on the issues within. Your emails should illustrate the issues, relevant law, apply the facts, and support your conclusions with regard to each issue. Always
remember to be clear, kind, and professional in your communications.
Case Study 2
Fred’s Miracle Cough Syrup has hit the market and become a huge success with the burgeoning integrative medicine demographic. Per your advice, Fred has
patented his famous concoction and trademarked the Fred’s Miracle Cough Syrup name and logo. Demand is so high that Fred and Sally are working full-time on
the business. Their children, Sam and Lilly, and their respective spouses, Jane and Tim, have joined the company full-time as well. In fact, Fred and Sally have
made Sam and Lilly part owners of the business. Fred, Sam, and Tim handle the production, sales, and delivery. Sally and Lilly handle the majority of the
administrative and business management tasks, while Jane acts as the bookkeeper. Sally and Fred are the only authorized signatories on the corporate account.
Sally and Lilly have been hard at work securing a new production facility and distribution chain to accommodate an upcoming contract with a national chain.
After locating a large warehouse on several acres, Sally and Lilly approach their local credit union for a loan. The business has only one business credit card used
to purchase supplies for the production of Fred’s Miracle Cough Syrup, and there is a small mortgage outstanding on the family farm. Personal debts of the
individual family members consist of small credit-card balances for Fred, Sally, Sam, and Lilly as well as an auto loan on Sam’s van.
During the commercial loan accounting review process, Sally and Lilly discover that Jane has been siphoning off large amounts of corporate money and “cooking
the books” to hide her actions. Jane has written several checks from the corporate account and forged both Sally’s and Fred’s signatures. Jane has made out all
but one of the forged checks to Don, a local loan shark, in an effort to repay her gambling debts. The check Jane did not deliver to Don was made out to “Cash,”
which she slipped into the collection box at church in an effort to absolve her guilt. The embezzlement was so severe that the family fears that Fred’s Miracle
Cough Syrup is now on the brink of bankruptcy. Meanwhile, Sam’s refusal to enter into an exclusive distribution deal with the local drugstore has enraged Bob,
the owner. Bob has now reverse engineered Fred’s cough syrup recipe and has posted it online in an act of vengeance.
As Fred and Sally tearfully recount the events of the past month, you reassure them that you are on the case, and you begin to ponder the legal issues at hand.
Specifically, the following critical elements must be addressed:
I. What legal defenses might Fred and Sally raise with regard to the checks written by Jane to Don? Why do you believe they will be successful or
unsuccessful?
II. What legal defenses might Fred and Sally raise with regard to the check written by Jane and delivered to the church? Why do you believe they will be
successful or unsuccessful?
III. What, if any, civil claims do Fred and Sally have against Jane based on her actions? Why do you believe they will be successful or unsuccessful?
IV. Analyze the forms of bankruptcy available to the business in this instance (assume the business entity is the same form as you chose in Case Study 1).
What form is most appropriate and why?
V. Analyze the implications of a potential bankruptcy action on the business assets (assume the business entity is the same form
as you chose in Case Study
1). Explain which, if any, are subject to forced sales, liens, or forfeiture.
VI. Analyze the implications, if any, of a potential bankruptcy action by the business on the assets of the individual family members (assume the business
entity is the same form as you chose in Case Study 1). Explain if the assets of business owners are subject to forced sale, liens, or forfeiture.
VII. What legal recourse does Fred have against Bob for infringement of intellectual property rights? Do you believe he will be successful? Why or why not?
Rubric
Guidelines for Submission: Your “email” should be 1 to 2 pages, double-spaced, use 12-point Times New Roman font, and follow APA 6th edition format for
layout and citations.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
Case Study 2: Legal
Defenses
Meets “Proficient” criteria and is
well supported using
appropriate sources
Determines the legal defenses
with regard to the checks
written by Jane to Don and
explains why defenses would be
successful or unsuccessful
Determines the legal defenses
with regard to the checks
written by Jane to Don, but does
not explain why defenses would
be successful or unsuccessful
Does not determine the legal
defenses with regard to the checks
written by Jane to Don
14
Case Study 2: Church Meets “Proficient” criteria and is
well supported with appropriate
sources
Determines the legal defenses
with regard to the check written
by Jane and delivered to the
church and explains why
defenses would be successful or
unsuccessful
Determines the legal defenses
with regard to the check written
by Jane and delivered to the
church, but does not explain why
defenses would be successful or
unsuccessful
Does not determine the legal
defenses with regard to the check
written by Jane and delivered to
the church
14
Case Study 2: Civil
Claims
Meets “Proficient” criteria and
provides specific supporting
evidence applied to each
element of the relevant legal
test
Determines civil claims available
to Fred and Sally against Jane
and evaluates potential for
success of those claims
Determines civil claims available
to Fred and Sally against Jane,
but does not evaluate potential
for success
Does not determine civil claims
available to Fred and Sally against
Jane
14
Case Study 2:
Bankruptcy
Meets “Proficient” criteria and
offers research to illustrate why
the chosen types of bankruptcy
would be available based on the
chosen type of business entity
Analyzes available forms of
bankruptcy based on the chosen
type of business entity and
determines which form is most
appropriate and why
Analyzes available forms of
bankruptcy based on the chosen
type of business entity, but does
not determine which form is
most appropriate or why
Does not analyze available forms
of bankruptcy based on the chosen
type of business entity
15
Case Study 2: Business
Assets
Meets “Proficient” criteria and
offers a nuanced insight into the
relationship between a
bankruptcy action by a business
and business assets
Analyzes implications of
bankruptcy on business assets
and explains which are subject
to forced sales, liens, or
forfeiture
Analyzes implications of
bankruptcy on business assets,
but does not explain which are
subject to forced sales, liens, or
forfeiture
Does not analyze the implications
of bankruptcy on business assets
14
Case Study 2: Family
Members
Meets “Proficient” criteria and
offers a nuanced insight into the
relationship between a
bankruptcy action by a business
and personal assets
Analyzes implications of
bankruptcy on personal assets of
individuals and explains if the
assets are subject to forced sale,
liens, or forfeiture
Analyzes implications of
bankruptcy on personal assets of
individuals, but does not explain
if the assets are subject to
forced sale, liens, or forfeiture
Does not analyze implications of
bankruptcy on personal assets of
individuals
15
Case Study 2:
Intellectual Property
Rights
Meets “Proficient” criteria and
cites specific, applicable rules of
law
Determines the legal recourse
Fred has against Bob and
explains why Fred will be
successful or unsuccessful
Determines the legal recourse
Fred has against Bob, but does
not explain why Fred will be
successful or unsuccessful
Does not determine the legal
recourse Fred has against Bob
14
Earned Total 100%

 

ï‚· Child Abuse or Neglect

 

ï‚· Child Abuse or Neglect

 

The Early Childhood period covers from birth through third grade, and anything that supports or impedes children’s learning maybe a valid topic. Student will
investigate their topics, find at least 3 reliable sources of information about the topic, and prepare a 7- 10 minute presentation for two peers to review, accompanied
by a one-page handout. Students will also prepare a more detailed written outline of their presentation to hand in to the instructor, and will cite all their sources
in writing on the outline.

Presentations may use PowerPoint, Google Slides or PREZI, relevant websites or videos may be displayed during the presentation. The HCC librarians can help students
find and cite sources of relevant information; the instructor will be happy to meet with students individually to help each refine the topic, clarify the material,
compose the outline, etc.

Basics to think about while preparing your report:

Give a basic introduction of the topic – what is it? Define it – is it a learning institution, a method of instruction, a law relating to education, etc? Give enough
information so that the class can understand what you will be talking about.

Give a broad overview of the topic – the major points we need to know

Explain why this topic is important or relevant. Why should Early Childhood students know something about this?

ï‚· Is there a controversy about this topic? Is there more than one point of view regarding it? Has the educational perspective on this topic changed over time?
Is there a difference between U.S practice and that of another country?

ï‚· What do you think about the topic and why? What did you learn? Support your views with facts.

ï‚· Conclude with a summary – wrap it up for us.

ï‚· Choose reliable unbiased sources of information, like educational journals or websites. Wikipedia is not an acceptable source. Our textbook may not be listed as
a source for your report.