Decision trees (DTs) and influence diagrams (IDs) are used in many project management decisions. You are meeting with your manager to outline the costs and benefits of alternative projects that your firm may initiate. Discuss the advantages and disadvantages of DTs and IDs, and present an argument for which you would use.
Each comment must be at least 150 words in length. Use the 2×2 matrix to comment with (i.e., 2 things you liked about the posting, and 2 things the student could have included to improve the posting, including errors, exclusion, or erroneous information).
Artist Deconstruction
The artist Georges Seurat is one of the world’s most fascinating artists. His technique of pointillism was pivotal in inspiring future generations of painters to think about painting in both individualistic and non-conformist ways. This week’s reading references many artists from different movements (i.e. Pablo Picasso, Leonardo da Vinci).
Conduct research on an artist from any movement that you find interesting. Choose one of their works. Analyze the image using the four visual cues from your reading: color, form, depth, and movement. Explain how the artist makes use of these four cues.
In your deconstruction of the image, also explain how the physiology of the eye helps you to see the four cues.
This paper should be 2-3 pages long. Be sure to cite any resources using proper APA notation.
LiveChatAssignments_PerspectivesOfSociology
Each question must have a minimum response of 150 words!
U1LC1: Choose a story that relates to you. [www.humansofnewyork.com]
U1LC2: Would you ever do DNA testing yourself? [www.inspiremore.com/prejudiced-girl-takes-DNA-test/]
U2LC1: General idea of what you thought, and if you agree/disagree. [facebook.com/upworthy/videos:1891561957551320]
U2LC2: General idea of what you thought, and if you agree/disagree. [buzzfeed.com/alivelez/representation-matters-like-a-lot?utm_term=.nbjdzQOOb#.io2OPblla]
U3LC1: General idea of what you thought, and if you agree/disagree. [http://facebook.com/georgehtakei/videos/1439284426107012]
U3LC2: General idea of what you thought, and if you agree/disagree. [http://facebook.com/upworthyvideo/videos/1108339219270624]
Bringing Home the Bacon?
Bringing Home the Bacon?
Investigate different diets from around to world to look at and compare their ecological impact. You can learn more about the energy put into different food products in the following resources:
· Food System, Energy Use In (Note: Try to understand the tables and follow the arguments made, but do not worry if all of the numbers and equations do not make sense.)
· Diet, Energy, and Greenhouse Gas Emissions
· Food and Life Cycle Energy Inputs: Consequences of Diet and Ways to Increase Efficiency
Use these sources and your own research to think about different diets and the related natural resource consumption. Then select a specific dietary choice (see the note below for clarification) and discuss the average natural resource consumption required for the components for a typical meal (For comparison’s sake, focus on a typical dinner or lunch rather than breakfast) for that diet, such as type of protein, vegetables, and side dishes, including drinks. Then comment on what changes you think could be made to a typical diet in the United States to reduce the ecological impact and what changes you think people would be able to abide by. Note: This can be a diet from a different culture, a diet based on protecting animal rights or local sourcing, a diet based on a specific production style (e.g., organic), or any fad diets. Ensure that you read through your classmates’ posts so that you are not covering a diet that someone else has already researched.
Organizational Values Presentation
Prepare a 10-minute presentation (10-15 slides, not including title or reference slide) on organizational culture and values.
- Describe how alignment between the values of an organization and the values of the nurse impact nurse engagement and patient outcomes.
- Discuss how an individual can use effective communication techniques to overcome workplace challenges, encourage collaboration across groups, and promote effective problem solving.
- Identify a specific instance from your own professional experience in which the values of the organization and the values of the individual nurses did or did not align. Describe the impact this had on nurse engagement and patient outcomes.
While APA style format is not required for the body of this assignment, solid academic writing is expected and in-text citations and references should be presented using APA documentation guidelines.
marketing plan
write a marketing plan .The exam paper must also include a table of contents, a summary at the beginning and a bibliography/reference list at the conclusion of the paper. These pages are counted separately from the main paper. You will find a thorough explanation of how to use quotes and references on the BI library webpage: www.bi.edu/library/training-and- support/citing-and-referencing. For information on formal requirements and template paper; see www.bi.edu/templatepaper
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The term paper in EXC 3415 involves writing a marketing plan for Dale of Norway and providing a scientific justification for this.
Dale of Norway Information about Dale of Norway will be made available through ItsLearning.
Students are encouraged to obtain secondary information that is relevant to this assignment. It is not allowed to contact representatives of Dale of Norway or any of the companies mentioned in the case text – this is considered as cheating.
Marketing Plan A marketing plan is a document to be delivered to the company’s management team and Board as one of the several documents that form the basis for strategic and tactical decisions for their business. The marketing plan should be concise, precise, factual, thoughtful, specific, verifiable, binding, and realistic. It is important that the document demonstrates your ability to argue for solutions, including the ability to communicate the limitations and conditions the solution is based upon. Please use the following outline as a guide for your work:
• Executive Summary • Situation Analysis
o Internal o External (market description and analyses of customers, competitors, intermediaries,
and suppliers) • Strategic Analyses (e.g., SWOT analysis) • Marketing Objectives • Marketing Strategy (including Marketing Tactics) • Financials • Controls
Academic Rationale Students should also write a document that explains the scientific reasoning behind the proposed decisions in the marketing plan. This document should demonstrate the students’ ability to structure, formulate and define problems to be solved. It also displays their capability to apply theory to structure the problem, identify relevant information needs, identify appropriate solutions, and evaluate alternative solutions. The extent to which students have been able to collect, organize, and use (the provided and additional) information will be emphasized. Particular attention goes out to how students use the Internet, but other sources such as interviews and literature research will also be used to evaluate one’s abilities to utilize information.
The term paper in EXC 3415 involves writing a marketing plan for Dale of Norway and providing a scientific justification for this.
Dale of Norway Information about Dale of Norway will be made available through ItsLearning.
Students are encouraged to obtain secondary information that is relevant to this assignment. It is not allowed to contact representatives of Dale of Norway or any of the companies mentioned in the case text – this is considered as cheating.
Marketing Plan A marketing plan is a document to be delivered to the company’s management team and Board as one of the several documents that form the basis for strategic and tactical decisions for their business. The marketing plan should be concise, precise, factual, thoughtful, specific, verifiable, binding, and realistic. It is important that the document demonstrates your ability to argue for solutions, including the ability to communicate the limitations and conditions the solution is based upon. Please use the following outline as a guide for your work:
• Executive Summary • Situation Analysis
o Internal o External (market description and analyses of customers, competitors, intermediaries,
and suppliers) • Strategic Analyses (e.g., SWOT analysis) • Marketing Objectives • Marketing Strategy (including Marketing Tactics) • Financials • Controls
Academic Rationale Students should also write a document that explains the scientific reasoning behind the proposed decisions in the marketing plan. This document should demonstrate the students’ ability to structure, formulate and define problems to be solved. It also displays their capability to apply theory to structure the problem, identify relevant information needs, identify appropriate solutions, and evaluate alternative solutions. The extent to which students have been able to collect, organize, and use (the provided and additional) information will be emphasized. Particular attention goes out to how students use the Internet, but other sources such as interviews and literature research will also be used to evaluate one’s abilities to utilize information.
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Dale of Norway1
Case EXC3415 Marketing Management
Hilde Midthjell is very pleased with the developments in Dale of Norway. She became one of the owners of the company in 2009 when the company needed new equity funds and her competence in branding. The company had been through large economic difficulties: in the period 2002-2009, the company lost 31 MNOK. In 2011, she bought up 80 percent of the shares and joined the company as chairman of the board. In 2013, she bought the rest of the shares and took over the daily leadership of the company. The turnover grew from 77 MNOK in 2012 to 115 MNOK in 2016 and profits went from a small loss to a profit of 23 MNOK. In doing so, she has proven that it is possible to make a profit out of the production of textile products in Norway. The figures include exports to Europe and the USA.
Even though the results are positive, Hilde thinks that there still is a huge development potential for the brand Dale of Norway. The challenge in Norway is that their new products in sports and fashion are only available in a few shops where Norwegians buy such type of clothes.
Dale of Norway sells the traditional part of their collection through gift and tourist shops. Most of the Norwegian clothing and sports stores are part of chains with a centralized control over procurement and a strong focus on price. There is little place for brands like Dale of Norway that position themselves around quality and its Norwegian origin, and consequently maintains a higher price compared to other similar products. Due to the limited availability and distribution of their products, investments in brand- building advertising are more demanding for Dale of Norway. The investments are very large compared to the sales you can achieve because it is difficult for consumers to find Dale of Norway’s products. Abroad, Dale or Norway sells mostly in high-end sports and fashion stores.
Hilde Midthjell hopes that BI students can help her developing a good marketing plan for Dale of Norway in the Norwegian market, which currently accounts for approximately 50 percent of the company’s sales revenues and maintains a 20% profit margin.
The history of Dale of Norway The company started in 1817 when Peter Jebsen built the Dale factories in the village of Vaksdal, a few miles west of Bergen. The waterfalls were an important source for the energy demanding production of yarns and textiles. It was a lot of wear and tear, and an important story is about Bertha Kristine Vaksdal (1881-1947) who worked as a weaver in the factory for 48 years. She started to work when she was only ten years old and she was a hard worker all her life. Besides long working days in the factory and the care for 11 children, she and her husband were active in the local community at Dale, where they contributed with songs and music. In 1946, she received a King’s Medal of Merit for long and faithful service. This story was the inspiration for the “Stina” cardigan, referring to Kristina’s nickname. The business flourished and in the sixties the company employed ca. 1300 people. The production has continuously been modernized, including automated knitting machines that came in 1967. Before that, cardigans were hand-knitted. The company has always been innovative and, in 2000, they developed the world’s first woolen sweaters that were windproof and water repellent.
Norway is world famous for its knitted sweaters and Dale has been central in developing several designs based on traditional Norwegian patterns. In 1956, Dale became an official sponsor of the Norwegian Ski Federation and it was given the task of making sweaters for the Norwegian Olympic team for the winter games in Cortina in 1956. After that, Dale of Norway has developed a new sweater for Norwegian winter athletes for every Olympic and World Cup. The Olympics in Lillehammer in 1994 became a huge success for Dale of Norway as an international brand. Since then, Dale’s cardigans have been one of the premier souvenirs for tourists coming to Norway. Cooperation with the Norwegian Ski Federation and both the Norwegian and International Olympic Committee (IOC) has meant a lot.
1 This case has been developed by Fred Selnes, Professor of Marketing at Handelshøyskolen BI.
Dale of Norway1
Case EXC3415 Marketing Management
Hilde Midthjell is very pleased with the developments in Dale of Norway. She became one of the owners of the company in 2009 when the company needed new equity funds and her competence in branding. The company had been through large economic difficulties: in the period 2002-2009, the company lost 31 MNOK. In 2011, she bought up 80 percent of the shares and joined the company as chairman of the board. In 2013, she bought the rest of the shares and took over the daily leadership of the company. The turnover grew from 77 MNOK in 2012 to 115 MNOK in 2016 and profits went from a small loss to a profit of 23 MNOK. In doing so, she has proven that it is possible to make a profit out of the production of textile products in Norway. The figures include exports to Europe and the USA.
Even though the results are positive, Hilde thinks that there still is a huge development potential for the brand Dale of Norway. The challenge in Norway is that their new products in sports and fashion are only available in a few shops where Norwegians buy such type of clothes.
Dale of Norway sells the traditional part of their collection through gift and tourist shops. Most of the Norwegian clothing and sports stores are part of chains with a centralized control over procurement and a strong focus on price. There is little place for brands like Dale of Norway that position themselves around quality and its Norwegian origin, and consequently maintains a higher price compared to other similar products. Due to the limited availability and distribution of their products, investments in brand- building advertising are more demanding for Dale of Norway. The investments are very large compared to the sales you can achieve because it is difficult for consumers to find Dale of Norway’s products. Abroad, Dale or Norway sells mostly in high-end sports and fashion stores.
Hilde Midthjell hopes that BI students can help her developing a good marketing plan for Dale of Norway in the Norwegian market, which currently accounts for approximately 50 percent of the company’s sales revenues and maintains a 20% profit margin.
The history of Dale of Norway The company started in 1817 when Peter Jebsen built the Dale factories in the village of Vaksdal, a few miles west of Bergen. The waterfalls were an important source for the energy demanding production of yarns and textiles. It was a lot of wear and tear, and an important story is about Bertha Kristine Vaksdal (1881-1947) who worked as a weaver in the factory for 48 years. She started to work when she was only ten years old and she was a hard worker all her life. Besides long working days in the factory and the care for 11 children, she and her husband were active in the local community at Dale, where they contributed with songs and music. In 1946, she received a King’s Medal of Merit for long and faithful service. This story was the inspiration for the “Stina” cardigan, referring to Kristina’s nickname. The business flourished and in the sixties the company employed ca. 1300 people. The production has continuously been modernized, including automated knitting machines that came in 1967. Before that, cardigans were hand-knitted. The company has always been innovative and, in 2000, they developed the world’s first woolen sweaters that were windproof and water repellent.
Norway is world famous for its knitted sweaters and Dale has been central in developing several designs based on traditional Norwegian patterns. In 1956, Dale became an official sponsor of the Norwegian Ski Federation and it was given the task of making sweaters for the Norwegian Olympic team for the winter games in Cortina in 1956. After that, Dale of Norway has developed a new sweater for Norwegian winter athletes for every Olympic and World Cup. The Olympics in Lillehammer in 1994 became a huge success for Dale of Norway as an international brand. Since then, Dale’s cardigans have been one of the premier souvenirs for tourists coming to Norway. Cooperation with the Norwegian Ski Federation and both the Norwegian and International Olympic Committee (IOC) has meant a lot.
1 This case has been developed by Fred Selnes, Professor of Marketing at Handelshøyskolen BI.
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After a few good years after the Olympics in Lillehammer, a difficult period started in 2000, when the company developed a substantial deficit. However, some believed in the business, and in 2007 the ownership structure was changed and Christian Bjelland, Ole-Bjørn Gjerde, Tor Andersen and Nistadgruppen contributed with NOK 20 million in new equity funds and subordinated loan capital. Various structural changes were made and the factory premises were sold out and rented back, and Dale Garn was taken out as a separate company in order to better manage the value creation. Dale Garn was sold to Nistad Group in 2009, and Hilde Midthjell then took over the Nistad Group’s stake in Dale of Norway. The Nistad Group later sold Dale Garn to the House of Yarn in Bryne. In 2011, Christian Bjelland sold his stake of 33% to Hilde Midthjell. She took office as chairman of the board, and the board appointed a new CEO. In 2013, she bought the shares of Ole-Bjørn Gjerde and Tor Andersen, and she also took over the day-to-day management. She also starts working on the value creation process so that the company can start earning money again.
From 2013 until today, the company has undergone a significant conversion process. 70% of the collection is brand new, with modern designs in sports and fashion in lightweight wool. This has resulted in increased growth. New important people have been appointed, and the company has invested in several new knitting machines and new computer systems. In addition, there has been an increased focus on cost control and profitability.
The market The fashion industry (clothing and shoes) accounts for more than 10 percent of the Norwegian retail industry. The clothing and footwear industry employs more than 39,000 people and operates for almost 50 billion a year. Most of the sales take place through the chains Varner Group, H&M, Voice, KappAhl, Lindex, Gina Tricot, Brandstad and Eurosko2. The sports industry has a turnover in textiles of about 5 billion, which is about 40% of their total turnover3.
E-commerce is growing rapidly and in 2016, a turnover of NOK 7.1 billion was realized online in Norway4. Both young and older customers shop more and more online, especially during Christmas. About a third of the online shopping is in fashion, sports and leisure products. Cardigans are a popular souvenir for foreign tourists who visit Norway. Annually, there are about five million tourists coming to Norway. In recent years, there has been a strong growth in tourists from Asia and especially from China. Most tourists come by plane and ferry from the European mainland, but there are also around 700,000 who come by cruise ship. There are no exact statistics about how much tourists spend on souvenirs, but the tourist industry estimates that tourists use on average 200 NOK when they visit. In total this amounts to a market of 1 billion NOK. De largest tourist shops can be found in Bergen: Audhild Viken, Bryggen Husflid og Schjøtt at Bryggen.
Marketing The brand Dale of Norway is associated with the category knitwear (sweaters and jackets with accessories), and symbolizes genuine Norwegian design and Norwegian crafts traditions (authentic Norwegian heritage). The brand is associated with 100% natural wool, world leading and innovative knitting qualities, and ethical and sustainable production. The prices are in the upper layer and the symbols used for labeling are marked by exclusive quality similar to what you look for in exclusive fashion. Outside Norway, products are distributed in so-called «high-end» stores.
Dale divides their products into four categories: Fashion (Style), Sport / Outdoor (Active), Tradition (Heritage) and Accessories (Hats, Scarves, etc.). There is a very large variety in the collection. In fashion, the clothes are both elegant and more casual, and in sports they have clothes that suit both active sports and leisure activities. Sports products account for about 40% of the sales in 2016, while
2 https://www.virke.no/tjenester/rapporter-analyse/rapporter/kleskjedene-2016/.
3 https://brage.bibsys.no/xmlui/bitstream/handle/11250/169041/Kolden%20og%20Kristianslund.pdf?sequence=1.
4 https://www.virke.no/bransjer/bransjeartikler/vi-handler-stadig-mer-pa-nett/.
After a few good years after the Olympics in Lillehammer, a difficult period started in 2000, when the company developed a substantial deficit. However, some believed in the business, and in 2007 the ownership structure was changed and Christian Bjelland, Ole-Bjørn Gjerde, Tor Andersen and Nistadgruppen contributed with NOK 20 million in new equity funds and subordinated loan capital. Various structural changes were made and the factory premises were sold out and rented back, and Dale Garn was taken out as a separate company in order to better manage the value creation. Dale Garn was sold to Nistad Group in 2009, and Hilde Midthjell then took over the Nistad Group’s stake in Dale of Norway. The Nistad Group later sold Dale Garn to the House of Yarn in Bryne. In 2011, Christian Bjelland sold his stake of 33% to Hilde Midthjell. She took office as chairman of the board, and the board appointed a new CEO. In 2013, she bought the shares of Ole-Bjørn Gjerde and Tor Andersen, and she also took over the day-to-day management. She also starts working on the value creation process so that the company can start earning money again.
From 2013 until today, the company has undergone a significant conversion process. 70% of the collection is brand new, with modern designs in sports and fashion in lightweight wool. This has resulted in increased growth. New important people have been appointed, and the company has invested in several new knitting machines and new computer systems. In addition, there has been an increased focus on cost control and profitability.
The market The fashion industry (clothing and shoes) accounts for more than 10 percent of the Norwegian retail industry. The clothing and footwear industry employs more than 39,000 people and operates for almost 50 billion a year. Most of the sales take place through the chains Varner Group, H&M, Voice, KappAhl, Lindex, Gina Tricot, Brandstad and Eurosko2. The sports industry has a turnover in textiles of about 5 billion, which is about 40% of their total turnover3.
E-commerce is growing rapidly and in 2016, a turnover of NOK 7.1 billion was realized online in Norway4. Both young and older customers shop more and more online, especially during Christmas. About a third of the online shopping is in fashion, sports and leisure products. Cardigans are a popular souvenir for foreign tourists who visit Norway. Annually, there are about five million tourists coming to Norway. In recent years, there has been a strong growth in tourists from Asia and especially from China. Most tourists come by plane and ferry from the European mainland, but there are also around 700,000 who come by cruise ship. There are no exact statistics about how much tourists spend on souvenirs, but the tourist industry estimates that tourists use on average 200 NOK when they visit. In total this amounts to a market of 1 billion NOK. De largest tourist shops can be found in Bergen: Audhild Viken, Bryggen Husflid og Schjøtt at Bryggen.
Marketing The brand Dale of Norway is associated with the category knitwear (sweaters and jackets with accessories), and symbolizes genuine Norwegian design and Norwegian crafts traditions (authentic Norwegian heritage). The brand is associated with 100% natural wool, world leading and innovative knitting qualities, and ethical and sustainable production. The prices are in the upper layer and the symbols used for labeling are marked by exclusive quality similar to what you look for in exclusive fashion. Outside Norway, products are distributed in so-called «high-end» stores.
Dale divides their products into four categories: Fashion (Style), Sport / Outdoor (Active), Tradition (Heritage) and Accessories (Hats, Scarves, etc.). There is a very large variety in the collection. In fashion, the clothes are both elegant and more casual, and in sports they have clothes that suit both active sports and leisure activities. Sports products account for about 40% of the sales in 2016, while
2 https://www.virke.no/tjenester/rapporter-analyse/rapporter/kleskjedene-2016/.
3 https://brage.bibsys.no/xmlui/bitstream/handle/11250/169041/Kolden%20og%20Kristianslund.pdf?sequence=1.
4 https://www.virke.no/bransjer/bransjeartikler/vi-handler-stadig-mer-pa-nett/.
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fashion and tradition account for 20% and 30% respectively. In recent years, the fashion, sports, and accessories categories have grown by about 20%, while growth in the traditional segment is below 5%.
The products from Dale of Norway are of very high quality. The company wants customers to experience their products as durable and easy to use. They have a very good knowledge of how different types of wool create the right user experience. For example, Norwegian wool is very suitable for making garments used in cold and humid weather. Merino wool is thinner and better suited for thinner garments, and for garments one should wear directly on the body. In many of the garments, different wool types are combined to provide optimal results. Dale of Norway has very talented designers that contribute to the modernization of the collection. An example of this is the Christiania model, which in a few years has become a sales success5. Another example is Weatherproof collection consisting of woolen garments that are windproof, water and dirt repellent and that breathe at the same time. This is a technique developed by Dale.
Sales in Norway were 61 MNOK in 2016, which represented 35.5 MNOK in retail shops, 18.2 MNOK in own stores, 1.3 MNOK through the online store and 6.0 MNOK directly to corporate customers. In total, there are about 250 outlets in Norway. An overview of these can be found at http://no.daleofnorway.com/store-locator.
In their own stores and on the web, the entire collection is sold, and sales are distributed approximately 50/50 between Norwegians and tourists. In retailer stores, the majority of the sales is to tourists (tradition & accessories), and an estimated 15% fashion and 35% sport (to Norwegians).
The prices charged to the consumers is determined by the dealers (stores). It is common for dealers to calculate a gross margin of 50% (excluding VAT). This is also the calculation Dale uses in their own channels (so the price to the consumer is the same).
Each year, the work on the new collection starts with a brainstorming session in which trends are identified based on inputs from designers, agents and sellers. The respective product groups process these inputs and reconcile their financial goals with the company’s management. The designers concretize the collection with sample products that are discussed and further developed in various internal forums. The collection is presented in a new catalog.
The sales work starts with the presentation of the new collection at an international seminar for sales agents, distributors and Dale’s own sales force. A catalog and sample products of the new collection are produced. Sellers and international agents visit wholesalers and stores to present and sell the collection. Based on customer feedback, a sales forecast is prepared so that raw materials can be ordered and production can be planned. Dale can produce relatively fast and deliver more of the products that sell well. An important work in customer service is to receive regular and additional orders from the dealers.
Dale has sponsorship agreements with the Norwegian Ski Federation (Cross Country and Alpine), the Canadian national team in ski cross and it has negotiated an agreement with the International Olympic Committee (IOC) for several Olympic Games. The deal has to be negotiated for each new Olympic Games, and they are now working on a new agreement for China in 2022. The cooperation with the Ski Federation has a long tradition and has helped many people to know the brand Dale of Norway. In 2017, the development of a new web page is prioritized. Management knows that this is an important channel which will become even more important in the coming years. At the moment, they are somewhat uncertain about how this should be built up so that you both build the brand and sell more products.
5 http://no.daleofnorway.com/dame/elegance/christiania-jakke/.
fashion and tradition account for 20% and 30% respectively. In recent years, the fashion, sports, and accessories categories have grown by about 20%, while growth in the traditional segment is below 5%.
The products from Dale of Norway are of very high quality. The company wants customers to experience their products as durable and easy to use. They have a very good knowledge of how different types of wool create the right user experience. For example, Norwegian wool is very suitable for making garments used in cold and humid weather. Merino wool is thinner and better suited for thinner garments, and for garments one should wear directly on the body. In many of the garments, different wool types are combined to provide optimal results. Dale of Norway has very talented designers that contribute to the modernization of the collection. An example of this is the Christiania model, which in a few years has become a sales success5. Another example is Weatherproof collection consisting of woolen garments that are windproof, water and dirt repellent and that breathe at the same time. This is a technique developed by Dale.
Sales in Norway were 61 MNOK in 2016, which represented 35.5 MNOK in retail shops, 18.2 MNOK in own stores, 1.3 MNOK through the online store and 6.0 MNOK directly to corporate customers. In total, there are about 250 outlets in Norway. An overview of these can be found at http://no.daleofnorway.com/store-locator.
In their own stores and on the web, the entire collection is sold, and sales are distributed approximately 50/50 between Norwegians and tourists. In retailer stores, the majority of the sales is to tourists (tradition & accessories), and an estimated 15% fashion and 35% sport (to Norwegians).
The prices charged to the consumers is determined by the dealers (stores). It is common for dealers to calculate a gross margin of 50% (excluding VAT). This is also the calculation Dale uses in their own channels (so the price to the consumer is the same).
Each year, the work on the new collection starts with a brainstorming session in which trends are identified based on inputs from designers, agents and sellers. The respective product groups process these inputs and reconcile their financial goals with the company’s management. The designers concretize the collection with sample products that are discussed and further developed in various internal forums. The collection is presented in a new catalog.
The sales work starts with the presentation of the new collection at an international seminar for sales agents, distributors and Dale’s own sales force. A catalog and sample products of the new collection are produced. Sellers and international agents visit wholesalers and stores to present and sell the collection. Based on customer feedback, a sales forecast is prepared so that raw materials can be ordered and production can be planned. Dale can produce relatively fast and deliver more of the products that sell well. An important work in customer service is to receive regular and additional orders from the dealers.
Dale has sponsorship agreements with the Norwegian Ski Federation (Cross Country and Alpine), the Canadian national team in ski cross and it has negotiated an agreement with the International Olympic Committee (IOC) for several Olympic Games. The deal has to be negotiated for each new Olympic Games, and they are now working on a new agreement for China in 2022. The cooperation with the Ski Federation has a long tradition and has helped many people to know the brand Dale of Norway. In 2017, the development of a new web page is prioritized. Management knows that this is an important channel which will become even more important in the coming years. At the moment, they are somewhat uncertain about how this should be built up so that you both build the brand and sell more products.
5 http://no.daleofnorway.com/dame/elegance/christiania-jakke/.
6
Organization Production takes place in Dale and is led by a team of highly skilled designers and knitting technicians/product developers with profound knowledge of wool, yarn, textiles and modern knitting technologies. Sustainable production and choice of raw materials has long been central to Dale. The company employs 58 people, 54 in Dale and 4 at the sales office in Vermont, USA.
Organizational chart Norway:
Hilde Midthjell CEO
Kari-Anne Gabrielsen Finance (4)
Kjell Østensen Sales and
exports (15) Roar Mittet Logistics (11)
Lorents Tvedt Design &
production (25)
Astrid Lundvang
Marketing (2)
In addition, four employees work in the US.
Financials
In 2016, the operational revenues passed 115 MNOK and the annual profit was more than 23 MNOK.
INCOME STATEMENT 2016 2015 2014 2013 2012 Operating income 115 450 558 104 330 928 94 505 812 84 097 000 77 282 000 Operating profit 23 283 624 17 788 123 5 954 742 400 000 148 000 Profit before taxes 20 692 945 10 626 064 1 361 520 -5 359 000 -3 161 000 Profit 19 821 462 7 105 902 648 132 -4 235 000 -2 204 000
BALANCE STATEMENT Fixed assets 23 699 965 23 869 856 28 726 000 28 730 000 25 637 000 Current assets 95 355 489 80 774 989 73 740 000 64 326 000 52 448 000 Equity 53 372 096 33 666 475 21 439 000 19 070 000 8 879 000 Debt 65 683 358 70 978 370 81 026 919 73 988 000 69 206 000
Of the operating costs, product costs account for 41%, labor costs 34% and depreciation 2%. Other operating expenses (23%) include costs for advertising, agents and sales expenses. In 2016, the Group invested close to 8 MNOK in advertising, one quarter of which was used for the Norwegian market. In Norway, they have advertised in the Scandinavian Traveler, A-magasinet, Dagbladets Lørdagsmagasin, D2 and DN (big campaign), Morgenbladet (as part of a package with D2 and DN), and women’s magazines like KK, Tara, Henne and Elle. Otherwise, some special magazines for tourists like Great Hotels, Fjord Norway and Norwegian Worldwide. The production of the catalog with the annual collection costs almost 400 000 kroner. The travel expenses of the sellers amounted to NOK 1.2 million in 2016.
Organization Production takes place in Dale and is led by a team of highly skilled designers and knitting technicians/product developers with profound knowledge of wool, yarn, textiles and modern knitting technologies. Sustainable production and choice of raw materials has long been central to Dale. The company employs 58 people, 54 in Dale and 4 at the sales office in Vermont, USA.
Organizational chart Norway:
Hilde Midthjell CEO
Kari-Anne Gabrielsen Finance (4)
Kjell Østensen Sales and
exports (15) Roar Mittet Logistics (11)
Lorents Tvedt Design &
production (25)
Astrid Lundvang
Marketing (2)
In addition, four employees work in the US.
Financials
In 2016, the operational revenues passed 115 MNOK and the annual profit was more than 23 MNOK.
INCOME STATEMENT 2016 2015 2014 2013 2012 Operating income 115 450 558 104 330 928 94 505 812 84 097 000 77 282 000 Operating profit 23 283 624 17 788 123 5 954 742 400 000 148 000 Profit before taxes 20 692 945 10 626 064 1 361 520 -5 359 000 -3 161 000 Profit 19 821 462 7 105 902 648 132 -4 235 000 -2 204 000
BALANCE STATEMENT Fixed assets 23 699 965 23 869 856 28 726 000 28 730 000 25 637 000 Current assets 95 355 489 80 774 989 73 740 000 64 326 000 52 448 000 Equity 53 372 096 33 666 475 21 439 000 19 070 000 8 879 000 Debt 65 683 358 70 978 370 81 026 919 73 988 000 69 206 000
Of the operating costs, product costs account for 41%, labor costs 34% and depreciation 2%. Other operating expenses (23%) include costs for advertising, agents and sales expenses. In 2016, the Group invested close to 8 MNOK in advertising, one quarter of which was used for the Norwegian market. In Norway, they have advertised in the Scandinavian Traveler, A-magasinet, Dagbladets Lørdagsmagasin, D2 and DN (big campaign), Morgenbladet (as part of a package with D2 and DN), and women’s magazines like KK, Tara, Henne and Elle. Otherwise, some special magazines for tourists like Great Hotels, Fjord Norway and Norwegian Worldwide. The production of the catalog with the annual collection costs almost 400 000 kroner. The travel expenses of the sellers amounted to NOK 1.2 million in 2016.
Access Control
“Access Control” Please respond to the following: •If you were going to design an access system that would control people getting into your favorite or most valued items, what things would you consider based on your readings from chapter 1? Make sure you address all the possible avenues of attack that could be exploited. Remember, security measures are designed to slow and draw attention to attackers. No system can completely prevent successful attack.
Abnormal Psy Case Study
Case Study Essay Analysis Paper You will select a celebrity, a case study, or someone you know who exhibits one of the mental disorders presented in the course. You may also choose a movie Character. Ask the question “How does this person exhibit symptoms or behaviors that represent abnormal behavior? Write an analysis essay paper of the character including a description of symptoms. Using examples, the student will describe, justify and support the analysis and scope of the disorder presented by the character. Use of the DSM 5 for symptoms should be included. The DSM 5 symptoms are in Textbook and in Canvas. This must be an original paper written in your own writing style and matching your weekly Discussion Board posts.
Include and Bold Type these Topic Headings in your paper: Introduction (describe the case and the character); Diagnosis – include symptoms from DSM 5 and examples of the character’s behavior (be sure to read Chapter 14 about Personality Disorders before you diagnose the case); Etiology (causes of the Problem i.e. Psychological, biological); Social Factors (family or living conditions); Treatment Plan (type of therapy or medications); and Conclusion. Use your textbook, outside references, and class lectures to support your position. Students will include a minimum of 3 scholarly references. (5-6 pages) Use APA format and cite references throughout the paper. List your references. Title page will include Case Study Essay, your name, Course title, and the date. Include an Abstract page (summary). Turnitin similarity only 20% (if more revise paper and resubmit) Late papers will not be graded
- Use your textbook, outside references, and class lectures and discussion to support your position. Students will include a minimum of 3 scholarly references. (5-6 pages for Essay Assignment)
- Use APA format and cite references throughout the paper. List your references
- Title page will include Assignment 1, your Name, Course title, and the Date.
- See Canvas for the Essay and Oral Presentation Grading Rubrics
Flash Discussion #2
Traditionally, theorists suggest that the managerial function of controlling should not be confused with control in the behavioral or the manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their employees. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of employees are consistent with and contribute toward the accomplishment of organizational and departmental objectives.
Research the concept of the virtual organization. Then, explain how can a manager measure work that is performed when the employee may be 5,000 miles away? Be sure to consider the virtual and global organizations and how a manager would control and measure work from afar.
Current Law and Public Policy
Airport Screenings & Public Security Policy
The purpose of this assignment is to explore the topic of aviation security as it relates to public safety policy and the issue of individual privacy. You have been directed to write a policy memo for your boss, who is a member of the U.S. House of Representatives and serves on the House Committee on Homeland Security (House Committee on Homeland Security Web site). Using the resources provided below, as well information from resources you identify through your own research efforts, your assignment is to craft a briefing memo of 900–1,200 words that focuses on the questions posed below.
Assignment Guidelines
· Students must address the following in 900–1,200 words:
· The United States, as well as many other countries and airlines, had experienced criminal and terrorist incidents before September 11, 2001. Why had previous incidents not resulted in the dramatic increases in and focus on aviation security that the 9/11 attacks did? Explain.
· How was 9/11 different from an aviation security standpoint? Explain.
· While there have been further attempts to strike the United States by attacking commercial aircraft since 9/11 (e.g., the “shoe bomber” and the “underwear” bomber), none have been successful. How have the steps and measures taken to improve aviation security since 9/11 contributed to the lack of success of the terrorists? Explain.
· What role did the various layers of aviation security play in preventing the attempted attacks after 9/11? Explain.
· Were the effective layers tactical, policy driven, or a combination of both? Explain.
· Since the regulation that requires the aircraft’s cockpit door to be bullet-proof and securely locked before the aircraft leaves the terminal took effect, it is, for all practical purposes, impossible for a terrorist passenger to gain control of an aircraft. Given this change in risk profile, are other layers of security as necessary as before? Why or why not?
· Given the number of years after 9/11 without successful aviation attacks, should some security procedures be relaxed? Why or why not?
· What are the vulnerabilities and risks if they were? Explain.
· Do not write possible scenarios here; rather, identify points of failure and other threats or risks to the aircraft, passengers, and nation).
· TSA agents have the right to physically inspect any and all material and persons who are boarding or being loaded onto an aircraft in the United States. With X-ray machines, bomb-sniffing machines, and dogs checking all luggage and passengers, are physical inspections of luggage that allow TSA agents open and look through personal bags necessary? Why or why not?
· What are the laws that provide TSA with their authority? Describe them.
· Are the practices undertaken by TSA too intrusive? Why or why not?
· The Fourth Amendment of the Bill of Rights provides protection against unreasonable searches and seizures. How should the United States balance that right against the security needs of the flying public? Explain.
· Has a balance been reached?
· If not, in what direction do the scales need to be tipped and how?
· Compile your responses in your final policy memo, and submit the file to your instructor.
· Be sure to reference all sources using APA style.
Please submit your assignment.
For assistance with your assignment, please use your text, Web resources, and all course materials.