Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Research Plan
To fully quantify and evaluate the proposal of virtual teams with workers who can telecommute, I proposed the following stages of research:
1. Literature review of best practices in advertising agencies and creative teams as it relates to productivity and performance in-office vs. virtually via telecommuting. There are many empirical studies of telecommuting; the challenge will be to find studies specific to our industry. The outcome of this step will be a summary and series of metrics, both operational and financial, describing contributions and limitations of this proposed strategy.
2. Attitudinal and performance-based surveys of existing team members who have worked in-office and in virtual teams will first be completed. Second, 360-degree feedback of teams who have employed virtual meeting workspaces online and virtual team formats will be done. The goal of these steps are to determine if there are any hidden or unforeseen problems in adopting this approach.
3. Evaluate the current technology that the agency has and determine if it can scale across several teams working virtually at the same time. Also included in this analysis will an assessment of security, mobile device support including advanced graphics systems, and secured VPN access over the Internet.
4. Quantify the tax benefits of having a telecommuting workforce and reduction in parking, utilities and associated costs. This will be part of the Return on Investment (ROO) calculation to underscore the value of this strategy.
5. Create and present the final results of this study from both a hard and soft factors standpoint, showing...
I am so passionate about this subject and see it as such a competitive advantage for the firm, I am willing to work a Saturday for no pay to do this, I am just asking for 7 hours over 30 days to interview team members who are working virtually, and also use business hours to do research on our cost savings as a result of telecommuting.
Conclusion
We're winning business in a very challenging economy, and communicating the value of public relations and advertising to our clients. We've also been able to take very large, profitable accounts away from our competitors by allowing our creative design teams to work at home during the hours of the day they are most creative. The recent account review by Nike and their selection of Waggoner-Edstrom would not have been possible using traditional project scheduling. The flexibility of designers working from home made it possible to meet Nike's challenging deadlines. The alchemy of all this success is freeing our people to focus on their projects at a depth not possible before. Creating opportunities for our key employees to take ownership of their work and be productive during their most productive time is working -- we just need to make this a formal program and recognize the early wins we are having already. Finally, the bottom line is that with less commute time, there are more billable hours.
Resources and Budget
It is anticipated this entire project will take about 30 days, and require 15 hours of my personal time. I am so passionate about this subject and see it as such a competitive advantage for the firm, I am willing to work a Saturday for no pay to do this, I am just asking for 7 hours over 30 days to interview team members who are working virtually, and also use business hours to do research on our cost savings as a result of telecommuting.
Conclusion
We're winning business in a very challenging economy, and communicating the value of public relations and advertising to our clients. We've also been able to take very large, profitable accounts away from our competitors by allowing our creative design teams to work at home during the hours of the day they are most creative. The recent account review by Nike and their selection of Waggoner-Edstrom would not have been possible using traditional project scheduling. The flexibility of designers working from home made it possible to meet Nike's challenging deadlines. The alchemy of all this success is freeing our people to focus on their projects at a depth not possible before. Creating opportunities for our key employees to take ownership of their work and be productive during their most productive time is working -- we just need to make this a formal program and recognize the early wins we are having already. Finally, the bottom line is that with less commute time, there are more billable hours.
Problem 12-34-1. Gross margin is calculated as gross profit / revenue. Product a Product B Product C Product D Gross Margin 12,000 / 32,000 = 37.5% 17,600 / 88,000 = 20% 56,000 / 280,000 = 20% 63,000 / 144,000 = 43.75% The product that is the most profitable is Product D. 2. The best way to start this question is to figure out the price and COGS per unit for each product. For Product a, the price was $32,000 / 2900
33% 400000 53.33% 480000 53.33% FM 125,000 125,000 125,000 FSA 25,000 25,000 25,000 Net Income 170,000 28.33% 250,000 33.33% 330,000 36.67% 2. The manager's tabulation is incorrect because the manager has set $2 as the fixed cost per unit. This is only true at the 200,000 unit level. At the other levels, the fixed cost per unit will be lower, as fixed costs do not increase with production volume. 6-47. 1. In order to make this assessment, Dana needs to calculate which method is cheaper. The accounting for producing the parts
So for the 70,000 units completed in July: (70,000)(15 + 10.65) = $1,795,500 2. The ending works in progress is 20,000. The total cost should be (20,000)(25.65) = 513,000 Note: These figures represent the total cost of the goods, not the total cost in July of the goods. The question is worded a little bit funny so I wasn't sure which one it was intended to be. Problem 14-21. Problem 14-21 1 2 3 4 DM Inv, 2010 8 8 5 2 Purchased 5 9 10 8 Used 7 11 7 3 DM Inv,
b) 1) ($20-$5) = $15; $1,200,000 / 15 = 80,000 units 2) if the company wants to sell just 70,000 units, then the price needs to be calculated again using the same formula as was used above: 70,000P -- (70,000*5) -- 1,200,000 = 0 70,000P = 1,550,000 P = $22.15 c) 1) This question is a bit silly. The formula would have one variable, x, to represent both the old and new sides: 19x -- 5x
The passenger miles would be (1,500,000 * 1.1) = 1,650,000. The revenue per passenger mile would be $0.20 -- (.08*.2) = $0.184 So the actual revenue was (.184)*(1,650,000) = $303,600. Now we can calculate Flex for Actual Level, the third column. This is based on the flex budget figures, which were $0.20 in revenue per passenger mile. Variable expenses were 195,000 / 1,500, 000 = $0.13 per passenger mile in the
4) Consider a firm that has just built a plant, which cost $20,000. Each worker earns $5.00 per hour. a) Based on this information, fill in the table below. Number of Worker Hours Output Marginal Product Fixed Cost Variable Cost Total Cost Marginal Cost Average Variable Cost Average Total Cost 0 0 20,000 50 8 20000 20,250 5 5 10 20000 20,500 5 5 8 20000 20,750 5 5 6 20000 21,000 5 5 4 20000 21,250 5 5 85 1900 2 20000 21,500 5 5 71.67 1950 1 20000 21,750 5 5 62.14 b) In the example above, what price must the firm receive in order to keep producing in the short run? The price the firm must receive in the short run is the price that covers the variable cost, so the firm