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consider what additional scorecard metrics you might want to include based on the suggestions below Explain why.

After reading the article “Creating the Ideal Supplier Scorecard” it’s safe to say most organizations are not happy with their supplier measurement systems. Supplier measurement systems or supplier scorecards are a business process that contains methods and systems for providing and collecting information to rate, measure and rank how well a supplier is doing continuously (Trent, 2019). Creating a supplier scorecard for the Husk organization’s suppliers would include performance metrics for generating data that can help compare suppliers and rank their performance by category, and show which suppliers improve and which suppliers deteriorated. Using performance metrics can help an organization weed out the subpar suppliers so they only get top performers. I would also want the supplier scorecard to have a look ahead feature that can produce advance shipping notices (ASNs). ASNs notifies the customer that there is a delivery pending, provides information about that shipment, and its contents (Gordon, 2021). ASN is usually delivered as an EDI(electronic data information) over the internet using FTPS or HTTPS so the information is always safe and secure. ASN is not a shipping label, it comes in advance of the delivery to provide information on the time of arrival so the business knows when to expect the items to best serve their customers. Adding these metrics can help the Husk organization improving on things like quality, on-time deliveries, and profits so they can always provide the best possible service to the customer.

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You want to sell a painting you inherited from a grandparent. There is a 10% chance it is painted by a famous artist, in which case it’s worth $100,000. There is a 30% chance it is painted by an art student, in which case it’s worth $2,000. Otherwise, your grandparent must have painted it at a wine and paint night, in which case it’s worth $0. What is the fair price to charge, right now, for a contract that entitles someone to the right, but not the obligation to pay $10,000 for the painting after we discover who painted it? Please express your answer as a dollar amount (e.g. $xx,xxx)

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Assume that you are working in the marketing department of a major manufacturer of athletic shoes. Your company is introducing a new product, a line of disposable sports clothing. That is right—wear it once and toss it!

Your boss is wondering and wants you to recommend if it would be best for the company to market the line of clothing with a new brand name or use the family brand name that has already gained popularity with its existing products.

For this Discussion, please complete the following

  1. Thoroughly read Chapter 9: “Product II: Product Strategy, Branding, and Product Management”, and be sure to review Branding Strategies in section 9.3 of your e-text.
  2. Take the time to completely evaluate each brand strategy, however, do not include it in your primary post.
  3. Then take about a paragraph to develop a clear brand strategy recommendation to your boss?
  4. And, explain why you are making that recommendation?

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Nekter Juice Bar was an early adopter of mobile ordering, and close to a third of its business came from its digital channels going into the pandemic. These days, it’s more than half, helping the company to largely recover from the shutdown and its severe restrictions on dine-in service. Nekter’s sales have improved, even as the chain’s operators have been able to cut down on labor costs. “It’s been huge,” said Steve Schulze, CEO of the 174-unit chain. “Average ticket is higher. Labor is lower because we’ve been open for takeout only. A lot of restaurants are comping positive while running 20% lower labor.”

The pandemic has been huge for mobile ordering, driving more consumers to download restaurant apps and sign up for restaurant loyalty programs. Numerous chains reported skyrocketing mobile app usage in recent months. The result has provided the industry with an opportunity to drive more business, and certainly one most operator did not expect just a few months ago. The pandemic has sped consumers’ shift online, leading more companies to unleash mobile ordering functions or boost their existing apps in a bid to keep these consumers and drive more sales.

“Investments in technology that were going to take three to five years to accomplish have really accelerated,” said Emil Davityan, CEO of geofencing company Bluedot, said in an interview. To be sure, mobile ordering has been around and growing for years. Chains such as Starbucks and Domino’s have proven the business case, having both demonstrated that a strong mobile app can bolster sales inside their restaurants and give customers more reason to keep coming back.

Yet several companies have seen substantial increases in their digital sales, including mobile app use, during the pandemic. Digital sales now account for three quarters of Domino’s sales, for instance. At Wendy’s, digital sales doubled to 5% of sales in the second quarter. At Restaurant Brands International, owner of Popeyes, Burger King and Tim Hortons, digital now represents 8% of total sales.

Source:https://www.restaurantbusinessonline.com/technology/mobile-ordering-takes-thanks-covid

Based on above case study answer the following:

(a) Elaborate the FIVE (5) factors influencing customer’s adoption on Mobile apps for online food ordering.

(b) In your opinion, what are the categories of Mobile app adopters. Justify their characteristics.

(c) Discuss TWO (2) types of appropriate marketing strategies for the selected category of Mobile apps adopters.

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