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Management of the ToysRUs company needs to decide whether to… | Wiki Cram

Management of the ToysRUs company needs to decide whether to…

Questions

Mаnаgement оf the TоysRUs cоmpаny needs to decide whether to introduce a certain novelty toy for the upcoming Christmas Season, after which it would be discontinued. The total cost required to produce and market this toy would be $500,000 plus $15 per toy produced. The company would receive a revenue of $35 for each toy sold. Complete the following table: Write an expression for the total cost [a] Write an expression for the total revenue [b] Write an expression for the total profit [c] Use GOALSEEK to find the breakeven volume? [d] If Toys R U are guaranteed a demand of 15000 toys, what is the minimum breakeven price to sell each toy; Round to 2 d.p. [e]

Girаffic Pаrk is а 30-year-оld family-оwned amusement park that has becоme a major attraction in the southwest region of New Jersey. The park covers over 500 acres and not only contains rides, concession stands, and lots of shady areas for picnics and family fun, it also has an award-winning zoo, and safari park. While world-renown for their conservation work with their signature species – giraffe – this beloved family attraction is also a leader in conservation, education, and helping the community learn and care about a variety of animal species. With approximately 250 employees on staff during their “busy” season, the facility is run by the owner/founder who is an amazing leader, conservationist, and humanitarian. The leadership team is made up of the Executive Director, Deputy Director, three VPs: Park Operations, Animal Exhibits, and People Operations, and several Operations Supervisors and Curators. It might also be interesting to note that the Deputy Director, VP of Park Operations, and many of the Curators are all family members of the Executive Director. Several of whom have had claims of harassment brought against them by employees over the years. Their employee training efforts to date haven’t been easy for the following reasons: They are a seasonal business so 60% of their staff only works at the park from September to May. They hire as many GenZs as they do retirement age staff (and every generation in between), and lately there have been more than the usual number of conflicts between staff members, and staff and their ticketholders, as well as higher than usual turnover in the first 30 days of employment. The average job tenure of the staff is about 2 years. If they stay longer than that first month, chances are good they will stick around for the next few years. All of the supervisors and managers have been with the park for 5+ years. They run two shifts during the busy season (6AM – 2PM, and 12PM – 9PM), so it is impossible to get everyone together for training at one time. Because the park started from nothing, the Executive Director runs very lean in terms of staffing, resources, and budgets. Any expense over $10 has to be well-justified, documented, and approved by the owner himself. The Executive Director prefers on-the-job training, and has never paid for training to date, relying on the VP of People Operations to conduct one-on-one discussions when issues arise. On-the-job training happens often due to high turnover (low paying industry, high on personal fulfillment and enjoyment), but it is inconsistent since the trainers range from those who have been here as long as 10+ years to as little as 5 weeks. However, regulatory necessity requires organizations like this track and report on a variety of trainings related to safety, compliance, and customer service basics. You have been hired as a Learning and Development consultant by the VP of People Operations to build a training program focused on Harassment Prevention in the Workplace on an extremely limited budget. Use the ADDIE model to demonstrate how you would create and deploy this program.